Qualitative Research Essay Example | Topics and Well Written Essays - 750 words - 2

Qualitative Research - Essay Example Hubbard reckons the gendered attitudes and beliefs to arise from a merging of the students’ school, family and community ethos. Her results prompt the author to question â€Å"the wisdom of Ogbu’s undifferentiated treatment of the African American student population.† (p. 605). In her study, Hubbard found that a combination of ethnicity, class and gender determined the academic achievements of her subjects whereas Ogbu had asserted that under-achievement in schools by minority students was influenced essentially by cultural factors, and not by any inherent deficiency of racial, genetic or academic traits. According to Hubbard, â€Å"Recognizing the salience of gender in constructing academic identities extends the work Ogbu started and corrects an oversight that plagues his work.† (p. 606). Hubbard has chosen to focus on cases of successful minority students rather than look to explain the reasons for minority students’ failure. Through this study, Hubbard has tried to find answers to several questions including how to â€Å"account for the relative success of African American students who not only stay in school but also do well and become eligible for college?† What made the subjects of her study â€Å"not assume an ‘oppositional stance’, as Ogbu’s theory predicts?† and â€Å"why are female African American high school students typically more academically successful than their male counterparts?† The gender issue in the educational field is not a new phenomenon and it is not restricted to any ethnic group. In fact, low aspirations coupled with poor examination results in boys seem to be a global problem. Furthermore, gender-based differentiation vis a vis over-achieving girls and under-achieving boys has become a common feature in recent years so that experts in education are strongly advocating specific strategies intended to improve educational outcomes for

Organisations and behaviour Coursework Example | Topics and Well Written Essays - 2500 words

Organisations and behaviour - Coursework Example If managers are able to understand how different culture and structure can influence the performance of the organization, they will be able to manipulate their organizations performance through varying structure and culture of their institutions. Organizations can be defined as collection of individuals with an aim of achieving a common target (Flamholtz & Randle 2011, p.51). Therefore, every organization has a specific arrangement that determines the levels and flow of powers. This determines who is in charge of the others and also stipulates individuals’ status in the organization. The arrangement is determined by the functions individuals perform according to the area of their occupation. Individuals carry out the same task in the organization from time to time hence increases their work efficiency. This reduces the time of performing their duties hence saving cost of operation in the organization. Culture refers to the practices, standards and conducts that every individual member in an organization has to adhere to during their normal discharge of duties (Flamholtz & Randle 2011, p.54). Every organization has unique traditions that every member to that organization must uphold in order to be able to cope with other members and discharge their duties effectively (Fairfield-Sonn 2001, p.64). Therefore, the culture of each organization determines the conducts of the organizations’ employees and how the level of performance attained by the organization. Organizational structure defines the channel of flow of power within the workers in an organization (Jenks 2004). This streamline the flow of information within the organization as it moves from a specific source to the rest of the members. Organization structure affects individuals within an organization while organization culture may have a uniform impact on the organization (Jenks 2004). This is because structure

The Waco Crisis Case Study Example | Topics and Well Written Essays - 4750 words

The Waco Crisis - Case Study Example The objectives of the research are to be able to access views of different groups on the issue as well as on the beliefs of David Koresh and his followers. The social context that deals with the logic of the government during that time specifically the fact that no individuals or organizations have the intent for arsenal and harm of terror and destruction to the people, is also one of the main constraints in the study undertaken and presented. In addition, the analysis of the research revolves around the conflicts of the different parties that are involved specifically the government, members of the religious organization of David Koresh and the different agencies of the government that are involved in the crisis. The event is composed of a siege on the 28th day of February in 1993. The said incident transpired due to the aim of the United States Bureau of Alcohol, Tobacco, and Firearms (ATF) to investigate the Branch Davidian ranch in Mount Carmel, Waco, Texas. The members of the group of the Davidians resisted the investigation. The authorities then found the need to pursue with other modes of action. The even then escalated to an exchange of gunshots. The result of the exchange of gunshots left four dead agents and six Davidians (Anthony & Robbins, 1997). The said event that was considered as the firs... From the prior event, the siege had been undertaken through April 19. The fire that concluded the attack killed sixty-six people and destroyed the compound. Included in the victims were 21 children and 2 pregnant women as well as the leader of the Davidian group Vernon Wayne Howell who is popularly known as David Koresh. The whole event is what had been known as the Waco Siege (Anthony & Robbins, 1997). The Waco Crisis can be considered as one of the most important examples that can be sited in terms of conflict analysis. To be able to determine and analyze the situation it is important to consider different background information related to the Waco City and the event. A. The History of the Davidians in the Waco City The main focus is related to the Branch Davidian Seventh Day Adventist Church which was led by David Koresh. The said group had been established in 1930 in Los Angeles, California which is a group that separated from the Seventh Day Adventist. The site located in the Waco City has been chosen due to the significance of Mount Carmel in the Bible. The main structure that housed the group is composed of a wooden edifice that functions for the different needs of the group such as administrative and storage (Anthony & Robbins, 1997; The Columbia Encyclopedia, 2004). The group is living in the area on the belief that the apocalypse is about to take place and for that matter they are getting themselves ready. Basically that time, those who had not establish a home in the area stayed on temporary shelters and even different forms of vehicles. The properties that the member owned are sold prior to the believed apocalypse. The background of the Waco City can be considered essential in the determination of the events that had

The problems, failures, and disadvantages of computer technology Essay Example for Free

The problems, failures, and disadvantages of computer technology Essay 1. The Internet is a Playing Field for Piracy and Privacy Violations 2. Green Dam Curtails Freedom of Expression 3. Computer Technology Tramples on the Freedom of People in Iran 4. Censor: Regulating the Digital Environment is Difficult and Challenging 5. A Failure: The Vulnerability of Computer Technology to Hacking 6. Computer Technology Fails to Secure Cyberspace from Breaches 7. Officially Permitted Hacking: Ethical or Not? 8. Twitter Personal Accounts, Breached 9. Computer Technology gives Large Enterprises Power over Consumers 10. What makes Smoking and Computers Similar? They’re Dangerous to Your Health The Internet is a Playing Field for Piracy and Privacy Violations During the previous month, there have been legal conflicts and arguments in France about the approval and endorsement of an Internet law proposed by the nation’s ruler, Nicolas Sarkozy. President Sarkozy has proposed a law in April that was intended to fight piracy in the country. The law included a proposition of developing an agency that would handle anti-piracy operations, which would be called HADOPI. If approved, the agency would be responsible for tracking down the people who are downloading copyrighted content from the Internet without the permission or approval of the proprietors. However, the efforts of President Sarkozy were scrapped since it was denied by the French courts. In addition, the proposed law has earned many protesters who saw it as a violation to human rights and a biased move to protect large companies that operate through recording, music and movie production, and so on. The situation relates to two opposing issues – Privacy and Intellectual Property. Although the approval of the law may be used to deal with piracy, which is a known crime, its implementation is also a crime in itself because it violates human rights. This is because the law would authorize HADOPI to track down the accounts and activity of online users, which is a clear violation of the people’s right to privacy. The issue appeals to society because it will question what the law and other similar laws truly protect: the interest of the people or large enterprises. This urges society to become involved with policy development and implementation and for law-making bodies or legislators to observe fairness, rationality, and ethics in drafting and endorsing laws. The important thing to remember is to let large enterprises and online users compromise in order to protect the interest and meet the demands of both parties similarly. Bremner, C. (2009). Top French Court Rips Heart Out of Sarkozy Internet Law. Retrieved 18 Jul 2009, from Times Online. Website: http://technology. timesonline. co. uk/tol/news/tech_and_web/article6478542. ece Green Dam Curtails Freedom of Expression The Republic of China is being criticized for its effort in demanding the installation of the Green Dam Youth Escort software in all computers effective this month. The Green Dam is a computer program that has filtering capabilities. Its installation in computers allows the blocking or filtering of various websites in the World Wide Web such as pornographic sites, violent sites, and so on. However, the organization Human Rights Watch has protested against the Chinese government’s schemes because the Green Dam defies the universal right to freedom of expression. The criticisms arose when the Human Rights Watch found out that the Green Dam was also capable of filtering information in the World Wide Web that discusses politics and presses out the accounts and statements of homosexuals in China. Computer users with Green Dam softwares shall not be able to choose which sites they want to filter out. Perceptibly, the issue presented above relates to the topic of freedom of expression. The Chinese government’s efforts to lobby for the installation of the Green Dam software is a clear violation of the freedom of expression because the software was programmed to be predisposed in choosing which sites people might be able to access. It may be a political scheme for the government to control the kind of information being sent out to the public in order to prevent the disclosure of appalling repositions by the government, but it is definitely discriminatory towards gays, lesbians, bisexuals, etc. Controlling access to the World Wide Web affects society such that the liberty of the people to express themselves and to access any kind of information they want through the Internet is being curtailed by a computer software. This is a sign for the technology industry and the people to come together and support ethics and human rights. Human Rights Watch. (2009). China: Filtering Software Challenges Computer Industry. Retrieved 17 Jul 2009, from Human Rights Watch. Website: http://www. hrw.org/en/news/2009/06/19/china-filtering-software-challenges-computer-industry Computer Technology Tramples on the Freedom of People in Iran With the support of human rights interest groups such as Amnesty International, Freedom House and other representatives of foundations and institutes that advocate for the implementation and observance of policies on human rights, the plight of the people in Iranian has been revealed publicly. Apparently, the Iranian government is implementing strict measures in order to inhibit online freedom in the country. This move was politically motivated, such that the government in Iran is trying to limit the amount of information being publicized through the Internet, specifically on facts about the elections and causes of demonstrations from the masses. The Iranian population has been outraged by the extreme online restrictions the government has implemented. Even social networking sites that were meant to be private online sites or spaces for people have been filtered through sophisticated computer applications in order to prevent the people in Iran from posting their personal thoughts and opinions. The situation in Iran does not only relate to the issue of freedom of speech or expression, but also the right of the people to adequate and unbiased information. The violations of the Iranian government stretch out to graver circumstances since it has resorted to physical violence towards online writers or journalists who post local information for the world to see. The resolution of such situations also relates to the observance and assertion of professional ethics and responsibility; that is, the moral sense to end the Iranian government’s oppression of the masses. This is just an example that conveys the two sides of computer technology. It may be used to benefit man, but at the same time, people may use it to trample on freedom and human rights. It serves as a reminder for people to always be vigilant and stand their ground against tyranny and. Robinson, D. (2009). Human Rights Groups, Media Organizations Call for Internet Freedom in Iran. Retrieved 18 Jul 2009, from Voice of America. Website: http://www. voanews. com/english/2009-06-18-voa67. cfm.

Factors When Planning Recruitment In Health And Socialcare Nursing Essay

Factors When Planning Recruitment In Health And Socialcare Nursing Essay Introduction Employment of individuals in health and social care organisations is a challenge given the complex nature of the goals of quality patient care and efficient utilisation of the resources, variety of professionals working in such organisations and different motivation needs of the employees (Benson-Dundis, 2003). Appropriate Human Resources (HR) strategies and leadership and management style can address the issues of staff recruitment and retention in the health and social care organisations (Price, 2003). The following essay aims to critically analyse these factors which should be taken into consideration to recruit and retain individuals in these organisations. The essay begins by understanding the process of recruitment and the HR strategies which can ensure that appropriate individuals are employed for the job position. This is followed by a discussion on team working in the health and social care organisations and the manner in which effective team working can be achieved. Next, the essay will discuss the manner in which the organisations can address the staff’s needs of learning and professional development and the final section of the essay will discuss the role of appropriate form of leadership and management style in retaining the employees and ensuring their job satisfaction. Recruitment in Health and Social Care Recruitment in the health and social care is the process of identifying and engaging appropriate individuals who can help the organisation to meet the health and social care needs of quality and efficiency (Buchan, 2000). However, Eaton (2011) argues that organisations which only focus on developing better recruitment and filtering strategies adopt a very constricted view of Human Resources Management (HR). He mentioned that the organisations should be also concerned about retention of these individuals who were selected, hired, trained and imparted the crucial experiential knowledge. This understanding guides the discussion to value the two pillars of recruitment and retention in health and social care HRM. The aspects of retention and meeting the motivational needs of the staff will be discussed later in the essay. At this point, it is essential to consider the factors which are indispensable while employing individuals in the health and social care organisations. The relevant literature supports that the job vacancy should be sufficiently advertised through appropriate sources which will inform the target set of individuals with desirable skills and knowledge about the prospects of potential employment (Den Adel et al, 2004). However, Price (2003) mentioned that the recruitment officials should be able to respond to the fast-paced nature of the Information Technology (IT). He mentioned that along with advertisements in newspapers, healthcare magazines, agencies and recruitment consultants, the HR staff should also demonstrate the ability to engage the potential employees through e-recruiting. For instance, recent graduates could be informed about the vacancy through their preferred means of communication, such as social networking and e-mails (Truss et al, 2012). Job advertisement should be able to provide concise and comprehensive form of information to the candidates by appropriately describing the role, job description and person specification. Michie and West (2004) supported that this form of information is helpful for the organisations, HR teams and the candidates and should include duties and responsibilities, job purpose, location, type of contract, working hours, wages and benefits. At the same time, Kabene et al (2006) highlighted the importance of skill matching the candidate with the responsibilities of the job position. For instance, Buchan (2000) mentioned that while recruiting health and social care managers, the recruiters should ensure that the candidate is aware of the national health and social care policies legislations and national targets. Similarly, while recruiting nurses, the recruiters should ensure that the candidate is equipped with the 6Cs principle comprising of nursing skills of care, compassion, courage, communication, competence and commitment (O’Brien-Pallas et al, 2001). However, Buchan (2000) highlighted the aspect of the recruiters own knowledge and awareness of the recruitment policies and fair practice. He mentioned that the recruiters should demonstrate adherence to the national employment laws which lay the foundation of equality and diversity at workplaces. Dubois et al (2006) also supported that the recruiters should be able to explicitly demonstrate the fairness and transparency of the recruitment process and any practices of favouritism should be appropriately addressed with immediate actions. The legislative and policy frameworks act as the common reference of guidance for the recruiters in health and social care organisations. The Equality law consisting of the Equality Act 2010, The Maternity and Parental Leave Regulations 1999 and Work and Families Act 2006 prohibits discrimination on the grounds of colour, race, gender, religion, disability, sexual orientation, ethnic origin, nationality and marital status (Truss et al, 2012). The National Health Services (NHS) organisation in the UK has set out its mission statement of aiming to employ a diverse workforce who reflects the communities and groups using the NHS services (Price, 2003). Health and social care organisations in the UK aim to utilise the Individual Merit Principle which directs the recruiters to employ candidates only on the basis of their knowledge, skills and experience (Truss et al, 2012). However, the recruiters also have to consider the factors which ensure adherence to the ethical HR practices such as protection of the information of the employees and candidates. The Data Protection Act 1998 guides the HR staff to maintain the confidentiality of the information of the employees and candidates (Truss et al, 2012). Employees’ and candidates’ personal data should be obtained only for the lawful purposes relevant to the employment (Price, 2003). Similarly, the Freedom of Information Act 2000 guides the recruiters to maintain transparency of the process of recruitment (Truss et al, 2012). The recruitment of the overseas nationals should be undertaken while adhering to the UK immigration policies of right to work in the UK (Price, 2003). The trio of paper or online application, interview and references is the most common framework followed by the recruiters of the health and social care organisations (Hongoro et al, 2004). However, it is argued that in order to ensure that the most appropriate individuals are employed in the health and social care organisations, the recruiters should aim to use a mix of various recruitment approaches (O’Brien-Pallas et al, 2001). These approaches are online questionnaires, aptitude tests, interview performance, assessment centre performance, personality profiles, appraisals for internal candidates and references (Michie West, 2004). Some authors (Hongoro et al, 2004) mentioned that candidate selection on the basis of interview can be misleading as the candidates are highly likely to provide biased responses which might not necessarily reflect the actual thoughts and personality of the candidate. Despite this criticism of interview-based selection, interviews still remain one of the most popular, feasible and economic form of candidate selection (Michie West, 2004). Eaton (2011) supported interviews as the means of providing information to the candidate, addressing the candidates’ queries related to the job position and verifying the assumptions made by the recruiters when they evaluated the candidates’ application and Curriculum Vitae (CV). Similarly, recruiters in the recent years are also acknowledging the importance of the psychometric tests in order to identify any attitude or behaviour-related differences between the candidates and in order to predict their future behaviours while working in the organisation (Hongoro et al, 2004). The recruiters should then undertake the procedure of candidate assessment and comparison. Candidate assessment is the procedure where each candidate is evaluated for the specified job and comparison is the practice of identifying the individual whose skill, knowledge and experience meet the job specification (Truss et al, 2012). Team Working in Health and Social Care In order to understand the manner in which teams work in health and social care, it is first essential to identify the importance of group interaction. Atwal and Caldwell (2005) supported that in a typical health and social care organisation, the groups perform the five important roles of forming, storming, norming, performing and adjourning. In the forming stage, individuals within a team start the process of knowing each other which is followed by storming where these individuals start understanding each other in order to develop a bond and a feeling of mutuality. In the norming stage, the individuals attempt to relate themselves with the internal group values, beliefs and norms and focus on the aim of the team. In the performing stage, these individuals act in order to meet the team goals by following the relationship-oriented leadership style and in the final stage of adjourning, the team members address the issues of closure after achieving the team goals. These five stages of team interaction provide a general overview of the team relationships in health and social care; however Baker et al (2006) argued that team interaction is a highly complex subject and any single theory cannot capture the level of this complexity. They supported this argument by highlighting the different types of leadership and its impact of the motivation levels of the team members. Teams are comprised of leaders and followers who perform in their respective roles in order to meet the overall goals of the team (Nishii-Ozbilgin, 2007). In health and social care, leadership is defined as an organisational role responsible for achieving a structured form of relationship amongst the team members and is able to exert influence in order to derive expected employee performance (Mullins, 2007). Another definition of leadership supported that leadership is an entity which is responsible for removal of the social barriers and is able to meet the highest level of the members’ motivational needs (Mullins, 2007). These two definitions show the two most prominent styles of leadership, the first definition is reflecting an autocratic form of leadership and the second definition is describing a democratic view of leadership. Followership is a more recently studied phenomenon and the two types of followers are described as active or passive followers where the former believes in creative thinking and the latter likes to follow the provided instructions (Nishii-Ozbilgin, 2007). The types of leadership and followership add to the complexity of team interaction which makes every team in the health and social care organisations unique in their functioning and team relationships. Health and social care organisations have a variety of teams with their unique set of knowledge, skills, relationship and experience (Cadman-Brewer, 2001). Some of the common teams are patient handling teams, representatives, carers, campaigning teams, teams of doctors and nurses, management teams and health and hygiene awareness promoters and caterers (Baker et al, 2006). However, Atwal and Caldwell (2005) argued that despite the variety of teams in health and social care, there are certain common factors which should be addressed in order to allow these teams to work effectively. These factors are team collaboration, stability, composition, leadership, senior leadership support, clinical specialist leadership and the members’ knowledge and experience of quality improvement (Nishii-Ozbilgin, 2007). Effective team working in health and social care can be developed by allowing the members to present their diversity of skills, developing inter-team understanding and bonds and maintaining an honest approach (Mullins, 2007). Similarly, Atwal and Caldwell (2005) highlighted the importance of communication between the team members by mentioning that the diversity of skills would not be appropriately utilised in the absence of communication. Many authors (Buchan, 2000; Mullins, 2007; Price, 2003) have identified leadership as the catalyst for effective team working in health and social care and Baker et al (2006) supported that the organisations should invest in leadership development sessions. At the same time, Atwal and Caldwell (2005) mentioned that effective team working can be developed by identifying the individuals’ training and development needs of the members. Staff Training and Development Eaton (2011) mentioned that the team members’ training needs can be identified by collection of feedback from individuals through one-on-one and group discussions. Similarly, Adams and Bond (2000) support that along with discussion-based feedback collection, the organisations should also aim to obtain objective data in the form of questionnaires and information on skills and knowledge provided by the employee on their CV. On the other hand, Benson and Dundis (2003) supported that the data on staff’s learning needs and development can be collected through observation of their performance. The use of SWOT (Strengths, Weaknesses, Opportunities and Threat) analysis framework is supported by other authors (Mullins, 2007) for specifically identifying the future learning needs of the employees. The role of staff brainstorming sessions on the subject of future skill acquisition and development is supported by Benson and Dundis (2003). Following the identification of the training needs, the health and social care managers should undertake measures for continuous professional and personal development of the employees. The organisations can promote academic knowledge acquisition of the experienced staff by funding their advanced academic programmes, such as post-graduation (Buchan, 2000). Similarly, Adams and Bond (2000) mentioned that the organisations should also aim to organise regular staff training and education sessions. The role of the external educators is highlighted by Dussault and Dubois (2003) as they mentioned that often external educators are able to deliver a newer perspective on the quality improvement issues. Benson and Dundis (2003) further mentioned that the organisations can ensure staff learning and development by providing them access to the library resources where the staff can consult the journals in order to update their clinical knowledge and competency. This also allows the staff to reflect on their performance and identify future action-plans (Eaton, 2011). Reflection is a crucial component of nursing professional development and therefore organisations should promote this practice (Benson-Dundis, 2003). In addition to reflection-based learning, the junior and relatively less experienced members of the staff should be guided by a practice-based mentor who can identify the various learning needs of these employees (Eaton, 2011). Based on these strategies and identification of the staff’s learning and professional development needs, the organisations should implement the Staff Development Programme (SDP) which will enable the employees to become competent practitioners. The managers should gather the information of the number of staff members to be enrolled in the programme and this knowledge can be obtained by requesting the target group of staff to submit the SDP application form (Eaton, 2011). Thereafter, the nature of the programme should be taken into consideration; SDP should be feasible, economical and comprehensive in nature (Eaton, 2011). The delivery of the SDP should be meticulously planned so that it meets the initial aims of staff development and learning (Price, 2003). The SDP should also include the assessment system so that the effectiveness of the programme can be evaluated and future SDP improvement goals can be identified (Benson-Dundis, 2003). Most importantly, Adams and Bond (2000) supported that the staff should be adequately informed and engaged during the planning and delivery of the SDP so that the programme can gain from the staff feedback. Based on this understanding, I will attempt to evaluate the effectiveness of the Staff Nurse Development Programme (SNDP). The programme lacked a comprehensive approach in its design as the programme did not include the development of additional competencies. However, the programme adequately informed the staff by providing a set of guidelines for the staff and the assessors, structure of the programme, core competencies, assessment framework, literature on the source of evidence, implementation, review forms and personal development plan. The staff’s feedback was collected after the completion of the programme and most of the members of the staff expressed that the programme was effective and helped them to identify areas of competency development. Leadership in Health and Social Care Organisations As mentioned previously, there are two principle forms of leadership, autocratic and democratic. The present health and social care organisations understand the importance of using democratic form of leadership as the way of promoting strong organisational culture and staff engagement (RCN, 2005). Based on these two forms of leadership, the literature on leadership has identified the relevant styles of leadership, transactional and transformational (Mullins, 2007). A transactional leader believes in reprimanding sub-standard results and rewarding good performance (Sullivan-Decker, 2009). Similarly, a transformational leader concentrates on staff relationships as the means of collectively addressing the organisational goals (Sullivan-Decker, 2009). A transformational leader utilises his/her exceptional communication skills in order to encourage the staff to engage in the decision-making process and express their concerns (White, 2012). On the basis of these characteristics and traits, a transformational leader is supported as more suitable for leading staff in health and social care. This is because a transformational leader will be able to derive better collaborative working amongst different professional groups, such as doctors and nurses (RCN, 2005). Working relationships in health and social care organisations can be managed by change in the organisational culture (White, 2012). Organisational culture is a form of umbrella term which includes the perceptions, behaviours and actions of individuals in an organisation (Michie-West, 2004). In order to achieve an effective Multi-Disciplinary Team (MDT) working , the leadership roles should address the issues of employee job dissatisfaction, lack of staff communication and knowledge sharing (Atwal-Caldwell, 2005). A transformational leader should organise interactive sessions where the employees should be motivated to express these aspects (Mullins, 2007). The management should respond to these concerns and change its existing autocratic style of managing the employees and develop a participative and collaborative organisational culture (RCN, 2005). The understanding of the different management approaches has contributed to my professional and personal development. I have observed that in the bottom-up management practices, the employees are included in the decision-making process and feel valued by the organisation. On the other hand, in the top-down management approach the staff is not included in the crucial organisational decisions and feels more concerned about their own position rather than the organisational goals of quality and efficiency in health and social care. Conclusion The essay critically discussed the factors to be considered for planning recruitment in health and social care organisations. The essay discussed that the job vacancies should be adequately advertised and should include concise and comprehensive form of information on job description and person specification. The HR recruiters should have updated knowledge on the UK employment and other relevant laws such as the Equality Act 2010, Data Protection Act 1998, Work and Families Act 2006 and Freedom of Information Act 2000. The recruiters should utilise the different recruitment approaches such as personality profiles, aptitude tests, online questionnaires, interviews, assessment centre performance appraisals for internal candidates and reference to select the most suitable candidates. Thereafter, the relevant theories of effective team working such as the five stages of team interaction and leadership and followership were discussed. Some of the common teams in the health and social care organisations are patient handling teams, representatives, carers, campaigning teams, teams of doctors and nurses, management teams, health and hygiene awareness promoters and caterers. Effective team working can be achieved by addressing the factors of team collaboration, stability, composition, leadership, senior leadership support, clinical specialist leadership and the members’ knowledge and experience of quality improvement. The staff training needs can be identified through workplace observations, collection of feedback and SWOT analysis. Employees’ continued professional development can be ensured by funding for their advanced education, providing access to library resources, conducting education sessions and providing practice-based mentors for the junior staffs’ learning needs. A transformational leader is more suitable for leading the staff in health and social care because a transformational leader will be able to derive better collaborative working amongst the different professional groups, such as doctors and nurses. My own understanding and experience support that a bottom-up management style is more successful in achieving a better staff participation and commitment towards the organisational goals. References Adams, A., Bond, S. (2000) â€Å"Hospital nurses’ job satisfaction, individual and organizational characteristics.† Journal of Advanced Nursing, Vol. 32 (3) pp: 536–543. Atwal, A., Caldwell, K. (2005) â€Å"Do all health and social care professionals interact equally: a study of interactions in multidisciplinary teams in the United Kingdom.† Scandinavian Journal of Caring Sciences, Vol. 19 (3) pp: 268–273. Baker, D. P., Day, R., Salas, E. (2006) â€Å"Teamwork as an Essential Component of High-Reliability Organizations.† Health Services Research, Vol.41 (4p2) pp: 1576–1598. Benson, S. G., Dundis, S. P. (2003) â€Å"Understanding and motivating health care employees: integrating Maslows hierarchy of needs, training and technology.† Journal of Nursing Management, Vol. 11(5) pp: 315–320 Buchan, J. (2000) â€Å"Health sector reform and human resources: lessons from the United Kingdom† Health Policy and Planning. Vol. 15 (3) pp:319-325 Cadman, C., Brewer, J. (2001) â€Å"Emotional intelligence: a vital prerequisite for recruitment in nursing.† Journal of Nursing Management, Vol. 9 (6) pp: 321–324. Demerouti, E., Bakker, A. B., Nachreiner, F., Schaufeli, W. B. (2000) â€Å"A model of burnout and life satisfaction amongst nurses.† Journal of Advanced Nursing, Vol.32 (2) pp: 454–464. Den Adel, M., Blauw, W., Dobson, J., Hoesch, K., Salt, J (2004) â€Å"Recruitment and the Migration of Foreign Workers in Health and Social Care†. IMIS-Beitrage Vol.25 pp: 201 230. Dubois, C. A., Nolte, E., McKee, M. (2006) â€Å"Human resources for health in Europe.† In Dubois, C.A., McKee, M., Nolte, E (eds.) Human Resources for Health in Europe eds. Maidenhead: World Health Organization, Open University Press. pp. 1–14. Dussault, G., Dubois, C.A. (2003) â€Å"Human resources for health policies: a critical component in health policies† Human Resources for Health. Vol. 1 pp: 1-16 Eaton, S.C. (2011) â€Å"Beyond ‘unloving care’: linking human resource management and patient care quality in nursing homes† The International Journal of Human Resource Management. Vol. 11 (3) pp:591-616 Hongoro, C., McPake, B. (2004) â€Å"How to bridge the gap in human resources for health† The Lancet. Vol. 364 (9443) pp:1451-1456 Kabene, S.M., Orchard, C., Howard, J.M., Sorianol, M.A., Leduc, R. (2006) â€Å"The importance of human resources management in health care: a global context† BioMed Central. Vol. 4 pp:1-7 Michie, S., West, M. A. (2004) â€Å"Managing people and performance: an evidence based framework applied to health service organizations.† International Journal of Management Reviews, Vol. 5 (2) pp: 91–111. Mullins, L.J. (2007) Management and Organisational Behaviour. 8th Edition. Great Britain: Financial Times Pitman Publishing Imprint Nishii, L.H., Ozbilgin, M. (2007) â€Å"Global Diversity Management: A Conceptual Framework†, International Journal of HRM. Vol.18 (11). Pp: 1993-1894. O’Brien-Pallas, L., Baumann, A., Donner, G., Murphy, G. T., Lochhaas-Gerlach, J., Luba, M. (2001), â€Å"Forecasting models for human resources in health care.† Journal of Advanced Nursing, Vol. 33 (1) pp: 120–129 Price, A. (2003) Human Resource Management in a Business Context (2nd edn.) , London: International Thomson Business Press. RCN (2005) RCN Clinical Leadership Programme: Transforming Clinical Leaders to become Agents of Positive Change. Royal College of Nursing. [Online] Available at:http://www.rcn.org.uk/__data/assets/pdf_file/0009/78651/002524.pdf (10 October Accessed 2014) Sullivan, E. J., Decker, P. J. (2009) Effective Leadership and Management in nursing (7th edn.) New Jersey: Prentice Hall Truss, C., Mankin, D., Kelliher, C. (2012). Strategic human resource management. New York: Oxford University Press. White J. (2012) â€Å"Reflections on strategic nurse leadership.† Journal of Nursing Management Vol. 20 (7) pp:835–837

Hunger in Richard Wrights Black Boy :: Wright Black Boy Essays

Hunger in Black Boy Have you ever experienced real hunger? The kinds of hungers that Richard experiences in Black Boy are not evident in the society where you and I reside. The present middle class citizens cannot really relate to true physical hunger. Hunger for most of us is when there is nothing that we desire to eat around the house and therefore skip one meal. This cannot even compare to the days that Richard endures without food. Physical hunger, however, is not the only hunger apparent in Richard's life. Richard suffers from emotional and educational hungers as well. He yearns for such things as mere association with others and simple books to read. Both of which are things that most people take for granted. This efficacious autobiography, Black Boy, by Richard Wright manifests what it is like to desire such simple paraphernalia. From a very early age and for much of his life thereafter, Richard experiences chronic physical hunger. "Hunger stole upon me slowly that at first I was not aware of what hunger really meant. Hunger had always been more or less at my elbow when I played, but now I began to wake up at night to find hunger standing at my bedside, staring at me gauntly" (16). Soon after the disappearance of Richard's father, he begins to notice constant starvation. This often reappears in his ensuing life. The type of hunger that Richard describes is worse than one who has not experienced chronic hunger can even imagine. "Once again I knew hunger, biting hunger, hunger that made my body aimlessly restless, hunger that kept me on edge, that made my temper flare, that made my temper flare, hunger that made hate leap out of my heart like the dart of a serpent's tongue, hunger that created in me odd cravings" (119). Because hunger has always been a part of Richard's lifestyle, he cannot even imagine eating meat every day. This simple privilege would be a miracle to him, yet to most it is nothing. These weakening and piercing hungers are frequently evident where poverty dwells in the Jim Crow South. Furthermore, emotional hunger also represses much of Richard's life. Richard desires attention from people. However, since he does not

Why Be Adolescent :: essays research papers

Why be Adolescent? I believe that I have caught on to the biggest scam in the history of the world. No I'm not talking about long distance phone companies, or CD clubs, or even public school. I'm talking about adolescence. Adolescence is the stage between 13, and the early adult, and late teen years. Adolescence is only found in 1st world countries that are descending from England in some way. The reason for that, I believe, is that a long time ago before the existence of America, Canada, or Australia, European countries were thought to be the most advanced, and proper. In almost all aspects of life there, things were ranked in a hierarchy system. They ranked their government system to have different levels of importance; their social status was ranked, church system, police, and finally age. The age hierarchy was not very complex. If you were older than somebody, than of course you were that much closer than the top, unless they had a higher general social status than you. With the branching of Europe, the European ways would follow. Observe the affect adolescence has on North America. Children are treated with extra care until about 13 or 14. Then the stage of adolescence starts. You are given responsibility. Nothing big, but just things like chores, and more time out. The intention of these is good, but it is all part of the plan to make the child ready to be an adult when they're 18. In many cases the child is not used to the responsibility until well after 18, because the change is so dramatic. This could be one the reasons that we have so many young criminals, ages 13-25. In many Asian, and African countries, which are not completely influenced by European culture, adolescence simply does not exist. They are not so worried about spanning the time of giving responsibility, but actually give it a little too soon if anything at all. A lot of the people in these countries don't have a lot of money, so they need the help from their offspring as soon as they can get it. In the extreme, a 14-year-old boy could be working to support his family with a jog for 1.25 an hour with a large American sports clothing line. This can't be good no matter how you look at it, but on the other hand, a boy who learns responsibility at the age of 13, by working for a relative or neighbor, doing physical labor can be very beneficial. The boy is not overwhelmed with the weight of his family's well being on his