Associate Level Material Essay

Introduction Due in Week One: Give an overview of the company and the security goals to be achieved. 1 Company overview As relates to your selected scenario, give a brief 100- to 200-word overview of the company. Sunica Music and Movies is a multimedia corporation that currently has four locations. Due to jumbled inventory, no internet commerce, and other factors they have been losing more and more customers. By installing a WAN, they will be able to keep track of their inventory better. They will also be able to keep their finances in order. There are also plans to make it where people can order online. In the end the company is going to make sure that their network is fully functional for all four stores, be secure for their customers, and protect all the assets of the company with a proper plan and proper security. 2 Security policy overview Of the different types of security policies—program-level, program-framework, Issue-specific, and system-specific—briefly cover which type is appropriate to your selected business scenario and why. I feel that issue specific would be the proper system to use for this company. The problems they have are issue specific and can be solved by addressing specific issues. By fixing each issue seprately, they will be able to become the safe and reliable company they want to be. 3 Security policy goals As applies to your selected scenario, explain how the confidentiality, integrity, and availability principles of information security will be addressed by the information security policy. 1 Confidentiality Briefly explain how the policy will protect information. By installing a WAN, Sunica makes sure that the inforamtion stays within the company itself. That make it more difficult for hackers to infiltrate their system. 2 Integrity Give a brief overview of how the policy will provide rules for authentication and verification. Include a description of formal methods and system transactions. This system will make sure that their is no unauthorized access to any of the information. It will also keep logs to where if anything does go wrong they can pinpoint exactly where and when it happened. It will also stay updated to the point where there wont be any unneccesary issues. 3 Availability Briefly describe how the policy will address system back-up and recovery, access control, and quality of service. By having a WAN the company will maintain all control of their system. Which will make backup of the system easier. And it will also allow them to be able to recover anything lost with more ease. And finally it allows tem to make sure that everything stays up to date so that the material will always be accesible and at the highest quality possible. References Cite all your references by adding the pertinent information to this section by following this example. American Psychological Association. (2001). Publication manual of the American Psychological Association (5th ed.). Washington, DC: Author.

360 Degree Feedback

Abstract As today’s businesses continue to expand, workers are expected to perform well on their jobs. This is what truly happened to management who has a tendency to measure how well they are doing on their job. The job done in a certain period of time is frequently evaluated by performance appraisal. Performance appraisals lead to enhancing employee’s performance, internal communication (relationship), and quality improvements as well. Some experts argue that formal performance appraisal is somewhat useless and many of them contemplate performance appraisals can be detrimental to quality improvement and convey some negative perceptions to the management (David Law, 2007). Albeit many professionals pointed out disadvantages associated with using performance appraisal, I contemplate that its benefits outweigh drawbacks. As such, a 360-degree feedback is one of the numerous examples of performance evaluation methods. Performance appraisals can be used to measure one’s job performance with feedback from subordinates, peers, and managers in the organization, so that everyone in the particular organization knows what and where he or she needs to improve. In addition, well-scheduled 360-degree feedbacks lead to positive changes in worker’s job satisfaction and enhance the company’s effort to attain its own interest. The stable encouragement of the effects of performance appraisal has a variety of short-term and long-term consequences including improved job performance, harmonious interpersonal relationships (superiors and subordinates), and as well as advanced quality management (continuous improvement) within organizations. History The 360-degree feedback was initially used by the U. S. Armed Forces to support development of its staff in the 1940’s. Later on Clark Wilson from the University of Bridgeport (Connecticut) developed the first 360-degree feedback survey instruments for management development and it has been used and studied since 1973 (www. erformanceprograms. com). Valuable factors A 360-degree feedback offers a variety of remarkably potential benefits. According to Stephane Brutus et al. (2006), all of the following benefits have been applied to six different countries in distinct functions, such as: accounting, finance, manufacturing, and many other primary departments. â⠂¬ ¢Individuals get a broader perspective of how they are perceived by others than previously possible. It indicates that awareness of and relevance of competencies in workers’ psyche will continue to increase over time. At this point, management should be aware that they too have development needs that are crucial for the whole organization. Once this step has been applied, employees would next give more reliable feedback to managers about their performance. I believe this method could be seen as a win-win situation which is beneficial for both workers and management. †¢Encouraging more open feedback — new insights. It indicates that reinforcing the desired competencies of the business requires a clearer picture to senior management of individual’s real worth. A 360-degree feedback clarifies the employee’s critical performance aspects because open feedback gives people a more rounded view of performance than they had previously. †¢Identifying key development areas for the individual, a department and the organization as a whole. Individuals’ strengths can be used to the best advantage of the business. A rounded view of the individual’s/ team’s/ organization’s performance determines appropriately strengths and weaknesses in business environment. Therefore, the self-awareness of managers will have personally impact upon subordinates. †¢Supporting a climate of continuous improvement. Starting to improve the climate/ morale will be measured through the survey. Management should focus on agenda and discuss for development based upon the collected 360-degree feedback. Goals and objectives of 360-degree feedback Applying 360-feedback requires that both recipients and reviewers are involved in confidential feedback. The negative effect of transparent feedback can negatively affected by emotions and peer conflicts. This issue can lead to impaired job performance and adverse interpersonal relationship among the employees. Patricia Angelucci (2000) states the desired objectives of a 360-degree feedback are increasing professional accountability, motivating staff, and increasing employee morale and satisfaction (Angelucci, 2000). Importantly, she claims that 360-degree appraisal given to employees provides for constructive feedback and employee recognition by objectively measuring performance, and gives the employee the responsibility to contribute information (Patricia Angelucci, 2000). It is clear that using 360-degree feedback can necessarily improve labors’ job performance as long the evaluations are delivered honestly, openly, and objectively to the targets in every aspect of management including superiors and subordinates. Process of 360-feedback Robert Garbett et al. (2007) suggest several recommendations to optimize the usefulness of the process in preparing 360-degree feedback: 1. Thorough preparation. It is remarkably crucial to all members involved about the purpose and criteria used to identify role set members. Preparation indicates key to achieve successfulness in implementing 360-degree appraisal. 2. Suitability. Methods used in gathering information need to reflect what is convenient and appropriate to the colleagues one is working with. 3. Anonymity. Anonymity and openness were found to be useful. Open approaches offer more detailed information for the development of expertise and workforce effectiveness. Further, Garbett et al. (2007) add that the characteristic useful to ensure quality on 360-degree feedbacks is self-assessment based on critical reflection using an evidence-based framework of field expertise (Garbett, 2007). This method will prevent employees from mistakenly giving feedback to coworkers, and it should be based on observation of practice and experience in the past. The implementation of 360-degree feedback has been widely used across the globe since its benefits to the every sector of management. Metcalfe (1998) and Swain et al (2004) says, â€Å"The concept of 360-degree feedback has been extensively used, examined, and adapted in business and increasingly in healthcare as a developmental tool† (As cited in Garbett et al. , 2007, p. 343). Ten steps to conducting 360-degree feedback Chris Pearce (2007) suggests there are ten steps to help companies conduct 360-degree appraisal: ? Preparing for appraisal interviews. This step includes agreed performance objectives and reviews that have been applied at any given times. ?Planning appraisals Imperative interviews held by the management have to be relaxed and solemn will be covered on this step. ?Conducting appraisals The third step involves placing situation of the prolific substitutes thoughts, demonstrating the ability of comfort and prevention due to interruptions during the interview, and pioneering the basic regulation for appraisals and the concerns by appraisees. Reviewing achievements Next, this step explains about assessing appraisees’ accomplishment and detecting where the appraisees’ position. ?Sharing views on progress Offering responses on appraisees’ accomplishment, ensuring appraisees’ aggrement on the responses, and creating the improvement if needed are covered on this st ep. ?Considering ratings This step is concerned with contributing the appraisees’ beliefs by rating the conclusions before the last result comes up. ?Plans for improvement Expanding and accentuating the further progression of the failings must be applied in the conformity and conversation should be involved in this step. ?Dealing with development plans This step deals with sincerity and factuality that must be concerned with the appraisees’ objectives and profession ambition. ?Agreeing new objectives With regards to SMART which stands for specific, measurable, appropriate, realistic, and timed, appraisses’ goals and time spent should be involved in this step. Asking for feedback In the last step, questioning about appraisees’ responses to them, abridging the essential points of evaluation, and ending with conclusion should be applied for the last action. Discussion Every country has been fascinated with Japanese industry for decades and it became recognized as the world’s most competitive nation in the 1970s and 1980s. Nowadays, many small and big companies all over the world attempt to apply the Japanese system to their sys tem in every aspect of management. Several experts explain why Japan can compete well to attract its target market albeit the rivalry among the competing sellers is high in the country. It is simply a distinctive approach to Japanese management has brought remarkable impact in today’s practices such as total quality and continuous improvement (Porter, Takeuchi, & Sakakibara, 2000). With regards to improvement initiatives, Pryor, White, and Toombs (1998) point out that performance appraisal is one of the strategic quality management tools which use continuous improvement as a strategic weapon (http://www. 12manage. com). In addition, Bracken and Timmreck (1999) also agree that performance evaluations are essential for developing managerial behaviors in every level that provide data in its strategic efforts when they say, â€Å"As results of 360-degree feedback are used in conjunction with HR systems, such as staffing, succession planning, compensation, performance management and even, in some cases, downsizing† (As cited in Treena L. Gillespie, 2005, p. 363). In establishing 360-degree feedback, I contemplate there is another aspect affects people’s judgment relating to leaving feedbacks to coworkers. Coaching is one of the critical components of stimulating interpersonal relationship in conjunction with feedback results. Wright states, â€Å"The coaching component in management is a two way street. There needs to be open communication in order for successful coaching to take place† (Robert F. Wright, 2000). As such, I would like to emphasize that two-way interaction between subordinates and superiors is required in order to affect feedbacks and indeed, better feedbacks will generate better relationship. This component could cover poor communication problem which can lead to unpleasant feedbacks to employees within an organization. Nowadays, big companies such as British Airways, AT&T, Alberto Culver North America, and General Electric are increasingly using 360-degree feedback (Huet-Cox, Nielsen, & Sundstrom, 1999). According to Evans (2001), using 360-degree feedback can potentially provide a fuller, more realistic picture of the employee’s overall performance since every employee receives performance feedback from four sources: the supervisors, subordinates, peers and coworkers, and self-ratings (Evans, 2001). Effective appraisals usually lead to better performances from appraisees, and feedabcks should be jointly solving problems as long appraisees always focus on the future not the past. Several characteristics of 360-degree feedback at firms may have considerable advantages of implementing TQM, and â€Å"One survey showed that more than 20 percent of firms are tying 360-degree appraisal directly to their Total Quality Management efforts† (Laabs, 1994, p. 17). Applying the 360-degree feedback compliments the implementation of TQM in businesses since it has faster communication line (superiors to subordinates) and uncomplicated system that meets customer needs and expectations. Glover (1993) argues that there is a five-stage implementation framework that could be applied in enterprises: awareness, education, structural change, necessary activities, and outcomes or expected improvements (as cited in Yusof & Aspinwall, 2000, p. 281). Appropriate design of the 360-degree feedback will absolutely provide a strong basis for the path to successful TQM implementation. A systematic procedure such as ISO 9000 is the first-most effective way that can solve the quality problems in many businesses. Take for instance, the 360-degree feedback is used to measure the effectiveness of Just In Time (JIT) inventory system in plant department within company. Consequently, an integrated JIT inventory model generated through 360-degree system can minimize the sum of the ordering/ setup cost, holding cost, quality improvement, and crashing costs (Yang & Pan, 2004). Once those procedures have been established, the next step is to plan for improvement. If the need for change is highly needed, some methods suggested by Asher (1992) could encourage the renovation process of the implementation: investigating cost of quality, conducting customer perception surveys, collecting data on employees’ perceptions, and establishing system and procedure (as cited in Yusof & Aspinwall, 2000, p. 289). This type of approach in context of management will escalate the job performance as it will result in improved productivity in workers. I agree with Wright’s (2000) standpoint saying that 360-degree feedback can be seen as result-oriented concerned with focusing on the goals rather than the process (Robert F. Wright, 2000). More importantly, such a evaluation should lead the employees to work together attaining the company’s goals, as Wright (2000) says, â€Å"It is critical for a good manager to be more concerned with the results and less with the process of how those are achieved† (Robert F. Wright, 2000, p. 363). As long as the process is performed well, managers should be more concerned about the results not necessarily the technique. With regards to labors’ skills, through evaluations management should encourage its workers give feedback about what needs to change and where to change, as Loup and Koller says,† Listening and speaking from the heart about what people think, feel, and believe about the change will keep the change process moving forward† (Loup & Koller, 2005, p. 77). As we can conclude, utilizing well-scheduled 360-degree feedbacks as a performance appraisal is the management’s responsibilities for introducing, applying, and maintaining the practice punctually once it has started. Some companies consider a 360-degree feedback and other appraisals are attributable to adverse quality, and ironically the process in implementing those techniques seem to be time-consuming and convey some negative perceptions to the management. Management should contemplate that the company’s goals will not be successfully attained if employees do not notice whether or not they are performing well on their job as Senge (1990) concludes that yet the primary threats to our survival today come not from events but from slow gradual processes to which we are 90 percent blind (Peter M. Senge, 1990). In conclusion, all the suggestions by experts above regarding quality improvements mostly explain the importance of the 360-degree feedback within companies. Therefore, 360-degree assessment can assist the management on track and measure employee’s performance and leadership which could contribute to overall organization performance (Marcie Levine, 2003). Finally, if the 360-degree appraisal is not applied soon, I believe companies will experience a problem which can be looming ahead for the company itself in the years to come. References Angelucci, Patricia. 2000). Cultural diversity: health belief systems. Nursing Management Journal, 7-8. Brutus, Stephane et al. (2006). Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360- degree feedback. International Journal of Human Resource Management, 1888-1906. Evans, A. (2001). From every angle. Training, 38 (9), 22. Garbett, Robert. (2007). Developing a qualitative approach t o 360-degree feedback to aid understanding and development of clinical expertise. Journal of Nursing Management, 342-347. Gillespie, Treena L. (2005). Internationalizing 360-degree feedback: are subordinate ratings comparable? Journal of Business and Psychology, 361-382. hands of people to effect change. Organizational Development Journal, 23(3), 73-81. Huet-Cox, G. D. , Nielsen T. M. , & Sundstrom, E. (1999, May). Get the most from 360-degree feedback: put it on the internet. HR Magazine, 92-103. Laabs, J. J. (1994). TQM Efforts to Rewards. Personnel Journal, 17. Law, David R. (2007). Appraising performance appraisals: a critical look at an external control management technique. International Journal of Reality Therapy, 35-47. Levine, Marcie. (2003). 3600 assessments-where do I start? Survey Connect Inc, 1-4. Loup, R. , & Koller, R. (2005). The road to commitment: Capturing the head, hearts and Pearce, Chris. (2007). Ten steps to conducting appraisals. Nursing Management Journal, 21. Porter, Michael E. , Takeuchi, Hirotaka & Sakakibara, Mariko. (2000). Can Japan compete? Cambridge: Perseus Publishing. Pryor, Mildred G. , White, J. Chris & Toombs, Leslie A. (1998). Strategic Quality Management. Thomson Learning. Senge, Peter M. (1990). The fifth discipline: The art & practice of the learning organization (1st ed. . New York: Doubleday. Wright, Robert F. (2000). Strategies for avoiding the micro management trap. Journal of Management Decision, 362-364. Yang, Jin-Shan, & Pan, Jason Chao-Hsien. (2004). Just-in-time purchasing: an integrated inventory model involving deterministic variable lead time and quality improvement investment. International Journal of Production Research, 853-863. Yusof, Sha’ri M ohd & Aspinwall, Elaine. (2000). Total quality management implementation frameworks: comparison and review. Journal of Total Quality Management, 281-294. www. 12manage. com www. performanceprograms. com 360 Degree Feedback Abstract As today’s businesses continue to expand, workers are expected to perform well on their jobs. This is what truly happened to management who has a tendency to measure how well they are doing on their job. The job done in a certain period of time is frequently evaluated by performance appraisal. Performance appraisals lead to enhancing employee’s performance, internal communication (relationship), and quality improvements as well. Some experts argue that formal performance appraisal is somewhat useless and many of them contemplate performance appraisals can be detrimental to quality improvement and convey some negative perceptions to the management (David Law, 2007). Albeit many professionals pointed out disadvantages associated with using performance appraisal, I contemplate that its benefits outweigh drawbacks. As such, a 360-degree feedback is one of the numerous examples of performance evaluation methods. Performance appraisals can be used to measure one’s job performance with feedback from subordinates, peers, and managers in the organization, so that everyone in the particular organization knows what and where he or she needs to improve. In addition, well-scheduled 360-degree feedbacks lead to positive changes in worker’s job satisfaction and enhance the company’s effort to attain its own interest. The stable encouragement of the effects of performance appraisal has a variety of short-term and long-term consequences including improved job performance, harmonious interpersonal relationships (superiors and subordinates), and as well as advanced quality management (continuous improvement) within organizations. History The 360-degree feedback was initially used by the U. S. Armed Forces to support development of its staff in the 1940’s. Later on Clark Wilson from the University of Bridgeport (Connecticut) developed the first 360-degree feedback survey instruments for management development and it has been used and studied since 1973 (www. erformanceprograms. com). Valuable factors A 360-degree feedback offers a variety of remarkably potential benefits. According to Stephane Brutus et al. (2006), all of the following benefits have been applied to six different countries in distinct functions, such as: accounting, finance, manufacturing, and many other primary departments. â⠂¬ ¢Individuals get a broader perspective of how they are perceived by others than previously possible. It indicates that awareness of and relevance of competencies in workers’ psyche will continue to increase over time. At this point, management should be aware that they too have development needs that are crucial for the whole organization. Once this step has been applied, employees would next give more reliable feedback to managers about their performance. I believe this method could be seen as a win-win situation which is beneficial for both workers and management. †¢Encouraging more open feedback — new insights. It indicates that reinforcing the desired competencies of the business requires a clearer picture to senior management of individual’s real worth. A 360-degree feedback clarifies the employee’s critical performance aspects because open feedback gives people a more rounded view of performance than they had previously. †¢Identifying key development areas for the individual, a department and the organization as a whole. Individuals’ strengths can be used to the best advantage of the business. A rounded view of the individual’s/ team’s/ organization’s performance determines appropriately strengths and weaknesses in business environment. Therefore, the self-awareness of managers will have personally impact upon subordinates. †¢Supporting a climate of continuous improvement. Starting to improve the climate/ morale will be measured through the survey. Management should focus on agenda and discuss for development based upon the collected 360-degree feedback. Goals and objectives of 360-degree feedback Applying 360-feedback requires that both recipients and reviewers are involved in confidential feedback. The negative effect of transparent feedback can negatively affected by emotions and peer conflicts. This issue can lead to impaired job performance and adverse interpersonal relationship among the employees. Patricia Angelucci (2000) states the desired objectives of a 360-degree feedback are increasing professional accountability, motivating staff, and increasing employee morale and satisfaction (Angelucci, 2000). Importantly, she claims that 360-degree appraisal given to employees provides for constructive feedback and employee recognition by objectively measuring performance, and gives the employee the responsibility to contribute information (Patricia Angelucci, 2000). It is clear that using 360-degree feedback can necessarily improve labors’ job performance as long the evaluations are delivered honestly, openly, and objectively to the targets in every aspect of management including superiors and subordinates. Process of 360-feedback Robert Garbett et al. (2007) suggest several recommendations to optimize the usefulness of the process in preparing 360-degree feedback: 1. Thorough preparation. It is remarkably crucial to all members involved about the purpose and criteria used to identify role set members. Preparation indicates key to achieve successfulness in implementing 360-degree appraisal. 2. Suitability. Methods used in gathering information need to reflect what is convenient and appropriate to the colleagues one is working with. 3. Anonymity. Anonymity and openness were found to be useful. Open approaches offer more detailed information for the development of expertise and workforce effectiveness. Further, Garbett et al. (2007) add that the characteristic useful to ensure quality on 360-degree feedbacks is self-assessment based on critical reflection using an evidence-based framework of field expertise (Garbett, 2007). This method will prevent employees from mistakenly giving feedback to coworkers, and it should be based on observation of practice and experience in the past. The implementation of 360-degree feedback has been widely used across the globe since its benefits to the every sector of management. Metcalfe (1998) and Swain et al (2004) says, â€Å"The concept of 360-degree feedback has been extensively used, examined, and adapted in business and increasingly in healthcare as a developmental tool† (As cited in Garbett et al. , 2007, p. 343). Ten steps to conducting 360-degree feedback Chris Pearce (2007) suggests there are ten steps to help companies conduct 360-degree appraisal: ? Preparing for appraisal interviews. This step includes agreed performance objectives and reviews that have been applied at any given times. ?Planning appraisals Imperative interviews held by the management have to be relaxed and solemn will be covered on this step. ?Conducting appraisals The third step involves placing situation of the prolific substitutes thoughts, demonstrating the ability of comfort and prevention due to interruptions during the interview, and pioneering the basic regulation for appraisals and the concerns by appraisees. Reviewing achievements Next, this step explains about assessing appraisees’ accomplishment and detecting where the appraisees’ position. ?Sharing views on progress Offering responses on appraisees’ accomplishment, ensuring appraisees’ aggrement on the responses, and creating the improvement if needed are covered on this st ep. ?Considering ratings This step is concerned with contributing the appraisees’ beliefs by rating the conclusions before the last result comes up. ?Plans for improvement Expanding and accentuating the further progression of the failings must be applied in the conformity and conversation should be involved in this step. ?Dealing with development plans This step deals with sincerity and factuality that must be concerned with the appraisees’ objectives and profession ambition. ?Agreeing new objectives With regards to SMART which stands for specific, measurable, appropriate, realistic, and timed, appraisses’ goals and time spent should be involved in this step. Asking for feedback In the last step, questioning about appraisees’ responses to them, abridging the essential points of evaluation, and ending with conclusion should be applied for the last action. Discussion Every country has been fascinated with Japanese industry for decades and it became recognized as the world’s most competitive nation in the 1970s and 1980s. Nowadays, many small and big companies all over the world attempt to apply the Japanese system to their sys tem in every aspect of management. Several experts explain why Japan can compete well to attract its target market albeit the rivalry among the competing sellers is high in the country. It is simply a distinctive approach to Japanese management has brought remarkable impact in today’s practices such as total quality and continuous improvement (Porter, Takeuchi, & Sakakibara, 2000). With regards to improvement initiatives, Pryor, White, and Toombs (1998) point out that performance appraisal is one of the strategic quality management tools which use continuous improvement as a strategic weapon (http://www. 12manage. com). In addition, Bracken and Timmreck (1999) also agree that performance evaluations are essential for developing managerial behaviors in every level that provide data in its strategic efforts when they say, â€Å"As results of 360-degree feedback are used in conjunction with HR systems, such as staffing, succession planning, compensation, performance management and even, in some cases, downsizing† (As cited in Treena L. Gillespie, 2005, p. 363). In establishing 360-degree feedback, I contemplate there is another aspect affects people’s judgment relating to leaving feedbacks to coworkers. Coaching is one of the critical components of stimulating interpersonal relationship in conjunction with feedback results. Wright states, â€Å"The coaching component in management is a two way street. There needs to be open communication in order for successful coaching to take place† (Robert F. Wright, 2000). As such, I would like to emphasize that two-way interaction between subordinates and superiors is required in order to affect feedbacks and indeed, better feedbacks will generate better relationship. This component could cover poor communication problem which can lead to unpleasant feedbacks to employees within an organization. Nowadays, big companies such as British Airways, AT&T, Alberto Culver North America, and General Electric are increasingly using 360-degree feedback (Huet-Cox, Nielsen, & Sundstrom, 1999). According to Evans (2001), using 360-degree feedback can potentially provide a fuller, more realistic picture of the employee’s overall performance since every employee receives performance feedback from four sources: the supervisors, subordinates, peers and coworkers, and self-ratings (Evans, 2001). Effective appraisals usually lead to better performances from appraisees, and feedabcks should be jointly solving problems as long appraisees always focus on the future not the past. Several characteristics of 360-degree feedback at firms may have considerable advantages of implementing TQM, and â€Å"One survey showed that more than 20 percent of firms are tying 360-degree appraisal directly to their Total Quality Management efforts† (Laabs, 1994, p. 17). Applying the 360-degree feedback compliments the implementation of TQM in businesses since it has faster communication line (superiors to subordinates) and uncomplicated system that meets customer needs and expectations. Glover (1993) argues that there is a five-stage implementation framework that could be applied in enterprises: awareness, education, structural change, necessary activities, and outcomes or expected improvements (as cited in Yusof & Aspinwall, 2000, p. 281). Appropriate design of the 360-degree feedback will absolutely provide a strong basis for the path to successful TQM implementation. A systematic procedure such as ISO 9000 is the first-most effective way that can solve the quality problems in many businesses. Take for instance, the 360-degree feedback is used to measure the effectiveness of Just In Time (JIT) inventory system in plant department within company. Consequently, an integrated JIT inventory model generated through 360-degree system can minimize the sum of the ordering/ setup cost, holding cost, quality improvement, and crashing costs (Yang & Pan, 2004). Once those procedures have been established, the next step is to plan for improvement. If the need for change is highly needed, some methods suggested by Asher (1992) could encourage the renovation process of the implementation: investigating cost of quality, conducting customer perception surveys, collecting data on employees’ perceptions, and establishing system and procedure (as cited in Yusof & Aspinwall, 2000, p. 289). This type of approach in context of management will escalate the job performance as it will result in improved productivity in workers. I agree with Wright’s (2000) standpoint saying that 360-degree feedback can be seen as result-oriented concerned with focusing on the goals rather than the process (Robert F. Wright, 2000). More importantly, such a evaluation should lead the employees to work together attaining the company’s goals, as Wright (2000) says, â€Å"It is critical for a good manager to be more concerned with the results and less with the process of how those are achieved† (Robert F. Wright, 2000, p. 363). As long as the process is performed well, managers should be more concerned about the results not necessarily the technique. With regards to labors’ skills, through evaluations management should encourage its workers give feedback about what needs to change and where to change, as Loup and Koller says,† Listening and speaking from the heart about what people think, feel, and believe about the change will keep the change process moving forward† (Loup & Koller, 2005, p. 77). As we can conclude, utilizing well-scheduled 360-degree feedbacks as a performance appraisal is the management’s responsibilities for introducing, applying, and maintaining the practice punctually once it has started. Some companies consider a 360-degree feedback and other appraisals are attributable to adverse quality, and ironically the process in implementing those techniques seem to be time-consuming and convey some negative perceptions to the management. Management should contemplate that the company’s goals will not be successfully attained if employees do not notice whether or not they are performing well on their job as Senge (1990) concludes that yet the primary threats to our survival today come not from events but from slow gradual processes to which we are 90 percent blind (Peter M. Senge, 1990). In conclusion, all the suggestions by experts above regarding quality improvements mostly explain the importance of the 360-degree feedback within companies. Therefore, 360-degree assessment can assist the management on track and measure employee’s performance and leadership which could contribute to overall organization performance (Marcie Levine, 2003). Finally, if the 360-degree appraisal is not applied soon, I believe companies will experience a problem which can be looming ahead for the company itself in the years to come. References Angelucci, Patricia. 2000). Cultural diversity: health belief systems. Nursing Management Journal, 7-8. Brutus, Stephane et al. (2006). Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360- degree feedback. International Journal of Human Resource Management, 1888-1906. Evans, A. (2001). From every angle. Training, 38 (9), 22. Garbett, Robert. (2007). Developing a qualitative approach t o 360-degree feedback to aid understanding and development of clinical expertise. Journal of Nursing Management, 342-347. Gillespie, Treena L. (2005). Internationalizing 360-degree feedback: are subordinate ratings comparable? Journal of Business and Psychology, 361-382. hands of people to effect change. Organizational Development Journal, 23(3), 73-81. Huet-Cox, G. D. , Nielsen T. M. , & Sundstrom, E. (1999, May). Get the most from 360-degree feedback: put it on the internet. HR Magazine, 92-103. Laabs, J. J. (1994). TQM Efforts to Rewards. Personnel Journal, 17. Law, David R. (2007). Appraising performance appraisals: a critical look at an external control management technique. International Journal of Reality Therapy, 35-47. Levine, Marcie. (2003). 3600 assessments-where do I start? Survey Connect Inc, 1-4. Loup, R. , & Koller, R. (2005). The road to commitment: Capturing the head, hearts and Pearce, Chris. (2007). Ten steps to conducting appraisals. Nursing Management Journal, 21. Porter, Michael E. , Takeuchi, Hirotaka & Sakakibara, Mariko. (2000). Can Japan compete? Cambridge: Perseus Publishing. Pryor, Mildred G. , White, J. Chris & Toombs, Leslie A. (1998). Strategic Quality Management. Thomson Learning. Senge, Peter M. (1990). The fifth discipline: The art & practice of the learning organization (1st ed. . New York: Doubleday. Wright, Robert F. (2000). Strategies for avoiding the micro management trap. Journal of Management Decision, 362-364. Yang, Jin-Shan, & Pan, Jason Chao-Hsien. (2004). Just-in-time purchasing: an integrated inventory model involving deterministic variable lead time and quality improvement investment. International Journal of Production Research, 853-863. Yusof, Sha’ri M ohd & Aspinwall, Elaine. (2000). Total quality management implementation frameworks: comparison and review. Journal of Total Quality Management, 281-294. www. 12manage. com www. performanceprograms. com

Organizational Culture in the Economy Essay Example | Topics and Well Written Essays - 1000 words

Organizational Culture in the Economy - Essay Example Thus, organizational culture involves three core dimensions that help define the organizational environment and how the organization interacts with the different environments. The customer dimension helps in identifying the driving forces for the company with reference to the type of products and services provided to the customers. However, customer demand as influenced by preferences and tastes tunes the organization towards developing the above-mentioned defining characteristics. The people dimension of culture involves the interaction among organizational stakeholders and how this affects the performance of the organization as well as its ability to retain employees, investors, and attracts new investors as well. Finally, the performance dimension of culture is a defining tool of what the organization is involved with and what competitive advantages put it ahead of the completion. With reference to the various dimensions of organizational culture, it is observed that organizational culture, as it borrows from business culture, is an important aspect that aims at defining purpose and relevance of the organization to the economy, target customers, and the organizational culture (Dalkir, 2011). The impacts of not addressing organizational culture include the inability of the organization to not only lack focus on target customers, but also to develop a negative reputation within its marketplace. Many are the times when the term organizational culture is inappropriately used to refer to positive strategies of an organization. However, while organizational culture is not a set of policies targeting various aspects of the organizational operations, it is considered a set of variables that add up to inform of the organization’s mission and relevance within a defined marketplace. In this case, three major considerations when addressing organizational culture are of crucial importance to organizational management and other stakeholders.  

Risk Reflection Coursework Example | Topics and Well Written Essays - 250 words

Risk Reflection - Coursework Example unication imparted the message that driving under the influence is â€Å"not the best mix.† In addition, the visuals indicated a car dipping in a wine glass full of red wine. The color itself creates the impression of blood. The statistics in the communication indicate that at least 27 people die from drunk driving yearly. The risk communication on drunk driving applies the theory of outrage factors by alerting people and reassuring them (Sandman et al., 2012). The risk communication acts as an alert trying to protect people from the perils of drunk driving. In addition, it offers reassurance that by choosing the right mix (not drinking and driving), the risk would not occur. The statistics provided amplifies the risk by indicating that it is proven that driving under the influence is risky and can lead to death. The communication has some psychological effect on the public. It continues to alert the public that they ought not to be part of the statistic. Such a statement amplifies the risk by have a psychological impact on the public on the need to keep off from drunk driving. The risk communication on drunk driving is still open to modifications to ensure that it addresses the severity of the conditions. As such, it is important the message include the penalties applicable for the offence. The communicator focuses not on the effects of drinking, but the effects of driving under the influence. The message passed across is that individuals should not drink and drive. The main issue is driving under the influence. The hazard evokes a feeling of responsibility towards one’s life. As such, it is so irresponsible for an individual to drive while drunk amid all the communication against such an act. Sandman, P., Miller, P., Johnson, B., & Weinstein, N. (2012). Agency Communication, Community Outrage, and Perception of Risk: Three Simulation Experiments. Risk Analysis, 13(6), 585-598.

Definition of Family Research Paper Example | Topics and Well Written Essays - 500 words

Definition of Family - Research Paper Example Lastly, he acknowledged adoptive parents and homosexual partners with or without children as a family. The definitions given have a lot in common. All the respondents recognize that a family must have parents and their children. Respondent A, for example, identified a father, mother, and children as the core members of the family. Similar sentiments were given by respondents B and C who viewed the union of parents and children as the family. Another similarity in their definitions was the concept of people with shared interests coming together to form a family. It is common to hear religious groups refer themselves as families because the members aim to worship and do things that please their creator. Apart from respondent A, the other two did not echo the idea of relatives as part of the family. Although the extended family comprises of relatives, the two respondents chose to omit them in their definitions. Respondent C said homosexual partners also qualify to be a family. The other respondents had no idea of gay and lesbian families.I define family as the basic social group that comprises of parents and their children or people with shared values and dwell in the same place. According to Eggenberger et al. (2006), a family is a significant social unit that acts as the foundation of society and its cultures. The journal supports my definition because a family is the basis of a community. Family networks help connect different people to form a society with shared values.

A global city Essay Example | Topics and Well Written Essays - 1000 words

A global city - Essay Example Hong Kong is a Chinese city found in the southern coast enclosed by Pearl River delta and the southern China Sea (Liu 209). The city has a land mass of 1,104 Km2 with a population of close to seven million people, making it one of the most populated cities globally This enormous city acts as a major route for commercial purposes besides unlocking significant parts of Asia to the global metropolis (Wing-kai Chiu 3). The city has a capitalist’s outstanding economy made up of low taxes and no trade barrier. The city’s currency the Hong Kong dollar is the eighth most traded currency worldwide (Louie 197). The city ranks second globally due to its good and well maintained ports that dock ships from all varied states. Hong Kong’s way of governance is also peculiar and very intriguing (Louie 197). It has a chief executive who is the head mainly appointed by a committee of 400 to 1200 members (Louie 197). The chief executive is the head of government although china claim s to be a multiparty state (Wing-kai Chiu 1). Besides its way of governance and the captivating ports, the city also gets credit from building great international air flights that host planes from different states globally (Louie 214). In addition, expatriate children residing in Hong Kong claim to enjoy learning in its various superb international primary, secondary and tertiary institutions that offer top quality education in Hong Kong (Louie 214). The city also enjoys the outstanding services of â€Å"top 40† co-operations that work tirelessly to make the global city’s economy flourish (Reiber, 48). ... Therefore, it hosts hosts many tourists annually than any other city globally (Wing-kai Chiu 1). This is due the decision made by its tourism board to adopt the Hong Kong Asia’s World City to highlight the city’s vibrant and cosmopolitan lifestyle (Reiber, 45). Besides, Hong Kong has an awesome cultural fusion and diversity from different cultures (Reiber, 29). The â€Å"culture† and â€Å"ethos† of its institutions entails flexibility that makes the institutions and decorations extremely attractive to tourists and those who may be touring the city for varied reasons (Reiber, 29). This is because most those residing in Hong Kong exhibit mixed up comprising of both east and western cultures (Chan 107). This enables every traveler from any part of the world might be able to find a place in Hong Kong where they do not feel foreign. This turns out to be extremely intriguing to many tourists. In addition, the city’s crafting designs are products of the e xciting duality of both modern cities’ vitality merged together with traditional society historical colors and richness. This extends to other factors like shopping, entertainment, arts, history, festivals and remarkable events (Reiber, 29). In addition, the global city is also rich in beautiful and breath taking white snowed mountains, still sandy beaches to the idyllic islands like Lantau and Lamma islands (Reiber, 31). Another uniqueness of Hong Kong city is in the kind of transportation characterizing the entire city. It has about 7 million residents but only about three hundred thousand private vehicles ply in the city’s roads. Many residents prefer using public transport because the city is a public transit utopia. This is evident from the big buses,

Schopenhaeur Term Paper Example | Topics and Well Written Essays - 1000 words

Schopenhaeur - Term Paper Example Many people have tried to explain this and there are many different religions which have been formulated on this basis. Many religions have different viewpoints on death however; Buddhism is one of the best in describing life after death. This paper will focus on the perspective utilized by Schopenheur. My friend life is something which we are given unknowingly and there is no knowledge from where we come from hence making us existence in the absence of our knowledge and will. This makes us mere existing objects who are unaware of our origins before birth and where would go after death. Since every person came onto the world without any worry of the future he or she has no reason or substantial basis to worry about the afterlife. Therefore my friend, as you age you can only enjoy and reminisce on the moments which you have lived as these are the ones which have had control over and were able to witness and acknowledge. These are the moments which were yours and you had control as well as the desire to make. There is no reason for you to think what will happen as you move to the next stage of life because you have already experience the most fulfilling part. There are many things which we do not know and if they are not in our hands then there is no reason which we should stress over them. If there is another phase of life after we die, then there are many ways which we can attempt to understand this phase. Yes my friend, curiosity is perhaps something that is existent in all of us; however, this is not to say you should be worried. In the past, many people, particularly religions have attempted to explain the afterlife and this makes it a very interesting subject. What you choose to believe of course entirely up to you. For example, Christianity has attempted to explain the afterlife from the viewpoint of eternal life. This is one aspect which is very controversial as there is a

Week 3 student replys Essay Example | Topics and Well Written Essays - 500 words - 1

Week 3 student replys - Essay Example The post gives an enlightening account of the involvement of Tempo Air in every stage of construction, and until the home is actually occupied and being lived in by the homeowner and his/her family. It is clear that inspection and testing is undertaken, and that the ultimate results have to do with reduction of energy bills, elimination of problems involving moisture content, and enhancement of indoor air quality or IAQ. What appears vague is the particular process undertaken by Tempo Air in the course of achieving its objectives. Why is there a need for Tempo Air to be involved in the early stages of the home (or building) construction when the matter of indoor climate control is a matter that can be addressed only after the building has been constructed? Is it not just a matter of choosing the right brand of air-conditioning units and the right horsepower rating that it could deliver? The post ends with a mention of ‘segmentation’ as separating the company Tempo Air from less reputable firms. I believe ‘segmentation’ in that sense does not refer to market segmentation, which distinguishes between customer-groups. Segmentation should refer to the groups of consumers which the company distinguishes and targets for its goods and services. Neuhaus, E & Schellen, H (2006) ‘Conservatism Heating to Control Relative Humaidity and Create Museum Indoor Conditions in an Monumental Building.’ Retrieved from http://www.monumenten.bwk.tue.nl/documenten/Conservation%20Heating%20to%20Control%20Relative%20Humidity%20and%20Crea.pdf A very informed query is propounded by Kevin Gillin on the post describing St. Jude Medical, a high-tech medical devices manufacturer and distributor. The products and services of St. Jude are vital in extending the lives of people, and the Affordable Health Care Act (Obamacare) may have material impact on the medical devices industry (Forbes, 2013) to which St. Jude

Rock and roll music Essay Example | Topics and Well Written Essays - 500 words

Rock and roll music - Essay Example The speaker in the song is a male lover who has lost his partner. He acknowledges that he is very lonely so that he now found a new place to stay, at the Heartbreak Hotel. He speaks in the first person and so the song effectively communicates the deep emotions of the speaker. Consequently, he is able to present a realistic situation and causes his listeners to empathize with him. Moreover, the narrator uses simple yet vivid imageries which many people understand and relate with. He speaks of a feeling and circumstance which every individual somehow experiences one way or another, a familiar episode which is easily understood by listeners of different ages. Presley, as the speaker and singer, effectively expresses the message of the song through a manner that is not boring or ordinary but through his unique way of singing he was known to be a king of. The text of course tells the pathetic story of a man left by his lover. He now lives alone lonely at heartbreak hotel with other heartbroken people. He says that the men who are there have been crying for so long while the women wore black dresses. Such imagery reflect depressed men and women who did not simply lost their lovers but have lost them forever so that there seems to be no tomorrow. As their love died when their lovers left, they feel that they have nothing or no one to return to but stay at Heartbreak hotel forever. Such despondent atmosphere is emphasized by the equally melancholic music. Although the instruments are quite upbeat, the singer sounds hopeless and seems to really be crying. His pauses and breathes make him sound like a man crying over the death of a loved one. The emotion expressed in the song is quite strong and moving. What makes the song more expressive perhaps is the use of double entendre. For instance, in the third verse, a picture of the hotel attendant

Movie response paper Essay Example | Topics and Well Written Essays - 500 words

Movie response paper - Essay Example It shows how the salient players like the Treasury Secretary, Henry Paulson, Ben Bernanke, the then Chairman of the Federal Reserve, and corporate bigwigs like Dick Fuld, John Thain and Lloyd Blankfein engaged in intense strategic bargaining, planning and machinations to prevent the national financial system from falling down on its knees. The primary premise of the movie is that it was indeed imperative and pragmatic to rescue the ailing banks and financial institutions by making them gel with the healthy ones, and the direct capital bailouts facilitated by the then government through contriving supportive statutory measures were necessary and must. Too Big to Fail does help the audience put the whole economic crisis into context by assigning to it a human face. It to a large extent accurately showcases the chain of events that preceded and followed this debacle and as to how the important state and corporate personalities tried to manage the much feared fall. The movie does manage to weave the basic dynamics underlying the 2008 meltdown with apt clarity and accuracy and does show as to how some of the most important people whom the Americans trusted the national economy with, acted in a selfish, irresponsible and unprofessional manner, which eventually precipitated an economy riding on the illusory real estate boom. However, contrary to the perceptions of many common citizens, Too Big to Fail does not present these people in a negative light, but rather presents them as individuals who merely made some mistakes. In that sense the movie is somewhat soft on the very people who actually created that crisis. For example, even Richard Fuld, the CEO of Lehman, who was a prime player in the speculative financial machinations that added to the overall debacle, is portrayed as a sincere manager working hard to save the organization he worked for. Yet, in a historical context, the movie does try to set aside the emotive content marking the

The Great Gatsby and the American Dream Essay Example for Free

The Great Gatsby and the American Dream Essay As Lenny Wilkens explains, the American Dream is not an inevitable realization. There is no certainty that one can obtain their American Dream. One must work hard and be dedicated in order to achieve it. However, this dream is sometimes out of reach and impossible to obtain. For example, during the 1920’s many individuals pursued the dream of becoming rich and prosperous. Then, in the early 1930’s the Great Depression hit America and their hopes were destroyed by a dwindling economy. F. Scott Fitzgerald presents the same idea of an unattainable dream in the novel, The Great Gatsby. One of the main characters, Jay Gatsby, falls in love with Daisy, but he is unable to stay with her because he is poor. He devotes his life to fulfilling his American Dream of marrying her and living the rest of his life with her. However, he cannot see that Daisy has moved on with her life without him. Through the use of episode, character and symbol in the novel, we can see that Gatsby pursues his American Dream, determined that he will achieve it, however, oblivious to the fact that it is unattainable. During the episode when Nick explains Gatsby’s early encounters with Daisy, we can see that Gatsby is lured into the illusion that he can be with Daisy, but he doesn’t see that his dream is not possible. When Gatsby first meets Daisy, he puts on a persona that allows him to temporarily be with her: â€Å"However glorious might be his future as Jay Gatsby, he was at present a penniless young man without a past, and at any moment the invisible cloak of his uniform might slip from his shoulders†¦ eventually he took Daisy one still October night, took her because he had no real right to touch her hand† (156). Because of Gatsby’s social status, he does not belong with Daisy. However, he is so obsessed with the idea of being with her that he lies to her and shows that he is a wealthy person. He thinks that he can become wealthy enough in the future and earn the right to marry her. However, this accomplishment would take far too long for Daisy to wait for him. When Gatsby is a young man, he realizes that he cannot be with Daisy at the moment because of his social status: â€Å"He found that he had committed himself to the following of a grail†¦ She vanished into her rich house, into herrich, full life, leaving Gatsby—nothing. He felt married to her, that was all† (156-157). Gatsby realizes that it is impossible to be with Daisy while he is poor, so he commits himself to obtaining material possessions to impress her and get her to love him again. What he cannot understand is that Daisy does not feel the same way about him as he does about her. Gatsby creates an illusion that she will wait for him until he is worthy of her social status, but his illusion is misleading. Daisy cannot wait for Gatsby because she wants to move on with her life: â€Å"She wanted her life shaped now, immediately—and the decision must be made by some force—of love, of money, of unquestionable practicality—that was close at hand† (159). After Gatsby left for the war and did not see Daisy for a long time, his love for her was still strong. However, her ephemeral love for him could not last. Daisy believed that she should find someone who could love and support her. She did not wait for Gatsby because she needed to find someone and move on with her life. Gatsby cannot come to the realization that he had lost her in the gap of their social statuses. Therefore, he dedicates himself to an unattainable American dream. Through the episode explaining Gatsby’s initial interactions with Daisy, the novel shows that a person can be lured into following the ghost of an American dream. The character Jay Gatsby is determined to achieve his dream of marrying Daisy, but he is unable to see that this dream cannot be reached. Nick, the narrator of the novel, explains that Gatsby has a significant quality of pursuing his dreams: â€Å" If personality is an unbroken series of successful gestures, then there was something gorgeous about him, some heightened sensitivity to the promises of life, as if he were related to one of those intricate machines that register earthquakes ten thousand miles away† (6). Gatsby has the quality of determination to get what he wants. His dream of marrying Daisy seems like a promise of life to him and he expects it to come true . Although this dream is very distant, Gatsby has no doubt that he will succeed in achieving it. When Gatsby meets up with Daisy for the first time in years, he becomes very nervous and acts in a different manner: â€Å"Gatsby, pale as death, with his hands plunged like weights in his coat pockets, was standing in a puddle of water glaring tragically into my eyes† (91). When Gatsby is finally face to face with his ultimate dream, he does not want to mess up the situation. Daisy is very important to him and he has a lot of pressure on him to impress her. He is overwhelmed by this pressure and seems to be very uncomfortable with the fact that he might lose his dream. Nick explains that Gatsby’s dream is one built on immoral grounds: â€Å"It is what preyed on Gatsby, what foul dust floated in the wake of his dreams that temporarily closed out my interest in the abortive sorrows and short-winded elations of men† (6-7). Gatsby is so obsessed with being with Daisy that he cannot understand that what he is trying to accomplish is both immoral and selfish. By seeking Daisy’s love, he is trying to end Tom and Daisy’s marriage. His desire to be with Daisy creates an illusion in his mind that Daisy had never loved Tom and had only loved him, but he cannot see that this is not the case. He doesn’t understand that Daisy had moved on without him and that his dream cannot come true. Through the use of the character, Jay Gatsby, the novel exemplifies the fact that the American dream is sometimes out of reach. In the novel, a green light at the end of Daisy’s dock symbolizes the unreachable dream for Jay Gatsby. Nick sees Gatsby standing at the edge of the water, gazing toward Daisy’s house: â€Å"He gave a sudden intimation that he was content to be alone—he stretched out his arms toward the dark water in a curious way, and far as I was from him, I could have sworn he was trembling. Involuntarily, I glanced seaward—and distinguished nothing except a single green light, minute and far away† (25-26). Gatsby views this green light as a representation of Daisy and the future. Its presence alone gives Gatsby hope that one day he will achieve his dream. However, this light is far away, across an entire lake, representing Gatsby’s inability to fulfill his desired future. After Gatsby discusses the green light with Daisy, he believes that his dream is not so far after all: â€Å"Daisy put her arm through his abruptly but he seemed to absorb what he had just said. Possibly it had occurred to him that the colossal significance of that light had now vanished forever† (98). Gatsby and Daisy meet up for the first time and tour his mansion. Daisy seems impressed, but Gatsby views her reaction as more significant than it actually is. Now that Gatsby thinks that his dream is becoming real, he views the green light differently. To Gatsby, it no longer symbolizes the fact that Daisy is far away. In this manner, Gatsby is lured into believing that his dream is obtainable. Nick explains that the green light signified hope for Gatsby, but he didn’t realize that this hope was false: I thought of Gatsby’s wonder when he first picked out the green light at the end of Daisy’s dock. He had come a long way to this blue lawn and his dream must have seemed so close that he could hardly fail to grasp it. He did not know that it was already behind him†¦ Gatsby believed in the green light, the orgastic future that year by year recedes before us†¦ So we beat on, boats against the current, borne back ceaselessly into the past (189). The green light was a guiding force for Gatsby in that it would remind him of the great future that he thought he could have. He had worked so hard to obtain his dream, but his future was not certain, like he believed it was. Nick explains that Gatsby was never moving toward the future, but he was always stuck in the dissatisfaction of the past. The green light is a symbol of Gatsby’s impractical American dream; despite his overwhelming desire to be with Daisy, Gatsby’s dream cannot be reached. Jay Gatsby, through his obsession with Daisy, creates an illusion that Daisy had always loved him and wanted to be with him. He becomes tempted to pursue his dream of being with Daisy, but he is oblivious to the fact that she does not share the same goal. While she moves on with her life, Gatsby is stuck trying to solve the problems of his past. He follows a dream that was never possible to achieve. Although Gatsby is determined to fulfill his dream and dedicates himself to it, his dream is impossible. Gatsby is ultimately lured into pursing an unattainable American dream, one that leaves him lost in the past.

The Nhs Quality Standards Health And Social Care Essay

The Nhs Quality Standards Health And Social Care Essay The Quality Standards for Health and Social Care set out the standards that people can expect from Health and Personal Social Services (HPSS). In developing these standards, this report aims to discuss the quality of services and to improve the health and social wellbeing of the people of UK. (Department of Health, Social Services and Public Safety, March 2006). At the heart of these standards are key service user and carer values including dignity, respect, independence, rights, choice and safety. The recent NHS Next Stage Review (England, 2008) outlined a number of initiatives designed to improve the measurement and monitoring of quality within the NHS. In the other UK countries, despite a reduced focus on market mechanisms to incentivise quality, data which helps others understand the patient experience and the quality of care delivered by the multidisciplinary team still remains an important theme. (RCN position statement, Publication no: 003 535, 2010). The measurement and communication of health and social care quality therefore requires assessment of key and consensual variables that reflect the breadth and complexity of health care. Engaging with multiple stakeholders to identify core elements of health and social care quality is essential to this process (See Figure 1) (Soane DM and Silber JH 2003). Figure-1 Health Care Environment Setting System Regulation. What is Quality? The quality of technical care consists in the application of medical science and technology in a way that maximizes its benefits to health without correspondingly increasing its risks. The degree of quality is, therefore, the extent to which the care provided is expected to achieve the most favourable balance of risks and benefits (Avedis Donabedian, M.D., 1980). As matter of fact, one cannot assure of guarantee quality only increase the probability that care good, or better because quality cant be guaranteed, many my-self included have criticized the term assurance. (A.Donabedian R. Bashshur, 2003). Quality is an umbrella for continuous staff and organization development using new methods, an equal emphasis on specification and measurement as an attitudes and relationships. It also building on good practices as well as introducing new procedure raising satisfaction at the same time reducing costs and increasing productivity. (J.Ovretveit, 1992). Definition of quality is different from many others according to Maxwell (1984), accessibility, relevance to need, equity, social acceptability, efficiency and effectiveness. But here is something missed which is central to the quality which is customers responsiveness and what customers want. Fully meeting customer requirements or the totality of futures and characteristics stated of implied needs (BSI, 1990). The most comprehensive and perhaps the simplest definition of quality is that used by advocates of total quality management doing the right thing right, right away.(Quality Assurance Project, Lori DiPrete Brown, 2010). Quality is proper performance (according to standards) of interventions that are known to be safe, that are affordable to the society in question, and that have the ability to produce an impact on mortality, morbidity, disability, and malnutrition. -M.I. Roemer and C. Montoya Aguilar, WHO, 1988 According to Roemer, M.I., (1998) the most comprehensive and conceivably the simplest definition of quality is that used by advocates of total quality management: .Doing the right thing right, right away. Quality frame Work: As health and social care quality is, by necessity, a multi-factorial and broad ranging concept, the definition, measurement and communication of quality in health and social care should involve multiple stakeholders. (RCN position statement, 2010). In health care, quality assurance has been meant to apply predominantly, or even exclusively to health and social care practitioner (A.Donabedian, 2003). However discrepant views between the different stakeholders, ranging from service users (the public, patients and carers) to service providers (nurses, allied health professionals and clinicians) and commissioners of health and social care, exist with regards to the definition and prioritisation of quality issues (Leatherman and Sutherland, 2008, Campbell et al., 2002). Many authorities and organisations in the UK and elsewhere have chosen to adopt an off the shelf performance improvement model or tool in order to help them manage strategically and deliver against the national modernisat ion agenda. (Review of Performance Improvement Models and Tools, 2006). These are the Investor in People, ISO9001:2000 quality system and Practical Quality Assurance System for Small Organisations (PQASSO) etc. On the other hand there are many other approaches and tools available on the market and the choice which to use can be a difficult one. Investor in People: Over 34,000 UK organisations are recognised as Investors in People employing around 27% of the UK workforce. Investors in People provide a straightforward, proven framework for delivering business improvement through people. 73% of Captains of Industry working with recognised Investors in People organisations believe that working with the framework leads to increased productivity.  79% of employers recognised with the Investors in People Standard say it helps all types of organisations adapt to change and growth'(Ipsos Mori Tracking study 2008). Figure: The Investors in People Standard There are three principles of Investor in People to which an organisations key indicators and to work towards have donate to and It is the reflects of business planning cycle (plan, do, review) for following and implement in their own planning cycle structure it obvious for organisations .The structure is based on three main principles: Plan -development to improve the performance of the organisation. Do -to improve the performance of the organisation they take necessary step/action. Review assess the impact of its investment in people on the performance of the organisation. Organisations perform better when their employees have clear goals and are supported by human resource (HR) practices Investors in People recognised organisations have greater human capital flexibility. This denotes to alter their behaviour, to cope with changing workplace circumstances or practices in practice are employees in Investors in People organisations are more capable. Including doing poles apart jobs and acclimatizing to new ways of working with the Investors in People Standard has a positive contact on novelty of a greater willingness to gain new skills. People acknowledgment is more expected to have high levels of service and product innovation effectual communication has a straight and positive result on profitability of Organisations that have Investors. By the learning to have a positive effect on communication inside an organisation and therefore a collision on profitability, assessed by profit margin and profit per employee is shown for Investors in People standing. (Institute for Employment Studies, 2008). The whole process is driven by your needs as a customer. Investors in People specialist will establish with organisational priorities and goals are at the start and then identify the most relevant parts of the framework for your organisation and its particular needs. Through the assessment process Investors in People specialist will provide feedback and advice on the areas of achievement and where there is room for development and Continual support which is personal, practical and flexible in the form of visits, online tools such as the business improvement tool IIP Interactive. Relationship with the Investors in People specialist is enhanced and their input is even more consultative (IIP, 2010). ISO9001:2000 quality system: ISO 9001:2000 is the global standard and come up for quality management systems. The standard mainly focuses on the management of processes and documentation work in order to meet customers needs and expectations. The standard originated in the UK in 1976 as BS 5750. It later evolved to ISO9001 and was revised in 2000 to ISO9001:2000. The nature and reduced documentation requirements of the latest edition of the standard have significantly increased its applicability to the public sector. (ISO: 9000, 2010) The technical committee (TC) 176 developed a series of international standards for quality systems, which were first published in 1987. The standards (ISO 9000.9001, and 9004) were intended to be advisory and were developed for use in two-party contractual situation and internal auditing. However with their adoption by the European community (EC) and a worldwide emphasis on quality and economic competitiveness, the standards have become universally accepted (Besterfield, D. H. 2007). ISO 9001:2000 Quality management systems (QMS)- requirements in the standard used for registration by demonstrating conformity of the QMS to customers, regulatory, and the organizations own requirements (Besterfield, D. H. 2007). The mark is a public demonstration that the organisations quality system has been assessed and is internationally recognised. Once an organisation has gained ISO9001:2000 status it will be visited at regular intervals each year to ensure the standard is maintained. Practical Quality Assurance System for Small Organisations (PQASSO): Practical Quality Assurance System for Small Organisations (PQASSO) is an off-the-shelf quality assurance system. It was first developed in 1997, which offers a practical step-by-step and designed specifically for use within voluntary and community sector organisations to improve the way organization runs and to help them to improve the quality of their services (PQASSO 3rd edition 2008). It provides a stage approach to working out what an organisation is doing well and what could be improved and approach to implementing 3 qualities through levels of achievement'(Proveandimprove 2010). Practical Quality Assurance System for Small Organisations (PQASSO) is a quality assurance system that was produced by the Charities Evaluation Service (CES) specifically for small and medium sized voluntary and community sector organisations (PMMI 2006). It aims to help organisations to set priorities for the future to improve their performance. Charities Evaluation Services (CES) has also designed a CD-ROM to complement the work pack and make the self-assessment process more manageable. PQASSO covers twelve standard quality areas, which organisations should address in order to operate efficiently and achieve good results. The twelve areas are: Planning for quality Governance 3. Management 4. User-centred service 5. Staff and volunteers 6. Training and development 7. Managing money 8. Managing resources 9. Managing activities 10. Networking and partnerships 11. Monitoring and evaluation 12. Results Practical Quality Assurance System for Small Organisations (PQASSO) is currently a self assessment tool although the CES are looking at building peer review into the approach. The system is very flexible and is designed to be worked through over a period of time anything from 12 months to several years. Its focuses strongly outcomes, and helps you to measure the differences to any organization and users that come about by planning and implementing improvements. Organization also can choose to work towards the externally assessed PQASSO quality mark. Especially any small or medium-sized organisation without any paid members of staff or organisations with one or two members of staff can use Quality First. The PQASSO quality mark validates an organizations progress made through self assessment, and it will be cost between  £1,055 to  £1,200 depending on the size of your organization [Islington Voluntary Action Council (IVAC), 2010]. It is a good starting point for organisations tha t are unfamiliar with quality tools. According to Paton (2003), suggests that organizations which allow plenty of time to engage properly in the PQASSO process are more likely to gain significant organisational benefits. However research conducted by Aston Business School (2004) advises funders of the critical importance of allowing and encouraging VCOs to make informed choices about quality systems. Health and Social care Quality standard in UK: In the UK governments White Paper A First class service: Quality in the NHS clinical governance is defined as a framework through which NHS organizations are accountable for continuously improving the quality of their services safeguarding high standards of care by creating an environment in which excellence in clinical care flourish (DoH, 1998). There are numerous concepts and theories associated with ever-increasing base of knowledge on the subject of quality assurance, so much so that it was difficult to choose which to develop. There are many definitions of the term quality assurance written by people who have researched the subject thoroughly (Diana N.T. Sale 2000). Quality assurance is the measurement of the actual level of the service provided plus the efforts to modify when necessary the provision of these service in the light of the results of the measurement (Williamson, 1979). In Britain, the 1990 government NHS reform put quality on the agenda for the first time (DoH 1989). A standard is a level of quality against which performance can be measured. It can be described as essential- the absolute minimum to ensure safe and effective practice, or developmental, designed to encourage and support a move to better practice. The Quality Standards for Health and Social Care, which is contained in this document, is classed as essential. Given the rapidly changing environment in which the HPSS operates, it is important that standards do not become outdated or serve to stifle innovation. To prevent this, standards need to be regularly reviewed and updated. It will be the Departments responsibility, drawing on the best evidence available, including advice, reports and/or information from the Regulation and Quality Improvement Authority (RQIA), to keep the quality standards under consideration, with a formal review being completed by the end of 2008. In recent years under the rubric of total quality management it has become popular to include in the idea of quality assurance almost every function or activity a health care organization (A.Donabedian, 2003). It is reasonable to say that the quality of the environment of health care, including the managerial activities in it, have an influence of the quality of care- either directly, by influencing the performance of practitioner or indirectly, by influencing the convenience, comfort, or safety patients(Berwick, D.M., 1989). Conclusion: Some believe that quality in health care is too abstract and nebulous a concept to precisely defined or objectively measured and one cannot assure or guarantee quality. One only increases probability that will be good or better (A.Donabedian, 2003). Quality cannot be guaranteed, many, included myself, it criticized the term assurance. It suggested alternatives have been improvement or, better still continuous improvement, terms meant to remind us that no given level of quality can be fully satisfactory; one should always try to do even better, progressing to ever higher level of goodness (Berwick, D. 1989). Quality if care is the responsibility of everyone involved in health care and it has never been more important than it is today. Setting and monitoring standards of care and quality assurance are separate issues, although they are sometimes discussed as though they are same (Diana N.T. Sale 2000 p.34-38). Standard must be evidence based and dynamic always moving, always changing to ensure or improve the quality of patient care rather than just a paper exercise.

Leadership In A Changing Environment Nhs Management Essay

Leadership In A Changing Environment Nhs Management Essay Spending on the NHS has risen from  £447m a year to  £96bn over the last 60 years (Ham 1997), nearly a 10-fold increase after adjustment for inflation (Hawe 2008). In 2000 the Labour government initiated a programme of investment of 7% budget increases for 7 years that was unprecedented for any healthcare system (Department of Health 2000). However, Andrew Lansley the new health secretary, recently announced that the NHS budget would continue to rise above inflation in the coming years, but signalled that the NHS may need to make more savings than the previously announced  £20bn in efficiency cuts, a move health experts described as extremely ambitious and unions warned could have a devastating impact on hospitals (The Guardian, 2010). The government say it is necessary to make savings on such a scale because of the squeeze in public spending. So the NHS, with a budget of  £100bn amounting to a fifth of total public spending will have to do more with less. The individuals charged with steering the NHS through this period of relative famine will no doubt be required to display all the qualities of good leadership in order to meet the demanding financial and strategic challenges that face the organisation. But what are those qualities? How are they being developed within the NHS, and are they even the right qualities needed to produce effective leadership in an organisation as complex and demanding as the NHS? This paper firstly takes a critical look at what might constitute good healthcare leadership with reference to the current NHS Leadership Qualities Framework (NHS Institute of Innovation and Improvement, 2005) and presents an alternative to the individualistic approach of seeing leadership as a set of distinct personal qualities, capabilities and/or behaviours. Some of the theoretical and methodological weaknesses of the individualistic approach are exposed in an attempt to challenge the established formula for good leadership, and argue that in the increasingly tough economic climate that the NHS has to operate in, a new style of leadership is required to meet the challenge of delivering high quality healthcare whilst balancing the books. Secondly we look at the role of organisational change in facilitating this new approach to leadership. Established models of culture change are summarised and analysed to see if they might fit within this new approach to leadership. Finally the author discusses his own personal style of leadership in light of the findings and attempts to apply theory to practice within his own working environment. Leadership in the context of the NHS The NHS employs more than 1.3 million  people spread across hundreds of organisations.  Leaders of NHS organisations need to provide strong, strategic leadership for their organisation while being held to account by local Primary Care Trusts (PCTs), Strategic Health Authorities (SHAs) and other regulatory bodies for nationally and locally set objectives.  The performance of these organisations is dependant on the performance of clinicians who are often leaders in their own right, and due to the nature of their profession are expected to work under a great deal of autonomy. This is a problem that the NHS has been struggling with over its entire history. In 1983 the Conservative government of the time commissioned the Griffiths Report, which was a key trigger to the development of management and leadership in the NHS.  In the report, Roy Griffiths famously said, If Florence Nightingale were carrying her lamp through the NHS today she would be searching for the people in charge.  (Griffiths, 1983). The report is best known for recommending that general managers be introduced into the NHS. During the 1980s, hospitals began to integrate the medical profession into the management structure. In the early 1990s, however, with the introduction of the internal market, managers and leaders were tasked very clearly with balancing the books.  This resulted in managers becoming stereotyped as bean counters, a popular viewpoint still held by many (Kings fund, 2009). It was important then that the publication of Lord Darzis NHS Next Stage Review in 2008 (Doh, 2008) shifted the focus from general management onto the need for more clinical leadership.  Clinicians are being asked to have increasing involvement with the management agenda and take responsibility for the delivery of services locally. As a result of this increased recognition of a need for high quality leadership to deliver the NHS Plan (Doh, 2000) in 2009 the Chief Executive of the NHS, David Nicholson, established, and currently chairs the National Leadership Council (NLC). The Council has five main work streams: Top Leaders, Emerging Leaders, Board Development, Inclusion, and Clinical Leadership. This development represents a switch from where people were left to work out their career options for themselves, to a more nurturing environment, with a greater focus on support to both individuals and organisations. The Leadership Qualities Framework The document that underpins the development of leaders through the (NLC) is the Leadership Qualities Framework which has a number of applications and builds on the increasing emphasis in management recruitment, development and education on nurturing individual character traits in leaders, with the sole purpose of producing a set of abilities and transferable skills that can be applied in a variety of situations and contexts. Through this approach, NHS organisations hope to produce adaptable leaders, able to work across a multitude of complex environments and systems typical of a healthcare organisation. The term leadership is applied then to those who seemingly possess the abilities deemed necessary to lead, such as communication, people management, decision making and problem-solving. This dominant approach focuses on individual personal qualities for leadership development and is the latest in a long line of competency frameworks that have emerged in the last 50 years. The history of competency frameworks Leadership thinking has developed substantially over the last 50 years. The idea of individual character traits that started with Stogdill (1950) soon expanded into other schools of thought with McGregor pioneering the behavioural approach (1960) and Fiedler the contingency school (1967). These ideas were added to by Hersey Blanchard (1977) with situational leadership and Burns with transformational leadership (1978). All these approaches focus on leadership as a set of qualities embedded in the individual and can be thought of as competency approaches. There focus is on leaders who impress others; inspire people; push through transformations; get the job done; have compelling, even gripping visions; stir enthusiasm; and have personal magnetism (Maccoby, 2000). The NHS Leadership Qualities Framework is the latest such tool that adopts the individualistic approach with a focus on 15 core personal characteristics such as self-belief, empowering others, intellectual flexibility, political astuteness and integrity. These personal qualities are undoubtedly important but do not probably tell the whole story of what makes a good leader. Sanderson (2002) makes the point that management is more likely a consequence of complex contextually-situated interrelations, thoughts reiterated by Mintzberg in 2004 who suggests that our view of leadership is more likely to be an over-simplification of a vast pool of environmental data compressed into a few key people. So what are the major criticisms of competency models such as the LQF, and how might such a model have to adapt to ensure that the National Leadership Council produces the right kind of leaders needed for the future? Weaknesses of competency approaches to leadership There are at least five areas where the competency approach could be seen to be flawed (Bolden et al, 2006). Firstly it can be seen to be reductionist in the sense that it reduces the management role to its constituent parts rather than seeing it as a whole (Lester, 1994 Ecclestone, 1997). Secondly, the competencies that are listed as prerequisites for good leadership are often generic with no accounting of the nature of the task or situation (Swales Roodhouse, 2003). Thirdly, that focusing on personal traits may reinforce stereotypes about leadership rather than challenge them (Cullen, 1992). Fourthly, that not enough attention is given to the subtle qualities such as the moral and emotional elements of leadership that are difficult to quantify and measure (Bell et al. 2002). The fifth and final main criticism of competency frameworks is that their content forms part of an approach to education that aims to train individuals to improve their performance at work rather than develop more general cognitive abilities (Grugulis, 1997). If we accept the above weakness as legitimate, then it does cast doubt over the validity of competency frameworks such as the LQF to actually select and develop leaders. Salaman (2004) suggests that these frameworks may actually be confusing the issue when he states that The problems it promised to resolve are not capable of resolution and its promise consisted largely of a sleight of hand whereby organizational problems were simply restated as management responsibilities Weaknesses specific to the LQF include the fact that the initial research on which it was built was taken from interviews with Directors and Chief Executives rather than observation of good leadership in practice (NHS Leadership centre 2005). Also the qualities being promoted such as awareness, self-belief and integrity may be admiral in their own right but do not necessarily automatically lead to effective leadership. Bolden et al (2006) lists the characteristics as (a) a somewhat persecutory list of oughts, and (b) suggest that the characteristics still do little to get effective leadership done. One may be visionary, communicative and honest and still find leadership to be elusive. This then is the great paradox found within the competency approaches; that while they aim to highlight the skills that may be needed in certain situations, it is highly unlikely that people will encounter the exact same set of circumstances in their own practice because of the inherent complex nature of working life. Also, that while providing prescriptive solutions to problems may increase consistency, they may stifle any original though in the leader wanting to apply their own reasoning to the problem. The characteristics of the LQF seem then to be then a description of the qualities found in people in the top jobs rather than the prerequisites for leadership. The difference in viewing these traits as descriptive rather than prescriptive cannot be underestimated. Such descriptions however tend to oversimplify and may prove to be of limited, practical value within the climate of complexity, interdependence and fragmentation that arguably characterizes multi-disciplinary organizations such as the NHS (Blackler et al., 1999). Additionally, individuals are likely to try and define themselves according to the corporate language found within competency frameworks to legitimise their role rather than seek new ways of working and improving their practice (Holman Hall, 1997). Going back to Sandersons earlier point that management is more likely a consequence of complex contextually-situated interrelations, we can see how in a medical setting such as in a busy outpatient department the desired outcomes can only be achieved as a consequence of multiple staffing/patient/organisational/medical factors working in synergy. Successful leadership in this sort of environment is not likely to be the result of any one individual, but a result of all the characters competently playing their respective parts. Marx (1973) suggests that we should not focus on a few key individuals when trying to explain leadership in an organisation, because if we do so there is the danger that individuals become pigeonholed as either leader/follower and the nuances of the group interactions as a whole become lost. He ultimately describes the leadership focus on a few key people as an illusion. Using the earlier example of a trip to the outpatient department there is no point looking fo r a leader throughout the care process, as responsibility passes between various individuals, especially if you include the initial referral from the GP and follow up staff such as home help after the visit. Beyond individual competencies So if traditional competency frameworks, including the Qualities Leadership Framework are flawed, how can a view of leadership based on contextual factors better steer the future of leadership development within the NHS? Building on the initial thoughts of Marx in 1973, Bolden et al (2006) develop the argument that leadership is an organic process that is an ongoing, ever developing situation that individuals find themselves in whilst interacting with others. Leadership can come and go depending on the relationships that people have with each other and is inextricably linked to the particular environment of the time. Like power, leadership is an internal relation, constantly in-tension and subject to a myriad of meanings, values, ideals and discourse processes (Alvesson, 1996). One of the implications of reclassifying leadership in this way is that good and effective leadership cannot now be taught, only experienced by others. Sandberg (2000) interviewed assembly line workers and concluded that finding purpose at work led to appropriate competencies arising naturally. He proposes that by engaging in dialogue to clarify a workers purpose leads to better outcomes compared to presenting them with a list of competencies to achieve. Within the outpatient department example it is likely that the unified sense of purpose will bind the individual players, creating an environment that facilitates the emergence of positive behaviours when required. In light of the increasing economic constraints that health organisations have to operate within, it would be wise to promote leadership as potentially accessible to all by placing more emphasis on personal autonomy. Perhaps then this re-conceptualisation would encourage a shift not only in how leadership is researched, but also in how it is recognised, rewarded and developed within the NHS. Practically speaking the NHS needs to cast its net a bit wider when trying to define good leadership. It means opening up leadership from multiple angles, searching its small details, minor shifts and subtle contours (Dreyfuss Rabinow, 1982) to see it in the context of its environment. Bringing about organisational change In light of our proposal that it would be wise to promote leadership as potentially accessible to all by placing more emphasis on personal autonomy, there needs to be a way that leaders can disseminate this culture within their organisations. As many health organisations are built on strict hierarchical chains of command it is inevitable then that many organisation will have to go through some form of culture change to embrace new ideas and practices. Many people working in health organisations will be familiar with organisational change of some sort. But most would associate organisational change with shifts in management structures or indeed the creation/removal of whole new organisations. When structural change is implemented it is usually with the intention of bringing about change to meet wider goals such as introducing stronger leadership, achieving financial balance or addressing a previously unmet service need. There is however an alternative, the option of attempting to chan ge the culture within the organisation to meet these same goals. There are a vast range of models for understanding organisational culture change which were reviewed by Brown in 1995. His extensive review of the literature identified five main models detailed in Box 1. Lundbergs model, based on earlier learning-cycle models of organisational change; emphasises external environmental factors as well as internal characteristics of organisations. Dyers model, posits that the perception of crisis in conjunction with a leadership change are required for culture change to occur. Scheins model, based on a simple life-cycle framework; posits that different culture change mechanisms are associated with different stages in an organisations development. Gagliardis model, suggests that only incremental culture change can properly be described as a form of organisational change. A composite model, based on the ideas of Lewin, Beyer and Trice, and Isabella; provides some insights into the microprocesses of culture. Box 1: Five Models of Organisational Culture Change (Scott et al., 2003, adapted and derived from Brown 1995). No model is comprehensive enough to be said to be the definitive blueprint for change processes, but the merits and weaknesses of each are briefly listed in turn: Lundbergs model Figure 1 Lundbergs organisational learning cycle of culture change (Lundberg, 1985) and reproduced in Brown (1995). Lundbergs model (1985) recognises the presence of multiple subcultures that operate within organisations, and at each stage there are various internal and external conditions that need to be met in order to move round the cycle and for change to occur. It is not possible to go into all the detail that surrounds this model, but Lundberg describes the numerous precipitating events that can spark change (otherwise known as the trigger events) before describing the types of strategies employed by leaders and the different forms of action planning required to bring about change. Critics (Scott, 2003) suggest that the model is rather mechanistic, failing to fully acknowledge the dynamism and uncertainty between cause and effect in organisational life. It also fails to address the political forces (doctor-managerial tensions) within organisations, or recognise the influence of key individuals and groups in facilitating and resisting culture change (Mannion, 2010). Dyers cycle of cultural evolution Figure 2 The cycle of cultural evolution in organisations (Dyer 1985) and reproduced in Brown, (1995). Dyers model (1985) suggests that a crisis paves the way for a culture breakdown within an organisation, which in turn leads to the emergence of new leadership. A power struggle ensues whereby the new leadership has to assert their dominance over the old leadership by being seen to resolve the conflict between to two parties. To aid with this transition the new leadership introduce new values, symbols and artefacts into the organisation to banish the old organisational history. New people are recruited who support the new values and so the new culture is sustained. One advantage of Dyers model over many other theoretical models is that its two essential conditions for cultural transformation crisis and new leadership are relatively easy to identify and test in organisational settings. There is also a particular focus on leadership in organisational culture and change. However Scott (2003) again criticises the model for oversimplifying the change process, pointing out that the roles of the majority of individuals in an organisational culture are de-emphasised in favour of a focus on innovative leadership. Mannion (2010) mentions that Dyers model also fails to ask a crucial and rather obvious question about the causes of crises in organisations. Scheins Life Cycle Model Figure 3 Growth stages, functions of culture, and mechanisms of change. Reproduced from Schein (1985) and reproduced in Brown, (1995) Scheins life-cycle model of organisational culture change (1985) suggests that organisations undergo the three distinct stages of birth and early growth, organisational midlife, and organisational maturity. In the early birth and growth stages the organisation battles with its identity, characterised by revolutionary change and possible challenges to the leadership from individuals from the old culture. The midlife phase is characterised by deeply embedded values that need be brought to the surface through organisational development to bring about change. Other factors that can precipitate change during this stage however are new technology, scandals (such as the Bristol heart surgery tragedy/Harold Shipman) and the gradual drip feeding of new ideas by the leadership described by Quinn as Incrementalism (1978). The final mature stage implies that change would come easily to this type of organisation. In fact the opposite is true, and companies may have to go through large turnaround projects to detour from their well established courses. Leaders are also more likely to need to use coercive strategies for change when more subtle approaches have failed to produce results. Gagliardis model Figure 4 Gagliardis model: Cultural change as an incremental process (Brown 1995) Gagliardi (1986) agues that rather than seeing old cultures as totally replaced by new ones, the old ones are merely built upon to incorporate the new values. Leaders will ascribe success to the new ways of doing things despite the fact that the new process might have no connection to that particular outcome. This model of cultural change is interesting because it embraces the fact that gradual change can happen over time, and that the way that this happens can often be as a result of the way that successful leaders attribute the reasons behind the organisations success to previous decision making, even though those decisions would have made little or no effect on the result. The Composite model of Lewin, Beyer and Trice, and Isabella Figure 5 Understanding organisation culture change: three related domains (reproduced from Roberts and Brown (1992) The final model of organisational change discussed by Brown (1995) is a compilation model based on the ideas of Lewin (1951) as modified by Schein (1964), Beyer and Trice (1988) and Isabella (1990). Essentially the model describes the three stages of learning as freezing- clinging to what one knows, unfreezing exploring ideas, issues and approaches and refreezing identifying, utilising and integrating values, attitudes and skills with those previously held and currently desired. The framework is very general and applicable to any type of organisation and to any level within an organisation. However the model (much like Lundbergs in model 1) paints a very mechanistic picture of change, and it does not recognise the often painful transitions that can to take place moving between the three stages. This type of planned change model is not without its critics, and Garvin (1994) argues that change cannot occur from one stable state to another in the turbulent business environment that exists today. Bamford and Forrester (2003) suggest that the planned approach assumes that all parties are in agreement on their goals and direction and this is rarely the case. Hayes (2002) highlights that some organisations may have to change initially for environmental reasons but have no desire to define the end state. It serves then as a fairly limited descriptive tool, and does not attempt to inform as to whether any change programme has been successful or not. In contrast to planned change, emergent approaches see change as less reliant on the manager (Wilson 1992) and less prescriptive and more analytical in nature (Dawson 1994). Dawson claims that change must be linked to developments in markets, work organisation, systems of management control and the shifting nature of the organisational boundaries and relationships. There is therefore more emphasis on bottom-up action rather than top-down control in commencing and implementing organisational change. Given the need for NHS managers to harness the cooperation of professional staff and work across complex organisational boundaries, emergent approaches are often well suited to achieving change because the role of senior management shifts from a controller to a facilitator. Personal responses to leadership In having to reflect on my own leadership style I am immediately presented with a dilemma. The objective of this paper was to deconstruct the established models of leadership (including the NHS Leadership Qualities Framework) and adopt a new approach to leadership that incorporates the situational context and other social factors. I refer back to Dreyfuss Rabinow, (1982) who encourage us to open up leadership from multiple angles, searching its small details, minor shifts and subtle contours to see it in the context of its environment. There are at least five major weaknesses to this individualistic approach which have been discussed at length already, so I will not repeat myself here. But essentially by subjecting myself to these established competency frameworks I would undoubtedly be shoehorning myself into a set of constructs that would probably do little to help me establish how best to operate in my individual working environment. To take this thought one step further I would say that the best leaders are therefore the individuals most able to analyse their environment, adapt their interactions and self actualize within that environment appropriately. In light of the fact that NHS organisations are moving from large highly structured institutions to smaller stakeholder organisations with multiple players, the skills most required to lead will most probably be relational and persuasive. Perhaps then ones ability to interact with others according to model of relational proximity best describes the leaders of the future. This model lists the values needed for effective relationships such as focusing on the quality of the communication process, maintaining relationships, breadth of knowledge, use and abuse of power and valuing similarity and difference. I am again however again inclined to see this model as too prescriptive, and as Bolden mentions earlier lists the characteristics as (a) a somewhat persecutory list of oughts, and (b) suggest that the characteristics still do little to get effective leadership done. As a manager working in a Primary Care Trust I am able to see first hand how the general move towards decentralisation with greater autonomy does seem to be creating a paradox within the organisation. The combined effects of commissioning organisations splitting away from their provider arms and an increasing move towards an open market has created a more mechanistic approach towards commissioning and providing services. This seems to pull against the other central directive of remaining flexible to meet local need. Effective leadership for me then and I suspect all working a healthcare environment is to somehow thread the needle by employing on the one hand a mechanistic approach that satisfies the performance management demands from monitoring bodies, while at the same time remaining flexible enough to respond to the changing healthcare marketplace. Concluding remarks This paper has set out to demonstrate that the existing emphasis on developing leadership through competency based models such as the Leadership Qualities Framework is a flawed. Less emphasis needs to be placed on individual leaders and more attention paid to the environmental and situational factors that encourage leadership to thrive. The NHS is an organisation dependent on responsible shared leadership. It would not be accurate to attribute its successes and failures to the few as that viewpoint is likely to be an over-simplification of a vast pool of environmental data compressed into a few key people. Organisational culture change was discussed as a vehicle for introducing new approaches to leadership and the five main models of organisational change as reviewed by Brown in 1995 were summarised and discussed. None of these models were found to comprehensively describe the change process and most could be accused of being rather mechanistic, failing to fully acknowledge the dynamism and uncertainty between cause and effect in organisational life (Scott, 2003). The mixed messages distributed by policy makers centrally add to the confusion within healthcare, requesting that workers are both centrally accountable and at the same time expected to work flexibly and autonomously. The argument being then, that it is not possible (or even preferable) to maintain one leadership style in this context. Further research it seems is required to deepen our understanding of ideal environmental factors that allow leadership to blossom through bottom-up emergent processes as opposed to imposed top-down structural changes and rigid concepts of what constitutes good leadership.