Strategies for Organizational Structure

Strategies for Organizational Structure 1.1 Organizational Structure Organizational Structure is the strategic manner by which organizations arrange (or rearrange) themselves (Galbraith, 1973). This is essentially important in determining how organizations plan on utilizing their resources , particularly their human resources. To do so efficiently, certain questions need to have precise answers such as the specific responsibilities of each individual within the organization, to whom exactly they report and most importantly the coordination process that is to be implemented to bring together all these people and processes simultaneously. Bearing in mind that any framework followed needs to be consistent with the organizations main objectives, a formal channel defining the lines of authority from top to bottom (i.e. Hierarchy of Authority) is established which identifies clearly who is responsible for which personnel and/or tasks (Perrow, 1986). Traditionally, the authority of decision-making has been a centralized process (i.e. directed to higher-level management), but with increasing challenges innovation in recent times, many organizations now encourage a decentralized decision making model which gives its members the authority to make decisions without the need to consult their superiors. This has the advantage of producing a real-time response to problems by people who are specialized in that process while at the same time giving employees certain autonomy which creates a sense of job satisfaction and motivation. However this could lead to the undermining of upper management if not tackled properly. There exist 2 primary dimensions to organizational structure: The Vertical Dimension relates to the hierarchy within a company by distinguishing the decision makers and people in charge. Such organizations are considered to have either a tall or a flat structure (See Fig.1 in Appendix A). It includes the Span of Control of these individuals, which refers to the number of people they are responsible for and in effect, those groups who report to a single manager (these differ in quantity based on the nature of the work, skill-sets available, organizational culture, management style and level of Formalization, i.e. documentation of processes, rules and regulations (Noshria, 1991). Due to the high number or levels found in a Tall Structure (can exceed twelve), managers tend to have a Narrow Span of Control; where only 5 or 6 people report to any single supervisor. The converse holds for Flat Structures which have a Wide Span of Control; where up to 10 to 12 people could be reporting to a single manager, depending on the tasks involved. In short, th e taller the structure, the more the Span of Control decreases. The Horizontal Dimension addresses the division and assignment of tasks and functions across various departments within the organization. Such organizations are considered to be either wide or narrow. The structure that an organization adopts for itself is contingent upon a number of considerations like its products and services, the sort of customer base it caters to, the business strategy it employs and the management of different departments processes. The most common organizational types can be classified as follows (Fontaine, 2007): The Functional Structure which is more in line with the Vertical Dimension is perhaps the most common structure in the business world due to its simplicity and ease. By this structure, organizations set up themselves into different departments with similar skill-sets, managed by someone who is an expert in that trade. (See Fig.2 in Appendix A) (Ouchi Dowling, 1974) The Divisional Structure is more concerned with utilizing people with similar abilities across the entire business, wherever the need may be. Thus such a structure lies within the Horizontal Dimension. Such divisions may be based on different product lines, consumer markets and even geographical markets. (See Fig.3 in Appendix A) The Matrix Structure is an incorporation of both Functional and Divisional Structures, although interestingly, it operates like neither. The foundation of this structure is still functional; however different projects would require the pooling of these human resources from the various departments to serve their purpose. The project managers borrow their staff who are then involved in the project from start to finish. This is sometimes a challenge as there is a limited number of staff in each department and each project would have its own specific needs. However it is the most efficient of all organizational structures. (See Fig.4 in Appendix A) (Davis Lawrence, 1977) The Horizontally Linked Structure is a relatively new concept whereby an organization groups its people along the value chain of activities and processes that produce, market, deliver, and service the firms offerings (Spector, 2007). (See Fig.5 in Appendix A) 1.2 Organizational Culture Culture is a complex yet powerful force present in any organization that encompasses its workers values, beliefs, attitudes, behavior and shared assumptions. It is the moral compass that guides individuals in their actions at an unconscious level in all aspects of its internal and external relationships. Organizational Culture can be identified by 4 basic types: (Cameron Quinn, 1999) (See Fig.6 in Appendix A) Collaborative (Clan) Culture: This sort of culture is characterized by its open and friendly environment where people genuinely invest a lot of themselves in the work they do. A family system is at play where managers play parental and/or mentor figures. There is a great deal of focus on group coordination consensus, and the organizations belief is that its greatest assets are its workers. Create (Adhocracy) Culture: Entrepreneur and Innovative skills are highly valued in this culture with focus on individual initiative and freedom. The organization thrives by being market leader by continually introducing new products or services , hence their stress upon risk-taking measures and experimentation as a unifying quality. Long-term strategies focus on growth and acquiring new resources. Control (Hierarchy) Culture: Behavior is governed by a strict set of rules and policies in this setting. Formal structures intend on maintaining dependency and low cost of their product with workers being commended on their performance, efficiency and consistency. Leaders are required to be efficiency-conscious with ultimate goals of security and predictability. Compete (Market) Culture: This culture is perhaps the most cut-throat of all with worker competitiveness and goal oriented. Leaders need to be demanding, active and most importantly productive with the common unifying goal of success. The organization is in a constant battle to increase market share and penetration by providing competitive pricing and holding the position of market leader. Long-term focus is on achieving measurable goals and targets, and building a strong reputation. It is important to understand that no one culture is better than the other. Each culture plays a critical role in an organizations success so long as it is in sync with the organizations goals. Recent studies conducted have shown that even within a single organization, there may exist multiple cultures (sub-cultures) besides the dominating one which once again should not be construed as a negative element. In fact many scholars believe the existence of sub-cultures to be a source of healthy competition and the driving force behind innovation within the industry. The understanding of organizational cultures is equally important for managers and owners not only to be aware of their employees needs but also in designing a workplace that complements such a culture. 1.3 Effects on Business The relationship between Organizational Structure and Culture is one that is not clearly distinguishable. In general, the structure is designed to exist within a particular culture , in effect, aiding the culture to run with the consistency and efficiency that would be the sign of a successful system. Thus, organizational structure is primarily concerned with the setup of the culture. Traditionally, certain cultures have been associated with certain structures and each of these setups have their benefits and disadvantages. Functional Structure + Control Culture: Since centralized decision making is prevalent here, top-management is in control of most aspects of the business. This could be beneficial if the management is highly skilled and there isnt as much competence on the lower levels of the business but could be equally disastrous if such skills are in short supply in management. As a bonus, employees have the opportunity to learn a great deal from their seniors which could help in their career paths to take on decision making positions. Since this setup fosters stability and efficiency, there is better collaboration with similar processes per group while making use of the economies of scale. The biggest disadvantage here is of lack of communication not only between the different levels of the hierarchy but also between the different departments , leading to serious conflicts. This in turn affects each individuals priority on goals which tend to be more department-focused than that of the organizat ion as a whole. Customers are usually also affected by such systems where they are passed on from department to department regarding issues they might have. Divisional Structure + Create Culture: Since the structure is one which brings together different departments and the culture one in which individuals are encouraged to think innovatively, the result is a well-functioning unit with greater opportunities to learn about the different aspects of the business. In addition to better response time to customers issues due to greater accountability, the wider span of control helps in developing managerial and executive skills. The disadvantage here is of a great deal of duplication of tasks because of the different units with all departments in it performing the same function. This also spells out a reduction in specialization as well as a great deal of in-house competition between the different divisions of the business. Matrix Structure + Compete Culture: The efficiency of this model is extremely high due to the continuous utilization of highly skilled personnel from different departments on different projects. Since these sorts of projects depend on a vast amount of technical knowledge, individuals often have the authority to make critical decisions which also exposes others to a great amount of learning potential, even in scopes of fields beyond their own. Also departmental conflict is reduced due to the regular re-shuffling between projects , rather the competition is between different teams. Unfortunately it is because of these same hasty groupings that employees can tend to get frustrated and confused about their new functions and who they now report to. Also a great deal of time is wasted in meetings to decide on the allocation of these valuable human resources. The above examples were just a few of many forms of different structures and cultures combined. It is important to note that for the specific needs of a particular business, some forms of combination of any 2 factors could serve them better than if the same set-up were used elsewhere. Numerous factors need to be taken into consideration before a decision is reached on which option is to be implemented , and it may also require the trial-testing of the different combinations practically before anything conclusive can be said in that regard. 1.4 Individual Behavior The term Organizational Behavior actually relates to the collective dominant behaviors of individuals within an organization. As such positive individual behavior would have the potential to do the following in an organization (See Fig.7 in Appendix A). The factors which distinguish a happy satisfied employee from a disgruntled unmotivated employee are highlighted in the MARS Model of Individual Behavior (McShane Von Glinow, 2008) which identifies 4 elements effecting employee performance; Motivation, Ability, Role Perception and Situational Forces (See Fig.8 in Appendix A) Motivation is the set of internal influences behind an employees voluntary actions. In the workplace Maslows hierarchy of needs describe the fundamentals that serve such actions (Maslow, 1954): Level 1 Physical: the need for air, water, food exercise, rest, freedom from diseases disabilities Level 2 Security: the need for job security, safe working conditions and overall stability Level 3 Social: the need for being loved, a sense of belonging, inclusion and workplace camaraderie Level 4 Esteem: the need for recognition, prestige and promotion Level 5 Self-Actualization: The need for autonomy, development and creativity An employees Ability are the natural aptitudes and learned capabilities that are required to successfully complete a task. This requires proper analysis of a persons core competencies and then matching them with the appropriate job. Role Perceptions refer to the beliefs held about what behavior is required to achieve the end results which include an understanding of what tasks need to be performed, their relative importance and preferred behaviors to accomplish them. Situational Factors encompass the environmental conditionals beyond an individuals short-term control that constrain or facilitate behaviors such as time, people, budget and work facilities. Types of Behavior in Organizations A significantly important aspect influencing organizational behavior is a persons Personality. Personality can be described as a set of feelings and behaviors that have been significantly formed by genetic and environmental factors and that explain a persons behavioral tendencies. Some major forces influencing personality include cultural and hereditary forces, family relationships and social class. These factors along with others, contribute towards the 5 big personality dimensions: Openness to Experience : Sensitive, Flexible Conscientiousness : Careful, Dependable Extroversion : Outgoing, Talkative Agreeableness : Courteous, Caring Neuroticism : Anxious, Hostile The importance of the study of different behavioral patterns is essential in unleashing the potential of any organization by unleashing the potential of all individuals who work therein. The Locus of Control determines the degree towards which individuals believe their behaviors influence what happens to them. Whereas Internals believe in their efforts and abilities Externals believe events are mainly due to external causes. It is the presence of such personalities spread throughout an organization which deems necessary appropriate maneuvers to maintain positive behavior in as many of its employees as possible. In addition to the benefits already discussed brought about by such behavior to organizations, an equally important aspect is that of self-efficacy and motivation. The ability to adapt ones behavior to a given situation is not only an important learning tool but a vital quality to have in your possession in order to cope with the different cultures that now exist within organi zations, while retaining ones unique identity. Furthermore the visualization of reactions to constraints posed to oneself might give them a clearer idea of the reactions of others to the same situation and possible tactics to handle it better. 1.5 Organizational Theory Organizational theories can be broadly classified as follows: Classical Organizational Theory deals with formal organization and its concepts to improve upon management efficiency. i) Taylors Scientific Management Approach (1947): This approach focused on achieving efficiency, standardization, specialization and simplification brought about by the planning of work. It also stressed on mutual respect between management workers to increase productivity by implementing measures to reduce physical emotional stress of workers, providing them with appropriate training to develop their capabilities and by eliminating the traditional boss concept. Taylor suggested 4 principles of scientific management for improved productivity: An employees work should be tackled in a scientific methodology, rather than by a rule-of-thumb. Hiring of members should be based on some analysis who are then trained, taught and developed. Management should apply a policy of cooperation rather than conflict with labors to achieve goals. Training of workers be carried out by experts using scientific methods. ii) Webers Bureaucratic Approach (1947): This approach took into consideration the organization as a segment of broader society, but was criticized for its rigidness, impersonality, unfeasible to bigger objectives and lack of initiative to improve status (Hicks and Gullett, 1975). The basis of the approach was on the following principles: Existence of hierarchy system with clear amounts of responsibility and authority defined for each position. Rules and Regulations should govern the behavior of organizations to maintain predictability and stability. Hiring and selection of employees should be impartial. Designations and not people should be delegated responsibility and authority to maintain democracy. iii) Fayols Administrative Theory (1949): This theory relates to the accomplishment of tasks and touches on management principles functions and concepts of line, staff committees. Productivity of technical and managerial work can be improved by dividing and/or specialization of the work. Authority and due responsibility are essential in achieving organizational objectives. Being answerable to and taking orders from a single supervisor would be most efficient in unity of command. All members of the organization should have a common goal to provide them with direction. Organizations interests should be given priority over individual and/or group interests. Measures to retain employees by several methods (e.g. time incentives, bonuses, profit-sharing, etc.) Management should utilize a blended system of both centralized decentralized decision making. Members on the same level of hierarchy should work together to accomplish work (Scalar chain). The organization should try to establish equity, fairness and justice. Employees should be given time to settle into their work and be assured of the security of their jobs. Members should be encouraged to show initiative. Measures to strengthen unity and allegiance should be practiced which would yield better performance. Concept of line and staff holds equally as important in organizations as anywhere else. Members from different departments at same hierarchal level can form committees around common goals. Functions of management include planning, organizing, training, commanding and coordinating functions (Fayol, 1949) as well as staffing, directing, reporting and budgeting (Gulick Urwick, 1937). Neoclassical Theory shed light upon the importance of individual group behavior and good social relations between all hierarchal levels to improve productivity as a result of high-morale brought about by such measures (Roethlisberger and Dickson, 1943). The neoclassical approach was based on the following principles: All members of an organization should be treated with the respect that a human deserves rather than be classified as a tool and as such requires fulfillment beyond economic and security factors. The approach highlighted informal groups at work within the formal organization and its importance. Workers should be allowed opportunities in decision making processes that would allow for a new and more effective form of management besides increasing productivity. Modern Theories define an organization as a designed and structured process in which individuals interact for objectives (Hicks and Gullet, 1975). The theories can be broadly classified as follows: i) The Systems Approach: This takes on the view that organizations are composed of systems and sub-systems which are mutually dependent on each other and may be composed of some components, functions and processes (Albrecht, 1983). So the organization has 3 basic elements (Bakke, 1959): 1. Components; that include the individual, formal and informal organization, patterns of behavior emerging from role demands of the organization, role comprehension of the individual, and the physical environment in which individuals work. 2. Linking processes; like communication, balance and decision making between the different components to operate in an organized and correlated manner. 3. Organizational Goals; like growth, stability and interaction between all members of the organization. ii) Socio-Technical Approach: This considers an equilibrium between people (the social system), techniques knowledge (the technical system) and consumers (the external environment) to be of great significance in determining the organizations effectiveness (Pasmore, 1988). iii) The Contingency or Situational Approach: The situational approach takes into account that as organizations are highly dependent of their external environments, there can be no universal guideline suited for all situations (Selznick, 1949; Burns and Stalker, 1961; Woodward, 1965; Lawrence and Lorsch, 1967). The contingency approach suggests that social, legal, political, technical and economic factors need to be taken into consideration before determining an organizations relations to different environments (Hellriegel and Slocum, 1973).

Hellfire and bloody damnation Essay

The Crucible is largely concerned with the abuse and misuse of power in Salem. Discuss this with references to any three characters. In this essay I intend to explore the abuse and misuse of power in Salem with references to three characters. The three characters that I will refer to are Reverend Parris, Thomas Putnam and Abigail Williams. Reverend Parris is the pastor of the church in Salem. He is the father of Betty and the uncle of Abigail Williams. He believes that he is being persecuted and that the townspeople do not respect his position as a man of God. Examples to support these claims are when Parris is asking about his wood, and arguing over his salary, he then goes to say â€Å"I am not used to this poverty;.. Why am I being persecuted here? † Reverend Parris also believes there is a faction and a party in the church which makes him seem very paranoid about the people around him. The towns people also do not respect him as a man of God because Proctor says â€Å"to hear him preach only hellfire and bloody damnation† about the services that are held in Salem where Parris preaches. Many of the other towns people say that they ‘quail to bring their children’ because of the content of what is said during services. Parris is a materialistic and selfish person. He secures his desires in the town by preaching fire and brimstone until the people give in. An example of this is when he preached for twenty weeks until he got golden candlesticks instead of the pewter ones made by Francis Nurse. John Proctor says, â€Å"it hurt my prayer† for him to think that when he â€Å"look to heaven and see my money glaring at his elbows† because Parris demanded money ever since he became the pastor of Salem. This is a misuse of power and a misuse of his status as a man of God. As a man of god Parris should be grateful for what the towns people have to offer and what they are prepared to give in to the Church as an act of charity. The townspeople have ousted the last few pastors and Parris fears that he may be next. He feels that he is constantly being persecuted wherever he goes despite his efforts to win people and God to his side. â€Å"There is either obedience or the church will burn like Hell is burning! † Parris tells to Proctor as he demands the deed to his house and preaches fire and brimstone regarding whatever he is after until he has it. It is only too easy for him to believe the girls because not to believe them would mean that the trouble would be in his own house. Betty and Abigail are his family and to have liars in his family will give him a bad name as he is a man of God and should have disciplined his daughter and niece to behave and do what they are told. He is more worried about his own reputation than his daughter’s health. If he cannot control his own household, he may not be trusted with an entire village. He considers himself as being higher in society than every one else, and believes that people should ask his permission to shut a door. He looks down at children and treats them as lower class citizens and thinks they should be thankful for being permitted to â€Å"walk straight, eyes slightly lowered, arms at the sides, and mouth shut until bidden to speak. † There is a large emphasis on purity in the lives of the people of Salem, they were not permitted to read a novel, only Bibles. They thought that theatre was a ‘vain enjoyment’ and there was not to be any Christmas celebrations. All holidays of work was to be used to concentrate even more upon prayer. There is a lot of imagery of darkness and dirt representing sin and evil. Reverend Parris for example, questions his niece Abigail’s purity by saying; â€Å"Your name in the town-it is entirely white, is it not? † She argues that her name is not soiled. The people of Salem are obsessed with preserving the perceived cleanliness of their souls. Parris is so obsessed with keeping his name ‘white’ that he hides the fact that he knows that the girls are only lying and he goes along with the girl’s childish games of accusation. This is an example of misuse of power because Reverend Parris has the power to put a stop to the girls but to keep his name clean he pressures the girls to give more names. Thomas Putnam is a very vindictive man. He is the husband of Ann Putnam, and father to Ruth. He is a powerful man in the village with a long family line. He is the eldest son of the richest man in the village and regards himself to be the most intellectual superior of the people around him. He forces his way in whatever matters benefit him and becomes extremely bitter when he doesn’t succeed. He became very bitter when he was turned down blatantly by the village people for one of its more important offices, as he was deeply interested in parish affairs. Mr and Mrs Putnam will not believe Rebecca Nurse when she says that is only a ‘silly season’ that the girls are going through. But then to compensate the Putnams blame Rebecca Nurse for the deaths of their children. Mrs Putnam then goes to say â€Å"There are wheels within wheels in this village, and fires within fires! † meaning that there is more going on in the village that they know of and that the truth is being hidden. Instead of accepting that they have problems of their own, the Putnams turn their anger towards the other villagers and accuse others. Putnam resents any one with more acreage than him and any one of a higher status. An example of his misuse of power is when he is accused of coercing his daughter to accuse people, for example, George Jacobs, in order to gain their forfeited land. Putnam is abusing his power and also his daughters power as she can accuse any one without being doubted of what she is saying is true. Abigail Williams is the orphaned niece of Reverend Parris. She was once the lover of John Proctor but was turned out when his wife discovered the affair. She is extremely jealous of Elizabeth Proctor and uses her power in the town to rid herself of Elizabeth as well as any others who have insulted her in the past. Proctor tells to the men of the court in his last attempt to save his wife and prove the dishonesty of the girls â€Å"She thinks to dance with me on my wife’s grave! And well she might, for I thought of her softly. God help me, I lusted, and there is a promise in such sweat. But it is a whore’s vengeance, and you must see it. † He reveals Abigail’s motivation to see Elizabeth Proctor condemned: Abigail cannot let go of her obsession with Proctor. Elizabeth Proctor tells her husband that â€Å"Spoke or silent, a promise is surely made. † explaining why Abigail would continue to pursue him though he had ended the affair. She tells him that by sleeping with her, he made a commitment to her, at least in her eyes. She is the leader of the girls. When the girls talk about admitting to dancing in the woods Abigail tells Betty and Mary Warren â€Å"I will bring a pointy reckoning† who initially express fear about their actions in the woods and express a desire to confess. Abigail asserts her power over the girls immediately so as to ensure that she is not exposed. Abigail is a dissembler who is also ruthless and aggressive due to her horrifying child hood. Wen she was a child she saw Indians smash her parents’ heads on the pillow next to hers. This had had quite a large affect on the way she thinks and has made her more careless and free in the way she behaves. She then goes on to say † I have seen some reddish work done at night, and I can make you wish you have never seen the sun go down. † This scares the girls so much that they dare not speak a word of what they did in the woods. She is also very manipulative and plays on people’s feelings to get what she wants. She makes herself seem concerned of the other girls health but she is only concerned in what she gets out of being good. She abused her power by convincing every one that Tituba, who is from Barbados, conjured the devil. As Tituba is black and from another country no body believes her and she gives in and admits to be conjuring the devil. The people of Salem and the majority of the people of that time were racist and thought of themselves as a higher class than black people; the same as Parris feels towards children. Abigail gains revenge on the people in the village that she has hated or envied especially Elizabeth Proctor. Another example of Abigail’s misuse of power is when she deviously puts a needle into her stomach and into a doll’s stomach and accuses Elizabeth of putting it there. The story she made up fits in well with what happens because the placement of the needle is precise because Abigail saw Marry Warren make the doll and put the needle there for safe keeping. Every one in the room at that time believe Abigail, because she suddenly let out a loud scream and the people around wouldn’t think that she would do such a thing to herself. Abigail also convinces the court that Marry Warren is lying when she admits to making the doll and putting the needle it the doll. Abigail then pretends to be cold and witched by Marry Warren because she tells the court that it was only pretence that the said they saw the devil and also saw others with the devil. The court believes Abigail as well because her skin is cold and she tells the court that she feels a cold breeze. There is a very large amount of misuse of power in Salem and the above is only a little. The accused in Salem were essentially condemned before they went to trial. Those who decided to live by admitting to witchcraft were ostracized by society much as those thought to be communists were blacklisted. People as a group can get caught up in the moment and act in an irrational manner. The events in Salem are a solemn reminder of what can happen when we allow ourselves to be carried along with the crowd. We must think hard about how we can preserve our system of justice so as not to risk repeating such an awful moment in history.

Top Guide of Hospitable and Accountable Community Essay Samples

Top Guide of Hospitable and Accountable Community Essay Samples Life, Death, and Hospitable and Accountable Community Essay Samples It's concerned with identifying the appropriate competency levels needed for job roles with the NHS. The fact they must get the job done alone with the families and attempt to keep a collaborative workforce without supportive presence can be very hard. Nurses play an immense part in disease prevention and wellness promotion as they take up the function of ambassadors of wellness. They make judgements in a wide variety of circumstances. The thing is, young folks are well aware, and deeply concerned about what's going on in the world these days. Lying in bed crying all of the time isn't going to do any good to anybody. Accepting help will hopefully open the door in order that they can accept the simple fact that they're likely to require help and be prepared to continue to request support. The only response to this question is they just delight i n helping others. What the In-Crowd Won't Tell You About Hospitable and Accountable Community Essay Samples Given the opportunity, the majority of companies will function to deal with an issue, especially an issue that could involve the organization legally. There are five effective ways of marketing a physician that have been shown to be profitable, and they're the world wide web, direct mail, telemarketing, fax marketing and email advertising. The approach used must also be rather conservative to be certain that the target audience gets the intended message. The marketing of a doctor is extremely straightforward procedure, yet most people don't seem to know the practice. The Argument About Hospitable and Accountable Community Essay Samples Some folks are brought up figuring out how to act appropriately and once they're involved with the sport of softball they have the ability to apply what they learned all their life. The analysis is replicated again and again and conclud es the exact same every moment. There are lots of programs which are available to help anyone who's struggling with many unique things in life all most people need to do is some research and ask. They must help themselves in order to receive help, no one is just going to show up at the door and state, I thought you were in need of something so here I am here to give it to you. The Benefits of Hospitable and Accountable Community Essay Samples The rising cost of healthcare is a result of several elements. In the end, the problem of insurance needs to be addressed so the family can access better and secure health services from various institutions in Philadelphia. In america, there are quite many healthcare providers and the range is quite large. By the period of time, the medical care spending is anticipated to account for around a fifth of the nation economy and the federal government is going to be expected to pay a larger share in financing the healthcare cost ever than bef ore. To the contrary, learning how to raise and differentiate ourselves through deliberate practice is integral to each individual's development. In the event of the advertising strategies working out successively, the remainder of the part would need to be achieved by a physician. Despite the fact that this practice is quite important to the game some players don't have the stability. In basketball there are a number of practices as it is a sport full of actions. Another strategy that may be used here is the sons. PCMH and ACO models play a function in improving the caliber of health care and decrease the costs. The provision of quality and inexpensive healthcare programs has become the dream and ambitions for most players in the business. ACOs require a stable principal care core so as to succeed and offer the effective delivery-system infrastructure beyond the principal care practice to allow the realization of the PCMH model. The satisfaction of assisting others has long lasting results on our lives. In the problem of education, the major agenda is to make certain that the son becomes enough money for those schools fees and meals since the family cannot afford an adequate meal that will assist the boy in being prepared to learn. Fantastic health results in a very delightful life. Being a strong Alpha female I don't really find myself feeling sorry for myself and typically do not accept that kind of attitude in different folks. Th e advantages of recognising and learning from mistakes is so colleagues know you're able to do that particular undertaking and they're able to trust you to receive it right and not need to wait around for you to correct it. Secondly, you're making a written account of your job for other people to see. There are certain skills that have for the job that I've obtained for the previous decades. Firstly, you're planning your work and the tools you demand. Henderson mentioned dying process inside her definition of nursing but it's not well explained concerning what the use of the nurse is. Nurses use their professional understanding, judgement and expertise to earn decision based on evidence for the best practice and the individual's best interests and they should be able to justify the decisions they make (NMC 2008a). They will also have a lack of access to continuing their education. School nurses must handle the wellness of all of the students and faculty alike. The Battle O ver Hospitable and Accountable Community Essay Samples and How to Win It The physician together with the hospital may also provide completely free therapy days or absolutely free checkups. It might also be obliged to buy more machinery that can help the physicians in treating their patients better. The community are able to take advantage of these initiatives to assist in solving cases of absence of hospital fees when emergencies arise. Nurses are in an exceptional place to boost patient safety due to their close proximity to patients.

Performance Appraisal Critique - 1536 Words

Introduction Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work. This essay outlines the orthodox and radical critiques respectively and suggests whether 360ââ€" ¦ feedback offers a means of overcoming the traditional limitations of appraisal system. The essay is organized into the following: Orthodox critiques, radical critiques, 360ââ€" ¦ feedback appraisal, conclusion and reference. Orthodox Critique†¦show more content†¦3600 Feedback Appraisal 3600 feedback is a process in which someone’s performance is assessed and feedback is given by a number of people who may include their manager, subordinates, colleagues and customers (Michael Armstrong 2009:644). The debate surrounds a point of whether it offers a means of overcoming the traditional limitations of appraisal. Looking at the developments in the work organisations and consideration of whether the appraisal is fair and accurate as outlined under orthodox critique, I am of the view that, to the large extent it offers a means to overcome the traditional limitations of appraisal, due to the following reasons. Direct reports are in closer contact with their manager and are more directly affected by the manager’s style than the manager’s superior (Bach 2005:307). This shows that the appraisal from the managed people reveal the qualities of leadership of the manager than it being done by the superior alone. The interaction of people at work is increasingly diverse where people are involved in the work having many reporting lines like a project team which has a matrix structure. So it is fair for such a person to be appraised by all these people than by his/her line manager only. Feedback is perceived as more valid and objective, leading to acceptance of results and actions required ( Michael Armstrong 2009:646).This impliesShow MoreRelatedA Discussion of the Orthodox and Radical Critiques of1941 Words   |  8 PagesThough performance appraisal has become an integral part of modern organizations and a crucial aspect in performance management in assessing their effectiveness and efficiency. Its critiques have continued as appraisals have increase in use and scope across sectors and occupation. The two dominant schools have been that of orthodox and radical critiques. 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This database allows managers to see the capabilities and also who is qualified for the desired position. The employee database tracks many aspects of an employee’s career within the company such as how many days they were sick, on-time performance, over time, knowledge of the firm and its policies and procedures. Too many promotions from within results and a lack of creativity, this is why you need a balance of 80/20 of people you would promote from within. The 80% of employees would give