Caring Caring And Nursing - 1080 Words

Caring Reflection Nurses have the reputation of being caring. They run to your bedside when you call and are there to support you through your visit. Ideally, their purpose is to nurse us back to health. Nurses should focus on their ability to care for patients, as it enables a strong professional nurse and patient relationship, but they should also know their limits. Caring and Nursing Definition of Care. When I think of caring, I think of showing concern or compassion for someone. Caring is extremely important, and why I believe this is care often eases people’s worries. In The Art of Nursing, it talks about a bewildered mother who’s baby is in the Neonatal Intensive Care Unit connected to tubes and surrounded by monitors, but when the†¦show more content†¦81). The Art of Nursing states, â€Å"an engaged and sustained relationship between patient and nurse is the ideal context for caring, since within this relationship the nurse has ample opportunities to get to know the patient and her needs.† (Cooper, 2001. p. 81-82). Though, the care for patients is not dependable on relationships (Cooper, 2001). Caring can also take the form of frequency of caring encounters. Not all nurses have caring encounters with patients, some rarely ever, but as a nurse you are encouraged to look for opportunities to seize caring encounte rs with your patients (Cooper, 2001). Demonstration of Care. Nurses have many ways they are able to demonstrate care. The tone of your voice, pace, rhythm and intonation, will impact your message and the patient is able to feel comfortable with you (Kozier, 2014, p. 428). An important way to demonstrate a nurse cares is by using open-ended questions. This invites the patient to elaborate on their thoughts and feelings (Kozier, 2014). Offering yourself is also a method used to demonstrate care, such as offering to sit with the patient until they feel all right, or until their family arrives, without making demands or conditions they must apply to. (Kozier, 2014) This will often make them feel comfortable. Active listening and demonstrating an interest convey an attitude of caring,

Development of Strategic Plan At Bizops Enterprise

Question: Discuss about the Developing Strategic Plan at Bizops Enterprise. Answer: New marketing plan for BizOps enterprises Marketing requires significant outlay of money, plus loads of planning. An idyllic approach to put a company up is to build up a strong marketing plan. An effective marketing plan will promise sticking to a timetable, in addition to spending the marketing reserves carefully and properly. What can a marketing plan accomplish for a Small Business? A plan of marketing incorporates the whole lot of comprehending the objective market as well as the focused spot in the marketplace, to whether a company expects to attain the customers (strategy) also detaching the small business from the opposition considering the ultimate aim of making a sale. According to Homburg et al, (2010) spending plans for marketing of private ventures ought to be a segment of the marketing plan. It may perhaps layout the expenses of how a small business is going to accomplish marketing objectives inside a specific period. On the off chance that the small business does not have the assets to employ a marketing firm or even staff a position in-house, there are assets accessible to guide it through the way toward composing a marketing plan and building up a spending plan. The target market for BizOps Enterprise is china; this market has a huge population to take up their products and services. The Chinese are also the target customers as well as the foreigners in that country. Since china is a lucrative market for businesses in various sectors, the main competitor for BizOps is Electronica Company. Positioning of products in a market is a marketing strategy likely to offer products in a model way to a variety of intended grouping of audience. Such a strategy is related to market segmentation as a premature step in actual marketing effort is finding the targeted consumers intended to buy a product. As soon as separation or segmentation distinguishes such a group (lively elders, rich and proficient people, youngsters) the positioning of a product consists of making the communication likely to reach these groups. Positioning includes representation along with meaning organization, counting showcases in addition to packaging (Kalyanaram Gurumurthy, 2013) . PEST analysis for BizOps Concerning environmental regulation, the Waste Electrical and Electronic Gear (WEEG) directions imply that makers, venders and wholesalers are in charge of reclaiming and reusing undesirable electrical and electronic hardware. Items secured under the controls include: 1. Family unit apparatuses 2. Media communications hardware 3. Varying media and lighting gear 4. Electrical and electronic devices 5. Medicinal gadgets BizOps uses ISO 9001 on its electronics to measure quality standards. This globally perceived standard for Quality Management Systems (QMS) covers an expansive scope of business capacities and gives genuine feelings of serenity that the company has examined forms covering regions, for example, contract survey, prepare change, traceability, consumer loyalty and grumblings strategy, hazard management and on-going preparing, in addition to other things. At the point when BizOps supplies buyer items and he/she discovers they do not work, break too effectively or do not do what he/she anticipated that they would do, such shoppers might be secured by a guarantee for items under the Consumer Guarantees Act (CGA). The electronics manufactured by BizOps are available anywhere and everywhere a consumer is located, including online stores as well as the physical stores. In a market like China, the customers demand is usually cyclical and seasonal. Electronics are in high demand towards holidays and other celebrations (Lieberman Montgomery, 2011). A manufacture like BizOps of electronics faces two key difficulties. The first is preceded with moderate or antagonistic development in individuals' expendable earnings. The second is changing buyer mentalities toward items and brands, as the colossal discontinuity of shopper markets goes ahead. Accordingly, organizations should significantly move the course they take to achieve shoppers as far as both item circulation and correspondences. Furthermore, consumers often prefer newer models (Louis Kurtz, 2011). The PEST analysis for BizOps is summarized in the table below. Political Economical Environmental regulation Quality standard Consumer protection Availability Customer demand Economic Downturn Social Technological Customer preferences New generation New models Innovation Table 1: PEST analysis of BizOps Electronica Company The gadgets and electronics sector produces electronic gear for businesses and consumers hardware items, for example, PCs, TVs and circuit sheets. Businesses manufacturing gadgets incorporate broadcast communications hardware, electronic segments, modern gadgets and consumer hardware. Moreover, gadgets organizations such as Elecctronica Company create electrical gear, make electrical parts and retail these items to make them accessible for shoppers. The vision of the company clearly states that they want to improve online offers to consumers and collaborate with other designers. That way the company can be a one-stop shop. The Australian Competition and Consumer Commission (ACCC) - regularly termed as "the A triple C" - is an Australian outfit largely managing contest affairs in a market. The ACCC advocates for reasonable operations in the market place so that customers, business in addition to the society may gain. Moreover, it watches over nationalized communications industries. Licensed innovation (intellectual property - IP) speaks to manifestations of the psyche or mind that can be lawfully claimed. IP laws take into account security through licenses, trademarks, copyright, outlines, and circuit formats. Practically all enterprises have a number of IP, which they are required to make certain. Ideas as well as exceptional manifestation could be there in each enterprise. They are fundamental for long-term economic realization also may cause a business to be more aggressive than the opponents can. In any case, how would a business prevent contenders from duplicating the most profitable resource? As a rule, the business should formally enlist their IP. Nevertheless, programmed assurance is given to copyrights, circuit format rights, classified data and competitive innovations. Marketing objectives and strategies: the companys objectives are to build awareness of their brand, increase sales, grow their market share, launch new products, and target new customers. Furthermore, the company uses two strategies in marketing: differing qualities marketing and seasonal offers. Building up a marketing arrangement by breaking down various client portions in view of communal disparities such as taste, requirements, beliefs, worldviews, as well as exacting wants are some of the strategies. Occasional Marketing is an awesome approach to meet new customers. Occasionally, these seasons can be genuine changes of climate or national occasions. The table below (next page) summarizes the KPIs of the company. Marketing Objectives Strategy Priority 1 or 2 Roles and Responsibility KPIs Timeline Build awareness of the brand Seasonal offers 1 Sean Bamford, Managing Director, Business Operations Reduce cost of sales to 10% 6 months Differing qualities (diversity) marketing 2 Sean Bamford, Managing Director, Business Operations Increase traffic to the website 6 months Increase sales Relationship marketing 1 Nancy Tooket, Managing Director, Retail Operations Increase the average order size 2 months Seasonal offers 1 Nancy Tooket, Managing Director, Retail Operations Reduce the shopping cart abandonment 3 months Grow market share Word-of-mouth marketing 1 Sean Bamford, Managing Director, Business Operations Double affiliate performance rates Annually Diversity marketing 2 Sean Bamford, Managing Director, Business Operations Sponsor big events Annually Launching new products Viral marketing 2 Nancy Tooket, Managing Director, Retail Operations Related Online presence 6 months Call-to-action marketing 2 Nancy Tooket, Managing Director, Retail Operations Relevant online presence 6 months Target new customers Mass marketing 1 Sean Bamford, Managing Director, Business Operations Sponsor big events Quarterly Diversity marketing 1 Sean Bamford, Managing Director, Business Operations Sponsor big events Quarterly References Homburg C., Sabine K. and Harley K. (2010) Marketing Management - A Contemporary Perspective (1st ed.), London Kalyanaram G. and Gurumurthy R. (2013) Market Entry Strategies, Pioneers versus Late Arrivals, Strategy and Business: 7484 Lieberman M. and Montgomery D. (2011) First-Mover Advantages, Strategic Management Journal (9): 4158 Louis E. and Kurtz L. (2011) Contemporary Marketing, Thomson Southwestern Moore M. and Farris P. (2014) Order of Market Entry, The Profit Impact of Marketing Strategy Project, Retrospect and Prospects: 81 Nunes, P. and Brian J. (2016) Mass Affluence, Seven New Rules of Marketing to Today'sConsumer, Accenture Ries A. and Jack T. (2013) Positioning, The Battle for Your Mind, 20th Anniversary Edition. McGraw-Hill Robinson W. and Chiang J. (2012) Product Development Strategies for Established Market Pioneers, Early Followers and Late Entrants, Strategic Management Journal, 23: 855 866.

Talent Management Strategies and Measures

Introduction The modern business environment is facing enormous changes and constant challenges that result from human resource errors and production failures. Given the increasing demand for exemplary services by consumers, managers are continuously looking for new talents in the labour market to replace incompetent workforce and fill vacant positions (Kehinde, 2012).Advertising We will write a custom article sample on Talent Management Strategies and Measures specifically for you for only $16.05 $11/page Learn More While the increasing need for human resources is obviously pervasive, poor realisation of the impact of retaining talented workforce has placed organisations on high wage bills and low performances. Wing (2004) postulates that the technique of talent management has become one of the most incredible strategic plans of human resource management that has provided companies with the means of retaining talented workforce. Talent management has re cently proven to be effective means of empowering workforce, creating workplace motivation, and retaining workers (Kehinde, 2012). To expound on the talent management concept, this essay explores the talent management strategies and measures implemented by the International Organisation of Supreme Audit Institutions (INTOSAI). Overview of Talent Management and INTOSAI Traditionally, organisations mostly believed in constant retrenchments and replacements as a way of managing inefficient workforce and eliminating the incompetent workers in workplaces (Gubman, 2004). Due to the increasing complexities in the labour market with workers frequently seeking for more paying professions, the need for capacity building to maintain talented workforce has heightened (Wing, 2004). Opposed to the traditional disorderly retrenchment programs, modern talent management has received an advanced technical approach and a new meaning altogether. Lewis and Heckman, define talent management as a systemat ic human resource practice of managing the supply, the demand, and the stream of talented workforce through the human capital parameters (2006). The practice of talent management comprises of a set of practices initiated through the human capital management processes, to manage efficient human resource in organisations. According to Lewis and Heckman (2006), talent management ensures that the workforce aligns with business goals and is capable of driving corporate goals to a meaningful success. Human Capital Management (HCM), as a human resource strategic plan ranges from a few motivational supports to a series of corporate strategies tailored towards ensuring effective capacity building and talent management (Romans Lardner, 2005).Advertising Looking for article on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Being a succession planning technique where new and motivated workforce replaces retirees to retrenched worke rs, organisations have embraced the concept of talent management and have designed varied techniques of managing talent (Wing, 2004). The International Organisation of Supreme Audit Institutions is among the modern organisations that have acknowledged the growing impetus of human resource management and talent retention. The company launched a capacity building committee predominantly to ensure that Supreme Audit Institutions (SAI) make the most out of the talents available in their workforces (INTOSAI, 2013). INTOSAI community as the custodian of the SAI advocates for capacity building as part of talent management techniques (INTOSAI, 2013). The organisation uses varied talent management strategies and measures to achieve capacity building through a mutual work plan. Talent Management Strategies and Measures of INTOSAI Companies have initiated various talent management strategies to nurture talents of workers and make them more useful to the corporate and individual development (Ca ppelli, 2008). The main objective of the INTOSAI organisation as a custodian of SAIs is to offer developmental support and advice on human capacity building through different measures of enhancing talent management in their human resource sectors. INTOSAI has a Capacity Building Committee (CBC) that has placed a range of practices and measures for talent management to ensure that SAI workers and their institutions benefit from the capacity building initiatives (INTOSAI, 2013). The CBC has four main committees, namely, the INTOSAI Development Initiative (IDI), the Professional Standards Committee (PSC), the Model International Organization (MIO), and the Knowledge Sharing Committee. INTOSAI committees engage in talent management techniques, which include holding mutual workshops towards innovative strategies, employee training and development, employee certification, working on the knowledge sharing initiatives, and development of professional working standards.Advertising We wi ll write a custom article sample on Talent Management Strategies and Measures specifically for you for only $16.05 $11/page Learn More The INTOSAI Development Initiative (IDI) Nurturing human talents through capacity building and talent management techniques requires a series of approaches to exhaust the abilities of individuals in a workplace (Lewis Heckman, 2006). INTOSAI has a development initiative that works closely with the capacity building committee towards talent management of employees of the SAI communities across the world. â€Å"The INTOSAI Development Initiative is an INTOSAI agency, which supports Supreme Audit Institutions in developing countries, in their efforts to sustainably enhance performance, independence and professionalism† (INTOSAI, 2013, par. 2). The development initiative has a series of activities and processes aimed towards harmonizing and facilitating efficient SAI capacity development agendas. The agenda of the develop ment initiative is to disseminate global public goods, empower regional bodies, develop supportive communities and networks, and assist in formulating effective support to the SAI groups (INTOSAI, 2013). Such initiatives intend to enhance talent management and capacity development among the workers of Supreme Audit Institutions and related agencies in developing countries. As a human resource strategic plan that helps people improve their competencies, talent management and capacity development involve efforts towards enhancing the individual performance of workers (Wing, 2004). INTOSAI enhances the performance of SAI through the IDI platform, with numerous talent management initiatives and professional development agendas. In practical professional development, the IDI is responsible for training, couching, and improving the skills of SAI professionals in issues related to the use of information technology in auditing (INTOSAI, 2013). The IDI prepares the IDI Global Programme with a purpose of enhancing professionalism of workers through making them competent in the e-courses related to auditing. The IDI Global Programme conducts training on the e-courses, undertakes online course support, and assesses the growth of SAI workers in e-courses through examinations and certification (INTOSAI, 2013). To enhance work proficiency, SAI workers undertake e-courses, engage in IT programmes supported by the IDI Global Programme, and receive results and certificates when successful in the courses offered.Advertising Looking for article on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The IDI platform acts as an employment network for assisting qualified employees to seek working opportunities within the Supreme Auditing Institutions. Since several accountants across developing countries are seeking opportunities to enhance their professional experience in established accounting firms, IDI platform acts as a professional breakthrough for aspiring workers (INTOSAI, 2013). The IDI has an open website for the SAI workers who have interest in understanding networks and communities of professional accounting. The website supports SAI employees to have access to capacity development programmes that are essential in the development of employee careers in the accounting and auditing fields. Proper governance is an important aspect in INTOSAI, as leadership is important in management of SAIs (INTOSAI, 2013). The IDI enhances governance in SAIs through providing professional training to SAI managers strategically to improve accountability and transparency. Public accountin g requires professional and effective leadership, and through enhancing corporate governance, IDI makes SAI managers competent to lead public accounting firms. The Professional Standards Committee (PSC) The modern workplace environment requires proper understanding of the regulations and the practice standards that govern a professional field (Cappelli, 2008). The INTOSAI organisation understands that SAI workers in developing counties need professional standards that guide their practices in the field of financial auditing. As part of their capacity building initiative, INTOSAI has an effective professional standards committee that oversees the practices of SAI agencies to ensure that professional auditing standards are efficient (INTOSAI, 2013). The main objective of the Professional Standards Committee is to initiate and maintain international auditing standards that Supreme Audit institutions should utilize. Professional standards in auditing are essential, since they improve th e credibility and competence of employees working in public accounting firms (INTOSAI, 2013). Additionally, the PSC assists members of the INTOSAI community to ensure that their audit teams develop effective communication strategies and policies. The PSC also advices and promotes efficient leadership behaviours through providing support on formulating policies towards good governance. In enhancing standards of public sector auditing, the professional standards formulated by the PSC normally assist INTOSAI members to create policies and regulations of ensuring standard performance in the audit activities and report making. INTOSAI (2013) believes that such approaches act as basis for establishing professional auditing skills to workers, which subsequently help in enhancing individual proficiency in public auditing. PSC further assists INTOSAI members to understand the need for undertaking public auditing in accordance with the ethical principles of auditing (INTOSAI, 2013). The profe ssional competence of finance auditors lies in their ability to practice auditing while observing the required business ethics governing the auditing practice. Through ensuring that SAIs work in accordance with the professional auditing standards, the PSC helps workers and managers to become efficient, competent, and independent in their public auditing practices (INTOSAI, 2013). Therefore, INTOSAI achieves talent management aims through ensuring that auditing standards support SAI workers to work professionally in the sector auditing. Talent management through capacity development in INTOSAI also entails formulation of various committees and groups to support SAI members to perform duties in accordance with the established auditing standards. The PSC has a financial audit subcommittee, a performance audit subcommittee, a compliance audit subcommittee, and an accounting and reporting subcommittee (INTOSAI, 2013). The financial audit subcommittee is very essential to the performance of SAI workers in the public sector auditing. According to INTOSAI (2013), the subcommittee helps SAI workers to develop standard financial statements that are essential in the public sector auditing and documentation of public audit concerns. The financial audit subcommittee formulates high-quality guidelines that ensure that the SAI members undertake the above audit mandates in the globally accepted audit standards (INTOSAI, 2013). As a capacity-building strategy, the performance audit subcommittee is responsible for formulating guidelines for effective performance auditing, public sector audit reforms and developments, and the relevant evaluation or auditing methods. In helping SAI workers to comply with the international auditing standards, PSC has a compliance audit subcommittee that elaborates and clarifies the terms of compliance audit (INTOSAI, 2013). The compliance audit subcommittee helps SAI audit members to understand the different mandates governing compliance audit and provides them with a practical guidance on planning, execution, and reporting of compliance audit (INTOSAI, 2013). Such efforts have been crucial in supporting SAI members to perform their public auditing duties in a standardised and professional manner. The work of auditors is never complete if the financial assessment does not end with an audit report. The accounting and reporting subcommittee is an efficient agency of PSC that helps workers to unveil audit reports in a standardised and professional manner (INTOSAI, 2013). The subcommittee helps SAI workers to prepare auditing periodic reports in the desired accounting and reporting standards. All these practices help SAI workers to grow professionally in their auditing practices. The Knowledge Sharing Committee Modern talent management involves a number of strategies that entail empowering individuals professionally through knowledge acquisition and sharing on basic issues surrounding the professional practice of a certain field of work. Likierman (2007) argues that having a high knowledge base is one of the critical aspects that contemporary human resources should have to cope with the changing dynamics of workplaces. INTOSAI organisation has understood the need to embrace knowledge sharing, cooperation, and mutual workplace growth. The capacity building initiative of INTOSAI tailored towards knowledge sharing has several practices and activities that help SAI workers to share knowledge with great openness and cooperation (INTOSAI, 2013). The strategies of knowledge sharing agenda include establishment of new working groups and maintenance of existing-working teams. Knowledge sharing also enables SAI workers to share ideas on best auditing practices, workplace diversity, and global communication strategies and policies. Such practices enable workers to share experiences and challenges in the field of public accounting. With the increased innovation and growth in technology, workers possess different level s of abilities, knowledge, ideas, proficiency, and exposure in certain professional fields (Likierman, 2007). The contemporary knowledge base on professional practices and auditing is broad and dispersed among workers in organisations. As a strategy towards capacity development among workers, the knowledge-sharing programme of INTOSAI promotes employee partnerships in undertaking academic activities and research on auditing practices (INTOSAI, 2013). The partnerships allow SAI members to share ideas and opinions on the auditing research, and the requirements necessary in compiling INTOSAI audit reports to enhance consistency in accounting research. The knowledge accumulated and shared among workers of SAI is very essential in improving the service provision in the public sector audit (INTOSAI, 2013). The knowledge-sharing initiative allows managers and workers to participate in holding mutual workshops towards innovative strategies. INTOSAI Workshops are centres of professional deve lopment and training, where audit consultants provide consultations on auditing issues. Professional consultations help SAI workers to increase knowledge base on the present and emerging accounting issues. â€Å"A consulting perspective, often influential in the design and operation of capacity-building programs, tends to focus on the practical use of information to improve current and future performance† (Wing, 2004, p.154). The knowledge-sharing initiative falls into various divisions, namely the public debt group, the IT audit group, the financial modernisation and reform group, the anti-corruption and money laundering group, and the task force that regulates and discusses issues of audit on procurement contracts (INTOSAI, 2013). These knowledge-sharing groups have different mandates and objectives tailored towards assisting members of the SAI community to undertake auditing in a professional manner. Workers engage in competency-building discussions, engage in research and discussions on IT audit practices, anti-corruption audit, the public debt audit, and in financial modernisation and reforms audit (INTOSAI, 2013). These practices are essential platforms of capacity development as they enhance employee competency in auditing. Model International Organization (MIO) Talent management is effective, when leadership, efficiency in practice, and decision-making are core values in a professional field (Romans Lardner, 2005). Talent management strategies are also successful when firms consider supporting the development programmes with appropriate finance and resources. A significant capacity-building component of the INTOSAI community is the Model International Organisation (MIO), which ensures effective governance and coordination of SAI public auditing activities (INTOSAI, 2013). The MIO initiative promotes efficient, valuable, and economical working practices of SAI in the field of the public audit sector. Such efforts are appropriate as they enable S AI workers to engage resourcefully in the INTOSAI audit training and capacity development. Talent management is part of empowering workforce, and financial stability in talent management programs is essential to encourage workers to participate in the initiatives (Frank Taylor, 2004). The MIO initiative has a Finance and Administration Committee (FAC) that supports SAI members financially, to relieve them from the training and development expenses. The most imperative contribution of the MIO initiative is its duty in enhancing effective decision-making on issues regarding empowerment, motivation, employee development, training, and other capacity-building agendas (INTOSAI, 2013). The MIO board of leaders supports individual SAI agencies in making decisions that are essential in supporting the activities of capacity development of INTOSAI. Such approaches strengthen the bond between regional SAI agencies and the international INTOSAI system towards capacity development and talent ma nagement (INTOSAI, 2013). The MIO system promotes effective auditing practices and ensures that decisions and activities of regional SAI agencies reflect actions that are essential for capacity development. As part of knowledge empowerment, the MIO system carries out assessment on professional growth of individual workers in the public audit sector and provides certification to auditors on relevant public audit management courses offered through the global INTOSAI (INTOSAI, 2013). Such initiatives make auditors competent in the public auditing field and create professional confidence to SAI workers. An efficient means of ensuring that capacity building is triumphant is through proper planning and designing of programmes that support the initiatives of capacity development (Gubman, 2004). The MIO system provides INTOSAI agency with means of enhancing their approaches through providing guidelines in strategic planning and coordination of activities and duties of the capacity building initiatives (INTOSAI, 2013). The MIO system has a strategic FAC taskforce responsible for strategic planning on the effective development, monitoring, and implementation of the designed capacity building plans (INTOSAI, 2013). The team ensures that all activities, arrangements, methods, and targets of the capacity development initiatives are running in an orderly arrangement. The INTOSAI governing body, the committee members, the director of INTOSAI strategic planning, and the regional working groups, merge together to formulate policies and strategies that ensure that preparation and implementation of the plans reflect the desired goals of capacity development (INTOSAI, 2013). Such efforts ensure that members achieve talent management efficiently. Conclusion Talent management is undoubtedly the most effective approach of attracting and retaining workforce in modern organisations where innovation seems to change in accordance with the rising business challenges. Companies have devel oped different strategies and measures of undertaking talent management in their organisations. INTOSAI is a global auditing organisation that oversees professional growth and monitors the adherence of SAIs to the global professional auditing standards. Categorised in four main groups of capacity building, the four committees and task forces on different areas of organisation initiatives are generally responsible for capacity development. The four task forces assist INTOSAI in developing professional standards of auditing that SAI workers use as guidelines in the public sector auditing. The committees also formulate policies, regulations, strategic plans, and norms that govern capacity development within the INTOSAI initiatives. The INTOSAI agency also ensures professional training and growth of the SAI workers through relevant professional assessment and appropriate audit certification. References Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74-81. Frank, F., Taylor, C. (2004). Talent management: Trends that will shape the future. Human Resource Planning, 27(1), 33−41. Gubman, E. (2004). HR strategy and planning: From birth to business results.  Human Resource Planning, 27(1), 113−123. INTOSAI (2013). The International Organisation of Supreme Audit Institutions (INTOSAI). Web. Kehinde, J. (2012). Talent Management: Effect on Organizational Performance. Journal of Management Research, 4(2), 178-186. Lewis, R., Heckman, R. (2006). Talent management: A critical review. Human Resource Management Review, 16(1), 139-154. Likierman, A. (2007). How to measure the success of talent management. People Management, 13(4), 46-47. Romans, J., Lardner, L. (2005). Integrated talent management at BD Japan. Strategic HR Review, 4(5), 16-19. Wing, K. (2004). Assessing the Effectiveness of Capacity-Building Initiatives: Seven Issues for the Field. Nonprofit and Voluntary Sector Quarterly, 33(1), 153-160. This article on Talent Management Strategies and Measures was written and submitted by user Marcus U. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Ethical Problems for New Graduates

Ethical Problems for New Graduates New graduates face different ethical dilemmas every time they join a new organization. Markkula Center of Applied Ethics offers dynamic insights regarding how new graduates should tackle different ethical dilemmas. Most of the advice given in the short videos recommends a scientific approach to handling ethical dilemmas.Advertising We will write a custom essay sample on Ethical Problems for New Graduates specifically for you for only $16.05 $11/page Learn More For instance, the videos recommend that new graduates should always understand the background of the ethical dilemma in the organization and review if appropriate actions are normally taken in such situations or not. This is a scientific approach to handling ethical dilemmas. For instance, regarding the accounting dilemma, Markkula Center of Applied Ethics recommends that new graduates should investigate if errors of omission are normally committed in the organization. Moreover, the interviewee (Hanson ) explains that, employees should investigate if action is ordinarily taken in such situations. If it is established that there is a serious ethical problem, Hanson recommends that the problem should be escalated to superior authorities. Based on a friend’s experience, it is normally difficult to escalate an ethical dilemma to a superior authority if an employee is still new to an organization. Often, new graduates have just secured new positions in organizations and ordinarily, their first preoccupation would not be to ask many questions regarding the ethical or unethical conduct of the organization but to get everyone to like them. In extreme situations, most new employees would focus on securing their jobs and refrain from drawing too much attention to themselves by blowing the whistle on a colleague. Such scenarios are common for new graduates and Hanson’s advice of escalating ethical dilemmas to higher authorities fail to represent the real situation facing most n ew graduates in the organization. The above approach of handling the accounting dilemma is also stressed in the ethical dilemma of gender discrimination. Hanson’s advice to women who think they are being discriminated against is defined by a background analysis of the ethical dilemma. He proposes that this background study is crucial to establish if there is substantial ground to assume an employee is being discriminated against (or not). He points out that there are unique situations where an organization may treat an employee differently (such as when an employee is being prepared for an international assignment) and it is therefore important to refrain from unleashing the â€Å"gender† or â€Å"race† card (if a background study of the problem is not done). Hanson’s assessment is an intelligent but cautionary approach to handling gender-based ethical dilemmas because a colleague’s real-life experience shows that this approach is always the best.A dvertising Looking for essay on ethics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, there was a case where a female employee confronted her supervisor for giving her fewer duties at work because she believed she was given fewer tasks because she was a woman. It turned out that it was the company’s procedure to give fewer duties to new staff until they got acquainted with the organization’s tasks. The female employee had to withdraw her complaint because she did not give herself enough time to learn how the organization operates. Based on the above example, Hanson’s advice to new graduates is well informed Comprehensively, Markkula Center of Applied Ethics provides the right framework for handling ethical dilemmas but Hanson’s advice regarding first time ethical dilemmas is a little shallow. More sensitivity should therefore be given towards the â€Å"real† organizational environme nt facing new graduates (or employees who have just secured employment). For instance, more focus should be made on how new graduates can solve ethical dilemmas without running the risk of losing their jobs or getting their employers in trouble. Such is the recommendation that applies to the accounting dilemma.

The Comparisons and Contrasts of the Operations Value Chains in Manage Assignment

The Comparisons and Contrasts of the Operations Value Chains in Management of Bicycles - Assignment Example Extreme damages warrant the disposal of such bikes in the low- cost student rental business. On the other hand, for the high-cost rental services, there is the wide range of bicycles to rent suiting the required preferences and that are in good conditions. Those who rent the bikes are cautious in maintaining them. Briefly, the business procedure undergone while maintaining a bicycle in both business packages is straightforward. The low- cost student rental business has maintenance initiated only when a customer objects to a certain fault whereas the bicycle would have been left for okay. The high- cost rental business ensures that bicycle maintenance is on a checklist and that this is done once every bicycle is returned before releasing it to the next customer. ` Both businesses have their process of acquiring their bicycles. Generally, there is a distinct difference. The low- cost rental business lend their bicycles at cheap prices as they also acquired them at considerably low prices as compared to the high- cost rental business who purchase new and from recognized bicycle manufacturer brands. Disposal is inescapable for both options, the low- cost student rental business rarely disposes of their bicycles unless they are totally faulty unlike their counterparts in the high- cost rental business whole sell them once the onset of tear and wear is unbearable and this way they continue to offer only the best of services. E) What roles do you see for information systems in your answers to the earlier questions? The information systems can be those you develop within your company or they can be those developed by others, such as Craig’s List. Introducing information systems for the low- cost student rental business would be relatively easier as it would only require and most probably an index card mapped to each bicycle in their inventory. However, the high- cost rental business is certain to be more sophisticated holding the entire documentation of each bicycle’s maintenance or acquisition records.  Ã‚  

Management, People and Organisations - Managing the United Kingdom Essay

Management, People and Organisations - Managing the United Kingdom National Health Service - Essay Example The management of NHS has been faced with challenges from the government, public and within its own organization. The government and public requires the organization to deliver more and build trust however provisional support not sufficient. The essay analyzes symptoms in order to recognize problems and provide alternatives solutions. It deliberates the organizational issues underlying these difficulties and suggests vicissitudes believed conducive to making a high performance organization. In addition, it explores NHS organizational administration methods, structure and culture morals from a conjectural background (MARTIN, 2005). It summarizes the prominence of managing these issues communally in an unstable atmosphere to accomplish goals. It discloses internal and external factors that encourage change in organizations. The problems faced by United Kingdom National Health Service are not unique to any organization offering service. Management requires designing and maintaining an atmosphere that individuals, working as teams, efficiently achieve selected goals. The key objective of management is to ensure things are done by the people, through generating a suitable setting in which they can attain organizational goals. The case study reveals that many clinicians have indulged in managerial duties besides their existing role, in an attempt to bring a difference. This engrossment in management can be time overwhelming and actually clashes with their professional roles. It is understandable that many of the indications which the case study proves can be directly linked to conflict of roles or better say conflict of interest. This proves lack of professionalism since each player in an organization should adhere to their duties and do them to their best. Organization should define each role of players and governing principles to ensure quality. It is evident that role issue is a major management problem for the NHS. In any specified role, there

Does Work Overload Justify Negligence?

Does Work Overload Justify Negligence? Muhammad Qasim Introduction According World Health Organization (WHO), Pakistan is one of the 57 countries with acute deficiency of healthcare workforce and with no well-defined human resource development policy in place. The country is facing dual burden of communicable and non-communicable diseases with Doctor to patient ratio of as high as one doctor per 1254 population (WHO, 2013). The health care’s facilities remain overcrowded by patients, specially the public sector, which result in work overload and stress among the healthcare professionals. Medical officers (MOs) and Post graduate trainees have duty hours as long as 90 hours per week. Healthcare professionals under stressful condition and work overload are more prone to commit negligence and medical errors. The consequences of medical negligence range from a minor harm to loss of human life. This paper will discuss medical negligence, malpractice in relation to work overload in the light of ethical principles and theories. Moreover, some recomme ndation will be put forward to minimize negligence, establish proper reporting system and minimize work overload among healthcare provider. Scenario A 27 years old male was admitted to the general surgery ward with gunshot injury. He was on injection Nalbuphine10 mg as per need. This patient was constantly complaining of severe pain. The assigned nurse assessed his pain and informed the doctor about his condition. She also informed that the patient has already received Nalbuphine up to its maximum limit i.e. four doses in the last 8 hours. The doctor was overwhelmed with the workload of ward and emergency unit as well. He told the nurse that the patient and his family are exaggerating the condition. Meanwhile, the doctor visited the patient and informed the nurse that he has reassured the patient and his family. After one hour, the patient developed breathing difficulty and went into respiratory arrest. Patient was resuscitated promptly for twenty minutes, but he did not revive, and hence expired. The family showed a strip of tablets Lorazepam 2mg, and added that two tablets are given to the patient on the advice of the duty doct or. It was found that the drug was neither mentioned in patient’s file nor was it verbally ordered to the nurse. The doctor requested not to report the incidence. Later on inquiry revealed that consequences occurred due to additive effect of concurrent CNS depressants. Issue Analysis In the above scenario, the patient was in acute pain, the family was worried about his restless condition. His cries and complaints were disturbing other patients in the units. Doctor was burdened with too many responsibilities and had to manage the patients in ward, recovery room, and emergency department at the same time. Being overwhelmed with too many responsibilities he advised two tablet of Lorazepam 2 mg per oral without mentioning in patient file without considering the prior high deses of Nelbuphine. Consequently, due to the additive effect of the concurrent CNS depressants patient collapsed, and after an attempt of unsuccessful cardio-pulmonary resuscitation (CPR) patient expired. This was violation of ethical principles of beneficence and non-maleficence. Moreover, the doctor’s intention was not to harm the patient however, he bypassed the nurse, did not indicate the order in patient’s file, and handed over written prescription to the father of the patient. The poor father brought the medicine and gave to the patient, which resulted in fatal consequences. It was breach in his duty toward his patient and violation of Hippocratic Oath (Cruess Cruess, 2014). It is also evident from the scenario that doctor wanted to just keep the patient calm and get rid of his pain complain. So, he prescribed a high dose of another sedative medicine for the sake of his ease. Though his intentions was not to harm the patient and was also over loaded with too many responsibilities but, my question is, does work overload justify negligence which cost a human life? Discussion Malpractice is negligence on part of an individual within a professional capacity. According to Beauchamp and Childress (2001) negligence is the absence of due care either intentionally imposing risk of harm or unintentionally but, carelessly in a given situation. Principle of beneficence is central to healthcare and healthcare professionals are expected to be beneficent toward their patients in any circumstances. According to Mustafa (2013) â€Å"Beneficence refers to the promotion of welfare, denoting acts of mercy, unstinting love and selfless humanity† (p.2). However, in this case the doctor not only failed to be beneficent but also committed such an act which resulted in sentinel event. He prescribed the CNS depressant beside he knew that the patient had already received 40 mg of nelbuphine since morning. It was the commission of a maleficent act on his part which, resulted in loss of a precious human life (Beauchamp Childress, 2001). Being in the professional boundary of a doctor, he was trusted upon by the patient and family and was expected to be beneficent toward patient in any case. On contrary, it could be argued that, his intention was not to harm the patient. He just wanted to keep the patient in rest and pain free. In Addition, doctor was overburdened with other responsibilities. He had to take care of other patients so, on the bases of utilitarian theory he was justified to take into consideration the care of other patients as professional obligation. Additionally, it was not only the patient but also the worried family members and other patients in the ward who were disturbed due to his cries and complains. So his decision of prescribing sedative pills was for the benefit of large number of people (Beauchamp Childress, 2001). Though, his workload was more than usual, and he had to fulfill too many responsibilities at a time. However, it neither allows him to be negligent in patient care, nor permit him to violate Hippocratic Oath in which, he had promised that â€Å"he will lead his life and practice his art with integrity and honor by using his power wisely† (Zafar, 2006). His action was deficient as compared to a reasonable and prudent professional under given circumstances (Burkhardt and Nathaniel). Moreover his act was a serious carelessness and maleficent in nature for the client which cost his life. Such negligence is not justifiable on the basis of any legal or moral grounds. Secondly, he bypassed on duty nurse who was responsible for the administration of the medication. It was breach of duty on his part to fail to enter the order in patient’s file. Being responsible for patient’s care, and employ of the institute, he was supposed to follow due course of actions of patient care. Moreover, the concurrence of opiates and sedatives would not have occurred if the doctor had followed proper procedure of prescription. On other hand, it could be claimed that, the ultimate goal of his decision was to relieve suffering of patient. Violating proper procedure of prescription and administration was probably intended to provide prompt relief. However, the nurse could have moved with the doctor in his visit to the patient to argue on the dosage about concurrence. Furthermore, the doctor might have thought about giving prescription to the patient’s attendant will take less time and so prompt relief; he therefore broke the chain of flow of proper protocol. The society expects professionally and morally sound decisions from the doctors. As a part of healthcare team, they are supposed to follow the policies and abide by the rules of the institute they work in. furthermore, â€Å"patients have the right to a quality of care which is marked both by high technical standards and by a humane relationship between the patient and health care providers† (Exter, 2009). In the scenario, the doctor’s noncompliance regarding proper procedure of prescription was below the acceptable standards and violation of his professional obligation. According to American medical association the doctor’s responsibilities include to be ever vigilant for the benefit of patient, and to bear their part in sustaining its institutions and burdens† (Cruess Cruess, 2014). A large number of doctors’ misjudgments and medication errors are corrected by dispensing pharmacist or medication nurse if proper protocols are followed (Al-shara, 20 11). Finally, his request to the nurse about covering the incidence was a professional misconduct as this was a sentinel event. However, the nurse properly followed the virtue of veracity and dared to report the incident. Resultantly, the inquiry revealed that the additive effect of the concurrent CNS depressants was due to negligence in clinical judgment and careless behavior of the doctor. It could be argued that the incidence occurred unintentionally, and its reporting could endanger the doctor’s carrier. In addition, reporting of the incidence could have cost his job and even his license of practice. Is it acceptable to take such risks in a country like Pakistan where there is already shortage of doctors? The negligent behavior of the doctor cost a precious human life, even though he requested the nurse not to uncover the incident. This could be measured a serious misconduct and makes his trustworthiness and moral integrity questionable. According Pakistan medical and dental council the physicians need to attempt highest level of competence and all necessary skills and knowledge, and they will be responsible for their actions (Zafar, 2006).Considering the nature of the event, it was the moral and professional obligation of the nurse to report the incidence promptly. Proper reporting system could prevent future mishaps. Nurse was right in her decision to report the incident on the basis of utilitarian theory for benefit of long number of prospective patients (Burkhardt and Nathaniel, 2008). Recommendation Healthcare providers need to be competent, skillful, and vigilant to provide efficient care to the patients. They should comply with the Hippocratic Oath and trust and expectations of the society. Sound knowledge of bioethics and Islamic ethics can make a difference and should be the part of curricula across the disciplines of healthcare. Proper policies, procedures and protocols need to be implemented and monitored for compliance at institutional, provincial and country level. The government must consider the establishment of new institutions and policy for staffing and scheduling of healthcare professional to cater the needs of growing population and minimize work overload. The proper reporting and analysis should be carried out following an incidence. Conclusion In the conclusion, malpractice on the basis of work overload could not be justified on any moral or legal grounds. Healthcare professionals should comply with the entrusted expectations of patients and society. They are expected to demonstrated optimal level of clinical and professional competencies and skills to meet challenges of the respective professions. Human life is precious and should always be respected. References Al-Shara, M. (2011). Factors contributing to medication errors in Jordan: a nursing perspective. Iranian journal of nursing and midwifery research, 16(2), 158. Barach, P., Moss, F. (2001). Delivering safe health care: safety is a patients right and the obligation of all health professionals.BMJ: British Medical Journal,323(7313), 585. Beauchamp, T. L., Childress, J. F. (2001). Principles of biomedical ethics. (5th ed.). New York: Oxford University Press. Burkhardt, M. Nathaniel, A. (2008). Ethics and Issues in Contemporary Nursing (3rd ed.) Australia: Delmar Cruess, R., Cruess, S. (2014). Updating the Hippocratic Oath to include medicines social contract. Medical education, 48(1), 95-100. Exter, A. (Ed.). (2009). International Health Law and Ethics: Basic Documents. Maklu. Scheffler, R. M., Liu, J. X., Kinfu, Y., Dal Poz, M. R. (2008). Forecasting the global shortage of physicians: an economic-and needs-based approach. Bulletin of the World Health Organization, 86(7), 516-523B. WHO (2007).Global Health Observatory Data Repository. Retrieved from World Health Organization website: http://apps.who.int/gho/data/node.main.A1444?lang=en Zafar , M. H. (2006). Pakistan Medical Dental Council: Code of Ethics. Retrieved April 8, 2014, from http://www.pmdc.org.pk/Ethics/tabid/101/Default.aspx#6