3. Describe a challenging problem you faced on one of your clinical rotations. How did you solve the problem?
4. When you are experiencing a stressful work situation, how do you relax?
5. Give a specific example of a time when you knew you did a good job as a nurse.
6. Have you ever been burned out? When? What did you do about it?
7. How would you respond if asked by the nurse manager to do some of the menial tasks for patients that are normally not your responsibility?
8. How do you relax when faced with stressful work situations?
9. How would you respond if, in a rude and haughty tone, a doctor questioned your work, which you knew to be top-notch and absolutely accurate?
10. Do you think you will be a career nurse or eventually look for another profession? Why?
11. Why did you decide to become a nurse rather than a doctor?
12. Describe a situation in which you found yourself working with someone who was very sensitive and thin-skinned?
13. Can you describe a situation connected with nursing that mad you angry?
14. We have all tried different ways of showing consideration for others. What are some things that you have done in this respect?
15. What are some ways that you feel that nursing can become more professional?
16. If you were told that the nursing field was closed and that you could not become a nurse, what would you do?
17. What types of colleague do you least like to work with every day?
18. What type of nursing tasks do you find most objectionable?
19. Describe a situation connected with nursing that you experienced in the last year that made you angry.
20. How many years do you plan to stay with this hospital?
21. How do you go about making a decision?
22. What is your description of a good nurse?
23. What challenges did you have at your last job that you feel could prepare you for this job?
24. Which shift do would you prefer?
25. What attracts you to work at the VA Hospital?
26. What advice would you give your younger self as a new nurse?
27. What kind of personality characteristics would you like in a preceptor?
28. Are there any questions that you have for me?
SAMPLE ANSWER
Interview Question
Tell me about yourself.My name is Alex Peters. I come from Florida. I am a graduate in Nursing.
2. What led to your interest in nursing?I developed interest in nursing at a tender age. My father was a doctor and when I visited the hospital he used to work, I developed an interest to be a nurse. I loved the attire the medics wore.
Describe a challenging problem you faced on one of your clinical rotations. How did you solve the problem?
One of the problems I faced was addressing a complaint from a patient. The patient complained that the medicines prescribes were not the right ones. I solved the problem by engaging the patient. I was apologetic and assured the client that this was not going to happen again. I told her the reasons that might have caused the same and assured her of immediate action for those responsible.4. When you are experiencing a stressful work situation, how do you relax?
I normally, like going at a quiet place just to relax. I also listen to inspiring songs.
5. Give a specific example of a time when you knew you did a good job as a nurse.
The time I knew, I had done a good job as a nurse, was when the hospital management recognized me as the hardworking nurse. I was given a trophy and a certificate for my dedication to my work.
Have you ever been burned out? When? What did you do about it?It was not a burn but rather a suspension. Part of my team members failed to execute their duties leading to the suspension of the entire team. This happened in my first year of employment. I write a letter citing that I was not part of those involved and therefore I was a sacrificial lamb.
How would you respond if asked by the nurse manager to do some of the menial tasks for patients that are normally not your responsibility?I will have to comply and assist because I respect the manager as my leaders as well as I champion the spirit of teamwork.
8. How do you relax when faced with stressful work situations?I relax by staying in a siren environment listening to music.
How would you respond if, in a rude and haughty tone, a doctor questioned your work, which you knew to be top-notch and absolutely accurate?I will calm down and ask to give him an explanation on the same. I believe he will understand me once I have explained the situation to him.10. Do you think you will be a career nurse or eventually look for another profession? Why?I believe I will be a career nurse because this is my passion. I am focused on this career for the rest of my life
Why did you decide to become a nurse rather than a doctor?I decided to become a nurse because, it was my passion.
12. Describe a situation in which you found yourself working with someone who was very sensitive and thin-skinned?I have worked with very sensitive and thin-skinned persons on various occasions. For me, I did not find anything-strange working with such people, as I believe that every situation and individuals are unique in their own way and I must execute my responsibility with professionalism.13. Can you describe a situation connected with nursing that made you angry?
I was made angry by a patient who refused to take her medication as prescribed.
We have all tried different ways of showing consideration for others. What are some things that you have done in this respect?I value and appreciate other people I work with and those I come across. I have done various things to show consideration for others such as standing in for my fellow colleagues at work when they are sick or attending to other issues, I have as well helped to promote healthy living among the elderly in my community
15. What are some ways that you feel that nursing can become more professional?
Nursing can become professional by continuing their education to higher levels and embracing codes of ethics in their practice (Philip & Kalisch, 2003). They also need to be devoted to their duties of impacting positively on the care they render.
16. If you were told that the nursing field was closed and that you could not become a nurse, what would you do?
I do believe that nurses are still required and therefore, opportunities are there. However, in case the field was closed, I would pursue a health related career because I have a strong affinity and passion in the area of healthcare.
What types of colleague do you least like to work with every day?I do not like working with lazy colleagues18. What type of nursing tasks do you find most objectionable?
Diagnosing and prescribing medication
19. Describe a situation connected with nursing that you experienced in the last year that made you angry.
I was made angry by a patient who failed to observe his dosage. This negligence made the health of the patient to deteriorate.
20. How many years do you plan to stay with this hospital?
I want to stay here so long as I add value to the patients and the hospital. My aspiration is to stay here not less than five years.
21. How do you go about making a decision?
I first take time to understand a situation from different perspectives before I make a decision.
22. What is your description of a good nurse?
A good nurse is someone that understands his or her responsibilities of providing care to the patients
What challenges did you have at your last job that you feel could prepare you for this job?
One challenge is dealing with upset/angry client
24. Which shift do would you prefer?
I prefer daytime shift
25. What attracts you to work at the VA Hospital?
The conducive working environment
26. What advice would you give your younger self as a new nurse?
To always aspire to give the best in whatever I do. As a younger new nurse, I need to always be determined to impact positively on nursing profession
What kind of personality characteristics would you like in a preceptor?
Intelligent, respectful, hardworking and creativity
28. Are there any questions that you have for me?
Yes, as a professional and an experienced nurse, what challenges have you encountered and what do you think that nurses can improve to provide quality healthcare?
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APTA’s vision for physical therapy is “transforming society by optimizing movement to improve the human experience”. How will you embody this vision as a future physical therapist?
The essay is limited 4500 characters (approximately 1 page) with spaces.
SAMPLE ANSWER
How APTA is transforming society
The American Physical Therapy Association (APTA), in 2000, adopted a vision statement for its profession in physical therapy. This vision is ‘transforming society by optimizing movement to improve the human experience’ (Hayhurst, 2014). The Association however has a strategic plan to help its members achieve their vision. As a future physical therapist, I would come up with my own principles that will guide me in achieving this vision. The principles would clearly demonstrate how the society in general would look after the vision of transforming society has been achieved.
Despite the fact that the American physical Therapy Association is adopted a vision for its future physical therapists, it also has a great impact to the society at large. It inspires people in the society to come together as a community to create important systems that may optimize movements and great functions for all people. All people that contribute and participate in the society move from one place to another to gain more experience. It is said to be a means of a most favorable way of living and excellence of life. This applies to any individual that extends beyond health to his or her ability to participate in the society. The society, however, may also involve some complex needs that may result to a poor lifestyle that may further lead to a physical therapy. Examples of these complex needs could be the needs that may eventually result from a sedentary lifestyle. The physical therapy may give way to a reduction of the costs for health cares and at the same time, it may overcome all barriers that may prevent involvement in the society which will further guarantee a good future existence of the society at large (Hayhurst, 2014).
As a future physical therapist, I would evaluate and manage people’s movement in order to encourage a very favorable development, limit activities, make a diagnosis of impairments, restrict participation, and provide intercessions that may prevent or ameliorate limitations in activities and participation. My central point is the movement system with my main reason being to improve the health of the society. This is mainly because the movement system helps one to understand the structure, the functioning and the potential of the human body. This is where I would mainly practice on to encourage and promote the most favorable development. After that identity, I would go ahead and involve myself in dissemination, validation and generation of the evidences that take up payments for the outcomes and the clients’ satisfaction. I would demonstrate too much competence and strive to prevent events that may be unfavorable to the patient. I would ensure I give my best in my client’s intervention, examination, diagnosis and quality outcome measurement. I would strive as much as I can to prevent any possible adverse events that could be related to my patients care.
To solve the health challenges that the society faces, the physical therapy profession must collaborate with other people including the consumers, community organizations, healthcare providers and other disciplines. Thus, apart from giving quality diagnosis, I would ensure I have the value of collaboration to help me achieve the company’s vision. I would ensure services are of value, consumer-centered and coordinated by co-managing, engaging other consultants, and supervising and directing care. To achieve the best value, I would ensure a safe, client-centered, efficient, effective, and above all, an equitable physical therapy profession. Apart from that, my outcomes would be both meaningful and cost friendly to clients. This profession offers imaginative and practical solutions that enhance the delivery of health services, and at the same time, increases its value to the society. I would then innovate and collaborate with developers, entrepreneurs and engineers to extend and reach beyond my client’s settings.
In this profession, I would ensure I provide my services by responding to the cultural considerations of individuals, their needs and values. Their goals are the central part in which this profession engages. Cultural competence is a necessary skill that would ensure a good practice in providing the therapy services in this profession. I would support all patients in practice, education and in research to ensure I promote necessary changes, take on best practices principles and approaches, and at the same time, ensure that the physical therapy systems are consumer centered (Hayhurst, 2014). Finally as a physical therapist, I would be acquainted with the health imbalances; that is the disparities and the inequities, and work hard towards ameliorating them through inventive models of advocacy, collaboration, service delivery and clear attention to all social determinants of physical condition to consumers and the collaboration with the community entities. I would manage and promote any necessary changes to my clients so as to adopt the best practices ever in my standards and all kinds of approaches.
These guidelines of identity, consumer centricity, collaboration, value, advocacy, quality and innovation show how the society and the physical therapy profession will be, once the vision is achieved. As a future physical therapist, I would do my best to make sure I follow those guidelines for the sake of the society and the profession.
Rhetorically Analyzing Op-ed Newspaper 4 different Articles-( op-ed columnists (opinion and editorial columnists) from one of the major reputable newspapers at the bottom of the next page (from the Opinion/Editorial section—not News, Entertainment, or Sports articles, informational features, reviews of products, or blogs). For this assignment, elect an op-ed columnist from one of the major reputable newspapers (from the Opinion/Editorial section—not News, Entertainment, or Sports articles, informational features, reviews of products, or blogs). Print the articles, and put them in a three- ring binder. Each article must be from a different week beginning with this week— August 24-30—and ending the week of September 14-20. If you are accessing them online, ensure that you copy the URL and the date you downloaded the article. If you are cutting from a hard-copy newspaper, write the date of publication on the printed copy. For each article, compile an MLA citation (Works Cited page). Consult Purdue University’s Online Writing Lab (OWL) for correct formatting. Learn how to copy and paste online articles without getting all the peripheral junk. Look for a Print Option, which will copy only the column. You can cut and paste that copy onto a Word document that you can manipulate to fit the pages of your notebook paper. For each article, you must type a double-spaced commentary. Note the detailed requirements and model that are displayed on the next sheet: ? Mention the author’s full name and the article’s title in your opening sentence. Correctly punctuate the article’s title and the newspaper’s title. ? Have a clear thesis statement, following the format below: In ______________ (article’s title), ______________ (author’s name) shifts from _____________ (tone) to _____________ (tone) by using _______________ (rhetorical devices), _______________ (rhetorical devices), and __________________ (rhetorical devices), proving that _____________________________ (universal idea). ? In your body paragraphs, show how the author illustrates his/her universal idea through the use of the selected adjectives, tone/attitude words, strong verbs, and thorough rhetorical analyses. ? Each response must be a five-paragraph essay. Avoid the “kiss of death.”
NEWSPAPERS: The New York Times, The Washington Post, The Boston Globe, Chicago Sun-Times, Chicago Tribune, Miami Herald, Detroit Free Press, LA Times, Wall Street Journal, London Times
SAMPLE ANSWER
Current events
Different newspapers have op-ed articles on various topics especially on the current events happening in different locations. Op-ed articles incorporate different aspects and therefore they require authors to be versed with the current news. This paper analyses various op-ed articles by James Bovard from various newspapers on different topics. The op-ed articles cover duration from August to the last week of 14–20 September.
In the article, Bill Clinton’s Body-Snatching Legacy, Bovard explores on the decision of the then American president Bill Clinton to bomb Serbia in the year 1999. The author uses various styles and rhetoric devices to deliver his message to the readers. The article is mixed with opinions as well as evidence from different sources. The quotes of parties relating to the attack and the events after are well presented. The opening remarks applauds the then US president Clinton for his public recommended on his devotion in championing human rights. This however, is contrasted with what the European Union task force came up with. The group claims that the decision to bomb Serbia saw atrocities such as murder; sell of kidney, livers and other body parts increase. During this bombing, the Kosovo Liberation Army (KLA) participated in unlawful abductions, killings illegal detentions, army disappearance, sexual violence, destruction of churches and religious sites among many others. The article as well incorporates past information in ensuring that the arguments raised are substantial and credible. For instance, events in the future such as the erection of Clinton statute in Serbia in 1999 and the other attacks such as Bush attack on Iraq and Obama attack on Libya helps to make the argument stronger
The author also uses figures and statistics that indicate indepth research. For instance, he states that in 2003, 70% of the Serbian people that lived in Kosovo in 1999 had already fled. Therefore, Albanian who made up 95% dominated Kosovo. The language and word choice is also good. The author uses simple English to deliver his message. The sentences are mixture of long and short something that makes the article clear and easy to read.
In the article, ‘How the Feds Distort Their ‘Food Insecurity’ Numbers’, Bovard presents an argument of how the federal government distorts the numbers relating to food insecurity. He uses various rhetoric devices with a harsh tone to present his opinions and fact.
He is very categorical and accurate in his arguments. He opens the article by quoting the date that the department of Agriculture released their annual results on the Household Food security in US survey that was done for the year 2013. The argument is strengthened by use of facts and statistics. For instance, he states that the survey indicated that 49 million Americans were food insecure a decrease from 14.5 when compared to the year 2012. Despise these statistics, politicians and pundits use the numbers in a wrongful manner to proof the national hunger crisis.
The democrats are known to have a history of using the surveys statistics in a wrongful way. The author as well uses quotes from prominent personalities such as Obama to develop his arguments. Sourcing information from various sources makes the article appear credible and reliable. Even after elapse of 40 years since declaration war on hunger by President Nixon, it is astounding that no accurate measures have been taken to remedy the situation as millions of Americans continue to lack food.
The article is very clear and professional. The author even though uses simple words and simple sentences, it is organized and easy to read and understand. The tone has remained strong; there is a sense of bitterness and carelessness among the leaders hence the reason why many people continue to suffer. The tones and the themes in the article therefore resonate.
In the article, FFF: FDR Farm Folly Lessons for ObamaCare, Bovard blames the political class for falling to take appropriate actions to ensure that the people lead better lives. He uses various rhetorical devices to get his message across. Bovard wants politicians to learn lessons from the ObamaCare and change their way of making decisions. Politicians need to recognize their relent and follies to ensure that they make good decisions.
The author incorporates history in making clarification on the current problems that the people are facing. For instance, he uses Franklin Roosevelt to exemplify how political classes double down on their follies. Farmers are always the most affected, politicians manipulate farm prices just to get the votes. Some of these decisions are reasonable as they disrupt agriculture which impacts on the lives of many people.
The author as well uses a number of authoritative sources of information such as USDA to defend his opinions and views. The language used is simple and the tone is moderate.
In the AmeriCorps at 20 is a wasteful flop: column James Bovard presents a clear argument about the failure of the program using different rhetorical devices such as quotations, questions and history to demonstrate the fact the program has failed.
The article opens with the recent welcome of the AmeriCorps recruits in White House for the 20th anniversary. The program was started in 1994 by the former US president Bill Clinton with the aim of serving the nation. However, over the years, the program has not achieved any substantial achievement. The organization has 75,000 members who continue to receive salary and education benefits for various tasks such as social, education among other projects without any impact on the society. Other government institutions duplicate some of the roles played by the organization.
The author incorporates quotes and information from different sources making the article credible and comprehensive. For instance, in 2003, there was a complaint from the Office of Management and Budget that the organisation gave more emphasis on the time an individual serves as opposed to the impact the entity has on the community.
Write a critical review of published research article: Trief, P.M., Sandberg, J. G., Dimmock, J. A., Forken, P. J., Weinstock, R. S. (2015). Personal and Relationship Challenges of Adults with Type 1 Diabetes: A Qualitative Focus Group Study. Diabetes Care (36) 2483 – 2488 DOI: 10.2337/dc12-1718
1. Your critical review will identify the study design (including research methods) and critically analyse the design in relation to achieving the author(s) aims.
2. The authors of the article address psychosocial factors which are associated with the chronic disease(s). Your critical review will identify and explain how these psychosocial factors impact individuals and/or family and their responses to the chronic illness.
3. Your critical review will explain how (if at all) the article contributes to interdisciplinary knowledge (from the behavioural health sciences) for best practice management of chronic illness.
Referncing :
6. Correct use of APA (6th ed.) formatting of references in-text and in reference list which should include additional academic references to support your claims. You are not expected to provide an extensive list of references for this assignment, as your focus is primarily on your chosen article. However, any resources you use to justify your critique, including reference to the article which you are reviewing, should be referenced according to APA (6th ed.) standards.
SAMPLE ANSWER
Critical Review on Diabetes
Trief and colleagues investigated the psychosocial challenges of adults who live with diabetes type 1, and ways the psychosocial challenges impact the relationship of their partners. The aim of the study was to gain better understanding of these psychosocial issues in order to practice effective management of chronic diseases. The study design is focus group research. The research method is qualitative research. This research method befits this research study because data generated from the focus group is based on insights (not rules) of human behaviors. This is because the study allows all the participants to contribute in discussion as the researchers listen to discussion content such as tone and emotions of the participants, which help the study to either learn or confirm facts. In addition, this method of research helps to paint a portrait of local perspectives such as the regions knowledge of diabetes Type 1, and educational resources available. The focus group selection criteria ensured people have similar characteristics are invited to a single session. For example, there four focus groups where two had patients diagnosed with diabetes type 1 and two with their partners- which increased the quality of data (Trief et al. 2013).
Ways psychosocial challenges influence patient/family response to chronic illness
The research indicate that patients diagnosed with type 1 diabetes face unique emotional as well as interpersonal challenges such as substance abuse disorders, medication non-adherence, eating disorders and poor quality of life. The study identifies four domains including a) impact of diabetes on patient relationship with the caregiver/partner including the emotional impact of diabetes and issues regarding child rearing; b) learning the importance of hypoglycemia; c) stress associated to potential complications; d) advantages of technology (Trief et al. 2013).
According to the article, a small group of people highlighted that the disease had brought their relationship closer. Patients with supportive was associated with defined acceptance of the chronic illness, which in turn assured the patient that she/he could get through the hard times. However, some participants indicated negative impact of diabetes type 1 on their relationship. This indicated included increase emotional distance such as sexual intimacy issues, difficult decision making processes, and concerns of children care. Generally, the increase of emotional stress was associated with constant risks of hypoglycemia (Trief et al. 2013).
Concerns about child bearing issue that was identified by patients as a factor that negatively impacted their response to type 1 diabetes. Most of the participants had specific concerns about their ability to bear and raise their children actively. Others had fears of passing their susceptible genes to their children. The patient stated that they had advices about pregnancy complications which would put their lives at risk. This stress level was associated with threat of hypoglycemia. According to this article, the issue of hypoglycemia is identified as the worst feeling in their lives. Research indicates that this feeling is associated with great fears and anxiety. Some patients indicated that they had learnt effective coping strategies to help the patient avoid lows. This included healthy food choices, placing glucagon tablets in each room and use of insulin pump to reduce hypoglycemia intensity and frequency. The patient partners seem to be the most worried about hypoglycemia. This is because the ‘low’ just happen at any time of the day and it is crazy. The low moment is described with increased irritability, moodiness and conflict which affects their relationship negatively and consequently affected their response and coping ability to the chronic illness (Trief et al. 2013).
Patients and their partners also highlighted about the constant looming threat of complication. The patient and their partners were terrified at the thought of blindness and amputation. Although the patients and their partners were keenly aware that they had to save organs through proper practice of the disease, most felt frustrated especially when the doctor identified their condition as brittle or in poor control of their condition. The patient stated that when blamed for their bad diabetic condition increased their distress as they had sincere efforts to control the condition. Overall, the patients were aware of potential complications and emphasized their need for reassurance and non blaming response from their physician and their partners. The patient partners also experienced similar levels of stress and anxiety of potential complications associated with diabetes. They also identified specific challenges they went through such as battling with insurance companies, complete dependence of the patient during the hypoglycemic episodes and issues of weight control and exercise. These individual factors cumulatively resulted to higher levels of stress. This indicates that family support is associated with positive self management practices (Trief et al. 2013).
Ways the article contributes to interdisciplinary knowledge
The study was performed in order to gain better understanding of a richer understanding of psychosocial factors that affects people diagnosed with diabetes 1. The main themes that have emerged from this article indicates that partner involvement vary, but the anxiety and fear levels of hypoglycemia and future complications have significant impact on their well being and their relationship. From this study several behavioral human aspects in chronic illness is clear; a) relationships are unique and it is not obvious that all patients have supportive partners or are overwhelmed by the disease; b) the patient-partner relationship changes are influenced by the health demands at a particular time. This implies that healthcare providers must assess individuals relationship so as to tailor make his/her intervention based on the patient unique needs, so as to cope with the unique challenges effectively and improve their self management practices (Trief et al. 2013).
-Presentation: ‘The Professionalization of American Chaplains: 1865-1950.”
-Website: “The Military Chaplaincy”… Chapters 1-3
II. Writing: Reflection Paper
The Civil War revealed much about the need to professionalize the American military chaplaincy. No doubt, chaplains provided spiritual care for the warrior’s soul of both the North and South. However, the lack of organizational structure and inconsistencies in commissioning, regulations, uniforms, pay, expectations, and mission were clearly exposed as hindrances to ministry. To this concern,, following the Civil War military and religious leaders moved forward to create a professional chaplain corps that met its full development by WWII. After completing your readings you will need to do the following exercise:
Write a 3-page paper (following the current Turabian edition) analyzing the professionalization of the U.S. military chaplaincy following the Civil War to 1950. This assignment is designed to help you appraise the historical principles that resulted in the U.S. military chaplaincy becoming a professional organization. This assignment will require at least 3 distinct sources.
ANY FORM OF PLAGIARISM WILL NOT BE TOLERATED!!!
SAMPLE ANSWER
The Professionalization of American Chaplains: 1865-1950
For the better part of history, ministers of the Gospel have always paid an essential role. Up to date, I think Chaplains still have an influence in the United States Armed Forces. This is so because in July 29, 1775, the military chaplaincy was formed by the Continental Congress.[1] It was viewed that being a good soldier was a mandatory aspect, but being involved in divine services was important as one should not be inattentive to the highest duties of religion. Chaplains were to work with each other and respect the beliefs of others. Dating back to the beginning days of the United States, the Colonial forces took with them a local minister. The minister was viewed as a figure of authority within the people, and according to my thinking, he or she had to be very educated for such a position.[2] His or her counsel and motivation for those going to war was a major deal, and no military operation was to be carried out without such. Chaplains saw the need to minister to people who were isolated in camps and training areas, spiritually embrace those who were frightened at battlefields, sick and injured or imprisoned at war camps.
Contrastingly, the chaplaincy was not a proud lot at all. Various times, they were viewed with suspicion, or misunderstood in respect to their role and needs to survive in their work.[3] Many times people would make them feel unappreciated and unwanted; supporting their reactions towards them with the fact that chaplaincy was a branch like no other in the Army. Such feelings towards the ministers of the Gospel made it uneasy for them to carry out their activities in the desired environment. Chaplains did not emerge as battlefield heroes, or supporters of the idea of an unjust war and encouraging soldiers to arm themselves with weapons and kill.[4] They were, at times, caught in between the demands of religious conviction and the need for military activities. For them, religious foundation for the soldiers was of dire need as spiritual growth in times of war was important.[5] These individuals had a lot in their hands in the sense that they had to work out solutions to the existing problems as well as spiritual realms. The War Department recognized their place in the society and the spiritual need for their troops and, therefore, saw it fair to pay them allowances and acknowledge them with the rank of captain of cavalry.[6] Chaplains held no rank at all but were still considered for pay as military members. Their uniforms had the ranks inscribed in them and this at times made people mistaken them for command officers.
The ordainment of the ministers of the Gospel was put through several mishaps that made them realize that there was indeed an importance in professionalizing their chaplaincy. Congress made it seem like a long journey to become ordained as a minister. It required clergymen who wished to become chaplains to produce credentials from their particular denominational bodies, which ascertained their fitness for the position. More so, shortcomings were met when arranged worship services were to be held. Issues like movements of the army and bad weather made it strenuous to be there for army troops. Its members viewed themselves as ministers in uniforms instead of professional soldiers like the rest of the armed troops. In the history of the American Army, Chaplain Moody stated that it was the first time that any attempt was made to organize the work of chaplains. He viewed the United States as “unorganized at the end of the war as at the beginning of the war.” I see this as a basis of lack of organizational structure, which may have hindered other problems from being corrected. It is also due to this that incase of any issue that arose, chaplains had nowhere to turn to for help, and could neither appeal to anyone for assistance.
For any profession, promotion means a lot. A higher regard from other individuals as a greater level of authority is bestowed on an individual. It also results in more pay, for a more comfortable living. For most people, chaplains may not be regarded for promotion as their work is to serve God and carry out spiritual care for people.[7] Many think that they are disinterested in such and therefore need not promotion. Promotion for various levels meant a lot in the Army but it was very slow.[8] For the chaplaincy, it was even worse as there were neither chaplaincy school nor clear regulation covering duties and responsibilities. The chaplains were still required to carry out duties and responsibilities that out of their regiments.
There was constant pressure to consider them as officers and not ministers. This was due to being assigned work that was not of their intellect or skills or ordainment by their religious body. Some chaplains did not agree to commanders assigning them to tasks that had little or no correlation to their training. Some would be posted as librarians while others as morale officers. All in all, chaplains saw the need to address these hindrances to the success of their work. They felt it right to move forward and create a professional chaplain corps that eventually met its full development later on in World War 2.
The chaplaincy organized a definition of their responsibilities and regulation of their duties, a school was started, manuals used to guide them in their training, and more so, their status as officers was sufficed and allowances stabilized together with pay. The increased professionalism was of a great deal that saw those involved having more to what they actually desired in doing their duties.
Bibliography
Cox, Matt. n. d. “Serving Two Masters: The Development of American Military Chaplaincy, 1860-1920.” Trinity Seminary Review 26, no. 2: 138. Literary Reference Center Plus
Ebel, Jonathan. “The Development of American Military Chaplaincy, 1860-1920 (Book).” Journal of Religion 83, no. 3 (n. d.): 439. Literary Reference Center Plus.
Parker, Hershel. 1990. Reading Billy Budd. Evanston, Ill: Northwestern University Press.
[1] Cox, Matt. n. d. “Serving Two Masters: The Development of American Military Chaplaincy, 1860-1920.” Trinity Seminary Review 26, no. 2: 138. Literary Reference Center Plus
[2] Parker, Hershel. 1990. Reading Billy Budd. Evanston, Ill: Northwestern University Press.
[3] Parker, Hershel. 1990. Reading Billy Budd. Evanston, Ill: Northwestern University Press.
[4] Ebel, Jonathan. “The Development of American Military Chaplaincy, 1860-1920 (Book).” Journal of Religion 83, no. 3 (n. d.): 439. Literary Reference Center Plus.
[6] Cox, Matt. n. d. “Serving Two Masters: The Development of American Military Chaplaincy, 1860-1920.” Trinity Seminary Review 26, no. 2: 138. Literary Reference Center Plus
[7] Ebel, Jonathan. “The Development of American Military Chaplaincy, 1860-1920 (Book).” Journal of Religion 83, no. 3 (n. d.): 439. Literary Reference Center Plus.
[8] Cox, Matt. n. d. “Serving Two Masters: The Development of American Military Chaplaincy, 1860-1920.” Trinity Seminary Review 26, no. 2: 138. Literary Reference Center Plus
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Select an organization you work for or one in your chosen field.
Conduct online research on the ethics of your organization and the industry it belongs to.
Write a 750- to 1,050-word paper describing how ethical principles can address organizational issues. Include the organization you selected and discuss the following with regards to that organization and its industry:
•What role do external social pressures have in influencing organizational ethics?
•How might these issues be relevant to organizational and personal decisions?
•What is the relationship between legal and ethical issues?
Format your paper consistent with APA guidelines
SAMPLE ANSWER
The Responsibility Project
At the top of discussion in every arena such as churches, schools, and casual fellowship is how the principles of ethics are used to address organizational issues. Ethical principles are applicable in a number of ways that establish a strong relationship structure that workers of all level will value and appreciate (Trevino & Nelson, 2006). This paper discusses how the ethical issues are applied and used in organizations regarding the information about a film redeemed from “Responsibility project” website. The important highlights from the film are the roles, which external pressure has in influencing the ethics of an organization, relevance of these issues in personal and organizational decision, and the relationship between the ethical and legal issues.
The short film known as Good Vibration is a lively animated story that depicts the image and the responsibility of the community and cost of being pleased. The film majorly focuses on a group responsibility within the society and the way community and organizations behave. The milieu of this film is the society responses on their behavior when they see the helpless and disabled individuals walk down on the sidewalks tripping and falling. Some of the employees of the organization find it very interesting when they see these individuals fall. They mock and laugh at them without giving the necessary warning to the ones who are coming on the danger that faces them (Good Vibrations, 2009). After a short time, the laughing employees see an elderly person approaching, he opens the window and warns the next helpless of the dangers ahead at the loose bricks. This helps the person from getting hurt.
A major highlight in this film is how just a single person can take the initiative and responsibility to warn other individuals on the defective pavement, while a group enjoys how the helpless people suffer. An interrelation of this kind can be gotten when it is linked with the attitude of numerous organizations. In many instances, serious problems are figured out by many people regarding certain organizations. However, in this case they are laughed upon, and an effort of improvement becomes an interesting topic of discussion. There are times when an individual finds a problem in the firm, but instead of solving the problem, one just assumes the issue and makes it fun. The major problem with such issues is that if they get ignored for a long time, they become incurable and cause big losses (Trevino & Nelson, 2006). At the end of the day, it is the organization that suffers for its malfunctions and lack of positive attitude to ensure development.
External social pressure manipulates an organizational ethics extensively. In most instances, the number of stakeholders such as the employees, shareholders, and customers increases greatly. As a result, their interests overlap causing serious problems in the organization. In this case, Enron’s example can be cited. To continue with such existing stakeholder and welcome new shareholders, Enron started an off the books to conceal the massive debts and loans. To acknowledge the financial crisis in Enron’s business to the global world, a major reaction to the issue was inevitable, and the business would come down. Nevertheless, due to the social pressures Enron handled it in a different manner. This is an example on how external social pressures affect the ethics of an organization.
In order to secure an organization’s turnover, deals, and profits, in many occasions, legal and ethical responsibilities may be neglected. To save the firm from internal and external problems the head in some cases, implements and makes his verdicts. In doing so, they tend to forget that just for the sake of saving the company; the unethical decision can ruin the firm at the long run. In the case of Enron’s scandal, the unethical and illegal decisions were done in the employee’s good understanding, but at last, they remained numb to the situation. Later, when the scenario got exposed individuals tried what they could to safeguard themselves from the quandary. At last, it jeopardized the reputation of the organization. It would have been much better alternative for Enron to reveal their financial position earlier and avoid unethical decisions.
Between ethical and legal issues, correlation is common in many a times (Trevino & Nelson, 2006). The practices and decisions that are ethical are habitually illegal. In the film, the employees laugh at the helpless people; this act cannot be seen as illegal, but it is very unethical for the company reputation hence cannot be sighted as the illegal act but certainly unethical one. The employees ought to have taken the responsibility to fix the pavement or to erect a warning signs to caution the pedestrian. Therefore, some acts may not be illegal but very unethical.
From the discussion, we can learn the real story of what might happen to any organization when the employees lack the nerves to do the right thing and follow the moral stand in some situations. Unethical acts of employees are enough to spoil an organizations reputation. Even though external social pressures have an inevitable role in manipulating an organization’s code of ethics, moralistic approaches should be maintained in the organization for the good of every stakeholder
References
Trevino, L.K. & Nelson, K.A. (2006).Managing business ethics: Straight talk about how to do it right (4th ed.). Hoboken, NJ: John Wiley & Sons.
1. How many significant figures are in the number 0.0030 g?
A. 1 B. 2 C. 4 D. 5
2. Which of the following is equivalent to 1 µg?
A. 1000 ng B. 1000 kg C. 10–3 g D. 1000 mg
3. If the density of a sample is given as 6.57 g/mL, what volume does a 22.5 g sample occupy?
A. 148 mL B. 3.42 mL C. 0.292 mL D. 6.57 mL
4. The following unit, °C, is a measure of
A. mass B. volume C. temperature D. heat
5. The dosage of a narcotic containing cough syrup is dispensed at the rate of 0.250 mL per kilogram
per dose for adult females. The prescription is written for three days and is to be taken four times per
day. What volume of the medication should be dispensed for a 108 lb adult female?
A. 59.5 mL B. 225 mL C. 1.02 mL D. 147 mL
6. Which of the following would be considered a hypothesis?
A. The volume of a sample was measured at 1.86 mL
B. The color of the sample was recorded as clear green
C. The color of the sample changed to dark blue when 10.0 mL of acid were added to the sample,
and bubbles evolved from the mixture.
D. Since bases sometimes react with acids to produce gaseous products, the sample is likely some
kind of base.
7. The energy in a chemical bond, such as a covalent bond, is an example of ______________ energy.
A. kinetic B. potential
8. On a cool day in autumn, the temperature was 9.0°C. What does this correspond to in degrees
Fahrenheit?
A. 5.0 °F B. 9.0 °F C. 16 °F D. 48 °F
9. The number 5 X 10–3 can be written in full as:
A. 0.005 B. 0.05 C. 500 D. 500010. Convert 23 cm into
10. inches and report the answer with the correct number of sigfigs.
A. 0.11 in B. 9.1 in C. 9.055 in D. 58 in
11. A quantitative measurement was recorded as: The mass = 25. Why is this measurement recorded
incorrectly?
A. The measurement does not include any description of the sample.
B. The measurement does not have enough significant figures.
C. The measurement does not include the mass unit in which the measurement was taken.
D. None of the above. It is an example of an appropriate way to record a quantitative measurement.
12. Convert one serving of vegetables (2.5 oz) to grams.
A. 0.014 g B. 0.88 g C. 71 g D. 11 g
13. The dimensions of a room are typically given in feet, but carpeting is sold by the square yard. How
many square yards of carpet are required to cover the floor of a room that is 12 feet wide by 18 feet
long? There are 3 ft in one yard.
A. 12 yd2 B. 18 yd2 C. 24 yd2 D. 216 yd2
14. What is the mass in g of 30.0 mL of a liquid if its density is 0.60g/mL?
A. 0.056 g B. 0.020 g C. 50. g D. 18 g
15. The number 0.0004210 L expressed in scientific notation becomes
A. 4.21 X 10–4 L B. 4.210 X 10–3 L C. 4.210 X 10–4 L D. 4.210 X 104 L
16. A patient is 6 feet 2 inches tall (1 ft = 12 in). Express this height in m and report the answer with 2
sigfigs.
A. 29 m B. 1.9 m C. 74 m D. 188 m
17. The side of a box was measured as 1.675 meters. Convert this measurement to centimeters.
A. 0.01675 cm B. 0.1675 cm C. 167.5 cm D. 1675 cm
18. Which of the following numbers or conversions are exact?
A. 12 inches = 1 foot
B. 1 mL = 1000 µL
C. There are 12 children in the room
D. All of these are exact
19. Convert 147 lb into kg.
A. 3.09 kg B. 30.6 kg C. 324 kg D. 66.7 kg
20. A student is instructed to determine the density of an unknown. The mass of an empty beaker is
25.678 g. The student adds 10.15 mL of the unknown to the beaker. The mass of the beaker and the
unknown is 56.750 g. What is the density of the unknown?A. 31.07 g/mL B. 5.591 g/mL C. 3.061 g/mL D. 0.3267 g/Ml
SAMPLE ANSWER
Chemistry Term Paper
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Leading and Change Management Order Instructions: Case study research assignment (50%): An essay of 3,000 words identifying a strategic planning or change management initiative within an organisation with which you are working or with which you are familiar.
Leading and Change Management
The requirement can be past, present or future. The essay will need to draw heavily upon the learnings from the workshops supported by students’ own research.
Leading and Change Management Essay Sample Answer
Leading and Change Management
Assessment of the strategic initiatives employed in the case study: Journey of Hong Kong Public Teaching Hospital in Preparation of Hospital Accreditation will be based on Kotter’s 8-Step Change Model. Strategic planning refers to a disciplined attempt that offers basic decisions and actions, which contribute to the shaping and guiding what a firm is, what a firm does, and why such a firm does what is does, in relation to the future (Heward, Hutchins & Keleher, 2007, 176). Strategic planning focuses on three cyclical elements, which are often known as the ABCs of strategic planning. They include: moving from component A to component B takes into consideration the clarification of vision, mission and objectives; moving from component A to component C represents a process of strategy development/formulation, whereas moving from component C to component B represents the aspect of strategy implementation. The case study focuses on the aspect of preparation accreditation, which is aimed at transforming Queen Mary Hospital’s culture and fostering safety, effectiveness, reliability of services and quality.
In 2008, Hong Kong SAR Administration and Hospital Authority’s Food and Health Bureau launched a pilot plan of hospital accreditation. Accreditation involves a process in which health institutions/hospitals struggle to offer high quality care in relation to the external peer-reviewed standards (Chiu, Seto & Lai, 2011, pp. 231). This concept is gaining a global popularity, but happens to be a novel idea in Hong Kong’s health care system. Most of the workers are ignorant of the concept or means of preparation. As such, developing new ideas can be discouraging to both frontline staff and hospital executives. This problem can be compounded by situations in which health care facilities lack sound and robust quality management schemes/plans.
In relation to Kotter’s 8-Steps Change model, Queen Mary’s management should be developing a sense of necessity/urgency, which is step 1. Major projects of change can emerge successful when they obtain adequate support from the organization’s employees. As such, organizations should ensure that they begin the process of transforming their institutions by convincing members of staff of the significance and urgency of moving a new direction. In relation to this, the hospital’s management should gather it staff members and inform them about the hospital need for accreditation (Heward, Hutchins & Keleher, 2007, 177). Being that accreditation is aimed at improving the quality of health care services in hospitals, Queen Mary’s management should inform its staff about this necessity. Moreover, since many health care employees are unaware of this concept, the hospital’s management should use this opportunity to inform them about it, and its significance. This step is significant in ensuring that the hospital’s employees develop the determination/willpower to move and win.
A false sense of necessity/urgency and complacency alongside anger, frustration and anxiety act as the principle stumbling blocks to change in organizations. To succeed individuals should often focus on the significant/important aspects of change. Creating a sense of urgency will ensure that the hospital’s management succeeds in minimizing cases of complacency, anger and anxiety among its employees in relation to the intended change. In the real sense, urgency not only acts as a significant trigger for the change, but also serves as the engine or driving force of change (Hillol & Viswanath, 2013, pp. 1125). Successful creation of a sense of necessity among staff members requires that change management leaders, point out the risks and potential opportunities that arise from the business environment in relation to the intended change. Successful leaders often accomplish this goal by appealing to the minds and hearts of workers. One of the approaches that the firm’s management can employ in accomplishing this goal is conducting a SWOT analysis.
SWOT analysis will play a vital role in pointing out the external environmental aspects, which are the threats and opportunities, and the internal environmental aspects/company’s internal environment dimensions, which are weaknesses and threats. While addressing weaknesses and threats, focusing on the opportunities provides suitable platform on which the organization’s management can build strengths and enhance performance (Heward, Hutchins & Keleher, 2007, 178). Exploring the hospitals internal environment helps in the revelation of its core competencies alongside its distinctive core competencies as shown below:
Leading and Change Management Essay Strengths
Significance of Queen Mary Hospital to the community: the hospital acts as a tertiary referral center kidney, heart, liver, bone marrow transplantation and lung (Chiu, Seto & Lai, 2011, pp. 231). Moreover, the institution is affiliated to the University of Hong Kong, which makes it significant to students who often conduct some of their learning it.
Financial position of the institution: Currently, the hospital’s annual is estimated to be over HK$30 billion. This robust financial position is significant in funding the intended change (Chiu, Seto & Lai, 2011, pp. 231).
Robust Partnership: Being a public teaching hospital, the Hong Kong SAR Administration and Hospital Authority’s Food and Health Bureau has opted to partner with the firm in enhancing the implementation of the change.
Robust staff Capacity: The hospital employees more than 4800 individuals who can be employed in leveraging the process of delivering of high quality care.
Leading and Change Management Essay Weaknesses
Many staff members with the organization are not aware of the concept of accreditation (Chiu, Seto & Lai, 2011, pp. 231).
The hospital lacks a suitable mechanism of ensuring that its staff members deliver high quality care to patients.
Conducting an assessment on the external environment will help the hospital’s management identify the following threats and opportunities.
Leading and Change Management Essay Opportunities
Support from the government: Hong Kong’s government aims at enhancing the process of change implementation in Queen Mary Hospital (QMH) through the Food and Health Bureau
Support from the NGOs: Apart from the government , the change implementation process in the hospital is supported by the ACHS (Australian Council of Health Standards)
Most health institutions in the country have not implemented this concept: the hospital is at an advantage of gaining a competitive benefit over its rivals who in terms of delivery high quality care to patients. Many health care institutions (Hong Kong Authority Hospitals) have not implemented the concept as it is not popular in Hong Kong.
Leading and Change Management Essay Threats
Threat from the Inclusion of other Hospitals in Change’s Pilot Scheme: other hospitals are also inclined towards the implementation of the same change in their institutions. The accreditation exercise has been joined by three private health care institutions and five public hospitals (Chiu, Seto & Lai, 2011, pp. 231). As such, the organization is likely to face an intense rivalry from these institutions in terms of funding from the sponsors. Besides, the Queen Mary Hospital is likely to witness intense rivalry from these institutions in relation to the delivery of high quality health care, which is the principle purpose of the accreditation process.
Step 2: Establishing a Guiding Coalition
Formation of a coalition of individuals to be in charge of leading the change exercise process acts a significant step towards the realization of a successful change implementation process. Members of the team should have enough expertise, credibility, power, and excellent skills of leadership. Moreover, these individuals should have a share aim as it is vital in the realization of a successful strategy implementation process (Hillol & Viswanath, 2013, pp. 1127). When members of the change implementation team have a common objectives, issues such as conflicts, which are always associated with different interests, can be minimized in an effective manner. Moreover, lack of a shared objective among individuals selected to spearhead the project can result into wastage of resources. As such, organizations should ensure that they are involved in the selection of individuals who have shared goals to lead the change exercise.
The consideration of aspects of leadership skills, expertise, credibility and power is also significant in ensuring that individual who are selected to lead the strategy implementation have the necessary physical and intellectual abilities, which are required for successful execution of the change implementation exercise. Such abilities are vial in ensuring that these individuals provide adequate guidance to other people who are included in the change process. Furthermore, the possession of such potentials is significant in ensuring that the core team is at a suitable position of addressing challenges that can be encountered during the strategy implementation process in an effective manner.
Queen Mary Hospital’s management responded to the accreditation exercise an effective way. This reaction occurred twenty-four months prior to the formal process of accrediting QMH. The formation of the projects core team took into consideration individuals from with robust leadership skills, credibility and expertise (Hillol & Viswanath, 2013, pp. 1129). These individuals were recruited from various disciplines such as allied health, nursing, laboratory, administration, clinical specialties and pharmacy among others. Such a selection was significant in ensuring that issues from various perspectives cold be integrated, thereby leading to the realization of a rational decision-making process. QMH’s Chief Executive acted as the core team’s patron. The core team’s function was to oversee the entire change implementation/accreditation exercise.
Step 3: Establishing a Change Vision
The third step that could have been followed during the implementation of the change is development of a vision for the strategy. This role was to be played by the core team. The establishment of a vision for the change could have served as a basis for efficient decision-making. Efficient decision-making during change implementation can be accomplished in an effective manner when an appropriate vision is developed for the exercise. Developing a vision for a change implementation exercise ensures that strategy executors have a clear direction of as to where the project heads.
Developing a vision for the project could have also contributed to the motivation of the core team members towards taking action in the appropriate direction in case the initial steps of the project happened to be painful. Strategy implantation is not a smooth process as it is always associated with other drawbacks such lack of adequate funding, conflicts among core members and resistance (Scott, 2010, 481). As such, establishing a clear vision for the process is vital in ensuring that core team members remain in the right path despite encountering such challenges. Furthermore, such vision offers a significant meaning to individuals. It also serves as glue that binds every aspect of the change implantation process.
QMC’s management could have ensured that a clear vision is developed for the accreditation exercise. This vision needed to be imaginable, desirable, feasible, focused, flexible and communicable. By being imaginable, the vision could have ensured that it conveys a clear picture/view of what the future would be to the organization. This feature could have contributed positively to the motivation of core team members, and other stake holders. The aspect of desirability could have ensured that the vision remain appealing to the long-term interests of the organization’s management, staff and other stakeholders, thereby minimizing cases of resistance (Hafiz, Ali-Fazal & Fareeha, 2014, 194). The aspect of feasibility could have ensured that the accreditation’s vision contain attainable and realistic goals. For instance, change’s vision could have been developed in manner that does not compromise the organization’s financial potential of HK$30 million. This undertaking could have ensured that the company’s resources are taken into consideration, thereby minimizing the wastage of the firm’s resources. By being focused, the strategy’s vision could have provided a clear guidance on the direction that should be taken in relation to the realization of an effective decision-making process. Consequently, the aspect of flexibility could have ensured that the strategy’s vision allow alternative responses and individual initiative in relation to the changing circumstances involved in the accreditation exercise. Some of the factors that could have been considered in the attainment of this goal are the company’s resources and other alternatives of funding. By being communicable, the change’s vision could have ensured that it is explained in an easy and quick manner to the target group or stakeholders (Foltin & Keller, 2012). This aspect could have also contributed significantly to the minimization of cases of resistance from the firm’s employees/staff members.
Step 4: Communication of the Vision for Buy-In
The next step that could have been embraced by QMH’s management is spreading the strategy’s vision through the firm/organization. This approach could have ensured assisted the organization management in receiving opinions of employees about the vision (Feyerherm et al, 2014, pp. 1167). As such, it could have provided a suitable platform on which changes that matched the interest of employees could have been made. Moreover, this step could have provided a suitable platform on which employee engagement could have been achieved. Employee engagement in a strategy implementation exercise helps in minimizing cases of resistance as it makes them feel as part of the change process.
Effective communication of the change’s vision is significant in ensuring that all individuals involved in the change implementation exercise comprehend the process. As such, QMH’s management could have ensured that they employ various mechanisms in communicating the strategy’s vision to employees and other stakeholders. For instance, the organization’s management could have attempted to employ mechanisms such as story telling in communicating the vision to the target groups (employees and stakeholders). Such an approach could have helped in making the strategy’s vision more vivid than in a situation in which only words were used in communicating it (Decker et al, 2012, pp. 43). Leaders should ensure that they motivate and inspire employees as this helps in overcoming cases of mistrusts in the organization.
Step 5: Empowerment of Borad-Based Action
Once QMH’s management had ascertained that its employees had accepted the novel vision, it could have adopted measures that are aimed at empowering employees to act upon the new vision. The core team can contribute significantly to the realization for this goal. This team can achieve this objective by engaging in an active removal of barriers, which are associated with the accreditation process. In the case study, is clear that the core team engaged in the identification and elimination of barriers that were encountered during the accreditation exercise. Some of these barriers were complacency, vested interest, technical businesses terms, inertia, lack of alignment of key stake holders and core team members understanding and ideology on accreditation and poorly managed meeting among others (Diane et al, 2014, pp. 75). Leaders should ensure that they are involved in a active process of addressing the barriers or resistances to change.
The Four types of resistance that leaders should focus on addressing are rational factors that arise from different evaluations between management and employees concerning the need for change and results, non-rational factors such as emotional responses, poor management and political factors. As seen in the Case study, individuals often resist organizational change due to self-interest or vested interest. Besides, individuals can resist change due to issues such as disturbance/interruption of social networks, loss of face, and fear of unknown outcomes and change-averse among others (Canato, Ravasi &Philips, 2013, 1743). Some of the methods that people often employ in resisting change are anticipation and humor. As such, leaders should prepare adequately to address such issues as resistance can lead to skill gaps. After addressing such issues, QMH’s management could have ensured that all members possess appropriate systems, tools and skills that are needed in the realization of the intended change. In addition, the organization’s information systems and human resource systems could have been employed in implementing the vision at this stage.
Step 6: Generation of Short-Term
QMH’s management could have then proceeded to the generation of short-term wins stage. Major and long-term efforts of change often lose their momentum earlier than expected. For change implementers to uphold/maintain the sense of urgency and motivation of everyone involved, they need to point out their short term successes. This step could have involved the mentioning of the successes that the company has achieved prior to the achievement of the main objective (Casida & Parker, 2011, pp. 484). Besides, the company could have enhanced this step by celebrating such achievements. This often plays often contributes positively to members’ motivation, which is essential for the accomplishment of the project’s main objective.
Short-term wins also contributes to the taking out of winds of sails of resistors and cynics. Research indicates that organizations that witness significant short-term successes have higher chances of completing their transformation processes in successful ways that those firms that do not witness significant short-term wins (Casida & Parker, 2011, pp. 485). Such organizations are often characterized by high levels of motivation on the part of employees and members of core teams.
Step 7: Consolidation of Gains and Production of More Change
Declaration of victor prior to the full incorporation of the business improvement and changes into the organization’s culture can lead to a significant failure. As such, firms should not overindulge in the celebration of short-term success as such this tendency may lead to the loss of focus on the major vision. Moreover, such an act can result into the killing of the ongoing momentum, thereby allowing resistors to gain control of the process (Taina, 2013, pp. 54). In relation to this, the company’s management should have also taken this aspect into its consideration while celebrating its short-term wins during the change implementation exercise.
Project leaders should use this stage a suitable platform on which they can realize more change. They should ensure that they employ the increased credibility from the previous wins in enhancing the change process. At this stage, QMH’s management could have involved new groups of individuals in the process of accreditation (Taina, 2013, pp. 56). Moreover, such individual could have been promoted to major roles. The level of focus and urgency should be kept constant to avoid people from engaging in activities or actions that can derail the change implementation process.
Step 8: Incorporation of Changes into the organization’s Culture
The final stage of the Kotter’s 8-steps Change model involves the incorporation of the changes into the organization’s culture. In relation to this, QHM’s management could have finalized the accreditation process by incorporating the policies and guidelines that are associated with it into the organization’s culture. After incorporating these approaches into the firm’s culture, the management could have embarked on constant process of communicating the improvements or benefits realized from the accreditation process (Tyler & Jonathan, 2014, 327). Consequently, this stage should be accompanied by the establishment of leadership succession and development plans, which are in line with the norms and values of accreditation.
Processes of change often put significant demands on managers and executives alongside the entire organization. Kotter’s 8-step framework offers a robust checklist for many things that should be taken into consideration during the process of change execution (Wilson, 2014, pp. 49). The key requirements/prerequisites for the steps involved in this model are a sense of urgency, excellent leadership, open information exchange or open communication among the involved groups and constant communication across various levels of the company.
Leading and Change Management Essay Reference List
Canato, A., Ravasi, D & Philips, N. (2013). “Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation during the Implementation of Six Sigma at 3M,” Academy of Management Journal, 56(6), pp. 1724-753.
Casida, J & Parker, J. (2011). “Staff Nurse Perceptions of Nurse Manager Leadership Styles and Outcomes,” Journal of Nursing Management, 19(1), pp. 478-486
Chiu, A., Seto, W & Lai, L. (2011). “Journey of a Hong Kong Public Teaching Hospital in Preparation of Hospital Accreditation,” Hong Kong Medical Journal, 17(1), pp. 231-236.
Decker et al. (2012). “Predicting Implementation Failure in Organization Change. Journal of Organizational Culture,” Communications & Conflict, 16(2), pp. 39-59.
Diane et al. (2014). “A Theory of Organization HER Affordance Actualization,” Journal of Association for Information Systems, 15(2), pp. 53-85.
Feyerherm et al. (2014). “Partners for a Healthy City: Implementing Policies and Environmental Changes within Organizations to Promote Health,” American Journal of Public Health, 104(7), pp. 1165-1168
Foltin, A & Keller, R. (2012). “Leading Change with Emotional Intelligence,” Nursing Management: Retrieved from: www.nursingmanagement.com
Hafiz, N., Ali-Fazal, A & Fareeha, Z. (2014). “Four Factors to Influence Organization & Employee Commitment to Change within Pakistan,” International Journal of Information Business & Management, 6(4), pp. 183-200
Heward, S., Hutchins, C & Keleher, H. (2007). “Organizational Change-Key to Capacity Building and Effective Health Promotion,” Health Promotion International, 22(2), pp. 170-178
Hillol, B & Viswanath, V. (2013). “Changes in Employee’ Job Characteristics During an Enterprise System Implementation: A Latent Growth Modeling Perspective,” MIS Quarterly, 37(4), pp. 1113-1135.
Scott, S. (2010). “We’Re Changing or Are We? Untangling the Role of Progressive, Regressive and Stability Narratives during Strategic Change Implementation,” Academy of Management Journal, 53(3), pp. 477-512
Sotanto et al. (2008). “Change Management in Inter-organizational Systems for the Public” Journal of Management Information Systems, 25(3), pp. 133-175
Taina, S. (2013). “Change Implementation in Intercultural Context: A Case Study of Creating Readiness to Change,” Journal of Global Business Issues, 7(2), pp. 51-58
Tyler, T & Jonathan, C. (2014). “Pressure and Performance: Buffering Capacity and the Cyclical Impact of Accreditation Inspections on Risk-Adjusted Mortality,” Journal of Healthcare Management, 59(5), pp. 323-335
Wilson, J. (2014). “Managing Change Successfully,” Journal of Accountancy, 217(4), pp. 38-41
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Case study research assignment (50%): An essay of 3,000 words identifying a strategic planning or change management initiative within an organisation with which you are working or with which you are familiar. The requirement can be past, present or future. The essay will need to draw heavily upon the learnings from the workshops supported by students’ own research.
SAMPLE ANSWER
Leading and Managing Change
Assessment of the strategic initiatives employed in the case study: Journey of Hong Kong Public Teaching Hospital in Preparation of Hospital Accreditation will be based on Kotter’s 8-Step Change Model. Strategic planning refers to a disciplined attempt that offers basic decisions and actions, which contribute to the shaping and guiding what a firm is, what a firm does, and why such a firm does what is does, in relation to the future (Heward, Hutchins & Keleher, 2007, 176). Strategic planning focuses on three cyclical elements, which are often known as the ABCs of strategic planning. They include: moving from component A to component B takes into consideration the clarification of vision, mission and objectives; moving from component A to component C represents a process of strategy development/formulation, whereas moving from component C to component B represents the aspect of strategy implementation. The case study focuses on the aspect of preparation accreditation, which is aimed at transforming Queen Mary Hospital’s culture and fostering safety, effectiveness, reliability of services and quality.
In 2008, Hong Kong SAR Administration and Hospital Authority’s Food and Health Bureau launched a pilot plan of hospital accreditation. Accreditation involves a process in which health institutions/hospitals struggle to offer high quality care in relation to the external peer-reviewed standards (Chiu, Seto & Lai, 2011, pp. 231). This concept is gaining a global popularity, but happens to be a novel idea in Hong Kong’s health care system. Most of the workers are ignorant of the concept or means of preparation. As such, developing new ideas can be discouraging to both frontline staff and hospital executives. This problem can be compounded by situations in which health care facilities lack sound and robust quality management schemes/plans.
In relation to Kotter’s 8-Steps Change model, Queen Mary’s management should be developing a sense of necessity/urgency, which is step 1. Major projects of change can emerge successful when they obtain adequate support from the organization’s employees. As such, organizations should ensure that they begin the process of transforming their institutions by convincing members of staff of the significance and urgency of moving a new direction. In relation to this, the hospital’s management should gather it staff members and inform them about the hospital need for accreditation (Heward, Hutchins & Keleher, 2007, 177). Being that accreditation is aimed at improving the quality of health care services in hospitals, Queen Mary’s management should inform its staff about this necessity. Moreover, since many health care employees are unaware of this concept, the hospital’s management should use this opportunity to inform them about it, and its significance. This step is significant in ensuring that the hospital’s employees develop the determination/willpower to move and win.
A false sense of necessity/urgency and complacency alongside anger, frustration and anxiety act as the principle stumbling blocks to change in organizations. To succeed individuals should often focus on the significant/important aspects of change. Creating a sense of urgency will ensure that the hospital’s management succeeds in minimizing cases of complacency, anger and anxiety among its employees in relation to the intended change. In the real sense, urgency not only acts as a significant trigger for the change, but also serves as the engine or driving force of change (Hillol & Viswanath, 2013, pp. 1125). Successful creation of a sense of necessity among staff members requires that change management leaders, point out the risks and potential opportunities that arise from the business environment in relation to the intended change. Successful leaders often accomplish this goal by appealing to the minds and hearts of workers. One of the approaches that the firm’s management can employ in accomplishing this goal is conducting a SWOT analysis.
SWOT analysis will play a vital role in pointing out the external environmental aspects, which are the threats and opportunities, and the internal environmental aspects/company’s internal environment dimensions, which are weaknesses and threats. While addressing weaknesses and threats, focusing on the opportunities provides suitable platform on which the organization’s management can build strengths and enhance performance (Heward, Hutchins & Keleher, 2007, 178). Exploring the hospitals internal environment helps in the revelation of its core competencies alongside its distinctive core competencies as shown below:
Strengths:
Significance of Queen Mary Hospital to the community: the hospital acts as a tertiary referral center kidney, heart, liver, bone marrow transplantation and lung (Chiu, Seto & Lai, 2011, pp. 231). Moreover, the institution is affiliated to the University of Hong Kong, which makes it significant to students who often conduct some of their learning it.
Financial position of the institution: Currently, the hospital’s annual is estimated to be over HK$30 billion. This robust financial position is significant in funding the intended change (Chiu, Seto & Lai, 2011, pp. 231).
Robust Partnership: Being a public teaching hospital, the Hong Kong SAR Administration and Hospital Authority’s Food and Health Bureau has opted to partner with the firm in enhancing the implementation of the change.
Robust staff Capacity: The hospital employees more than 4800 individuals who can be employed in leveraging the process of delivering of high quality care.
Weaknesses:
Many staff members with the organization are not aware of the concept of accreditation (Chiu, Seto & Lai, 2011, pp. 231).
The hospital lacks a suitable mechanism of ensuring that its staff members deliver high quality care to patients.
Conducting an assessment on the external environment will help the hospital’s management identify the following threats and opportunities.
Opportunities:
Support from the government: Hong Kong’s government aims at enhancing the process of change implementation in Queen Mary Hospital (QMH) through the Food and Health Bureau
Support from the NGOs: Apart from the government , the change implementation process in the hospital is supported by the ACHS (Australian Council of Health Standards)
Most health institutions in the country have not implemented this concept: the hospital is at an advantage of gaining a competitive benefit over its rivals who in terms of delivery high quality care to patients. Many health care institutions (Hong Kong Authority Hospitals) have not implemented the concept as it is not popular in Hong Kong.
Threats:
Threat from the Inclusion of other Hospitals in Change’s Pilot Scheme: other hospitals are also inclined towards the implementation of the same change in their institutions. The accreditation exercise has been joined by three private health care institutions and five public hospitals (Chiu, Seto & Lai, 2011, pp. 231). As such, the organization is likely to face an intense rivalry from these institutions in terms of funding from the sponsors. Besides, the Queen Mary Hospital is likely to witness intense rivalry from these institutions in relation to the delivery of high quality health care, which is the principle purpose of the accreditation process.
Step 2: Establishing a Guiding Coalition
Formation of a coalition of individuals to be in charge of leading the change exercise process acts a significant step towards the realization of a successful change implementation process. Members of the team should have enough expertise, credibility, power, and excellent skills of leadership. Moreover, these individuals should have a share aim as it is vital in the realization of a successful strategy implementation process (Hillol & Viswanath, 2013, pp. 1127). When members of the change implementation team have a common objectives, issues such as conflicts, which are always associated with different interests, can be minimized in an effective manner. Moreover, lack of a shared objective among individuals selected to spearhead the project can result into wastage of resources. As such, organizations should ensure that they are involved in the selection of individuals who have shared goals to lead the change exercise.
The consideration of aspects of leadership skills, expertise, credibility and power is also significant in ensuring that individual who are selected to lead the strategy implementation have the necessary physical and intellectual abilities, which are required for successful execution of the change implementation exercise. Such abilities are vial in ensuring that these individuals provide adequate guidance to other people who are included in the change process. Furthermore, the possession of such potentials is significant in ensuring that the core team is at a suitable position of addressing challenges that can be encountered during the strategy implementation process in an effective manner.
Queen Mary Hospital’s management responded to the accreditation exercise an effective way. This reaction occurred twenty-four months prior to the formal process of accrediting QMH. The formation of the projects core team took into consideration individuals from with robust leadership skills, credibility and expertise (Hillol & Viswanath, 2013, pp. 1129). These individuals were recruited from various disciplines such as allied health, nursing, laboratory, administration, clinical specialties and pharmacy among others. Such a selection was significant in ensuring that issues from various perspectives cold be integrated, thereby leading to the realization of a rational decision-making process. QMH’s Chief Executive acted as the core team’s patron. The core team’s function was to oversee the entire change implementation/accreditation exercise.
Step 3: Establishing a Change Vision
The third step that could have been followed during the implementation of the change is development of a vision for the strategy. This role was to be played by the core team. The establishment of a vision for the change could have served as a basis for efficient decision-making. Efficient decision-making during change implementation can be accomplished in an effective manner when an appropriate vision is developed for the exercise. Developing a vision for a change implementation exercise ensures that strategy executors have a clear direction of as to where the project heads.
Developing a vision for the project could have also contributed to the motivation of the core team members towards taking action in the appropriate direction in case the initial steps of the project happened to be painful. Strategy implantation is not a smooth process as it is always associated with other drawbacks such lack of adequate funding, conflicts among core members and resistance (Scott, 2010, 481). As such, establishing a clear vision for the process is vital in ensuring that core team members remain in the right path despite encountering such challenges. Furthermore, such vision offers a significant meaning to individuals. It also serves as glue that binds every aspect of the change implantation process.
QMC’s management could have ensured that a clear vision is developed for the accreditation exercise. This vision needed to be imaginable, desirable, feasible, focused, flexible and communicable. By being imaginable, the vision could have ensured that it conveys a clear picture/view of what the future would be to the organization. This feature could have contributed positively to the motivation of core team members, and other stake holders. The aspect of desirability could have ensured that the vision remain appealing to the long-term interests of the organization’s management, staff and other stakeholders, thereby minimizing cases of resistance (Hafiz, Ali-Fazal & Fareeha, 2014, 194). The aspect of feasibility could have ensured that the accreditation’s vision contain attainable and realistic goals. For instance, change’s vision could have been developed in manner that does not compromise the organization’s financial potential of HK$30 million. This undertaking could have ensured that the company’s resources are taken into consideration, thereby minimizing the wastage of the firm’s resources. By being focused, the strategy’s vision could have provided a clear guidance on the direction that should be taken in relation to the realization of an effective decision-making process. Consequently, the aspect of flexibility could have ensured that the strategy’s vision allow alternative responses and individual initiative in relation to the changing circumstances involved in the accreditation exercise. Some of the factors that could have been considered in the attainment of this goal are the company’s resources and other alternatives of funding. By being communicable, the change’s vision could have ensured that it is explained in an easy and quick manner to the target group or stakeholders (Foltin & Keller, 2012). This aspect could have also contributed significantly to the minimization of cases of resistance from the firm’s employees/staff members.
Step 4: Communication of the Vision for Buy-In
The next step that could have been embraced by QMH’s management is spreading the strategy’s vision through the firm/organization. This approach could have ensured assisted the organization management in receiving opinions of employees about the vision (Feyerherm et al, 2014, pp. 1167). As such, it could have provided a suitable platform on which changes that matched the interest of employees could have been made. Moreover, this step could have provided a suitable platform on which employee engagement could have been achieved. Employee engagement in a strategy implementation exercise helps in minimizing cases of resistance as it makes them feel as part of the change process.
Effective communication of the change’s vision is significant in ensuring that all individuals involved in the change implementation exercise comprehend the process. As such, QMH’s management could have ensured that they employ various mechanisms in communicating the strategy’s vision to employees and other stakeholders. For instance, the organization’s management could have attempted to employ mechanisms such as story telling in communicating the vision to the target groups (employees and stakeholders). Such an approach could have helped in making the strategy’s vision more vivid than in a situation in which only words were used in communicating it (Decker et al, 2012, pp. 43). Leaders should ensure that they motivate and inspire employees as this helps in overcoming cases of mistrusts in the organization.
Step 5: Empowerment of Borad-Based Action
Once QMH’s management had ascertained that its employees had accepted the novel vision, it could have adopted measures that are aimed at empowering employees to act upon the new vision. The core team can contribute significantly to the realization for this goal. This team can achieve this objective by engaging in an active removal of barriers, which are associated with the accreditation process. In the case study, is clear that the core team engaged in the identification and elimination of barriers that were encountered during the accreditation exercise. Some of these barriers were complacency, vested interest, technical businesses terms, inertia, lack of alignment of key stake holders and core team members understanding and ideology on accreditation and poorly managed meeting among others (Diane et al, 2014, pp. 75). Leaders should ensure that they are involved in a active process of addressing the barriers or resistances to change.
The Four types of resistance that leaders should focus on addressing are rational factors that arise from different evaluations between management and employees concerning the need for change and results, non-rational factors such as emotional responses, poor management and political factors. As seen in the Case study, individuals often resist organizational change due to self-interest or vested interest. Besides, individuals can resist change due to issues such as disturbance/interruption of social networks, loss of face, and fear of unknown outcomes and change-averse among others (Canato, Ravasi &Philips, 2013, 1743). Some of the methods that people often employ in resisting change are anticipation and humor. As such, leaders should prepare adequately to address such issues as resistance can lead to skill gaps. After addressing such issues, QMH’s management could have ensured that all members possess appropriate systems, tools and skills that are needed in the realization of the intended change. In addition, the organization’s information systems and human resource systems could have been employed in implementing the vision at this stage.
Step 6: Generation of Short-Term
QMH’s management could have then proceeded to the generation of short-term wins stage. Major and long-term efforts of change often lose their momentum earlier than expected. For change implementers to uphold/maintain the sense of urgency and motivation of everyone involved, they need to point out their short term successes. This step could have involved the mentioning of the successes that the company has achieved prior to the achievement of the main objective (Casida & Parker, 2011, pp. 484). Besides, the company could have enhanced this step by celebrating such achievements. This often plays often contributes positively to members’ motivation, which is essential for the accomplishment of the project’s main objective.
Short-term wins also contributes to the taking out of winds of sails of resistors and cynics. Research indicates that organizations that witness significant short-term successes have higher chances of completing their transformation processes in successful ways that those firms that do not witness significant short-term wins (Casida & Parker, 2011, pp. 485). Such organizations are often characterized by high levels of motivation on the part of employees and members of core teams.
Step 7: Consolidation of Gains and Production of More Change
Declaration of victor prior to the full incorporation of the business improvement and changes into the organization’s culture can lead to a significant failure. As such, firms should not overindulge in the celebration of short-term success as such this tendency may lead to the loss of focus on the major vision. Moreover, such an act can result into the killing of the ongoing momentum, thereby allowing resistors to gain control of the process (Taina, 2013, pp. 54). In relation to this, the company’s management should have also taken this aspect into its consideration while celebrating its short-term wins during the change implementation exercise.
Project leaders should use this stage a suitable platform on which they can realize more change. They should ensure that they employ the increased credibility from the previous wins in enhancing the change process. At this stage, QMH’s management could have involved new groups of individuals in the process of accreditation (Taina, 2013, pp. 56). Moreover, such individual could have been promoted to major roles. The level of focus and urgency should be kept constant to avoid people from engaging in activities or actions that can derail the change implementation process.
Step 8: Incorporation of Changes into the organization’s Culture
The final stage of the Kotter’s 8-steps Change model involves the incorporation of the changes into the organization’s culture. In relation to this, QHM’s management could have finalized the accreditation process by incorporating the policies and guidelines that are associated with it into the organization’s culture. After incorporating these approaches into the firm’s culture, the management could have embarked on constant process of communicating the improvements or benefits realized from the accreditation process (Tyler & Jonathan, 2014, 327). Consequently, this stage should be accompanied by the establishment of leadership succession and development plans, which are in line with the norms and values of accreditation.
Processes of change often put significant demands on managers and executives alongside the entire organization. Kotter’s 8-step framework offers a robust checklist for many things that should be taken into consideration during the process of change execution (Wilson, 2014, pp. 49). The key requirements/prerequisites for the steps involved in this model are a sense of urgency, excellent leadership, open information exchange or open communication among the involved groups and constant communication across various levels of the company.
Reference List
Canato, A., Ravasi, D & Philips, N. (2013). “Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation during the Implementation of Six Sigma at 3M,” Academy of Management Journal, 56(6), pp. 1724-753.
Casida, J & Parker, J. (2011). “Staff Nurse Perceptions of Nurse Manager Leadership Styles and Outcomes,” Journal of Nursing Management, 19(1), pp. 478-486
Chiu, A., Seto, W & Lai, L. (2011). “Journey of a Hong Kong Public Teaching Hospital in Preparation of Hospital Accreditation,” Hong Kong Medical Journal, 17(1), pp. 231-236.
Decker et al. (2012). “Predicting Implementation Failure in Organization Change. Journal of Organizational Culture,” Communications & Conflict, 16(2), pp. 39-59.
Diane et al. (2014). “A Theory of Organization HER Affordance Actualization,” Journal of Association for Information Systems, 15(2), pp. 53-85.
Feyerherm et al. (2014). “Partners for a Healthy City: Implementing Policies and Environmental Changes within Organizations to Promote Health,” American Journal of Public Health, 104(7), pp. 1165-1168
Foltin, A & Keller, R. (2012). “Leading Change with Emotional Intelligence,” Nursing Management: Retrieved from: www.nursingmanagement.com
Hafiz, N., Ali-Fazal, A & Fareeha, Z. (2014). “Four Factors to Influence Organization & Employee Commitment to Change within Pakistan,” International Journal of Information Business & Management, 6(4), pp. 183-200
Heward, S., Hutchins, C & Keleher, H. (2007). “Organizational Change-Key to Capacity Building and Effective Health Promotion,” Health Promotion International, 22(2), pp. 170-178
Hillol, B & Viswanath, V. (2013). “Changes in Employee’ Job Characteristics During an Enterprise System Implementation: A Latent Growth Modeling Perspective,” MIS Quarterly, 37(4), pp. 1113-1135.
Scott, S. (2010). “We’Re Changing or Are We? Untangling the Role of Progressive, Regressive and Stability Narratives during Strategic Change Implementation,” Academy of Management Journal, 53(3), pp. 477-512
Sotanto et al. (2008). “Change Management in Inter-organizational Systems for the Public” Journal of Management Information Systems, 25(3), pp. 133-175
Taina, S. (2013). “Change Implementation in Intercultural Context: A Case Study of Creating Readiness to Change,” Journal of Global Business Issues, 7(2), pp. 51-58
Tyler, T & Jonathan, C. (2014). “Pressure and Performance: Buffering Capacity and the Cyclical Impact of Accreditation Inspections on Risk-Adjusted Mortality,” Journal of Healthcare Management, 59(5), pp. 323-335
Wilson, J. (2014). “Managing Change Successfully,” Journal of Accountancy, 217(4), pp. 38-41
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Analyze the relevancy of the top three issues critical to the two national unions.
Consider the following:
•What are the issues? Are the issues the same for both unions? Why do you think they are similar or dissimilar?
•What is the source of the statement presenting the issue: a particular political representative, a recent poll, or some other source? Is this source reliable?
•Do you think the issues are relevant to the current world of work? Are the more relevant issues that are not being addressed? Include evidence to support your opinion.
•Do you think the issues could be addressed by management within today’s laws? Why or why not?
•Is there a better alternative than the voice of these two unions?
Present evidence you have found through your research to support your impression of the issues’ relevance to the world of work today.
SAMPLE ANSWER
Labor Unions in America: AFT and SEIU
According to Skurzynski (2008), a union refers to “an alliance of men and women, who fight together for safe working conditions, decent pay, better health benefits, the right to work at whichever jobs they want, and several other additional rights”. In America, there are numerous labor unions, which have taken an active role in championing for the rights of their members, and advocating for favorable legislation for workers within and beyond American borders (Skurzynski, 2008). The American Federation of Teachers (AFT) and the Service Employees International Union (SEIU) are examples of such unions.
AFT was founded in 1916 to represent more than 1.6 million workers within the education sector, as well as nurses and other healthcare personnel (American Federation of Teachers). Through political activism, public engagement, and collective bargaining, the union advocates for economic opportunity, social justice and equity, quality education and healthcare, and democracy. SEIU, on the other hand, was founded in 1921 to represent workers in property services, public services, and healthcare sectors (Service Employees International Union). With more than 2 million union members, SEIU is the fastest growing workers’ union in America. The union campaigns for economic relief for its members, healthcare reform, better working conditions and rights, and social justice.
Both AFT and SEIU address similar issues because, in America today, organizations are more concerned with accumulating wealth than the welfare of their employees. Likewise, the nature of jobs constantly changes while the standard of living continues to rise, and yet, working conditions remain the same. Now more than ever, unions provide the collective bargaining power needed to ensure that employees do not go back to unlivable wages, impossible working hours, and sweatshop working conditions. In the absence of this collective representation, even favorable legislation and policies will have minimal impact on the welfare of employees, if there is no one to strong-arm corporations into enforcing them.
In conclusion, labor unions are exceedingly essential to America’s workforce, and the welfare of middle and low class working families. Without them, there is no better voice to champion for job security, safe working environment, better working rights, and decent wage
References
American Federation of Teachers. (n.d.). About AFT. Retrieved September 10, 2014, from American Federation of Teachers: http://www.aft.org/about/
Service Employees International Union. (n.d.). About SEIU. Retrieved September 10, 2014, from SEIU.org: http://www.seiu.org/our-union/
Skurzynski, G. (2008). Sweat and Blood: A History of U.S. Labor Unions. Minneapolis: Twenty-First Century Books.
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