Free Essays on Mafia On Ice

It is widely known that the Russian mafia has a hand in corrupting many aspects in the country’s current status. One would think that something of meaning would be kept pure. As baseball is the national pastime of the United States, the same can be said for the sport of hockey in Russia. Hockey is Russia’s baby and on a worldly level has been the country’s dominant sport for the past century. Russia has medaled in an unprecedented 12 of the 17 Olympic games, more than any other country. (http://sportsillustrated.cnn.com/olympics/events/1998/nagano/medals/ice_hockey_results.html) Russia’s hockey schools and minor leagues have been internationally recognized for decades. So for some, it may seem as a surprise that a sport that brings joy to rich and poor alike could be a place of corruption for the mafia. In 1997, after a 15-month senate investigation of more than 100 players, owners, and officials were interviewed about possible extortion between the Russian mafia and Russian NHL players living in the United States. The investigation concluded that there has been a direct influence on NHL players by the Russian mafia for some level of extortion (http://sportsillustrated.cnn.com/hockey/nhl/news/1997/06/10/news. rusmafia.html). The report said it was estimated that nearly 50 players were, or have been, extorted in some way. Senate investigator Michael Bopp reported that one third of these players even had direct involvement in the wrong doings (http://sportsillustrated.cnn.com/hockey/nhl/news/1997/06/10/news.rusmafia.html). Most of the players were reluctant to speak about their involvements but after doing so said that it was a relief to be able to get it off their chest. One unnamed player followed a similar statement with, â€Å"I’m not going to tell you again so donà ¢â‚¬â„¢t ask me. And I’m not going to testify, but I’ll tell you about being extorted (http://sportsillustrated.cnn.com/hockey/nhl/news/1997/06/10/new... Free Essays on Mafia On Ice Free Essays on Mafia On Ice It is widely known that the Russian mafia has a hand in corrupting many aspects in the country’s current status. One would think that something of meaning would be kept pure. As baseball is the national pastime of the United States, the same can be said for the sport of hockey in Russia. Hockey is Russia’s baby and on a worldly level has been the country’s dominant sport for the past century. Russia has medaled in an unprecedented 12 of the 17 Olympic games, more than any other country. (http://sportsillustrated.cnn.com/olympics/events/1998/nagano/medals/ice_hockey_results.html) Russia’s hockey schools and minor leagues have been internationally recognized for decades. So for some, it may seem as a surprise that a sport that brings joy to rich and poor alike could be a place of corruption for the mafia. In 1997, after a 15-month senate investigation of more than 100 players, owners, and officials were interviewed about possible extortion between the Russian mafia and Russian NHL players living in the United States. The investigation concluded that there has been a direct influence on NHL players by the Russian mafia for some level of extortion (http://sportsillustrated.cnn.com/hockey/nhl/news/1997/06/10/news. rusmafia.html). The report said it was estimated that nearly 50 players were, or have been, extorted in some way. Senate investigator Michael Bopp reported that one third of these players even had direct involvement in the wrong doings (http://sportsillustrated.cnn.com/hockey/nhl/news/1997/06/10/news.rusmafia.html). Most of the players were reluctant to speak about their involvements but after doing so said that it was a relief to be able to get it off their chest. One unnamed player followed a similar statement with, â€Å"I’m not going to tell you again so donà ¢â‚¬â„¢t ask me. And I’m not going to testify, but I’ll tell you about being extorted (http://sportsillustrated.cnn.com/hockey/nhl/news/1997/06/10/new...

Your guide on how to become an electrician

Your guide on how to become an electrician There will always be a need for tradespeople who work with wiring, machines, and other electrical equipment. Electricians keep us powered up, and they possess specialized skills to do work that could be dangerous in the hands of an amateur. If you are considering joining the ranks of these essential professionals, there are several things you need to know about becoming an electrician. What do electricians do?This seems like a no-brainer: electricians work with electrical equipment. That job description is both accurate and completely inadequate because the term â€Å"electrical equipment† includes so much and the work is so varied. Electricians perform repairs, installations, and maintenance. We are probably most used to having electricians visit our homes to install new outlets or repair faulty wiring, but they also perform their work in factories, construction sites, shops, and businesses. They work indoors and out, and the equipment on which they work stretches well beyond household appliances and wiring. Electricians may also decide to specialize in wiring airplanes, ships, cable and data systems.As for the less-specialized electrician, there are four common types:Residential wiremen, who install and repair household wiring.Inside wiremen, who install and repair wiring in non-residential structures, such as factories, arenas, airports, schools, and office buildings.Outside linemen, who lay the cables that connect power plants to residences and buildings.Telecommunications electricians, who install television, telephone, and Internet cables.What skills do electricians have?Electricians do a lot more than connecting cables from one power source to another. They possess a large quantity of skills, both general and specific to their particular areas of specialization.General skills include:Understanding the National Electric Code, which is the regional standard for electrical safety requirementsProblem solvingElectrical safetyWorking with tools such as amp meters, digital multimeters, pliers, measuring devices, drills, saws, etc.Reading blueprintsPlotting the installation of wiring throughout buildingsLocating and replacing faulty wiresWorking with circuit breakers and fusesLocating the energy flow to transformers and circuit breakersAssessing the work of other electriciansEnsuring that electrical work is up to safety standardsManaging electrical crewsMentoring apprenticesMore specialized skills may include installing factory equipment, fiber optic cable, alarm systems, and intercom systems.What education do electricians need?Electrical work is not the kind of thing you need a master’s degree or even a bachelor’s degree to do. You will, however, need a high school diploma or GED. That’s because electricians need a solid foundation in reading comprehension, algebra, physics, trigonometry, and ideally, electronics. Shop and mechanical drawing classes can also be very relevant to the kind of work electricians per form, though these courses are not offered by all high schools. Therefore, it might be useful to seek out extracurricular courses in these areas. They will help you to work with the equipment, understand the technical documents, and comprehend the scientific concepts involved in electrical work.What training do electricians need?While electricians are not expected to earn higher education degrees, they are expected to undergo formal training and earn licenses. This begins with a pre-apprenticeship training program. Such programs are often offered at trade and vocational schools. Although it is possible to find work as an apprentice without having already gone through a pre-apprenticeship program, such a program will make learning a lot easier.Following the pre-apprenticeship program, you will apply for an apprenticeship. The earlier you apply the better, because there will likely be a lot of candidates vying for available apprenticeships.As an apprentice, the goal is to learn the sk ills you need on the job- acting under high-pressure circumstances, trying to perform a service for a customer, and making your supervisor happy. In a pre-apprenticeship program, there’s more room to make the kinds of mistakes that all new students make. You would also get plenty of hands on training in the classroom and a firm understanding of the National Electric Code.There are several organizations that offer apprenticeships:The International Brotherhood of Electrical WorkersIndependent Electrical ContractorsThe National Electrical Contractors AssociationThe National Joint Apprenticeship and Training CommitteeWhen you apply for an apprenticeship, you may have to take an aptitude test that examines your basic reading comprehension, arithmetic, and algebra skills. Certain states have other requirements, such as becoming registered, that may include paying a fee.While apprenticing, you get on-the-job training from a licensed electrician and an hourly salary for your work. Yo u usually start out performing simple tasks, but these will get more and more complex as your training continues.What certification do electricians need?Once you have completed your apprenticeship, you will need to earn a license and/or certification depending on the state in which you plan to work. Each state has its own requirements. For example, some states only require licenses if you plan to start your own business, while others do not require licenses at all. In states that do require licenses, you will earn yours by passing an exam. The exam tests your knowledge of such concepts as how electricity works, job safety, regional laws, and the National Electric Code. Most states require some formal education and practical electrical training.How much do electricians earn?Electricians’ salaries can vary greatly, depending on factors like location, years of experience, and the specific company salary structure. On average, an electrician earns $25 per hour- about $13 per hour at the lower end of the scale and $35 per hour at the upper end. However, taking overtime, bonuses, tips, and profit sharing into account, the average annual salary is $52,720 and an electrician can earn as much as $82k per year. According to PayScale.com, two-thirds of electricians working in the United States also receive medical coverage.How is the job market for electricians?Short answer: great! According to the Bureau of Labor Statistics, the electrical industry is a fast growing one. With a 14% increase in jobs projected from 2014 to 2024, growth is happening much faster than it is in most other fields. This is due to a burst in construction of new homes and buildings. All of those structures need new wiring, and if you earn your electrician certification, that will be where you come in!

Written and Unwritten Constitution Essay Example | Topics and Well Written Essays - 1750 words - 1

Written and Unwritten Constitution - Essay Example This distinction between written and unwritten constitutions has led to the establishment of a far more important classification of written and unwritten constitutions. The idea of permanency is closely associated with the concept of constitution so much so that stability is considered to be one of its main attributes. Written constitutions are considered to be more permanent and, therefore, more written, because, generally speaking, they cannot be amended except by a special process or by means of special machinery. Unwritten constitutions, on the other hand, are deemed to be unwritten because they can be amended or altered by the ordinary process of legislation. It should, however, be noted that the distinction between written and unwritten constitutions does not necessarily depend on the distinction between written and unwritten constitutions. A written constitution may be as unwritten as an unwritten constitution. A typical instance is furnished by the Italian Constitution of 184 8 which, according to the generally accepted view, could be amended by the ordinary process of legislation. (Smith, 2001, 80) The distinction between written and unwritten constitutions was pointed out for the first time by Bryce, and has now become a fundamental concept of constitutional law and practice.

Risk Management Plan in hospital (2) Essay Example | Topics and Well Written Essays - 6750 words

Risk Management Plan in hospital (2) - Essay Example Administrative control Cost containment Part of the business plan for the hospital Hospital Risk Management: Operative Activities Risk identification Preparation for emergencies and disaster Proper discharge and appropriate patient transfer Attainment of informed patient consent Optimal medical staff monitoring and peer review Claims investigation and claims management Specific disease policies Administrative Control Administration Operation Environmental concerns Patient care Medical ancillary departments Legal and ethical issues Financing for these activities Scope Cost containment Counteracting spiraling risk associated costs Specific risks and their solutions Improvement in stakeholder satisfaction Integration with quality assessment Specific Risks Liability risks Malpractice suits Local legislation and regulations Financing and insuring risks Risk prevention Transfer techniques Patients' rights Accidental falls Property damage Reduction in cash flow Employee benefit risks Lowering community image Objectives A confident decision making and planning to ensure patient safety Analysis of patient safety issues and policies yields accurate identification of opportunities and threats Appraisal of uncertainty and variability of scenarios and extracting meaning out of them Proactive management and planning targeted at prevention Uniform and legitimate allocation of resources in synchronization with quality policies of the hospital Efficient management of adverse incidents leading to cost cutting and loss prevention Enhanced stakeholder trust, reputation of hospital, and confidence building in potential future customers Conformity to legislative and legal frameworks Smooth and effective corporate and clinical...From that perspective, while dealing with the issues related to patient safety, it must be considered that most medical and nursing professionals are aware about the issues related to patient safety. Studies of other high-risk industries and human factor engineering have led to advancement of knowledge about how mistakes and errors can lead to compromise in patient safety while cared for in a hospital. Indeed, the issues with patient safety are very closely linked with quality of care delivered, and medical profession is ethically bound by the principles of no harm. Current knowledge indicates that many people admitted to the hospital may suffer an injury resulting from error or negligence on the part of caregiver, for which not only the hospital, but also healthcare professional is responsible leading to liabilities. These are known as adverse events, and a risk management plan drawn on the current scenario of the care in the hospital wo uld be legitimate. In this assignment drawing on the AS/ANZ 4360:2004 as developed in HB436:2004, a risk management plan for patient safety in this writer's hospital will be developed with appropriate arguments for all steps of the plan. Connection of the context with the hospital's internal policies of safety risk solutions, quality control, goals, and objec

Porfirio Diaz’s leadership tactics Essay Example for Free

Porfirio Diaz’s leadership tactics Essay †¢ Diaz was able to manipulate other politicians as well as his surrounding leaders. He created great relationships with regional leaders, reminding them that the growth of Mexico’s economy would also create economic growth for them. [1] †¢ Diaz created peace among the Catholic Church supporters, and opponents. Diaz enforced new laws, reforming church privileges. [2] †¢ In order to boost the economy, Diaz looked to foreign investment. He gave tax breaks for international investors, used foreign capital to pay for infrastructure, and always encouraged trade with other countries (i. e Britain, United States, Germany, etc.). [3] †¢ To maintain political power and approval, Diaz regularly jailed those who spoke out against him or his policies, resulting in many editors and writers being imprisoned and opposing leaders â€Å"disappearing†. [4] Porfirio Diaz’s Presidential Terms †¢ Diaz served as president first in 1876, though the public realized his love of power, and elected a new president, Gonzalez, after Diaz’s first term. After a term of Gonzalez, Diaz then reclaimed presidency, and stayed in power from 1884 to 1910, a grand total of 30 years. [5] †¢ Diaz eventually lost power in 1911, after several public uproars and criticism’s about Diaz came forth, and the Maderistas took up arms against him. Soon, a revolution at the battle of Casas Grandes, took place, defeating Porfirio Diaz. [6] Juan Manuel de Rosas accomplishments †¢ Rosas walked into a politically unstable, Argentina. To fix this, Rosas believed in a greater amount of power for the governor. Through doing so, Rosas became a tyrant like leader, similar to Diaz. [7] †¢ During his reign, Rosas increased exported beef and hides, ended the ongoing civil wars, obtained much more land, and declined foreign debts. [8] Leadership Style of Rosas †¢ Rosas was extremely oppressive, not always being sympathetic or thoughtful, often showing no mercy to those whom he though betrayed him. [9] Analysis The Caudillos Juan Manuel de Rosas and Porfirio Diaz are two extremely powerful men in Latin American history, each changing different things about their country in different ways. However, one thing is consistent when analyzing both; they were masters of political power and maintained it better than most leaders. The rise and preservation of power does not come from simple charisma or character. Each leader devised strong strategies and processes, ensuring them the necessary support to rule a country for such an amount of time. After first being elected president in 1876, then losing his position to Gonzales, Diaz then reclaimed the presidency from 1184 to 1910, meaning he remained in power for a total of 30 years. [10] Diaz did this by manipulating others around him, including other authorities as well as the public. Those who did not agree with Diaz or spoke out were punished. Many were imprisoned or found disappearing[11]. Aside from the public, Diaz also took care of threatening opposing authorities by creating great relationships with regional leaders.[12] These relations, military power, and strive for strength created the everlasting regime of Porfirio Diaz. Like Diaz, Juan Manuel de Rosas grew to be extremely powerful during his country of Argentina’s, time of need. Again, being similar with Diaz, Rosas, while powerful, was also oppressive, as many Caudillos of the time soon became. Through a letter written by a citizen to Juan Manuel de Rosas, in which the man pleads for his daughter’s safety, Rosas is unmoved by the article and executes the daughter.[13] This is a prime example of the leader ship style of Rosa. Though, it does raise the question that if he was so oppressive and powerful, why was he in office for so long? When Rosas arrived in Argentina, political chaos was obvious. In order to ensure stability, Rosas implemented many changes in the government, including giving more power to the governor, which in turn, saved Rosas job for the future, allowing him to become a tyrant like leader.[14] Both of these Caudillos illustrate human’s crave for power, and the manipulation, deception, and devilish processes that can be used to maintain this power. We can see both of these men as great leaders, as they thoroughly accomplished what they decided was best. We can also see them as great lessons, teaching us of the dangers of leadership and the risks it often involves. Conclusion The view of past and present Caudillos will consistently change with the person the view is from. However, one thing is clear. Juan Manuel de Rosas and Porfirio Diaz were two Caudillos of political excellence, maintaining a long and influential regime. This was accomplished by both, through their personal triumphs over the previous government of their nation as well as a triumph over threatening authorities around and within the nation, such as Diaz regularly jailing those who spoke out against him or his policies. Rosas and Diaz both knew what they wanted and had valid processes in accomplishing this; though the moral values of their actions are up to discussion. This situation is common throughout history, including skilled leaders such as Hitler, Stalin, and Castro. Juan Manuel de Rosas and Porfirio Diaz display patterns of the past and expectations of the future.

Spirituality in Howl by Allen Ginsberg Essays -- Papers Poem Poetry

Spirituality in Howl by Allen Ginsberg Allen Ginsberg's poem "Howl" is a complex and intriguing poem about the divine in the common world. The minor themes of drugs and sexuality work together to illuminate the major theme of spirituality. The poem reveals through a multitude of sharp images and phrases that everything from drug use to homosexuality to mental illness is holy, even in a world of atom bombs and materialistic America, which Ginsberg considers not to be holy and he refers to as Moloch. As it is stated in Ginsberg's "Footnote To Howl," "The world is holy! The soul is holy! The skin is holy! The nose is/ holy! The tongue and cock and hand and *censored* holy! / Everything is Holy! Everybody's holy! Everywhere is holy!" (3-5). Sexuality is a theme that runs throughout the entire poem. It is not an uptight sexuality of the 1950's culture but a liberated one. And this sexual imagery, that mostly takes place in the first part of the poem, constantly refers to spirituality and the divine. The poem reads, "who let themselves be *censored*ed in the ass by saintly motorcyclists, and/ screamed with joy, / who blew and were blown by those human seraphim, the sailors," (91-93). These two images contrast the common view of homosexuality in the 1950's. The sailors are "seraphim", and the motorcyclists are "saintly". They are not corrupt as the common view might see it. The combination of these images helps to uncover the true theme of the piece. The things that most people of the time would consider to be depraved, such as homosexuality, are actually divine. Images of drug-use are other tools that are used in this poem to help illuminate the major theme. Once again, even though the drug -users " †¦ate fire in paint... ... machinery! Moloch whose blood is running money! Moloch whose fingers are ten armies! Moloch whose breast is a cannibal dynamo! Moloch whose ear is a smoking tomb! Moloch whose love is endless oil and stone! Moloch whose soul is electricity and banks! Moloch whose poverty is the specter of genius! Moloch whose fate is a cloud of sexless hydrogen! Moloch whose name is the mind! (262-73) Even with all this negativity in the poem, the major theme of spirituality remains. The poem "Footnote To Howl" sums up the theme of spirituality in "Howl". It reads, "The bum's as holy as the seraphim! the madman is as holy as you my/ soul are holy!" (7-8). Spirituality and the divine run through "Howl" like veins. They carry the theme throughout the piece and deliver it to the reader. Works Cited Ginsberg, Allen. Howl and other Poems City Lights Books San Francisco 1956

Nursing Management

Contents GLOSSARY ABSTRACT/SUMMARY INTRODUCTION DM 45 DEVELOPING MANAGEMENT STYLE 1. Self- assessment analysis 2. Stakeholders analysis 3. S. W. O. T analysis DM 46 RECRUITMENT AND SELECTION DM 47 MANAGING PERFORMANCE DM 48 DEVELOPING TEAMS & INDIVIDUALS RECOMMENDATION REFERENCES BIBLIOGRAPHY APPENDIX Glossary D. O. H – Department Of Health N. H. S – National Health Service N. S. F – National Service Framework P. E. S. T. O – Political Economical Social Technological Others 7 S – Shared Values Strategy Structure System Staff Style Skill S. M. A. R. T – Specific Measurable Achievable RealisticTime-bound S. W. O. T – Strengths Weaknesses Opportunities Threats Abstract/Summary I am currently working as a Charge Nurse/ Deputy Ward Manager on Ward X , a Diabetic and Renal ward based at a North London Hospital. The ward contains 21 acute medical male beds and a team of 28 staffs which includes 6 student nurses, 2 domestics, 1 ward clerk, 7 h ealth care assistants, 6 junior nurses, 4 senior nurses and 2 ward sister/charge nurse. Some of my main responsibilities on the ward includes the assessment of care needs for patients, the development of programmes of care and their implementation and valuation and most importantly carrying out all relevant forms of care without direct supervision, and demonstrate procedures to, and supervise qualified and unqualified staff and contribute to the overall good of the organisation by being a positive role model and treating all staff, visitors and service users with courtesy (Appendix 1). In this assignment I will demonstrate the use of knowledge, management concepts and theories that I have acquired while undertaking this module of Managing People and relate them to my clinical area.Certain area of practice will be identified, analysed and evaluated through effective people management using the CLINLAP model (Jumaa (1997) ), ( Jumaa & Alleyne (2001) ) within the ward setting. ‘C LINLAP is defined as a strategic nursing leadership and learning process that positions strategic learning as a driving force within health and social care organisations, on a day to day basis, in the management of nursing goals; nursing roles; nursing processes; and nursing relationships’ (Jumaa & Alleyne, 1997 & 2001)Introduction The National service frameworks (NSFs) are long term strategies for improving specific areas of care. They set measurable goals within set time frames. NSFs: †¢ set national standards and identify key interventions for a defined service or care group †¢ put in place strategies to support implementation †¢ establish ways to ensure progress within an agreed time scale †¢ form one of a range of measures to raise quality and decrease variations in service, introduced in The New NHS and A First Class Service.The NHS Plan re-emphasised the role of NSFs as drivers in delivering the Modernisation Agenda. Each NSF is developed with the a ssistance of an External Reference Group (ERG) which brings together health professionals, service users and carers, health service managers, partner agencies, and other advocates. ERGs adopt an inclusive process to engage the full range of views. The Department of Health supports the ERGs and manages the overall process. (DOH, (2005) )The NSF makes it clear that the NHS is committed to building a modernisation programme to provide high quality patient care and improving the working lives of all NHS staff. In terms of patient care, it draws the attention to the need to look at each service from the patient’s point of view and to ensure that a patient focus is embedded in the culture. In order to achieve this, new and better ways of working are required through, for example: – Investing in the workforce in terms of more staff and better training Giving frontline staff responsibility, freedom, skills and resources to do a better job, using their initiative for local inno vation within national standards – Reducing bureaucracy whilst increasing accountability so that there are clear and transplant process for holding the NHS to account for their delivery of services – Requiring staff to work effectively in teams, for example, through managed clinical networks – Working in partnership with staff and involving them through representationNHS is critically dependent on its employees for delivering the strategic and operational goals at corporate, departmental, functional and team levels and managing people efficiently and effectively has become a central part of the ward manager/sister/charge nurse’s task at all levels particularly with a view to improving the performance of employees and thereby the performance of the NHS in delivering services. Ward managers increasingly are being expected to take great responsibility or the personnel management aspects of their work. This implies that we are able to function effectively in 4 key aspects of managing people : – Developing our own management style – Employee recruitment and selection – Managing performance by motivating and developing staffs – Developing Teams and Individuals by improving staffs performance at both individual and team levels. Dm 45 Developing Management Style In this unit I will identify 3 ways of assessing my current skills and competence as a manager.These methods will allow me to discern clearly my strenghs and weaknesses and thereby identify areas on the ward in which improvements can be made and devise action plans which will then be monitored for progress. The 3 methods chosen will be, firstly self-assessment and analysis through appraisal, secondly the stakeholder analysis tool and thirdly the SWOT analysis tool. Self- assessment analysis Self-assessment steps :- 1. Arrange a meeting with Ward Manager to agree on an appraisal date. 2. Ward Manager distributes pre-appraisal meeting self-assessment form. Appendix 2) 3. Work through the pre-appraisal form making notes and identifying potential areas for improvement. (Appendix 2) 4. Meeting with Ward Manager on agreed appraisal date. Work through the Personal Development Plan form (Appendix 3) to reach agreement on the current performance and potential areas for improvement 5. Following the meeting the Ward Manager distributes completed Personal Development Plan and list of potential areas for improvement 6. Ward Manager agrees and complete draft action plan to forward to Matron 7.Matron follows up and verifies the Personal Development Plan. (Appendix 3) 8. Action plan agreed with matron. Ensure that all points on the action plan meet the SMART (Jumaa & Alleyne, (1998))criteria: Specific, Measurable, Action based, Realistic and Time bound. (Appendix 3) Stakeholders analysis An integral part of the clinical governance review process is feedback from stakeholders. The Hospital’s definition of stakeholders includes staff, patients , relatives of patients, carers, other local NHS organisations, voluntary groups and other people with an interest in the trust.The information provided through stakeholder work helps shape some of the areas that the clinical governance review will concentrate on. Clinical Governance is a framework through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish. It aims to create not only a culture, but systems and ways of working which assure that the safety and the quality of care is at the heart of the business at every level. Appendix 1, Unit 5) As a Deputy ward manager it is important for me to take into account feedback from stakeholders for effective managerial performance and to provide high standards of care. In order to do so the table that I have produced below will help me to identify the role of individuals, or st akeholder groups who are involved or affected by the clinical governance programme and can thereby affect its success or failure. Stakeholder analysis chart | |Programme |Organisation |External | | | | | | | | | |Clinical Governance |Hospital |Diabetes UK , Patients | | | | |Staffs, Patients |Relatives, carers, PCTs| |Who wants the team to: |Succeed | |Yes |Yes | | |Fail | |No |No | |Who is betting on the |Succeeding | |Yes |Yes | |team: | | | | | | |Failing | |No |No | |Who is supporting the |Visibly | |Yes |No | |team: | | | | | | |Invisibly | |No |Yes | |Whose success: |Affects the team | |Yes |No | | |Does the team affect | |Yes |Yes | |Who does the team’s |Benefit | |Yes |No | |change: | | | | | | |Damage | |Yes |No | |Who can the team’s |Happen without | |No |Yes | |change: | | | | | | |Not happen without | |Yes |Yes |In the above table it can be noted that the group of stakeholder who are mostly involved and influence a programme are mainly the patients and the staffs. As part of my objectives I will in future concentrate on feed back from my staff on the ward and our group of patients. This can be achieve by organising ward meetings with staffs or actually having a one-to-one interview with them at least once in a month. As for feedback from patients this can be organised by their allocated staff nurse in the form of an informal one-to-one interview at some point prior to the patient being discharged home. SWOT analysis A SWOT analysis is a tool, used in management and strategy formulation. It can help to identify the Strengths, Weaknesses, Opportunities and Threats of an organisation.Strengths and weaknesses are internal factors that create or destroy value. They can include assets, skills or resources that the ward has at its disposal to provide care to patients. They can be measured using an internal assessment tool such as Peters & Waterman’s 7S’s. The table below will help me assess the internal factors of the ward and identify my goals and make them SMART (Jumaa & Alleyne (2001)) This will help me to identify areas for development. Shared Values Current: The ward believes in team working providing quality care Goal: To support staffs and encourage them to carry on working as a team Provide them with feedback from patient on quality of care on the ward. StrategyCurrent: The ward believes in staffs further development and clinical skills. Goal: To send every qualified staff on in–house study days to develop their clinical skills Structure Current: Staffs does not communicate clearly between each other to promote continuity of Care. Goal: To meet up with staffs on a one-to-one basis or ward meeting and discuss appropriate communication. System Current: Staff appraisals only being carried out once in a year Goal: To discuss with manager if appraisals can be done every 6 months Staff Current: The trust is introducing Senior Health Care Assistant posts.Goal: Identify if any of the present Health Care Assistants on the ward are suitable candidates for the post by appropriate supervision. Style Current : The ward has a team with multicultural staffs Goal: Encourage staffs to respect each others cuture and thereby work more efficiently. Skill Current: The ward has staffs with different skill mix. Goal: Give positive feedback on their skills and encourage them to share their knowledge and attend study days to expand them. Opportunities and threats are external factors that create or destroy value. Usually an organisation cannot control them and they emerge from Political, Economical, Social, Technological and Others.The assessment below using PESTO will help me to identify the goals set up by external factors and which needs to be included on the ward to meet expectations and thereby identify areas for my own professional development. Political Current: The NHS Plan outlines a new delivery system for the NHS and changes for social services, and changes for NHS staff groups. It also sets out plans for cutting waiting times, clinical priorities and reducing inequality. Goal: Have regular ward meetings to discuss with team how to incorporate changes on the ward. Economical Current: The NHS budget has doubled since 1997, and will have almost trebled by 2008.All NHS organisations including my ward are receiving above inflation funding increases, both this year and next. Goal: Meet up with team and prioritise our expenses so we can work within our budget Sociological Current: The Hospital accommodate patients from different ethical background and beliefs. Goal: Ensure that the trust can meet certain requirements for its ethnic minority group. For example providing them with special diet like halal meal in the case of muslim patients. Technological Current: The trust is currently using advance computer system to handle patients’ data. Goal: Ensure that members of the staffs who are not computer literate attend IT course for quicker access to patient†™s data. OtherCurrent: The Hospital has performed well in maintaining and encouraging ‘The clean our hands campain’ and reducing the risk of cross infection Goal: Encourage the team by giving them positive feedback and reinforce infection control policy. DM 46 Recruitment and Selection Once a trust has decided on its goals, it is essential that it identifies whether it has the people necessary to achieve them. Trusts need to develop ways of assessing the number of employees that they need to provide specific services. The implications of the recent policy changes in the NHS are that there will be further major changes in the numbers and deployment of employees across trusts. DOH, (2005)) As a Deputy Ward Manager part of my responsibilities is also to have a clear view of the number of staffs that we have on the ward and the number that we need to deliver the trust’s objectives. Currently on my ward we have vacancies for 2 permanent Senior Staff nurses post prev iously known as grade E. The new post which is now named Band 5b according to the agenda for change has been created by the trust due to our increase in bed turnover and high demand of standards of care. Before the posts were advertised I had a meeting with my Ward Manager and Matron so we can focus on the basic stages of recruitment which are: 1. Agree the vacancy 2. Prepare a job description 3. Prepare a person specification 4. Attract applicants through good advertisement(Appendix 4a) 5. Selection 6. InductionIt is important for us team leaders to use vacancies as an opportunity for re-assessing people’s needs and the organisation’s structure so objectives can be achieved. Therefore an agreement between team leaders is important to reach our goals. – After the agreement me and my ward manager we devised the job description and person specification taking into account an analysis of the following criterias (Kneeland, (1999)) : – the present or expected duties of the job – changes which might impact on the job in the future – existing duties which might be done more effectively or efficiently by some one else – new duties that could be added to the job While preparing the job description my manager and I focused on 5 important aspects which were: Accuracy in order not to understate or overstate the role and duties associated with the post. (Appendix 4b, Section A) – Clarity in terms of tasks, duties, roles and responsibilities(Appendix 4, Section B) – Up-to-date (Appendix 4b, Section A, E) – Flexibility (Appendix 4b, Section A, B) – Non-discriminatory particularly in terms of gender,marital status or ethinic background The use of person specifications have a different purpose and it actually aims to identify the qualifications, skills, experience and abilities which are seen as essential or desirable in the post-holder and is used primarily to assist those involved in the selection p rocess. (Appendix 5)After the posts were advertised and the applications received me and my ward manager short-listed 8 candidates out of 23 applications. This was undertaken by eliminating those who did not meet the pre-agreed essential requirements as set out in the person specification. (Appendix 5). For example some candidates did not have the knowledge of the KSF of Diabetes which is an essential requirement for the post as we specialise in this area or did not have a minimum of 12 months experience as a qualified staff nurse. We made sure that the necessary information about the selection process were recorded and appropriate feedback given to unsuccessfull candidates about their performance at the interview.Once the 2 candidates out of the 8 were successfull and appointed, it was important for me to plan induction and development for them. Given the investment made in new employees it is important that they should receive an appropriate induction so they can bring maximum con tribution to the trust. At the Whittington Hospital, the trust induction covers areas such as the trust objectives so that the employee understands what they are trying to achieve, personal objectives so that the staff understands what is expected from them and relevant immediate training so that the person can properly undertake their job. Though it is a policy for every new employees to attend the trust nduction, I would personally recommend that all new starters on my ward should have a mentor to supervise them for at least the first 2 weeks of employment or even suggest an informal visit to the ward prior to interview so that candidates feel that the working environment is appropriate for their futur development. DM 47 Managing Performance Performance management encompasses a range of standard management techniques and is not necessarily a formal system and is not necessarily the same as an appraisal system. (Templar, (2001)). On my ward, performance management systems is a comm on benefit which enable my staffs to see more clearly their role on the ward and the trust’s objectives. The key elements of managing my group of staffs involve setting objectives for the ward, assessing their development needs, making it happen, review it and doing better. Staffs on the ward need to know what is expected of them. Setting objectives which are S. M. A. R.T for action means that they can be sure what they should deliver, when and how. (Appendix 6). Discussion about individual objectives will also enable my staffs to understand why they should do the things that they have to do and how they fit into and contribute to the wider goals and aims of the trust. It is important to assess the training and development needs of my staffs to improve their ability to reach the standards of performance expected of them in their jobs. This process should result in planned actions to meet individual needs, and will, where appropriate. (Appendix 6). In order to make the assessm ent happened, communication between me and my staffs should be improved.Many tangible and intangible factors contribute to an effective working environment. As a deputy manager it is important for me to focus on the creation of a shared understanding and sense of purpose in my workplace, in particular, communication,culture and climate. Good communication is essential for effective performance management. For example on my ward internal communication such as team briefings, staff meeting, noticeboards and emails enables me and my ward manager to ensure that all our staffs are clear about the ward’s goals and that messages are given and received to and from staffs. This include aims and objectives as well training and development opportunities.People’s performance is affected by their working environment. Morale,motivation, frustration, enthusiasm and commitment all influence the performance that the trust can achieve, so understanding what is important to staffs and li stening to and acting on their views is an essential part of organising effectively. (Templar, (2001)). Having set objectives for individual staffs it is essential that performance and progress are regularly reviewed with individuals so that staffs feel recognised for their achievement and can identify areas where performance can improve. Reviews are necessary to improve individual and organisational performance but at the same time identify poor performance.The scenario below will demonstrate a situation where one of my junior staff nurse was constantly showing poor performance on the ward and the action taken against her. Scenario: Miss X, a junior staff nurse on the ward has been persistently coming late to work and is very slow in carrying out her daily tasks. Several members of Senior staff nurses have been reporting to me that standard of care for the group of patient she was looking after, has been deteriorating. I had a formal meeting on a one-to-one basis with Miss X where her poor performance issues were raised and an action plan was devised. It was discussed that she will be on a 3 months probation and will be supervised at all times by a senior member of staff and feedback will be given to me if her performance was improving.A copy of her job description and a self-assessment form was provided to her so she can set her personal objectives and discuss it with my manager or myself. The disciplinary and grievance process of the trust states that no disciplinary action will be taken against an employee until the case has been fully investigated. However, it should be recognised that there may be occasions when a full investigation is impossible e. g imprisonment. For example individuals will be informed of specific complaints against them in writing and will be given the opportunity to state their case directly to those who are considering disciplinary action before any decisions are made.Individuals and their Trade Union representative will be given a written explanation of any penalty imposed and its duration and in the case of written warnings , will have the right to appeal against this penalty. Usually no employee will normally be dismissed for a first breach of discipline except in cases of gross misconduct where summary dismissal without notice or pay in lieu of notice will be appropriate sanction. It, should, however, be recognised that there will be occasions, not covered by gross misconduct, when it will be necessary, because of the seriousness of the offence, for disciplinary action to begin at any stage of the procedure up to and including dismissal with notice for a first offence. (The Hospital disciplinary and grievance policy, (2006) )In the case of a first offence or disciplinary measures my role will be to discuss it first with my line manager as they are the one who are allowed to issue oral warning, dismissals and discuss the circumstances with Human Resources. DM 48 Developing Teams & individuals To get the be st from employees, managers need to know who will be doing what, where the strengths and weaknesses of staffs are and which skills need to be developed by their teams. Properly set, achievable objectives that make clear what is expected, by when and to what standard, benefit both staffs and managers by clarifying roles and responsibilities, and assist in delivering value for money in the use of people resources.Setting performance objectives with staffs will also enable us managers to assess how our team can be best be used productively and identify any areas where staffs are producing different results and output. This can be useful in benchmarking performance and identifying individual, team and departmental areas for improved productivity. (Templar, (2001)) When performance objectives and standards are set for a team, it is necessary to assess whether the team has the skills to meet the standards being set and to agree how skills will be developed if they do not already exist. Th is is particularly important when ways of working are being changed.The Developmental plan below which has been devised with a team member and also reflect the team’s objectives as a whole, demonstrate the organisational and individual needs that can be met in many ways: Development Plan Individual/Team |Work shadowing |Get full support from Senior members of the team and provide | | |feedback. | |Special Projects |Encourage staffs to actively get involve with hospital projects such| | |as campaings. |Planned self-development |Meet at least every 6 months for appraisal and plan self | | |-development | |Mentoring |Offer support to newly qualified staff in the form of | | |mentorship/preceptorship for the first 2 weeks of joining the team | |Coaching and guidance |Provide staffs with support and guidance whenever and wherever | | |required. |Study for professional qualifications |Encourage staff to go for further studies for example encourage | | |Diploma holder to complete th eir Degree or send people for | | |specialist course such as the Diabetic Course. | |Planned delegation |Ensure that Senior staff nurses take responsibility in delegating | | |tasks to junior staffs, H. C. As and student nurses | |On-the-job training |Encourage staffs to attend in-house clinical skills study days. |New responsibilites |Allocate new rsponsibilities to members of the team. For example | | |making each member of the staff responsible for certain part of the | | |ward like for instance in charge of the treatment room’s general | | |tidiness. | |Off –the- job training |Negociate with staffs if there is any external training they want to| | |attend and provide them with leave or day off. |Job rotation/secondment |Senior staff nurses to act as team leader in the absence of myself | | |or the ward manager. | |Membership of professional societies |Encourage staffs to join professional bodies like the Royal College | | |of Nursing and UNISON | In the above table it can be noted that the individual development needs add up to the team development needs and trust-wide development needs.Individual managers must have a view of the team needs across the trust so that common needs can be met in the most cost-effective way and competing needs can be prioritised. Recommendations Staff development should be linked to the achievement of the trust’s goals and targets. If a key priority for the trust is to improve patient care, development plans at individual, team, departmental and corporate level should reflect that goal by focusing on enhancing the skills of staffs to deliver the required levels of patient care. Staffs will know which aspects of their work need support and development and are well placed to identify training and development needs to help them perform better in their jobs ReferencesDepartment of Health (2005), ‘The New NHS plan’ London D. O. H Jumaa, M. O & Alleyne, J. (2001), ‘Managing and Leading in a con stanly changing contexts in Health and Social Care’ Middlesex University Kneeland, S. (1999), ‘Recruiting for Results’ How To Books Ltd Templar, R. (2001), ‘Fast Thinking : Appraisal’ Pearson Education Ltd The Hospital (2006)‘Disciplinary and Grievance policy’ The Whittington Hospital Bibliography Belbin, R. M. (1996). ‘Managing Teams: Why they succeed or fail. ’ Oxford: Butterworth-Heinemann. Johnson, G. & Scholes, K. (2001). ‘Exploring Corporate Strategy 6th Edition’ Prentice-Hall Martin, V. & Henderson, E. (2001). ‘Managing in Health and Social Care’ Routeledge