Popper on Corroboration

The Role of Human Resources Management in an Organisation The WritePass Journal

The Role of Human Resources Management in an Organisation Introduction- The Role of Human Resources Management in an Organisation Introduction-DIFFERENCES BETWEEN HRM AND PERSONNEL MANAGEMENT-Organisation Structure and HRM strategy- Key HRM activities of Air-IndiaThe changing role of the Human resources Management-Human Resources Management Models- Harvard Framework Model of the Human resources Management-Functions of HRM at the Time of Austerity:Recommendation-ConclusionRelated Introduction- Human resource is considered as the backbone of any organisation. The concept of the Human resource management (HRM) had been debated in the literature. Initially the concept of HRM developed from U.S.A in the 1960s. It plays vital role in creating organisation. In the recent scenario human resources has added more values in developing country. The Human resource management is very fast growing concept. It has marvellous relevance in the productivity industry. Management of the people and staff practices and policies enable to carry organisation successfully. Human resource management is all about allowing staff to utilise their qualities in order to fulfil their contribution and role of the organisation motive and aim. Good human resource management is very much crucial if organisation want to entice and hold good staff. It also means that an organisation reduces risk to its staff and reputation. Human resources management can also reduce organisation cost. For example, good recruit ment processes and policies mean that organisation can recruit more staff that can carry their jobs very efficiently. On the counter part, good system for performance management mean that organisation has to ensure that they are achieving best from their staff. Human resource management included all management practices and decisions which may stimulus the employees. The Human Resources Management (HRM) included all activities like training; recruiting, satisfying employee’s needs and also confirming personnel and management practise. HRM also comprise managing an approach to provide compensation and benefits of employee. Evolution of the Human Resource function DIFFERENCES BETWEEN HRM AND PERSONNEL MANAGEMENT- Although both human resource management (HRM) and personnel management focus on people management, if we examine critically, there are many differences between them. Some are listed HRM, on the contrary, encourages organizations to look beyond pay for functional duties. Here, the pay is designed to encourage continuous job performance and improvement which is linked to value-added incentives such as gain sharing schemes, group profit sharing and individual incentive plans. The job design is no more functional based but teamwork and cyclical based. HRM creates a new approach towards job design such as job rotation which is inter and intra-departmental based and job enlargement which encourages one potential and capable individual to take on more tasks to add value to his/her job and in return enjoy added incentives and benefits. Organisation Structure and HRM strategy- Air-India is always well know importance of human resources and it HR polices are mainly focusing on best service in the airline industry. With the concentration on the same, Air-India also goes for campus recruitment from the colleges or universities to recruit young students for the company. The following the key factors for HR committee: Employee’s growth strategy Confinement and attraction strategies for worker To motivate learning within the company Human resource management department responsibilities can be broadly classified by individual, organizational, and career areas. Individual management entails helping employees identify their strengths and weaknesses; correct their shortcomings; and make their best contribution to the enterprise. These duties are carried out through a variety of activities such as performance reviews, training, and testing. Organizational development, meanwhile, focuses on fostering a successful system that maximizes human (and other) resources as part of larger business strategies. This important duty also includes the creation and maintenance of a change program, which allows the organization to respond to evolving outside and internal influences. The third responsibility, career development, entails matching individuals with the most suitable jobs and career paths within the organization. Human resource management functions are ideally positioned near the theoretic centre of the organization, with access to all areas of the business. Since the HRM department or manager is charged with managing the productivity and development of workers at all levels, human resource personnel should have access to and the support of key decision makers. In addition, the HRM department should be situated in such a way that it is able to effectively communicate with all areas of the company. HRM structures vary widely from business to business, shaped by the type, size, and governing philosophies of the organization that they serve. But most organizations organize HRM functions around the clusters of people to be helped they conduct recruiting, administrative, and other duties in a central location. Different employee development groups for each department are necessary to train and develop employees in specialized areas, such as sales, engineering, marketing, or executive education. In contrast, some HRM departments are completely independent and are organized purely by function. The same tra ining department, for example, serves all divisions of the organization. In recent years, however, observers have cited a decided trend toward fundamental reassessments of human resources structures and positions. A cascade of changing business conditions, changing organizational structures, and changing leadership has been forcing human resource departments to alter their perspectives on their role and function almost over-night, wrote John Johnston in Business Quarterly. Previously, companies structured themselves on a centralized and compartmentalized basishead office, marketing, manufacturing, shipping, etc. They now seek to decentralize and to integrate their operations, developing cross-functional teams. Today, senior management expects HR to move beyond its traditional, compartmentalized bunker approach to a more integrated, decentralized support function. Given this change in expectations, Johnston noted that an increasingly common trend in human resources is to decentralize the HR function and make it accountable to specific line manageme nt. This increases the likelihood that HR is viewed and included as an integral part of the business process, similar to its marketing, finance, and operations counterparts. However, HR will retain a centralized functional relationship in areas where specialized expertise is truly required, such as compensation and recruitment responsibilities. Key HRM activities of Air-India Organization The employment relationship Resourcing Utilisation The changing role of the Human resources Management- Human Resources Management Models- By using the core concept of the HRM there are mainly five basic models which are used in practise. The assessment is lead in the context of the recently liberalized economic environment. The five models of HRM namely ‘Matching model, Harvard model, Contextual, 5-P model and European model identifies the main research question developing from these that can be used to highlight the HRM practices. Harvard Framework Model of the Human resources Management- The model shows and characterizes as a real actor which is capable of making some degree of the same contribution which is related to the corporate objective within the organizational constraints. The framework of Harvard model mainly has five components which are mainly The situational factors which influence the management of HR strategy. This model involves workforce characteristics management philosophy factors. According to Beer et al (1958), In the Human resources management policies, Stakeholders interests are the very important. To satisfy the stakeholder HRM should be responsible and if they failed to do so then they have to face some problems. Air-India had faced some problems in their past. HRM of Air-India had developed a new policy with the government and also they fulfilled the expectation of stakeholders. Policies of HRM select and totally focus upon the management actions and decision in the HR management which can be appreciated on the bases of result from an interaction between choices and constraints. Air-India sees to that polices that are being implemented should be approachable to the employee. Regular feedback should be made in the company through the different mediums. Human resource outcomes are highly employee commitment to organizational goals. Individual performance is the leading to the cost effectiveness of product and the services. As mentioned above paragraph the HRM is in this Air-India organization is participating in six major areas. By Optimizing the success of the Air-India’s Service through effective management and the development of the most valuable employees is responsibility of HRM. The Harvard Framework model helps in maintaining good relations of HRM with the other department of management which includes decision making also. The strength of this model is that the classification of input and outcome of societal level and organizational level creates the basic for an analysis of comparative HRM. The weakness of this model is the absences of coherent theoretical basics for measuring the relationship between HRM performance and outcomes. Guest Model- David guest (1989) has advanced a more rigid conjectural framework, which reflects set of incorporated HRM practices cab achieve superior individual and organizational performance. The central theory of guest model is that if an integrated set of HRM practices is applied in rational fashion, with a view to achieve the normative goals of high commitment, high quality and task flexibility, then a superior individual performance will result. This model has six of its components: The Guest model (1989) is prescriptive in the sense that it is based on the assumption that HRM it is distinctively different from traditional personnel management (rooted in strategic management, etc.).It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach such as commitment have a direct relationship with valued business consequences. However, Guest (1989) has acknowledged that the concept of commitment is messy and that the relationship between commitment and high performance is difficult to establish. It also employs a flow approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. Like its American predecessors, this UK model is unitary (tying employee behaviour and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization. However it is being argued that the guest model does not identify the key difference between HRM and personnel management namely a shift from a hands on, fire fighting approach to a planning function of a company as being a part of the overall corporate strategy. Air-India continuously monitors its employees and sees that they are satisfied with the policies and their feedback is taken into the account for every policy that changes it makes. Other critics had observed that the guest model may simply be an ideal type towards which western organizations can move . Human resource management at organisational level- Human resource management consists of many aspects. Few organisations may feel overcome and uncertain about where to start making enhancements. This case is mainly for the organisation that do not have department which is precisely responsible for human resources management. There are many aids in human recourses management of having ownership with staff members. For example, the organisation can be kept informed on legal matters. A synchronized method can be taken with favour with practice and policy. This may help to ensure that the organisation have reasonable and reliable behaviour towards its staff. They have access to assistance on the issues which are related to the staff. Payments are fair and reliable. Good practice and strategy can be put in place. This enables best people to be recruited. Functions of HRM at the Time of Austerity: Human resource planning (HRP) is where the HRM professionals or management predict the need for new work forced based on the vacancy that exits or which is predicted for the future Recruitment Selection- Recruitment and selection play very vital role process and it is important to select the best staff for the organisation. This guide sets out best practices to assist in making process effective. The success of HRM is based on recruitment selection of employees of an organisation. The quality of the service is mainly influenced by recruitment and service of the organisation.   At the time austerity, Air-India started internal recruitment which was very effective tool in the recession. As Air-India needs to cut jobs and best aptitudes in the company can be offered challenges and new jobs opportunities. The organisation has set the job openings and the employees can compete for the defined job position. But the internal recruitment is not safe for all the employees it is only safe for those who want to get a new job challenge in the company. At the time of recession internal recruitment process in Air-India was very congested. The Human resources management have managed the full pr ocess open and transparent. All the Applications were managed and the employees got the feedback from the job interview.   After this Air- India designed whole recruitment process as temporary and healthy and all applications were recorded carefully as result of that there was no mess and no complain from employees in the whole process. The internal recruitment process helps to the company to reinforce it talents and capabilities at the time of austerity as the employees move to the better job position. Performance structure ropes an integrated human resource strategy which helps the accomplishment of business and organizational goals. In every organisation performance appraisals is plays vital role for their future organizational growth organisation must ensure to implements a comprehensible feedback process to their employees. At Air-India the Human Recourses team appraise the performance linked to the Air-India’s organisation goal by providing goal and also by there working strategy for their future growth. Performance management system comprises Performance appraisal is an important way to ensure that the organization implements a comprehensible feedback process for its employees in order to promote personal and organizational future development. Most high-performing organizations have procedures in place to offer structured response of all employees on a regular basis as a means of capturing the effectiveness of individual performance. Revision of employee performance will help the organization to get involved in this crucial process of managing employees more fairly and effectively. Training Development- Most of the organisation focuses on the training to their employees with the help the proper resources to achieve company’s goal. Air-India designated right person to motive for its training programme and start its development and training services.   Air-India concentrated on biennial training strategy to include funding required for the plan and an strategy for fulfilling the goal, objective and the procedures. Recommendation- For any organization no matter how big or small there is always room for improvement in HR. following are my suggestions Performance feedback- managers should meet individually with staff once is 3 months and provide a feedback on the particular staff members performance and suggest improvements that could be, made before the next meeting Clearly defined expectation from the staff managers to make it clear to employees on what is expected from them on a regular basis. Regular absenteeism managers should do a counselling with staff and find out if the employee has any grievances or job dissatisfaction which is causing the absenteeism. Defining career development goals motivating staff by showing them what they are working for and that they have a clear achievable career path with Air-India. Performance appraisal as an on-going thing rather than an annual thing. Setting S.M.A.R.T objectives for staff this should be set in direct alignment to Air-India corporate objectives. Authorised leave at the beginning on the year to provide staff leave forms that must be handed back within a given deadline so that holidays won’t affect the business and adequate staff to cover the shift. Constantly review HR procedures and policy to make sure it is up-to-date with the law and its suitability for HR. Training development managers to identify staff training and development needs and to work with HR department to ensure these needs are met Conclusion Human resources are a key element in the success or failure of monitoring programmes to meet their objectives. Without an adequate strategy to develop the human resources available and attract high calibre staff, monitoring programmes rapidly stagnate. Whilst poor quality of staff in water quality monitoring programme may reflect a wider difficulty in attracting staff to the sector, every effort should be made to invest in staff at all levels. Human resources development should encompass a much wider remit than training and should address issues such as career structures and professional development. It should also provide all levels of staff with the support and framework within which to function effectively and efficiently. Human resource management play a vital role in achieving organizational goals through HR planning and managing performance. In this assignment I have discuss different rolls of HRM in selected organization (Air-India).HRM not only responsible for HR planning and decision making. Through recruitment, training and development HRM selects best employees for organization which play its role to achieve strategic goals. Through HRM performance appraisal which makes an organization more efficient. It does not only focus on the overall strategic goal of an organisation, but also manage its human capital also helps in keep track on globalization and the effects or benefits it could have and at the same time have to monitor and updating the organizations HR policies and procedures. The HR department must not only attract, recruit, selecting and train and develop the workforce but also helps in monitoring through different methods.

Network design and simulation Essay Example | Topics and Well Written Essays - 1750 words

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The Perspective of Philosophy of Mind and Psychology Essay

The Perspective of Philosophy of Mind and Psychology - Essay Example The external explanations are odd with the empirical science we know psychology to be. Descartes eliminated the psychological characteristics in trying to explain the view that a soul is always conscious or thinking. To this perspective, an entity seems to have unactualized mental dispositions and capacities. It is doubtful that the argument by Descartes is not speaking of the physical organism that may be temporary without certain conscious states while remaining alive and physically capable of the state. Therefore, the argument of an entity imagined having neither the physical properties nor current conscious states for a period, which is against the laws of physical science. Therefore, with respect to science, it would not be clear to what it would mean to speak of it (Flanagan, 2007). The first law of the thermodynamics that relates a cause to be at least stronger as its effect does not go in line with Descartes views. The reason being that if otherwise taken into account, some o f the effects would be recorded in his explanations. An effect must at least be as its cause in strength. On the other hand, simply some of the case would end up disappear or not be perceived. Descartes gave arguments in his favour. Therefore, his external explanation does not fit with the first law of thermodynamics (Flanagan, 2007). If we can never know if humans have a nonphysical or spiritual aspect, the point of establishing scientific psychology is relevant. The argument above bases on empiricism as it is imperative in science. It states that the only source of our knowledge come through our senses.

(FAR) Getting the Contract Research Paper Example | Topics and Well Written Essays - 750 words

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Understanding Change Management In Nursing Leaders Nursing Essay

Understanding Change Management In Nursing Leaders Nursing Essay Leadership is defined as influencing people to achieve a purpose or set of goals, but differentiating it from management causes confusion in many instances (Tappen, Weiss and Whitehead, 2004; Senior and Fleming, 2006; Robbins, Judge and Sanghi, 2009). Leaders can be managers but not all managers can be effective leaders, making leadership an important aspect of effective management (Tappen, Weiss and Whitehead, 2004). Several attempts have been made over the years to explain the characteristics of an effective leader. Trait, behavioural/style, situational-contingency and transformational theories are some of the theories that have been proposed to explain these characteristics (Yoder-Wise, 2003; Tappen, Weiss and Whitehead, 2004; Senior and Fleming, 2006). Goleman (2000) also used competencies of emotional intelligence (self-awareness, self-management, social awareness and social skills) to explain these characteristics. Nevertheless, none of these theories seem to adequately explain the characteristics that make an individual an effective leader. Yoder-Wise (2003) recognises followership as attitudes exhibited by individuals that the leader comes into contact with and explains that followers collaborate and act with the leader. Mahoney (2001) states that all nurses must acquire leadership skills since nursing leadership ranges from the staff nurse caring for a patient to a nurse in charge of a hospital. Nurses in clinical leadership positions collaborate with other leaders in the healthcare system to promote positive change (Touati et al., 2006). However, Antrobus and Kitson (1999) criticise nursing leadership for its lack of external focus (socio-political impact on health policies). They recommend that, in addition to the knowledge on issues related to nursing practice, potential leaders of nursing should familiarise themselves with social and health policies, management and research. Sutherland and Dodd (2008) identify that a lot of changes are occurring within the healthcare system, driving the need for leadership development. As a clinical leader in the making, a sound understanding of strategies for change management would prepare me as an effective leader. This is a reflective essay on how I set up a personal development plan to gain much insight on strategies for change management. The reflection is guided by Gibbss reflective cycle (1988 cited by Jasper, 2003). Although Cotton (2001) sees reflective practice in nursing as a problem, Durgahee (1996) identifies that nurses are able to perfect their actions when they examine their experiences through reflection and, consequently, become conscious of how different elements of care inform total professional nursing practice. The essay begins with a brief introduction of my background, and a description of issues that led me to focus on change management strategies in my personal development plan. It, then, follows with a reflection on strengths, weaknesses, opportunities and threats that I have and how these would influence my career in the future. The plan is presented, beginning with my learning objective and actions that I hope to take to meet my learning objective. The literature is then reviewed, followed by an appraisal of my organisation and how I plan to implement change. The last section describes my progress. Professional Background I graduated with a BSc. Nursing degree from the Kwame Nkrumah University of Science and Technology (KNUST) in Ghana in 2008. I practised at the Komfo Anokye Teaching Hospital (KATH), also in Ghana, as a general nurse for one year before enrolling at the University of Nottingham for MSc. Advanced Nursing. My responsibilities, as stated by the Ghana Health Service (2005), are to: Assess care needs of patients, develop and implement plans of nursing care accordingly Formulate, initiate and revise patient care as condition warrants Participate in ward rounds Allocate tasks based on skill of staff Supervise staff and students in the ward Evaluate nursing care and ensure continuity of care In the third year of my undergraduate course, I was one of three students selected for a twelve-week exchange programme in the United States of America. The goal was for us to experience healthcare system and nursing practice in the USA and effect positive changes in nursing and healthcare at KATH. Generally, students who participate in such programs develop themselves, learn differences between cultures, and are able to compare healthcare systems and nursing in the respective countries (Scholes and Moore, 2000; Button, Green, Tengnah et al, 2005). Judging from the exposure I had in the USA, I felt I could make a major impact on my colleagues upon my return. Exchange students, whether short-term (1 4 weeks) or long-term (more than 4 weeks), expect to have a positive influence upon their return to their home countries (Button et al, 2005; Carty et al, 2002). I developed myself, to an extent, as a result of participating in the exchange programme. This was confirmed by some of my colleagues. I, also, learnt some of the similarities and differences in culture, nursing practice and healthcare between the USA and Ghana. Notwithstanding, the overall purpose of having positive impact on my colleagues was not realised. I believe that lack of a strategy to effect the proposed changes as well as failure to collaborate with the other exchange students were the major reasons for the failure. I expect to develop a teaching package to delay the progression of chronic kidney disease among patients with diabetes as my Advanced Nursing Practice module project and implement it at KATH. I, also, hope to gain new ideas on patient care while I am in the United Kingdom. Upon my return to Ghana, I aspire to assume a nurse-educator role. This job would give me some influence over the training of nurses at KNUST and KATH. All these have led me to focus on change management in my personal development plan so as to make positive changes in nursing at KATH. I should be able to reflect on my strengths, weaknesses, any opportunities and threats that may influence my aspiration to effect some changes at KATH and Pearce (2007) suggests that using SWOT framework is a good way to do this. Therefore, using the SWOT analysis framework, I identified the following: Strengths I am committed to what I do I am good at motivating others I have good interpersonal skills I have good presentation skills Weaknesses I attempt to please everybody I am too lenient Opportunities I am studying with colleagues from different parts of the world I have other experience from abroad I am likely to become a nurse-educator at KNUST Threat Majority of the staff may see me as young and inexperienced to lead them Pearce (2007) suggests that once threats have been identified, there should be a way to handle them. By confidently demonstrating the experience gained, developing good interpersonal relationships and clearly presenting shared visions, majority of the staff are likely to collaborate with me (Martin, 2006). THE PLAN Learning Objective Needs assessment assists individuals to set clear learning objectives for their personal development plan (Holloway, 2000). Reflection on the exchange program reveals that I lack ideas on strategies and skills required to lead change within an organisation. Therefore, it is my primary objective to use this personal development plan to learn and develop strategies to lead change in the institution that I work in. Actions to Meet the Objective The Management Standards Centre (2004a) suggests that leaders must possess three kinds of knowledge and understanding to be able to lead change successfully. These are general knowledge and understanding (example is knowledge on models and methods for leading organisational change, their strengths as well as their weaknesses), sector-specific knowledge and understanding (example is knowledge on emerging developments in the health sector) and context-specific knowledge and understanding (example is knowledge on areas within the organisation that need change, with reasons and priorities). To lead change successfully, leaders must, also, be able to describe the change process within the organisation and how it affects the people within (Mott, 1996). Considering these, actions that I consider as appropriate for me to meet my objective are as follows; Review literature on change management within organisations; Perform an appraisal of the organisation that I work in; and Plan the implementation of the change. Main resources that are needed to undertake these actions are time and literature on leadership and change management within organisations. I should be able to achieve my objective within seven months and the outcome measure for me would be my ability to identify change management strategies that would best fit my organisational context. LITERATURE REVIEW Change Management within Organisations Change in organisations is inevitable (reactive) and desirable but, usually, complex and difficult to bring about (Sturdy and Grey, 2003; Bellman, 2003; Boshoff, 2005; Dzik-Jurasz, 2006). Yet, there are many a time when change is proactive (planned) organisations make changes due to opportunities that they have to improve the workplace or their output (Dzik-Jurasz, 2006), and is also described as innovation. Change is very vital for healthcare institutions that seek to deliver quality and patient-centred care to its clientele, and nursing leadership is regarded as a linchpin for such changes to be successful (Dzik-Jurasz, 2006; Sutherland and Dodd, 2008). As a nurse aspiring to be a clinical leader, understanding the processes of change is, therefore, indispensable. Pettigrew, McKee and Ferlie (1988) state that leaders of change should focus on the content, the process, the context of the change as well as the successful regulation of the relationship between the three. They explain content as the specific areas where the change is expected to occur, and processes as the activities, expected reactions and interactions between the groups that seek to bring about the change. Context, as they explain, refer to internal and external factors that have influence over activities within the organisation. Lewin (1951 cited by Senior and Fleming, 2006) identifies three stages; unfreezing, moving and refreezing. At the stage of unfreezing, problems, needs or opportunities for change are identified, and the stage where new strategies or ideas are implemented causes individuals within the organisation to experience the change (moving). Finally, the stage of refreezing is reached when the change has been well integrated into the organisation (Yoder-Wise, 2003; Boshoff, 2005). Tappen, Weiss and Whitehead (2004), also, identify that change process is in four phases; description of the change, planning the implementation of the change, implementing the change, and integrating the change. Change starts when awareness of the need for it is created and ends when a complete evaluation of its expected effects has been done after the implementation (ibid). Lewin (1951 cited by Baulcomb, 2003) states that change is associated with certain forces that either facilitate or resist it; success would result when the forces facilitating the change exceed those that are resisting it within the context. Personnel within the organisation may be one of such forces. People resist change on the grounds of their psychosocial needs, the appropriateness of the change and, also, how the change affects their position and power (Tappen, Weiss and Whitehead, 2004). Therefore, they should be taken into consideration and be actively involved in the change process (Boshoff, 2005). Bennis et al. (1985 cited by Bellman, 2003) identify three strategies of change and these are rational-empirical, power-coercive and normative-re-educative strategies. Rational-empirical and power-coercive strategies both use top-down approaches while normative-re-educative approach employs a bottom-up approach. Top-down approach involves senior management generating the idea, planning and directly implementing the change while the bottom-up approach directly indulges the employees in the change process (Ryan, 2008). However, Ryan (2008) adds that top-down strategy alone is not effective for managing change at all times although it is very common under transformational leadership. Other strategies are education and communication; participation and involvement; facilitation and support; negotiation and agreement; and manipulation, cooptation, and coercion; and, dependent on the situation, these strategies may be used alone or in combination (Kotter and Schlesinger, 1979 cited by Yoder -Wise, 2003). It appears that the kind of strategy used would influence how the content of the change would be communicated to the parties involved. Action research is another change strategy and the process is said to begin when change is considered necessary (Bellman, 2003). Relevant data is collected systematically and reported to individuals who must act on it, after which plans are collaboratively formulated and the necessary actions undertaken research and action combined (Senior and Fleming, 2006). The process is in five stages (diagnosis, analysis, feedback, action and evaluation) and is described as problem-focussed, and able to reduce staff resistance because of their active involvement in the process (Robbins, Judge and Sanghi, 2009). Organisational Appraisal Komfo Anokye Teaching Hospital (KATH) is the second largest teaching hospital in Ghana, training many doctors, nurses and other paramedics in the Ashanti Region of Ghana. It is an autonomous service delivery agent under the Ministry of Health of Ghana (MOH, 2009a). In addition to training many of the health personnel in the Ashanti Region, many people within and outside the Ashanti Region seek healthcare there. As a result, provision of quality healthcare has always been the focus. An organisation that recognises the need for change, weighs costs and benefits, and plans for the change when the benefits outweigh the costs is ready for a change (Dalton and Gottlieb, 2003). KATH is, therefore, ready for change because some of its employees are sent overseas or to other parts of the country, whenever there is the need for a new skill or knowledge to be gained, to bring about a positive change within the hospital. This may be a factor that would facilitate my agenda to implement lead chan ge within the institution upon my return. However, Ghana, as a country is underdeveloped (CIA, 2008). Therefore, financial support, many a time, becomes a difficulty. Another challenge may be the fewer nursing staff. The Ministry of Health (2009b) estimates that there was a nurse-to-population ratio of 1:2024 in Ashanti Region and 1:1451 for the entire country in year 2007. Planning the Implementation of the Change This is the second stage of the change process, as was identified by Tappen, Weiss and Whitehead (2004), and it involves identifying possible resistant forces to the proposed change and identifying strategies to prevent or overcome them. The change strategies to adopt as well as how to communicate the need for change are considered at this stage (Management Standards Centre, 2004b). Bellman (2003) suggests that the normative-re-educative (bottom-up) strategy is suitable for changing practice within nursing. As it appears in my case, the need for change would be driven from bottom (an employee) to top (management) and is likely to be supported by the nurses since it is coming from their colleague. Nevertheless, others may resist the change because they might not see the need for it (Baulcomb, 2003). But Martin (2006) suggests that a clear presentation of the vision and need for change may cause a majority of the staff to support it. Flower and Guillaume (2002) suggest that unfreezing stakeholders of healthcare is a necessity to unfreezing the institution. Stakeholders at KATH for my project include the Director of Nursing Services (DNS), the Deputy Director of Nursing Services (DDNS) for the medical directorate, and the head of the diabetic clinic. When these key people are made to recognise the need for a change, then hospital management is likely to support the proposed change. In times like these when evidence-based practice is being advocated for (McEwen, 2007), I should be able to use evidence to justify the need for a change. I, therefore, plan to undertake a study that would compare the teaching package that I hope to introduce with the current approach used at KATH. If the new teaching package proves to be relatively successful, then majority of the staff are likely to appreciate the need for it. Progress Reflecting on the exchange program, I realise that the idea of bringing about change in practice was not clearly communicated. None of the processes of change, as has been identified now, were known at that time neither was there a strategy or a plan for the change. Some changes are unsuccessful because they are not clearly defined (Tappen, Weiss and Whitehead, 2004) and that is exactly what happened. Although I am still working on developing the teaching package that may be different from what is already present at KATH, I now realise that its purpose and effectiveness should be well communicated to other colleagues and management before the idea would be supported. I have discussed my ideas with the Director of Nursing Service of KATH and the Deputy Director of Nursing Services for the medical directorate and both of them seem excited about my idea. However, I have come to understand that all kinds of change are likely to face some form of resistance from the people (Baulcomb, 2003; Tappen, Weiss and Whitehead, 2004). I therefore, hope to apply the normative-re-educative (bottom-up) strategy because it has been identified as suitable for changing practice within nursing (Bellman2003). I also believe that such a strategy would let my colleagues feel actively involved in the change process and, hence, support it. Moreover, I hope to gain new insights from my visits to some hospitals and my interactions with some specialist nurses while developing the project. I, therefore, hope to modify my plans and strategies, when the need arises, in order to become an effective change agent within my organisation. Conclusion Personal development plans assist individuals to focus on specific needs and steps to take to achieve their objectives (Floodgate and Nixon, 1994). This essay has assisted me to reflect on my practice and roles as a leader. Whenever there is reflection, there must be a change in perspective (Atkins and Murphy, 1993). Development of change management strategies was identified as my learning objective. Actions to meet this objective were identified and pursued. Gibbss reflective cycle (1988) was used as a guide. Consequently, I have become familiar with different strategies that could be employed to effect and lead change successfully, and plans to implement these in my institution have been proposed, although they are subject to change when new insights are gained.

Freedom and Servitude in Shakespeares The Tempest Essay -- The Tempes

Freedom and Servitude in Shakespeare's The Tempest What is slavery? Is it an institution? A mental state? A physical state? Is it human nature? Or is, â€Å"†¦slavery is†¦an inherent, natural and eternal inheritance of a large portion of the human race† (Ruskin 307). Whether or not any one of these options is true, the fact remains that each says something about humanity. Therefore, when a play like The Tempest comes along, centering on the themes of freedom and servitude, one must look for the commentary that is thereby produced, keeping in mind that Shakespeare rarely lacked commentary. Of course, in Shakespeare’s way, there are several characters introduced within this theme. Hence, I pose the question: Who is the slave? Granted, all may embody different aspects of slavery, making â€Å"each character† the answer; but individually, each character still gives its own consideration to the topic. Following are the different possibilities of characters posing as the slave, leading to a discu ssion of freedom and servitude that is implied as a result. I will be relating the climate of slavery depicted in the play with other cultures, purely to give a frame of reference based on the general knowledge we have, given society’s history of slavery. ARIEL (since the character is gender non-specific, I will refer to him/her as â€Å"it† or â€Å"the spirit†) One of the spirits that Prospero has control over, Ariel, would be an assumed representative of servitude. The spirit’s role throughout the play is centered on the obeying of the orders that Prospero puts forth to be carried out. Ariel does have an apparent loyalty and respect for Prospero, though, which makes it easy for him to manipulate the spirit. He was, of course, the... ...n.htm. Gervinus, G.G. "The Tempest." The Shakespeare Criticism Volume 8. Gale Research Inc., Detroit. 1989: 304-307. Greenblatt, Stephen. Introduction to the Tempest. The Norton Shakespeare. New York: W.W. Norton and Co. 1997: 3047-3053 James, D.G. (Excerpt from a series of lectures delivered in 1965 at University College, London.) The Shakespeare Criticism Volume 8. Gale Research Inc., Detroit. 1989: 429-434. Knight, G. Wilson. "The Crown of Life." The Shakespeare Criticism Volume 8. Gale Research Inc. Detroit. 1989: 364. Ruskin, John. The Shakespeare Criticism Volume 8. Gale Research Inc., Detroit. 1989: 307. Shakespeare, William. "The Tempest." The Norton Shakespeare. Ed. Stephen Greenblatt. New York: W.W. Norton and Co., 1997: 3055-3106. Takaki, Ronald. A Different Mirror. Little Brown and Company, Boston. 1993: 191. Freedom and Servitude in Shakespeare's The Tempest Essay -- The Tempes Freedom and Servitude in Shakespeare's The Tempest What is slavery? Is it an institution? A mental state? A physical state? Is it human nature? Or is, â€Å"†¦slavery is†¦an inherent, natural and eternal inheritance of a large portion of the human race† (Ruskin 307). Whether or not any one of these options is true, the fact remains that each says something about humanity. Therefore, when a play like The Tempest comes along, centering on the themes of freedom and servitude, one must look for the commentary that is thereby produced, keeping in mind that Shakespeare rarely lacked commentary. Of course, in Shakespeare’s way, there are several characters introduced within this theme. Hence, I pose the question: Who is the slave? Granted, all may embody different aspects of slavery, making â€Å"each character† the answer; but individually, each character still gives its own consideration to the topic. Following are the different possibilities of characters posing as the slave, leading to a discu ssion of freedom and servitude that is implied as a result. I will be relating the climate of slavery depicted in the play with other cultures, purely to give a frame of reference based on the general knowledge we have, given society’s history of slavery. ARIEL (since the character is gender non-specific, I will refer to him/her as â€Å"it† or â€Å"the spirit†) One of the spirits that Prospero has control over, Ariel, would be an assumed representative of servitude. The spirit’s role throughout the play is centered on the obeying of the orders that Prospero puts forth to be carried out. Ariel does have an apparent loyalty and respect for Prospero, though, which makes it easy for him to manipulate the spirit. He was, of course, the... ...n.htm. Gervinus, G.G. "The Tempest." The Shakespeare Criticism Volume 8. Gale Research Inc., Detroit. 1989: 304-307. Greenblatt, Stephen. Introduction to the Tempest. The Norton Shakespeare. New York: W.W. Norton and Co. 1997: 3047-3053 James, D.G. (Excerpt from a series of lectures delivered in 1965 at University College, London.) The Shakespeare Criticism Volume 8. Gale Research Inc., Detroit. 1989: 429-434. Knight, G. Wilson. "The Crown of Life." The Shakespeare Criticism Volume 8. Gale Research Inc. Detroit. 1989: 364. Ruskin, John. The Shakespeare Criticism Volume 8. Gale Research Inc., Detroit. 1989: 307. Shakespeare, William. "The Tempest." The Norton Shakespeare. Ed. Stephen Greenblatt. New York: W.W. Norton and Co., 1997: 3055-3106. Takaki, Ronald. A Different Mirror. Little Brown and Company, Boston. 1993: 191.