Discuss the difference between leadership and management in nursing an Essay

Discuss the difference between leadership and management in nursing an prioritizing and managing client care - Essay Example ts essence involves gathering people from different domains and motivating them to achieve organizational goals through knowledge sharing and expertise. Specifically, a leader is one who lends a helping hand to those who are not able to realize their potential and go for their aims. In nursing, while the staff nurse is the leader to entry level nurses, the latter are leaders to ultimate clients. Management takes on a more individualized form when nursing is talked of. This is so because in nursing, client care is to be accomplished which is the duty of every single nurse and as such, nurses are required to have the competencies of time management, communication skills and other management skills of planning, organizing and others. In this essence, management in nursing involves judicious and critical use of scare resources optimally for the benefit of the client and the organization. Leadership and management are used synonymously most of the times. However, the two carry different meanings in nursing parlance. In terms of client care management, entry level nurses are equipped with expertise, experience and knowledge which provide guidelines for them to act as client care managers. On the other hand, awareness of organizational policies, protocols and regulations encourage in them the personality of a leader whereby they are able to direct their followers and align their individual goals with that of organizational goals. During entry level, nurses are required to take care of the clients directly through observations and careful usage of the available resources. They have to manage the aspects if time, shifts, materials, supervision and services for clients which are not commanded as in case of passive nursing (Richardson et al. 2007). Thus, they act in the role of decision makers for cost effective use of resources without feeling overburdened and not letting the client feel unobserved. This demonstrates the management skills adopted by nurses in delivering

Effect of Molecular Weight in the Rate of Diffusion

Effect of Molecular Weight in the Rate of Diffusion Jarrel Dean A. Yecyec ABSTRACT The effect of molecular weight in the rate of diffusion was determined by placing potassium permanganate (KMnO4), potassium dichromate (K2Cr2O7), and methylene blue in a petri dish of agar-water gel with three wells. After a drop of each in well the petri dish was covered then, the diameter of the colored area was measured with three minute interval. It was measured ten times. Methylene blue has the lowest molecular weight but, Methylene blue showed the longest diameter. Thus, Molecular weight affects the rate of diffusion the higher the mass the slower the rate of diffusion. INTRODUCTION According to the experiment of diffusion, two feet glass tube was fasten horizontally to a ring stand. After moistening two cotton balls of the same size, one with hydrochloric acid and the other with ammonium hydroxide it is plugged to one end and the other end. White smoke was observed inside the tube. When you measure the distance from the cotton to the white ring, ammonium hydroxide exhibits the longer distance. Diffusion demonstrates random motion that proceeds from a region of higher concentration to lower concentration. Diffusion it is when molecules try to achieve equilibrium. Diffusion of gases always happens gradually, it takes a relatively long time. For example, when you open a bottle of perfume inside a room it will take time before a person smell it in the other side of the room. This is explained by the numerous collisions of molecules while moving from one end to another. The root-mean-square speed is a way to estimate molecular speed. We can estimate how fast a molecule move, on the average, at any temperature. By interpreting the formula it shows that the heavier the gas, the slowly its molecules move. Molecular weight it is the mass in grams of one mole of molecules of formula units of a substance. It is also called as molecular mass. The hypothesis was arrived based on previous observation, the hypothesis is if molecular weight affects the rate of diffusion then the higher the mass the slower the rate of diffusion. Agar is a polymer made up of subunits of galactose, it is also a component of some cell walls. When dissolved in boiling water and cooled, agar looks gelatinous. Potassium permanganate (KMnO4), potassium dichromate (K2Cr2O7), and methylene blue are the compounds that will be used in this experiment. This study aimed to determine the effect of molecular weight to the rate of diffusion. The specific objectives were. To describe the effect of diffusion To explain why heavier molecules tend to be slower than lighter molecules. MATERIALS AND METHODS A petri dish of agar-water gel with three wells with a diameter of 5 millimeter was prepared. Potassium permanganate (KMnO4), potassium dichromate (K2Cr2O7), and methylene blue were obtained. The color of potassium permanganate is red-violet, potassium dichromate is yellow, and methylene blue is blue this is based on observation. One drop of each prepared solution was then placed into each well and then the petri dish should be immediately covered, a dropper was used. A ruler was used for measuring the diameter of the colored area of each substance. The set up was then recorded at a regular three-minute interval for a half hour, for every interval the colored area was measured and recorded in table 4.2. A phone was used in recording the time. After thirty minutes, the colored area was measured and recorded. The zero minute and the thirty minute were compared. A graph comparing the three solutions was then plotted and analyzed. Partial rate of diffusion was calculated at each interval. The formula for the partial rate of diffusion is final minus initial diameter of colored area divided by the final minus initial time measured. The average rate of diffusion (mm/min.) will be calculated and graphed. RESULTS AND DISCUSSION As seen in Table 1 results showed that Potassium permanganate diffuse faster than the other two. There are times that they are constant showed in Figure 1. The diameter increases as time increases but there are points that there is no change in the diameter. Potassium permanganate with the lowest molecular weight is the fastest to diffuse and Methylene blue with the highest molecular weight is the slowest to diffuse. As seen in Table 2 Potassium permanganate has the highest average rate of diffusion, it is moving 0.37 millimeters per minute. It is the fastest compared to others. Figure 2 completely showed the comparison of average rate of diffusion. The hypothesis if the molecular weight affects the rate of diffusion then the higher the mass the slower the rate of diffusion is accepted. It is supported by the root-mean-square speed because you can compute for the speed of a molecule and by the experiments. Table 1. The diameter of the three solutions at a regular three-minute interval for thirty minutes. Figure 1. A line graph comparing the three solutions and showing the Effect of time in the diameter of the colored area Table 2. The partial rates of diffusion of the three solutions. Figure 2 Comparison of the partial rates of diffusion of the three solutions. SUMMARY AND CONCLUSION The effect of the molecular weight in the rate of diffusion was determined. One drop of each prepared solution was placed into each well and the diameter was measured at a regular three minute interval for a half hour. The average rate of diffusion was computed and supported the experiment. The data we gathered is credible because there is no source of error. The results showed that Potassium permanganate exhibits fast diffusion compared to others. Therefore, molecular weight affects the rate of diffusion, the heaver the compound the slower the rate of diffusion. I recommend this experiment. add more compounds with different molar weight and different kind of samples too. If you are dealing with gases try to compute the theoretical speed of a molecule by using the root-mean-square speed and compare it with the one you observed. LITERATURE CITED Dorland, W.A.M. 2012.Agar, Dorland's Medical Dictionary. Retrieved January 17, 2013 Zumdahl, S.S 1998. Chemical Principles. 3rd edition. Houghton Mifflin. A37. Chang, Raymond. Chemistry. 6th edition. New York: McGraw-Jill. p. 183-185 Duka, A.I.M, Diaz, Q.M.G, Villa, O.N. 2009. Biology 1 laboratory manual: An investigative approach. Ninth edition. UP Los Banos, College, Laguna, Philippines. No author. Diffusion and Osmosis.

The Philosophy of Simone Weil Essay -- Philosopher Simone Weil Essays

The Philosophy of Simone Weil In the final entry to her London notebooks, Simone Weil writes "Philosophy is exclusively an affair of action and practice. That is why it is so difficult to write about. Difficult in the same way as a treatise on tennis or running, but much more so." (Allen, p. 157) In these next few pages I will try to relay the basic ideas contained in Simone Weil's works. Because of the extensiveness and complexity of her work, I will be using her words exactly, as often as possible. Simone Weil was a trained philosopher and a teacher of philosophy. She was a political theorist and activist, a revolutionary, a laborer in the French fields and factories and toward the end of he life, she was a mystic. She believed in the transcendent powers of God. Much of her writing dealt with the ways in which God touches our lives, and the ways we can "find" or open ourselves to him. In her works, she spent a good deal of time defining and describing terms such as beauty and affliction, and describing solutions to social ills. First and foremost it is important to understand the relationship the Weil had with God. She had many mystical experiences in her life in which she walked and talked with God. One of these experiences in particular is described in volume two of her notebooks in a brief essay called "Come With Me." In this essay she recounts a story in which God comes and visit her. He takes her up to the attic of a church where they live for three days, eating only bread and drinking only water. But she had interesting notions about him and his existence; not notions that would seem consistent with having met with him. She explains that God is "everything that we are not" (Little, p. 57 ). But she goes on to ... ...egin. I suppose this is an issue Gardner faced in the beginning of his search as well; the abyss of the unknown. But it is an area I am interested in, even more so that the other frames we have studied, and I look forward to thinking in these terms as I further my studies in philosophy and spirituality. Works Cited: Allen, Diogenes and Springsted, Eric O. Spirit, Nature and Community. State University of New York Press. Albany, New York. 1994. Indinoplulos, Thomas A. and Knoppzadorsky, Josephine. Mysticism, Nihilism, Feminism. Institute of Social Sciences and Arts. Johnson City, Tennessee. 1984. Little, J.P. Simone Weil. St. Martin's Press. New York, New York. 1988. McFarland, Dorothy Tuck. Simone Weil. Fredrick Unger Publishing Co. New York, New York. 1983. Panichas, George A. (ed.) Simone Weil Reader. Moyer Bell Limited. Mt Kisco, New York.1977.

Helen Tamiris Biography Essay -- essays research papers

On April 24, 1903, one of the founders of American modern dance was born to parents who emigrated from Russia. Helen Tamiris, originally Helen Becker, grew up in New York, New York on the Lower East Side. In her lifetime, she danced, choreographed, and helped initiate modern dance. Later in her life, she moved to the â€Å"Great White Way,† otherwise known as Broadway, to choreograph many shows.   Ã‚  Ã‚  Ã‚  Ã‚  In 1911, or at the age of eight, Ms. Tamiris began studying dance at the Henry Street Settlement with Irene Lewisohn. After that she studied with the children’s chorus at the Metropolitan Opera Company, where she learned Italian ballet techniques. Although she studied strict ballet techniques, she began to study modern dance at the Neighborhood Playhouse. She also studied natural dancing but soon grew restless of it; thus, she quickly left the studios to develop her own sort of dance.   Ã‚  Ã‚  Ã‚  Ã‚  Tamiris spent a few years making minor nightclub appearances and dancing in stage shows at movie theaters. But in 1922, she left America to tour in South Africa with the Bracale Opera Company, where she was exposed to international dance forms. When she returned to America, she abandoned her former Italian ballet training and studied Russian ballet technique. She appeared dancing in a few shows but soon realized she just was not getting what she wanted. Tamiris took the next year off to develop her own style of concert dancing.   Ã‚  Ã‚  &nb...

Jim Hensen’s “The Dark Crystal” Essay

With its â€Å"animatronics† technology, Jim Henson’s 1982 film, The Dark Crystal, in both form and theme depicts key elements of David Leeming’s description of the hero myth’s rites of passage in The World of Myth: An Anthology. As in Leeming’s rites of passage, in this film the protagonist’s heroic experiences lead him to â€Å"wholeness† and â€Å"full individuation† (220). At the formal level, by concealing puppet strings, providing puppets with exceptionally life-like and fluid motions, and creating convincingly vital puppets, Henson’s detail-rich and realistic animatronics technology allows his puppet-hero, Jen, to grow both beyond his filmic father figure, urSu, as well as beyond the confining puppet strings of the traditional puppet master. Thematically, too, Jen experiences the rites of â€Å"[being] born when . . . needed† (218), of being â€Å"call[ed] to adventure† (219), and of being faced with trials and danger (219), that Leeming discusses as making up the passage into individuation. As Leeming describes, heroes are born when the need for them arises; this usually happens during a dark period in the culture’s history (218). In The Dark Crystal, Jen, who belongs to a nearly extinct race known as Gelflings, is born after the Crystal is cracked and a shard of it is lost. As with Leeming’s â€Å"dark period,† the events initiated by the crystal’s shattering mark the end of a period of light; here the thousand years of the green and goodness of the land once maintained by the Crystal become darkness and ugliness once the crystal is shattered. This dark period is also marked by the claiming of the land by the cruel and evil race of Skeksis. Making this period of the hero’s emergence in the film even darker, the Skeksis, in their attempt to avoid fulfillment of the prophecy that a Gelfling would destroy them, begin to kill all of the Gelflings. Ushering in Jen’s position as the hero who is called, the Skeksis kill his family. Sole survivor from his family, Jen is kept safe by a race of gentle mystics, known as the urRu. This trajectory of birth, threat, and protection likewise follows Leeming’s description of the story line of the hero myth because, wherein â€Å"a further dimension is added by the threat to the young hero’s life† (218-19). Also like the traditional hero myth, Jenson’s film traces the experience of the hero’s â€Å"call to adventure.† In this case, typifying the â€Å"wise old man†Ã‚  archetype (219) Leeming discusses, Jen’s mystic master, urSu, sends Jen to find the missing crystal shard and heal the Dark Crystal. As he will wonder throughout the film, Jen responds to his dying master’s assignment by asking, â€Å"How can I? I’m only a Gelfling.† In his anxiety and near refusal to find the shard, Jen represents another element of Leeming’s description of the hero’s experiences: â€Å"it [the quest] usually begins with a call to adventure. . . . Often the hero refuses the summons. We all resist radical change, and the hero. . . is no exception. ‘Who am I’ to perform such a task† (219). As Leeming indicates, this initial refusal of the adventure is meant to show the hero’s lack of wisdom, confidence, or, â₠¬Å"individuation†; the hero is not yet a whole, individuated, wiser and more confident adult. Jen decides to go on his quest outside of the valley of the mystics after his master dies. Additionally, Leeming explains that the hero’s quest is marked by many trials and confrontations with evil monsters (219). While Jen never actually has to fight or destroy any monsters in order to complete his quest–the common expectation for heroic behavior–he does fit Leeming’s definition in his regular escapes from a range of threats, especially the Garthim, beetle-like creatures â€Å"programmed† by the Skeksis to seek out and destroy all Gelflings. Whereas Jen does not actually confront the Garthim, he is often face to face with them before he turns to run for his life. Also, when he does come face to face with the Skeksis, it is not until he is about to destroy them by returning the shard to its place in the dark crystal. Leeming goes on to explain that â€Å"the monsters †¦ are balanced by sources of strength. Heroes are often guided †¦ by a spirit who takes the form of a fairy godmother, a wise old man, or a wise fool.† (219 ). Jen begins his journey alone, but, as the hero myth tradition dictates, he encounters many other beings that help him on his way. Aughra, a wise, witch-like woman who is said to be born from the rocks and trees before time began, in order that they might have an eye with which to see the world. Aughra gives Jen the crystal shard that he is in search of. She also, before saving him from an attack by the Garthim, gives him the insight he needs to realize how important the successful completion of his journey is. Finally, Jen is given an additional â€Å"source of strength† by another surviving Gelfling named Kira. She is joined by a  dog-like creature named Fizgig, his antics and heroics in the film could place him in the role that Leeming refers to as â€Å"the wise fool†. Kira’s ability to communicate with and receive help from the animals in the story, her tendency to trust her intuition, and her harmonious relationship with the natural environment, all play a pinnacle role in Jen’s ability to complete his journey. Ultimately, with these rites of being born in a time of need, of being called to adventure, and of experiencing great trials, as well as with the animatronics technology, Henson’s Jen, like Gepetto’s famous puppet, Pinocchio, experiences the process of individuation, becoming both whole and (almost) wholly human.

Organisational Behavior Notes Essay

Definition * The study of human behaviour, attitudes and performance within organisational setting to improve performance and differences. * Frameworks of theories, methods and principles from disciplines such as psychology, sociology, political * The organisational Iceberg The study of organisational behaviour embraces, therefore an understanding of * The nature and purpose of the organisation * The human element and behaviour of people * Business strategy, organisational processes and the execution of work * The process of management as an integrating and co-ordinating activity * Social responsibilities and business ethics * The external environment of which the organisation is part of and * The need for organisation success and survival. The Pyschological Contract * The PC is not a formal written document that is referred to but a people organisation relationship where mutual expectations and satisfaction of needs are implied. * Important to enhance the level of trust and teamwork. * Human capital to be seen as a responsibility and a resources to be added to * Two observations in human behaviour at work * Peter Principle * Parkinson’s law ../2 The pyschological contract: possible examples of individual and organisational expectations Individual’s expectations of the organisation * Provide safe and hygienic working conditions. * Make every reasonable effort to provide job security. * Attempt to provide challenging and satisfying jobs, and reduce alienating aspects of work. * Adopy equitable human resource management policicies and procedures. * Respect the role of trade union officials and staff representatives. * Consult fully with staff and allow genuine participation in decisions which affect them. * Implement best practice in equal opportunity policies and precedures. * Reward all staff fairly according to their contribution and performance. * Provide reasonable opportunities for personal development and career progression. * Treat members of staff wit respect. * Demonstrate an understanding and considerate attitude towards personal problems of staff. Organisation’s Expectations of the Individual * Uphold the ideology of the organisation and the corporate image. * Work diligently in pursuit of organisational objectives. * Adhere to the rules, policicies and procedures of the organisation. * Respect the reasonable authority of senior members of staff. * Not to take advantage of goodwill shown by the management. * Be responsive to the leadership influence. * Demonstrate loyalty, respect confidentiality and not betray positions of trust. * Maintain harmonious relationships with work colleagues. * Not to abuse organisational facilities such as email or internet access. * Observe reasonable and acceptable standards of dress and appearance. * Show respect and consolidation to customers and suppliers. A pyshcological contract is not only measured in monetary value or in exchange of goods or services, it is in essence the exchange or sharing beliefs and values, expectations and satisfactions. Mutuality is the base principle of the pyshcological contract and consensus or mutual understanding is the basis of mutuality. Ideally therefore self-interest should be balanced with common interest in a win-win arrangement. In the past this unspoken contract might have implied that employees could expect job security and adequate rewards from their employer in exchange for hard work and loyalty. Today’s pyshological contract may be different, in line with a changed working environment that includes factors such as increased rationalism, technological changes, and management aproaches such as outsourcing. The new pyschological contract may revolve more around an employer’s willingness to assist you in developing your skills to order to maintain your marketability. The Peter Principle This is concerned with the study of occupational incompetence and the study of hierarchies. In a hierarchy every employee tends to rise to their level of incompetence. Employees competence in their postion are promoted and competence is each new position qualifies for promotion to the next highest posotion until a position of incompetence is reached. The principle is based on perceived incompetence in all levels of every hierarchy political, legal, educational and industrial and ways in whcih employees move upwards through a hierarchy and what happens to them after promotion. Peter suggests tow main means by which a person can effect their promotion rate. â€Å"Pull and push†. * Pull is an employee’s relationship – by blood, marriage and acqaintance – with a person above the employee in the hierarchy. * Push is sometimes manifested by an abnormal interest in study, vocational training and self-improvement. In small hierarchies push may have a marginal effect in accelerating promotion; in larger hierarchies the effect is minimal. Pull is therefore, likely to be more effective than Push. Parkinson’s Law A major feature of PL is that of the rising pyramid, that is â€Å"Work expands so as to fill the time available for its completion. There is little, if any, relationship between the quantity of work to be done and the number of staff doing it. Underlying this tendency are two statements; * An official wants to multiply subordinates, not rivals * Officials make work for each other What is driving leaders & organisations behaviour? * The continuous importance that consumers base on value of product and service. * The diverse workforce is also an important factor that drives organisational behaviour. * Consumers expect that organisation understands their needs and produces top quality products at best price possible. These demands place leaders in a challenged situation by domestic and global markets and competition. What are organisational factors? * Organisational factors may be identified as the organisational environment, structure & design * Individual characteristics, group behaviour * Overall decision making * The change processes adopted by the organisation The fast momentum in any industry highlights the importance of the leader to align the human resources with the organisational factors. Framing the Organisational behaviour Organisational behaviour may be studied under the following main contributors * The environment * The individual in the organisation * Group behaviour and interpersonal influence * Organisational process Organisational environment is the external and internal environment, the legal and political constraints, economic, technological changes and development all have an impact on the decisions that are taken by the management. The individual is the foundation of the organisation performance. This should therefore highlight the importance of managing individual behaviour at any level of the organisation. There are 3 important influences that mould the individual behaviour. 1. Individual characteristics 2. Individual motivation 3. Rewards Group behaviour Groups may form either intentionally by managerial decisions or form out of individual efforts. * Formal groups are groups that were intentionally created by managerial decisions * Informal groups are groups that form out of common interests and friendships that may have a negative or positive effect and therefore affect the organisation or individual performance. * Organisational processes are the communication, the decision making and the leadership elements that the organisation fosters as part of its culture and which in turn have an impact on the general performance of the individual and collective behaviour. Factors of organisation process Communication process is the ability of management to receive, transmit and act on information. The information integrates the internal activities with the external demand and information also integrates internally the activities of the organisation. Decision making process Decisions by managers have a direct impact on the employees well being, the organisation’s resources and the design and implementation of rules in a organisation. This should illustrate the importance of managers to communicate, assess and analyse the feedback of decisions and practises in the organisation. Leadership process Leaders in an organisation may be managers and non- managers. The manager may not always be the leader, yet leadership skills contribute in attaining the set goals. Some people believe that leadership styles should vary according to the situation, other believe that one style of leadership is effective in most situations. Importance of effectiveness * Surviving in the environment * Organisation ages- it forms, develops, matures and declines Importance of the Dimension of Time Quality, productivity, efficiency, satisfaction, adaptiveness and development are 6 general categories of effectiveness criteria. Each of the categories have a time base, short run criteria – 1 year, intermediate 5 years, long run are those for which the indefinite future is applicable. Personality Individual difference and work behaviour * Individual differences have a direct effect on behaviour because peole who perceive things differently behave differently. * Individual differences shape organisaitional behaviour and consequently, individual and organisaitional success. What is the ASA framework? This is the attraction- selection-attrition to careers and organisations. * Prospective employees are attracted to careers and organisations. * Organisations elect employees on the basis of the needs of the organisation. * Attrition occurs when individuals discover that they do not belong to the organisation. Studying individual differences at the work place is important since not addressing differences among employees may hinder from achieving organisation and personal goals. Understanding work behaviour Inorder to fully understand where individual differences arise the personal environment also needs to be given attention, weight and considered. Heredity factors are also important. An effective management must; * Observe and recognise the dufferences and * Study relationship between variables that influences individual behaviour. For discussion * What are the variables at work? * Give examples of work behaviour. Can you think of how these may be fostered on connected? The following variables impact employee productivity, creativity and performance extensively; * Heredity factors and diversity * Abilities and skills * Attitudes Heredity factors Gender, race and ethnic background are all heredity factors, mental and moral differences are also influenced by genetic inheritance and such factors mould each individual which in turn have a direct effect at work behaviour. 1.a Diversity * Diversity refers to those attributes that make people different from another. Primary dimensions of diversity include age, ethicity, gender, pyshical attributes, race and sexual orientation. When an employee is harassed as a resukt of diversity, due to isolation they become less enthusiastic in their job. * Managing diversity therefore ensures that employees become top level contributors especially in today’s †¦ Abilities and Skills * Ability is a pesson’s talent to perform a mental or pyshical task. * Skill is a learned talent that a person has acquired to perform a task. * Ability tends to be stable over time while skill tends to change according to training and experience. One needs ability to be a sales executive (appearance and manners are important) yet one may attain skills with years of experience in sales. * Mental ability therefore refers to the level of intelligence including comprehension, indicative or deictive reasoning, body language, associative memory etc. * Tacit knowledge is the work related to practical know how of the employees acquired eitehr through observation or direct experience on the job. Emotional intelligence – When you probe people to get to know them more * It is important that managers assess and attest abilities and skills snice no amount of leadership and motivation can make up for such deficiencies- job analysis therefore becomes important. * Job analysis is the process of defining and studying a job interms of tasks and behaviour and specifying responsibilities, education and training needes to perform a job – therefore removes guess work when recruiting. Attitudes Attitudes are deteriments of behaviour because they are linked with perception, personaility, fdeelings, etc therfore has a certain amount of importance to the managers. Attitudes are * Learned * Define one’s predeposition towards a given aspect or situation * Provide the emotional basis of one’s interpersonal relations and identifications with other * Attitudes are close to the core of personaility * Some attitudes are persistent and enduring while others are liable to change over time. Changing attitudes at the workplace How can a manager change attitudes of his employees? The process depends on three main factors / contributors 1. The Communicator 2. The Message 3. The Situation The Communicator * If the communicator is trusted and the employees perceive the manager as having prestige, they are more likely to change their attitudes. Employees change because they try to identify with a liked communicator and tend to adopt attitudes and behaviour of the liked individual. * A manager with a low prestige is not show respect / trust by peers and superiors – therefore more difficult to change attitudes of his team. The Message * Intentional and unintentional messages are delivered through verbal and no nverbal communication by managers. * The message delivered to employees has to be clear, understandable and convincing. * Developing persuasive verbal and non verbal communication skills is essential to managers. The Situation * The managers success in delivering a change in attitude also depends on the situation when the message is being delivered. * Distraction and pleasant surroundings are two factors that facilitate change in attitude (perks, performance allowance, training opportunities†¦) Is job satisfaction an attitude? Job satisfaction results from the perception of the job itself and the degree which there is a good fit between the individual and the organisation Factors to consider * Pay – not just the pay but the perceived fairness. * The work itself – are job tasks considered interesting? Do they provide opportunities for learning and accepting further / higher responsibilities? * Supervision – technical competence and interpersonal skills of the immediate boss. * Co workers – extent to which co workers are friendly, competent and supportive. Advancement opportunities – availability of opportunities Work conditions – the physical work environment is comfortable and supportive of productivity. Job security – it is reasonable expectation that one’s position is secure and contured employment within the organisation. Job relation in relation to Job performance on Effectiveness Are these 2 factors related or dependant on each other? * Attempts by management to satisfy employees may not mean higher performance while high performance may not mean that the employers are satisfied at work. * Discuss the ripple effects of rewards, warnings, absenteeism, fair promotion etc. That these have on job performance in general. Effect on OC Personality Personality refers to a relatively stable set of feelings and behaviour that have been significantly formed by genetic and environmental factors. * The manager attempting to understand his employees must give attention to the major forces that shape personality. * Cultural forces, heredity, family, relationship and social class are all factors that mould personality. How? * Culture – society, institutes various pattern behaviour with the result that members of a culture have common personality characteristics. * Heredity – varies from personality to another but are not constant since it is associated with values or ideals (temperament) * Family relationships – the experience one has with his parents, grandmothers, other family members / life experiences. * Social class – influences one’s self perception, perception of others, of work, of authority of money factor. * Personality is therefore a product (a number of forces that together have attributed to shape the unique individual). Personality is interrelated with perception, attitudes, learning and motivation – therefore analysis behaviour is incomplete unless personality is considered. Personality and Behaviour in Organisations The big five Personality Dimensions is key in understanding organisational behaviour. 1. Extroversion (Open minded, sociable, etc) 2. Emotional (Stability) 3. Agreeableness (More open to people, challenges and change) 4. Conscientousness (to understand your people’s attraction) Other three major factors are: Locus of control This relates to the extent to which employees believe that their behaviour will influence what happens to them. (Differing personalities of Internals & Externals). Self efficacy Personal beliefs of competencies and abilities. This has an impact on Org behaviour and decisions like selection, training programmes and goal setting and performance. Creativity This is a personality trait that requires deviation from the normal thinking to produce new and useful ideas. (Think in an unconventional way). While a personality factor of the individual organisations play an important role to develop creativity at work by giving opportunities and freedom to think and come forward with new ideas. Reward winning ideas and discuss failures positively to nourish creativity all round. The Importance of Culture National Culture is the sum total of the beliefs, rituals, rules, customs, artefacts and institution that characterise the population. How organisational transactions are conducted is affected by nation’s culture and its subcultures. Values, customs and rituals of cultures do not simply appear. They are revolutionary and are influenced by politics, religion, language and cultural aspects. Managing in the 21st century For effective management understanding different cultures and various organisational cultures is important in the 21st century. ../9 ../9 Adaptation to new environment is becoming a common occurrence and although adaptation from one origin to another is always difficult, it can be better understood by learning about organisational culture. Organisational Culture Organisational culture is the shared values, norms, beliefs and norms which influence the way employees think, feel and act towards others inside and outside the organisation. OC gives unique identity to an organisation Although culture cannot be seen, it can be sensed and felt through a person’s attitudes, emotions and perceptions. â€Å"The way we do things around here† Deal and Kennedy 1982 â€Å"The collective programming of the mind†, Geert Hofstede 2001. Hostede identified four dimensions of culture: power distance, uncenrtainty, avoidance, individualism and masculinity. Power distance is essentially used to categorise levels of inequity in organisations which Hofstede claims will depend upon managment style, willingness of subordinates to diasgree with superiors, and the educational level and status accruing to particular roles. Uncertainty avoidance refers to the extent to which members of a society feel threatened by unusual situations. High uncertainty avoidance is said to be characteristic in France, Spain, Germany and many Latin American societies. Individualism describes the relatively individualistic or collectivisit ethic evident in that particular society. The USA, France and Spain display high individualism. Masculinity refers to a continuum between masculine charactertistics such as assertiveness and competitiveness, and feminine traits such as caring, a stress upon the quality of life and concern with the environment. Can organisational culture be created by management? * Ann Cunliffe (2008) states that OC is important for 4 reasons *Slaps the image that the public has as an organisation * Influences organisational performance * Provide direction to the company * Help to attract and retain motivated staff Creating the desired OC may be difficult since imposing a particular culture may not be met with resistance. Why? Is disparity between what the management states as values and the reality with the employee an issue? What organisational factors may be attributed to the development of a desired OC? Communication is an organisational factor that is an important factor is developing and fostering an OC Why? Discuss with example? Communicating top down only leaves management out of touch from the real situation and may lead to a gap in culture that management wants to create another culture that actually develops. Uncover the levels of cultures Artefacts – Visible organisational structures and processes (had to decipher). Annual report, newsletter, furnishings are examples of artefacts. Espoused Values – Strategies, goals, philosophies (espoused justifications). Assumptions that tell individuals how to perceive, think and feel about work, human relationships and performance of colleagues. Basic underlying assumptions – Unconscious taken for granted beliefs, perceptions, thoughts and feelings (ultimate sources of values and actions). Summary with examples of Schein’s three levels of culture * Surface manifestation of culture – most accessible forms which are visible and audible behaviour patterns and objects (observable culture, send a message) * Organisational values – the accumulated beliefs held about how work hold be done and situations dealt with that guide employee behaviour ( be honest, be creative, work hard) * Basic assumption – invisible perceptions, taken for granted understandings, held by individual with an organisation concerning behaviour, the nature of reality and its relationship to its environment (stability, excellence, quality and responsibility). Where does OC come from? Values are the basic element that distinguishes one organisation from the other. Changing organisation structure and its process will mean a change in values and therefore a change in culture. Why? Discuss the difference on a change from tall hierarchy to a change in flat hierarchy.

IB HL Economics (Macroeconomic Policies) Essay

Deflationary fiscal policies and tight monetary policies will often be used in conjucture during times in which inflation is on the rise (perhaps a little too much), and when which the government aims to apply deflationary pressure to ensure that inflation does not rise too much. Deflationary fiscal policy is when government expenditure decreases and taxation increases. tight monetary policy is when the suppy of money is decreased and the interest rates are increased. Decreasing government expenditure will have the effect of limiting the amount of facilitation the government provides to society to consume/invest, pressuring society to decrease society’s consumption/investment/expenditure. likewise, low supply of money as well as high interest rates will apply a brake on firms and consumers expenditure as they now incur a higher opportunity cost in consuming/supplying/investing due to increased interest rates. Inflationary fiscal policy and loose monetary policy however, have the opposite effect on the economy, and this is because they are implemented at times when there is deflationary pressure on the price level (deflation). inflationary fiscal policy will increase government expenditure as well as decrease taxation, and loose monetary policy will increase the supply ofmoney as well as decrease interest rates. By increasing government expenditure you can now subsidise goods, lowering costs which will have the effect of increasing consumption, as well as provide training schemes to help those who are unemployed find a job. increasing the supply of money increase the amount of flow of money in the economy as there has been an increase in the liquidity in cash. low interest rates attract firms as well as consumers as the opportunity costs to invest/consume have been decreased. for instance, if car loans were previously at 7% during times of inflation (and the government implemented a tight monetary policy), but via deflationary pressure and central banks implementing a decrease in interest rates the car loan interest rate goes down to 5%, it would be much more economical for you to buy a car when it was at 5% than 7% (increase consumption, which would lead to an increase in the price level as overall demand increases)