Leadership and Management Essay Example for Free

Leadership and Management Essay The implementation of the care of the dying policy at the writer’s area of practice involved the process of change. This involved the use of both leadership and management theories which are essential to increased effectiveness as supported by Moiden (2002). The change was a political one due to the government initiatives to improve end of life care (Department of Health 2008). Antrobus (2003) states that political leaders aim to deliver improved health care outcomes for patients. The essay will critically analyze both leadership and management theories from the top of the organization to the bottom. These theories were used to implement this change to enhance quality care in this clinical area. The essay will also critically analyze and evaluate the nurses’ self management skills in fulfilling their role as clinical managers within interdisciplinary and the changing context of the healthcare. Similarly, the essay will discuss the implications upon quality assurance and resource allocation for service delivery within the health care sector. These will be related to current government strategies. The effects of government strategies in involving the user and carer or significant others in decision making process within current clinical and legal frameworks (Department of Health 2000b) will also be debated. Similar debate will also be on the nurses’ involvement in policy making (Antrobus 2003). Further discussion on government strategies will be discussed on the introduction of clinical governance and essence of care. Braine (2006) states that the purpose of implementing change is to improve effectiveness and quality. The whole process of change was based on the introduction of the care of the dying booklet which meant that all healthcare professional documented their notes in the same booklet. The change took place in a large hospital to implement a new policy which was politically driven by the government to improve quality of care. Like most hospital organizations, the hospital traditionally uses a bureaucratic management approach (Marquis and Huston 2006) reinforced with authoritarian leadership to facilitate efficiency and cost effective care. This is done through planning, coordination, control of services, putting appropriate structures and systems in place and monitoring progress towards performance activities (Finkelman 2006 and Faugier and Woolnough 2002). According to Marquis and Huston (2006) bureaucracy was introduced after Max Weber’s work to legalize and make rules and regulations for personnel to increase efficiency. The ward manager as a change agent had to design and plan the process of change. Designing change involved understanding the purpose of change and gathering data as supported by Glower (2002). Planning included identifying driving forces and ways to reduce restraining forces (Glower 2002). Unlike the top management who used bureaucratic management theory, the ward manager applied the human relations management theory (Marquis and Huston 2006) at ward level. This management theory is designed to motivate employees to achieve excellence. The human relations theory was introduced in attempt to correct what was believed to be the shortcoming of bureaucratic theory which failed to include the human aspects (Marquis and Huston 2006). Often referred to as motivational theory, Lezon (2002) agrees that this theory views the employee in a different way and helps to understand people better compared to the autocratic management theories of the past. It is based on theory Y of Douglas McGregor’s (1960) X and Y theories cited in (Lezon 2002). Theory Y assumes that people want to work, are responsible and self motivated, they want to succeed and they understand their position in the organization. Perhaps the appropriateness of this theory can be linked to the implementation of clinical governance which emphasizes that it is the responsibility of health care professionals to ensure effectiveness, high standards and quality (Braine 2006). This puts health care professionals in a responsible position and motivates them to provide high quality care. This explains why theory Y was used as opposed to theory X which according to Lezon (2002) assumes that people are lazy, unmotivated and require discipline. According to the human relations theory, there are some positive management actions that lead to employee motivation thus improving performance (Marquis and Huston 2000). Some of these actions used by the change agent were empowering and allowing employees to make independent decisions as they could handle, training and developing, increasing freedom, sharing big picture objectives, treating employees as if work is natural and other ways of motivating staff as supported by Marquis and Huston (2006 and Lezon 2002). The use of human relations theory in the implementation of this policy is well justified in contrast to other management theories. For example, theory X presumes that people must be coerced, controlled, directed and threatened with punishment (Lezon 2002). This theory adds that an average person has inherent dislike of work and prefers to avoid responsibility (Marquis and Huston 2006). In other words, theory X prefers autocratic style while theory Y prefers participative style. Managers using theory y seek to enhance the employee’s capacity to exercise high levels of imagination, ingenuity and creativity solving organizational problems. With the human relations theory, members feel special and involved rather than being controlled by threats and sanctions from the change agent (Dowding and Barr 2002). The team of health care professionals was aiming to achieve the same goal. This goal was to provide high quality care to patients approaching end of life. This involved a lot of organizational psychology and motivation to facilitate effective teamwork. Among the factors that facilitate effective teamwork, leadership is the most significant as stated by Clegg (2000). Toofany (2005) supports that leadership is on government’s modernization agenda for the National Health Service and is an influencing factor. Therefore, the change agent needed equally effective leadership style. To facilitate this, she applied the transformational leadership style. Markhan (1998) cited in Clegg (2000) defines transformational leadership style as a collaborative, consultative and consensus seeking. These are the same characteristics of the leadership style used by the change agent. Contrary to this leadership style is the transactional leadership style which is based on power of organizational position and authority to reward and punish performance (Moiden 2002). Based on Rosner (1990)’s research, Clegg (2000) states that gender affects leadership style and women prefer transformational style. Perhaps this explains why the change agent chose this style for this particular change. As in any form of change process, resistance, which falls under the unfreezing stage of Lewin’s (1951) cited in Murphy (2006) change theory is one of the common obstacles that needed to be dealt with (Curtis and White 2002). By inspiring a shared vision within the team (McGuire and Kennerly 2006) the change agent managed to increase driving forces and reduce resisting forces at the same time. Clegg (2000) values vision as a very important ingredient of transformational leadership, adding that it should be engaging and inspiring. Transformational leadership was first put forward by James Burns (1978) cited in Marquis and Huston (2006). According to him, a relationship of mutual stimulation and elevation converts followers into leaders, a fact shared by Murphy (2005). If a leader can stimulate followers, he or she can engage followers into a problem solving attitude (McGuire and Kennerly 2006). In addition, people engage together in a way that allows leaders and followers to raise each other to higher levels of motivation and morality (Marquis and Huston 2006). This approach emphasizes on the leader’s ability to motivate, coach and empower the followers rather than control their behaviors (McGuire and Kennerly 2006). Moiden (2002) states that this style is widely used in all types of organizations in dealing with change. Frequently, it is contrasted with transactional leadership which is a traditional way in which followers’ commitment is gained on the basis of exchange of reward, pay and security in return of reliable work (Mullins 2002). However McGuire and Kennerly (2006) state that if transactional leadership is predominantly used, followers are likely to place limits to organizational commitment and behave in a way only aimed at contract requirements. Despite the differences in various leadership styles, most researchers conclude that there is no one leadership style that is right for all circumstances (Reynolds and Rogers 2003). Fidler (1967) cited in Moiden (2002) agrees that a single leadership style is rarely practiced. Therefore situational theories were introduced in order to deal with various situations. Perhaps this is why the leader used the situational approach to leadership in order to meet the demands of different situations, an idea also shared by Marquis and Huston (2000). Reynolds and Rogers (2003) suggest that the effectiveness of day to day activities depends on balancing between the task at hand and human relations to meet everyone’s needs. Different competence levels, motivation levels and commitment levels of staff on this clinical area justify why a situational approach was used in conjunction with transformational leadership style. Reynolds and Rogers (2003) support that situations like this require the leader to adapt their style. However, they warn that it is important to know when to lead from the front, when to empower and when to let go. This situational approach enabled the leader to work on followers’ strength and weaknesses. Moreover, Reynolds and Rogers (2003) warn that it is not always easy to find leadership styles that suite the needs of every situation and not everything falls into place from the beginning. Marquis and Huston (2000) criticize that situational theory concentrate too much on situation and focus less on interpersonal factors. Support was given to followers according their needs. Supportive behavior, as supported by Reynolds and Rogers (2003) helps people to feel comfortable in their situations. This was facilitated by the use of a two way communication system which involved listening, praising, asking for help and problem solving. Consequently, as performance improved, the leader’s supportive behavior shifted to delegation. Delegation was mostly directed to staff with high competences, commitments and motivation. Reynolds and Rogers (2003) support that the style of leadership alters as performance improves from directing to coaching to supporting to delegation. Basing on research studies, Reynolds and Rogers (2003) warns that using different approaches to different staff can practically difficult in terms of developing the whole group as well as maintaining fairness. This further exposes the limitations of situational approach. Nevertheless, it is equally important to assess followers’ capabilities and developmental needs so this explains the relevance of situational approach to this clinical area. The delegation was directed to some members of the team while others still wanted to be directed. In addition, this was because of the leader’s trust in people, working to their strength and sharing the vision as supported by Kane-Urrabazo (2006). Delegation is defined as transferring responsibility of an activity to another individual and still remain accountable (Sullivan and Decker 2005). Davidson et al (1999) caution that critical thinking and sound decision making must be applied before delegating because it increases rather than decrease nurses’ responsibility. They clarify that to ensure safe outcome, delegation must be the right task, right circumstances, right person, right instructions and right supervision. Pearce (2006) shares the same thoughts and adds that you must be clear about what you delegate, inform other members, monitor performance, give feedback and evaluate the experience while remembering that you remain accountable. However, Kane-Urrabazo (2006) and Taylor (2007) argue that delegation is another way of empowering the subordinates. However, like every team going through the process of change, problems arose and were solved as they came. Apart from dealing with problems like resistance and lack of resources, there was an even bigger problem of interdisciplinary working for both the change agent and the subordinates. Although this policy was predominantly nurse orientated, it needed authorization by a doctor in order for a patient to be commenced on care of the dying pathway. Whether inside or outside health care, interdisciplinary working was introduced with the same concerns of improving quality (Hewison 2004). Interdisciplinary working has been emphasized by a number of government initiatives (Martin 2006b), more recently the NHS Plan (Department of Health 2000a). To ensure the demand for interdisciplinary working is met, there has been a lot of emphasis on professional education and training. Effective interdisciplinary working is meant to facilitate delivery of quality services and is fundamental to success of clinical governance (Braine 2006). However, Hewison (2004) argues that there is little evidence to support the effectiveness of interdisciplinary working. There is also insufficient evidence to support that collaboration improves quality of care given to patients (Hewison 2004). Nevertheless, if interdisciplinary working is to be achieved it is important to appreciate the potential barriers to this type of working. In this particular organization there were some barriers that impeded interdisciplinary working. These barriers needed problem solving skills from both the change agent and the nurses. In many cases there were some disagreements between nurses and doctors as to when to commence the care of the dying pathway for a patient. Although the policy was self explanatory in terms of when to commence it, doctors were often reluctant to authorize it. Hewison (2004) states that occupational status, occupational knowledge, fear and distrust of other occupational groups are some of the barriers to effective interdisciplinary working. Additionally, different backgrounds, training, remuneration, culture and language can contribute to professional barriers, mistrust, misunderstanding and disagreements (Hewison 2004). To solve this problem the change agent and senior members of the medical team held regular meetings to discuss problems like this. This way of problem solving is well recommended by Hewison (2004) who explains that if interdisciplinary working is to be successful, structures and procedures should be in place to support it. This is a way in which organization reflects emphasis on teams rather than individual professional groups. Hewison (2004) adds that if this is reinforced with communication between managers and other professional groups, it is likely to be successful. Perhaps in future interdisciplinary learning may be necessary to overcome some of the barriers to interdisciplinary working. Despite lack of evidence for its effectiveness, interdisciplinary learning has been identified as a government priority (Hewison 2004). Therefore study programmes for health care professionals are important to facilitate this approach to learning.

A Better Understanding of Major Characters :: Essays Papers

A Better Understanding of Major Characters (1) In many plays, the minor characters['] only purpose is to establish a main aspect of a major character. A "foil" is a minor character in literary work who by the similarities and differences in what he or she does (as compared to a more important character). [Frag - 1] It is to help the audience and reader get a better understanding of the more important character. In the play Hamlet , [sic] foils are used to establish a major point that would be hidden if they were not used. There are many foils[,] but Hamlet/Laertes and Hamlet/King Hamlet will be the only ones explored in this essay. [Very weak thesis -- What point is this essay going to try to make about them?] (2) King Hamlet and Hamlet, father and son, not only share the same last name, but also have many other similar characteristics. Both men share the belief that King Hamlet was hurt so terribly by Cladius that it ruined and ended his life in the living world. [This suggests that he had a life in some other world. As I think about it, I guess he did -- in the world of ghosts. But then, do ghosts have a "life?" As I think about these things, my eyes have kept reading, and now I am lost. Had the writer gone on to explain, I couldn't complain, but the writer dropped the topic.] The cause of both of their deaths was due to poisoning, by this horrid man. These two loving men are very well liked by everyone around them. The similarities of the King and his heir to the throne puts [SV Agr - 1] into perspective the fact that Cladius is a horrible man who both of them were terribly wronged by. ["Perspective" needs more explanation -- what perspective? Or do you simply mean "emphasizes "?] (3) Not only do these two have very similar characteristics, but they are very different in many ways to. [H 50] King Hamlet was a very serious man who always went through with deeds that needed to be done. [Examples?] On the other hand[,] Hamlet is a very indecisive man. This is proved by the fact that he was very hesitant to fallow [sic; H 50] through with his father's request to avenge his death.

Assess Critically Three Causes of World War I Essay

World War I and its consequences have dominated European history since 1914. Because of the bitter controversy over the post-war peace treaties, the origins of the war continued to be an issue of utmost political importance in the years to come. The Great War had its roots in 1870 in the grand expansion and uncontrolled ambitions of Bismarck and the new Germany (Wolfson et al 1997). Imperialism, which began to emerge around the turn of the 20th century also played a decisive role. Fights over the colonies contributed to the establishment of complex set of international alliances, which helped to destabilize the European balance of power and when combined with the third factor – instability in the Balkan region – inevitably sparked off the First World War. Besides the three main causes, they were also other conditions, like the arms race between Germany and Britain, a process of social-economic modernization in Europe, the increasing importance of international prestige, the underestimation of the counterpart’s power, which also contributed to the outbreak of the war. As Joll (1990) argues, there were also philosophical facts that had great impact in the evolution of the tragic events of 1914. The prevalent Darwinian ideas of the survival of the fittest, of the struggle for existence were among European statesmen prior 1914. The Versailles Treaty, signed in June 1919 unambiguously blamed Germany, the military regime of the Kaiser, William II and his allies for causing all the loss and damage they imposed upon Europe between 1914-1918. In the eighty- five years since the war ended however there has been a growing awareness, that the origins of the war were far more complex. Historians have studied not only the tangle of alliances and treaties which existed before the war but also the connections between the political and military spheres, the influence of domestic policies, and the national myths and traditions (Merriman 1996). Looking back in history, the Franco-Prussian War (1870) completely changed the balance of power in Europe and strengthened Germany’s position as the leading continental power. The annexation of Alsace-Lorraine never healed the wounds in France, and poisoned the relations between the two countries down to 1914. European politics from the 1880s was dominated by a dense web of alliances and treaties, which aimed to consolidate Germany’s position in Europe. However, Bismarck’s international relations were only successful in the short-term and in the long-term they were plagued by insecurity and mistrust. As one alliance developed, it aroused the distrust of those states excluded from it, which then created counter-alliances (Joll 1990). French hostility was inevitable but Britain and Russia had also become deeply suspicious of German policies. But insecurity ruled also between the Russians and the French, the French and the British, the Serbs and the Russians, and the Germans and the Austrians. By the time Bismarck left office in 1890, his only reliable German allies were the Dual Monarchy of Austro-Hungary and Italy, and this remained the position in 1914. By 1914 the key European alliances were: -Germany-Austro-Hungary (1789) -France-Russia (1893) -Entente Cordial between England-France (1904) -The Triple Entente between England France and Russia (1907) and -Russia-Serbia (1914) Out of the great European powers only Austro-Hungary entered the war with a clear aim: to end the challenge of the South-Slav nationalism; the other participants fought for their survival as Great Powers. So Austria has to bear also some responsibility for the outbreak of the war. Russia was not ready for war, she desperately needed to avoid another humiliation as in 1905 in the Russo-Japanese war – the first time in history, when white supremacy became endangered. The British government was also reluctant to become involved in the war, it had its own problems with the Irish Home Rule, with strikes and suffragettes (Gildea 1996). France was also on the defensive side, she had its socialists to worry about, but she highly relied on the Russian alliance given the danger of the German attack. Imperialism played a decisive role in the escalation of the tensions between the Great Powers at the outbreak of the war in 1914. As Marxist historians considered, imperial expansion was the logical extension of the development of monopoly capitalism, and such it would lead to war and eventually to international revolution (Wolfson et al 1997). The motives for swift colonial expansion prior the Great War were mixed and complex. There was a strong ideological belief in the superiority of European culture, but also the possession of colonies was a factor of world power. Imperialism poisoned the relations between the Great Powers from the 1870s. Although the Berlin Conference of 1884-85 had settled the principles of European colonisation, further disagreements developed among the parties over territory, access to raw materials and markets, thus leading to series of crisis, like the Fashoda incident (1898), or the Anglo-Boer War (1899-1902) (Merriman 1996). The issue of control over the Suez Canal particularly embittered the relation between Britain and France, because France was deeply jealous of British colonial supremacy. Germany was keen to exploit this rupture to win France over to his side, and to bully Great Britain into making concessions to Germany (Gildea 1996). However, the Anglo-German rivalry, which became acute by 1914, was the most important clash among the Great Powers (Eksteins 1989). British statesmen were eager to uphold certain principles in Europe. They were concerned by the prospect of any nation becoming too powerful and providing a threat to British world power. Germany, which had been united as recently as 1871, and within one generation had become an awesome industrial and military power, posed real danger to the British pre-eminence and mastery in Europe. However the most dangerous acceleration came in the field of naval expansion. Since Britain held her navy to be vital, any attempt to rival it by another power, particularly Germany would meet a spirited response (Wolfson et al 1997 ). Britain also feared that Germany and Russia might make common cause, for instance in the Middle East (Stone 1973). However there were many other signs that the alliance system was overheating in the years before 1914. Morocco – rich in mineral and agricultural wealth – on the northern coast of Africa had become a central feature of the world politics because it combined a variety of aims and interest (Wolfson et al 1997). It provided an opportunity for colonial expansion, and also to enhance European aims in relative safety. By 1900 several European countries were eager to exploit the resources of Morocco, particularly Germany and France coveted the place. In 1904, in the ‘Entente Cordial’ Britain had recognised French interest over the country. Germany was not consulted of these negotiations. In the Algeciras conference in 1906 Germany found herself deserted by all but Austro-Hungary, and the German delegation had to be satisfied with a share of international control of Moroccan finances (Wolfson et al ibid). In 1911 when France was given a protectorate in Morocco, Kaiser William attacked the Moroccan port, Agadir, to protect German interests there. Although direct confrontation was avoided when the Germans were compensated by an offer of territory in the French Kongo, this compromise could only offer a temporary solution to the Franco-German conflict, since Germany was dissatisfied with the resolution. The Agadir crisis also had harmful consequences for the peace of Europe. On the one hand, Germany had suffered a diplomatic defeat, but on the other hand, the British, French and Russian governments were alarmed by the aggressive attitude of the Germans. France was also humiliated, which fact stimulated the awakening of national feeling in France (Gildea 1996). The growth of opposition to imperial rule resulted in the emergence of nascent nationalist movements in Europe. The principle of national self-determination had been gaining force since the revolutions of 1848, and revolutionary nationalism in various forms threatened the Ottoman, Austrian, German, Russian and British Empires. The war of 1914 was also due to the unbearable national tensions within the Austro-Hungarian Empire and the attempts of that power to escape from them by action dangerous to peace (Wolfson et al 1997). Austro-Hungary had always been a multi-racial state and the subject races were now rebelling against it. Nationalism of the different nationalities within the empire profoundly threatened the stability of its power, and thus the empire sought a swift and easy victory that would reunite the nationalities against a common enemy. So, finally, it was the Balkan which was the tinderbox for the outbreak of the war. The national struggles of the Balkan people were complicated by the rivalry between the powers in the area. Of the five great powers, Russia, Austria and Germany were particularly interested in the area either on political, or cultural reasons. Also, the control of the Balkan meant an abundant supply of cheap raw materials, a populous market and a large field for profitable investment for the rival parties. In 1908 the Ottoman provinces of Bosnia-Herzegovina, which had been occupied by Austria Hungary since the Congress of Berlin in 1878, were annexed by the Austro-Hungarian government, mainly to prevent these Slav provinces from being absorbed by the Slav kingdom of Serbia. These Turkish provinces were of great strategic importance to the Habsburgs. Russia, the protector of the South Slavs, didn’t fight over this issue, because she was compensated by access to the Mediterranean. However, as an immediate repercussion to the Bosnian crisis, Russia constructed a Balkan block as a bulwark against further Austrian expansion. The success of the Balkan League (1912) against the Turkish Ottoman Empire horrified the Great Powers. Each of the new Balkan powers had made significant gains of both territory and prestige. These gains endangered the plans of Russia and Austro-Hungary for the domination, if not annexation, of the Balkan (Wolfson et al 1997). The emergence of a victorious Serbia grew particularly troublesome in the region. The Czar felt that Russia had suffered a diplomatic defeat because due to Austrian insistence she could not obtain Albania for Serbia. Austria-Hungary considered her ambitions to reach the Aegean directly affected, and she also considered that a powerful Serbian state might be dangerous if it reached the sea, and under the influence of Russia might be able to close Austria’s only outlet, the Adriatic. Therefore some of the bolder statesmen of the Dual Monarchy desired to keep Serbia always dependent. The consequences of the Balkan Wars directly led to the outbreak of the First World War. The increasingly serious crises sparkled the murder of the Austro-Hungarian heir to the throne at Sarajevo by Bosnian students. They opposed the Trialism that advocated the integration of Bosnia-Herzegovina into the Kingdom of Serbia, but the Serbian government was not responsible in the killing (Gildea 1996). However, the crisis couldn’t have developed further, if imperial tensions hadn’t poisoned the relation between the Great Powers. In the approach to the outbreak of the First World War three factors were crucial. Imperialism, the system of international alliances, and the rising nationalism. However, the ambitions and strategies of the Great Powers, colonial rivalry, awakening national pride were also decisive factors. Imperialism fuelled conflicts among the Great Powers, particularly when it threatened the participants’ pride, and interest. But it also led to the frustrations of ethnic minorities, which in turn sparkled violent reactions. The Morocco crisis increased the sense of international insecurity and intensified the pressure on states to rearm. The Balkan Wars strengthened the position of the Balkan powers, which challenged the plans of Russia and Austria-Hungary for domination. Each of these clashes had the potential to ignite a European war and while none solely contributed to the outbreak of war, they certainly assisted in the creation of a complex series of international alliances geared towards mutual protection against mutual enemies. B I B L I O G R A P H Y Eksteins, M. 1989. Rites of Spring. The Great War and the Birth of the Modern Age. London: Bantam Press. Joll, J. 1990. Europe since 1870. London: Penguin. Gildea, R. 1996. Barricades and Borders. Oxford: Oxford University Press. Merriman, J. 1996. The History of Europe Vol 2. London: Norton. Stone, N. 1973. Europe Transformed 1878-1919. London: Fontana. Wolfson, R. Laver, J. 1997. Years of Change. Europe 1890-1945.

How To Perform The Role Of A Team Leader - 1533 Words

Experienced developer with the ability to perform the role of a team member or team leader as needed with a proven ability to adapt to significantly different technology specialties. I specialize in failure cases and non-happy paths. Proven ability in trouble shooting and determined effort at root cause. KEY SKILLS/EXPERIENCE †¢ Diagnosis system design †¢ Software design of mini language †¢ Hardware Failure Mode and Effects Analysis †¢ Automated Software diagnosis †¢ Root Cause Analysis †¢ New Product Introduction and Service Rollout †¢ Critical Situation Management †¢ Organize and communicate on cross functional teams ACCOMPLISHMENTS Designed and implemented a mini language for automated software diagnosis. Generated a grammar for the given†¦show more content†¦Led multiple temporary teams for specific technical investigations. Performed ongoing work to reduce field corrective actions and increase accuracy in field replacements. Specific projects: Led bug waiver review process to investigate and review effects of all known platform bugs covering Hypervisor, OBP and ILOM that may be released to the field. Evaluated all open bugs on newly shipping hardware products for risk of significant quality implications. Evaluated bugs in CPU design, ASICs, PCIE devices, PCIE switches, power supply firmware, SSD devices, disk drive firmware, hypervisor code, server firmware and other areas. Some evaluations led to fix requirements before shipment, remediation plans and new firmware spins. Write data wrangling scripts on a nearly daily basis. Have written a tool base to allow higher level analysis of field data with minimal work. Led and participated in multiple quality investigations to determine root cause in areas of processor and hardware initialization, SERDES link stability, DDR channel signal integrity, various fatal errors at the level of hardware detection, hypervisor aborts and Solaris panics. 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