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Diversity and Cross-Cultural Training

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THIS IS A TWO-PART ASSIGNMENT. PLEASE TYPE ALL ANSWERS UNDER THE QUESTIONS.

ASSIGNMENT INSTRUCTIONS FROM THE INSTRUCTOR:

Use your Blanchard and Thacker text, Effective Training, to complete the following:

Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.

References:

Blanchard, N. P., & Thacker, J. (2013). Effective training (5th ed.). Upper Saddle River, NJ: Prentice Hall

ASSIGNMENT:

PART 1: Diversity and Cross-Cultural Training

Working with coworkers who are from a different background, culture, or race from our own can be a challenge. Training people in how to function in a multicultural environment is critical to organizational success today. It can be very challenging for a training professional to develop and implement cross-cultural training. This is definitely one place for active involvement in the training program, and is critical to the program’s success.

1. Briefly describe a diversity or cross-cultural program that you have attended that was successful.

2. Why do you think this program was a success?

PART 2: Employee Orientation Programs

You have most likely been part of a formal or informal new employee orientation program. Some of these experiences may have been positive and effective, while others may have been less than effective.

1. Briefly describe a new employee orientation you have experienced.

2. Provide two specific reasons why you feel the program was effective or ineffective.

3.What changes (if any) would you recommend to improve the program and your experience?

SAMPLE ANSWER

Employment and development training

Part 1

Diversity refers to the differences that occur in human beings that are found in a particular institution, firm, organization or society. The difference comes in many forms that include race, religion, ethnic background, language among other things (Adra et al., 2011). These aspects that differentiate one individual from another are very common in the whole world. Therefore, the global approaches of managing these aspects that differentiate one individual from the other assist us in working towards a common goal (Adra et al., 2011). The common goal focuses on a particular setting as in an organization, where the goal may be to achieve the strategic business objectives of the organization.

However, this paper will focus on the various activities aimed at managing these cross-cultural differences among employees of the same organization. The efficient management of diversity has a lasting positive effect on the productivity of every employee as well as that of the whole organization. I happened to get a chance to attend a seminar on the understanding and dealing with diversity in an organization. The seminar ran for one week. During the one week, many activities ensued. The theme of the seminar was,” using diversity to attain a successfully diversified working environment”. According to me, all the activities that I took part in aimed at working towards realizing the objectives of the theme.

The program can be classified to be a training or development program. Almost all the activities’ goal was to develop and train employees’ organizational behavior that would tolerate and embrace the diversified nature of organizations. The training helped in illustrating that discrimination would only work towards hindering the progress of the company. Therefore, the earlier individuals embrace diversity and use it for a better purpose, the better it will be for everybody in the organization.

The program was a complete success. The reason being that employee interaction increased by a significant amount. I personally witnessed that. Therefore, the communication process in the organization became more efficient.

Part 2

However, some orientation programs aimed at successfully integrating an employee into an organization are quite useful. One such program I encountered during the seminar is the get to know each other program. The program entailed different activities that gave a new employee a clear picture of the structure of leadership in the organization. Moreover, it provided the employee with a distinct perspective on what channels of communication one should use for each situation encountered. Furthermore, it gave me an opportunity to get to know other employees, supervisors, HR and managers in the organization. Also, to get to know who to talk to in every situation that I deem sees fit to ask for guidance.

The program has its effective side. The effectiveness comes from the point of employee interaction. Once proper interactions are made, it is easier for me, the employee to approach that person privately to discuss different matters that affect the organization. I may even go for clarification or confirmation of an unclear aspect of the organization without a fuss. Alternately, every good thing has its bad side. The bad side of the program is what I considered the first impression made by the very introductions that make the program effective. It is quite common for employees to dislike each other for no particular reason, it is considered human nature.

However, if the dislike is not overcome or dealt with accordingly, the relationship between these two individual is headed for a plummet. Therefore, the first impression made by one employee to another can either work for or work against the common goals of the whole organization.

Alternately, there are some things I know that can be done to alter the negative effect of the program on the employees. One of the most important things to reminding employees from time to time is professionalism. When the employees get to see the situation from a professional perspective. Then interpersonal conflicts will not get in the way of professionalism and working together for the benefit of the organization and themselves.

In summary, it is prudent to develop and train the minds of employees to be able to embrace positively the diversity that occurs in a different situation for the benefit of the common good. The activities carried out to ensure that the above statement is accomplished should be conducted in a professional manner. The better the interpersonal skills held by employees, the better the interaction between employees that is significant to the cause of the organization.

References

Adra, S. F., & Fleming, P. J. (2011). Diversity management in evolutionary many-objective optimization. Evolutionary Computation, IEEE Transactions on, 15(2), 183-195.

Greene, A. M., &Kirton, G. (2016). The Dynamics of Managing Diversity: A Critical Approach.

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McDonald’s marketing management Essay

McDonald’s marketing management

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1. Assignment 1
Based on your readings and your personal experiences, prepare a 2 page summary (750 words maximum) of your understanding of the role of project management in today’s business environment.

Guidelines for assignment 1: Consider your workplace; are you involved in projects. If so, what is your assessment of how well they are selected, managed, resourced, appraised, and closed? If you are not involved in projects, can you talk to someone who is? Even if project management does not exist in your workplace, is there scope to introduce it? If not, why not? What elements of project management could you introduce into your own daily tasks at work?

Marks given for;
• Identifying real or potential project activities in your workplace and describing them from your viewpoint
• Your opinions on how well project management is handled in your workplace
• Applying some of the text book theory to what is observed in the workplace as a way of identifying gaps or opportunities in current work practices

SAMPLE ANSWER

Introduction

McDonald’s is one of the world’s largest multinational companies that trades in hamburgers fast food chains mostly based in the US. McDonald has over 35,000 branches in over 119 countries. The company was founded in 1940 and it has its head office in Oak Brook, Illinois in the US. McDonald’s realised a total revenue turnover of US $28.1057 billion in the year 2013.

The major opportunities that are available to McDonald include the large US market and the international market. The company’s customers are very loyal, its management strategic plans and marketing abilities are exceptionally well organized and also efficiently managed. This paper examines the weaknesses and the strengths of McDonalds plus its threats together with the opportunities and risks that the company may face.

External Factors Analysis

McDonald has experienced a rapid growth in its business processes probably due to its efficient marketing abilities and huge financial resources. The company employs over 1.9 million employees and its total assets in the year 2013 amounted to $36.6263 billion. The company has also diversified its products to also include soft drinks, French fries, chicken, milkshakes, fruits and salads. McDonald’s ability to expand to other international markets due to removal of trade barriers has increased the company’s chances of expansion.

Internal Factors Analysis

The major threats facing McDonald are the rival companies from the Asian market whose prices are lower than McDonald’s. The political instability that exists in foreign markets poses increased risks to the company’s profitability.

Opportunities	Threats
Making use of accessible technology	Political instability
Huge market	change in govt policies
Rapid growth in segmented market	Economic threats
Potential to diversify	Competition
R & D development of standard products	Change in tastes & needs
Strengths	Weaknesses
Cost efficiency	High costs of maintenance
The effective VAS system	Competitive pricing
Skilled human capital	High effort for the VAS system
Accessible infrastructure	High costs for technology dev
Loyal brands	High expansion costs

The fear of new entrants of competitors in the market increases the risks that McDonald is exposed to. Economic crisis and change of government policies may also affect the profitability of the company.

The major weaknesses of McDonald are the large costs that are associated with the maintenance of the huge network of franchised companies, the maintenance of technological and support costs. The integration of the VAS system and the high costs required to compete effectively with Asian rivals.

Strategy Formulation

To compete effectively with the Asian rivals in the market, McDonald’s should target and implement growth strategies that would improve its performance including sales and business expansion strategies. The products of the company have to be fully differentiated and branded to strengthen its position in the market by utilizing the most effective marketing strategies that would make the company have a strong presence in the market (Kotler, Keller, Brady, Goodman & Hansen, 2012). Positioning involves persuasion and influence of customer decision through the use of objective and clear promotional strategies that would develop and expand the company’s primary demand in existing and emerging markets (Blythe, 2008). The market should be segmented by defining the needs of the customers in the market and profiling the different needs of the segmented market. Media communication strategies should entail the use of optimized integrated communication systems (Smith & Taylor, 2004). This may include the use of bill boards and other aggressive promotional strategies that would help penetrate the segmented markets.

Sales execution strategies may also exploit the optimized personal promotion strategies to expand and develop sales initiatives in other markets that are still emerging and also to strengthen its hold on existing markets to prevent the entry of competitors in the market.

Implementation

After the new marketing strategies have been implemented in the market, their effects have to be analyzed. The strategies have to be evaluated and their success weighed against an effective feedback system that analyses the performance of the marketing strategies against the targeted goals.

References

Blythe, J. (2008) Essentials of Marketing, 4th Edition, Essex; Pearson Education Limited

Kotler, P., Keller, K. L., Brady, M., Goodman, M. & Hansen, T. (2012) Marketing Management, 2 Ed. Essex: Pearson Education Limited.

Smith, P.R. & Taylor, J. (2004) Marketing communications, an integrated approach, 4th edition. London: Kogan Page Limited.

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Qualitative Approaches to DBA Research

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For this paper the writer will follow strictly the instructions indicated below and will also use the articles send via email to complete this paper. The writer will have to pay attention to details and grammatical errors and will also have use APA style to format this paper.

Qualitative Approaches to DBA Research

During the first course of this program, you considered what it means to be a scholar-practitioner and also contrasted DBA programs with traditional PhD programs. As you plan for your doctoral study, keep in mind that one of your objectives should be to think and function in an action-oriented manner so that your research will be applied in practice. Consider what it means to conduct research that will affect change in everyday business practice.

Based on the reading and a detailed review of the “Research Design Considerations Flowchart” and the diagram “Preparing a Good Qualitative Study Within the Walden DBA Context” (on this week’s Resources bellow):

Identify the three types of qualitative research most appropriate for DBA research and discuss why these three are most appropriate.

What are the disadvantages of the other two approaches to DBA research? Use citations and references.

Resources;

• Resources
Qualitative Research Designs for DBA Research: Towards Improving Practice
Readings
Course Text
Creswell, J. W. (2013). Qualitative inquiry & research design: Choosing among five approaches (3rd ed.). Thousand Oaks, CA: Sage.

• Chapter 1, “Introduction”
In this chapter, the author discusses the impetus for this edition and the corresponding updates that differentiate this edition from the last. In addition, the author explains the research and rationale used to select the five approaches detailed in the text.

• Chapter 3, “Designing a Qualitative Study”
This chapter provides an overview of qualitative research and explains its common characteristics.

• Chapter 4, “Five Qualitative Approaches to Inquiry” (pp. 103-106)
In these pages, each of the five qualitative approaches to inquiry are explored, including the definition of each, its history, types of studies, procedures involved in conducting a study as well as the potential challenges associated with the approach.
American Psychological Association, (2010).

Publication manual of the American Psychological Association (6th ed.). Washington, DC: Author.
(Note: You should have received this reference text for a previous course. The APA Publication Manual will be used as a resource throughout this program.)

• Chapters 1–3
Read and understand the first three chapters and be able to apply as a scholar
Article

• Quisenberry, W. L. (2011). Common characteristics and attributes of self-managed virtual teams (Doctoral study). Available from ProQuest Dissertations and Theses database.

(Note: You are not expected to read the entire dissertation but rather lend a particular focus to the qualitative aspects of the study.)

SAMPLE ANSWER

Qualitative Approaches to DBA Research

Introduction

Business research is different from other types of research. For business researchers, the central purpose is to create research projects that will lead to practical solutions for existing business problems (Tranfield & Ken Starkey, 1998). Furthermore, business solutions are always related to people’s behavior and therefore the ability to understand hums behavior and culture is critical to doing business research. This means that the research approach that a business research chooses should be able to address these issues.

Ethnographic research approach, formal case study qualitative research, and phenomenological qualitative method approaches are the best approaches for Doctor of Business Administration (Creswell, 2013). The advantage of these three methods is that they provide a platform where the research is able to come up with a practical way of dealing with business problems and doing a research that leads to practical solutions instead of just theories. Business is about people and these three methods are very important in studying people, their behaviors, and cultures (Detert, Schroeder, & Mauriel, 2000).

Phenomenological qualitative method research approach for instance is useful in understanding business problems. With the use of interviews, the researcher is able to understand phenomenal from different viewpoints and this is important in creating practical business solutions. Ethnographical approach is also important in that it helps the researcher to interact with the people and understand the culture. People’s behavior is affected by their culture and this in turn affects the economic decisions that they make. Understanding these factors makes it possible for the business to be able to come up with practical solutions that will help the business to gain competitive advantage. The case study qualitative research is also very critical to business research as it deals with lived experiences for business, organizations and even individuals. By looking at the case study, the researcher is able to come up with ways to understand the business better and to develop practical solutions.

Strong descriptive qualitative research and the mixed design research are the other two research approaches that DBAs can use in their research. These methods, while appropriate for doing research in doctor of business administration disciplines, have their shortcomings (Boudreau, Gefen, & Straub, 2001). For instance, the strong descriptive qualitative research approach seeks to investigate why and how with regard to who, when, why and what parameters. The problem with this is that it is too descriptive, which means that at the end of the research proves the researchers will not help the come with a practical solution for business. While this is important in understanding certain types of business phenomena in the business environment, it fails to provide a solution that can be applied to business. In this regard, this method does not seek to solve a problem but seeks to understand a problem. Sometimes it may not even be geared towards understanding a problem but is geared towards understanding some phenomena. Regarding the mixed design research, the same problems also come up. This focuses on how many, how often, how statistically similar and or different phenomena is. It also seeks to identify correlation and cause and effect. This also leads to the same problems that strong descriptive qualitative research comes bring sin that the researcher does not develop a practical problem for the business environment. These two types of research approaches therefore may be useful in cases where a preliminary understanding of a business problem is required, but not where an ultimate solution is needed.

References

Boudreau, M., Gefen, D., & Straub, W. (2001). Validation in Information Systems Research: A State-of-the-Art Assessment . MIS Quarterly, 25, 1 , pp. 1-16

Creswell, J. W. (2013). Qualitative inquiry & research design: Choosing among five approaches (3rd ed.). Thousand Oaks, CA: Sage

Detert, J., Schroeder, R., & Mauriel, J. (2000). A Framework for Linking Culture and Improvement Initiatives in Organizations. ACADemy of MANAGEment REView 25, 4 , pp. 850-863 .

Tranfield, D., & Ken Starkey, K. (1998). The Nature, Social Organization and Promotion of Management Research: Towards Policy. British Journal of Management, 9, 4, , pp. 341–353.

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Diabetes Research Term Paper Available

Diabetes

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see the attached files

SAMPLE ANSWER

Diabetes

Table of content

Abstract
Introduction
Methods
Results
Synopsis of literature
Discussion
References

Abstract

The incidence of diabetes is rising rapidly over time. Patients with diabetes are at higher risk of developing post-operative complications such as hyperglycemia or hypoglycemia which in turn contribute to increased morbidity and mortality and length of hospital stay in patient with diabetes undergoing surgery. Therefore, it is extremely important for nurses to take vigilant care of patients with diabetes undergoing surgery. This paper will describe the guidelines of peri-operative management of patient with diabetes and why it is important for nurses to follow these guidelines. Moreover, observations at clinical placements as compared to the findings in peer reviewed research articles will also be discussed in this paper.

Introduction

Diabetes is a metabolic disorder in which blood glucose levels remain high above normal. Patients with diabetes undergoing surgery may have specific needs, particularly in relation to blood glucose control and healthcare professionals such as nurses need to be able to assess and manage these individuals to ensure optimum surgical outcomes. Moreover, the metabolic impact of surgery, pre-op fasting and disruption in insulin therapy contribute to poor glycemic control which in turn leads to increased mortality and morbidity. To deal with this issue, it is always necessary for nurses to follow guidelines for perioperative management of diabetes for the diabetic patients. However, the problem is that most nurses and other professionals are likely to overlook these guidelines, thus placing the patient at a health risk.

Methods

This study involved the use of national database CINAHL Complete, which is available publically and through Australian Catholic University library. This study was conducted by gathering the results from medical research particularly from peer-reviewed journal articles.

Results

The results indicate that the level of awareness among nurses and other professionals such as anesthetists with regard to perioperative guidelines has increased over the last three decades.

Synopsis of literature

According to Marchant et al (2009), patients with uncontrolled diabetes are at greater risk of developing post-operative complications when compared with patients with controlled diabetes. Merchant et al (2009) suggested that healthcare professionals should monitor blood glucose levels pre-operatively as it is independent predictor of morbidity and mortality in patient with diabetes undergoing surgery. However, they also recommend healthcare professionals to monitor HbA1c levels to assess the risk of post-operative complications. Moreover, HbA1c level less than 7% is associated with lower risk of post-operative complications (Kerry, Scott & Rayman, 2013).

On the other hand, Holt (2012) reviewed the available data on pre and post-operative needs of patient with diabetes. He stated that it is very crucial for nurses to conduct appropriate pre-operative assessment of patient with diabetes at the earliest opportunity. However, not only blood glucose levels or Hb1Ac levels should be assessed, but also a complete patient history and examination should be carried out as further backed up by Dhinsa, Khan & Puri (2010). This allows time to assess adequacy of patient’s control of their diabetes and instigate action if needed. This minimizes the risk of post-operative complications such as hyperglycemia. In addition, Holt (2012) also explored that patients with poorly controlled diabetes experience more post-operative pain as compared to patients with well controlled diabetes.

Dhinsa, Khan & Puri (2010) explored the clinical guidelines for peri-operative management of patient with diabetes in their article. They mainly discuss the post-operative complications of patient with diabetes and nursing interventions. According to Dhinsa, Khan & Puri (2010), it should be nurse’s first priority to keep patient pain-free as to minimize the effect of body’s stress response to pain on blood glucose levels. This is further supported by Holt (2012) who argued that body’s stress response inhibit insulin secretion as well as increase insulin resistance. Nevertheless, stress due to surgical interventions not only raise the blood glucose levels in patient diagnosed with diabetes but also in patients without pre-operative diagnosis of diabetes as stated by Dhinsa, Khan & Puri (2010).

Dhatariya (2012) explains some clinical guidelines for patients with diabetes. He suggests it is preferable to place patients with diabetes early on theatre list to reduce the patient’s fasting time. This is because pre-operative fasting and discontinuation of oral hypoglycemic agents can cause hypoglycemia. It is also recommended that elective surgery should be postponed if pre-operative glycemic control is poor (Dhatariya, 2012). Dhatariya (2012) also argues that it is necessary for the nurses to work with the patient and the patient’s family to help them with adhering to the part of the preoperative guidelines that are beyond the nurse’s domain. These include the pre-surgery fasting (Learning Zone, 2012).

Discussion

During my clinical placements, I noticed that not all patients are tested for diabetes before surgery. This is a major issue as not all patients are aware of whether they have diabetes or not. In addition to this, I have observed that despite the fact that patients whose diabetic status is already known, the nurses are likely to overlook the symptoms of hyperglycemia such as itching skin, fruity breath, and confusion. It is difficult to identify usual warning signs of poor glycemic control while patient is unconscious which is potentially life-threatening and the nurses therefore need to do this before the patient is in sedated. Furthermore, when measuring blood glucose levels, the patient’s type of diabetes and type of antidiabetic medication they are on were overlooked, thus placing the patient at a much higher risk. I have seen that blood glucose checks are not performed while patient is in operation theatre, however, which goes against he guidelines as discussed by Campbell (2011). Discharge education for patient with diabetes plays an important role in their well-being post-operatively such as teaching patient about signs and symptoms of hyperglycemia, wound infection and wound non-healing. However, I have seen very few nurses in post anesthesia care unit giving discharge education to patients with diabetes which is also argued by Rutan and Sommers (2012). The other issue that is observable at the clinical placements is the fact that the different healthcare personnel are fully aware of the recommended guidelines. Other staff such as the anesthetists who also play an important role in the surgery process are also likely to be ignorant of the most up-to-date guidelines for preoperative care for patients with diabetes. All these factors work together to bring in a problem that can affect the post surgery results.

In this regard, even if the surgical team is able to fully adhere to the peri-operative care from the time that the patient is at the hospital, they are not able to do the same for the patient when he or she is not at the hospital. This includes the pre admission time where pre surgery fating is part of the peri-operative care. To implement the peri-operative care in a comprehensive manner, some aspects of the hospital’s operations will need some changes. First, there is a need for a better support system to help the patient and the patient’s family with regard to the part of the preoperative care that they are responsible for, such as pre surgery fasting. Secondly, the nurses need to update their knowledge of the full process of preoperative care. Thirdly, the hospitals should develop policies which will make it easier for healthcare personnel to identify surgery patients with diabetes and who do not already know they have diabetes.

References

Campbell, A. (2011). Pre-Operative Fasting Guideunes For Children Having Day Surgery. Nursing Ohildren And Young People, 23, 4 , pp. 14-21.

Dhinsa, B., Khan, W., & Puri, A. (2010). Management of the patient with diabetes in the perioperative period. Journal Of Perioperative Practice, 20(10), 364-367.

Rutan, L., & Sommers, K. (2012). Hyperglycemia as a risk factor in the perioperative patient. AORN Journal, 95(3), 352-363. doi:10.1016/j.aorn.2011.06.010

Dhatariya, K. (2012). Perioperative management of adults with diabetes: why do we need guidance?. British Journal Of Hospital Medicine (17508460), 73(7), 366-367.

Holt, P. (2012). Pre and post-operative needs of patients with diabetes. Nursing Standard, 26(50), 50-56.

Kerry, C. S., Scott, A., & Rayman, G. (2013). Daily temporal patterns of hypoglycaemia in hospitalized people may reveal potentially correctable factors. Diabetic Medicine, 30, 12 , 27-38.

Learning Zone. (2012). Pre and post-operative needs of patients with diabetes. Nursing Standard. 26, 50 , pp. 50-56.

Marchant, H. et al. (2009). The Impact of Glycémie Control and Diabetes Mellitus on Perioperative Outcomes After Total Joint Arthroplasty. The Journal Of Bone And Joint Surgery, Incorporated, 97, 1 , pp. 1621-1629.

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Indigenous Culture Case Study Assignment

Indigenous Culture Case Study

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Case Study: Indigenous Culture

Russell Nelly spent his childhood in Gwonangerup and Marribank mission centers. Discrimination is the most conspicuous social injustice in Nelly’s scenario. The scenario depicts a situation in which government policies were hurting rather than promoting the well-being of the Aboriginal people.

Disrespect to human rights was immense in Nelly’s life. Societal rejection was also a severe challenge for Nelly. Both social and healthcare wellness matters were a concern. Social complications such as injustices and rejection would only be corrected by engaging the community in reforms (Cacioppo & Cacioppo, 2014, Pg. 52).

Nelly encountered health complications such as cancer and diabetes. His use of herbs to manage cancer implies that he had limited access to conventional and standard healthcare services. According to researchers, some herbs could be effective in the management of cancer but others could be detrimental, more so because they are unstandardized (Orang-Ojong, Munyangaju, Wei, Lin, Wei, Foukunang, & Zhu, 2013, Pg. 610). Active participation of communities in policy making would have worked well in Nelly’s case.

Nelly changed the perception of his identity as he grew up. Nelly’s experiences in babyhood such as poor parentage imparted an identity of self-worthless. As a little boy, Nelly could not identify himself in the society. He knew he was of a minority group and that he was not privileged to enjoy fundamental health and social services as the majority would do. In his youth, Nelly got empowered by his interaction with the law, culture, and environment and developed an identity of self-worthiness. His adulthood was marked with an identity of being a resourceful to the rest of the community. In his adulthood, Nelly could analyse problems and offer solutions that did not apply to himself only, but also to other people.

Having been taken to mission homes by the government and the experiences of being regarded as the Stolen Generation had significant impact on Nelly’s health. The experience subjected him to diminished self-esteem, mental stress, and depression. Nelly’s experiences at Marribank contributed the most to shaping his present as he acknowledged. It is imperative that his culture and experiences of poverty, discrimination, and social injustices were crucial determinants in shaping his life. Scholars have suggested that people’s ability to uphold their culture amid challenges improve their wellness state. (Eckermann, Dowd, Chong, Nixon, Grey, & Johnson, 2010, Pg. 98). Nelly’s ability to uphold his culture was important in determining his present position in the society.

Worksheet Two

Emotional stress, unhealthy practices, and acquisition of disease were significant events in Nelly’s life. He had a scanty encounter with his parents, engaged in unsafe practices such as sexual immorality, and he was later diagnosed with diabetes. Poor livelihood such as taking unhealthy diets also contributed to his poor health. Current policies require the society to protect children and minimize their exposure to health complications (Australian Human Rights Commission [AHRC], 2007). This was not the case at the time of Nelly’s childhood. Not only did the society fail to safeguard him from drug use, but it also gave him emotional discouragement as noted at his encounter with doctors. Advocates of ethics put it that it is the role of healthcare practitioners to encourage rather than discourage their clients (Raja, Hasnain, Vadakumchery, Hamad, Shah, Hoersch, 2015). The reasons offered concerning Nelly’s possible death were not appropriate. Societal distrust to the minority was evident when doctors gave a negative prognosis without necessarily establishing its basis. The occurrence depicted both professional and cultural incompetence from the healthcare providers. Health professionals are answerable to relevant codes of conduct. Ethical practice is among the prioritised sectors in healthcare provision. Medicines Australia insisted that clinicians should practice in a manner that places patients at the center of care (Medicines Australia, 2015). Failure to observe such codes amounts to professional ineptitude. The health care system did not offer the best to Nelly. He did not only lack access to medical care, but also experienced unfair treatment in hospitals.

Nelly’s story was plausible, and it could apply to other people in the Aboriginal population. However, Nelly applied strong beliefs and confidence in the methods he applied in managing his health condition. It is most likely that the methods would only work in people who express a certain threshold of trust in such interventions. Usually, patients’ perception and beliefs influence the efficiency of the medications they use to treat diseases (Street, & Haidet, 2011, Pg. 21).

Empowerment entails giving people a chance to make informed decisions (Eckermann et al., 2010, Pg. 196). For patients, empowerment involves allowing the sick to decide how they would like to manage their health status (World Health Organisation, 2009). Elements that empower healthcare students include an approach to promote self-management and health literacy in decision-making (Bravo, Edwards, Barr, Scholl, Elwyn, McAllister, & the Cochrane Healthcare Quality Research Group, Cardiff University, 2015, Pg. 252). Nelly achieved empowerment in his adulthood.

Russell Nelly’s case study reflects important information in healthcare. It covers a range of issues that present in most healthcare and social setups. Researchers outlined issues that present in healthcare such as the influence of the society, culture, environment, and the political setup on people’s health (Pampel, Krueger, & Denney, 2010, Pg. 349). The stolen generation underwent multiple hardships in search of social and medical health (Eckermann et al., 2010, Pg. 98). From a personal perspective, the learner noted not to have encountered similar instances as Nelly. The institution of corrective policies is one of the reasons that guaranteed the learner a better experience than Nelly. The policies were to eliminate discrimination and promote equality (National Congress of Australias First Peoples, 2011). Nelly’s most important thing is to enjoy equal treatment in both social and healthcare setups. It is also important for him to advocate for the Aboriginal community and help them develop a sense of worth and capability. For the learner, it would be important to utilise the insight gained from the scenario to develop cultural competent skills in the provision of care. The learner can apply the information provided in Nelly’s case to practice by ensuring that people are not subjected to situations that hurt their health.

References

Australian Human Rights Commission (AHRC). (2007). Social Justice Report 2007 – Chapter 3: The Northern Territory ‘Emergency Response’ intervention. Retrieved from https://www.humanrights.gov.au/publications/social-justice-report-2007-chapter-3-northern-territory-emergency-response-intervention

Bravo, P., Edwards, A., Barr, P. J., Scholl, I., Elwyn, G., McAllister, M., & the Cochrane Healthcare Quality Research Group, Cardiff University. (2015). Conceptualising patient empowerment: a mixed methods study. BMC Health Services Research, 15, 252. doi:10.1186/s12913-015-0907-z

Cacioppo, J. T., & Cacioppo, S. (2014). Social Relationships and Health: The Toxic Effects of Perceived Social Isolation. Social and Personality Psychology Compass, 8(2), 58–72. doi:10.1111/spc3.12087

Eckermann, A., Dowd, T., Chong, E., Nixon, L., Grey, R., & Johnson, S. M, (2010). Binan Goonj: Bridging cultures in Aboriginal health. 3^rded. Elsevier Health Sciences. Australia.

Medicines Australia. (2015). Code. Retrieved from https://medicinesaustralia.com.au/code-of-conduct/

National Congress of Australias First Peoples. (2011). Statement to the Australian Government on the Northern Territory Intervention. Retrieved from http://nationalcongress.com.au/wp-content/uploads/2011/10/CongressStatementNTER.pdf

Orang-Ojong, B. B., Munyangaju, J. E., Wei, M. S., Lin, M., Wei, F. G., Foukunang, C., & Zhu, Y. (2013). Impact of natural resources and research on cancer treatment and prevention. Molecular and Clinical Oncology, 1(4), 610–620. doi:10.3892/mco.2013.132

Pampel, F. C., Krueger, P. M., & Denney, J. T. (2010). Socioeconomic disparities in health behaviors. Annual Review of Sociology, 36, 349–370. doi:10.1146/annurev.soc.012809.102529

Raja, S., Hasnain, M., Vadakumchery, T., Hamad, J., Shah, R., & Hoersch, M. (2015) Identifying Elements of Patient-Centered Care in Underserved Populations: A Qualitative Study of Patient Perspectives. PLoS ONE 10(5): e0126708. doi:10.1371/journal.pone.0126708

Street, R. L., & Haidet, P. (2011). How well do doctors know their patients? factors affecting physician understanding of patients’ health beliefs. Journal of General Internal Medicine, 26(1), 21–27. doi:10.1007/s11606-010-1453-3

World Health Organisation. (2009). WHO guidelines on hand hygiene in health care: first global patient safety challenge clean care is safer care. Retrieved from http://www.ncbi.nlm.nih.gov/books/NBK144022/

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Christian Worldview Research Paper

Christian Worldview

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research examples of people in law enforcement who have demonstrated or expressed their integration of a Christian Worldview into the field of criminal justice. You will then use this example to write a 1–2-page essay including 2 sources on bringing a Christian Worldview to any role in law enforcement. Your essay must be written in current APA format.

SAMPLE ANSWER

Christian Worldview

A perfect example of a law enforcement officer with a Christian Worldview of the criminal justice system is Jim Warner Wallace (Outreach Speakers). Wallace, a church planter and a mission leader, has been working as cold case homicide detective for more than 25 years. Despite the fact that Jim was not born and raised in a Christian family, and that he grew up with a strong belief that he was an atheist, Wallace eventually experienced a turning point in his life at the age of 35 years. After a long time of believing that truth and evidence were directly tied to each other, Wallace ultimately took a more expansive and serious approach on the issue of the Christian Worldview and came to settle on the belief that Christianity was real. When he converted to Christianity in 1996, he deepened his understanding of the connection between truth and evidence through the examination of the Christian Worldview. He ended up earning a Master’s Degree in Theology and later serving as a Youth Pastor, after which he established a church in 2006. Wallace has written a book called Cold-Case Christianity, which is aimed at enlightening readers on the 10 principles of investigations in cold case homicides and how to utilize these principles in examining the reliability of accounts of gospel witnesses. Wallace’s work as a detective has received national acknowledgement, with his cases repeatedly featuring on NBC’s Dateline. He also won the Police and Fire Medal of Valor of “Sustained Superiority Award.

As reflected in the perspective of Wallace, it can be drawn from his life that a law enforcement officer’s worldview considerably affects the manner in which he carries out his policing duties. A Christian Worldview is reflected in people who desire to be like Christ (Pehrson, nd). By having a Christian Worldview, a police officer is capable of preventing ethical struggles. The profession of law enforcement presents many challenges to police officers. For instance, when they charge suspects, the have to prove beyond reasonable doubt that the suspect committed the charge presented before the court. There are so many ethical dilemmas that a police officer faces in his daily work. Research indicates that police officers who have upheld their Christian faith do not face too much difficulty when faced with ethical dilemmas. In fact, it is easier for a police officer with Christian worldview, who is a believer in Christ to keep his actions in line with his claims. As it can be seen with Detective Wallace, he has been able to maintain his action of providing adequate evidence to back up his charges, which goes in line with his claim that truth and evidence are closely interconnected.

Christian police officers with the desire to fulfill the will of God in their lives indicate sheer motivation to reflect godliness in their actions for the sake of pleasing Him (Pehrson, nd). These are the kinds of professionals who can deliver the best results when serving in the criminal justice system. The Bible, in Romans 13:1-5, provides that all people should respecting their governing authorities. To Christians, God is the supreme authority that should be obeyed at all costs. Such Biblical principles help Christian law enforcement officers to uphold high standards of respect for life and to avoid evil practices such as corruption and alcoholism. They hold their position as a God-given responsibility and they believe that they are accountable to God for all their actions.

References

Outreach Speakers. J. Warner Wallace: Los Angeles County homicide detective and author of Cold-Case Christianity. Retrieved from: http://www.outreach.com/events/christian-speakers/J.-Warner-Wallace.aspx

Pehrson, B. A. (nd). Christian Police Officers…..Is There a Need? Marshall City Police Department. Retrieved from: http://www.emich.edu/cerns/downloads/papers/PoliceStaff/Miscellaneous/Christian%20Police%20Officers–Is%20There%20a%20Need.pdf

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Selection and recruitment Essay Paper

Selection and recruitment

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Selection and recruitment
Recruitment and selection have an important role within the process of leading, managing and developing people. Bratton and Gold (2012, p.239) separate recruitment and selection, at the same time creating a bridge between them in the following statement: Recruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements.

To prepare for this essay:

•Consider your organisations’ approach (or that of an organisation with which you are familiar) to managing diversity – whether it is a preventative approach designed to avoid litigation or a positive and inclusive approach.

•Reflect upon best-practice examples of selection and recruitment.

SAMPLE ANSWER

COLL. W3: Selection and Recruitment

Introduction

Selection and recruitment play a key role in the functioning of an organization. Recruitment and selection allows entities to generate a pool of potential candidates to execute specific tasks as well as choose the most competent ones to be part of the organization. Organizations as well adapt to various approaches to managing diversity for varied purpose, hence, the focus of this discussion.

The approach that my organization has taken to manage diversity is a positive and inclusive approach. This approach is part of the organization policies and initiatives to ensure that all people work as a team to ensure achievement of the organizational goals and vision (Equality and Human Rights Commission, 2010, p. 3). The organization embraces and respects human rights principles of equality, respect, fairness, autonomy, and dignity. These are values espoused in the organization across its functions.

The work place culture is welcoming as everybody is treated with dignity and respect and this makes all people to feel valued (Holloway & Carnes, 2011, p. 79). All employees in various departments are important despite having different skills and level of competency because they contribute to the success and achievement of the organization goals (Ekstrom, 2008). The organization has put in place policies on human rights and equality, dignity at work, working conditions, fair recruitment, employee welfare, and procurement practices. Employees and other members of the organization as well understand the values in the organization and therefore, participate in the decision-making as well as in development of policies. The participation of employees in such issues makes them to have sense of belonging hence, improves their morale and productivity.

Part of the workforce is made up of underrepresented groups and local communities. The customers as well come from the local community (Equality and Human Rights Commission, 2010, p. 4). Furthermore, the organization encourages all its employees in various job groups to consider advancing in their careers. Sponsorship opportunities are availed to all the employees that show interest regardless of their group levels. There is no segregation and unnecessary hierarchies in the organization as well. Senior staffs and management are in the forefront in promoting inclusive strategies and ensuring that they are supported fully.

The reason for adapting to this approach is because, the organization acknowledges the potential of working with people from various cultures, background, and races. These people have different experiences that if utilized well can benefit the organization; creativity and innovation in the organization is deemed to improve (Ekstrom, 2008). Other benefits for embracing this positive and inclusive approach are to help the organization attract new talent, maximize productivity, and increase employee commitment through utilization of potential of different individuals. It also has helped to promote the brand reputation of the organization in the public eye.

Organizations need to embrace best practice in their selection and recruitment process. This is achieved by considering job related factors when recruiting and selecting candidates to fill up the vacancies. They also need to consider merit and other employment principles during this process. Example of best practices is to have a plan. Planning before recruiting and selection will allow the organization to understand the skills required (Piedmont & Weinstein, 1994, p. 255). Through job analysis, the organization is able to determine the best criteria of selection and recruitment. Potential candidates should be given an opportunity to apply for various job openings. Marketing is also important hence, the organization should use appropriate communication channels to reach wide and potential candidates. Candidates should be shortlisted, then invited for an interview to select those that meets the threshold. The process should be fair to all candidates. For example, candidates that merit should be considered regardless of their races, ethnicity, color of skin or their place of origin provided they handle their duties well to achieve the organizational goals. It is also best practice to provide feedback to unsuccessful candidates and a person should be assigned by the interview board to advise them on what they should do next.

In conclusion, with globalization, organizations have to embrace diversity. Adopting a positive and inclusive approach is beneficial to an organization as it foster increased productivity. Using best practices in selection and recruitment such as providing equal chances to applicants is also important to promote the success of an organization.

Reference list

Ellis, C, & Sonnenfeld, J 1994, ‘Diverse Approaches to Managing Diversity’, Human Resource Management, 33, 1, pp. 79-109, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Ekstrom, G. (2008). An inclusive approach: A strategy for diversity in the central government sector. Retrieved from: http://www.arbetsgivarverket.se/upload/Avtal-Skrifter/Skrifter/An%20inclusive%20approach.pdf

Equality and Human Rights Commission. (2010). Creating an inclusive workplace. Retrieved from: http://www.equalityhumanrights.com/sites/default/files/documents/publications/an_employer_s_guide_to_creating_an_inclusive_workplace.pdf

Holloway, M, & Carnes, W 2011, ‘Using the new approach to diversity in assessing the effectiveness of achieving managing workforce diversity course objectives’, Review Of Management Innovation & Creativity, 4, 9, pp. 79-91, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Piedmont, R, & Weinstein, H 1994, ‘Predicting supervisor ratings of job performance using the NEO Personality Inventory’, Journal of Psychology: Interdisciplinary and Applied. Vol 128 no. 3, pp. 255-265

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Diversity Management Essay Assignment

Diversity Management

Order Instructions:

Consider the merits and pitfalls of different approaches to managing diversity in organisations. Increased geographical mobility and the prevalence of teleworking are just two of the factors that have led to the ability of employees to work in organisations and contexts that would have been unthinkable even as recently as 20 years ago. This, alongside shortages in key skills, has led to an opening up of workplaces that requires new approaches to managing workforce diversity and the need to question assumptions about what makes an ideal employee.

Although the initial question in this exercise focuses on gender stereotypes in leadership, think about how this is replicated in other job roles and for other sections of society.

To prepare for this essay:

Reflect on the question on page 235 of the Bratton and Gold chapter in this week’s Learning Resources:
A personality questionnaire contains the item ‘I think I would make a good leader’. This question was answered ‘true’ by twice as many men as women, implying that men are twice as likely to become good leaders. What do you think of such an item and its implication?

In your analysis, use your knowledge of leadership, as this question concerns selection strategies, decisions and diversity management in recruitment and selection.

In an approximately 550 word response, address the following issues/questions:

Critically analyse diversity management based on this week’s Learning Resources.

In formulating your essay, consider the following questions:

What are the two approaches to managing diversity?

How does diversity management begin at the recruitment and selection stage?

Diversity Management

Diversity infers to the visible and non-visible variables that exist between individuals of different genders, cultures, race, sexual orientation, religion, marital status, disability, political affiliations, values, family structures, ethnicity and marital status. In managing all this elements, it is therefore essential that an approach to harnessing these differences with the aim of creating a productive environment within the workplace where every individual feel valued and talents are utilized to meet the goals of an organization is initiated (Casanova, p. 84. 2012). It is therefore essential to note that the essence of diversity within a work environment can never be underestimated since it enables a company to use creative and fresh thinking and several perspectives in responding and managing the needs of company’s customers.

According to the learning resources provided this week, diversity and equality management systems within an organization have the capacity to impact the performance of an organization beyond the typical effects of the traditional performance work systems since the former includes the training and monitoring of the processes of recruitment, promotion across the minor groups including the disadvantaged and pay (Casanova, p. 84. 2012). It is essential to note that due to the shortages in talents, organizations need to utilize the full capabilities of all its human resources.

There is also the need to embrace the fact that organizations need to incorporate diverse employees who are like its customers including the need to communicate and understand in reflecting their concerns, a factor that would produce better outcomes (Reichel, Brandl, & Mayrhofer, pp. 332-352. 2010). It is therefore of essence to emphasize on facilitating diversity and encouraging the element of equality considering the fact that if these are properly implemented and embraced, then diversity and equality management can improve the performance of an organization.

Two Approaches to Managing Diversity

It is imperative to consider the fact that managers need to be fully aware of the fact that managing diversity requires a different approach. To effectively manage diversity, it is essential to note that;

An organization needs to brand its image with the sole aim of painting a picture of a company as one that values diversity of its employees. Through this, the company remains in a position of getting recognition of its diversity programs.
Organizations also need to create a culture of acceptance that determines that the organization values and appreciates its diverse workforce.

How Diversity Management Begins At the Recruitment and Selection Stage

In the contemporary market, organizations have resorted to other approaches to recruiting and selecting its employees based on the traditional methods that focus on the supply and demand in the labor market (Reichel, et.al). However, these approaches are now changing, considering the fact that the HR practice is now challenged to consider the element of diversity in employee branding, attraction of talents, and in developing a clear organizational value that would attract the existing and potential employees.

Bratton and Gold state that making the right decision during the recruitment and selection stage requires a collection of relevant information. Considering the element of a diverse labor market, organizations are therefore needed to incorporate this in their recruitment and selection process (Rose, & Leuschner, pp. 265-274. 2012). At the selection stage, it is essential to make decisions based on the issues of diversity and equal opportunity that can either be implemented through the compliance perspective that requires the process of recruitment to adhere to the laws that govern the work environment.

Secondly, this can be incorporated into the strategic perspective that clearly centers its approach on the benefits of employing a diverse labor force (Singh, & Point, pp. 363-379. 2006). Through the management of diversity, an organization remains in place to increase its staff retention and motivation, a factor that would improve its performance in customer relations.

References

Casanova, M 2012, ‘Diversity Charters in Europe’, Profiles In Diversity Journal, 14, 4, p. 84, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Reichel, A, Brandl, J, & Mayrhofer, W 2010, ‘The Strongest Link: Legitimacy of Top Management Diversity, Sex Stereotypes and the Rise of Women in Human Resource Management 1995-2004’,Management Revue, 21, 3, pp. 332-352, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Rose, L, & Leuschner, C 2012, ‘The diversity–productivity relationship in a permanent temperate grassland: negative diversity effect, dominant influence of management regime’, Plant Ecology & Diversity, 5, 3, pp. 265-274, Academic Search Premier, EBSCOhost, viewed 27 August 2015.

Singh, V., & Point, S. 2006, (Re) Presentations of Gender and Ethnicity in Diversity Statements on European Company Websites. Journal of Business Ethics, 68(4), 363-379.

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Definition of cross-cultural competence

Order Instructions:

For this assignment you will need to read the following article:
Goodman, N. (2012) ‘Training for cultural competence’, Industrial and Commercial Training, 44 (1), pp.47 – 50.

After you have read the article, complete the following:

Identify the definition of cross-cultural competence. Evaluate and identify the challenges that can occur when attempting to instill cultural intelligence into the workforce.

SAMPLE ANSWER

Definition of cross-cultural competence

Introduction

Cross cultural competence, in essence, determines the variables that have been set to contribute to the intercultural effectiveness. Through a cultural competence, an organization therefore has the capacity to acquire the cultural awareness of others through a recognized ethnocentric understanding of the consequences of a cultural assumption, thus creating an avenue through which an effective work relation can be initiated (Goodman, pp.47 – 50. 2012). Through this, an organization is in a position to determine its style of engaging in business globally, the impact of virtual communication, cultural differences in communication styles on intercultural understanding. This paper, therefore, seeks to determine the approaches through which organizations can instill the elements of cultural intelligence within a work environment.

Definition of the Cross-Cultural Competence

The cross-cultural competence infers to the knowledge, effect, and skills that can enable a person to adapt efficiently within an intercultural environment. Many international ventures have over time failed in their market entry approaches for the lack of cross-cultural competence on the business practitioners (Goodman, pp.47 – 50. 2012). It is vital to note that this can be defined as an individual’s ability in contributing to the intercultural effectiveness irrespective of the intersecting cultures. It is essential to note that in as much as the elements of behavior and cognition may be relevant within a particular region; a set of competencies may enable the adaptation of individuals in any culture.

Cultural competency is an aspect that requires more than knowledge of diverse cultures including the skills required in cultural interactions. However, an essential element in this is the awareness of an individual’s worldview (De Vita, pp. 221-231. 2002). To achieve this, it is therefore critical to have the ability to adapt to an individual global mindset that creates an awareness of the approaches needed to integrate cultures in business even in aspect where communication styles vary, and the assumptions of these styles can negatively impact a venture.

Cross-cultural competence is also known as a tendency within a cultural setting that initiates the decision making and communication approaches that have the potential to resolve the misunderstandings and mistrusts that may occur within a work environment (De Vita, pp. 221-231. 2002). In essence, a cross-cultural difference mainly enables individuals to determine the differences between their cultures including of other people as well as enlightening individuals of cultural consciousness.

Challenges Occurring When Instilling Cultural Intelligence in a Workforce

In order to initiate an international team, there are several factors that need to be considered to integrate the success of a well articulated and integrated intercultural competence within a team since each team member has a different view of the company based on their cultural understanding. The challenges that are therefore bound to be encountered include;

Communication Style;

The variables in communication styles as determined and measured in light of the levels of criticisms that can be obtained and endured within each cultural dimension may result in issues in an event where an organization tries to instill the element of cultural competence (Easterby-Smith, & Malina, pp. 76-86. 2009). This, therefore, requires that this process is weighed carefully within an organization with the aim of minimizing the elements of misunderstanding.

Variances in Perception and Decision-Making;

It is essential to note that some cultures are profit oriented while others are mainly developed for the purposes of social relations and friendship. Some other cultures remain low in uncertainty and avoidance, a factor that apparently determines the fact that a blend of this cultural orientations and perceptions may be a difficult element to achieve especially in the decision process.

The Differences in Negotiation Approaches;

The variances in negotiation styles and approaches in the installation of cultural competence within an organization may turn out to be a difficult element to achieve due to the differences in cultural orientations of different individuals.

It is, therefore, essential to note that there are also issues that follow the cross-cultural competence such as leadership, roles, management styles, and the reaching of agreements in instilling cultural competency within an organization (Furnham, Petrides, Tsaousis, Pappas, & Garrod, pp. 5-32. 2005). Implementing these elements within an organization may be a tricky part and should be critically incorporated. It is therefore essential for the management team of an organization to determine appropriate approaches and solutions to these issues in order to reduce the adverse impacts and effects that may occur in instilling cultural competency within the goals of an organization.

Conclusion

Cultural competence can, therefore, be determined with an approach that enables an organization to understand the diverse cultures of its workforce including the differences with the aim of mitigating the differences and challenges that may arise between workmates (Huang, Rayner, & Zhuang, pp. 277-288. 2003). Cultural competency is an aspect that requires more than knowledge of diverse cultures including the skills required in cultural interactions.

Cultural competence enables an organization to have the capacity to acquire the cultural awareness of others through a recognized ethnocentric understanding of the consequences of a cultural assumption, thus creating an avenue through which an adequate work relation can be initiated. It is, however, essential to determine that initiating the proponents of cultural competency may not be an easy task to achieve. Organizations, therefore, need to develop decisive approaches of initiating competence within the confines of culture with the aim of increasing its productivity levels.

References

De Vita, G 2002, ‘Cultural Equivalence in the Assessment of Home and International Business Management Students: a UK exploratory study’, Studies In Higher Education, 27, 2, pp. 221-231, Academic Search Premier, EBSCOhost, viewed 27 August 2015.

Easterby-Smith, M, & Malina, D 2009, ‘Cross-Cultural Collaborative Research: Toward Reflexivity’, Academy Of Management Journal, 42, 1, Pp. 76-86, Business Source Complete, Ebscohost, Viewed 27 August 2015.

Furnham, A, Petrides, K, Tsaousis, I, Pappas, K, & Garrod, D 2005, ‘A Cross-Cultural Investigation Into the Relationships Between Personality Traits and Work Values’, Journal Of Psychology, 139, 1, pp. 5-32, Academic Search Premier, EBSCOhost, viewed 27 August 2015.

Goodman, N. 2012 ‘Training for cultural competence’, Industrial and Commercial Training, 44 (1), pp.47 – 50.

Huang, Y, Rayner, C, & Zhuang, L 2003, ‘Does intercultural competence matter in intercultural business relationship development?’, International Journal Of Logistics: Research & Applications, 6, 4, pp. 277-288, Business Source Complete, EBSCOhost, viewed 27 August 2015.

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Competency Frameworks in the Arabian aviation industry

Order Instructions:

What do you see as a major problem in constructing a competency framework? Do you find these frameworks used regularly in your industry or culture?

Note: My industry is aviation.
Note: My culture is Arab culture.

SAMPLE ANSWER

Competency Frameworks in the Arabian aviation industry

Introduction

A competency framework is a structure that entails setting and defining each competency required by individuals executing their responsibilities while working in a firm. These competencies range from problem-solving capabilities as well people management skills. Most industries in the Arab culture have distinct competency frameworks to enable them place themselves at a significant point in the realization of the set objectives. Alzeban (2015, p.58) argues that a competency framework is indispensable in assisting an organization to have effective management and efficient decision -making process in respect to promotions, hiring, and selection (Elragig & Townley 2012, p.132). The aviation industry in the Arabian countries, to be exact, has a distinct competency framework towards its employees. However, the process of formulating a competency framework in those states becomes a problem to the formulators. Therefore, the following discussion indulges in discussing major problem addressing the major problem experienced when producing competency framework in the Arab culture. In addition, the paper looks into whether the formulated structures are regularly used in the aviation industry in the Arabian countries.

Discussion

The Arabian aviation industry faces problems when formulating competency frameworks. The competency model in the Arabian aviation industry comprises of management skills, occupation-particular prerequisites, industry-wide technical competencies, and industry-sector technical requirements. In addition, the Arabian aviation industry also demands competencies that comprise of workplace competencies such as teamwork, planning and organizing, business fundamentals, and working with tools and technology (Elragig & Townley 2012, p.134). Furthermore, the industry requires academic qualifications ranging from science, engineering, basic computer skills, mathematics, reading, and writing. The above competencies are not limited to personal effectiveness competencies comprising reliability, initiative, professionalism, and interpersonal skills. However, formulating a competency framework with the stated competencies above is addressed with issues. One of the critical problems in constructing competency framework in the Arabian aviation industry is to illustrate a perfect set of behaviors and traits for any particular role. Li, Weiss, Mueller, Townley & Belmont (2012, p. 394) argues that one of the distinctive values of the Arabian culture is teamwork. Therefore, the individual role is not emphasized in this particular society than group work. This situation poses a problem when formulating a competency framework since the Arabian aviation industry uses a pre-list of common standard competencies. This condition makes it hard for the industry to customize the competencies to individual roles in the place work.

The unclear customization of group roles to individual functions makes the Arabian aviation industry static. This obscures the respective industry towards future expectations. This major problem also causes an obstructed identification of a range of competencies (Li, Weiss, Mueller, Townley & Belmont 2012, p.398). Furthermore, the Arabian industry being static implies that it provides greater insight into current behaviors that are rewarded by the management rather than focusing on what effective performance should look like in the future. The social context of the Arab culture incomprehensibly influences the construction of competency framework. Individual performance in the Arabian aviation industry is gauged against social context (Townley & Ezard 2013, p. 1237). For instance, teamwork association defines an individual productivity. The more the group performs, the more individual is said to become more productive. Thus, it can be said that constructing a competency framework in the Arabian aviation industry will continue experiencing problems because of its overreliance on the societal factors (Alzeban 2015, p. 59). The competency framework in the Arabian aviation industry can only improve if the industry stops over relying on societal factors when formulating competencies frameworks. Once the industry deviates from over relying on social contexts, it will be able to focus on the workforce’s qualities.

The competency frameworks are regularly used in the aviation industry and Arab culture. When the focus is placed on the airline sector, the competency framework is used mostly during selection, hiring, and promotion (Elragig & Townley 2012, p. 138). When the industry is interviewing applicants to fill positions in the Aviation industry, most of the competencies tested are mostly social ones. Once a candidate demonstrates the tested societal competencies, the candidates are hired and assigned the respective job that meets his or her specifications. The industry’s environment approves teamwork than individual work (Rebarber, Tenhumberg & Townley 2012, p. 82). Thus, even after employment, an employee’s performance is measured against how the respective employee relates with his or her colleagues. For instance, the industry gives members of a group mandate to investigate the competencies of one of them about executing roles. Hence, competence framework is used in the Arabian aviation industry to evaluate how the staff is situating their skills towards the development of the industry (Li, Weiss, Mueller, Townley & Belmont 2012, p. 401). In the Arabian culture, competence framework emphasizes the importance of work experience towards industry’s progression. In this culture, the age of person does not matter: what matters are the competencies of the individual employee and his or her competence experience.

Conclusion

Constructing competency framework entails addressing many challenging issues. In the Arabian aviation industry, the cultural society is pertinent in formulating competency frameworks. The issue of age does not make sense in the Arabian industry than in the American aviation industry where competencies are attributed to advanced years.

Reference list

Alzeban, A 2015, ‘The Impact of Culture on the Quality of Internal Audit: An Empirical Study,’ Journal of Accounting, 30, 1, pp57-77, retrieved on 26 August 2015 from Database: Business Source Complete

Elragig A, & Townley S 2012, ‘A new necessary condition for Turing instabilities,’ Math Biosci, 239, 1, pages 131-138, retrieved on 26 August 2015 from Database: Business Source Complete

Li, G, Weiss, G, Mueller, M, Townley, S, & Belmont, M 2012, ‘Wave energy converter control by wave prediction and dynamic programming,’Renewable Energy, 48, pages 392-403, retrieved on 26 August 2015 from Database: Business Source Complete

Rebarber, R, Tenhumberg B, & Townley, S 2012, ‘Global asymptotic stability of density dependent integral population projection models,’ Theor Popul Biol, 81, 1, pages. 81-87, retrieved on 26 August 2015 from Database: Business Source Complete

Townley, S,& Ezard, T 2013, ‘A G matrix analogue to capture the cumulative effects of nongenetic inheritance,’ J Evol Biol, 26, no. 6, pp.1234-1243, retrieved on 26 August 2015 from Database: Business Source Complete.

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