Asian American Identity Development Model - 886 Words

RCIDM and Multiculturalism Having knowledge of the Racial/Cultural Identity Development Model will help counselors to become more culturally competent. Although we know these phases, one must be aware of the cultures that counselors will be working with and how one’s beliefs can hinder the process. The five stages of the Asian-American Identity Development Model, developed by Sue and Sue, are: The ethnic awareness stage, White identification stage, the awakening to the social political consciousness stage, redirection stage, and the incorporation stage. Asian-Americans prefer crisis-oriented, brief, and solution oriented approaches, and they are influenced by their families and culture. The fear of losing face to their peers by seeking therapy will lead them to early termination of therapy. Asian cultures are typically high context cultures in which gesture, body language, eye contact, pitch, intonation, word stress, and the use of silence are as important as the actual words being spoken in convers ation. Asians are typically polite in social encounters whereas Americans, being very low context communicators, are comfortable with very direct questions and answers and often seem abrupt to people from high context cultures. The five stages of the Black Identity Development Model, originally developed by Cross, are: The pre-encounter stage, encounter stage, immersion-emersion, internalization, and internalization-commitment. African-Americans will diminish counseling,Show MoreRelatedEssay on Racial Cultural Identity Developement Model1576 Words   |  7 PagesRunning head: RACIAL/ CUTURAL IDENTITY DEVELOPMENT MODEL Racial/Cultural Identity Development Model Ericka Ashe-Lane Troy University One of the most promising approaches to the field of multicultural counseling/therapy has been the work on racial/cultural identity development among minority groups. This model acknowledges within groups differences that haveRead MoreRace and Culture in the Literary Work of Wendy Chang and Junot Diaz1718 Words   |  7 Pagesfaced by individuals that don’t fit the â€Å"model minority†. Legal and cultural borders have been erected and have forced some in and many out of the American ideal. Wendy Chang and Junot Diaz’s work delineate the ways in which race and culture play a role in assessing and shaping American identity through the development of a hybrid culture, the institution of homeownership and the ultimately the practice of polyculturalism. In attempts to solidify a sole American entity, there are various cultural andRead MoreRacism, Religion, and Family1549 Words   |  6 PagesI can see a valid point in this definition. All three concepts help create the characteristics of individual cultures and define what types of behaviors are acceptable or taboo within these particular societies. Patterns of Interaction Chart Model Facts Examples Pluralism and Multiculturalism In Pluralism, individuals are treated as equals in a common (neutral) public sphere, (Feinberg 1996). In Multiculturalism, the public space is a meeting point where different cultures collide andRead MoreEarly Generation Vietnamese Americans : An Investigation On Attitudes1749 Words   |  7 PagesHeritage Language Maintenance in Second-Generation Vietnamese Americans: an Investigation on Attitudes Chi Phan ERE220 Spring 2017 California State University, Fresno Lit ¬erature review This study investigates the attitudes of second-generation Vietnamese Americans towards Vietnamese language maintenance. The purpose of this literature review is (1) to describe the theoretical framework of the study and (2) to analyze and summarize current research on the problem of practice. In terms of the theoreticalRead MoreRacism In Racism1248 Words   |  5 Pagesagainst Asians is increasing in American society. This trend is happening more often over the last decade. Yet, only a handful reports have documented the situation. Largely, this is due to the influence of the media. Years of perpetuating Asian Americans stable and academically-driven communities restrain them from speaking up and overshadow their experiences. The longer the perpetuation of these images, the more powerless and the more isolated from the mainstream society Asian Americans become.Read MoreAnalysis Of The Poem Samir Moussa 1168 Words   |  5 PagesSamir Moussa It appears to me after reading Samir’s story that his cultural identity was forged out of three distinct cultures, Lebanese from his father’s side, Columbian from his mother’s side, and American being born and raised in Washington, DC. (Uopeopleedu, 2016) In contrast to Samir, my cultural identity was forged out of a single culture, being born and raised in London by my British parents. 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Management of Resources Within the Public Sector - Free Essay Example

Sample details Pages: 9 Words: 2727 Downloads: 3 Date added: 2017/06/26 Category Economics Essay Type Report Level High school Did you like this example? Management of Resources within the Public Sector Table of Contents Executive Summary 1.Introduction 2.Results 2.1 NHS Spending 2.2 Spending Review 2010 2.2.1 Table 1: Department of Health Spending Review 2010 2.2.2 Efficiency Savings 2.3 Health and Social Care Act 2012 2.4 Funding Freeze 3.Discussion 4.Conclusion 5.References Bibliography 6.Appendices 6.1 Table 1 Department of Health Spending Review 2010 6.2 Recommendations Executive Summary Since the à ¢Ã¢â€š ¬Ã‹Å"Comprehensive Spending Reviewà ¢Ã¢â€š ¬Ã¢â€ž ¢ in 2010 the National Health Service (NHS) has experienced significant budgetary constraints. Whilst the UK Government has protected the NHS budget, it is still the tightest funding settlements the NHS has ever experienced. Demand is growing rapidly as the population ages and long-term conditions become more common. Along with more sophisticated and expensive treatment options are becoming available and the cost of medicines is growing by over  £600m per year. Don’t waste time! Our writers will create an original "Management of Resources Within the Public Sector" essay for you Create order The NHS must take decisive steps to remove the barriers in how patient care is provided between hospitals, physical and mental health along with social care. The NHS could save up to  £466m a year if doctors were less likely to prescribe multiple treatments of drugs to older people. Target resources on clinical interventions that optimise health outcomes and to identify procedures that can be made more efficient. The NHS could obtain over  £2bn over the next five years by selling off surplus land and buildings, according the Department of Health. 1. Introduction This report identifies the decisions made by the British Government to reduce its National Deficit and how this will affect its Public Services. Every finical year the UK runs up a large budget deficit. This is where the UK Government spends more money than it can collect through taxation. In 2010 the UK Coalition Government set out plans for its unavoidable deficit reduction. This was an urgent priority to secure the UKà ¢Ã¢â€š ¬Ã¢â€ž ¢s economic stability at a time of uncertainty in the global economy. This was to provide long term stability in its public services and its welfare Systems. According to a report published the à ¢Ã¢â€š ¬Ã‹Å"Spending Reviewà ¢Ã¢â€š ¬Ã¢â€ž ¢ (HM Treasury, 2010) the Coalition Government inherited one of the most ambitious and challenging fiscal positions in the world. The (Office of National Statistics, 2014) (ONS) commented that, Britainà ¢Ã¢â€š ¬Ã¢â€ž ¢s deficit was at its highest ever recorded in peacetime history. The state borrowed one whole p ound for every four pounds that it spent. The interest payments on UKà ¢Ã¢â€š ¬Ã¢â€ž ¢S National Debt cost the UK around  £45 Billion a year or 3% of à ¢Ã¢â€š ¬Ã‹Å"Gross Domestic Productà ¢Ã¢â€š ¬Ã¢â€ž ¢ (GDP). However, all the major political parties pledged to protect the National Health Service (NHS) from budget cuts in 2010, after a period of unprecedented growth there was a implementation of a à ¢Ã¢â€š ¬Ã‹Å"funding freezeà ¢Ã¢â€š ¬Ã¢â€ž ¢ in 2011 (House of Commons, 2010). This would be the most austere period for the NHS in over thirty years. Even with this constant funding, the rising demands from an ageing population, along with higher public expectations, meant that there was a substantial à ¢Ã¢â€š ¬Ã‹Å"funding gapà ¢Ã¢â€š ¬Ã¢â€ž ¢ to be met by improvements in productivity and efficiency. Efficiency savings are still needed. (Farrar, 2013), the chief executive of the NHS Confederation, commented on the à ¢Ã¢â€š ¬Ã‹Å"Spending Roundà ¢Ã¢â€š ¬Ã¢â€ž ¢: A lthough the health budget has been spared a reduction, it is important to remember that NHS organisations are facing significant pressures to meet growing demand and improve quality, and still need to find substantial efficiency savings. He also mentioned that: Maintaining the ring-fence for the NHS is vital, but it is also important that the health service gets to spend what is allocated to ità ¢Ã¢â€š ¬Ã‚  Therefore, long-term investment and innovation in healthcare must be seen as a key function of the UKà ¢Ã¢â€š ¬Ã¢â€ž ¢s growth strategy and not an anchor holding it down. 2. Results 2.1 NHS Spending Funding for the NHS comes directly from taxation and is granted to the Department of Health by Parliament. When the NHS was created in 1948, it had a budget of  £437 million (around  £9bn in current value). NHS spending has continued to increase significantly, in 2003/04 the NHS budget was  £64.173bn and this drastically increased to  £109.72bn in 2013/14. Statistics show that Net expenditure of the NHS has increased by  £45.54bn between the years 2003 and 2013. Government Statistics on public spending show that NHS spending increased from  £104.405bn in 2011/12 to  £105.254bn in 2012/13. This amounts to a 0.8% rise in real terms year-on-year. In 2011/12 health spending was 0.3% higher than the previous year. In recent years, the NHS has managed to spend slightly under budget. This was not because demand for its services was reduced, but because of the use of effective mechanisms in place not to spend. Public satisfaction within t he NHS, for its staff and for its quality of care received still continues to remain very strong (Dixon, 2014). All of this has been achieved while applying a significant reform programme following the Health and Social Care Act 2012. 2.2 Spending Review 2010 In agreement with the Governmentà ¢Ã¢â€š ¬Ã¢â€ž ¢s commitment to protect public health, spending in the NHS will increase by 0.4% in real terms over the course of the Spending Review period. This will include a 1.3% increase in the resource budget and a 17% decrease in overall capital spending. The administration budget will also be reduced by 33% and reinvested to support the delivery of NHS services. 2.2.1 Table 1: Department of Health Spending Review 2010 Sourced: (Department of Health , 2010) The health reform enabled the NHS to maintain the quality of services to patients. This settlement also included: Real term increases in overall NHS funding in each year to meet the Governmentà ¢Ã¢â€š ¬Ã¢â€ž ¢s commitment to protect public health spending, with total spending growing by 0.4% over the Spending Review period (see table 1). An additional  £1bn a year for social care, as part of an overall  £2bn a year of additional funding to support social care by 2014/15. New cancer drug fund of up to  £200m a year. Expanding Increasing access to psychological therapies Maintain funding for priority hospital schemes. Capital spending to remain higher in real terms than it has been on average over the last three Spending Review periods. 2.2.2 Efficiency Savings To sustain the rising costs of healthcare and the relentless increasing demand on its services, the NHS released up to  £20bn of annual efficiency savings over the recent four years, all of which was reinvested to meet rising levels of demand and to support the improvements in. This included: Constantly improving workforce productivity. Implementing best practice throughout the NHS in the management of long term condition. Reducing inconsistencies in admissions and outpatient appointments. A 33% cut in the administration budget, including a reduction in the number of armà ¢Ã¢â€š ¬Ã¢â€ž ¢s length bodies from 18 to a maximum of 10 by the end of 2014. 2.3 Health and Social Care Act 2012 A fundamental part of the Government reforms, was the Health and Social Care Act 2012 introduced substantial changes to the way in which NHS in England was organised, improvements in the quality of social care and reform its funding. The Health and Social Care Act introduced a variety of vital changes to the NHS in England. These changes came into force on 1 April 2013 (Parliment , 2013). These changes included: Providing groups of GP practices and other professionals, known Clinical Commissioning Groups (CCGs) real budgets to buy care on behalf of their local communities. Moving many responsibilities historically located in the Department of Health to a new, politically independent NHS Commissioning Board (NHS England). Implementation of a health specific economic regulator with a mandate to guard against anti-competitive practices. Relocating all NHS trusts to foundation trust status. 2.4 Funding Freeze Recent years have been extremely challenging for the NHS, a prolonged funding freeze in real terms, implementation of controversial reforms and the mistreatment of it users and the quality of care, in particular from the Mid Staffordshire NHS Foundation Trust (Robert, Francis. QC, 2013) . This NHS funding freeze will remain in place until 2015 and possibly further beyond. Regardless of the real term increase that is usually required to deal with the rising demand and the lack new treatments not readily being available. However, in 2011, the NHS has surprisingly succeeded to survive within its means, essentially as a result of curbing the wage bill. However, this may be difficult to continue because of rise in wages in the private sector. Meanwhile, there is a lot of engagement across the NHS to increase efficiency whilst protecting the quality of care (Dixon, 2014). 3. Discussion Since the implantation of the National Health Service (NHS) in 1948, the NHS has grown to become the worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s largest publicly funded health service. It has also become one of the most efficient and comprehensive health services. The NHS was created out of a long-held ideal that good healthcare should be readily available to all, regardless of wealth. This is still a fundamental principle that remains at the NHS core. With the exception of some charges such as prescriptions and dental services, the NHS remains free to any UK resident. There are currently more than 63.2m people requiring this service. It covers everything from routine treatments, to transplants, emergency treatments and end-of-life care (NHS England, 2014). The NHS deals with over 1 million patients every 36 hours. The healthcare system is facing the challenge of significant financial pressures. As individual needs for services will continue to grow faster than the funding ità ¢Ã¢â€š ¬Ã¢â€ž ¢s al located. Therefore the Department of Health must innovate and transform the way in which they deliver their high quality services, within the resources available. To ensure that patientà ¢Ã¢â€š ¬Ã¢â€ž ¢s needs, are always put first. The NHS has gone through several vital changes in recent years. Such as; Increased levels of investment and reduced waiting times. Ongoing developments include the expansion of patient choice and the introduction of academic health science centres (AHSCs), first of which is the Imperial College Healthcare NHS Trust (NHS Trust, 2013). The UKà ¢Ã¢â€š ¬Ã¢â€ž ¢s Government has identified a number of opportunities to cut costs in the NHS whilst protecting its frontline services. These include limiting its staffs pay and pensions, cutting back office management, the selling of assets, rationalising procurement and drugs purchasing. There are numerous discussions about value for money in the NHS (House of Commons, 2010). The Secretary Of State Jeremy Hunt (MP) (Department of Health , 2014) has overall responsibility for the function of the Department of Health (DH). According to Hunt the NHS must save up to  £10bn a year by 2020 by diminishing its use of agency staff and management consultants, selling off unused property and reducing clinical mistakes, the health commented: à ¢Ã¢â€š ¬Ã…“If we are to be truly financially sustainable we need to rethink how we spend money in a much more fundamental way.à ¢Ã¢â€š ¬Ã‚  A report published by Hunt the NHS Englandà ¢Ã¢â€š ¬Ã¢â€ž ¢s blueprint for the health service (National Health Executive , 2014), which identified the need for a greater use of technology and innovation to improve patient healthcare in the NHS whilst delivering cost savings the public sector. These reductions in the annual budget of  £110bn will be assisted by an increase in innovation, according to Hunt. The health secretary also commented that a reduction in prescription errors could save the NHS up to  £551m a year, whilst selling off some of the NHS unused land and buildings could create significant savings, including  £1.5bn in London alone. Targeting agency staffing bills which have significantly increase from  £1bn to almost  £2.5bn. Guidelines set out in the report à ¢Ã¢â€š ¬Ã‹Å"Everyone Counts: Planning for Patients 2014/15 to 2018/19à ¢Ã¢â€š ¬Ã¢â€ž ¢ illustrate how the NHS budget is invested, to drive continuous improvement, to maintain high standards of care for all. The NHS is driven by quality in all that they do. It can no longer accept a minimum standard of care as acceptable. According to the Chief Nursing Officer for England Jane Cummings, practical application of technology on the front line will enable NHS nurses and other health workers to concentrate on what is important, providing meaningful and compassionate care to its patients (NHS England, 2014). Becoming more efficient with data and technology could have the potentia l to create a substantial difference to patients, whilst enabling best value for taxpayers. 4. Conclusion The  £10bn of savings announced by Jeremy Hunt are realistic, however it will take up to five years to deliver these savings. It is imperative that the debate starts now and the NHS needs to look at where efficiency savings can be made, and to focus on clinical care and not just the back office jobs. The big question is whether these efficiencies can be made soon enough to reduce the requirement of unpopular cuts to health services. The NHS needs to ensure that accesses to all of its services are on an equal footing whether the patientà ¢Ã¢â€š ¬Ã¢â€ž ¢s needs are mental or physical. They must innovate the way they in which they provide care for the most vulnerable users excluded from society. However, high quality is not just an aspiration. There is urgency to plan strategically and to start making these changes that are required to deliver models of care that will be sustainable in the longer term. Therefore, the discussion remains about how the NHS will cope with a contin ued freeze on its overall funding. There is tension between national co-ordination and local decision making in the NHS about value for money. The NHS should try an implement a top-down best practice or it should let innovation and efficiency come from local decision making and accountability, with an acceptance of locally diverse provision. 5. References Bibliography Department for Health , 2014. Everyone Counts: Planning For Patients 2014/15 to 2018/19, London : NHS England . Department of Health , 2010. Spending Review 2010. [Online] Available at: https://webarchive.nationalarchives.gov.uk/+/www.dh.gov.uk/en/mediacentre/pressreleases/dh_120676 [Accessed 6 November 2014]. Department of Health , 2014. Secretary of State for Health, London : Department of Health . Dixon, J., 2014. How much longer can the NHS live within its means?. Guardian Professional, 1(1), pp. 01-02. Farrar, M., 2013. NHS Confederation and NHS Employers comment on the Comprehensive Spending Review, London: NHS Confederation . HM Treasury, 2010. SPENDING REVIEW 2010, London: Her Majestyà ¢Ã¢â€š ¬Ã¢â€ž ¢s Stationery Office. House of Commons, 2010. Key Issues for the New Parliament 2010, London: House of Commons Library Research. Imperial College Healthcare, 2014. About the NHS. [Online] Available at: https://www.imperial.nhs.uk/nhs60/about_the_NHS/inde x.htm [Accessed 5 Novemeber 2014]. John Appleby, J. T. J. J., 2014. How is the NHS, London: Department of Health. National Health Executive , 2014. NHS Finance. Hunt calls on NHS to deliver  £10bn a year efficiency savings, 14 November, pp. 1-3. NHS England, 2014. About the National Health Service. [Online] Available at: https://www.nhs.uk/NHSEngland/thenhs/about/Pages/overview.aspx [Accessed 5 November 2014]. NHS England, 2014. Health and social care leaders set out plans to transform peopleà ¢Ã¢â€š ¬Ã¢â€ž ¢s health and improve services using technology. News, 13 November , VII(10), pp. 1-4. NHS Trust, 2013. Spending Review 2013 à ¢Ã¢â€š ¬Ã¢â‚¬Å" key points for the NHS, London : NHS . Office of National Statistics, 2014. EU Government Deficit and Debt, London: ONS. Parliment , 2013. Health and Social Care Act 2012, London : The Stationary Office. Robert, Francis. QC, 2013. Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Staff ordshire: The Mid Staffordshire NHS Foundation Trust. 6. Appendices 6.1 Table 1 Department of Health Spending Review 2010 Source: Department of Health , 2010. Spending Review 2010. [Online] Available at: https://webarchive.nationalarchives.gov.uk/+/www.dh.gov.uk/en/mediacentre/pressreleases/dh_120676 [Accessed 6 November 2014]. 6.2 Recommendations The NHS must take decisive steps to remove the barriers in how patient care is provided between hospitals, physical and mental health along with social care. The future of the NHS will need to provide greater care, delivered locally, but with some services provided by specialist centres. This should be organised to support people with multiple health conditions. The NHS wastes around  £2bn a year and risk patientà ¢Ã¢â€š ¬Ã¢â€ž ¢s health by giving them excessive x-rays and treatments they do not require. The NHS could save up to  £466m a year if doctors were less likely to prescribe multiple treatments of drugs to older people. This can create adverse drug reactions, which account for 6% of all hospital admissions, which amounts to 4% of all hospital bed being used. With future restrictions on NHS funding, another recommendation is to try to target resources on clinical interventions that optimise health outcomes and to identify procedures that could be made more efficient. The Kingà ¢Ã¢â€š ¬Ã¢â€ž ¢s Fund (John Appleby, 2014) has suggested money could be recovered by reducing the length of stay in hospitals and using lower cost drugs. The Department of Health estimates that nearly 8% of NHS land is underused, which could help to raise some  £2.5bn, equivalent to 50,000 nurses, between now and 2016.The Government has announced plans to sell off surplus land to boost health service funds. To modernise the NHS and to improve its efficiencies, the health service needs to be proactive and identify land that is no longer required or needed. This revenue raised from surplus land could be used to improve patient care. 1

Analysis Of Strategic Talent Management Architecture - Free Essay Example

Sample details Pages: 3 Words: 909 Downloads: 1 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? Many business gurus have based themselves on a comprehensive review of the scholarly and practitioner literatures, they have developed the Strategic Talent Management architecture. This framework consists of the following two major sources that influence an organizations performance effectiveness: (a) Leadership drivers and (b) Organizational enablers. Figure: The Strategic Talent Management Architecture Source: Korn and Ferry Institute 2009 Drivers are those factors that derive, clarify, motivate, and communicate (i.e., drive) the fundamental business of the corporation. There are two different leadership drivers vision and vigor. Organizational Enablers are those factors that provide structure, talent competencies, and execution in an organization. Organizational enablers include three key dimensions capability, architecture, and action. Finally, they identify two additional factors in their model. They call them company-wide Enterprise Accelerators, and they consist of Enterprise Alignment and Enterprise Agility. These latter two factors ensure that leadership drivers and organizational enablers mesh with the external and internal environments relevant to the company, as well as facilitate the adaptability of internal and examine its impact on the operations of an organization. Don’t waste time! Our writers will create an original "Analysis Of Strategic Talent Management Architecture" essay for you Create order Leadership Drivers Leadership is a central variable in nearly every model. Senior leaders usually establish the organizations mission, identify target customers, determine the products and services delivered, hire the managers who execute plans, and create a shared vision that rallies stakeholders to drive toward shared objectives. In many ways, leaders are analogous to the prime mover of a machine. The model contains two dimensions within the Leadership Drivers factor: (a) Vision and (b) Vigor. Vision Vision represents the ability to effectively define the business and set its direction. Vision requires a high level of general business acumen, an ability to establish strong, effective governance for the organization, and the willingness and ability to shift course as required by the changing business conditions. Porter (2008) contended that understanding the forces that shape industry competition is the first key to developing strategy. Lichtenstein and Dade (2007) asserted that delivering the highest shareholder value comes through aligning the leaders vision to the goals and strategy, and that this process can be aided or hindered by the extent to which leaders understand each others needs and values. Crossan, Vera, and Nanjad (2008) proposed that leaders need to demonstrate a proactive stance in aligning strategy, the environment, and the organization under one vision. Montgomery (2008) emphasized the need for leaders to see strategy and vision as a dynamic process requiring ongoing monitoring and tweaking. Vigor Vigor represents the ability to drive the enterprise forward. It requires that leaders and employees possess an infectious passion for the business and strategy, unflagging energy and drive, and relentless, aggressive, and competitive spirit. For illustration, Kanji (2008) posited that the ability of leaders to drive the organization toward quality and excellence is the prime aspect of organizational effectiveness. Burke, Sims, Lazzara, and Salas (2007) also argued that a leaders ability to foster organizational effectiveness is the degree to which subordinates and co-workers trust the leader to get the job done. Paradoxically, effective leaders work to both engender predictability and order as well as to produce organizational change (Yukl Lepsinger, 2005). The use of language in the literature to describe the competitive characteristics of leaders reinforces the notion of vigor. The organizational Enablers Organizational enablers represent the talent, processes, and structures put in place by the leaders to achieve the business goals. This factor represents the key elements in the business machine that are driven by the prime mover leadership to deliver the organizations work output. The organizational enablers factor is comprised of three dimensions: Capability architecture, and Action. Capability Capability denotes the organizations capacity to empower it to achieve its strategic objectives. It represents the deep expertise in mission-critical competencies required by the organizations mission and unique value proposition. Capabilities in this sense are inherent to the organization, not simply the collective aggregate of individuals. According to scholars, capabilities influencing organizational effectiveness can include talent management systems (Bassi McMurrer, 2008), information technology (Batra, 2006), supply chain management (Carter Rogers, 2008), and research and development (Tirpak, Miller, Schwartz, Kashdan, 2007). Ulrich and Smallwood (2004) contended that organizational capabilities are derived (in part) from the manifested abilities of the companys employees. Architecture Architecture refers to the organizations hierarchical structure and organizing principles. It includes the structure and design that serves the organizations business model and unique value proposition. In their seminal work, Katz and Kahn (1978) challenged leaders to achieve effectiveness by moving beyond traditional, bureaucratic structures. Kim and Mauborgne (2009) emphasized the role strategy should play in shaping structure. Oftentimes, they noted, leaders are prone to allowing their organizations structure to be dictated by its environment rather than by strategy. Raisch (2008) also suggested that companies striving for profitable growth need an organizational design that balances mechanistic and organic structures. Many authors assert that organizational culture can be a source of competitive advantage if it is aligned with strategy (e.g., Sadri Lees, 2001). Action Action represents the organizations ability to develop, implement, and execute tactics that directly serve the strategic goals. Bossidy and Charan (2002) argued that the biggest obstacle to organizational effectiveness is the absence of execution. Mankins and Steele (2005) found that most of the executives they surveyed failed to deliver the financial performance forecasted in their long-range plans. These authors concluded that the gaps between strategy and performance often are not analyzed by typical organizational metrics. Finally, Higgins (2005) viewed execution as so critical that he added Strategic Performance to the McKinsey 7-Smodel to emphasize the effort needed to drive outcomes.

Harlem, An Analysis of a Langston Hughes Poem Essay

Harlem, An Analysis of a Langston Hughes Poem The short but inspirational poem Harlem by Langston Hughes addresses what happens to aspirations that are postponed or lost. The brief, mind provoking questions posed throughout the poem allow the readers to reflect--on the effects of delaying our dreams. In addition, the questions give indications about Hughes views on deferred dreams. Harlem is an open form poem. The poem consists of three stanzas that do not have a regular meter. To catch the readers attention, the writer made sure that specific words and questions stood out. As a result, the lengths of the lines vary and certain syllables are stressed in every line. The first line in the poem: is the longest†¦show more content†¦The last line, Or does it explode? (11) is an example of a metaphor. The writer implies that a postponed dream--destroys, causes a violent or even disturbing emotional reaction. Langston Hughes was a successful African-American poet of the Harlem renaissance in the 20th century. Hughes had a simple and cultured writing style. Harlem is filled with rhythm, jazz, blues, imagery, and evokes vivid images within the mind. The poem focuses on what could happen to deferred dreams. Hughes aim is to make it clear that if you postpone your dreams you might not get another chance to attain it--so take those dreams and run. Each question associates with negative effects of deferred dreams. The imagery from the poem causes the reader to be pulled in by the writers words. The speaker opens the poem by questioning, What happens to a dream deferred? (1). This single line instantly gives the reader an idea of what the poem is about. The first question produces curiosity in the reader--makes the reader want to find the answer to the question. Does it dry up/like a raisin in the sun? (2-3). suggest that a postponed dream will eventually be forgotten or fizzled out. The image of a raisin stimulates the readers sight and taste senses. The dream is like a sweet grape which is fresh and new. If you set that grape aside (in hopes of coming back to it later) it most likely will be bitter, dried out, kaput, andShow MoreRelatedAn Analysis of Langston Hughes Poem Harlem1520 Words   |  6 PagesPoems Harlem by Langston Hughes Thesis statement: Hughes wrote this when Jim Crow laws were still imposing an bitter segregated society in the South. There were still lynchings of innocent African Americans, there was no Civil Rights Movement, there was no Civil Rights legislation yet, and Blacks couldnt eat at lunch counters in the South. Harlem, however, was not at all like the South in terms of blatant, legal segregation. However, racism was very much in place in many places in America. BlacksRead MoreAnalysis Of The Poem Harlem By Langston Hughes2117 Words   |  9 Pages In the poem â€Å"Harlem† by Langston Hughes, Hughes discusses the fate of the American dream and more specifically, he questions us about the destiny of the dream that never gets realized. He wonders whether it explodes violently or if it just dries up. Forty years later, Tony Kushner explored the fate of the suppressed, exploding dream in â€Å"Angels in America† through the character of Joseph Porter Pitt as he struggles to cope with his own repressed, but surfacing homosexuality, while also balancingRead MoreAnalysis Of Langston Hughes s Poem Harlem Sweeties 2195 Words   |  9 Pages From â€Å"Mother to Son† to â€Å"Harlem Sweeties†, Langston Hughes uses various themes and poetic structures within his writing. Hughes writing style consisted of the black pride and strength of the black community that would later be considered as the â€Å"driving force† behind The Harlem Renaissance. 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The Culture Change After Wwi Free Essays

They are no longer having the sense of patriotism, and a lot of them move aboard to taste the expatriate lifestyle. They are lost in this world, and they do not know what to do. The literatures at this time period really reflect the idea of being lost. We will write a custom essay sample on The Culture Change After Wwi or any similar topic only for you Order Now The writers called themselves the lost generation. â€Å"The phrase was actually originated by the garage owner who repaired Stein’s which was a famous writer at that time car. When a young mechanic failed to repair the car In a way satisfactory to Stein the owner had shouted at him, â€Å"You are all a generation Purdue. Stein, In telling Hemingway the story added, ‘That Is what you are. That’s what you all are†¦ All of you young people who served In the war. You are a lost generation. † The term became very popular after Hemingway public his novel â€Å"the sun also rise†. Like Hemingway said † I was always embarrassed by the words sacred, glorious, and sacrifice.. I had seen nothing sacred, and the things that were glorious had no glory and he sacrifices were like the stockyards at Chicago if nothing was done with the meat except to bury it. † His book the sun also rises reflect the idea of expatriates and create the sense of lost. The main characters are mostly engage in heavily drinking. They work in the daytime, and drunk in the night time. They don’t think about their future, or they don’t know they do or do not have a future. There are a lot of famous writers belong to the lost generation Like F. Scott Fitzgerald, T. S Eliot, Gertrude Stein. In T. S Elite’s poem the waste land, he constantly reminded the readers that there Is no future on this land, and this land Is a abandon land. Similarly, F. Scott Fitzgerald wrote In his novel the side of paradise that this generation † Grown up to find all Gods dead, all wars ought, and all faiths in man shaken. † The war helped the rise of the black culture. The new Negro movement or the nowadays so called Harlem Renaissance was a black culture movement. It started at Harlem, a section of New York City which gathered one hundred and fifty thousand African American. African-American writers and artists gave voice here challenging the structures of American racial oppression, and show the potential of the black culture to the world. The movement was stared at the end of WWW, and ended in the start of the great depression. WWW created a lot of Job opportunity in the north, and his led to the migration of black people from the south which was known as the Great Migration. The black people gathered together at place like Harlem to form their own black community. After the war, soldiers return from the front, and competing job with the black people. Racial riots broke out in the north. The increase the Harlem renaissance. A lot of writers and artist saw this culture movement as a opportunity of uplifting the black culture, and gained more right to the African American. However, some writers and artists saw this movement was Just an expression of their native culture. How to cite The Culture Change After Wwi, Papers

Nursing for Leadership Model Witnessed - myassignmenthelp.com

Question: Discuss about theNursing for Leadership Model Witnessed. Answer: Approaches for Leadership Example of the Leadership Model Witnessed In a clinical setting, it becomes difficult to arrive at absolutely proper decisions if the subject has been sensitive for a while. Such situations are usually witnessed in the Department of Oncology. During clinical placements in the respective department, the manner, in which my senior registered nurses implemented a democratic style of leadership for effective care of their patients, could be identified. Their profiles as leaders in nursing team were authentic and they could effectively combine the interpersonal communication and planning to provide faster resolution to conflicts arising among cancer patients. In an Oncology Department, things are to be planned carefully through collective consultancy involving axillary nurses, technicians, doctors and radiologists prior to interaction with the patients who arrive at hospital. Specific Examples During the entire period of my stay at the healthcare environment, coordination was to be performed with Miss Phoebe who was the head of the nursing team for administering Chemotherapy. She was quite empathetic and fairly realized that things are dynamic when it comes to dealing with psychological disturbed patients and therefore she used to take each members advice before arriving at a decision regarding handling diversified patients. Description of the Approach Identification of the Leadership Approach As per my personal identification, it can certainly be opined that the kind of leadership approach she adopted was of democratic nature. She could prepare the entire team to deal with changes that are speculated in a nursing care for cancer. Things were not confined to the care only and the leadership model reflected within the education and research works also. I performed the exploration of management techniques from the initial phase of training itself to prepare myself professionally for similar situations in future (ONS, 2012). Explanation of its Key Features and Characteristics Democratic style of leadership is sometimes also termed as Participative leadership. There were various definitions framed for this particular kind of leadership seen among nurses. The definition changes as per the theories adhered to. Any effort to define a perfect model of democratic pattern is operationally inconsistent. Some of the key features in the pointed out leadership approaches are: Relatively Lesser Degree of Control over Subordinates than In case of Autocratic style when it comes to Work-Related Decisions Provision for Much Freedom for the Workplace Subordinates to Participate in Group Discussions. Emphasis on the Active Participation of the Group in Decision making Active Stimulation Among the Group During Participations and Discussions Collective Framing of Policies, Activities and Techniques that are required to cope with Any Kind of Tasks. Resemblance of the Leader as a Regular Member of the Group without Considerable Investment of Effort in the Work. Leaders Effort for Extension of Existing Knowledge and Competencies of the Team Members. Partial Resemblance of the Autocratic Behaviour in Highly-Specific Situations Where Accuracy is Critical Non-Directive Control over Members Actions and Bidirectional Flow of Communication (Neuss, et al 2013). From the past learning outcomes, it has been sufficiently understood that a democratic leader has high moral values in any kind of situation irrespective of gender perceptions and beliefs. Some argue that the democratic style of leadership is outweighed by the transformational one but the same might not be true. According to personal analysis, it can be revealed that the former do not result in low productivity rather the latter one may. The possible drawback can be the lengthy time consumed to decide over simple and short-termed executions. But the benefit leader brings among by encouraging volunteer efforts in its member far outweighs the drawbacks. A democratic leader notably demonstrates some desirable characteristics. He/she tends to be knowledgeable and stimulating and therefore can have high influence on the subordinates for accomplishing a task properly. Such leader observes winning in cooperation and often provides desirable consequences that are logical and situation-orient ed (Ray, et al 2012). Observation of Mentioned Key Features from the Clinical Practice The level of competencies and standards that Miss Phoebe demonstrated was commendable which are also required for effective administration of chemotherapy. Poor decision making skills while being in that setting can be impactful for any patient irrespective of his/her age or literacy factor. Chemotherapy can be costly and a patient might become extremely depressed post-realisation of any terminal illness. In such cases, Miss Phoebe has multiple times effectively demonstrated the participation of her patients and its family members for making medical decisions. During the clinical practice, it was observed that Miss Phoebe followed some preliminary procedures in case a patient refused treatment methods as prescribed by the doctor. Her procedure primarily reflected the effort to find out the cause for avoiding chemotherapies. This kind of situation truly indicates the sensitivity of a subject and therefore Miss Phoebe used to discuss with her team regarding the method of communication they were supposed to have with different patients. This implies a collective decision making and consultancy which are major characteristics of a democratic leader. A democratic leader is also participative in nature and the same was revealed when her intrapersonal skills were evaluated by colleagues and other healthcare professionals. She could build rapport with her patients with ease and thus succeeded in altering the medical decisions of her patients for positive health outcomes. This again implies that she is a democratic leader because of her active participation, which is a key characteristic of democratic leadership (Lanzoni, et al 2011). Self-Reflection Underlying Assumptions about the Suitable Role Carer, Patient and Health care Professional The cancer chemotherapy care that is being provided by both senior and junior registered nurses is assumed to be based on autonomously made decisions. It is an underlying assumption that all advocacies are performed in the best interest of the patient only and there is no medical obligation even if an illness has been evidently found to be terminal. In a technical aspect, chemotherapy is a person-centred approach as the nursing team and other care providers ensure that the patients maintain their optimism levels and stay psychologically and psychosocially stable. The underlying assumptions mentioned above are in context with the healthcare professionals. During the clinical practice with other senior nurses, it was learnt that testing of cell lines and studies related to animals act as determinants of efficacy and toxicity in anti-cancerous agents. Clinical trials still seem to be the only method for determining the same effect on humans. Thus it is assumed that patient plays the rol e of an experiment sample and new therapy are supposed to be adopted or brought into effect strictly only after multiple clinical researches. The underlying assumption in case of a clinical trial is that any clinical trial which is fairly conducted makes the agent worthy for testing. Other aspects are also considered practically like the population to be accessed, consideration of ethics while making nursing related decisions, competence level of fellow practitioners etc. The healthcare professionals have a big role to play as investigators. They are presumed to facilitate the implementation of study and adhere to such protocols that are designed for diagnosing the participants; in this case the participants are the patients that visit hospital premises for screening of cancer symptoms. For effectively operating within the clinical setting of an oncology department, there is strong need of some other operational assumptions. The definition of an Oncologist should not be generic but rather confined to such a physician who perceives the treatment of cancer patient as his/her primary responsibility. Such a domain of physician can include the surgeons, haematologists and the oncologists themselves. As Chemotherapy is strongly guided by scientific protocols, some aspects like eligibility criteria of patient, toxicity related modification of dose, informed consent and confidentiality of records are supposed to be concerning. Thus the nursing care can be moulded into a person-centred care with regards to the psychological sensitivity of patients in different age groups. The procedures for nursing care in Chemotherapy are compatible with the principles of person-centred care. Contribution towards Quality Health Care Multiple researches have been conducted in the past that evidently reveal that a person-centred care model can be more fruitful in the department of oncology to provide patients with holistic healthcare services. The principles of person-centred care can be incorporated into a comprehensive manner of cancer management program that might be on-going or is about to commence in future. By adopting PCC, the approach becomes integrative and therefore additional focus is given to the patients quality of life apart from the fundamental therapeutic regimens. According to Nandini et al (2011), a cancer management program which is based on principles of palliative care can enhance the patients who are usually in their terminal illness. The practice of Person-centred care is not recognised in a wider zone because of the already established medical training, culture and clinical practice that has ingrained into the socio fabric. Typically in institutions that are concerned with tertiary care of cancer-related illness, the needs and desires of patients are wrongly interpreted to be mere interventions that could modify any disease. The conventional system of relief against cancer symptoms is designed by means of a team of oncologists and palliative care specialists. A PCC-reflective oncology program would be highly interactive and help in holistic assessment of patients needs and concerns. PCC shall also make it possible to provide suitable and precise inputs from professionals hailing from multidisciplinary teams within the oncology departments. Moreover, the medical care for each patient will be a compassionate and a continued one. Subsequently the existing culture can also be altered to carry out systematic record processing and enhance the medical care services. Opportunities for Nurses who are Graduates The person-centred program will provide great opportunities for the graduate nurses to develop their leadership skills while conditioning them to operate in a practical setting. The graduate nurses will be working with the multidisciplinary teams associated with Oncological departments and they can perform networking with the prevailing healthcare service on a regular basis. This is obviously a part of the healthcare environment which is a big benefit for the nurses to practically implement their theoretical concepts gained over academic years. The group policy can also be enhanced through a PCC approach if each nurse performs focused interaction in a regular manner. This is because collaborative interaction among members is a crucial step towards building of an effective team. Person-centred approach can also assist graduate nurses in gaining an insight of patients needs and priorities. In-depth communication or subtle connections can bridge the level of trust a patient has on nurse s. The organisational reputation and regards for nurses can also rise among patients if the latter are provided with autonomy for medical decisions. Operational strategies shall help the graduate nurses to build their professional competence as a necessary factor for delivering holistic care. PCC-approach might help to achieve this if specific training activities are targeted towards the graduate nurses and if the same is incorporated into the existing program associated with oncological trainings. Contribution towards quality health care will certainly reflect within a short period if the attitudes and skills for palliative nursing are built up within the graduates. Precisely, that would be a gross building in the field capacity of those nurses. Person-centred care is usually followed by recruitment of a specialist who can rectify the common mistakes and turn the human assets to something more valuable (Kulig, et al 2016). Critical Evaluation of the Knowledge and Skills Gained and Development of Early Career Plan 1st person Aspiring Nursing Role Within the first 12 to 24 months of my professional career, I would certainly like to apply for the job role of a palliative nurse. This is because the chosen alternative opens more opportunities to refine my professional as well as personal skills. I will be operating in a practical setting along with a multi-disciplinary team that has high chances of providing me with extended areas of operations apart from my core competence. By performing informed and consistent interactions with healthcare professionals from various disciplines, my horizon will get widened and I shall become more dynamic than I am at a present stage. I can also contribute towards improvement in the policies and compliance procedure that are associated with regulation of quality in hospitals. Also, a PCC approach would help me to improve my rapport building abilities and I can connect with my patients in a holistic manner thereby establishing deeper level of connection with them. This is an indirect way to enhanc e my understanding of patients and their needs priorities without having them invest much. By working in a multi-specialized team, I can also efficiently stay uninfluenced from cases of incidents that are individual based and start building analytical mind for the wider solutions. Last but not the least, by practicing a Person-centred based delivery of nursing service, I can connect with people from diversified groups and my theoretical interpretations will not be limited as I shall be getting to interact with more subjects of interests. All these will definitely skyrocket my professional experiences as a nurse in different environment (Han, et al 2010). Two Factors Considerable for Transitioning to the New Role To be able to operate efficiently in the Palliative Unit, as a Graduate nurse it is important to consider 2 factors in a serious manner. As it is observed in the palliative unit that there is a dominant strength of such patients there are already suffering from poor physical and emotional outcomes. The indicators of service quality can be accessed if these patients are delivered with fast actions. It is equally important to gain a fair command over Hospice which is a highly customized palliative care for patients in their last phase of life or those in their terminal phase of illness. The two most considerable factors are as follows: The assessment of patients must be comprehensive when it comes to different dimensions including the physical status, the psychological conditions, belief systems, patients spirituality and his/her social interpretations. Even the Hospice needs to be a comprehensive one. The emotional needs should be additionally documented apart from a comprehensive assessment of overall dimensions of patient (Roth-Rochester, 2015). The screening procedures meant for diagnosing patients for symptoms should be as accurate as they can be. The screening is counted for issues pertaining to shortness of breath, vomiting nausea and pains in different parts of the body. Issues can be well documented only when the interpersonal skills of a palliative nurse are at par with the doctors with regards to understand the issues that have been verbally provided by a patient or subject. References Han, P.K. and Rayson, D., 2010. The coordination of primary and oncology specialty care at the end of life. Journal of the National Cancer Institute Monographs, 2010(40), pp.31-37. Kulig, J.C., Kilpatrick, K., Moffitt, P. and Zimmer, L., 2016. Rural and remote nursing practice: An updated documentary analysis. University of Northern British Columbia School of Nursing. Lanzoni, G.M.D.M. and Meirelles, B.H.S., 2011. Leadership of the nurse: an integrative literature review. Revista latino-americana de enfermagem, 19(3), pp.651-658. Nandini, V., Sridhar, C.N., Usharani, M.R., Kumar, J.P. and Salins, N., 2011. Incorporating person centred care principles into an ongoing comprehensive cancer management program: an experiential account. Indian journal of palliative care, 17(Suppl), p.S61. Neuss, M.N., Polovich, M., McNiff, K., Esper, P., Gilmore, T.R., LeFebvre, K.B., Schulmeister, L. and Jacobson, J.O., 2013. 2013 updated American Society of Clinical Oncology/Oncology Nursing Society chemotherapy administration safety standards including standards for the safe administration and management of oral chemotherapy. Journal of Oncology Practice, 9(2S), pp.5s-13s. Oncology Nurse Society, 2012. LEADERSHIP COMPETENCIES. Retrieved 20 September 2017 from https://www.ons.org/sites/default/files/leadershipcomps.pdf Ray, S.A.R.B.A.P.R.I.Y.A. and Ray, I.A., 2012. Understanding Democratic Leadership: Some Key Issues And Perception With Reference To Indias Freedom Movement. Afro Asian Journal of Social Sciences, 3(3.1), pp.1-26. Roth-Rochester, C., 2015. In palliative care, these 10 factors matter most. Retrieved 20 September 2017 from https://www.futurity.org/palliative-care-858232/