The Importance of Leadership in Nursing - Free Essay Example

Nursing example essay The importance of leadership is now widely recognised as a key part of overall effective healthcare, and nursing leadership is a crucial part of this as nurses are now the single largest healthcare discipline (Swearingen, 2009). The findings of the Francis Report (2013) raised major questions into the leadership and organisational culture which allowed hundreds of patients to die or come to harm and further found that the wards in Mid Staffordshire, where the worst failures of care were found were the ones that lacked strong and caring leadership, highlighting the crucial role of nurses in leadership. Research into nursing leadership has shown that a culture of good leadership within healthcare is linked to improved patient outcomes, increased job satisfaction, and lower staff turnover rates (MacPhee, 2012). Although the NHS currently faces many challenges such as financial constraints and a growing elderly population, leadership cannot be viewed as an optional role. Previous research by Swearingen (2009) has suggested that educational programmes for nurses do not fully prepare them for leadership roles, and this gap between the demands of clinical roles and adequate educational preparation can result in ineffective leadership in nursing (Feather, 2009). It is important to recognise the critical role that nurses and nurse leaders play in establishing leadership for patient care and the overall culture within which they work (Feather, 2009). Themes explored in this essay will include defining leadership, leadership in nursing, factors that contribute to nursing leadership, and leadership preparation as part of nursing education. What is leadership and culture? Leadership can mean many different things and has clearly evolved in meaning over time (Brady, 2010). Common qualities associated with leadership are influence, innovation, autocracy, and influence (Brady, 2010, Cummings, 2010). A key factor which has remained part of leadership during its evolution has been the ideas that leadership can involve the influence of behaviours, feelings, and actions of other people (Malloy, 2010). Culture is different, and refers to the implicit assumptions that each member of a group or organisation perceives and reacts to different things (Malloy, 2010). Culture is often regarded as a good reflection of what an organisation values most: if compassion and safety are highly regarded, staff will assimilate this (Hutchinson, 2012). Interactions by leaders at all levels of an organisation have been identified as the most important aspect/component of establishing and maintaining a culture of leadership (Malloy, 2010, Hutchinson, 2012). The most senior lev el of leadership within NHS trusts often comes from the board of directors, who have overall responsibility for the overall leadership strategy (Brady. 2010). Nursing leadership Although there are many research articles and books about leadership and management, there has been relatively little research until recently into what nursing leadership entails. Cummings (2008) found that perceptions of nursing leadership were different from general leadership because it placed a greater emphasis on nurses taking responsibility for and improving and influencing the practice environment. Brady (2010) reported that anytime a nurse had recognised authority, they were providing leadership to others. By this argument, student nurses are leaders to their patients, a staff nurse is a leader to student nurses and patients, and the leader to all team members is seen in the ward manager (Brady 2010, Sanderson, 2011). It is also important to distinguish between a manager and a leader (Brady 2010, Sanderson, 2011). Mangers are seen to be those who administer, maintain, and control, whereas leaders are those who are seen to innovate, develop, and inspire (Sanderson, 2011). Wh ilst there is obvious need for managers within the health service, it is vital to realise that there is a clear distinction in the roles of managers and leaders (Sanderson, 2011), and that there are areas where these roles may not overlap (Sanderson, 2011). One of the key challenges facing the NHS is to nurture a culture which allows the delivery of high quality healthcare (MacPhee, 2012) and one of the most influential factors which can impact the delivery of quality patient care is leadership: ensuring there is a clear distinction between management and leadership, and that leaders are equipped with the necessary tools to inspire others to follow their example (Jackson, 2009). Factors which contribute to nursing leadership The systematic review by Cummings (2008) demonstrated that research into nursing leadership falls into two categories à ¢Ã¢â€š ¬Ã¢â‚¬Å" studies of the practices and actions of nursing leaders including the impact of differing healthcare settings, and the effects of different educational backgrounds of nurse leaders. The conclusion from the systematic review by Cummings (2008) suggests that leadership from nurses can be developed by a stronger emphasis placed on leadership in education, and by modelling leadership styles on those which have been seen to be successful in the workplace. Several studies also highlighted personal characteristics which were deemed to promote leadership qualities, such as openness and the motivation to lead others (Jackson, 2009, Brady 2010, Sanderson, 2011). Marriner (2009) also showed that contrary to popular belief, age, experience, and gender did not seem important factors when considering the effectiveness of leadership, and that interpersonal skill s were more important than financial or administrative skills. However this focus on financial and managerial skills seems to suggest an overlap between management and leadership, which has previously been shown to be two different areas (Richardson, 2010, MacPhee, 2012). They also showed that leadership was perceived to be less effective when leaders had less contact with those delivering care, highlighting the importance of nurses on the ward to also be effective leaders (Richardson, 2010, MacPhee, 2012). The emphasis which has been placed on interpersonal skills and relationships between healthcare workers is strongly suggestive that this is an important leadership skill, and could be a key part of leadership development programmes (Malloy, 2010). A recent review of the role of emotional intelligence and nursing leadership highlights the need for emotional intelligence in effective leaders and has been shown to be highly influential on healthcare cultures (Hutchinson, 2012). A lthough the impact of these factors can suggest how best to promote leadership in nursing, it is clear that a thorough understanding and overview of their interactions are needed to fully understand their effectiveness. Sorensen (2008) suggested that these effects can also be promoted through educational programmes, particularly at undergraduate level. Education It is clear that leadership is considered to be fundamental to nursing, and that nurses are now expected to act as leaders across a wide variety of settings (Richardson, 2010). If nurses are expected to undertake such roles it is important that they are adequately trained and prepared for this (Sanderson, 2011). Studies have found that many undergraduate nursing courses now view organisation and management to be fundamental parts of autonomous nursing practice, and it is widely part of the curriculum (Richardson, 2010, Sanderson, 2011). However it is unclear what is actually taught, and much of the content appears to be focused on the transition period from student to qualified nurse (Sanderson, 2011). However it seems that current expectations of leadership within the NHS are not suitable to be taught as isolated elements within the curriculum, and should instead be embraced throughout training and beyond (Richardson, 2010, Sanderson, 2011). The development of leadership skills sh ould also be continued through a nurses career to continually promote the importance of leadership, and to develop newly-qualified nurses into role models for others (Jackson, 2009). Collective leadership In collective leadership there are both individual and collective levels of accountability and responsibility (Cummings, 2008). There is a strong emphasis on regular reflective practice which has been shown to improve the standard of care given by nurses, and strives to make continuous improvement a habit of all within the organisation (Cummings, 2008, Cummings, 2010). This is in contrast to a command and control style of leadership, which displaces responsibility onto individuals and leads to a culture of fear of failure rather than a desire to improve (Feather, 2009). Leadership comes from both the leaders themselves and from the relationships among them and with other members of staff. Key to leadership is also the idea of followership à ¢Ã¢â€š ¬Ã¢â‚¬Å" that everyone supports each other to deliver high quality care and that the success of the organisation is the responsibility of all (Hutchinson, 2012). It is important to recognise that good leadership does not happen by chance , and that collective leadership is the result of consciously and purposefully identifying the skills and behaviours needed at an individual and organisational level to create the desired culture (Hutchinson, 2012). This is in contrast to more traditional leadership development work, which has focused on developing individual capacity whilst neglecting the need for developing collective capability (Cummings, 208, Cummings, 2010). This style of leadership has been linked to poorer patient outcomes, decreased levels of job satisfaction, and higher levels of staff turnover (Sorensen, 2008). The challenge of recruiting and retaining leaders at all levels must be recognised, as there is need for clinical leadership at every level (Cummings, 2010). Research has shown that where leaders and relationships between leaders are well developed, there is an increased quality of care due to all staff working towards the same goals and a well-established culture of caring (Sanderson, 2011). In addition to this, there is also an increasing drive to form leadership partnerships with patients (Sanderson, 2011, Hutchinson, 2012). Collective leadership with those receiving care functions in a similar way to multidisciplinary team working as this style of leadership with patients needs a redeployment of both power and decision making in addition to a change in thinking about who should be included in the collective leadership community (Hutchinson, 2012). Several authors (Cummings, 2008, Jackson, 2009, Malloy, 2010) recommended that NHS leaders should work with those seen as patient leaders to facilitate the changes outlined in the Francis Inquiry report (2013).   There have been frequent reports that staff working in healthcare settings are often overwhelmed by the workloads required and are unsure of their priorities, sometimes because there are too many priorities identified by senior managers (Cummings, 2008). This can result in stress and poor quality care for patie nts (Cummings, 2008, Cummings, 2010). Whilst mission statements about efficient and high quality care can be helpful for staff, they are only helpful when translated into objectives for individuals (Jackson, 2009). Establishing and maintaining cultures of high-quality care relies on continual learning and improvements in patient care from all members of staff, and thus taking responsibility for improving quality (Jackson, 2009, MacPhee, 2010).   Where there is a well-established mentality of collective leadership, all staff members are more likely to work together to solve problems, to ensure that the quality of care remains high, and to work towards innovation (MacPhee, 2012). Conclusion The importance of effective leadership to the provision of good quality care is firmly established, as is the central role that leadership plays in nursing (Cummings, 2008). It is now also clear that leadership should be found at all levels from board to ward and it seems obvious that the development of leadership skills for nurses should begin when training commences and should be something which is honed and developed throughout a nursing career (Feather, 2009). For health care organisations to provide patients with good quality healthcare there must be a culture that allows sustained high quality care at multiple levels (Francis Report, 2013). These cultures must concentrate on the delivery of high quality, safe health care and enable staff to do their jobs effectively (Jackson, 2009, Francis Report, 2013). Part of this is ensuring that there is a strong connection to the shared purpose regardless of the individuals role within the system and that collaboration across profession al boundaries is easily achieved (Cummings, 2010). Nurses can be a key part of this by using collective leadership to establish a culture where all staff take responsibility for high quality care and all are accountable (Malloy, 2010). This may require a shift in mentality of the way many see leadership à ¢Ã¢â€š ¬Ã¢â‚¬Å" from seeing leadership as a command-and-control approach, to seeing leadership as the responsibility of all and working together as a team to work across organisations and other boundaries in the best interests of the patient (Brady, 2010). References Brady, P. (2010). The influence of nursing leadership on nurse performance: a systematic literature review. Journal of Nursing Management, 18(4), pp.425-439. Cummings, G. (2008). Factors contributing to nursing leadership: a systematic review. Journal of Health Services Research and Policy, 13(4), pp.240-248. Cummings, G. (2010). The contribution of hospital nursing leadership styles to 30-day patient mortality. Nursing Research, 59(5), pp.331-339. Feather, R. (2009). Emotional intelligence in relation to nursing leadership: does it matter? Journal of Nursing Management ¸ 17(3), pp.376-382. Hutchinson, M. (2012). Transformational leadership in nursing: towards a more critical interpretation. Nursing Inquiry, 20(1), pp.11-22. Jackson, J. (2009). Patterns of knowing: proposing a theory for nursing leadership. Nursing Economics, 27(1), pp.149-159. MacPhee, M. (2012). An empowerment framework for nursing leadership development: supporting evidence. Journal of A dvanced Nursing, 68(1), pp.159-169. Malloy, T. (2010). Nursing leadership style and psychosocial work environment. Journal of Nursing Management, 18(6), pp.715-725. Marriner, A. (2009). Nursing leadership and management effects work environments. Journal of Nursing Management, 17(1), pp.15-25. The Mid Staffordshire NHS Foundation Trust Public Inquiry (2013) Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry: executive summary. London: Stationery Office (Chair: R Francis). Richardson, A. (2010). Patient safety: a literature review on the impact of nursing empowerment, leadership, and collaboration. International Nursing Review, 57(1), pp.12-21. Sandstrom, B. (2011). Promoting the implementation of evidence-based practice: a literature review focusing on the role of nursing leadership. Worldviews on Evidence-Based Nursing, 8(4), pp.212-223. Sorensen, R. (2008). Beyond profession: nursing leadership in contemporary healthcare. Journal of Nursing Manag ement, 16(5), pp.535-544. Swearingen, S. (2009). A journey to leadership: dsigning a nursing leadership development program. The Journal of Continuing Education in Nursing, 40(3), pp.113-114.

Global Transfer Pricing - Free Essay Example

Sample details Pages: 2 Words: 645 Downloads: 8 Date added: 2017/09/21 Category Economics Essay Type Argumentative essay Tags: Development Essay Did you like this example? 1. Global Transfer Pricing: A Practical Guide for Managers , Ralph Drtina, Jane L. Reimers, S. A. M. Advanced Management Journal, v74n2, Spring 2009. Transfer Pricing Article Summary The authors give a beneficial guide for managers for selecting and implementing a transfer pricing policy. According to the article, transfer pricing are the amounts charged for goods and services exchanged between divisions of the same company. In a multinational company strict international tax laws regulate the amounts charged for goods and services, tangible or intangible, which cross borders. The article advises a company with operations in more than one country to be cautious when setting transfer prices for goods or services sold between divisions. The managers can learn from this article that methods traditionally used to set prices between divisions in a single country may not be acceptable for international tax purposes. The article addresses two major types of transactions, intra-c ompany sales of products and intra-company licensing of intangible property. A multinational company can maximize the profits by shifting profits from divisions in high-tax to divisions in low-tax jurisdictions countries. A description of how global transfer pricing works is given along with transfer pricing effect on taxable income. In this global economy, the trend for countries is to strengthen their effort to collect tax revenues from transfer pricing. A company can mitigate tax conflicts by negotiations and price agreements. The article describes the arms-length principles used by most countries and standardized by IRS S428 and by OECD (Organization for Economic Co-operation and Development) rule. The article indicates what challenges need to be resolved when applying these standards. Under the arm’s length principle one compares the remunerations from cross-border controlled transactions within multinationals with the remuneration from transactions made between in dependent enterprises in similar circumstances. The arms-length principle has become the international norm for allocating the tax bases of multinational enterprises among the countries where they operate. Five transfer pricing methods for finding arm’s length price are presented along with the comparability issues related to selecting the method and determining the transfer price. The article illustrates the arms-length principle applied for transfer pricing for intangible assets. These assets include intellectual property, patents, formulas, copyrights, trademarks, brand names, licenses, or software. The article show numeric examples of approved ways to calculate transfer prices and explain how application differs between tangible goods and intellectual property. The article concludes with a series of guidelines for managers on how to be aware of the complexity of transfer pricing and how to minimize the risk associated with multinational intra-company transfers. Ever y multinational company should have a documented transfer policy that guides managers’ actions. A company should continue to update its transfer price policy whenever changes to its business affect the factors used to establish the arm length principle. In addition a company with many cross-border transactions should consider an advanced pricing agreement to ensure tax dispute will be kept to minimum. In order to avoid significant cost or penalties to their multinationals companies, managers should become familiar with the regulations of the countries involved, for example using OECD and IRS resources. Analysis and Opinion This article expands the information about transfer pricing from textbook, and emphasizes the aspect of international transfer pricing. Given the global and sometimes controversial nature of transfer pricing, it is important to develop internationally shared principles, as the arm’s length principle, to help each country fight abusive transfer of profit abroad, while at the same time limiting the risk of double taxation of those profits. This article has a lot of applicability to my job, since I work in a multinational company, in projects that develop products across borders and involve transfer pricing. Intellectual property issues (e. g. , valuations) can have significant implications on an organization’s taxes and financial performance. The intangible assets, tax valuation of intellectual property and transfer pricing are highlighted by the article. Don’t waste time! Our writers will create an original "Global Transfer Pricing" essay for you Create order

Workplace Diversity - 3412 Words

Diversity in the Workplace Wendy Fowler Diversity in the Workplace Workplace diversity refers to the variety of differences between people in an organization. Workplace diversity is about acknowledging differences and adapting work practices to create an inclusive environment in which diverse skills, perspectives and backgrounds are valued. It is about understanding the individual differences in the people we work with that arise from a broad range of backgrounds and lifestyles, and recognizing the value of using those different perspectives, ideas and ways of working to enhance the quality and outcomes of work. Our diversity is shaped by a variety of characteristics including age, ethnicity, gender, disability, language,†¦show more content†¦If the organization has the ability to offer it flex time, or part time hours should be an option for these workers to provide a better balance of personal verses professional. Lastly, inclusion is key. From team outings to asking for feedback, feeling included in what is important to them is what will retain them and avoid the possibility of feeling isolated. Religion Religion in the workplace can bring up some of the most difficult issues employers have to face. Resolving these issues requires understanding the law and balancing the businesss needs with an employees desire to practice his or her religion. One of the most contentious conflicts is between an employees desire to take time off and the potential reduction in productivity and profitability. In ruling on Title VII religion cases, the courts have held that employers arent required to accommodate employees religious activities when it involves increased financial costs, transferring supervisory personnel or employees from other departments resulting in inefficiency, or discriminating against other employees or violating seniority systems. Accommodations that dont constitute undue hardship to the employer include voluntary substitutions or employee swaps, flexible work schedules, floating or optional holidays, staggered work hours, and allowing employees to make up lost time. Transfers a nd job changes also are options if they dont cause reduced efficiency orShow MoreRelatedThe Impact Of Workplace Diversity On The Workplace997 Words   |  4 Pages Workplace diversity is a term which describes the inclusion of people in the workplace regardless of their cultural differences such as gender, race and sexuality. Rather than disregarding them, diverse workplaces utilise these differences to widen the range of experiences and skills among their employees as stated by the Australian Breastfeeding Association (2012). Some professions, however, are more diverse than others. According to the Diversity Inclusion: Unlocking Global Potential - GlobalRead MoreEssay on Diversity in the Workplace1258 Words   |  6 Pages Diversity in the workplace is a subject that has gained increased attention in the workplace over the past few years. After all, the impact of affirmative action and equal employment opportunity programs on the nations work force is undeniable. Women and minorities were the first to dramatically alter the face of the economic mainstream, while gays, persons with disabilities and senior citizens followed not far behind. Th e result is a diverse American labor force representing a microcosm of ourRead MoreDiversity in Workplace1483 Words   |  6 PagesDIVERSITY: GROWTH AND IMPORTANCE OF MANAGING Harpreet Singh City University ABSTRACT: As companies are becoming more and more diverse it s becoming more and more important for companies to understand and manage it. The people of different background, races, religion creates diverse workforce. There is an importance of having diverse workforce to provide better performance. There are perspectives of managing the diverse workforce, which require organization leaders and managersRead MoreWorkplace Diversity Within The Workplace865 Words   |  4 Pagesmarket today is workplace diversity. Workplace diversity is defined as all characteristics and experiences that defined each employee as individuals, but it can also be misunderstood as discrimination against employees. Diversity can include race, ethnicity, sex, religion, disability and sexual orientation discrimination. One reason why workplace diversity is important is because when you respect your employees productivity rate rises and many companies do not know that. A diverse workplace targets toRead MoreEssay about M anaging Diversity in the Workplace1449 Words   |  6 Pagesorganizations need diversity to become more creative and open to change. Maximizing and capitalizing on workplace diversity has become an important issue for management today (UCSF). Workplace diversity refers to having a variety of different types of people working together within a place of business. Employee gender, race, religion, sexual preference, physical appearance, family or marital status, education, culture, personality, or tenure establishes diversity in the workplace. Diversity is rapidlyRead MoreThe Impact Of Diversity On The Workplace1609 Words   |  7 Pages3.2. Positive impacts The diversity has always been a concern for businesses and governments because the minority can feel sometimes left out and excluded for the employment sector. Therefore it has always been a priority for any government. They want to prove that they have been elected and are representing the entire population not just a group of people. Also businesses want to send a good image to their customers that they care about everyone even the minority. First of all, Kirton and GreeneRead MoreWorkplace Diversity : An Organization Wide Effort1809 Words   |  8 PagesCorporate America is seeing a shift in workforce demographics, with the terms â€Å"workplace diversity’ being thrown around in meetings across many large organizations. There are many definitions and interpretations of workplace diversity, but the this paper will define workplace diversity as â€Å"an environment that maximizes the potential of all employees by not discriminating against age, ethnicity, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic locationRead MoreThe Value Of Diversity Within The Workplace1163 Words   |  5 PagesThe Value of Diversity in the Workplace Globalization sets the perfect environment to develop diversity in the workplace. This new society, in which we are currently living, has created a new workforce that is based on its diversity that can greatly help with any business development and growth. In business, diversity brings opportunities to grow, expand and reach out to other markets by utilizing the values, ideas and the diverse skills that people from many different backgrounds have to offer.Read MoreIssues Associated with Workplace Diversity1053 Words   |  4 PagesWorkplace Diversity refers to the human characteristics that are present in the workplace making people different from one another. Various human characteristics would include race, gender, age, certain physical attributes, experience, and personal habits. Workplace Diversity does not only refer to those groups that have been discriminated against or that are different from the dominant or privileged groups, but to the mixture of differences, similarities and tensions that can exist among the elementsRead MoreManaging Diversity in the Workplace Essay3304 Words   |  14 PagesDiversity in the Workplace Abstract Imagine that you are a highly qualified former Hispanic executive who was recently laid off from a fortune 500 hundred company. Within that company you held several key roles in which you were crucial to the success of the organization. In the prior roles you may have never really understood the need or the process of managing diversity. You hold several advanced degrees in key business fields despite all of your experience education and the economy flourishing

Learning And Innovation In Organizations -Myassignmenthelp.Com

Question: Discuss About The Learning And Innovation In Organizations? Answer: Introducation The purpose of the article is to visit the different places and gain experiences to build capabilities and skills through CPD program. Value is added from the study trip through adult learning and the Vocational training can be beneficial for marketing the adults learn about apprenticeship through training sessions for performance improvement (Sung and Choi 2014). After visiting the German railway company in Berlin, vocational training could be participated in for enhancing communication skills and knowledge. Through augmented reality, people at the TAE community would get vocational training that could assist them in progressing in their professional career. Vocational training can assist me to follow rules while speaking German in classroom or at home. This kind training could incorporate German educational methods in the teaching style for creating a good culture and utilize various teaching resources that can be useful while studying at Singapore too. Why do you think such an article will impact our TAE community To provide benefits for the TAE community, I have put more focus on the vocational training supported by the Fraunhofer Institute for Intelligent Analysis and Information Systems specialized in the fields of data analytics, artificial intelligence and deep learning. By visiting DHL group, knowledge is obtained regarding the logistics operations and application processes associated with the training, development and performance enhancement at TAE community. The different teaching styles at Germany can help me in adult learning through performance improvement as well. Template for an Article Building and improvement of capacity for the TAE community with the use of CPD program It is mainly for facilitating the process of adult learning and allowing them to enhance their skills, knowledge and expertise. The purpose of the article is to use the CPD program and improve the process of adult learning for benefiting the TAE community with ease and effectiveness (Salas et al. 2012). Various organizations are visited including DHL group, Mercedes Benz and Deutsche Bahn (German railway) with sharing by Federal Ministry of Education, Research, and Federal Institute for Vocational Education and Training. The training and educational facilities supported by vocational training have improved my ability to analyse data and information systems too. One of the German teaching culture that I will follow is to evaluate the knowledge of students of the German language. Another teaching culture could be involvement of family and friends to develop immersion situations. These teaching styles can be supported by vocational training and allow me to use creative language, make appropriate use of grammars, culturally accurate idiomatic expressions and use proper language to communicate after moving to Sing apore. Why do you think such an article will impact our TAE community While visiting the Mercedes Benz Company at Germany, adult learning is facilitated through workplace learning, through which I have understood the importance of partnership working (Salas et al. 2012). The workplace pedagogies could be applied at the TAE community for improving own skills and perform to the potential through better learning and knowledge gathering. This could facilitate the learning process and allow me to explore various areas based on which, innovation and better performance would be possible for the TAE community (Sung and Choi 2014). References Salas, E., Tannenbaum, S.I., Kraiger, K. and Smith-Jentsch, K.A., 2012. The science of training and development in organizations: What matters in practice. psychology science in the public interest, 13(2), pp.74-101. Sung, S.Y. and Choi, J.N., 2014. Do operations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations. Journal of organizational behavior, 35(3), pp.393-412.