A reflective approach to continuing professional development - Free Essay Example

Sample details Pages: 6 Words: 1926 Downloads: 7 Date added: 2019/10/10 Did you like this example? The development of professions now requires individuals to undertake a form of continuing professional development, and this is considered as an integral part of the process. It can be considered as a factor that contributes to the integrity and rigour that now defines a professional activity that now defines professional activity. The current environment has seen the relative autonomy that has traditionally been enjoyed by professions being reduced with increasing pressure for accountability. Don’t waste time! Our writers will create an original "A reflective approach to continuing professional development" essay for you Create order Continuing professional development efforts should aim at developing the individual professional and the delivery of services itself. However, most continuing professional approaches are input-led and rely on the bureaucratic and mechanistic recording of courses and study days with little focus on the outcomes of these activities. The paper argues for a continuing professional development through an approach that is learning focused, emphasising the critical importance of learning through reflective practice (Boud, et.al.). A learning culture for professional development in the business field can be developed. Continuing professional development and its relationship to continuous improvement in quality are related to causality. A frequently posed question tries to determine whether engagement in the traditional, formal learning opportunities necessarily result in improvements in professional practice.   It is clear that great amounts of learning often occur outside the formal educational programmes and structures, while it is possible for an individual to participate in these formal educational programmes without necessarily achieving the intended educational outcomes of the programmes. It can be argued that continuing professional development is a critical part of professional activity in and of itself. There exists a traditional and misplaced dichotomy in the professional development of theory and practice, with the assumption that the former precedes the latter. However, there have been increasing points of view that consider this relationship and less unidirectional and more circular ; professional practice, despite being guided by the existing body of professional knowledge, actually develops theory. And it is clear that this generation of theory should be undertaken in a practical rather that an academic or research setting. The paper is sympathetic to this view, and it posits that professional action can actually distinguish itself from other activities through its reflective qualities in practice and by the contemporary and subsequent interpretation of that practice. The efforts by the government to impose external controls on any professional activity through continuing professional development misses a critical point, in that continuing professional development is not an external component to external activity, but an integral and critical part of that action (Moon). The practice of continuing professional development is now being considered a central component to the development of professional status; representing a key component of professional development. It enables individual professionals to develop their careers and is a central means by which quality professional service can be assured and maintained, hence reassuring the recipients of these services. The need to be viewed as continuously profession-developing, securing the social status and position of a profession, represent important considerations in the current business environment of constant and rapid development. The competency gap that represents a situation where the growth in knowledge and the rapid technological change, in addition to the obsolete nature of existing knowledge, means that the qualifying programme of professional education can no longer be considered as a career-long declaration of professional competence. As a result, professionals need to be seen as constantl y developing their competencies and the profession as a whole so as to ensure that clients are confident of the maintaining of the professional ability in such an environment (Kolb). Continuing professional development is important to a professional in terms of his or her individual career development. For instance, if a professional in a certain field intends to move into an area of specialization, he or she has been traditionally expected to undergo a formal education programme so as to demonstrate competence with this particular effect being amplified in certain professions than others. Another factor that should be considered while examining continuing professional development is its perceived relationship to the quality of professional service. It is held that the quality of professional service to clients can only be truly maintained if the professionals are committed to the constant updating of knowledge and practice. Another aspect of the issue of continuing professional development and quality is connected to what can be described as consumerism in the society, a phenomenon that has manifested in many professional fields. Governments are now developing reforms that focus on the concept of competence on many professions. It is also clear that the consumers of professional services are now far more willing and ready to express the specific needs in this regards; this can be attributed to the fact that clients are now better informed about issues and therefore possess more confidence to declare their requirements. In this regard, continuing professional development is completely voluntary, as any other consideration would weaken the basic premise of the autonomy of a professional. The situation provides an indication of a major source of tension in professional self-reliance and the external compulsory requirements that continuing professional development be undertaken, in that, in the traditional model, the individual professional represents the sole judge of their need for up-skilling updating or development. There other challenges in regard to the existing conception of continuing professional development; there is the question of whether it should assume an outcome or input-based approach with the latter simply providing a formal acknowledgment that an individual has undertaken a form of prescribed continuing professional development activity, while the former urges the individual professional to analyse their learning needs, then identify a suitable learning opportunity, and assess whether the learning needs were satisfied by the particular activity. The former approach is oriented towards experiential, rather than classroom learning activities. There is also the challenge of measuring and monitoring continuing professional development. An input-based approach addresses this challenge by recording course attendance, rather than assessing the outcomes of participation. In contrast, an output-based model experiences more challenges in measuring and monitoring outcomes and is considerably more time to consuming for an individual professional who wants to record their continuing professional development. It requires a different approach on the part of the participating professionals to the issued of learning since the approach is largely innovative and can, therefore, vary from the traditional approach to education and the measuring and monitoring of such activities (Boyd Fales). Another challenging issue is the defining of the relationship between continuing professional development and professional competence. There are regulations that now place expectations on professionals to be able to demonstrate competence so as to be allowed to practice their professionals. The issue here then is how the regulations intend to define and measure that competence considering the fact that these standards and competency frameworks cannot measure professional activity. The occupational standards are mechanical and, as such cannot provide the best fit for the assessment of professional competence, which in reality involves specialised and individual decisions that relate specifically to each unique situation. The occupational standards are also rigid, and this hinders the flexible application making them unsuitable for the dynamic business environment (Wang). Certain field of thought would consider the fact that undertaking a form of continuing professional development provides evidence of competence. However, this could be misleading as the completion of such continuing professional development activities cannot guarantee that the individual professional is competent. Furthermore, it could be the case that the individuals who are highly competent will already have developed their competencies through methods other than the formal mandatory activities that come under continuing professional development. In fact, this provides a critical point that supports the use of reflective learning approaches to continuing professional development. It could be said that the act of an individual professional to undertake continuing professional activity, as opposed to the mechanistic and routinised activities, mean that these individual professionals are intrinsically competent. It could also be inferred that the existence of a concept such as mandato ry continuing professional development suggest that these professional are not working professionally anymore (Wang). Reflection in action represents a dynamic process of reviewing professional actions in the midst of their performance without having to necessarily interrupt those actions. If an intuitive and spontaneous performance of an activity results in nothing more than the results that are expected of it, the individual professional tends not to think about the process. However, if an intuitive performance results in unexpected results a professional might respond by reflecting-in-action. An astute example of reflection-in-action is presented in the manner by which individuals make adjustments as they undertake certain actions, such as hammering a nail into a wooden plank. The mental processes of ensuring that the nail is properly set and hammered into the wooden plank are in the included in the performing of the act; moreover, individuals constantly adjust the performance of the activity on a continuous basis to make sure that the nails are going in straight, alter the angle the hammer hits the nails to account for variances. It is also possible to extend this process further by having individuals not only reflect in action but also subsequently reflect on the action (Boyd Fales). There exists a critical and intrinsic connection between reflective practices and the kind of genuine learning that will likely change a learner’s perception and as a result engender changes in the individual professionals’ behavior. An approach that considers reflection, and learning from reflection, will tend to facilitate the development of continuing developments in quality of professional services. The approach is often referred to as Action Learning and it is related to the Action Research model. Reflecting in and on action encourages a professional to critically interrogate the common sense premises that guide the daily activities, and nature and   justifications provided for the particular work activities. All of these represent critical factors in ensuring that the quality of institutional, and increasingly performance driven, professional provision is under constant review. As a result, if continuing professional development is to initiate effective developm ent to professionals and the continuous improvement in professional service quality, then there is a need to ensure that the culture of reflective practice is encouraged, developing a process that is easily navigable and that can assist with the formalization of these activities. The approach can also create a tangible way that enables the systematic recording of reflection. Despite the fact that the approach ahs its challenges, it allows for the individual professionals to move away from the input-based approach that is problematic (Bosangit Demangeot). Enabling the systematic recording of an individual’s reflection can be achieved through the maintaining of a practice journal. There exist several methods of recording reflection or material that could provide a basis for future reflection, and each reflecting professional is likely to have a system that suits his or her style, and specific learning needs best.   The use of such tools are also faced with challenges such as confidentiality issues and the existing tendency to emphasise the negative aspects of a profession, and the time-intensive nature of the completion of such journals, memory and recall issue and the level of introspection observed seems to neglect a multidisciplinary approach. Considering the assertions above, it is clear that there is great value in the sharing of reflection through systems like professional supervision as it can be a way to encourage the individual profession to take a complete view of a professional activity, rather than being locked int o specific events. It also allows the regular and free exchanges of professional experiences among a small group of peers (Kolb).

Communication And Interpersonal Skills - Free Essay Example

Sample details Pages: 12 Words: 3695 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? 2.0 INTRODUCTION TO MANAGEMENT Present since the dawn of civilization, management can be briefly defined as getting the work done with the least possible errors, through other people with the intention of achieving the targets. Different definitions of management have been given by eminent personalities, which are: Management refers to the process of getting activities completed efficiently, with and through other people. (Stephen Robbins) Management is the art of getting things done through other people. Don’t waste time! Our writers will create an original "Communication And Interpersonal Skills" essay for you Create order (Mary Parker Follett) Although defined by many in numerous ways, management is all about planning, leading, organizing and controlling. In order to properly manage a particular task, it is also important to effectively and efficiently use the available resources. Nevertheless, in the 21st century it has been noticed that the different management skills are also of utmost importance for the success of an organization. The three basic types of skills identified by Robert Katz (1970), which make up effective management, are technical, human and conceptual skills. In addition, with the new types of organizations and the new ways of doing business that are taking place in our current era, new trends, ideas, skills and techniques are equally essential. All of which are the result of Management Competencies, that is the combination of skills, behavior and requirements necessary to accomplish a particular task at its best. 2.1 COMPETENCIES According to Andrew May (1999), Management competencies are used to build a framework for analyzing the resources available to achieve business strategies and forecast areas of control risk, a key factor in business continuity planning. The different management competencies that are very important in todays business environment are interpersonal communication skills, leadership and emotional intelligence. 2.1.1. Communication and Interpersonal skills With the aim of achieving success in a particular business, good communication skills are required, regardless of the size of the organization. Communication and interpersonal skills incorporate the following: Planning and structuring, Communicating in person and writing, Feedback, Presentations, Negotiations, persuasion and influence, and Better understanding others. Communication, defined as the transmission of a message whether verbally or non-verbally from one person to another, occupies an essential position in the work field just as in all other areas of life. Very often, communication is related to interpersonal skills which are the life skills we use daily to interact with other people and in groups. Consequently, known as the Interpersonal Communication Skills, this concept which was firstly introduced in the 1950s has been defined as the ability to work well with people and involve your acceptance of others without any discrimination (Berko et al., 1998/1378: 58). In other words, people exchange thoughts, information and meanings through verbal and non-verbal messages through this method. According to Avkiran (2000), Interpersonal Communication Skills are the ability to act in response to the staffs requirements positively, while developing a non-discriminatory work environment where the staffs are capable of developing their full personal potentials. Interpersonal communication can be applied to: Provide and accumulate information, Manipulate the thoughts and behaviors of others, Build and preserve relationships, Make sense of the world and our experiences in it, Convey personal needs and recognize the requirements of others, Offer and obtain emotional support, Create decisions and resolve problems, Foresee behavior, and Regulate power. It has been noted in many different organizations that though the traditional skills like written and verbal communication, are still important, increasing em phasis is being placed on the capacity to create and nurture partnerships, to develop innovative new programs and to market the products and services that the organization is offering. According to Meyer et al. (1990), the organizational commitment concept which is multidimensional in nature have included three conceptualizations, namely the affective commitment (attachment or recognition), normative commitment (responsibility or obligation to norms) and continuance commitment (sacrifice and investment that increases an individuals cost of leaving). Consequently it can be assumed that organizational commitment is made up of these three components. 2.1.2. Leadership With the purpose of maximizing efficiency and to achieve organizational goals, leadership has always been an important function of management. For Horner (1997), leadership has been defined as the traits, qualities and behaviors of a leader. In short, leadership is mostly concerned with motivation, initiating actions, creating confidence, providing guidance, building morale and work environment as well as co-ordination, in other words a persons skills, abilities and degree of manipulation to get people moving in a direction, making decisions and do things that normally they would not have chosen to do. It is a known fact that the starting point in understanding responsible business behavior and the different competencies of management remains the leadership, especially relating to the personal attitudes and viewpoints. 2.1.2.1 Theories of Leadership In the past, leadership theories focused more the distinguished qualities of the leaders and followers whereas subsequent theories are paying more attention to variables such as skill levels and situational factors. The theories of leadership can be categorized as follows, in spite of the diverse leadership theories that have come into view: TRADITIONAL THEORIES OF LEADERSHIP Great Man Theories which presumes that the capability for leadership is innate (great leaders are born, not made). Great leaders are often represented as valiant and mythic, ordained to ascend to leadership when needed through these assumptions. Trait Theories presume that people receive certain traits and qualities making them better suited to leadership and thus often categorize certain behavioral or personality characteristics shared by leaders. Contingency Theories that might verify which particular approach of leadership is best suitable for the situation focuses on particular variables relate d to the environment and therefore look upon the fact that the leadership style is not same in all situations. Situational Theories recommends that based upon situational variables leaders opt the best course of action that is the most appropriate and effective styles of leadership for decision-making of certain categories. Based upon the idea that great leaders are made, not born, the Behavioral Theories of leadership, which is entrenched in behaviorism, does not focus on the internal states or mental qualities but on the actions of leaders and as such people can be taught through coaching and observation to develop into leaders. Participative Theories suggest that the best leadership style is one that takes the participation of others into account. Participation and contributions from group members are encouraged by these leaders with the aim of helping group members feel more important and committed to the decision-making process. CONTEMPORARY THEORIES OF LEADERSHIP Also known as transactional theories, the Management Theories focus on the function of organization, control and group performance and is based on a system of rewards and punishments. According to Burns (1978), transactional leadership originates from more traditional views of workers and organizations, emphasizing the leaders position of power to use followers for task completion. Relationship Theories also called transformational theories focus upon the associations created among leaders and followers. Transformational leaders inspire and encourage people by helping group members see the significance and superiority of the task. Focused on the performance of group members these leaders in addition wish for each individual to accomplish his or her potential. 2.1.2.2 Management and Leadership Management and Leadership have been used interchangeably, as they are two thinking describing two different perceptions. Managers relate to goals and objectives in an impersonal manner while being primarily concerned with developing plans and budget, organizing direction, co-coordinating and controlling resources whereas leaders have a high sense of active and personal involvement thus capable of influencing others. Quick and Nelson (1997) have stated that Whereas leaders agitate for change and new approaches, managers advocate stability and status quo and have also affirmed that though management and leadership are two different systems, they are also complementary wherein Leadership is a sub-set of good management. Many people believe that leadership is about positioning a new direction for a group to follow while management directs resources or people in a group according to the established values and principles. With the purpose of better understanding leadership and mana gement, one must consider what happens when you have one with or without the other, that is: Leadership without management Æ’Â   sets a vision or direction that others follow, without taking into consideration the method through which the new direction is going to be accomplished. Management without leadership Æ’Â   organizes resources to preserve the status quo or else make sure things take place according to already-established strategies. Combination of leadership and management Æ’Â   does both it both sets a fresh path and handles the resources to achieve it. For example a recently elected prime-minister or president. Consequently, leadership is concerning the setting of a new direction for a group whereas management is about controlling and directing according to the established principles. 2.1.2.3 Qualities, Skills and Styles of Leadership Leadership qualities are normally assumed to be context-dependent since they show a discrepancy in the different companies, teams and situations. The perfect scenario in theory is for a leader to have unlimited flexibility that is being able to adapt the leadership style according to the situation. However, modern leadership theory has begun to realize that the ideal, flexible leader does not exist as everyone has both strengths and weaknesses and consequently there is a need to make an adjustment while trying to meet the needs of the situation 2.1.3. Emotional Intelligence Emotional Intelligence (EI) is described as the ability to recognize and understand ones own feelings and emotions as well as those of others and use that information to manage emotions and relationships. It has been noted that people with high EI are usually successful in most of their tasks especially because of their nature to make others feel good. EI is a unique fundamental element of ones behavior, which can be improved with practice. Used for the first time in 1985 by Wayne Payne, in his doctoral thesis entitled A study of emotion: developing emotional intelligence; self-integration; relating to fear, pain and desire, emotional intelligence is mostly concerned with perceiving, understanding, reasoning with and managing emotions. Back in the 1990s, when EI first acquired noteworthy media attention, for many people it was regarded as the explanation for a remarkable discovery. Many studies have confirmed that this relatively new intelligence was significant to the surviv al of organizations in this new world economy (Bloomsbury, Cherniss Goleman). The US secretary of Labors Commission on Achieving Necessary Skills published a report referring to the important presence of this soft skill at the workplace. In order to achieve a high performance at work, according to this report along with good literacy and computational skills workers should also outshine in personal qualities such as self-esteem, responsibility, sociability or honesty (Secretarys Commission on Achieving Necessary Skills, 1991). The key areas for EI in management competencies are: Reading people Æ’Â   Interacting, presenting, supporting and cooperation Using emotions Æ’Â   Leading, deciding, creating and conceptualizing Understanding emotions Æ’Â   Organizing, executing, analyzing and interpreting Managing emotions Æ’Â   Adapting, coping, enterprising and performing 2.1.3.1 Emotional Intelligence Skills There are four core emotional intelligence skills, grouped under two primary competencies, namely personal competence and social competence. Figure 1: Core emotional skills Self-Awareness Æ’Â   is about how exactly emotions can be identified in the moment and understands the tendencies across time and situation. Self-Management Æ’Â   describes how the awareness of ones emotions is used to create the behavior one wants. Social Awareness Æ’Â   explains the degree to which the emotions of other people are understood. Relationship Management Æ’Â   gives details on how the previously mentioned skills are used to handle the interactions with other people. According to Dr Singh (2003), EI is the capability of a person to properly and effectively respond to a huge variety of emotional stimuli being drawn out from the inner-self and immediate surroundings while comprising three psychological dimensions emotional competency, emotional maturity and emotional sensitivity which motivates an individual to recognize, interpret and handle diplomatically the dynamics of human behavior. For Sterrett (2003), EI refers to a series of personal, managerial and social skills needed so as to help an individual succeed at the workplace and in life on the whole. It encompasses competencies such as character, intuition, integrity and good communication and interpersonal skills. 2.1.3.2 Emotional Intelligence Models The creator of the field of EI stimulates huge discussion and due to the fact that EI is a young and ever growing field one has to keep an open mind on this topic while being willing to recognize the qualities of each of the models, and apply what them more effectively. So far, the three EI models that have been proposed are: 2.1.3.2.1 The Ability Model (Mayer and Salovey, 1997) The Ability Model of Mayer and Salovey (1997) defines EI as the intelligence in the traditional sense, that is, a set of mental abilities to do with emotions and also the processing of emotional information which are component of and contribute to reasonable thought and intelligence in general. Such mental abilities are arranged hierarchically from the basic psychological processes to more psychologically integrated and complex practices which can be developed through age and experience. This Ability Model also depicts that the emotionally intelligent individuals are more likely to: Have grown up in bio-socially adaptive households (with more emotionally sensitive parents), Be non-defensive, Be able to reframe emotions effectively, Choose good emotional role models, Be able to communicate and discuss feelings, Develop expert knowledge in particular emotional areas, such as aesthetics and social problem solving. 2.1.3.2.2 The Competency-Based Model (Goleman, 2001) This model of EI by Goleman (2001) has been planned purposely for workplace applications (Gardner Stough, 2002). Based on the theory of performance, it involves twenty competencies which help to distinguish individual differences in workplace performance. Clustered into four different general abilities, these competencies are: Self Awareness Æ’Â   Ability to recognize feelings and precise self-assessment, Self Management Æ’Â   Capability to handle internal states, desires and resources, Social Awareness Æ’Â   Ability to read people and groups emotions accurately, Relationship Management Æ’Â   Ability to induce desirable responses in others. Figure 2: Competency-Based Model 2.1.3.2.3 The Non-Cognitive Model (Bar-On, 1997) In this model, EI is defined as an array of non-cognitive capabilities, skills and competencies that manipulate ones ability to be successful in dealing with environmental demands and pressures. This model consists of fifteen conceptual components that pertain to five specific dimensions which are as follows: Intra-personal skills Æ’Â   capabilities, competencies and expertise pertaining to the inner self, Inter-personal skills, Adaptability Æ’Â   how one can successfully manage environmental demands by successfully evaluating and dealing with challenging situations, Stress management Æ’Â   the ability to cope and manage stress effectively, General mood Æ’Â   the ability to enjoy life and maintain a positive disposition. Figure 3: Bar-on model of Emotional Intelligence 2.1.3.3 Emotional Intelligence importance It has been found that employee behaviors which is focused on the fulfillment of customers needs and desires, by mediating a positive climate for services within the organization, will lead to an increase in customer satisfaction levels and consequently to increases in profitability (Keiningham and Vaura, 2001; Olivier, 1996). 2.2 CHALLENGES Changes in todays organizations environment have been provoked by a variety of driving forces from both internal and external surroundings. These driving forces are elaborated below. 2.2.1. Information challenges The use of information technology is highly important to enhance the whole of any organization and up to now the focus has been largely on the collection, transmission and storage of data. But currently, with the new information revolutions the focus is shifting towards the meaning and purpose of information since it is a known fact that unless organized in meaningful patterns, data is not information. The main task therefore is defining information, creating new ideas and generating latest examples that will help redefine the tasks to be done as well as the different institutions that perform these duties. The challenges are: 2.2.1.1 Exploding digital universe The rate of information growth is increasing rapidly. According to the Digital Universe study (2011), Extracting value from chaos, this expansion of information and big data are changing all characteristics of business and society. In order to make sure that there is a high availability of information and to provide more up-to-date function, there has been duplication of data. This replication has enormously contributed to the expansion of information growth. Every two years the worlds information is doubling and it is assumed that by 2020 the world will make 50 times the amount of information and there will be 1.5 times less IT staff to handle it. New information taming technologies such as de-duplication, compression, and analysis tools are lessening the cost of creating, managing, capturing, and accumulating information to one-sixth the bill in 2011 in contrast to 2005. The International Data Corporation (IDC) is investigating the opportunities and development joined to contr ol and take advantage of this unstable expansion of information (www.emc.com). 2.2.1.2 Varying significance of information Essential to communication, information is a critical resource for performing work in organizations. The importance of information changes regularly. Consequently information that is valuable at present might turn out to be less important tomorrow, according to the needs and requirements of the job. The main reason that information is of such importance to organizations and individuals is that it drives communication, decision making, and reactions to the environment. 2.2.1.3 Increasing dependency on information The strategic use of information plays an important role in determining the success of a business and provides competitive advantages in the marketplace. In this competitive world of ours, there is a must to have the right information at the right time to be able to make decisions. Failure to which might eventually result in making huge loss by the organization. Information helps managers to not only create mission, vision and set goals but also facilitate them in analyzing the environment and viewing different strategic alternatives so as to counteract moves or even providing better products and services than the competitors. 2.2.1.4 Diversity and Globalization Diversity is a very sensitive subject and it can be harmful to an organization if it is not handled properly. It is imperative for any organization to properly implement programmes for diversity management due to globalization of industry and the pursuit of effective competition, since globalization mixes both economics and societies all over the world. In this modern moment, where people have divergent views on globalization, its effect on diversity is very important. 2.2.1.5 Telecommuting Margaret Tan-Solano (2001) defined Telecommuting as the practice of an employee performing his normal office duties from a remote location. With the arrival of telecommuting, several benefits have been achieved, namely more time to focus on work, as location is no more a constraint, flexible work schedules and increased productivity. It also allows closer proximity to and involvement with family, employee freedom, improves productivity as well as promoting safety. 2.2.2. Strategy The new certainties Strategies are very important since these are the set of decision making procedures for the guidance of organizational behavior. According to managers, strategy means their outsized scale, future oriented procedures with the competitive surroundings to optimize accomplishment of organization aims. An influential weapon for surviving with the conditions of change, which surround an organization today, a strategy is quite complex and costly to implement. In accordance with Drucker, strategies must be regarded as the following five new convictions that rather than being economic, are more political and social. 2.2.2.1 Defining Performance Performance can be briefly defined as the production of valid results given over a period of time. Very often it is measured against certain predetermined known standards of completeness, accuracy and speed. 2.2.2.2 Global competitiveness Used to describe the international market, global competitiveness often refers to the struggle of different organizations to prevail over the other on a worldwide basis. In this world of competition, it is a known fact that unless an organization measures up to the standards set by the leaders in its field, it cannot expect to survive for long. 2.2.2.3 The increasing incongruence between economic globalization and political breakage Nowadays, businesses have to define their scope in terms of industries and services worldwide. While the national boundaries are creating certain types of obstructions, the political boundaries are also not moving. It has been noted that the national politics are still ruling against economic rationality within transnational economic organizations. 2.2.3. Managements New Paradigm Todays leaders and managers must deal with continual, rapid change and therefore management techniques must track the business environment continuously, to assess change and adapt. Managing change does not mean controlling it, but rather understanding it, being more sensitive and flexible, and guiding it as much as possible. According to the old paradigms, management was about dominance and control, centralized and hierarchical with rigid budgets, short-term solutions and top-down goal setting. However under the new managements paradigm in most organizations the focus is more on cooperation and trust with continuous adaptation and long range optimization as well as teamwork and jobs selected to fit people rather than people selected to fit jobs. In todays fast changing world, management are forced to apply and adapt to certain new standards of management due to the driving forces in order to be more flexible, responsive and adaptable to the demands and expectations of the stakeh olders demands. Nowadays, managers can no longer refer to an earlier developed plan for direction since they must continuously deal with rapid change. In the 21st century, with the intention of being successful most organization can also strive to move from competition to networking. Competition has been progressive and successful as it literally changed the economic landscape of the world into modern industrial centers with the defining edge of technology. It is important to redefine competition now with the concept of networking and cooperation for the sustainability of business operations worldwide. 2.2.4. The change leader Presently change is the norm and unless perceived as the duty of the organization to guide change, the organization will not exist for long. In a period of rapid structural modification, the only individuals who live on are the change leaders. The four requirements of change leadership according to Drucker (1999) are as follows. Policies to create the future. Organized methods to seek and to foresee change. The precise approach to bring in modification, both inside and outside the organization. Strategies to balance amendments and stability. Change and continuity is seen as two extremities rather than mutually exclusive opposites by Drucker. It is essential to have internal and external continuity so as to be a change leader. 2.3 Conclusion According to Boyatzis (2008), although the understanding of competencies themselves has been extended, perhaps the most important contributions in the last thirty years, has come about primarily in the last fifteen years.

International Financial Management - 5028 Words

EXAMINATION PAPER OF INTERNATIONAL FINANCIAL MANAGEMENT Section A: Objective type Part One: 1). Foreign exchange market in India is relatively very Answer: b). Small 2). Balance of payment is a systematic record of all ___________ during a given period of time. Answer: c). Economic Transactions 3). Merchandise trade balance, services balance balance on unilateral transfer are the part of _________ account. Answer: a). Current Account 4). Interest rate swaps can be explained as an agreement between ___________ parties Answer: b). Two 5). Capital account convertibility in India evolved in August Answer: c).1994 6). Interest rate parity is an economic concept, expressed as a basic algebraic identity that†¦show more content†¦So, domestic investors can benefit by investing in the foreign market. If domestic interest rates are more than foreign interest rates, foreign currency must trade at a forward premium to offset any benefit of higher interest rates in domestic country to prevent arbitrage. If foreign currency does not trade at a forward premium, or if the forward premium is not large enough to offset the interest rate advantage of domestic country, arbitrage opportunity exists for foreign investors. So, foreign investors can benefit by investing in the domestic market. 2). What are Direct Indirect Quotes of exchange rates? Forex rates in the currency exchange market are displayed in pairs by market makers (or dealers). Exchanges rates on the other hand are forex rates or FX rates that represent the value of one currency in relation to another currency. For e.g., 1USD = 96.62 JPY. This is the exchange rate between the US Dollar and Japanese Yen, which means that 1 US dollar is equal to 96.62 Yen. This would be represented as USD/JPY = 96.62. In other terms a spot exchange rate is one at which currency can be sold or bought for immediate delivery which two business day after the transaction. In spot exchange market the quote for a currency may be direct or indirect. a). Direct Quotes : Direct quote means indicates how many units of localShow MoreRelatedInternational Financial Management5022 Words   |  21 PagesEXAMINATION PAPER OF INTERNATIONAL FINANCIAL MANAGEMENT Section A: Objective type Part One: 1). Foreign exchange market in India is relatively very Answer: b). Small 2). Balance of payment is a systematic record of all ___________ during a given period of time. Answer: c). Economic Transactions 3). Merchandise trade balance, services balance balance on unilateral transfer are the part of _________ account. Answer: a). Current Account 4). Interest rate swaps can be explained as an agreementRead MoreInternational Financial Management9731 Words   |  39 Pagesinflow of foreign currency. a. True b. False ANS: T PTS: 1 93. 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Questions On Understanding Employee Motivation - 4606 Words

Assignment 1: Understanding Employee Motivation By Joel Bergman Latoya Claxton LeAnne Conyers Jacqua Little Donna Lowe Jamaisa Page EDD 8472, CRN 50251 Human Resource Development Nova Southeastern University June 21, 2015 Table of Contents Introduction 3 Part I: Employee Patterns of Human Behavior 4 Motivation 4 Morale 6 Part II: Examples of Motivation 8 Part III: Motivating a Diverse Workforce 12 Conclusion 15 References 16 Introduction Motivation can be defined as the intrinsic or extrinsic drive to meet expectation and accomplishment related to an activity. For organizations, some of the intrinsic drive is already held by the employee due to patterns of human behavior, personal character, and life experiences. However, the organization has a responsibility to motivate employees further in the workplace. This responsibility ultimately improves organizational performance. Taylor (2015) states, â€Å"motivation matters for organizations† (p.28). When this statement becomes reality, organizations will understand that motivation can be enacted through the work environment, relatedness, job resources and support, incentives, rewards, recognition, and feedback and consequences (Taylor, 2015). Research is abundant about the topic of motivation and organizations. It extends from how to motivate employees to evaluating the motivational programs utilized. Readers will realize through various research studies that seve ralShow MoreRelatedMotivation To Improve Performance Through Employee Involvement.1571 Words   |  7 Pages Motivation to Improve Performance through Employee Involvement Charlese Mason Leadership and Organizational Behavior; 520 Dr. Laura Jones Strayer University February 13, 2017 Content 1 Introduction (Motivation through Involvement) 2 The Important Road Ahead (Optimizing Value and Performance) A. What is Motivation B. What is Employee Involvement 3 Leading Characteristics (Management Styles/Organizational Behavior) A. 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An Analysis on Language Style Used in Too Fast Too Furious Movie free essay sample

An Analysis of the Language Style Used in â€Å"two fast and too furious† film. Fields: sociolinguistics A. Background of the Study Too fast and too furious film is one of the most amazing films in 2003 year. This film was directed by John singleton. He is a famous director in the world. He had been directing many films. This film was become a winner by many awards held in Hollywood, such as BMI film music award in 2004, breakthrough male performance 2003, won teen choice award, golden reel award, best sound editing in domestic features dialogue ADR and so on. This film tells about the adventure of two spies to break a drug syndicate. Brian OConnor (Paul Walker) was kicked off the force for his little stunt in the Fast and the Furious and has been on the run ever since. He fled all the way to Florida, where he became friends with Tej (Ludacris), the man who knew where all the action was. Before too long, Brian couldnt even find anyone who would race against him and the word was out. The cops grabbed Brian and made him an offer help them with a case or go to jail. The cops have been trying to nab the premier drug dealer in the area, Carter Verone (Cole Hauser), for some time, but havent been able to make anything stick. Conveniently, Mr. Verone is looking for some drivers to make drops for him and that is where Brian comes in. Brian takes the deal, but on one condition this his buddy, Roman Pierce (Tyrese), gets a piece too. Before they know it, Brian and Roman are in way over their heads as they combat fellow street racers, sexy undercover cops, an insane boss who is not above torture and the fast, furious life in Miami. This film is very amazing film. The actors and the actress act like they are the real character in the film. In this film we will find another world of spoken language called language style. They use their own language style in their community. They talk with an interesting tones and intonations each other. They use so many kinds of language style such as slang, jargon and register. Their community is unussual community, racer life, mafia, police and so on. Besides the visual effect of this film is something interesting that can make us imagine like we were there on that film. B. Identification of the Problems Everybody has their own language style in speech. It is influenced by their environment. Style refers to the selection of linguistic form to convey social or artistic effect. Style also act as a set of instruction (Chaika, 1982: 29). Language style can be defined as the specific ways to express the thought which shows the writer’s soul and the writer’s personality (language user) (Keraf, 2002: 113). The writer analyzes the language style of too fast and too furious film. The writer analyzes language style of diction which consist (jargon and register). Diction is the choice word. Dictions are word choices. Dictions are word choices. Diction is effective when the choice of word is proper to audience. Registers are words used in a society or group which are difficult for other communities to understand. Jargon is the feature of language variety which is used for specific field and just understood by them who stand on those specific fields, but it is not secret. Chaika (1982: 120) says that jargons are varieties of language created for specific functions by the people who engage in them regularly. While the definition of jargon in Webster (1994: 723) is the specialized vocabulary and idioms of those in the same work, profession, etc. In the same sense, Morries (1982: 686) defines that the specialized or technical language of trade, profession or similar group called jargon. Tone is the part of sentences over which a particular pattern extends. Intonation depends on emotion such as sentiment, sympathic and anger. This is the impression of word combination used to give emotional impression. Dictions, tones and intonations are the elements of language style variation. Every language style has different dictions and different intonation tone based on situation and condition. Dictions are choice of words on phrases in spoken or written language. The intonation and tones are related to the pitch of linguistic items. Tones are revolution of pitch in the voice that serves difference of language ton in words. Intonation is the impression that is described from emotional condition. The actors use many kinds of dictions such as register and jargon automatically. It is familiar in their community. The writer will conduct research on language phenomenon that is called language style in too fast and too furious film. C. Limitation of the problems Here the writer limits the problem in varieties of language style that is used by the actors in too fast and too furious film. The researcher analyzes the diction of the word variant, intonation and tone of the language style used in too fast and too furious film. This writer focuses in the diction, intonation and tone of language style used by the actors in too fast and too furious film. D. Formulation of the Problems From the limitation of the problems, the writer analyzes the problems that are formulated as follows: 1. What are the dictions of the language style used by the actors in too fast and too furious film? 2. What are intonation and tone of the language style used by the actors in too fast and too furious film? E. Objectives of the Study The objectives of the study are: 1. To describe the dictions of language style used by the actor in too fast and too furious film. 2. To describe intonations and tones of language style used in too fast and too furious film. F. Significance of the Study By doing this study, the researcher hopes that it perhaps give a good result and some contribution to some parties as follows: 1. Learners The research finding will be used as information inputs for language learners to improve their linguistic knowledge, especially which is related to the language style used by the actors in too fast too furious film. 2. Teachers This study can hopefully be an input as materials sociolinguistic teaching that concerns with style of language used by actors in too fast too furious film. . The other researcher This study is hoped to give input for other researchers to conduct a research on the similar topic and carry out further studies of the language style used in English class. G. Review of the Related Researches H. Theoretical Framework 1. Language Language is a communication tools. Everybody uses language to interact to the others . Without language people can not make a relation with others. Soedjono (2003: 16) says that language is an arbitrary vocal symbol by people to communicate and to interaction among them basically on their culture share together. Bloomfield says that language is arbitrary sound symbol system used by the members of society in communication and interaction (Sumarsono, 2007: 18). The descriptive linguist defines the language as â€Å"arbitrary sound system that is arbitrary characteristics and then increase with that used by group of society in interaction and self identification (Chaer, 2003: 32). 2. Sociolinguistics Study There are various definitions of linguistics study. According to Holmes (2001: 1) sociolinguistics is the study of the relationship between language and society. Similarly, Hudson (1996: 1) defines it as the study of language in relation to society. Sociolinguistics is a knowledge or study about language that relates speaker as a society member (Nababan, 2007: 4). Sociolinguistics is the study of the ways people use language in social interaction (Chaika, 1982: 2). From these definitions, the writer can conclude that all have an emphasis on the correlation between language and society. From the definitions above, it can conclude that sociolinguistics is a part of linguistics which studies the using of language variety, it is influenced by someone’s picture in social community the reflection in society such as status social, geography, and culture which influence the use of language. Fasold (2003: 223) says that one of major topics in sociolinguistics is the study of language variation and change which is inevitable relationship to social process. 3. Function of Language The function of language is not only the communication tool. Everyone needs to maintain a personal identity. One of the most important aspects to show their identity is language and language provides a powerful way of maintaining and demonstrating group identity thus there is no reason to suppose, that this function is less important to most people that communicating information (Trask, 1995: 85). The function of the language is a mean of social communication Soeparno (1993: 5) mentions various functions of language based on theory proposed by Dell Hymes. They are as follows: 1. To adjust with the social norms (writing job application, proposing request, as kind for permits, etc) 2. To deliver one’s experience about beauty, kindness, nobleness, mastery etc. 3. To arrange the social contact (e. g greeting, regarded) 4. To arrange one’s own behaviors of feelings (e. g praying, reckoning, etc). 5. To arrange other’s behaviors of feelings (e. commanding, treating, etc) 6. To express a certain (e. g hocking, praising/commending, etc) 7. To sign the matters of social relation (e. g conveying etiquette/courtesy, respects, etc) 8. To show the world outside the language (e. g consternating, arranging, and portraying various fields of science). 9. To teach various abilities and skills. 10. To ask something to other. 11. To explain about language (e. g describing the phonemes, morphemes, phrases, clauses, etc) 12. To avoid something by proposing objections and reasons. 13. To express formative behaviors (e. expressing by doing) (Dell Hymes in soeparno, 1993: 7-8) Based on the explanation above, of language is a means of communicates it is a media for people to make contact with others, so that they can deliver their message (thoughts, ideas, concepts or feeling). 4. Stylistics Stylistics is a part of linguistics that studies about language style which is used by the speakers or writers. Stylistics more concerning the form and characteristic in using language style. Stylistic studies language style used not only in daily life but also in literature. Stylistics is the part of linguistics which concentrates on variation in the use of language, often but not exclusively, with special attention to the most conscious and complex use of language in literature. 5. Language Style There are some definitions of language style presented by some linguists. Language style can be defined as the specific way to express the thought which shows the writer’s soul writer’s personality (language user) (Keraf, 2002: 113). Style is the way of using language or spoken form (Soeparno, 2002: 74). Style is the way in which a speaker or writer utilizes the resources of his language-the choice he makes and arrangement or pattern which result (De Vito, 1970: 10 in Alwasilah, 1985: 52). I. Research Method In this research, the writer discusses type of research, object of the research and source, and method of the research. 1. Type of Research This research belongs to descriptive research that uses qualitative method. Qualitative research is a procedure descriptive data in the form of written of spoken words from people and behavior that are possible to be observed (Bodgan and Taylor in Moleong, 1998: 3). Observation method is method that is used to get the data based on the use of language. This method is based on the tapping technique (Mahsun, 2006: 218). This is a descriptive qualitative research since it is concerned with providing descriptions phenomenon occurring naturally. This research tries to describe the phenomenon of the language style used in too fast and too furious film. The data of the research are basically analyzed by using descriptive approach. 2. Data, Research Object and Data Source The object of the research is the language style varieties that are used by the actors. The language style is a phenomenon done by everybody in different situation and condition. The language style variety is differentiated dictions of language style (jargon and register) and intonation and tones of language style. The research object and source of data are divided into two parts, namely main data and supporting data. Those kinds of data will be separately explained as follows: a. Main data The main data are taken from language style used by the actors in too fast and too furious film, in their script conversation, in the form of words and phrases. b. Supporting data The supporting data are the data that gathered to support main data. The supporting data are taken from some books and on the internet. 3. Technique for Collecting Data Technique of collecting data is a technique to get and collect the data. According to Subroto (2007: 40-49) there are five techniques in collecting data, they are recording technique (teknik rekam), working together with informant (teknik kerjasama dengan informan), observation and nothing technique (teknik simak dan catat), library technique (teknik pustaka) and questioner technique (teknik kuesioner). Recording technique is collecting the data by recording spoken language spontaneously the record equipment uses is tape recorder. Working together with informant technique is a certain person gives information related to specific language focus. In this technique the researcher design and ask questions to the informant, from those questions are hoped can get the research objectives. Observation and nothing technique means the researcher observes to the spoken language used and note relevant data with the aim of the research. In this research, the researcher always brings pocket book and pencil. The library technique uses the written source to get data. The written sources can be taken from magazines, literary works, guide books and newspapers. The questioner technique is similar to interview technique which has constant structure. Mahsun (2005: 218-226) says that there are three strategies of data collecting technique in lintuistics research. They are observation method (metode simak), survey method (metode survey) and interview method (metode cakap). Observation method is the researcher observe the spoken language used. Survey method is the researcher gives questioners or the list of questions which organize to get information from a large numbers of informants which considers can representative the research population. Interview method is a method used by researcher by doing conversation with the informant. In this study, the writer uses observation and nothing technique (teknik simak dan catat) to collect the data. The writer observes and notes some data (the spoken language between the actors in too fast and too furious film). The writer read the data then write them down in data cards. 4. Techniques for Analyzing Data Technique of analyzing data is a technique to analyze the data. Mahsun (2005: 203) says that there are two techniques of observation method (metode simak), they are participants’ observation technique (teknik simak libat cakap) and unparticipants’ observation technique (teknik simak bebas libat cakap). Participants’ observation technique (teknik simak libat cakap) means in observing spoken language used, the researcher is not only as the researcher but she also a participant in conversation too. In this technique while the researcher do research, he or she converses with informants. Unparticipants’ observation technique (teknik simak bebas libat cakap) means the researcher is only a person who analyses the informants’ the spoken language. In this technique the researcher is not implicated herself in conversation which is language analyzed. In this study, the writer uses unparticipants’ observation technique (teknik simak bebas libat cakap) in analyzing the data. The writer observes the dialogue between the actors in too fast and too furious film. The technique of the data analysis used in this research is qualitative method because the object of this research is in the form of words not in numbers. In doing analysis the research goes through the procedure as follows: a. The writer makes and prepares monitoring sheets which contain columns about the research’s location (the place), the research’s date, the participant of the research’s object and the conversation of research object. b. Observing the spoken language used intensively and marking every jargon in the conversation of the film. c. Choosing the jargons from their source and their forms. d. Classifying jargon into the forms or jargon, the meanings of jargon and the function of jargon. e. Analyzing language style based on forms systematically. Analyzing the meanings of jargon by giving denotative or connotative meaning and the functions of jargon. J. Bibliography Alwasilah, A. C. Haedar. 1985. Linguistik. Bandung: Angkasa. Arikunto, Suharsini. 1985. Prosedur Penelitian Suatu Pendekatan Praktis. Jakarta; Bina Aksara. Chaer, Abdul Muis dan Herman. 2005. Psikolinguistik Kajian Teori. Jakarta: PT Rhineka Cipta. Chaika, E. 1982. Language the social mirror. Massachusetts: Newburry House Publisher. Chrystal, David and Derek Davy. 1969. Investigating English Style. London: Longman Group Limited. Dardjowidjoyo, Soenjono. 2003. Psikolinguistik Pengantar Pemahaman Bahasa Manusia. Jakarta: Yayasan Obor Indonesia. Fasold, Ralp. 2003. The Linguistic of Language. USA: Blackwell Publisher. Holmes, Jannet. 1992. An Introduction to Language. Harcourt Bracejavanovich, Inc. Hudson, RS. 1996. Sociolinguistics. Cambridge: Cambridge University Press and Society. Keraf, Gorys. 2002. Diksi dan Gaya Bahasa. Jakarta: PT Gramedia. Mahsun. 2005. Metode Penelitian Bahasa: Tahapan Strategi, Metode dan Tekniknya. Jakarta: PT Raja Grafindo Persada. Soemarsono and Paina Partana. 2007. Sosiolinguistik. Jakarta: Sabda. Trask, RL. 1996. Language the basic. USA Canada: Routledge.

SAP implementation for Hospital and Other Organizations †Free Sample

Question: Discuss about the SAP implementation for Hospital and Other Organisations. Answer: Introduction This paper aims at giving insight on the meaning of SAP and the distinguishing characteristics of its application in hospitals and other organizations. It also intends to use hospitals in Colombia as a case study in analyzing the correct use of SAP. What is SAP? SAP stands for Systems Applications and Products. It was designed specifically to create a channel that enables customers to interact with a shared database for various applications in an organization. Its applications have the capability to be used in the management of assets, financial documents, production operations, cost accounting, personnel and archived material (Grabski, Leech and Lu 2001). Comparing SAP for Healthcare and the other organizations SAP can be considered to be the ultimate remedy to many fields including companies, schools, firms, businesses, and healthcare in general. Hospitals demand more connectivity since the information they deliver to people is imperative and becomes active only when it is passed in time. The loss in healthcare is measured regarding human lives while in the business sector; it is measured in monetary terms thus making the healthcare a more delicate sector where a lot of efficiencies should be accorded. This is the best factor that distinguishes SAP implementation in hospitals against implementation in other organizations. The healthcare industry aspires to achieve maximum efficiency in its operations at the minimum costs and finally maximize its profits. All these are associated with management activities in the field of supply, inventories, patient relationship management, finance, billing and human resource management. This aspiration is made possible by business process optimization and technology enablement through the successful and proper use of SAP. It is considered suitable for all types, sizes, and specialties of hospitals whether small, nursing homes, polyclinics or general practitioners. SAP for Healthcare solutions is beneficial regarding helping the organization improve its operational efficiency, mitigate possible risks as well as controlling costs while still making it possible to provide innovative business models and proper patient services (Tsai et al. 2010). The exact benefits of SAP in healthcare Due to the constant and rapid multiplication of hospitals, there is dire need to inflict high levels of professionalism and best practices in the sector. This includes medical equipment and practices. Patients expect services to be better than the last time they were served thus hospitals have to be up to date with new methods as well as modern technology so as to retain their customers loyalty (Seo 2013). As far as SAP is concerned, hospitals have excelled in investing in new technology and the same time keeping in touch with their costs. The increased number of hospitals has given patients the freedom to choose where they are served to their satisfaction. The quality of treatment offered by hospitals is measured by the technology used. Modern and practical technology provides comfort and confidence to patients that they are receiving the best treatment available. SAP is currently one of the best sought after technology by patients hence the need to use it by healthcare service providers. Through this, hospitals can maintain their focus on patients and remain competitive in the healthcare arena which is always changing (Agarwal and Garg 2012). SAP is vital in the reduction of operational costs because it accounts for various functions namely finance, accounts, and human resources and eventually brings all the systems under one shared database of SAP. It can provide real-time data to a hospital which is an aid to departments as they work on making critical decisions about patient care and physical resource management. Hospitals can capitalize on the SAPs automated solutions to replace the slow paper-based procedures and finally do away with the departmental barriers. SAP helps an organization minimize risks and increase the reliability of its solutions because it provides the content, tools, and methodologies one needs to design, measure, analyze, improve, and control their organization. It has an easy integration and unlimited scalability thus making it a sound investment project. SAP implementation in a Colombian hospital The country has faced some challenges in the health sector namely; constrained financial resources, legal and regulatory requirements and the use of official diagnosis- related groups for patient billing, increasing patient expectations and demand for more information and quality care. These issues require that the healthcare providers become the first to answer the questions about affordable, efficient and high-quality patient care. Extreme pressure arises from this terrible situation. Implementing new technology, for instance, SAP, gives the hospitals an option of increasing the competitive health of the business operations. SAP will help link patient management, administrative services, and clinical processes into one efficient, manageable solution that supports collaborative processes with other participants in the sector to reduce costs, enhance patient satisfaction and finally strengthen their position in the healthcare market in a cost effectively and efficiently manner (Agarwal and Garg 2012). It offers patient-centric solutions tailored to curb hospital challenges through supporting activities that allow clinicians share information and make accurate rapid decisions, and enabling the hospital administrators to work cooperatively with suppliers, physicians, and public authorities. References Agarwal, D and Garg, P. 2012. ERP implementation in hospitals: a case study. International journal of electronic healthcare, 7(2), 157-180. https://www.ncbi.nlm.nih.gov/pubmed/23079029 Grabski, S.V., Leech, S.A. and Lu, B., 2001. Risks and controls in the implementation of ERP systems. https://www.uhu.es/ijdar/10.4192/1577-8517-v1_3.pdf Seo, G. 2013. Challenges in implementing enterprise resource planning (ERP) system in large organizations: similarities and differences between corporate and university environment (Doctoral dissertation, Massachusetts Institute of Technology). https://ic3.mit.edu/ResearchSamples/2013-07.pdf Tsai, W.H., Chen, S.P., Hwang, E.T. and Hsu, J.L., 2010. A study of the impact of business process on the ERP system effectiveness. International Journal of Business and Management, 5(9), p.26. https://www.ccsenet.org/journal/index.php/ijbm/article/viewFile/7305/5674