Short Story Performance Assessment Bargain Essay Example

Short Story Performance Assessment: Bargain Paper Bargain by A. B. Guthrie 8th Grade English Language Arts EDRD 602D Secondary Reading Instruction 7-12 Performance Assessment 1 Fay Van Vliet â€Å"Before† Strategy: Activating and Focusing Prior-Knowledge and /or concepts needed Concept: Bullying Building Background knowledge based on personal and text-to-world connections (15 minutes) To activate prior knowledge and introduce the concept of bullying, I would read the CNN. com article: â€Å"Bullying rampant in U. S. middle schools† to the class (see attached article). Following the article I would engage the students in a discussion on bullying. Starter questions: How common is bullying in U.S. middle schools? (4 out of 5) Which students are the most vulnerable targets of the bullies? (different) Why do you think kids that are different are the targets? What kind of bullying have you observed in our school and how do students typically respond to it? What tactics do bullies often use? What kind of creative ways could students deal with bullying? The next two days we will be reading a story that describes an all too familiar theme of bullying, but between adults, with a middle school student caught in the action. Rationale: The prevalence of bullying in middle school is obvious to the students. By bringing their attention to it, and discussing it their minds and emotions are prepared to engage in the plot of â€Å"Bargain. † This text-to-world/text-to-self strategy will provide the students with motivation to compare the theme and plot with their own situation. Quotations by and about Characters (35 minutes) Each of the following quotes will be written onto 3X5 cards with the name of the character it pertains to on the reverse side of the card. We will write a custom essay sample on Short Story Performance Assessment: Bargain specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Short Story Performance Assessment: Bargain specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Short Story Performance Assessment: Bargain specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Duplicate cards will be made so there will be enough for every student to have a card. Pass cards out to students Students mix and find others with the same character Students discuss character quotes to predict what qualities they anticipate they will find when they meet the character in the story Each group will share their character profile with the class and record the descriptions on a laminated tag board T chart posted on the wall. This chart will have two columns, one for predicted character traits and one for actual character traits. It will be used after the reading to check predictions Mr. Baumer â€Å"He was a man you wouldn’t remember from meeting once. † â€Å"†¦ half mule and half beaver. † â€Å"A hundred and thirty-five pounds wasn’t much to throw against two hundred. â€Å"He spent most of his time at the high desk†¦Ã¢â‚¬  Slade â€Å"You could never tell by his face what went on inside his skull. † â€Å"People said he could hold a lot [of liquor] without showing it except in being ornerier. † â€Å"He hates everybody† â€Å"I had heard it said he could make a horse scream with that whip. † â€Å"I have been working in the store for him in the summer and after classes ever since pneumonia took my dad off. † â€Å"Look Mr. Baumer, I can lay out of school for a few days until you kind of get straightened out here. † â€Å"I blurted out that I would have the law on Slade. † â€Å"I didn’t feel good. I couldn’t look up to Mr. Baumer like I used to and still wanted to. † Rationale: Having this exercise before the reading allows the students to anticipate aspects of the story (plot, characters, theme) to help them build comprehension. This strategy is good for adolescent students as it will require them to exercise some critical thinking skills which they are developing at this period of life. It will also encourage them to work as a team toward a common goal, and will allow them the freedom of movement and expressing their own opinions and hearing those of others. During† Strategy: Selecting and Organizing Sequencing to see plot: Part 1 Give the students the sequence organizer for sequencing (ladder page from J Sprague’06) During the first 20 minutes of the class I will show the students how to do this activity by using a current popular movie such as A Night at the Museum. I will have an overhead of the ladder sequence organizer and each student will have a copy to write on. As we discuss the events of the movie, I will write them beside the ladder and have the students do that also. We will then select the most important events and list them in order, starting with the bottom rung listing the 8 most important events that carry the plot to its culmination. During the next 30 minutes, the students will be individually reading pages 231-235 of â€Å"Bargain† and doing this strategy. Since students are reading such a small selection, I will only have them fill in the bottom 4 rungs of the ladder. The directions are on their page will be as follows. 1. Outside of the ladder, list the important events in short phrases, like titles. 2. Decide if any of the events should be combined or dropped. 3. Place numbers, one-four, next to the events in chronological order. 4. Write the events using the short phrases on the ladder in chronological order. Homework: Answer Socratic Discussion questions 1-6 Rationale: Because narrative text, and this text in particular, is organized in a sequence in which one event impacts the next, I selected a sequence organizer to help the students see this succession. This will help the students understand what lead to the culmination of Bargain. Requiring them to select the most important events to put on the ladder and sequence them will build their critical thinking ability. This activity is fitting as a â€Å"during† strategy as it assists the students in selecting and organizing information. The adolescent student is beginning to deal with text that is multifaceted and this activity will help him/her pull out key information from complex text. â€Å"During† Strategy: Selecting and Organizing Sequencing to see plot: Part 2 Making connections through discussions, and Activating and focusing/reviewing sequence (20 minutes): There will be a whiskey barrel at the front of the room with the word â€Å"Bargain† stenciled across it to create mental images and build historical understanding of the text. This will also bring the students back to the previous lesson’s reading and promote class discussion. Discussion starter questions: 1. â€Å"How strong does a freighter need to be to handle these barrels? † 2. â€Å"What happened in the first part of the story yesterday? † 3. â€Å"Students, take out your ladders and let’s discuss the events. † 4. Using an overhead of the ladder, the class will discuss the sequence of events and put them in order, determining what to include and what to leave out. 5. â€Å"Based on the events up to this point, what would you anticipate might happen next and why? The next 30 minutes the students will read individually and finish the second half of the ladder to see the complete sequence of the events. Homework: Complete Socratic Discussion questions 7-11. Rationale: See part 1 â€Å"After† Strategy: Integrating and Applying Community share plan – Discuss character profile descriptions to check predictions: students will refer to the poster boards to see how accurate their predictions were (the left side of T chart) and fill in accurate descriptors for each character on the right side of the chart. Socratic Discussion Prior to the class The students will have completed the Socratic discussion questions before this class period. Discussion table will be set up with chairs enough for half of the class and 2 extra chairs around it Before the Socratic Discussion Rules for the Socratic discussion will be reviewed oOnly those who have answered the questions will be in the inner circle The students are to have only prepared answers on the desk The participants decide what format the discussion will take such as go around the circle or the last speaker choose the next speaker The inner circle students determine who speaks first Another student speaks only when the one currently speaking finishes Clarifying questions may be asked by inner circle members The discussion is complete when the inner circle members have agreed on each question or have agreed to disagree with all members having given their opinion The outer circle participants will not speak or communicate with body language Participants must hand in their discussion question answers before the discussion ensues They are to take notes logging as much of the discussion of the inner circle as they can Key words or phrases should be highlighted or circled Students in the outer circle may take one of the empty chairs in the inner circle when: the discussion appears to be off topic the discussion becomes nonproductive the inner circle members have not discussed an area deemed important the student who takes the empty seat becomes the next speaker The inner circle is complete when all the chairs are filled and students may not leave the inner circle until the discussion is ended. When the inner circle discussion is completed the outer circle shares their summaries or key words and phrases with the inner circle students while the inner circle becomes the listeners During the Socratic Discussion Inner circle will discuss questions 1, 3, 5, 7, and 9 When the inner circle has completed their round, the outer circle will become the inner circle and discuss questions 2, 4, 6, 8, and 10 When this group has finished their round, the whole class will discuss question 11 Assessment: Since this will be an early implementation of the Socratic Discussion, the goal will be to initiate and practice critical thinking skills. The assessment will be taken from the student’s written responses to the three types of questions. Rationale: Conducting a Socratic Discussion after the reading provides an opportunity for the students to review the story, its theme, its characters, and discuss the actions of the characters in the story. It provides a platform in which each participant must consider and respect others’ opinions. This is essential for middle school students as they are becoming young adults and need to hear and be heard in life. This discussion will build comprehension the students review the story and build a greater understanding while listening and internalizing others perspectives. Socratic Discussion Questions Answer the following questions in complete sentences and explain your answers thoroughly. Literal Questions 1. What is the setting of this story? 2. What is a freighter? 3. Which character is narrating the story? Inferential Questions 4. Why does Slade call Mr. Baumer, â€Å"Dutchie? † 5. Why did Mr. Baumer persist in giving Slade the bill even though he knew Slade would not pay it? 6. What does Al mean when he says, â€Å"I didn’t feel good. I couldn’t look up to Mr. Baumer like I used to and still wanted to. †? 7. How does the author imply that Slade drank the wood alcohol? Evaluative Questions 8. What contemporary issue was Mr. Baumer facing that was the foundation for his anger? 9. What options did Mr. Baumer have for dealing with his situation and his anger with Slade? 10. Why do you think the author chose â€Å"Bargain† for the title? 11. What â€Å"bargains† do you think people make today?

Partnership Working in the British Nhs Essay Example

Partnership Working in the British Nhs Essay Example Partnership Working in the British Nhs Essay Partnership Working in the British Nhs Essay A review by Dr. Ignatius Gwanmesia on how inter-professional partnership working impacts on service delivery (NHS) (2007) Introduction In a utopian scenario, inter-professionalism should reciprocate efficiency in service delivery for service users. However in practice, inherent constraints left unresolved can construe to hinder rather enhance the safeguarding of clients welfare. Service users are experts on their own needs, Smale et al (1993), and they expect and judge the quality of health and social care services they receive in terms of whether they â€Å"help them achieve the outcome they aspire to, and whether these services are delivered in ways which empower rather than disempower them. † Davies et al (2005, 195). Realising these expectations is a factor not only of the user-staff ideologies and value bases but of the model (medical or social) and theories developed by service users Oliver, (1996, p. 31-33). While service users expect staff in joined up working to assist them to address both their medical and social needs, due to multifaceted constraints, partnership working is not readily able to deliver since it can be â€Å"tense and conflictual; a place of strife where members compete for territory and vie for recognition. Davies et al (2005, p. 158). Experience show that holistically the result can be compromised service delivery. To critically evaluate how inter-professional partnership impacts on service delivery, this discourse will start with an attempt to resolve the polarisation in its conceptualisation. The background will trace the evolution of the ideology from a theoretical, policy and practice perspective. The body of the discourse will first analyse those factors that impact on effective partnership; power relationship, empowerment, communication, power relationship and value differentials. Next, will be a critical examination on how the social, legal and political structures in Britain have been instrumental in realising the vision of the ‘Third way’. Next, different codes of practices will be examined to ascertain their effectiveness as instruments for ensuring practice standards. Then using ‘process’ and ‘outcome’ as evaluation criteria, Dowling, (2004, p. 309), the advantages and disadvantages of partnership will be compared. The conclusion will be an objective synthesis of those relevant dialogues developed within the discourse. Finally, the bibliography will alphabetically credit all the references employed within the essay. Definition Inter-professional partnership as developed in New Labour’s quasi-market partnership ideology is devoid of singularity in its conceptualisation. The concept is so highly polarised, Hutchison and Campbell, (1998); Ling, (2000) that different writers use or interchange different terminologies to infer similar ideology; multi-organisational partnership, (Lownders and Skelcher, (1998); collaborative governance, Huxham, (2000); inter-agency collaboration, Hudson et al, (1999); networks, (Kirkpatrick) and inter-organisational relationship and networks, Hage and Alter, (1997). With such visible variance, it is not surprising that Glendinning et al, (2002, p. 3) describes partnership in government circulars and policy pronouncements as, â€Å"largely a rhetorical invocation of a vague ideal. † In consonance, Balloch and Taylor, (2001. p. 6) state that partnership† lays claim to no single definition or model. † Despite this lack of singularity or consensus in its conceptualisation, Tennyson (1998) provides what I consider the most stipulative and appropriate definition for this discourse; a cross-sector alliance in which individuals, groups or organisations agree to work together to fulfil an obligation or undertake a specific task; share the risk as well as the benefits; and review the relationship regularly, revising their agreement as necessary† Tennyson, R. (1998, p. 7) However, from a more political perspective and seeking to clarify and be specific about its objective, the Audit Commission defines partnership as; A joint workin g arrangement where partners are otherwise independent bodies cooperating to achieve a common goal; this may involve the creation of new organisational structures or processes to plan and implement a joint programme as well as sharing relevant information, risks and rewards. † While White and Grove, (2000) perceive, â€Å"respect, reciprocity, realism and risk-taking† as partnership’s four most vital elements†, the Department of Health’s documents focuses on the notion of â€Å"inter-agency working, coordination and a seamless service† DOH, (1998a, 1998b, 1999b, 2000) Background As hitherto developed in the government’s White Paper: Modern Local Government: In touch with the people; local councils and their professionals constituted the primary deciders of the nature and degree of services provided to services user; with the interest of the former being paramount,. DETR (1998, para 1. 10 and 1. 11). During the Conservatives years, fragmentation of service delivery among a variety of agencies resulted in, â€Å"poor performance of many local authority services; and lack of citizen engagement. † Geddes, (1998, p. 8); Martin et al, (1999); Audit Commission, (1998). As a remedial measure, the ideology of partnership in social work and social policy was initiated by New Labour as part of its, â€Å"democratic renewal and modernising agenda to champion new and different forms of decision-masking in public services with a shift from democratic towards partnership and participatory decision making†. Glendinning, (2002, p. 97). In the words of the Labour Prime Minister; â€Å"It is in partnership with others that local governments future lies† Blair, (1998, p. 13). Labour’s objective was essentially to â€Å"build councils which are in touch with their local people and get the best from them. DETR, (1998, p. 6) as agents of the local authority through the social services and related services, social workers inadvertently became proactive professionals in propagating the doctrine and practice of partnership. Labour’s rational in the partnership ideology in welfare delivery was initially conceived and sustained on the argument that rather than decentralisation Increasingly accountability would give the citizen a feeling of Their vision was a service that provided a seamless care, reduce waste and control spiralling cost, increased user’s choice and made services responsive. Although services responded and users choice extended; this state-driven and market-led approach was plagued with; service fragmentation, separate health and governmental budgets, problematic access to information; limited skilled workers; competition rather than collaboration was the norm. Geddes, (1998, p. 18); Martin et al, (1999). Based on the theory that what works is what counts, on gaining power in 1997, New Labour adopted partnership working; kept what worked-â€Å"contracts and primary care shift development and made partnership working central to its ‘Third Way’, Hudson, (1999) The vision was of person-centred; user’s-led; user-controlled service, with competition but collaboration; with a one-stop point for information in multi-format; teams being multi-disciplinary; and workers being multi-skilled. The drive towards strongly mandated official policy requiring interprofessional cooperation especially in child protection â€Å"has developed, partly in response to professional precept and partly in response to a series of Inquiry Criticism of poorly coordinated work in this field† Birchall and Hallett,(1995, p. 241) The Laming report (2003, para 17. 112) into the circumstances surrounding the `death of Victoria Climbie, was significantly responsible for the Children Act 2004 requiring working across traditional service boundaries mandatory in health and social care welfare service delivery. Quinney, (2006, p. ). Similarly, the outcome of the Black report in 1980 and the Acheson report in 1998 into inequality in health were reasons for Labour to intensify the campaign against value difference that resulted in social exclusion. Labour’s answers was summed up in the catch phrase â€Å"joined up problems require joined up solution. † Sullivan and Skelcher (2002) D eterminants of Effective Inter-Professional Partnership. Partnership working can be theorised on power-relationship in which a competent communicator with vision; the ability to empower and team-build, coherently directs members to achieve a common objective. Appropriately and democratically applied, power will empower and protect the vulnerable, enabling the perspectives of even the less capable, less articulate to be accommodated and acted upon. However autocratic or despotic power can lead to oppression and discrimination as typical in professionalism and credentialism where professionals like doctors may adopt a dogmatic rather than pragmatic approach in partnership working. The implication is that in welfare delivery staff need to be reflective so as not to revictimise clients through power misuse or abuse. Empowerment The Issue of Choice. Empowerment was indispensable â€Å"since the government’s commitment to a market system requires potential consumers to have enough information to make informed decisions about their requirements†, Payne, (1995, p. 175). Markets only succeed in advancing competition if there are alternatives to choose from, and choice is only possible if the service user knows about possible alternatives. The government’s Direct Payment to enable users to pay for their own service provision appropriately serves this purpose. However there is reservation as to the comprehensiveness of this measure since the payment is mean-tested. In partnership working the empowerment of clients either directly or indirectly through advocacy to actively participate in their own welfare delivery has primarily been fostered by sociological approaches such as the system or role theories. According to Payne, (1995, p. 178) such theories emphasise the importance of the social origin of many of the problems clients faced, they are not so incline to emphasise clients personal incapabilities, and therefore lead to an assumption of greater equality between the welfare client and staff. An identified constraint in empowering clients especially by social workers is that â€Å"social workers often in reality deal with people’s increasing dependence and this seems inconsistent with empowerment† Stevenson and Parsloe, (1993, p. 22) Where inequality between the welfare client and staff exist on the ground of value or power differentials, there is supposition that service delivery to the former maybe compromised. As will be seen later, empowerment is inextricably linked to effective leadership. Value differentials. The reality about value differences in partnership working is that it is reflective of a British society characterised by an enormous range of ethnic and cultural differences. Consequently, it becomes imperative to accommodate value differences as an asset within the context of valuing diversity rather than perceive it primarily as a liability. Within this context, where a traditional equal opportunities approach in partnership may focus narrowly on those form of discrimination which are illegal, Harrison et al, (2006, p. ) argues that by contrast in welfare delivery partnership, â€Å"a diversity approach regards any form of discrimination whether illegal or not as a barrier to human potential and therefore a problem (oppression) to be addressed. Within setups where social workers have to liaise or collaborate with professionals like medics, issues of image become very apparent. In consonance, Lymbery, (1998) has identified a number of inter-organisational and inter-professional pr oblems with social workers attached to a GP practice based on varying systems of accountability and remuneration. There is social consensus that doctors perceive themselves as occupying a higher professional hierarchy compared to social workers. Analysts are unanimous that contrary to the founding ideology of partnership, this hierarchical relationship â€Å"may be antithetical to the very concept of a team† While not limited to GPs, there is plausible rationale to argue that in partnerships, â€Å"professionals who historically worked in a highly individualised and non-collaborative culture (North et al, (1999); Callaghan et al,(2000) may find effective accommodation of the ideology of partnership problematic. Additionally, in partnership, participants are like ambassadors of their respective agencies, each with different operational; policies which do not allow for comprehensive partnership in practice. Hodgson, (1997); West and Poulton, (1997). At a more inter-professional level, observation by Dalley, (1989) that historical mistrust which constituted a barrier to effectiveness, is a typology of the relationship between social care workers and relevant health sectors. While professional codes of practice and boundaries may be contributory factors, Glendinnning et al, (2002, p. 69) suggest that in a social worker-National Health Service partnership, professionals of the former are perceived by those of the latter as, â€Å"being too slow in responding, unnecessary bureaucratic and overtly concerned with ‘irrelevant’ issues† this was a major point of debate in almost all my group exercises on partnership. The consensual perception is that while professionals like doctors are too narrowly bound by the medical model; facing events or incidences requiring an immediate and short-lived intervention, social workers are like community-liaison mangers constituting part of a homogeneous team involved in a continuous live-enhancing process. In the latter, enhancing independence, anti-discriminatory practice and combating social exclusion are of the essence. In fact is plausible to suggest that to a certain extent, social workers are those left to pick up the pieces after the doctors have left. From the preceding analysis it is apparent that social workers in partnership are more theoretically informed since they need to retrospect, self-evaluate in view to projecting (providing an informed service to improve the future). At client and leadership levels, critical accommodation and respect of value difference will safeguard against either intentional or inadvertent oppression or discrimination; resulting in effective teamship and improved outcomes. Leadership. Rather than elites or autocrats, â€Å"partnership leaders are people who have a vision, they make things happen, at the same time they strengthen and support their followers, inspiring them to trust the leader† Cook, (1996. P12) Effective leaders have mastered the rudiments of reflective power management to communicate empowerment rather than disempowerment and oppression. While some people are said to be born leaders, Dolan and Holt, (2005, p. 97) argue for the need for formal training in leadership skills in the health and social care environment where priorities and pace can change dramatically over a short period with a potential for chaos. This will provide the leader with; Vision- the ability to see a way forward to the desired outcome which may be as simple a prioritising and organising social work intervention so that all demands are met. While welfare delivery may entail complex, multi-faceted and problematic logistics, a good leader is able â€Å"to fin d creative ways of achieving expected targets while keeping the activity acceptable to staff delivering care† DOH, (1991). Vision in partnership leadership means taking external directives since the leader has to work with others beyond their usual work environment. Empowerment- In a heterogeneous partnership where partners have and defend maybe conflicting values, the leader’s ability to work on an individual basis in disseminating knowledge and information will unite and empower the team, resulting in commitment. While empowerment in partnership maybe perceived as lack of managerial control, Dolan and Holt (2005, p. 98) argue that the leader must set and communicate boundaries on what is acceptable standard and behaviour. While this control measure may seem to conflict with the very principle of empowerment, Senoir, (1999, p16) points out that this ensures for stability, respect and security within the decision-making framework. Personally I think unregulated empowerment can be counter productive since not every view is constructive. Team-building. The ability to build and sustain teamship with partnership working is fundamental to being an effective leader since leadership must draw people together, create common goals and encourage a sense of collaboration In giving directions and support to team members, Dean (1995) caution that leaders should recognise their own limitations. In partnership leadership where vision, empowerment and team-build are matched with an equal ability for effective communication, welfare delivery will reciprocate these competences. Effective Communication. Effective communications in partnership constitute the primary medium by which health and social care negotiations take place. This is more so in interaction with vulnerable and maybe disempowered clients who may not be articulate or assertive enough to exercise their right to proactively participate in decisions affecting their lives. Similarly, competence in communication is required under the current market-based care provision system where care mangers have to work with a myriad of agencies in negotiating care provisions. Within leadership, it can be argued that where communication is good and ideas are welcomed, teamship is enhanced. However, at a client level where effective assessment is a function of reciprocal communication competence, Davies et al (2005, p. 191) argue that clients are disempowered since it is not easy to participate on a basis of equality with powerful professionals, when people have spent a considerable period without control over decisions which affect their lives and unable to exercise much autonomy. Similarly, Giddens (2000, p. 286) points out that the sense of identity and values shared by professionals in hospitals, GP surgeries disempower vulnerable clients who become forced to accept compromised services. Holistically, this suggests that client’s welfare in social care deliver partnership is more of a commodity than a right. Issues in Partnership Working. Partnership working and Empowerment in practice As a self-professed enabler, Blair, (1998, p. 3), Tony Blair embarked on his partnership policy by setting up the Social Exclusion Unit (SEU) to help â€Å"improve Government’s action to reduce social exclusion by producing joined up solutions to joined up problem† SEU, (March, 2000) In line with his â€Å"democratic renewal and modernising agenda to champion new and different forms of decision-making in public services with a shift from democratic towards partnership and participatory decision making†. Glendinning, (2002, p. 7), Blair made empowerm ent the focus of his partnership policy. Some important principles of this agenda included; the importance of partnership and participation; the closer relationship between health and social care; and the mixed economy of care reflecting choice and market forces. The National Service Framework (NSF), Single Assessment Programme (SAP), Assessment Framework for Children ad Families were initiated to enable and facilitate the realisation of the partnership objectives. Similarly, professional codes of practice were set out to regulate welfare practice; (UKCC. NMC, GSCC, and BASW) were set out to inform, guide, regulate, discipline, protect and negotiate. Brechin et al (2000). The concern with a surplus of legal instruments and professional codes is that one gets lost in the resulting maze. Moreover they are specific rather than universally applicable. Responding to clients needs meant he establishment of Primary Care Trust (PCT) which made services available at the point of needs to clients. Similarly the creation of Health Action Zones created new ways of working in and with communities and across professional boundaries to address inequalities in health. Quinney, (2006, p. 78). The conflict with these initiatives is that agendum for accessing services is set by staff, creating instant inequality. Even where legal mandate like the Direct Payment Acts is supposed to give clients the control over the type and degree of service received, the decision-making process is vertical with client being given what the staff deem appropriate rather than horizontal where provisions are need-led. Labour’s quest to improve quality standards in partnership working is exemplified by the multi-faceted joined up working between the Department of Health with; â€Å"the Strategic Health Authority, the Commission for Social care Inspection (CSCI); NHS Modernisation Agency and the Social Care Institute for Excellence to identify and spread best practice. Quinney, (2006, p. 61). Similarly, the National Institute for Health and Clinical Excellence (NICE); Social Care Institute for Excellence (SCIE); Commission for Health Care Audit and Inspection and General Social Care Council, Quinney, (2006, p. 2) provide national guidance on the promotion of good health and the prevention and treatment of ill health. Specific to social work and nursing respectively the GSCC and NMC ensure that welfare deliveries by their staff are consistent; legally and ethically complaint. The main criticism of these initiatives is that practice may become too restrictive and dogmatic at the expense of ref lexive practice. Values and ethics in partnership working. Codes of Practice) Generally, legal instruments like the NHS Community Care Act 1990 and Children Acts provide directives to welfare staff. However, within social work and the nursing professions where the vulnerability of clients and the potential for power abuse is acute, the General Social Care Council (GSCC) (2002); and the Nursing and Midwifery Council (NMC)(2004) set out professional standard and informs the public, other professions and employers of the standard of professional conduct that they can expect of staff. In keeping with the partnership working ideologies, empowerment is central in these codes, emphasising respect of uniqueness or diversity, the confidentiality of patients data except shared solely on a need-to know basis, Baker, (19954, p. 74); anti-discrimination, anti-oppression, mutual respect and right to informed choice; partnership collaboration, openness and transparency; fairness and equity in practice. The problem with codes of practices is that different agencies have different codes, with the potential for conflict in logistics in care-planning and service delivery. For example in situation of domestic violence involving children, the police may view it as a criminal issues as opposed to the social worker who will rather approach it as a social problem requiring social support. Also, conversely to clients, staffs are much well-briefed about the details of the processes of welfare delivery. Evaluating partnership working. (Advantages and disadvantages) The problem with evaluating partnership issues is that the concept is a social construct; Balloch and Taylor, (2001. p. 6) and lacks a bench mark for its own evaluation. While opinions about the usefulness of partnership is highly polarised, when evaluating outcome, process-wise, Labour’s diligence in organising partnership training, initiating relevant legal instruments and structures including the increasing moves to empower clients are reasons-enough for qualified compliments. Holistically, effective partnership as in the commissioning of services in a complex and multiple-needs situation is ideal in focusing the energies and resources of different agencies on a common problem. Well-managed, Harrison et al (2003, p. ) points out that this would enable a coherent and holistic approach to complex, cross-agency problems. Within a social climate of diminishing finance and resources, partnership as in the Single Regeneration Budget (SRB) may provide access to financial support. Similarly sharing of scarce resources can be easily negotiated. The one-stop pooled-budgets system has not only reduced bureaucracy but has extended the Care Management p rinciples across a wider field to enable the purchase of a wider range of care packages. â€Å"People said they wanted to take more control of their own health and well-being† DOH (2006, p. 3). In community care services, the supposed empowering answer was Direct Payment; â€Å"a way of people who need support to have more control over the services they receive† DOH, (2006, p. 16). The vertical rather than horizontal decision-making process involve in this arrangement is dogmatic not pragmatic as befits democratic decision-making in democratic partnership. Moreover how does one actually define needs? PCT have brought services closer to the point of needs, although agendum on surgery timetable and means of service delivery maybe beyond client’s control. Similarly, the risk of taking responsibility is shared. However, while service users may be empowered, comprehensive participation is problematic since most clients may not be competent-enough to benefit from empowerment. Despite the advantages of partnership working, criticisms of its outcome are increasing. In a staff-user partnership working, professionals like doctors who historically worked in a highly individualised and non-collaborative culture (North et al, (1999) may find comprehensive accommodation of the ideology of partnership problematic. Whether using the ‘process’ of partnership or its ‘outcome’ to evaluate its effectiveness, opinions about user’s satisfaction is highly polarised. At the root of this is the fact that in a multi-ethnic and complex British society, welfare clients and staff hold, respect and defend different conflicting values that constraint comprehensive partnership collaboration. Moreover, there are doubts as to whether clients are comprehensively aware of their role or entitlement in the partnership framework. Similarly, while the superfluity of legal instruments, practice codes and local community partnership strategies could be excused for the government’s enthusiasm to justify its mandatory partnership working for agencies in welfare delivery, the Audit Commission (1999) report expressed concern in the enormous growth of partnership work. It reported that; â€Å"In some areas so many of these structures have been set up that the water are again muddled, and it becomes unclear how overlapping partnership and strategies actuality fit. Audit Commission, (1999, p. 57) Within the quasi-market social care partnership, where professionals like doctors have become share-holders, the need to minimise cost means that services users are either intentionally or inadvertently not informed about the availability of relevant services. In 1999, â€Å"doctors admitted that cancer patients are not told of all the treatment available because there is not enough money to pay for the drugs required † Kirby et al. , (2000, p. 62) Similarly, the tendency to fast-tract the discharge of patients from hospitals to free up beds may be informed by capitalist ideologies whereby, the Care-Management system is helps in managing the crisis of capitalism through targeting, and rationing in healthcare. Moreover any welfare arrangement system based on a market ideology may not necessarily create a user-led partnership working Critical appraisal of factors affecting partnership working. As hitherto established, defining partnership with specificity is inherently problematic. Balloch and Taylor, (2001. p. 6). The analogous fact that due to a myriad of constraints, â€Å"making partnership work effectively is one of the toughest challenges facing public sector managers† Audit Commission, (1998, p. 5); BCC, (2001a, p. 13); Labour party, (2000, p. 14), compels me to question whether the pursuance of partnership is a case of the ‘indefinable’ pursuing the ‘unachievable’? Glendinning et al (2002, p. 2), whether in social work or policy practice. Because partnerships involved distinct statutory services, each constrained by their respective policies; codes of practice and financial limitations, effective integration in partnership is prevalently relative rather than comprehensive. In fact it would not be farfetched to infer that the seeds of its ineffectiveness are embedded in its very concept. Furthermore, where effective collaboration is of the essence, there is bound to be contestation and conflict resulting from the social constructiveness of the concept of teamwork in partnership; whether integrative; directive or elective. Freeman et al. , (2000). Irrespective of the lack of consensus and ambiguities, Glendinning, (2002, p. 100), associated with discourses and practice in partnership, the imperative for councils to re-engage with the communities they serve and the equal obligation to embrace the community governance agenda is ensured by a Prime Ministerial Ultimatum. Blair, (1998, p. 22) According to Glendinning, (2002, p. 100) â€Å"local government must modernised or perish. In New Labours â€Å"intermediate or network form of organisation†, Clarence and Painter, (1998); Exworthy et al, (1999) Powell, (1999a); Rhodes, (2000) the quasi-market-led ideology predispose its practice to conflict of interest as the quest to maximise profit does not necessarily create a service with service-users needs as the paramount determinant of practice. In the government’s Care management system where social workers serve as managers in negotiating care services, bureaucracy and budget management rather than clients interest was the primary beneficiary. Moreover where partnership is perceived as empowering service users and their backing agencies, sociologist argues that the prevalently bottom-up approach â€Å"cannot simply be imposed on, or parachuted into areas. † Powell and Exworthy, (2001). While the euphoria for conformity and embodiment may inadvertently compel agencies to apply the ideology irrespective, there is plausible reason to be concerned about the rights and autonomy of the voluntary and community organisations. At a micro level, and as evident in the Victoria Climbe child abuse saga, where professional discrimination diminish collaborative partnership between the medics and social workers, there is need to statutorily qualify the status of the latter if they are not to become invisible. In fact, with partnership being such a fluid ideology coupled with â€Å"the potential for ambiguity and misunderstanding, Harrison, R. et al. , (2003 p. 5) agencies’ interpretation and implementation of related objectives are unavoidably inconsistent and contextual. In practices, producing positive result in partnership is not the outcome of diligent professionalism or cones. Conclusion While there is consensus about the social constructiveness of the ideology of inter-professional partnership in the NHS, this discourse has established that effective partnership working is a synthesis of effective power management, democratic leadership; communication, empowerment and the valuing of value differences to achieve a common objective. Although Labour’s partnership processes are well-structured and managed, outcome are highly polarised. Similarly, while the benefits of New Labours’ ideology of partnership may be highly disputed, research evidence show that, â€Å"even if adherence to such principles does not itself guarantee effective, efficient and appropriate intervention in service delivery, ignoring them is likely to diminish the sharing of professional information and expertise, a wider scope for accessing resources and financial support, the sharing of risk and providing service users with a wider choice. Additionally, where efforts to demystify the ideology of partnership is not founded on theories established through systematic approaches and methodologies, intervention outcomes are bound to experience reciprocal consequences. Therefore for partnership to accomplish it founding objectives, achieving a stipulative definition should be accompanied in practice by the development of â€Å"mutual trust and respect based on a clear understanding of the different skills that different professionals have to offer. † Gledinning, (2002, p. 8) More so, while different legal instruments, codes of practices and ethics may seek to enforce partnership ideologies, it is acknowledging the reality that the heterogeneity of partners (values) in partnership renders comprehensive partnership, one of the toughest challenges facing public sector managers† Audit Commission, (1998, p. 5); BCC, (2001a, p. 13); Labour party, (2000, p. 14). In inter-professional partnership, a reflexive approach i n practice will go a long way to resolving and safeguarding against oppressive relationships. At a positive level, preceding analysis is indicative that effective partnership has resulted in â€Å"information sharing and reduced bureaucracy; improved inter-professional relationship. Pithouse and Butler, (1994); Stannard, (1996); Ross and Tissier, (1997); Tucker and Brown,, (1997). At a personal level, it constitutes an appropriate and effective venue through which the continuous process of upgrading the social work competence of working in an organisation is sustained. Bibliography. Audit Commission (1998) A fruitful partnership: Effectively partnership working. London: Audit Commission. Balloch, S. and Taylor, M. (eds) (2001a) Partnership working: Policy and Practice. Bristol: The Policy Press. BCC (Birmingham City Council) (2001a) A partnership for governance: The Birchall, E and Hallette, C, (1995) Working Together in Child protection: Studies in Child Protection. London: HMSO Birmingham consultation paper on the local level, devolution and citizenship. Birmingham: BCC. Blair, T. (1998) Leading the Way: A New Vision for Local Government. IPPR. Brechin, A. Brown, H. and Eby, M. (Eds) (2000) Critical Practice in Health and Social Care. London: Sage Cabinet Office, (1999) Modernising Government. Cm4310: The Stationery Office Callaghan, G. , Exworthy, M. , Hudson, B. , and Peckham, S. (2000) Prospects for collaboration in primary care: relationships between social service and the new PCGs’, Journal of Inter-professional Care, vol 14, no 1, p. 19-26 Clark, C. (2000) The Political Ethics of Social Work: Towards Welfare citizenship. Basingstoke: Macmillan Cook, A. (1996) Effective Clinical Leadership in AE. Emergency Nurse, 4(3), 54-55. Dalley, G. (1998) Professional ideology or organisational tribalism? in Taylor, R. and Ford, J. (eds) Social work and health care, research highlights 19. London: Jessica Kingsley. Davies, C. , Finlay , L. and Bullman, A. (2005) Changing Practice in Health and Social care. London: Sage Publication Ltd. Dean, D. (19950 Leadership: the hidden dangers. Nursing Standards. 10(13), 54-55. DETR(Department of the Environment, Transport and the Regions) (2000) Joining it up locally. The ev idence base. London: DETR. DOH (1991) The Patients Charter. London: HMSO DoH (1997) the New NHS London: The Stationery Office DoH (1998a) Our Healthier Nation. London: The Stationery Office DoH (1998b) Partnership in Action. London: The Department of Health. DOH (1999b) Working Together to Safeguard the Children. A Guide to Inter-Agency Working to Safeguard and Promote the Welfare of Children. London: The Stationery Office. DOH (2004) National Health Service Knowledge and Skill Framework (NHS KSF) and the Development Review Process. London: Stationery Office. DOH, (2006) Our health, our care, our say: making it happen. London: HMSO Dolan , B. and Holt, L (2005) Accident and Emergency: theory into practice. China: Bailliere Tindall. Geddes, M. 1998) Achieving best value through partnership, Warwick/DETR. Best value series paper no. 7, The University of Warwick. Glendinning, C. , Powell, M. , and Rummery, K. (2002) Partnerships, New Labour and the Governance of Welfare. Bristol: The Policy Press. Hage, J. and Alter, C. (1997) A typology of inter-organisational relationships and networks, in J. R. Hollingsworth and R. Boer (eds) Contemporary c apitalism p. 94-126. Cambridge: Cambridge University Press. Harrison, R. , Mann, G. , Murphy, M. , Taylor, A. , and Thompson, N (2003) Partnership made Painless: A joint-up guide to working together. Oxford: Alden Group. Hodgson, C. R. (1997) It’s all good practice: Evaluating practice-based care management in Greenwich. London: South East Institute of Public Health. Hudson, B. , Handy, B. Henwood, M. and Wistow, G. (1999). In pursuit of inter-agency collaboration in public sector. Public Management, vol 1, no 2 p. 253-60 Hutchison, J. and Campbell, M. (1998) Working in Partnership: Lessons from the Literature. Research Report 63. DfEE Huxham, C. (2000) The Challenge of collaborative governance. Public Management, vol 2, no 3 p. 337-53 Kirkpatrick, I. (1999) The Worst of both Worlds? Public services without markets or bureaucracy, Public Money and Management, vol 19 no 4, p. 7-14. Klein, R. (1998) Why Britain is re-organising the National Health Service-yet again. Health Affairs, vol 17, no 4, p. 11-125. Labour Party, (2000) Democracy and Citizenship: Second year consultation paper. London: Labour Party. Limbery, M. (1998) Social work in general practice: dilemmas and solutions. Journal of Inter-professional Care, vol 12, no 2,p. 199-208. Ling, T. (2000) Unpacking Partnership: the case of health care, in Clarke, J. Gerirtz, S. and McLaughlin, E. (eds) New Managerialism, new welfare? London: Sage Publication. Lowndes, V. and Skelchers, C. (1998). The dynamics of multi-organizational partnerships. Public Administration, vol 76, p. 313-33. Martin, S. , Davis, H. Board, T. , Downer, J. , Geddes, M. Hartley, J. Lewis, M. , Sanderson, I. and Sap well, p. (2001) Improving local public services: Interim evaluation of the best value pilot programme. London: DETR. North, N . Lupton, C. and Kahn, P. (1999) General practitioners and the new NHS. Health and Social Care in the Community. vol 7, no6, p. 408-16 Paton, C. 1999) New Labour’s health policy, in Powell, M. (ed) New Labour, New Welfare State? : The third way in British Social policy. Bristol: The Policy Press. Payne, M. (1995) Social Work and Community Care. Basingstoke, Hampshire: PALGRAVE Pithouse A. and Butler, I. (1994) Social work attachment in a group practice: a case study in success? Research, Policy and Planning, vol. 12, no 1, p. 16-20 Powell, M. (1999a) New Labour and the third way in the British NHS. International Journal of Health Services, vol 29, no 2, p. 353-70. Powell, M. Exworthy, M. and Berney, L. 2001) Playing the Game of Partnership, in Sykes, R. et al (2001) Quinney, A. (2006) Collaborative Social Work Practice: Transforming Social Work Practice. Exeter: Learning Matters Ltd. Ross, F. and Tissier, J. (1997) The Care Management interface with general practice: a case s tudy in success? Health and Social Care in the Community. vol 5, no 3, p. 153-61. Senoir, K. (1999) ENP Scheme: Highlighting the barriers. Emergency Nurse. 6(9), 28-32. SEU, (2000) March. A Report of Policy Action Team 12. Young People SEU Stannard, J. (1996) City attached are manager pilot: Final report. Winchester Hampshire Social Services. Stevenson, O. and Parsloe, P. (1993) Community Care and Empowerment. York: Joseph Rowntree Foundation. Sullivan, H. and Skelcher, C. (2002) Working Across Boundaries: Collaboration in Public Service. Palgrave Macmillan. Sykes, R. , Bochel, C. and Ellison, N. (Eds) (2001) Social Policy Review 13: P Development and Debates: 2000-2001. The Policy Press. Tennyson, R. (1998) Managing Partnerships: Tools for Mobilising the Public Sector, Business and Civil Society as Partners in Development. Prince of Wales Business Leaders Forum. Thompson, N. (1997) Anti-discrimination in M. Davies (ed) The Blackwell Companion to Social Work. Oxford Blackwell. Tucker, C. and Brown, L. (1997). Evaluating different models for jointly commissioning community care. Bath: Wiltshire Social Services and University of Bath Research and Development Partnership Report 4. West, M. A. and Poulton, B. C. (1997) A Failure of function: teamwork in primary healthcare. Journal of Inter-professional Care, vol. 11, no2, p. 205-216 White, K. and Grove, M. (2000) Towards and understanding of Partnership, NCVCCO Outlook. Issue 7. Appendix One. Concept of Teamwork in Partnership. A directive philosophy is based on an assumption of hierarchy, where one professional occupies a position of leadership and is responsible for directing the other team members. An integrative philosophy places much greater importance on collaborative activities and on team membership, with the contribution of each professionals being equally valued. An elective philosophy is adopted by professionals who prefer to work autonomously and only involve other professionals if need be. This is more of a system of liaison

Logistics Planning Case Essay Example | Topics and Well Written Essays - 1250 words

Logistics Planning Case - Essay Example Organization should take into consideration customers supply chain and their logistic operations. The company should be a factor in the requirements of the market and the needs of the customers so that organization can avail goods and services to the customers at the right place, condition and at the right time (Crammer, & Wegfahrt, 2006). Therefore, the study focus to identify whether customers drive location of the business and how it may affect logistic planning in various industries such as beer, clothing, and automobile industry. The company selected for the purpose of this study is Empresas Polar, a Bear Manufacturing Corporation in Venezuela. The company location decision has been compared regarding distribution and retailer location as discussed. Empress Polar is a private beer manufacturing company located in Venezuela in Caracas. Mendoza Lorenzo started the company in the year 1941. Since then, the company has grown significantly. It has expanded its operation to numerous parts of the world. The location of Empresas Polar is important because it faster delivery of goods and services to the consumers at the right time. It also ensures that unnecessary delay in delivery of products and services have been eradicated. The company distributes five different brands of bears in its various distribution centers. Some of the alcoholic brands of beers being distributed include; Solera, Polar, Negra, Verde, and Azul. There is also one non-alcoholic drink commonly known as ZERO.

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IT Project problems Essay Example | Topics and Well Written Essays - 500 words

IT Project problems - Essay Example The project was a good example of organizational problems leading to failures in IT projects. The key stakeholders were Deloitte and the state. Deloitte was to blame for the mishap due imminent organizational issues as will be discussed. There was lack of clear communication of what would be termed as the deliverable. In such a case, it was possible to deem the project as a success without much questioning. Krigman (2013) states that the Deloitte group simply understated the problems as â€Å"issues and challenges† and that the systems were in a working condition in other states. This was a technical lapse owing to the fact that the project at hand was actually cancelled, after the long time and expenses. Success in an IT project depends on a number of factors, which lie under the realm of the management. Amongst these are time, budget, value, quality, professionalism and satisfaction to the stakeholders. It is upon the project manager to ensure that these factors are met in order to deem a certain project as successful. In view of the case project, none of this was meant, meaning that the project was a critical failure. As part of the ten factor model of project implementation, management support is a crucial agent in distinguishing success from failure in projects. Project management is deemed to depend on the management for authority and direction and also as a channel for implementation of the goals and plans of the organization. The manner in which the management supports a project determines the degree to which the clients will accept e same project. Thus, top management support is a combination of the resources allocated for the project, as well as the support available when a crisis occurs. In order to successfully implement projects, the management should be strict in standard guidelines of the project lifecycle. After the concept is adopted, proper planning should ensure that all necessary requirements are put in place.

Change Management in Nursing

Change Management in Nursing A health care setting institution with advanced health technology and high calibers doesnt mean quality nursing care can be offered, unless accompanying with effective clinical leadership. This essay has a strong focus on all aspects of clinical leadership. A case will be used to find out how should effective leadership skill be. Both internal and external factors should be analysed. The latter factors can be found out by PESTEL. Change management is helpful to develop strategies for handling the issue. In recommendations, teamwork, power, communication and presentation skills, conflict management, emotional intelligence and autocratic leadership style all are crucial to solve the issue and a clinician should equip with them. Before concluding all the discussion, training myself as a reflective practitioner is helpful to develop my future practice. Clinical leadership- What is this? It has various definitions. Harper (1995, p.81) defines a clinical leader as one who possesses clinical expertise in specialty practice area and who uses interpersonal skills to enable nurses and other healthcare providers to deliver quality patient care. More elaborately, it also involves an environment where nurses are empowered and where there is a vision for the future. Clinical leadership requires leadership skills for team building, confidence and respect of others, as well as vision and empowerment. Equally important, clinical leaders must also be good communicators. Meanwhile, Stanley (2006) suggests not only the abovementioned elements clinical leaders have to demonstrate, but also the followings- approachable and role model. Approachable means a clinical leader should be friendly and openness rather than controlling and dictatorial (Stanley, 2006). Role model means clinical leader who serves as an example, whose behaviour is emulated by other nurses (Stanley, 2006). To summ arise the above elements, clinical leadership is effective if clinical leaders are expert in their field, and because they are approachable, effective communicators and empowered, are able to become a role model, motivating other nurses by matching their values and beliefs about nursing and care to their practice (Stanley, 2006). Leadership is important in healthcare today. In Hong Kong, Hospital Authority emphasises any potential or experienced leaders should be educated and trained. Enhancing professional competencies and building up effective leadership is the top priority. In action, providing simulation skill-based training for nurses; developing new in-house specialty training programs for nurses; offering corporate scholarship for overseas training; creating full-time executive development positions; organising senior executive development program and other leadership development all are beneficial to nurture competent clinical leaders (Hospital Authority annual plan, 2010). Case scenario This short paragraph is going to describe a case I experienced at my area of practice. Having been a senior nurse at my workplace, I am mainly responsible for nursing administration, such as arranging vacation leave for my colleagues. One day, one of my subordinates requested annual leave during the Chinese Lunar New Year as she hasnt been a long vacation leave during the festival for a few years. Her request was simply rejected because of compelling reason- inadequate manpower. I think it was reasonable to reject her request. However, the colleague had seemed disappointed my decision and complained this incident to my senior. It is time for me to contemplate which aspect, for example, communication and interpersonal skills or poor decision making, which I was doing wrong in this leadership issue. In short, there might be conflict issues between the subordinate and senior. Analysis There are many external factors which affecting the leadership issue. It is important to reveal them so as to maximize the opportunities and minimize the threats to my work environment. PESTEL is an analytical tool to help decision-maker to consider what external factors are important. Political, economic, social, technological, ethical and legal factors or PESTEL factors in short should be discovered. The following grid shows the analysis: Any inequality legislation committed due to subordinates request being rejected A lot of alternative nursing employment may contribute staff submitted resignation Staff social life may be affected due to imbalance work and social time Outdated IT equipments impede work flow and efficiency Unfair to the subordinate or not, lack of respect as her wish is rejected Take precaution of any changes in employees holidays policy/protocol Having listed the key factor in each PESTEL area, elaboration will be given regarding to individual area. Political factor can be interpreted as what is happening politically in the environment in which a decision-maker operates (Mennen, 2007). A decision-maker should pay attention that any inequality ordinance may be committed, for subordinates request for holidays during public holidays is refused. Economic factor can be interpreted as what is happening within the economy (Mennen, 2007). A decision-maker should take notice on every decision. Careless decision may incur angry healthcare staff submitted resignation, for there are a lot of nursing vacancies offered by other clinics, hospitals and old age homes. Social factor can be interpreted as what is occurring socially in an environment in which a decision-maker operates (Mennen, 2007). Having vacation leave during special festival is a reasonable desire for all shift-based healthcare staff. A decision-maker may be in dilemma whos e staff can have vacation leave as manpower is so tight. Technological factor can be interpreted as what is happening in technology which can impact what a decision-maker does (Mennen, 2007). In this regard, outdated healthcare technology can affect the leadership issue also. Inefficacy may be caused by the outdated equipment results time-consuming in a simple procedure, such as preparing a roster for frontline staff. Ethical factor can be interpreted as what is right or wrong philosophically (Mennen, 2007). A decision-maker should underscore any decided judgment should be morally acceptable, such as frontline staffs request should be fairly arranged. Prejudice and bias should be avoided. Legal factor can be interpreted as what is happening with changes to legislation (Mennen, 2007). A decision-maker should update his/her understanding in any staff vacation leave protocol or policy in order to maintain the staff maximum benefit. To make a brief summary, PESTEL can enable an organiza tion to anticipate future threats and take action to escape from their impact. Change management The term-change management is coined by Lewin (1951).Change management model is known as unfreeze, change and refreeze (Mind Tools Ltd, 2010). Change is unavoidable of something is needed to be amended. This paragraph is going to explore how the change management model can be applied in the clinical issue. Before application, force field analysis should be performed. The analysis starts from the premise that any situation is held in a stable position by a series of equal and opposite forces. Change occurs about when the forces become out of balance. The analysis is useful when a decision-maker knows where he/she wants to go but is stuck. The following shows the analysis: Restraining forces forces Pushing forces Maintaining adequate manpower is the top priority Staff discontents the holiday during the Chinese New Year Poor mood and low work efficiency due to no holidays during the special festival Power and discipline are paramount to uphold better patient services/benefit Involved staff politicizes the issue (i.e. complaint the issue to management level) Frontline staff is an important asset in caring-demand work environment To execute change, pushing forces must be greater than restricting forces and the need for change has been recognized. In application of the Lewin (1951) model, the first step should prepare the organization to accept that change is necessary, which involves break down the existing status quo before building up a new way for the next stage (Paton McCalman, 2008). In practical step, ensuring there is strong support from management team. Compelling message should be disseminated vacation leave during special festival is possible if manpower is enough. Maintaining stable manpower is essential to provide quality nursing care. At the same time, managerial staff should remain open to subordinates concerns and address in terms of the need to change. The second stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction (Paton McCalman, 2008). In practical step, effective communication and empowerment are significant. More clearly, managerial staff should prepare every staff for what is happening if staff requests annual leave during special festival. Also, explanations exactly by the managerial staff how the changes will affect every staff. The third stage is when the change (i.e. no one is approval for vacation leave during special festival unless manpower is allowed) is taking shape and subordinates have embraced the new ways of protocol, the organization is ready to refreeze (Paton McCalman, 2008). In practical step, the organisation should anchor the changes into the culture. Establishing feedback system is helpful to sustain the change. Having vacation leave immediately after special festival is encouraged. Recommendations There are six recommendations to solve the leadership issue. The concept of teamwork should be imparted into the ward practice. Nursing care is teamwork-based. The importance of teamwork should not be ignored. Teamwork in health care can be defined as a dynamic process involving two or more health care professionals with complementary backgrounds and skills, sharing common health goals and exercising collaborated physical and mental effort in assessing, planning, or evaluating client care (Agich, 1982). I have to explain her that the importance of teamwork. All colleagues need to understand how important it is for them to work smoothly together if they want to provide quality care. All colleagues must be dedicated to the whole nursing team and be willing to act unselfishly. In other words, sacrifice, in a certain extent, is necessary. To build up teamwork culture, making sure that the team goals are completely clear and understood and accepted by each frontline staff. In addition, I have to be careful with interpersonal issues. Early recognising them and dealing with them in full are highly recommended. Power There is a famous proverb-nothing can be done without power (Power, 1999). The appropriate use of power is important for clinical leadership, for a healthcare setting environment depends on social relationship based on power. Power (1999) defines power in terms of control or influence over the behaviour of other with or without their consent. Power can be classified as physical, position, resources, expert and intuitive. Position rather than other power should be used in the issue. Position power equals legitimate power. It means occupancy of a role entitles one to the rights of that role in the organization (Power, 1999). As a decision-maker, I have considerable right to determine something. Not approving staff with vacant leave during the special festival during the Chinese New Year is a logical and reasonable decision. Both parties interest (i.e. patient and ward) can be preserved. Presentation and communication skills Oral communication skills consistently rank near the top of competencies valued by clinical leaders. As a clinical leader, promoting positive workplace relations through conservation is highly recommended (Burnard, 1997).. In the leadership issue, I have to offer constructive criticism pertinent to the issue rather than directly rejecting her request. Think currently about what I want to say is the first step. Next, be specific in conveying core message during face-to-face communication. Clear rather than vague assertion is preferred. I do wish there is enough manpower during the special festival so you can have holiday us better than your request is banned due to inadequate manpower. On the one hand, I have to offer help and empathy her. More clearly, holiday after the special festival should be arranged immediately and understanding that the mood of no holiday during the festival. Conflict management Since different staff will have different viewpoints, ideas and desire, conflict is unavoidable in any group. The sources of conflict are disagreement on how things should be done, personal interest as well as tension and stress (Shortell Kaluzny, 1997). The outcomes of conflict include polarization, low morale and regrettable behaviours produced. Therefore, conflict should be well encouraged In this regard, understanding how conflicts arise is important. Obviously, the above mentioned conflict can be categorized as personal interest (i.e. requesting on holidays during the special festival). To handle the conflict due to personal interest, compromise or negotiation is effective to settle down the incident. I have to talk with her gently as manpower is too tense, your compromise is critical. At the same time, I have to manage the issue intelligently, banning her request straightforwardly seems provoking her emotion. Rather, I have to refuse her request euphemistically. For example, y our request must be approved if manpower is enough. Emotional intelligence Emotional intelligence is recognition of our own feelings and those of others (,). A clinical leader who accurately perceives others emotions can handle change better and build stronger social networks. To achieve so, three emotional intelligence skills a clinical leader should possess. The skills include social skills, motivation and self-awareness. Social skills are the ability to influence or persuade others (Pahl, 2008). Good communication skill is a typical example. Motivation is able to enjoy challenges and be passionate about work and initiate optimism (Pahl, 2008). Motivating all frontline staff to work at the special festival is a big challenge task. Self awareness is a deep understanding of ones emotions or self-assessment in short (Pahl, 2008). Understanding my own strengths and weaknesses is helpful to deal with emotional event. Authoritarian Autocratic rather than laissez-faire and democratic styles should be considered. Autocratic style is an autocratic leader who is directive and makes decisions for a group. Being autocratic does not mean the leader is a dictator. Instead, the leader usually provides direction and makes decisions (Northhouse, 2010). Meanwhile, laisser-faire style is noninterference in the affairs of others and democratic style is subordinates have an equal say in the decision-making process (Northhouse, 2010). In the leadership issue, if a lot of subordinates requests annual leave during the special festival, inadequate manpower is guaranteed. Therefore, laissez-faire and democratic styles mustnt be adopted because it is impossible for subordinates to freely choose the period of vacation leave. To prevent any chaos in holiday arrangement, autocratic style is the best style to be adopted. Development of future practice This experience should be in my heart because the experience I engaged is helpful to my future practice. Reflective practice is highly recommended. It is associated with learning from past experience, and is regarded as an important strategy for health professionals who embrace lifelong learning (Johns, 2009). Due to the ever changing context of healthcare, there is a high level of demand on healthcare professionals expertise. Healthcare professionals could benefit from reflective practice, since the act of reflection is seen as a way of promoting the development of autonomous and qualified professionals. Engaging in reflective practice is associated with the improvement of the quality of care and stimulating professional growth. In practical step, there are several frameworks for reflection, for instance, Gibbs reflective cycle. Gibbs (1998) developed the reflective cycle in order to provide structure for reflecting on a nursing situation. The cycle involves six phases. The first ph ase is to describe what happen (i.e. the case scenario). The second phase is to think and feel about the scenario (i.e. unwisely to handle the issue). The third phase is to evaluate what was good and bad about the experience (i.e. adequate manpower can be maintained but the involved subordinate become angry). The fourth phase is to analyse what sense can I make of the issue (i.e. managing conflict of personal interest intelligently). The fifth phase is to think what else could I have done (i.e. managing conflict tactically). The final phase is to prepare contingency plan (i.e. if it arose again, what would I do). Conclusion So far, all aspects of clinical leadership have been covered. To solve the issue due to personal interest, negotiation with involved staff, wisely-used conflict management skills, fully utilizing position power and compelling presentation skills all are constructive to the issue. Before settling down the issue, both PESTEL analysis and change management should be engaged. The strengths of the above are to discover any threats as soon as possible and implement related changes immediately. Successful settling down the issue doesnt mean a clinical leader demonstrates effective clinical leadership. As clinical leadership is a persistent phenomena performed by a clinical leader, reflective skill a clinical leader should have so as to enhance clinical leadership in an advanced level. (Words: 2711)

Urban Myths Essay example -- Rumors Myths Lies Essays Papers

Urban Myths It can all start with an e-mail or a couple of phone calls, and it can escalate into a possible international rumor or myth. According to About.com an urban myth is a â€Å"term used to describe an apocryphal – and actually false – story that plays on a general assumption or feeling shared by many, usually of fear or distrust, and that usually claims to expose a public danger (1). Urban myths usually push the lines of believability, and when one really tries to piece the story together and figure out the origin, he finds that it definitely does not prove to be true. They also appear to come with an endorsement like the FCC, the police department, the FBI, or even a newspaper. Urban food myths are no different from any other urban myths. They all start with lies about some sort of food or food company. The people who start these myths are either trying to make a bad reputation for the company or food, trying to scare people, or even trying to get a good laugh out of someone. For example, an urban food myth began to circulate about Kentucky Fried Chicken when they changed their name to KFC in 1991 because the FDA ordered them to change it because they were not using real chicken for their products (Emery 1). Supposedly the fast food chain had engineered a more efficient way to manufacture their chicken by growing it without heads, beaks, and feathers. The chickens would then be hooked up to mechanical tubes and be fed the exact ration of food that would make them grow the most and best meat. According to the myth, the FDA forced Kentucky Fried Chicken to change their name to KFC because the chickens they served were really not chickens at all because they were headless (Weise 1). They sup... ...05 http://urbanlegends.about.com/library/weekly/aa030701a.htm Rosenblum, Larry. â€Å" The Indian on the Tootsie Roll Pop.† Road Trip America. 2005. Road Trip America. 3 April 2005 http://urbanlegends.about.com/gi/dynamic/offsite.htm?site= http://www.roadtripamerica.com/mttul/indian.htm Chandler, Diana Lyn. â€Å" Urban Myths Melted.† The Equinox. 25 September 2003. Keene State College. 4 April 2005 http://www.keeneequinox.com/news/2003/09/25/Features /Urban.Myths.Melted-474861.shtml Mikkelson, Barbara. â€Å"The Death of little Mikey.† Urban legends reference page. 22 Jan 2005. 3 April 2005 http://www.snopes.com/horrors/freakish/poprocks.htm Mikkelson, Barbara. â€Å"Indian Giver.† Urban legends reference page. 31 December 1998. 3 April 2005 http://www.snopes.com/business/redeem/tootsie.asp

Current English Law Essay

In relation to involuntary manslaughter what criticisms can be made of the current law. At present in English legal system there are two homicide offences murder and manslaughter. For the most serious, murder proof of an intention to kill or cause serious harm is needed for a successful conviction. If a partial defence is used in circumstances, such as provocation or diminished responsibility, then the offence is one of voluntary manslaughter. However, if someone kills but did not intend to cause death or serious harm but there was a death then they are liable to be convicted of involuntary manslaughter. There are numerous criticisms attached to Involuntary manslaughter as it covers a wide range of behaviour which can cause death, although one of the most prosecuted common law offences it is not yet become subject to any statutory definition or change and is in need of reform. Although Involuntary manslaughter is split up into two offences Gross negligence manslaughter and constructive/unlawful manslaughter a general criticism of involuntary manslaughter is that there are two major problems with the wide range of conduct covered by the offence. The offences range from cases which just fall short of murder where the accused was aware there was a risk of death or serious harm but did not intend to cause either to the victim (R v Wacker), cases where the person is a experienced professional who makes a small but serious mistake resulting in death ( R v Adomako) and cases whereby a minor assault can end in death (R v Mitchell). This leads to problems in sentencing and labelling, including the fundamental problem that many cases currently amounting to unlawful act manslaughter involve only minor fault on the part of the defendant, and therefore should not be described as manslaughter at all. The law commission have also identified a problem specific to constructive manslaughter the stated it is wrong for a defendant to be liable for a death which he did not intend or foresee, and which would not even have been foreseeable by a reasonable person observing his conduct. It is a huge problem as it only requires a foreseeable risk of causing some harm not death a proposal for reform is that there should be the abolition of constructive manslaughter this would not allow defendants to escape liability as they would be liable for the newly proposed offence of Reckless Killing. They also identified problems specific to gross negligence manslaughter. Gross negligence manslaughter depends on the defendant owing a duty of care to the victim and the seriousness of the breach of that duty A person can be liable for omissions as well as acts. In the case of Adomako it mixes the civil concepts of â€Å"negligence† and â€Å"duty of care† with that of criminal liability, creating uncertainty amongst cases as the gross negligence offence is based around a duty of care not civil matters. There are many inconstancies as The test in Adomako is circular the jury is to convict the defendant of a crime if they believe the conduct was ‘criminal’. This leaves a question of law to be decided by the jury who do not give reasons for their decisions or need to. The use of subjective recklessness manslaughter is also stated to be unneeded since Adomako.

Free Essays on Bystander Apahy

Bystander Apathy By: Kee As you wait to cross the street, a blind man is standing in front of you. Without warning, he begins to cross the street even though the light has not changed in his favor. He seems to be in no danger until you see a car about a half mile away speeding towards him. Totally unaware of the situation, the man continues walking across the street. As you and many others watch in horror he is struck by the car. Although every single one of you had plenty of time to rescue him, you just watched, hoping that someone else would do it. After all, you don't know him so it's really none of your business. This is what is referred to as "bystander apathy". People close enough to see, hear and possibly touch one another are socially distant and totally indifferent to the fact that another human being may be dying, in immediate danger, or asking for help. This extremely sad urban problem is just that- a problem of cities. The likelihood of this occurring increases with the number of people present a nd it is probable that there will be many people to witness an event when it happens in high density cities. Urban sociologists, social psychologists, and criminologists have argued for years that the size of cities is directly related to the amount of "social pathology" they contain. The legal consequences are not severe. Unless an individual is a certified medical doctor, they have no obligation in Alberta to help anyone in need. So generally, they don't. The personal consequences may be more severe. Feelings of guilt and regret may follow an event, especially if it ends fatally or if the individual feels that they could have done something significant. Because of this, people attempt to convince themselves and others that they were justified in their inaction because "it wasn't their place", "I didn't want to do it alone", or "I didn't want to get involved." Excuses like this often stem from fears of being seen as abnormal... Free Essays on Bystander Apahy Free Essays on Bystander Apahy Bystander Apathy By: Kee As you wait to cross the street, a blind man is standing in front of you. Without warning, he begins to cross the street even though the light has not changed in his favor. He seems to be in no danger until you see a car about a half mile away speeding towards him. Totally unaware of the situation, the man continues walking across the street. As you and many others watch in horror he is struck by the car. Although every single one of you had plenty of time to rescue him, you just watched, hoping that someone else would do it. After all, you don't know him so it's really none of your business. This is what is referred to as "bystander apathy". People close enough to see, hear and possibly touch one another are socially distant and totally indifferent to the fact that another human being may be dying, in immediate danger, or asking for help. This extremely sad urban problem is just that- a problem of cities. The likelihood of this occurring increases with the number of people present a nd it is probable that there will be many people to witness an event when it happens in high density cities. Urban sociologists, social psychologists, and criminologists have argued for years that the size of cities is directly related to the amount of "social pathology" they contain. The legal consequences are not severe. Unless an individual is a certified medical doctor, they have no obligation in Alberta to help anyone in need. So generally, they don't. The personal consequences may be more severe. Feelings of guilt and regret may follow an event, especially if it ends fatally or if the individual feels that they could have done something significant. Because of this, people attempt to convince themselves and others that they were justified in their inaction because "it wasn't their place", "I didn't want to do it alone", or "I didn't want to get involved." Excuses like this often stem from fears of being seen as abnormal...

Book review on The things they carried

Book review on The things they carried The Things They Carried- Book ReviewIn The Things They Carried, author Tim O'Brien conveys his experience and feelings about the Vietnam War through a collection of stories. Each narrative is comprised with vivid description telling us about one of the soldiers of the Alpha Company in Vietnam. One of the significant concepts in this novel is the importance of certain objects or feelings carried and used by the soldiers to survive the war. Several of these things are intangible, including guilt and fear, while others are specific physical objects, including matches, morphine, M-16 rifles, and MM's candy. Tim O'Brian releases his fear, sadness, and anger felt due to the war, and illustrates to us the power ordinary objects may have on one, solely through sentimental valueTim O'Brien was born on October 1, 1946 in Worthington, Minnesota. After graduating in 1968 from McAlester College in St. Paul with a degree in Political Science, O'Brien was drafted into the army.If I Die in a Combat Zone, Box Me Up and Ship Me H...His college years, however, were spent trying to ignore the Vietnam War or railing against it he attended peace vigils and war protests, and aspired to join the State Department. This was a horrid, confused, and traumatic period for Tim O'Brian. While serving at the South Vietnamese village of My Lai, he was wounded and returned home with Purple Heart, a Bronze Star for Valor, and a Combat Infantry Badge. After his return, O'Brien entered a Ph. D. program in Government at Harvard University. During the time he spent at Harvard, O' Brien spent two summers working as a reporter for the Washington Post. In 1975, O'Brien published his first novel, Northern Lights. Since then, he has published quite a few fictional novels based on the Vietnam war including, If I Die in a Combat Zone, Box Me Up and...

How The Patient Care Has Influenced Career Essay

How The Patient Care Has Influenced Career - Essay Example It is evidently clear from the discussion that whereas it can be beneficial to read a great deal of information concerning the healthcare profession and understand the palliative care that can be given with respect to a great range of health issues, nothing within a textbook or a laboratory manual can prepare an individual for the psychological and sociological implications that hands-on experience can provide. Most importantly, with regards to the ability to enhance a desire to further healthcare education, the experience in question was instrumental in helping me to appreciate the nuanced level of approach that the healthcare professional must be responsible for integrating in order to affect a positive resolution within the living patient. Further, even though the first section of this analysis has been concentric on the degree and extent to which no level of memorize Asian or classroom participation can prepare a student for direct patient care, it was also noted, during the expe rience, that a great depth of knowledge was yet to be attained with regards to ameliorating the issues that patients might have, an understanding of complex city of biological issues that might be evidenced. Of all of the factors that have thus far been discussed, it is the impact upon my desire to further my education within the field that is perhaps the most profound. Had it not been for the direct patient care and hands-on experience that was derived during this period of time, it is doubtful that I would have been further drawn to participating in additional education within the healthcare field. This is not due to the fact that I find the healthcare profession in and of itself unappealing. Rather, I would merely not had been presented with the full nuance of the health care profession as it exists for the actual practitioner. As a result of this experience, it is my firm belief that each and every individual, regardless of their career path, should have at least some modicum of hands-on experience so they will at the very least have an expectation for what they might come to experience each and every day of a professional career within such a field of study. Similarly, with regards to what I believe could be an important contribution to my engagement in the nursing profession, this must be understood in something of relative terms. Firstly, nursing, although within the medical profession, is a direct patient interaction that takes place on many different levels. As such, the importance of empathy, relationships, and interaction is of the utmost importance. One does not need to take an exhaustive course in psychology to understand that a great many different types of personalities exist. As such, it is not only important to consider the range of personalities that exist but also the range of cultures, religions, and worldviews that are likely to be presented to an individual but is interested in integrating with such a profession in the future. As such, on e of the unique talents and abilities that I have oftentimes been congratulated upon within my own life is the ability to engage individuals from a diverse background and provide them with a sense of security and belonging with regards to whatever needs they might have. Naturally, I expect this particular talent to be utilized within the medical profession. Moreover, I also expected to be honed and polished so that the needs of a diverse patient mixture will be able to be met within my work. Finally, identifying with individuals and getting along with them is not in and of itself the only talent or requirement that must be utilized in order to affect a positive level of patient care.

The Co-Operative Essay Example | Topics and Well Written Essays - 1000 words

The Co-Operative - Essay Example As the years go by, Co-operative food has continued to be versatile in strategy and approach. The company has also placed itself in a position where it is benefiting fully from the advent of technology. For instance it is argued that â€Å"The Co-operative Food will become the UK’s first major grocery retailer to introduce contactless payment in its stores nationwide after joining forces with Barclaycard† (The Co-operative Group, 2010). As a business strategy, the company focuses its strength on growing its smaller retail shops and ensuring fair-trade. Overview of the French food market The decision as to whether or not Co-operative food should enter the French market is one that comes with a lot of considerations before drawing any conclusions. The first of such considerations is a thorough examination of the French Food Market to ascertain the viability of the French Food Market to contain not just Co-operative Food but any other food company. The French market is rep uted for â€Å"better prices, finding more exotic items, and buying in bulk† (Mason, 2011). This means that the strength of the French Food Market hangs around the factors of price, variety and type of sales. Largely due to the fact that fair-trade is upheld and practiced in France, food producers barely have problems with the payment of deserving and fair prices for their food produce. This fairness is to a very large extent transferred to the larger France Food Market where the right of consumers to fair prices is always respected. To this effect, prices of goods are generally lower as opined by Mason (2011). What is more, France’s open market trade that is in place in France makes it possible for as many variety of food items as possible to enter the French market. To this effect, natives and foreigners (especially tourists) are offered an advantage of getting almost everything they want as far as food products are concerned. Lastly, both retail and wholesale food m arketing are in full force in France. Mason (2011) notes that most of the whole sale and in some cases retail sales are done by the farmers themselves. This approach ensures that it is only quality and affordable food products that are sold in the French Food Market. Potential benefits for Co-operative Food entering France Once Co-operative Food, UK finalizes its decision to enter the French food market and indeed enters it, there are a couple of advantages and benefits that the company is sure to tap. In the first place, The US Commercial Service