Nature and nurture Research Paper Example | Topics and Well Written Essays - 250 words

Nature and nurture - Research Paper Example Some people also argue that both have an equal share in developing a child. Essentially, the question is, which of the two influences the children more, their biological and genetic circumstances i.e. nature, or their socioeconomic environment, peer associations and parenting skills i.e. nurture? Most experts are of the view that both the nature and nurture play a big role in the child’s cognitive, social and physical development, though there is little to no information regarding the degree to which either of the two participates in the processes of development. This essay aims at discussing the influence of nature and nurture on babies. Nowadays, people generally understand the relationship between nature and nurture. Babies are obviously influenced by both nature and nurture. Nature and nurture play mixed roles in the development of a baby's speech. The nature part of it is that the baby is bourn with the ability to learn the skill of making speech. On the other hand, the e nvironment in which a child grows up causes the child to start speaking within one to two years. The reason why babies start to speak when they are as little as one year old is that their brain is not complete. For example, children who grow up in the middle class of America start to speak when they are only one year old in comparison to the children that live in San Marcos village in Guantanamo, who take quite longer to begin speaking.

Business Environment Essay Example | Topics and Well Written Essays - 1250 words - 2

Business Environment - Essay Example These elements may include leadership and management, clientele, technological factors, rules and regulations of a government, competition, financial planning. In addition, marketing strategies, demand and supply within the area of business, the economic inclinations are other factors that influence the business environment (McNamara 1999). Therefore, the is a distinction in both the purpose and objectives of different types of organizations within any business environment. This determines whether the organization is profit or nonprofit based (McNamara 1999). Profit organizations have the sole purpose of generating profits, such that the amount of money the organization is taking out should be less than the amount of money the organization is taking in (McNamara 1999). In addition, the organization leaders or owners may opt to hold s larger portion of the returns after deducting all the expenses such as salaries and benefits to employees, bills, among others (McNamara 1999). Addition ally, in the profit organizations, the management may choose to cut back on running costs in order to maximize profits. For example, the organization may choose to cut back on personnel in case the management feels that they do not require as much personal or in case they want to incorporate more technological advancements (McNamara 1999). In general, the management has the overall decision making capacity and formulate plans that enable the organization maximize on its returns as it acquires its market share within the economic sector. As a result, marketing strategies become vital for profit organizations as its main goal is to maximize its returns through reaching to a larger clientele (McNamara 1999). Examples of profit organization include Coca Cola, Microsoft, Apple, Samsung, among others. On the other hand, the sole purpose of nonprofit organizations is to benefit the society. They are mostly created for specific tasks such as religious, educational, or charitable (Carter 200 8). For the sole purpose of nonprofit organizations is to serve the community, they operate under strict rules and regulations that ban the owners of the organization from taking the profits for their own gain. This means that, nonprofit organizations have laws that allow them to operate some business activities although the proceeds obtained are to benefit the community (McNamara 1999). Therefore, the profits obtained from the business activities is recirculates into the organization in order for it to achieve its mission and objectives for the community (Carter 2008). Therefore, nonprofit organizations not only run some business activities but they obtain their funding from donations from the public or grants from other organizations. The examples of nonprofit organizations include research institutes, foundations, public schools, public universities, museums, public hospitals, professional associations, among others (Justia 2013). Typical real world examples include Red Cross, UN , (Justia 2013). Any organization, whether profit or nonprofit formulated objectives and missions targeting a particular group or clientele. Therefore, any organization has responsibilities to reach their targets. For instance, in case the organization is profit based, then its responsibilities will vary from making sure of the

Stops, Frisks, and Terry Stops Research Paper Example | Topics and Well Written Essays - 3750 words

Stops, Frisks, and Terry Stops - Research Paper Example This paper will analyze the Terry stop legal issue and its impact in the society. The paper will also look at constitutional issues that touch on the matter and the impact that they have had. Introduction The issue of stop, frisk and Terry stop is very controversial and has been debated for a long period of time. A Terry stop involves stopping of an individual by a law enforcement officer for frisking and in some cases a short detention. An individual may be stopped for frisking if they are suspected of having committed or being likely to commit a crime by a law enforcement officer. As one undergoes a Terry stop, the police officer frisks and individual (the suspect) to ensure that the officer is not in danger or other members of the public (Acker & Brody, 2012). A Terry stop is different from an arrest since it takes less time and is accompanied by less legal procedures. During a Terry Stop, a police officer usually confirm the details of the suspect and finds out whether they have a criminal record or outstanding fines or arrest warrants that have been issued against them. Groups that represent both sides of the argument present their debates which sound justified. Records of crime statistics show that there has been an increase in crimes that are committed all over the country. People all over the world feel that is up to the government to introduce measures that lead to a reduction of crime levels. Stop, frisks and Terry stops is one of the ways that was introduced by the government to try and curb crime levels all over the country. Law enforcers feel that prevention of crimes consumes fewer resources and saves more lives for minimal inconvenience if any to those that undergo the Terry stops. Discussions Stops, Frisks, and Terry Stops affect many individuals in the United States and perceptions on the government and law enforcement officers. This constitutional issue also affects the constitutional rights of individuals. Terry stop and frisk involves detent ion by police if they are suspicious that an individual has been involved in committing a crime. The Terry stop and frisk law was introduced in 1968 after the Terry v. Ohio, 392 U.S 1 (1968) court decision that was made by the Supreme court in the United States. The decision also authorized the police to conduct searches on the outer garments of the suspect if they have articulable suspicion that the suspect is armed and dangerous. The court authorized law enforcers to being able to detain an individual who they suspect is involved in committing a crime. Law enforcement officers also have the legal right to search the individual that they have detained. In some cases, the law enforcers might feel that the suspect might be in possession of a weapon, and may be planning to use in order to commit a crime. The rationale that causes the law enforcers to feel that the individual is likely to commit a crime should be reasonable. For example, a suspect might look overly nervous yet there is no evident reason why they should appear so. Such behavior might be an indication that such an individual is about to commit a crime. The law authorizes police officers to seize any form of contraband that they would find on a suspect while conducting the frisking. However there are some conditions in the frisking of the suspect (Acker & Brody, 2012). The frisking should be limited to the outer clothing of the

Bussiness Management and Outsourcing Essay Example | Topics and Well Written Essays - 3000 words

Bussiness Management and Outsourcing - Essay Example Moreover, the threat of significant job losses allows large firms to demand changes to labor legislation that further weaken labor. In addition to endangering jobs, wages, labor standards and union powers, globalization also hastens the decline of social safety nets (Becker, 1993). Citing international competitiveness, business has been able to shift the tax burden to labor. But job losses and low wages will erode this tax base, reducing governments' ability to finance welfare programs. Globalization thus undermines labor strength, reinforcing the impact of higher levels of overall unemployment on capital's ability to control the workplace in the developed economies (Bateman and Snell 2004). Service Industry Analysis At the beginning of the 21st century, IT is viewed as a strategic tool which helps organizations to expend their activities and increase profits. IT outsourcing is often seen as an opportunities to provide a competitive advantage and increased value for the enterprise. The absorptive capacity based on appropriate technology related skills needs to be measured against both the demands of the international economy and the local environment where a skills base for using IT is even more important. Changes in management philosophy are giving opportunities to the small and medium-sized enterprises that cater to the demands of national and internationally operating companies (Cullen and Willcocks, 2003). However, the businesses that fare well under the new management organizational scenario are those which acquire the necessary business, commercial, and technological skills. The main causes of outsourcing are prices and wages, communication and transportation costs. For many companies, cap acity building to develop appropriate skills is a dynamic process. As... It is stated that today, the UK economy mostly depends upon international labor supply and international business relations. Taking advantage of technology transfer opportunities, their rapid industrialization has been aided by the introduction of advanced technologies that result in labor costs substantially below those in similar industries in the developed economies. This in itself would contribute to the surge in exports to the developed economies. There are several problems with outsourcing faced by the state and companies. Recent years, a large number of engineers have been sent abroad by SMEs and TNCs. Thus, critics admit that the UK needs these research projects to be kept at home. In conclusion, IT outsourcing helps companies to improve their main operations and service quality, gain competitive advantage and save costs. It proposes company opportunities to reduce labor costs and increase service volumes and a number of traditional services proposed to customers, restructure business and invest in personal growth and development. Companies are increasingly finding that, if they combine their information assets with those of other companies, the combined information resource is considerably more useful to all sides. In this new environment, small companies may have advantages created by outsourcing, because their contact with customers will mostly be channeled through the telephone, or increasingly e-mail, they will be able to record and keep track of their customer's preferences and needs much more effectively.

Summary Viral Marketing Essay Example | Topics and Well Written Essays - 750 words

Summary Viral Marketing - Essay Example The viral marketer's dilemma is to identify, categorize and target people for initial reception and replication of the vendor's message. The primary message itself should be highly contagious in order for it to be adopted and replicated easily and regularly. Viral marketing campaigns can be 'low integration', frictionless model where the original consumer is essentially passive in the transaction. The famous example is Hotmail's early 1990s campaign which gave away free e-mail addresses, incorporating a vendor advertisement. Each consumer provided Hotmail with a free distribution network and qualified leads of persons who were already had an email account, and might be interested in switching to free account for their personal correspondence. Campaigns of this type rapidly build customer acquisition and enhance customer retention because the consumer is locked-in to the service as switching will be disruptive. The alternative is a 'high integration', active marketing campaign where the consumer opts-in to a service or product - newsletters and RSS feeds are obvious examples -- or where the consumer seeks a reward for promoting the vendors goods/services. Affiliate programs are obvious examples of the latter. The open source software community has made considerable use of viral marketing strategies. Such communities tend to be made up of 'tech-fluential' specialists who lock-in to the product and derive personal benefits through original contributions to its development. They are self-perpetuating 'hives' with opinion leaders (e-fluentials) who collect, analyze, interpret and disseminate the latest news to others both within and outside the hive who respect the hive's expertise in the field. There are conflicting studies as to the number of persons e-fluentials can actually reach, but it is estimated that in the USA 92% of surfers regularly turn to 8% of e-fluentials for information and that e-fluentials can routinely reach 11 people with positive messages and 19 people with negative messages as information is pulled from consumers (as opposed to pushed by a vendor) from this communication channel. In this context, viral marketing can assist open source software developers (OSSD) to build critical mass to overcome the chasm between establishing the product with tech-fluential early adopters, and gaining market share in the more risk-averse mainstream market. The developer's aim will be to establish the product as the industry standard as once the product reaches this stage of its life-cycle it will be clear that the product is stable, reliable and well-supported. Since the source software is license-fee free to consumers the developer seeks to monetize his/her time investment through add-on services such as consultancy and the sale of complementary goods/services, such as hardware and hosting. As with any marketing campaign an OSSD needs to ensure that the product advertised is suited to the medium to be used. Viral marketing campaigns are particularly effective when the message is contagious in and of it-self, the replicators and recipients perceive a value in forwarding the message to their circle of influence and the product is easily reproducible and easily and exclusively distributed over the

Understanding Leadership Styles Essay Example for Free

Understanding Leadership Styles Essay 1.1 Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations Introduction I work as a manager for Innovations which is a day-care facility for individuals with learning disabilities; the majority of the individuals who attend the resource centre I manage can be very challenging and have very complex needs and behaviours at times. It is my job to create intervention plans and work closely with care co-ordinators, other agencies such as safeguarding, Intense homes support services, and the behaviour team to put strategies in place to safeguard service users and staff. It is my job to identify strengths and weaknesses in team members and ensure they get relevant training to help them develop in their role or to give praise and build on skills helping them to gain recognition on their accomplishments and support them to gain promotions should this be their aim. As a manager I feel I need to be an example to others—either positive or negative. It is necessary for me to adopt characteristics from a variety of leadership styles based on the situation at hand. Regardless of the leadership activity needed, it is important to act with integrity, to set realistic goals, to communicate clearly and often, to encourage others, to recognize the successes of other team members, and to inspire them to provide the best of care. Hopefully my actions will be reflected by my staff in the care they give to our service users each day regardless of which style I practice. Management by walking about (MBWA) I use this style of leadership quite often in the workplace as this gives me the opportunity of observing team members interacting with our service users and evaluate the quality of care being delivered. It also lets staff know that I am interested in them and their work and lets them know that I am approachable. I ask about the work they are doing in a way that sounds interested not intrusive and try to discover what motivates them and whether or not staff and residents are satisfied. When I see a success I applaud it and thank them on the spot for doing well. Autocratic leadership This style of leadership is essential at times within the organisation I work for due to supporting vulnerable individuals and situations can arise which require fast responses i.e. emergency situations where a service user has had an accident or is putting others at risk by using challenging or aggressive behaviour, it could be that staff have tried every other resource they have and will then call the office for advice, I would then make the ultimate instant decision of what needs to be done. This style of leadership is only used when necessary as it does not promote trust, communication, or teamwork which is paramount in our service and it can alienate people and stifle flexibility and innovativeness. Democratic leadership I choose to use this style of leadership on a daily basis as the opinions of the team are always taken into account when finding effective solutions and protocols to effectively deal with the individuals we support. The team are the most important influence on these individuals as they work closely with them each day and know their behaviours, likes and dislikes and what could potentially trigger an undesirable situation to occur. Team member’s feedback daily to management and share any concerns and pass on all relevant information and ideas to enable others staff and management to deal with similar situations in the future and allow for interventions and protocols to be drawn up and put in place for all team member’s to follow and have a consistent approach. Staff also share ideas, concerns and issues during their monthly supervisions and staff meetings. All decision making is shared with staff and all critique and opinions of each member of the team are taken into acc ount which encourages group participation and allows every team member to feel more important than the actual problems they are encountering in their day to day role. Laissez-Faire Leadership Style This style would not work in my organisation as staff need the constant availability and advice from management to feel secure and to support when problems arise, we work with challenging individuals on a daily basis and  staff are not always confident when confronted with abuse both verbal and physical and need immediate interventions that only management are able to implement. we are bound by strict codes of practice and guidelines to follow in these situations both by the care standards act and the CQC (care quality commission) also our own organisational policies and procedures which are constantly updated, there is also annual training and courses and the need for constant feedback and communication on a daily basis to provide support to our staff and the best possible care and outcomes for the individuals we support, I liaise with crisis teams and care co-ordinators with the information and reports that I receive from staff to find suitable outcomes for any concerns or issues they have with the people they support making this style of leadership inappropriate for our organisation. 1.2 Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour. Autocratic leadership Factors that would influence me using this style of leadership (positive effect) I would use this style in an emergency situation.  When my staff arrived to pick up a particularly complex service user she was extremely agitated and throwing cups and other items at staff in her home, she then turned her attention to my staff verbally abusing them and threatening harm to them. As we were responsible for supporting her at this time one member of staff needed to stay at the service user’s home to support her as it was not deemed safe to continue with her on community based activities while she was showing such aggression. The staff member I was speaking to said she was concerned about staying with the service user as she informed me that she had now attacked her home staff and another service user who lived there and that the police had been called for assistance, I told the staff member that she was to follow her training and keep herself out of danger at all times, I told her to support the house staff as far as she could without putting herself in the line of fire and that the other members of staff needed to bring the other service user on the bus back to the unit and drop her off, they could then return and support. I told her she needed to record everything and report to me frequently so that I was kept up to date with the situation and make any  decisions as deemed necessary to the ongoing situation. I needed to be autocratic as decisions needed to made as a matter of urgency and there was no time for discussion with the staff involved. I would use this style when managing a new or untrained member or members of staff who does not know what tasks to perform or what procedures to follow. Due to staff holidays or sickness, my unit often uses groups of staff from other units who do not have experience and knowledge of the complex service users we support at Brantwood. This can be extremely difficult for me as a unit manager as I need them to be knowledgeable as I don’t always have enough of my own staff to mentor them on these occasions due to holiday and sickness. it is important that support plans are read and signed and that these staff are aware of all strategies and interventions that we use to overcome behaviours that could occur whilst supporting service users. This is necessary as this will prevent situations escalating. When staff arrive at the unit I brief them on the expectations of the unit and make sure that they are aware of the routine and procedures we follow on a daily basis, staff can quite often be sat reading files but chatting amongst themselves therefore not digesting the information in the files. I have no hesitation in these circumstances instructing staff to move to a quiet area and sit in different rooms where they are able to read without distraction and will emphasise the importance of having enough knowledge to support the service users to the standard required. The team members skills in this situation are low and they are novices with the service users they are going to support therefore need clear direction which will help them to learn and apply their skills in the correct way. If a member of staff challenged my position as a manager, I had a member of staff who was part of a team of three who were supporting a service user who needed 1-1 support and another who needed 2-1 support when in the community. I asked my deputy to request that they return to the unit and drop one member of staff off so they could take another staff member back to another unit, my deputy informed me that the staff member told her that she was not willing to do this as both service users needed an escort, I called the staff member in question and asked her what the problem was and why she was refusing to follow instructions from the deputy manager who was  her senior, she told me that in her opinion the instruction she received was wrong and believed that both service users needed an escort each and when they dropped the staff member of at another unit there would only be two staff left on the bus. I pointed out that they both needed an escort however they would still have an escort on the bus, I told the staff member that she was refusing to fulfil the requirements of her job role by supporting requests from her manager and that as a company we take this very seriously and that this would lead to an investigation. I also asked the member of staff to return to the unit as requested and that another member of staff would take her place, I advised her that she should read the service users files in the meantime and ensure that she understands the contents and the context in what is written, I pointed out that the service users need the full support of three staff when in the community not when travelling on the bus. I would not use this leadership style with a member of staff (negative effect) Who becomes tense, fearful, or resentful, a member of staff had not checked the contents of a service users medication box when they signed it out from their home despite being prompted by her colleague on the bus with her who later reported this. When the box arrived at the unit and another member of staff signed it out they checked the box and realised that the wrong medication was in the box, the medication was life saving and could of had serious results for the service user had it been needed in an emergency. When the staff member was asked if she had checked the box on the morning, she said she had when she clearly hadn’t. The staff member was visibly upset as she had not followed the correct procedures and then had subsequently lied to her colleague and to management. This had to be addressed but I knew that she was sensitive and possibly fearful of what action would be taken against her. However I had to address what had happened. I would normally call staff members into the office in this type of situation but when I had gone to the kitchen I found the staff member making a cup of tea and decided to ask her informally how this had happened, she broke down in tears and said she knew it was wrong and it was a person’s life she had put in danger. I told her not to get upset and that I was sure she had learnt a very valuable lesson from this however I stressed the seriousness of the  situation but offered her support. I felt that this lessened her anxiety by addressing the situation but in an informal manner and that had she been brought into the office it would of had a demoralising effect and be detrimental on her self confidence cause resentment and mistrust towards her work colleague who had reported the issue. Democratic leadership Factors that would influence me using this style of leadership I would use this type of leadership with highly skilled or experienced staff or when implementing new strategies and protocols and resolving individual or group problems. Each morning I speak to staff about ongoing issues with service users as staff rotate on a daily basis working with different service users. Staff who have worked with them previously share experiences, successes and failures when dealing with recent behaviours they have encountered with our service user’s passing on valuable strategies and techniques to their colleagues. If incidents occur staff complete incident reports which are then passed to our quality assurance manager who carries out reflection work which enables staff to offer suggestions of how things could have gone better, reflect on their practice and share ideas of how to prevent these incidents in the future. I also promote feedback with an open door policy, through staff supervisions and staff meetings where all staff are encouraged to share their experiences and how they have effectively dealt with situations. I then build strategies and interventions from the feedback from the staff that work with service users on a daily basis and incorporate this information into the care plans. Other factors include:- Keeping staff informed about matters that affect them. Enabling staff to share in decision making and problem solving. Providing opportunities for staff to develop a high sense of personal growth and job satisfaction. Dealing with a large or complex problem that requires a lot of input to solve Sharing changes or problems that affect staff. To encourage team building and participation. I would be influenced to not use this method when:- There is not enough time to get everyone’s input Mistakes are not an option. Staff and service user safety is a critical concern. As detailed in my autocratic leadership style above. Laissez-Faire Leadership Style I use this style with my senior staff who are very experienced in their role and know our service users very well as they are working front line with them. I allow them to use their initiative and make decisions when they are working with them but at the same time offer guidance and support when requested. This allows the seniors in the unit to take a pride in their work and the drive to do it successfully on their own and reach their goal. For example a new senior felt that the deputy manager was not relinquishing various duties as outlined in the senior job description i.e. allocating staff to service users each day, ensuring they had lists and money and ultimately are organised and on time for activities, this made the new senior feel that she was not trusted to do the job she had been promoted to do and not directly able to participate in decision making and prove her worth, leaving her feeling demoralised and unworthy of the job she had been promoted to do. I spoke to the deputy and explained how this would ease her own workload and build the confidence of the senior. I do use this style with my deputy manager at times for example when it comes to day to day decisions about the service users we manage as this is one of the principle parts of her job as is managing the staff in day to day activities and ensuring they are working to required standards, however when it comes to speaking to staff about bad practice she finds this very difficult and despite requests from myself to confront certain staff about bad practice or misconduct she is reluctant to do so and feels unsecure without my leadership, I therefore have to deal with such issues myself and at times take an autocratic approach with my deputy. AC 2.1 Assess own leadership behaviours and potential in the context of a particular leadership model and own organisation’s working practices and culture, using feedback from others The particular leadership model I have chosen to highlight in 2.1 is the autocratic style although this is the one style I would choose to use less if possible it is the one that causes the most contention, I have reflected briefly on other styles I prefer to use this is one that is necessary at times. In my organisation I work as unit manager in a day care setting for adults with learning disabilities. On a daily basis I have to use my leadership skills in order to manage the work and people in order to fulfil the company’s objectives and vision. In my opinion my leadership style for the most time is a democratic style, however at times my leadership style may have to adapt itself to the given situation. For example if a new employee has joined my team I would probably use a more supportive leadership style to help them learn and adapt. The company directors set the company culture in our unit. They use a very democratic and supportive leadership style which reflects how we work however at times a more autocratic leadership style is required. For example the company directors frequently monitor and controls individual and team performances, I have to do the same within my team. For example (A member of staff was sat with a group of elderly service users they were sat round a table and the staff member was sat with them, despite there being a planner in place for activities the staff member had not bothered to look at it and was sat with their mobile phone texting. I spoke to the staff member in my office and carried out a supervision so that the conversation would be documented and informed them they were not carrying out there outlined duties as an activities facilitator and not meeting the criteria of their job role. I informed them this was not acceptable and that apart from not interacting with and motivating th e service users they were breaking company policies by using their personal mobile phone without prior permission from management I informed the staff member I had no choice but to take it to an investigation meeting which could lead to disciplinary action). I always ensure that all staff understands my expectations up front so they are under no misunderstandings of what actions will be taken if the service we offer is compromised and staff are not performing to the required standard. I am consistent and fair and apply my expectations to all staff, however I make it clear that I want staff to feel that they are listened to and can bring their opinions to me and that they are heard no matter what the outcome. I  believe that as a manager it is important to be a master of not only one but all leadership styles and to know when to use them appropriately. Furthermore I use the following leadership style within my team. Creating and sharing a vision with the team, setting smart objectives, allocating tasks, allocating roles and responsibilities, monitoring performance, observation of individual team performances, giving constructive feedback and ideas for the development of skills where needed, in supervisions and staff meetings. The feedback from my team during their supervisions and staff meetings has suggested my leadership style is mostly democratic however there were certain elements of autocratic and supportive styles present. My team referred to the following leadership skills such as resolving conflict, facilitating discussion, motivating, encouraging, being approachable and listening, empowering and facilitating development. However they have also suggested that at times my leadership style is autocratic as I can be assertive, direct and quite blunt when they have not fulfilled the company’s or my expectations and directions and have not complied with company policies and procedures. I also assess my leadership through monthly supervisions and yearly appraisals with my director VA who I am directly responsible to, I take on board her feedback, an example of this is when I needed advice of how to address some concerns relating to a staff member not being able to carry out the work expected of h er. I found this awkward due to the fact that she was once my senior (deputy manager, when I started with the company, and I have since worked to gain a management position over her)Victoria and I discussed the options available to improve the staff member’s practice, and she offered to speak to the member of staff on my behalf, however Victoria felt that I had the relevant leadership skills to resolve this myself she said she would like me to understand my professional worth and be assertive in this situation. She felt that I was feeling a lack of empowerment and needed to all I could to address the balance and that this could only enhance my leadership skills. I addressed the issues with the staff member and told her it was constructive criticism I was offering and would give support to her whenever she felt she needed it. AC 2.2 Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model Appropriate actions to enhance my own leadership behaviour in the context of the particular leadership model I chose in 2.1. Taking into consideration the chosen leadership style is autocratic there are several ways which I could enhance my leadership behaviour. One way would be to practice self-knowledge and self-awareness, these are both qualities required by any manager. In order to develop these qualities I must act upon constructive feedback I receive from internal or external environment. The feedback I attained from a number of sources including team members, other colleagues and line managers. I need to be observant and take into account my own actions and the impact it has on others. I need to be mindful of my own strengths and weaknesses and know when to ask for assistance and when I am good on my own. One of my strengths is I am serious about my work and my passions and keep my boundaries firm to maintain the integrity of my goals and the work I put into them, my weakness is I expect the same from others and can be disillusioned when this is not the case. I need to be willing to accept my failures and weaknesses and know that the key to success is not avoiding failure but learning from my mistakes and allowing others to do the same. I need to believe that making a mistake does not mean it is a mistake it gives people the opportunity to improve and grow. I need to enhance my communication skills and be able to clearly and specifically communicate my vision, goals, skills, intentions and expectations to others and strive to improve my verbal, nonverbal and listening skills without interrupting others as it can be too easy to jump in with an objection too quickly. It might be wise for me to find a role model I can learn from. It would have to be someone I respect highly and whose leadership I admire. If the role model agrees to mentor me, my leadership skills could greatly benefit. I have a great respect for my director VA and aspire to lead how she leads, she is just, fair and supportive and deals with subordinates in a manner that others find hard to challenge. She is very disciplined at work and I need to learn to apply this to my role and every area of my life, I feel  this is a character trait that will provide me with the enduring focus necessary for strong leadership.

Management, Leadership and Public Health Planning

Management, Leadership and Public Health Planning Student Name: Aphrodis Ndayisaba 0. Introduction The complexity and dynamism of healthcare systems around the world make them require strong, knowledgeable and skilful managers and leaders. The need for effective health managers and leaders is of paramount importance in allowing organisations and professionals to achieve their goals. Part of the knowledge and skills that healthcare services managers and leaders should have include planning and change management. In this essay, we will discuss, using a health project and examples, the steps undertaken in planning process and later on we will be discussing on various ways that healthcare services managers and leaders would partake to effect organisational change. 1. The steps in a health planning process According to Ardal et al (2006), a plan is defined as â€Å"a map, as a preparation, as an arrangement†. Planning defines the direction where the organisation or a person is heading and how to reach there. Various activities are undertaken in health planning process. It is stated that health planning process follows as the same basic steps as any planning process and these steps form a cycle which is normally repeated in the planning process for programs, populations, systems or health goals. The necessity of repeated cycle is due to the prevailing conditions which some or all may push to the change of the existing plan. For example, new evidences to create, restore or support health are released unceasingly, thus to incorporate these evidences into plans, the planning process should be cyclical (Ardal al, 2006). According to Ardal et al (2006), most planning cycles comprise seven steps which are: Surveying the environment Setting directions Identify problems and challenges Identify ranges of solutions to the problem and challenges Identify the preferred solutions Implementation Evaluation According to the same source, some people might argue that planners are only involved in the first five steps yet planners are also instrumental in understanding and supporting to shape the implementation plan and evaluation. They may be invited to provide support in these latter activities. To discuss on these steps, we use an example of a community health project on fighting against malaria in a local district. 1.1. Surveying the environment This step is concerned with the information collection to determine the current situation regarding the issue under consideration. The assessment of the current situation is done from various perspectives. For example, in the planning process for the project to fight against malaria, those involved in the planning process can review the previous plans about the project. According to Chatora and Tumusiime (2004), the review of the previous plans is essential in the planning process as it helps find out whether the government policy changed over a period of time and what its impact on the plan. Additionally, the planners can review the previous plans to see any change on certain key information in the planning like demographic information on the number of the target population, social, economic and cultural factors, community engagement in the process and health delivery. Similarly, the review of the previous plans provides information on the change about resources like human, financia l and material resources and about the performance of the previous plans. 1.2. Setting directions This step involves goals and objectives setting and the establishment of the standards against which the existing health/ illness status or existing organisational or system performance will be compared with. Simply put, at this stage, health planners seek to answer the key question â€Å"where do we want to go?† or â€Å"what do we want to achieve†. In other words, the health planners identify the desirable future state or outcome for the issue in question. For example, during the planning process of the project intended to fight against malaria in the district, those involved may set the target of having zero death due to malaria in the district during a certain period. 1.3. Identification of problems and challenges This step is concerned with the identification and quantification of the shortfalls between the existing situation and the desirable situation. To identify problems and challenges, the available data should be taken into consideration; data from health information management system, community surveys, census, reports, and anecdotes alike. Problems can be either primary or secondary. On one hand, Primary problems include illnesses identified in the community like malaria, tuberculosis HIV infection, leprosy or other related to socioeconomic factors like inequity, unfairness or patient dissatisfaction. On the other hand, secondary problems or contributory problems are those problems related to poor health systems like shortage of health resources, poor health delivery services and poor management skills which contribute to the primary problems (Chatora Tumusiime, 2004). For example, during the process of planning the project to fight against malaria, planners have to make use of various data sources to determine the causes of the deficit between the current situation and the desired situation about malaria in their district 1.4. Identification of range of solutions to problems and challenges At this stage, a range of solutions to each identified problem and challenge is identified. Also, at this stage, an assessment of each possible solution, using criteria like feasibility with the available resources, cost-effectiveness, is done so that each solution can be compared with each other to ease the process of prioritisation. For example, in planning process about community health project to fight against malaria, each identified problem and challenge that impede the initiatives to fight malaria a solution should be sought to it. However, given the complexity of this step in identifying solutions to the problems and challenges, creativity is of paramount importance as some problems and challenges may not have readily available solutions (Ardal al, 2006). 1.5. Identification of preferred solutions This step is concerned with the selection of a solution or a range of solutions to deal with the identified problems and challenges in the above step. The selection of the solutions may require to take into consideration fiscal and political context and other limiting factors (Ardal al, 2006). For example, in choosing solutions to the problems and challenges to the fight against malaria, government policies and guidelines and the available resources and other limiting factors should be not be ignored. 1.6. Implementation This step deals with the implementation of the selected solutions and it is preceded by the development of implementation plan. 1.7. Evaluation It stated that this step may start with the development of an evaluation plan well prior to the actual evaluation. This step is concerned with the evaluation of the outcomes of the implemented solutions to determine if the latter resulted in achieving the goals set in the planning process. It is also concerned with the evaluation of the environment in which the plan was carried out to determine if any change occurred hence helping depict whether the implemented solutions were less effective, more effective or irrelevant. Additionally, it involves developing ongoing tracking system methods to be used to continuously make identification and assessment of the planned or unplanned outcomes of the implemented actions (Ardal al, 2006). 2. Various ways to effect organisational change Healthcare organisations, like any other organisations, either public or private constantly undergo changes. The need for change or reform in these organisations is reported to be fundamental to the management process. Managers of these organisations need to adapt how they work when faced with contextual changes such as the emerging new technologies, changes in environmental pressures, demographics, political ideologies, socioeconomic context and rising demand and cost (Goodwin et al, 2006). So, organisations have to change as their internal and external environment constantly change. Numerous models and theories of change management have been proposed in the literature. These models include the 7-S model, PESTELI, soft systems methodology, Kurt Lewin’s classic three-phase model of change-unfreeze, move or change and unfreeze, John Kotter’s popular 8 step change model, etc. (Goodwin et al,2006; The State of Queensland, 2014). It is stated that each model has its own advantages and disadvantages and no one approach is best in all circumstances. â€Å"Indeed it is not so much the actual model or theory that is important, but more that the approach that is taken is relevant to the circumstances† (The state of Queensland, 2014). In essence, the best change model appear to make use of and adjust aspects of various models to meet the culture of the organisation in question and the context of change needed. Basically, it is reported that the goal of all change management is to secure the involvement of each and every one to the change and align indiv idual and team behaviour and skills with the change (The state of Queensland, 2014): For the case of the director of the Directorate of Public Health who needs to replenish the image of the organisation after observing that it was getting negative, below are the proposed ways that can be partaken to effect the health organisational change. They are the analytical tools that they can be used to develop a coherent strategic response to the situation like the one mentioned above. The 7S model PESTELI Soft systems methodology Process modelling SWOT analysis 2.1. The 7S model The 7S model is one of the diagnostic tools that healthcare organisation managers can use to conduct situational analysis to assess the gap between what is and what ought to be and it is often a tool that can be used for the justification for change management programmes. This model suggests that there are seven criteria which require the harmonisation of each other. These criteria are the following: Strategy: this criteria is concerned with the plan or course of action that leads to the allocation of organisation’s resources to achieve its goals. Structure: This involves the outstanding characteristics of the organisational chart. This is related to the organisational leadership structure and how its parts are interconnected inside the organisation. Systems: This criterion is concerned with the processes and procedures and the information flow around the organisation. Staff: This criterion is concerned with the categories of human resources within the organisation. Style: This is related to leadership style that the managers use to reach the organisation’s goals. Shared values: This is concerned with the guiding principles that the organisation instil to its members. Skills: This is related to the staff capacity of the organisation. Goodwin et al (2006) state that the 7S model can be used in two ways: in identifying strengths and weaknesses by taking into consideration the linkage between each criteria and how change made in one criterion will impact on all of the others. Despite its attractiveness of its dual emphasis on soft and hard organisational components, it is criticised of providing one-sided organisational culture with the only sole focus on the similarities that stick to the organisation and ignore other important aspects like conflict and disagreement (Goodwin et al, 2006). 2.2. PESTELI PESTELI is described as checklist used to analyse the environment in which the organisation operates. It stands for: P: Political factors: political impetus and influences that have an effect on organisational performance or other options open to the organisation. E: Economic influences: competitive nature that the organisation faces and the financial resources available within the economy. S: Social trends: change in demographics, trends in the behaviour and attitude of people regarding how they live, work and think. T: Technological innovations: new ways of doing new and old things and mitigating new or old problems; be it equipment or new ways thinking or organising. E: Ecological factors: this involves defining wider ecological system to which the organisation belongs and the manner the latter interacts with. L: Legislative requirement: these extend from the employment law to environmental regulations. I: Industry analysis: this is concerned with reviewing of the rousing quality of the industry to which the organisation belongs. As the 7S model, PESTELI can be used to conduct an analysis of the favouring factors in the environment in which the organisation operates and those that hinder the progress (Goodwin et al, 2006). 2.3. Soft systems methodology It is a tool which helps in articulating complex social processes. This is done by bringing together concerned people so that they can express their points of view, challenge them and test them. The following steps are undertaken when using this tool: Identify a problem and its causes from the stakeholders, cultural and political perspectives, without any attempt to impose a preconceived structure or to over-simplify the processes in place. Articulate root definitions of relevant systems: purpose, dynamics, inputs and outputs. Discuss on the situation with the stakeholders by describing the needed activities to achieve the root definitions using for instance process mapping tool or cause-and-effect diagram. Compare models with reality by observing, discussing and defining what to alter on the structure, process and attitude. Take action to implement the proposed solutions. Despite the importance of this tool in making change happening, it was criticised of being time consuming and costly. Also, there are concerns of whether organisational members are enough motivated to undertake the task to its end (Iles and Sutherland, 2001 cited in Goodwin et al, 2006). 2.4. Process modelling Process modelling is used as an approach to capture and clarify different views and expectations of a process. It helps increase the understanding of the situation at hand and how the proposed new one will make a difference. Simply put, the aim of this tool is to capture the dynamics of a situation so that those involved can brainstorm and come up with the best practices to change the current process. 2.5. SWOT analysis SWOT analysis is another important tool used to examine an organization’s internal strengths and weaknesses, its opportunities for growth and improvement, and the threats the external environment presents to its survival (Harrison, 2010). It is a systematic way of examining why an organization needs to change. SWOT stands for: Strengths, Weaknesses, Opportunities, and Threats. This tool can be used in combination with other tool. For example, it is used together with the 7S model to identify organisational internal factors and PESTELI to identify external factors that hinder the growth or the normal functioning of the organisation. REFERENCES ARDAL, S. ET AL, 2006. The Health Planner’s Toolkit. http://www.health.gov.on.ca/transformation/providers/information/resources/health_planner/module_1.pdf [6-11-14]. CHATORA, R., TMUSIIME,P., 2004. District Health Management Team Training Modules. Module 4: Planning and Implementation of District Health Services. https://www.k4health.org/sites/default/files/Module%204.pdf [5-11-14]. GOODWIN, N. ET AL., 2006. Managing Health Services. London: Open University Press. HARRISON,J., 2010. Essentials of Strategic Planning in Healthcare. Washington: AUPHA Press. THE STATE OF QUEENSLAND, 2014. Change Management Best Practices Guide: Five (5) key factors common to success in managing organisational. changehttp://www.psc.qld.gov.au/publications/subject-specific-publications/assets/change-management-best-practice-guide.pdf [6-11-14]. 1