Economics Assignment Example | Topics and Well Written Essays - 2500 words

Economics - Assignment Example Moving downwards from the point D on the demand curve to the midpoint C, absolute value of the elasticity of demand, though declining remains greater than one which causes total revenue to increase with the fall in price of the product. While reduction in price per unit of the commodity tends to reduce revenue, increase in quantity sold caused by it tends to increase the revenue. Price elasticity remaining greater than one above the midpoint C implies that the percentage increase in quantity demanded exceeds the percentage fall in price which causes the total revenue to increase. Therefore, up to the level of output Q which corresponds to the mid-point C of the demand curve, total revenue curve goes on increasing. 2. Inelastic range (e 0 45 2 6.33 90 Elastic 40 3 3.40 120 Elastic 35 4 2.14 140 Elastic 30 5 1.44 150 Elastic 25 6 1.00 150 Unit elastic 20 7 0.69 140 Inelastic 15 8 0.47 120 Inelastic 10 9 0.29 90 Inelastic

Amazon.com as one of the largest online retail stores of the world Case Study

Amazon.com as one of the largest online retail stores of the world - Case Study Example By, 1996, Amazon became the World’s largest web retailer, earning about $15.6 revenues. After that, they established themselves as renowned online music retailers in the world. Answer 1 Though Amazon.com gets a huge success as world’s most preferred and trusted online book and music retailers, they are facing immense internal as well as external problems from different dimension like huge competition they are facing from the competitors (Dringoli 22). With the growing number of online book retailers and publishers, the competition has become immense among the competitors of online book stores like Amazon. The major competitors of Amazon.com are Barnes & Noble, Random House Inc publisher, etc. Barnes & Noble is considered as the largest competitor of Amazon.com as they have focused on differentiated products. Amazon.com has always believed on customer oriented approach not on the competitor oriented approach. Music stores opening were one of their expansion strategies. T he company always tried to satisfy the customer’s demand by offering them differentiated product. The decision of Amazon.com to go for a retail store depends on the feasibility and market situation analysis. Amazon.com is capable enough to introduce the physical retail store as they have huge scale of operation, strong human resource management (Angerer 27).

Graphic Design Impact on Fashion Annotated Bibliography

Graphic Design Impact on Fashion - Annotated Bibliography Example The essay "Graphic Design Impact on Fashion" concerns the graphic design and fashion. The Book answers important questions such as whether women create differently as compare to men, how gender debates are taken in the modern work environment and whether women in the modern workplace are judged based on quality of their work. It features sentiments from historians of design as well as biographies and stories of major women designers like Iris Utikal, Sheila Levrant Irma Boom among others. It surely shows how powerful a tool, graphic design can be in shaping fashion and culture as well as values. The authors of this book take a look at the way graphic design has helped shape fashion. It has selections of the world best studios for design, their work and contribution to the to fashion industry’s growth. The book also contains insights from designers and customers about the industries direction. The crucial developments of graphic design in the bigger area of fashion are well art iculated and the reader can really appreciate what design is doing to fashion. It is an appropriate book for upcoming designers, fusionists as well as fashion lovers as has a lot of fascinating and exciting information. The paper examines ceramic designs and their importance particularly to the homes and buildings. It looks at their impact to fashion as well as their commercial usage and communication. A lot of value is attached to artwork which goes beyond monetary value and this is what the designer aims at bringing out.

Ability & Dance Essay Example | Topics and Well Written Essays - 500 words

Ability & Dance - Essay Example Our reaction tends to wander from discomfort (should they be allowing a man with no legs to do that?) to rather patronizingly expressed wonder at how they are able to achieve that. We forget that the dance is meant to be enjoyed to be a beautiful spectacle and not an item of pity, discomfort or faked wonder (Kilgannon). Over the years the concept of a disabled person dancing has always been frowned upon as if it is an imposition as if it as an added burden – don t they have enough difficulty as it is just walking on one leg, how will they ever manage to dance as well? As do the reactions – fake or otherwise – â€Å"It must be really taxing to achieve that†. Yet these are never asked of able-bodied dancers. Instead we are too wrapped up in the beauty and completeness of their sequences. Which al suddenly becomes unimportant and unimpressive the minute we see a disabled person try the same thing (Kilgannon). The first is the sequence with the hoola hoops done by the very flexible gentlemen and the lady. This sequence enables the audience to be mesmerized by how the two blend together, with the hoops being utilized very efficiently as props that improve the story-telling and narration of the dance. We see the man and the woman almost compete as far as dexterity is concerned, each showing off how flexible they are and how intricately they can use the hoops. The second sequence is the one in the dance studio with the disabled man and the able-bodied ballet dancer where they intertwine their limbs in such a way as to meld together in a beautiful concert of their limbs, the man’s arms and the ladies legs (Kilgannon). In the film the issues are not just of physical ability there is also mental ability since one of the men has an obsessive compulsive disorder of some sort going on as well. The film basically shows the humanity of the characters and tries to remove the inability but, as it does

Finance, planning and budgeting of construction of houses in urban Essay

Finance, planning and budgeting of construction of houses in urban areas - Essay Example Furthermore, it represents my own opinions and not necessarily those of the University. Signed __________________ Date _________________ Abstract In this study we try to explore the concept of â€Å"Finance, planning and budgeting of construction of houses in urban areas† in a holistic context. The main focus of the research is on â€Å"Construction of the houses† and its relation with â€Å"Urban Areas†. The research also analyzes the difficulties faced by the â€Å"Construction of Houses† and tries to gauge its effect in â€Å"Urban Cities†. This study focuses on the planning and budgeting for the construction of houses in the urban cities. The major requirements and the barriers are also defined and discussed. Table of Contents Acknowledgement ii DECLARATION iii Abstract iv CHAPTER 1: INTRODUCTION 1 Background of the research 1 Problem Statement 1 Aims and Objectives 1 Restrains Affecting the Thesis 2 Ethical Concern 2 CHAPTER 2: LITERATURE REVIE W 4 Sustainable urban development 4 Roadmap for sustainable development 5 Documentation for Planning and Integrated 7 Planning and Building Control 8 Sections of the work 10 Personal and Financial Programs 13 Main Controls 15 New Urbanism 17 CHAPTER 3: METHODOLOGY 19 Research Method 20 Research Instruments 20 Sampling 20 CHAPTER 4: DISCUSSION AND ANALYSIS 21 Construction 21 Residential Houses: Constructional procedure 23 Quality features of the process 24 Quality features of the product 25 Aims and Rationale for Budgeting 26 Principles of Change with Impact on Budgeting 27 Leadership Challenges in Budgeting 27 Space Personalization 936w 28 Decorating Trends 28 Building a Home Construction Budget 550w 31 Statistics and Housing 33 Mortgage Economics 34 Government Policy 36 Housing Boom and Bust 39 Upcoming Research Prospects 42 CHAPTER 5: CONCLUSION 44 Analytical Conclusion 47 BIBLIOGRAPHY 48 Heather, S.  and  Bachelor, L. (2007) Housing boom over' as UK bank chaos grows, the obse rver (sep 2007) from http://www.guardian.co.uk/money/2007/sep/16/houseprices.business 53 APPENDIX 59 Budgeting Cycle 59 CHAPTER 1: INTRODUCTION Background of the research Urban development in this model is the possibility of a given population, meeting basic needs: food, health, education, employment, housing, culture. Urban development is to create a habitat in a harmonious environment, which respects the human rights of individuals, there is no overcrowding, abandoned children, beggars, pollution, crime or all these activities are minimal, that there is a reasonable and balance level of environment that respect the dignity of human ecology, safety and welfare. This can be achieved based on aligning the strategic planning of public interest and private interest. Urban development is sustainable with design and implementation of urban plans to support the ecological environment in the short, medium and long term, fulfilling the principles of equity, decentralism, provision of basic services throughout the country, generating jobs and consultation with social partners for development. Problem Statement One of the reasons for the urban chaos is that both authorities and citizens never respected urban planning. Urban law is an essential element of planning. To date a large number of standards that guide local development does not fully comply or abide with it. The law as part of the superstructure has been shown to be an instrument of change and renewal. Aims and Objectiv

Human Resource Management Plan Essay Example for Free

Human Resource Management Plan Essay As a startup healthcare staffing agency for per diem, temporary and travel healthcare employment, human resources are our product; as such, a Human Resource Management Plan is vital to the success of this agency. This plan has been put together with input of management/ recruitment, sales and employee representatives. This is tool to aid in the building of this company, clearly defining roles and job responsibilities of the administrative staff; stressing the laws with which this company will comply; adding clear cut job descriptions for the labor force; and includes information on staffing, employee development/training and compensation strategies. Roles and Responsibilities Manager – Is responsible for the overall success of the human resource department. The manager will implement and define job descriptions; the training program; and contracts. The manager will procure all insurance, will assure compliance with JCAHO regulations and make sure that all state and federal statues are met as well as that all relevant laws and regulations are adhered to. The manager is responsible for acquiring human resources as well as being the final decision maker as to the hiring and termination of all employees. The manager must possess the following skills: leadership/management, budgeting, compliance will all legal binds, and effective communication. Sales Manager- the SM will be responsible for: initiating all contact with clients; following up on these contacts; negotiating for a contract between this company and client; ensuring that all contractual agreements are complied with; and developing a working relationship with client’s HR departments. The SM must possess the following skills: leadership, compliance with all legal binds, effective communication, the autonomy to make decisions and the ability to project respect of client and engender the appearance of trust, integrity and a positive image of the company. Support Personnel – the SP will be responsible for: all coding and billing; answering phones; requesting all background searches (criminal as well as credit); light booking such as time sheets and payroll; keeping track of all licenses, certification, contract and insurance expiration dates; scheduling of all employees; sending and sorting all correspondence; placing advertisements; and updating the website as needed. The SP must have the following skills: organization, trustworthiness, ability to comply with all reasonable requests by management and sales, keep a consistent and reliable work schedule, have the ability to keep all information private, and have a good work ethic and personality that reflects the image this company wants to convey. Legal Requirements The sales product of our company is its human resources. As such, there is a myriad of laws and statutes that require total attention to address HR legal compliance. Adhering to these regulations is tantamount to success for this company. The Equal Employment Opportunity Act is the chief statute that this company must adhere to. Every attempt will be made to reduce/avoid violations of Title VII of the Civil Rights Act that protects against discrimination of race, color, sex (including pregnancy), religion and national origin (EEOC, 2012). Nor will there be violations of the Age Discrimination Act of 1967 and its’ amendments. There will be training in and awareness of disparate treatment of applicants including the EEOC’s new regulations on not hiring based on criminal background so that these laws are not violated (EEOC, 2012). It is our responsibility to give our clients the best candidate to fit their requirements so the job description should reflect clearly and without any ambiguity, the limitations of each position. However, records will be kept in accordance with EEOC regulations of all applicants as well as ensuring that all accommodations are made for any disabilities Punitive and compensatory damages can be levied against this company for violations of these acts. Benefits Required Until this company acquires 20+ employees it is not required to offer certain benefits (EEOC, 2012). The majority of its’ employees will be contract workers and as such, they are required to possess their own liability insurance, will not have access to company provided health insurance, disability or retirement benefits. Government required assistances such as COBRA, FMLA and ERIS plans will not be included in any benefit package until such time as this company hires salaried employees at the required minimum (EEOC, Disabilities 2012). At that time this policy will be revisited. OSHA regulations will be strictly enforced at the company’s geographical location and the appropriate information will be posted. Violations can be subject to penalties of up to $500,000. 00 and up to six months in jail (U. S. Legal, 2010-2013). Job Description of Contract Staff Attached is a sample job description for a RN with a psych component and psych experience. (See addendum 1). This description has been carefully analyzed and developed in accordance with all laws and regulations and will be give to our clients for comparison so that their HR department’s job escriptions are legally within all perimeters required and reflect essential job functions. This description was designed with help from the O*Net Online website and the Uniform Guidelines for Employee Selection Procedures. This company’s mission is to supply RNs’, LPNs’, CNAs’, NAs’, Social service, therapeutic, as well as any other healthcare related staff on temporary need basis for hospitals, clinics, and other healthcare facilities, including home care. Our job descriptions must reflect this clearly and include the requirements given us in the contract with our clients. Any limitations are those supplied to us by our client’s HR department and do not represent limitations on hiring by this company or any employees of this company. Each individual HR department will provide NOLA Nursing Agency with their job descriptions but we reserve the right to change any portion of this design to reflect current laws in agreement with the client’s HR department (Fried and Fottler, 2012, pp. 171,173,174, 176). Staffing and Employee Development Staffing will be guided by each individual job description. Jobs will be filled with the applicants who best fit with the requirements of our clients, suitability of the position and expectations of NOLA Nursing. Our hiring motto is â€Å"Best Person, Best Fit, equals Best Care. † To ensure excellence in training of our per diem staff by NNA before additional training is undertaken after hire, we will use the COPA model by Lenburg. The COPA model of assessment of competency by Lenburg provides for a framework to ensure that teaching and learning of skills by nurses are interactive and student focused. NNA will use this framework to prepare per diem nurses/healthcare staff for employment. Below are the four major questions complied in this model: 1. What are the essential competencies and outcomes for contemporary practice? 2. What are the indicators that define those competencies? 3. What are the most effective ways to learn those competencies? And, 4. What are the most effective ways to document that learners and/or practioners have achieved the required competencies? To further prepare our healthcare staff will use Lenburg’s eight core practice competencies with sub skill to grade new staff and use the data collected to fill out each individual’s skill set. See Addendum 2) It will also be incumbent upon NOLA Nursing Agency: * To recruit the best applicants to fulfill the specified job qualifications for our clients. This will include the initial structured interview which will test job-competency and access the applicant’s suitability for the position. A realistic job preview will be given to the chosen applicant before selection to increase th e success of the person-job/organization fit. (Fried et al, 2012, pp. 209, 211-212) * An employment agreement will be drafted and signed by NNA along the candidate and will be enforced by NNA. A separation agreement will also be initiated by NNA after receiving information by client and if necessary, an exit interview will be performed by same. * Preform all background checks including: job and education histories, criminal and civil backgrounds, validation of licenses/certifications/credentials, and checks of personal and professional references. A report will be made available to clients with signed permission of the applicant and adhering to required laws. Drug screening and physical abilities confirmed if required on job description, * Current individual liability insurance validated: copies kept on file as well as expiration dates of the insurance for each contract employee. * Protected class applications will be cataloged and statistics will be submitted to the appropriate government regulation agencies * CEUs for each applicant will be kept up to date and appropriate to the job description * Each applicant will be tested in a skills inventory and given necessary instruction in weak skills. A web bank of nursing skills will be made available so contract applicants can improve on their skill base. * Compensation and any benefits will be negotiated between NOLA Nursing and the applicant * Any issues that arise in the working environment will be mediated by NOLA Nursing and our client. * NOLA Nursing will monitor their contract employee’s job performances and any deficits will be addressed. * A critical incidents analysis will be kept on each contract employee to better select quality candidates for our clients Recruitment will be through advertisements in web based Job Boards, newspapers and participation in job fairs. An active bank of all applicants will be kept updated with a surplus of personnel available for each potential position. All necessary legal regulations and statutes will be considered in job placement and all information given on a particular candidate will be considered on a need to know basis. Our focus should be on giving our client a smooth, issue-free solution to their staffing deficits. While all attempts will be made to make a right person/right fit for each job description, voluntary and involuntary terminations will occur. To this end, the employment agreement between NNA and the applicant will include a section to negotiate issues resulting in a voluntary termination in an attempt to stay the dissolution of the contract. In case of a non-voluntary termination, NNA will act as representative of the employee to mediate any solutions that could result in the fulfillment of the contractual period. With due diligence performed by our company, turnover rates of temporary staff should be above the rate of regular employees. We make all efforts to satisfy our clients and our most important resource, our employees. Evidence based research by Cummins, J. in the online article, Nurse retention strategies: A growing priority, and Perrine, J, in Recruitment and retention report: Strategies to boost RN retention, have shown that the following strategies have improved retention rates, increasing motivation, satisfaction and performance: 1. Promote an environment where RN’s actively participate in the decision making processes that occur at the unit on the institutional level 2. Improve the perception of respect 3. Improve access between RNs’ and the organizational leadership 4.  Assist staff with education and training to meet the changing market needs 5. Lead by Example Compensation Contracts between job applicants and NOLA Nursing will be finalized after compensatory benefits are agreed upon and contracted by NNA and our client. Compensation will be on an hourly and per diem basis. HR will be cognizant of the market pay scale for each job description and compensation will stay above market value to attract competent candidates. Special attention will be given to equal pay for equal opportunities (Equal Pay Act). Diversity Evidence based research by Singleton, K and Krause, E (Sept 2009) in the Online Journal of Issues in Nursing, has found a correlation between the improving health of a patient and the nurse being of the same culture as the patient. Within legal limits, considerations will be given to the population climate of the institution where the deficit of nurses is occurring. We are an equal opportunity employer so anyone who applies will have the same opportunity to be placed in a position per the job description perimeters. Selection will not be determined by race, age, gender, sexual preference, color, religion or national origin. Realities are that nationwide, 90% of U. S. nurses are Caucasian, and blacks and Hispanics are underrepresented per the US population (Aiken, 2007). All applicants will be looked at equally and attempts will be made to place any qualified applicant. Historical Perspective and Current Trends With the cycles of supply and demand on nursing labor market, the opening of the 21st century found healthcare systems trying to catch up with demand (Fried, et al, pp. 90). Many foreign nurses were brought into the States to meet the demand; nearly 15,000 passed the Nclex in 2005 according Aiken, however at the time, â€Å"American nursing schools were turning away applicants because of capacity limitations. † (Aiken, 2007) Projections are that the shortage in 2020 could reach 800,000 to 1. 1 million with a large block of nurses looking to retire from the labor force by 2020. Aiken quotes that graduation of nurses fell from over 95,000 in 1994 to below 70,000 by 2001 with a false increase from 2002-2005 being older nurses reentering the workforce and foreign educated nurses. Current trends have been to raise salaries, provide scholarships and give other incentives to retain and gain nursing staff. However with the lack of nursing teachers, and facilities, there will be again a nursing shortage of graduate nurses and on the other end of the spectrum; retiring nurses. Per Fried and Fottler (pp. 90), more than 30,000 qualified applicants were not accepted into baccalaureate nursing programs in 2007. With the increase in Magnate policies and the increase in associate nursing programs, there will be a shortage of 4 year nurses in the near future. Per Aiken, increases and shortages of nurses into the labor market is contingent upon federal subsidies. When there was a trend toward nursing layoffs in the period between 1995 to 2000 graduations fell causing the latest shortage of nurses. Wages grew 12. 8 % between 2000 -2004. This caused an upsurge in nursing school applicants and many were turned away. Aiken feels that graduations of nurses into the labor pool seem to be keeping up with demand. However the Affordable Care Act will open up primary care to an additional 40 million Americans with a rise in the market for additional nurses (Wakefield, 2010). Government subsidies have changed per the HRSA scholarship opportunities in the last two years. Where concentration was on increasing RN subsidies, now HRSA is concentrating on grants for nurse practitioners and nursing educators and has significantly reduced the monies offered to two and four year RNs. Once again the cycle of reduced enrollments in nursing school should follow the trend of reduced federal subsidies less nursing candidates. This bodes well for our job market niche and should be the basis for growth in this company

Managing Human Resources in Health and Social Care

Managing Human Resources in Health and Social Care Unit 13: Managing human resources in health and social care Question 1 1.1 Factors to be considered when planning the recruitment of individuals to work in health and social care. The first factor to be considered when planning employment is the overall aim of the recruitment with a particular focus on what the organisation wants to achieve (Chen et al, 2004). For example, whilst some recruitment may be to replace an existing worker due to retirement or career advancement, other recruitment may be due to the creation of a new job role (Buchan and Dal Poz, 2002). In the latter case, the organisation needs to have a clear understanding of the skill set, competence, education and experience levels of the individual they want to recruit (Thornley, 2000). From this, the organisation then needs to consider the availability of workers, that fulfil the job requirements, that either already work for the organisation (internal recruitment) or who reside within the area (external recruitment) (Dussault and Franceschini, 2006). If such workers are not available, the organisation must then consider the financial implications associated with either training individuals to the required levels or offering remuneration and relocation incentives to encourage skilled workers in from other areas (Dussault and Franceschini, 2006). Once these decisions have been made, the organisation then needs to consider how to attract the right candidates for the available roles (O’Brien et al, 2009). Advertisement of jobs in areas where there are adequate skilled workers in the local area is commonly carried out in local newspapers and in the local Job Centre, however, where this local skilled workforce is not available, the organisation may consider utili sing the power of the internet, recruitment agencies or job fairs to ensure they attract suitably skilled workers (Compton et al, 2009). 1.2 Legislative and policy framework that influence the selection, recruitment and employment of individuals. There are a number of legislative Acts that control the selection and recruitment of individuals within the UK. These Acts include the Employment Rights Act 1996, the Equality Act 2010 and the Race Relations (Amendment) Act 2000 (Bewley, 2006). Each of these Acts is designed to minimise any discrimination of individuals on the grounds of gender, sexual orientation, race, disability, religion or beliefs within the selection, recruitment and employment process (Harcourt et al, 2005). These Acts are reinforced by a number of government employment and recruitment policies, such asImproving opportunities for older people (DWP, 2014), Making the labour market more flexible, efficient and fair (DWP, 2013) and Helping employers make safer recruiting decisions (Home Office, 2013). In addition to these government policies, the health and social care organisation will also have their own policy to control recruitment; these policies will often contain anti-discrimination elements. For example, the General Social Care Council (2010) issued a Code of Practice for employers of social care workers. This code of practice is designed to complement the legislative framework that has been developed by the Government and forms part of the wider package of requirements for the employment and recruitment of social care staff. Within this policy, employers are tasked with ensuring that individuals are suitable to enter the workforce and that written rules and procedures are in place to ensure that discrimination and exploitation are avoided within the workplace (GSCC, 2010). 1.3 Different approaches that may be used to ensure the selection and recruitment of the best individuals to work in health and social care. The selection process usually follows the submission of an application form and / or CV by the candidate (Miller and Bird, 2014). The prospective manager of the candidate will then review the applications and select those who display the correct skills, knowledge or level of training required for the job (MacFarlane et al, 2011). These individuals will then be invited for interview which can be carried out by an individual, a panel or a selection board (West et al, 2011). During this process, the candidate will be asked a number of questions and, in many cases; the quality of their answers is usually graded, thereby providing a score at the end of the interview (Harris et al, 2007). As such, the highest scoring candidate will be offered the job. However, this process may result in the more articulate individual being offered the job regardless of their actual ability to fulfil the role (Hendry, 2012). Another approach for recruitment is the assessment centre, where a number of exercises are utilised to mimic the available job role (Edgar and Geare, 2005). These can be in the form of group exercises, one to one role-plays, structured psychometric tests, behavioural tests or capability questions (Patterson et al, 2005). From these tests the assessor, or assessors, will observe the performance of the individual and thereby predict the aptitude of the individual for the available role (Gale et al, 2010). Question 2 2.1 How do individuals interact in groups? Make reference to relevant theories. The most famous theory of group working is Tuckman’s (1965) model. Tuckman (1965) divided the team’s interaction into four different phases; forming, storming, norming and performing. The first step, forming, is where all members are learning about the opportunities and challenges facing the team. There will be a high level of dependence on their manager for guidance and the team will be bonding together, sharing personal information and forming friendships and alliances (Armstrong, 2006). The second step, storming, is where different ideas to tackle problems or issues are developed. This step can cause conflict as each idea competes for consideration. Effective management of this step is vital to enable all members of the team to have their say and resolve any lasting conflicts (Armstrong, 2006). The third step, norming, is where the team members fall into agreement over the solutions for their team. In this step, the team members are able to talk openly about their opinions and have the ability to adjust their behaviour to avoid conflict. The team members agree on the team’s values, rules, professional behaviour and methods of work (Armstrong, 2006). The final step, performing, is where the team fully understands, co-operates and supports one another, thereby working as a single unit rather than individuals. Teams that have reached this step display high levels of motivation, knowledge, competence and autonomy (Armstrong, 2006). 2.2 Different types of teams in health and social care settings There are formal and informal teams within health and social care. The former of these is a structured team that has been formed with a specific purpose in mind (Taggar and Ellis, 2007). This team will have a definite leader and every individual within the team will have a distinct role (Taggar and Ellis, 2007). An example of this is a theatre team that is led by the surgeon, with the anaesthetist and other theatre staff supporting the surgeon during the operating procedure. Informal teams have no structure and every individual has an equal status (Farrell et al, 2001). Within the healthcare setting the formation of multi-disciplinary teams often follow this informal team description (Sheehan et al, 2007). A good example of an informal team can be given using a case study of a child in social care. This child may have special educational needs, may have behavioural or mental health problems or may require counselling. In such a situation, an informal team is developed between the foster carers, the education providers, a child psychiatrist and counselling services, who will all work together to ensure the best outcome for the child. 2.3 Factors that influence the effectiveness of teams working in health and social care The first and most significant factor is poor communication (Hambley et al, 2007). This may be in the form of poor discussion of ideas or solutions between the team members or may be as a result of conflict within the group preventing the effective flow of information between team members (Xyrichis and Lowton, 2008). However, both of these are a result of poor management, as the leader’s role is to encourage the development of relationships and to iron out conflicts within the group (Hambley et al, 2007). The second factor is that of poor understanding of the roles and responsibilities of each team member (Hall, 2005). This is more likely to be a problem within an informal, multidisciplinary team, who are not used to working together. As such, professional boundaries may be blurred, leading to confusion over who is responsible for certain aspects of the patient’s care (Xyrichis and Lowton, 2008). Another problem is that of information sharing (Mesmer-Magnus and DeChurch, 2009). Again this is more likely to affect the multidisciplinary team, however, it can also occur in the formal team, where one individual is reluctant to share information or knowledge as that knowledge is considered to be an aspect of power (Moye and Langfred, 2004). 2.4 Approaches that may be used to develop effective team working Many approaches exist to help develop effective team working. These include brainstorming and team building exercises (Borrils et al, 2000). However, it is the role of the leader to ensure that team harmony is maintained. This can be achieved by ensuring that all team members have ‘a turn’ at suggesting ideas or solutions, encourage an environment of listening through regular team meetings whilst ensuring that any problems, or solutions, are followed up and not ignored (Borrils et al, 2000). It is also vital to ensure that all feedback is constructive without being overly critical; negative feedback can restrict the flow of information and damage the morale of the team (Borrils et al, 2000). Finally, it is vital that the manager is able to keep all communication routes open to encourage the exchange of information (Leonard et al, 2004). This can be done through email, face-to-face, phone conversations or letter but it is necessary for each individual to be aware of their role in disseminating information to other team members (Leonard et al, 2004). Question 3 3.1 Different ways in which the performance of individuals may be monitored in health and social care. Monitoring of an individual’s performance can be done in several ways. The first step is to identify the current level of performance, identify where improvements can be made and form an agreement between manager and employee on how those improvements are going to be made (Bevan and Hood, 2006). In order for these improvements to be made, it is necessary for the manager to link them to the team’s aims and objectives. This enables the employee to understand their role within the team and have ownership over their own job (Bevan and Hood, 2006). Performance appraisal is the most frequently used tool to measure an individual’s performance. The appraisal has five key elements: measurement, feedback, positive reinforcement, exchange of views and agreement (Curtright et al, 2000). Another option is through the use of key performance indicators or the setting of team or individual targets (Bevan and Hood, 2006). 3.2 Identifying individuals training and development needs As previously mentioned, the performance appraisal is the most frequently used tool to measure an individual’s performance. However, this tool can also be used to identify areas of weakness which will highlight the training and development needs of the individual (Bevan and Hood, 2006). Non-achievement of team or individual targets also highlights a training need, however, the manager is required to keep a close eye on the performance of all the team members when team targets are used as some team members may be more efficient than others (Grigoroudis et al, 2012). Continued professional development (CPD) is another way in which a team member can ensure they have sufficient, ongoing training throughout their career. CPD includes formal courses, practice workshops, self-directed reading and attendance at conferences to ensure the level of skills is maintained or improved throughout the individual’s career (Legare et al, 2011). 3.3 Different strategies for promoting the continuing development of individuals in the health and social care workplace. The promotion of continuing development is achieved through a number of means. Torrington et al (2008) suggest that performance feedback (through the use of appraisals or targets) followed by an incentives package are the most effective way of ensuring continuous development. However, it is vital that the feedback is relevant, specific and credible and that it is done frequently to ensure that the employee remains focused on the team’s aims and targets (Torrington et al, 2008). Incentives are normally provided through an increase in salary, the provision of training or bonus rewards (Torrington et al, 2008). In addition, in some healthcare professions, CPD is an obligation to ensure that individuals maintain an adequate level of knowledge and expertise within their professional area (Legare et al, 2011). 3.4 Implementing an effective staff development program According to Gould et al (2007), there are a number of measures that need to be taken in order to implement an effective staff development program. Firstly, it is vital that all employees have a clearly written job description that is fit for purpose. This job description may include a set of skills or level of expertise to be worked towards, with development of the individual, through training and experience, being structured in accordance with their needs and level of knowledge upon commencement of the role (Gould et al, 2007). Another effective method of development is through the use of mentors (members of staff who are particularly good at their job) for new team members or for individuals who may be struggling with certain aspects of their work (Shah et al, 2011). Finally, it is vital that the manager implements regular performance appraisals to ensure that individual and team targets remain focused and relevant (Torrington et al, 2008). 3.5 The effectiveness of a specific staff development program Studies suggest that the most effective staff development programs are those which follow a structured approach (Poulton and West, 1999; Leatt and Porter, 2002; Forsetlund et al, 2009). As such, many promote the use of the performance appraisal as it focuses on the performance and the training and development needs of the individual (Gould et al, 2007; Torrington et al, 2008). This staff development program is also simple to implement and encourages conversation and the exchange of information between manager and employee. By tailoring the employee feedback and linking employee targets to the aims of the team, the manager can ensure that staff remain focused (Gould et al, 2007). In addition, the appraisal can highlight areas in which the employee has weaknesses or training needs, therefore effectively highlighting a logical development process for each employee (Gould et al, 2007). In these circumstances, specific training can be set as targets and can be achieved through self-study or through the attendance on specific courses. Question 4 4.1 Theories of leadership and applying them to management in a nursing home setting. There are four key theories of leadership that have recently replaced the traditional hierarchical-based leadership seen within the NHS. These four key domains of leadership are relational, personal, contextual and technical all of which can be applied to the nursing home setting. Relational leadership promotes organisational and individual change, encourages engagement and communication between staff and patients and focuses on the dynamics of working relationships and patient experiences (Bolden and Gosling, 2006). The personal leadership theory includes the promotion of reflective learning, personal resilience and self-awareness as a leader (Boaden, 2006). Contextual leadership utilises policy and strategy within the healthcare field to promote development by understanding the positions and strengths of various stakeholders and/or employees (Brazier, 2005). Technical leadership involves the improvement of methodologies, approaches and philosophies within the working environment. T his theory adopts the position of the leader changing things for the better while a manager maintains existing systems in good working order (Checkland, 2014). 4.2 The way of influencing individuals and teams by task allocation According to Dowding and Barr (1999), task allocation influences both individual and team performance. This is obvious when considering the role and skill set of each individual within the workplace. When considering a nursing home environment, a simplified task list may be used for the doctor to examine and diagnose the patient, the nurse to provide the correct medication and for the carer to feed or bathe the patient. As such, these tasks are allocated in accordance with the skill and expertise of the individual. Where tasks are not allocated effectively within the team and do not match the skill set of the individual, performance of both the individual and the team will obviously be impaired (Stewart and Barrick, 2000). However, if tasks are allocated effectively, team and individual performance will be enhanced. 4.3 Managing working relationships The most effective way of managing working relationships is by trusting your employees to carry out their role to a high standard (Williams, 2007). In addition, an effective leader should always respect their workforce, be honest, considerate and value their employees’ opinions and values (Williams, 2007). They should promote a culture of openness within their team and strive to understand the different backgrounds and perspectives of the team members. There should also be a great focus on communication both within the team and between the manager and team members (Barrick et al, 2007). This focus should be on utilising the most effective form of communication in each specific scenario. For example, when discussing weaknesses, a private meeting would be appropriate whilst for team targets, team meetings or group emails would be more effective. In addition, body language, listening skills, ability to maintain eye contact and attentiveness are all effective ways to develop and m aintain a working relationship. 4.4 Evaluating own development that has been influenced by management approaches My own development has been influenced through a number of leadership and management approaches. Firstly, through the use of personal performance appraisals, I have been encouraged to focus on areas of weakness as well as my strengths. By highlighting these weaknesses, I have then been able to concentrate on training or the gathering of information through self-directed reading, to improve my knowledge in these weak areas. Team-working has been improved through the promotion of working relationships between team members, through the use of team-building sessions and activity workshops. In addition, whilst it is acknowledged that everyone has a poor manager at some point in their career, these poor managers accentuate the skills of the effective leader and have helped me to develop good leadership skills. I have also been allowed to mentor new employees as I was very effective in my role. However, I consider the most effective management approach for me, to have been through the use o f task allocation and team target setting. Whilst I originally assumed that the task allocation was for an individual’s benefit, I can now see how this benefits the whole team. References Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th edition, London, Kogan Page. Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., Colbert, A. E. (2007). The moderating role of top management team interdependence: Implications for real teams and working groups. Academy of Management Journal, 50(3), 544-557. Bevan, G., Hood, C. (2006). What’s measured is what matters: targets and gaming in the English public health care system. Public Administration, 84(3), 517-538. Bewley, H. (2006). Raising the standard? The regulation of employment, and public sector employment policy. British Journal of Industrial Relations, 44(2), 351-372. Boaden, R. J. (2006). Leadership development: does it make a difference?. Leadership Organization Development Journal, 27(1), 5-27. Bolden, R., Gosling, J. (2006). Leadership competencies: time to change the tune? Leadership, 2(2), 147-163. Borrils, C., West, M., Shapiro, D., Rees, A. (2000). Team working and effectiveness in health care. British Journal of Health Care Management, 6(8), 364-371. Brazier, D. K. (2005). Influence of contextual factors on health-care leadership. Leadership Organization Development Journal, 26 (2), 128-140. Buchan, J., Dal Poz, M. R. (2002). Skill mix in the health care workforce: reviewing the evidence. Bulletin of the World health Organization , 80(7), 575-580. Checkland, K. (2014). Leadership in the NHS: does the Emperor have any clothes? Journal of Health Services Research Policy, ahead of print. Chen, L., Evans, T., Anand, S., Boufford, J. I., Brown, H., Chowdhury, M., Wibulpolprasert, S. (2004). Human resources for health: overcoming the crisis. The Lancet, 364(9449), 1984-1990. Compton, R. L., Morrissey, W. J., Nankervis, A. R., Morrissey, B. (2009). Effective recruitment and selection practices. North Ryde: CCH Australia Limited. Curtright, J. W., Stolp-Smith, S. C., Edell, E. S. (2000). Strategic performance management: development of a performance measurement system at the Mayo Clinic. Journal of Healthcare Management, 45, 58-68. Department of Work and Pensions. (2013). Making the labour market more flexible, efficient and fair. Available online at https://www.gov.uk/government/policies/making-the-labour-market-more-flexible-efficient-and-fair accessed 14 October 2014. Department of Work and Pensions. (2014). I mproving opportunities for older people. Available online at https://www.gov.uk/government/policies/improving-opportunities-for-older-people accessed 14 October 2014. Dowding, L Barr, J. (1999). Managing in Health Care: A Guide For Nurses, Midwives Health Visitors, 5th edition, Prentice Hall. Dussault, G., Franceschini, M. C. (2006). Not enough there, too many here: understanding geographical imbalances in the distribution of the health workforce. Human Resources for Health, 4(1), 12-15. Edgar, F., Geare, A. (2005). HRM practice and employee attitudes: different measures–different results. Personnel Review, 34 (5), 534-549. Farrell, M. H., Schmitt, G. D., Heinemann, M. (2001). Informal roles and the stages of interdisciplinary team development. Journal of Interprofessional Care, 15(3), 281-295. Forsetlund, L., Bjà ¸rndal, A., Rashidian, A., Jamtvedt, G., O’Brien, M. A., Wolf, F., Oxman, A. D. (2009). Continuing education meetings and workshops: effects on professional practice and health care outcomes. Cochrane Database Syst Rev, 2(2). Gale, T. C. E., Roberts, M. J., Sice, P. J., Langton, J. A., Patterson, F. C., Carr, A. S., Davies, P. R. F. (2010). Predictive validity of a selection centre testing non-technical skills for recruitment to training in anaesthesia. British Journal of Anaesthesia, 105(5), 603-609. General Social Care Council. (2010). Codes of practice for employers of social care workers. Available online at http://www.skillsforcare.org.uk/Document-library/Standards/codes-of-practice/Codesofpracticeforemployersofsocialcareworkers.pdf accessed 14 October 2014. Gould, D., Berridge, E. J., Kelly, D. (2007). The National Health Service Knowledge and Skills Framework and its implications for continuing professional development in nursing. Nurse Education Today, 27(1), 26-34. Hambley, L. A., O’Neill, T. A., Kline, T. J. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes, 103(1), 1-20. Harcourt, M., Lam, H., Harcourt, S. (2005). Discriminatory practices in hiring: institutional and rational economic perspectives. The International Journal of Human Resource Management, 16(11), 2113-2132. Harris, C., Cortvriend, P., Hyde, P. (2007). Human resource management and performance in healthcare organisations. Journal of Health Organization and Management, 21(4/5), 448-459. Hendry, C. (2012). Human Resource Management. Routledge. Home Office. (2013). Helping employers make safer recruiting decisions. Available online at https://www.gov.uk/government/policies/helping-employers-make-safer-recruiting-decisions accessed 14 October 2014. Leatt, P., Porter, J. (2002). Where are the healthcare leaders the need for investment in leadership development. Healthcare Papers, 4(1), 14-31. Là ©garà ©, F., Borduas, F., Jacques, A., Laprise, R., Voyer, G., Boucher, A., Godin, G. (2011). Developing a theory-based instrument to assess the impact of continuing professional development activities on clinical practice: a study protocol. Implementation Science, 6(1), 17-19. Leonard, M., Graham, S., Bonacum, D. (2004). The human factor: the critical importance of effective teamwork and communication in providing safe care. Quality and Safety in Health Care, 13(suppl 1), i85-i90. MacFarlane, F., Greenhalgh, T., Humphrey, C., Hughes, J., Butler, C., Pawson, R. (2011). A new workforce in the making?: A case study of strategic human resource management in a whole-system change effort in healthcare. Journal of Health Organization and Management, 25(1), 55-72. Mesmer-Magnus, J. R., DeChurch, L. A. (2009). Information sharing and team performance: a meta-analysis. Journal of Applied Psychology, 94(2), 535. Miller, S., Bird, J. (2014). Assessment of practitioners’ and students’ values when recruiting: Sam Miller and Jim Bird explain how values-based recruitment is being used to create a workforce that is suitable to provide the care required by the NHS. Nursing Management, 21(5), 22-29. Moye, N. A., Langfred, C. W. (2004). Information sharing and group conflict: Going beyond decision making to understand the effects of information sharing on group performance. International Journal of Conflict Management, 15(4), 381-410. O’Brien, W., Soibelman, L., Elvin, G. (2003). Collaborative design processes: an active-and reflective-learning course in multidisciplinary collaboration. Journal of Construction Education, 8(2), 78-93. OBrien, M. J., Squires, A. P., Bixby, R. A., Larson, S. C. (2009). Role development of community health workers: an examination of selection and training processes in the intervention literature. American Journal of Preventive Medicine, 37(6), S262-S269. Patterson, F., Ferguson, E., Norfolk, T., Lane, P. (2005). A new selection system to recruit general practice registrars: preliminary findings from a validation study. British Medical Journal, 330(7493), 711-714. Poulton, B. C., West, M. A. (1999). The determinants of effectiveness in primary health care teams. Journal of Interprofessional Care, 13(1), 7-18. Shah, S. K., Nodell, B., Montano, S. M., Behrens, C., Zunt, J. R. (2011). Clinical research and global health: mentoring the next generation of health care students. Global Public Health, 6(3), 234-246. Sheehan, D., Robertson, L., Ormond, T. (2007). Comparison of language used and patterns of communication in interprofessional and multidisciplinary teams. Journal of Interprofessional Care, 21(1), 17-30. Stewart, G. L., Barrick, M. R. (2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of Management Journal, 43(2), 135-148. Taggar, S., Ellis, R. (2007). The role of leaders in shaping formal team norms. The Leadership Quarterly, 18(2), 105-120. Thornley, C. (2000). A question of competence? Re†evaluating the roles of the nursing auxiliary and health care assistant in the NHS. Journal of Clinical Nursing, 9(3), 451-458. Torrington, D, Hall, L Taylor, S. (2008). Human Resource Management, 7th edition, Prentice Hall. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-385. West, M., Dawson, J., Admasachew, L., Topakas, A. (2011). NHS staff management and health service quality. London: Department of Health. Williams, M. (2007). Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries. Academy of Management Review, 32(2), 595-621. Xyrichis, A., Lowton, K. (2008). What fosters or prevents interprofessional teamworking in primary and community care? A literature review. International Journal of Nursing Studies, 45(1), 140-153. Managing Human Resources in Health and Social Care Managing Human Resources in Health and Social Care 4.1 Explanation of theories of leadership that apply to the Health and Social Care workplace. There are four key theories of leadership that have recently replaced the traditional hierarchical-based leadership seen within the NHS. These four key domains of leadership are relational, personal, contextual and technical all of which can be applied to the nursing home setting. Relational leadership promotes organisational and individual change, encourages engagement and communication between staff and patients and focuses on the dynamics of working relationships and patient experiences. The personal leadership theory includes the promotion of reflective learning, personal resilience and self-awareness as a leader. Contextual leadership utilises policy and strategy within the healthcare field to promote development by understanding the positions and strengths of various stakeholders and/or employees. Technical leadership involves the improvement of methodologies, approaches and philosophies within the working environment. This theory adopts the position of the leader changing thin gs for the better while a manager maintains existing systems in good working orders. Definition[2CR2] of management: Management takes place within a structured organisational setting with prescribed roles. It is directed towards the achievement of aims and objectives through influencing the efforts of others. Classical management theory Emphasis on structure Prescriptive about what is good for the firm Practical manager (except Weber, sociologist) Henri Fayol (1841 1925), France 1.Division of work Reduces the span of attention or effort for any one person or group. Develops practice and familiarity 2. Authority The right to give an order. Should not be considered without reference to responsibility 3. Discipline Outward marks of respect in accordance with formal or informal agreements between firm and its employees 4. Unity of command Oneman superior 5. Unity of direction One head and one plan for a group of activities with the same objective 6. Subordination of individual interests to the general interest The interests of one individual or one group should not prevail over the general good. This is a difficult area of management 7. Remuneration Pay should be fair to both the employee and the firm 8. Centralisation Is always present to a greater or less extent, depending on the size of the company and quality of its managers 9. Scalar chain The line of authority from top to bottom of the organisation 10. Order A place for everything and everything in its place; the right man in the right place 11. Equity A combination of kindliness and justice towards the employees 12. Stability of tenure of personnel Employees need to be given time to settle into their jobs, even though this may be a lengthy period in the case of the managers 13. Initiative Within the limits of authority and discipline, all levels of staff should be encouraged to show initiative 14. Esprit de corps Harmony is a great strength to an organisation; teamwork should be encouraged Advantages Fayol was the first person to actually give a definition of management which is generally familiar today namely forecast and plan, to organise, to command, to co-ordinate and to control. Fayol also gave much of the basic terminology and concepts, which would be elaborated upon by future researchers, such as division of labour, scalar chain, unity of command and centralization. Disadvantages Fayol was describing the structure of formal organizations. Absence of attention to issues such as individual versus general interest, remuneration and equity suggest that Fayol saw the employer as paternalistic and by definition working in the employees interest. Fayol does mention the issues relating to the sensitivity of a patients needs, such as initiative and esprit de corps, he saw them as issues in the context of rational organisational structure and not in terms of adapting structures and changing peoples behaviour to achieve the best fit between the organisation and its customers. Many of these principles have been absorbed into modern day organisations, but they were not designed to cope with conditions of rapid change and issues of employee participation in the decision making process of organisations, such as are current today in the early 21st century. 4.2 Analyse how working relationships may be managed. The most effective way of managing working relationships is by trusting your employees to carry out their role to a high standard (Williams, 2007). In addition, an effective leader should always respect their workforce, be honest, considerate and value their employees opinions and values (Williams, 2007). They should promote a culture of openness within their team and strive to understand the different backgrounds and perspectives of the team members. There should also be a great focus on communication both within the team and between the manager and team members (Barrick et al, 2007). This focus should be on utilising the most effective form of communication in each specific scenario. For example, when discussing weaknesses, a private meeting would be appropriate whilst for team targets, team meetings or group emails would be more effective. In addition, body language, listening skills, ability to maintain eye contact and attentiveness are all effective ways to develop and maintain a working relationship. The way of influencing individuals and teams by task allocation According to Dowding and Barr (1999), task allocation influences both individual and team performance. This is obvious when considering the role and skill set of each individual within the workplace. When considering a nursing home environment, a simplified task list may be used for the doctor to examine and diagnose the patient, the nurse to provide the correct medication and for the carer to feed or bathe the patient. As such, these tasks are allocated in accordance with the skill and expertise of the individual. Where tasks are not allocated effectively within the team and do not match the skill set of the individual, performance of both the individual and the team will obviously be impaired (Stewart and Barrick, 2000). However, if tasks are allocated effectively, team and individual performance will be enhanced. 4.3 Evaluate[2CR4] how own development has been influenced by management approaches encountered in own experience. As a HR Manager for Smart Care Residential home my own development has been influenced through a number of leadership and management approaches. Firstly, through the use of personal performance appraisals, I have been encouraged to focus on areas of weakness as well as my strengths. By highlighting these weaknesses, I have then been able to concentrate on relevant training; the gathering of information through self-directed reading, to improve my knowledge in these weak areas. Team-working has been improved through the promotion of working relationships between team members, through the use of team-building sessions and activity workshops. In addition, whilst it is acknowledged that everyone has a poor manager at some point in their career, these poor managers accentuate the skills of the effective leadership and have helped me to develop good leadership skills. I have also been allowed to mentor new employees as I was very effective in my role. However, I consider the most effective management approach for me, to have been through the use of task allocation and team target setting. Whilst I originally assumed that the task allocation was for an individuals benefit, I can now see how this benefits the whole[2CR5] team. Management approaches Leadership style Motivation Mentoring Coaching Training Shadowing Task orientation Team orientation Individual orientation Own development Attributes Confidence Skill competency Knowledge Understanding Reference Urwick, L.F. (1968), Great Names in Management: Henri Fayol, 1841à ¢Ã¢â€š ¬Ã‚ 1925, lecture presented at the University of New South Wales, 19 June, Urwick papers, Henley Management College, ref. 3/5, unpublished. http://www.emeraldinsight.com/doi/ref/10.1108/00251740510634895 [2CR1]Explain the eight (8) leadership theories, such great man, trait, etc. [2CR2]Maslow may be good on working relationship or management approaches [2CR3]Review working relationship and analyse (break down and show relationship between each topic and the improved working relationship [2CR4]Answer this question in three parts (1) identify the management approaches (2) reflect on what your learn from management approaches (3) conclude how you can use your experience and skills acquired to manage other people [2CR5]How did these approaches make you a better manager to manage other people in future