The Activity Profile Of Health Care Assistants And Nurses

Module 5 Assignment Name: Janet Medina Date: 5/6/16 Student ID: 0028679152 Email: medina43@purduecal.edu 1. Selected Article in APA Vliegher, K. D., Aertgeerts, B., Declercq, A., Moons, P. (2015). Exploring the activity profile of health care assistants and nurses in home nursing. British Journal of Community Nursing, 20(12), 608-614. doi:10.12968/bjcn.2015.20.12.608 2. Credentials without column 4 First Author’s Credentials Meaning of all of the first author’s credentials AACN Criteria as it relates to research competencies PhD Doctor of Philosophy (Medical professional Degrees Credentials, 2005). Graduated with the highest degree of study. It includes three years of graduate study. MSN Masters of Science in Nursing (Medical professional Degrees Credentials, 2005). RN Nurse who graduated from a college-nursing program and passed the national license exam and is registered in a particular state (Medical professional Degrees Credentials, 2005). 3. Title 3a: The phenomenon of interest in the study I selected is to explore the activity profile of health care assistants and nurses in home nursing. The phenomenon is clear in the title because it states exactly what we are exploring, the activities of health care assistants and nurses. 3b: I’m able to distinguish that this is a research study. The tittle of the article is Exploring the activity profile of health care assistants and nurses in home nursing. The tittle specifically states theShow MoreRelatedMy And Long Term Career Development Goals1601 Words   |  7 PagesPersonality Profile What do you like to do? I like to spend time with my family and close friends, helping others, read, travel, and shop. What do you do well? Troubleshooting computer problems, playing the drum and singing, typing, and cooking. What do care about? My relationship with God, my family, my health, having a college education, and having a decent paying job What motivates you? My parents. 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Neuroblastoma Biology Essay - 976 Words

A major player in neuroblastoma biology is MYC, it is normally contained within our cells and is a large protein that functions as a transcription factor. MYC is known to be a proto-oncogene which normally activates gene expression, it can also repress it depending on what gene it sits on. Myc belongs to a family of related human genes which are known through (Hart et al 2010) to have evolved from primordial myc-like genes found in Drosophila and Hydra, these include; c-MYC, MYC-N and MYC-L. The expression of c-Myc is seen in all tissues whereas MYCN is expressed in the nervous system and MYC-L is found initially in the lungs. Myc proteins are basic helix-loop-helix (HLH) leucine zipper transcription factors by which MYCN and c-Myc share†¦show more content†¦Inhibition of this pathway was seen to decrease the neuroblastoma tumour mass as well as the oncogene MYCN protein expression, and in neuroblastoma cells lines the use of AKT specific inhibitors induced apoptotic cell death. Another pathway relevant to MYCN is the glycogen synthase kinase 3 (GSK3) pathway which is known to be involved in a large number of signalling pathways [e.g., Wnt, PI3K/Akt, mitogen–activated protein kinase (MAPK), and p53], many of which are associated with the neural crest. W nt signalling is known to be crucial in the induction, delamination and differentiation of the neural crest and GSK3 is seen to be a negative mediator of this pathway. Mammalian GSK3 is generated from two genes GSK3ÃŽ ± and GSK3ÃŽ ², GSK3ÃŽ ² phosphorylates and stabilizes the MYCN protein, this in turn can enable the dephosphorylation of a different site that can lead to MYCN degradation. The cell cycle and cell differentiation are processes where they appear to be regulated by sensitive molecular mechanisms such as cyclins. Cell division mechanisms involve protein kinases and their activators which are necessary for the cell cycle to proceed. The protein kinases are modulated by signals that involve changes in the expression patterns of these kinases, post-translational modifications and

Nursing Home Administration Free Essays

Nursing facility is a special environment which has a great impact on employees and their perception of duty and responsibilities. The nursing process is a dynamic and continuous cycle that aims to place the patient as an individual at the heart of the assessment, planning, implementation and evaluation of nursing care. Researchers states that the satisfaction of helping others and recognition and reward programs are the main factors which motivate employees of a nursing facility. We will write a custom essay sample on Nursing Home Administration or any similar topic only for you Order Now On the one hand, there is a belief that nurses have an influence on patient care and ultimately on health outcomes. Satisfaction of helping others motivates employees to do their best and provide patients with the best services. The nursing process can be described as a merger of decision making skills with caring ability and is influenced by knowledge, research and experience. For the individual employees, satisfaction of helping others begins with a conscious choice to become involved in life beyond the self, not only because of personal reward, but because the activities tie them to the shared efforts, hope, and experiences of the broader community. Satisfaction means that an individual will seek to become fully engaged in the world of the community. Participation in community acknowledges the interdependence of human beings. In the ideal situation, employees seek to be integrated within the self and with helping people whose lives are touched by the mission of the agency. Satisfaction of helping others emphasizes belonging and duty above desires and rights. For nurses, satisfaction places acceptance of duties ahead of consideration of benefits. Work is undertaken not only as a response to a given set of incentives, but more importantly, because of a deep personal attachment to productive participation in the community (Recruitment and Retention 2000). Recognition and reward programs show that work and skills of employees are appraised by administration that value their efforts and knowledge. In many nursing facilities, the foundation of the performance appraisal and merit pay systems assumes that workers are primarily motivated by financial rewards which result from the accomplishment of clearly established and measurable performance goals. The recognition and reward are closely tied to eligibility for salary increases or, in the case of eligible middle managers, for merit pay adjustments. The system provides financial rewards and recognition in return for the achievement of monitored performance goals. The reward system relies on definite goals and expectations which are established and clearly understood between the supervisor and nurses. Theoretically, when these mutually understood conditions are present, employees are motivated; they draw on and apply their energy in appropriate directions to meet organizational objectives and are then appropriately rewarded (Beardwell et al 2004). The recognition and reward system depends on consistent and predictable procedures that can accurately establish and track employee performance. This involvement or attachment is chosen not just with a specific expectation of reward, but more importantly because the activity or attachment is meaningful in itself (Jennings, Murray, 2005). It might be assumed that any changes these employers made to the pay system would introduce a greater degree of individualization of reward. This could be achieved by simply increasing the proportion that was based on merit. The rewards to those who are seen to be outstanding performers are of two kinds: the formal and the informal. Many nursing facilities operated special annual award schemes for employees who made exceptional contributions. The award is a corporate-wide scheme designed to reward outstanding work and motivate employees. In sum, to be effective, an individual performance evaluation and reward system must first have credibility among employees. The pivotal issue in motivating employees to perform in organizationally defined ways is employee confidence that the system can produce the results it promises. The satisfaction of helping others and recognition motivate nursing staff and increase their commitment to work. References Beardwell, I. Holden, L., Claydon, T. (2004). Human Resource Management, London Pitman Publishing. Jennings, B., Murray, T. H. (2005). The Quest to Reform End of Life Care: Rethinking Assumptions and Setting New Directions. The Hastings Center Report, 35 (6), 52 Recruitment and Retention Strategies for Nurses. (2000). Retrieved 12 March 2007 from http://www.va.gov/OCA/testimony/docs/14je01TG2.rtf How to cite Nursing Home Administration, Essay examples

Strategy paper free essay sample

The two cases, New Town Council and Castle Press, illustrate the process of strategy development within different organisational contexts. Both cases are based on the views of the strategy development process as seen by members of the respective top management teams. The Castle Press case describes how five members of the top management team view the process. Both cases are con ­ structed around two general themes. The process of strategy development and the organisational context in which it takes place. The two cases illustrate differences in the strategy development process, demonstrating that the pro ­ cess of managing strategy development in one organisation may not be the same as, or necessarily appropriate to, managing strategy development in another organisation. I am not a commanding manager. I seek consensus, I am methodological, Im a planning type of manager. MANAGING DIRECTOR Castle Press is a specialist publisher of educational materials and the largest subsidiary of a significant, UK-based publishing and media group. Despite the companys long history in the UK and a strong tradition in its specialist field, it markets its products and related services to an increasingly global audience. Castle Press is the largest company of those in the corporate group, with 200 people working from the UK office creating an annual turnover of ? 30m in 1995 and accounting for more than 40 per cent of total group revenue. CHANGING TIMES For more than a decade, prior to 1995, Castle Press was the market leader in its field, but it had slipped into second place. This change in market status provided a new incentive for organisational change, after a long period of relative internal stability (some now say, complacency). Internal dete1mination to regain market dominance was supported by a new strong message from corporate headquarters to go for growth, with the stated objective of doubling turnover by the year 2000. Because we didnt change in the past, now we are having to make major changes. We were locked into the past and into the way we did things before. If an area had a certain level of This case study was prepared by A. Bailey and J. Verity, Cranfield School of Management. it is intended as a basis for class discussion and not as an illustration of either good or bad management practice.  © A. Bailey and J. Verity, 1996. resources one year, it would get more of the same next year. That was the business approach, more of the same and building on what we already had. PUBLISHING DIRECTOR We have been too conservative, too slow to respond to the market, too conservative in the way we progress careers, too slow to embrace new technology. MANAGING DIRECTOR MARKETS Castle Press found the global market place to be increasingly challenging. Since the late 1980s the com ­ pany had been exposed to recession-bound Europe, the growth prospects of the Pacific Rim and newly opened communist countries, and the highly volatile and regulation-prone South American markets. Overall, demand for its products was growing, but competition was strong and the competitive map was also changing. From an intemational perspective the market is becoming more competitive as the result of smaller companies being bought-up by (mainly) UK and American groups whose aspirations are to become truly global. As far as the local perspective is concerned, were getting ferocious competition, as we have done for many years, but it is now in our core markets from local publishers who are becoming experts in producing this material, and they are becoming more effective because theyre learning the tricks. MARKETING DIRECTOR IN The top management team (TMT) consisted of five executive directors (the managing director, finance director, publishing director, marketing director and production director) and one non-executive dir ­ ector from the corporate group. With the exception of the finance director (who was relatively new to the organisation), all TMT members were promoted from the business, either from within the subsidiary or from the group. Only two years before, however, the team was much bigger: Two years ago, inherited a TMT of twelve people. It was impossible to discuss strategy with that number of people. Six months later, three key people and myself retreated for a few days and thought about what we needed rather than what we had. The outcome was implemented about eighteen months ago. We now have a TMT of six people and the focus of our meetings is higher level discussions and strategic planning. MANAGING DIRECTOR As a group, the TMT thought that they were compatible and rarely in conflict with each other. The col ­ lective criticism of team meetings was the danger that discussions gravitated towards the operational rather than the strategic, since this was the one time that team members found themselves together in one place at one time. The finance director (only two years with Castle Press) noted that he could bring a different contribution to the teams discussion: I think we were very internally focused. It is easier when you come from outside the organisation and from this position I can be constructive. Im the only person on the Team who hasnt been with Castle Press for the past twenty years, so I do have some useful external benchmarks. FINANCE DIRECTOR A TRADITION OF PLANNING Planning had a long history at Castle Press and was an established part of the yearly routines of the TMT. The five-year planning horizon did, however, have its critics, as did the emphasis and reliance on the planning process: We have a five-year business plan. We revise it every year, so its ongoing. It is continuous, changing annually as we progress. PRODUCTION DIRECTOR The strategy process is mainly planning. But because we are dealing with global markets and there are always things happening, like economic changes in various parts of the world, we have to react to these rather than plan for them! We might be able to plan that something could happen; but to predict when and where is not so easy we have to react to these external influences. PUBLISHING DIRECTOR We are commissioning new books now that will reach a peak of sales in the year 2000. So I think there is too much emphasis on the shmt term. We need to force ourselves to think longer term, not just five years down the line. MARKETING DIRECTOR In my view, the information for strategy development tends to be more informal than formal. We are not very good at collating centrally what is key information about the external environment. It tends to be much more in peoples heads rather than having a resource that can be consulted and information taken from there. PUBLISHING DIRECTOR A PARENTAL DRIVE FOR PLANNING The strong emphasis on planning, while driven from within Castle Press, was reinforced by the corpor ­ ate group. At this group level, a recent change in TMT make-up had changed the style of downward communication to Castle senior management. New planning formats were being imposed with clearer monitoring and review systems. In general, the Castle top team looked on these changes favourably, but also felt that strategy was a very downward (rather than upward) process and that there was a lot of time spent making plans. The group require each of their Strategic Business Units [SBUs] to prepare a strategic planning document, once every two years. Derived from that is the operating plan, and from that the budgets. The group have actually imposed a new strategic planning and implementation structure, which we think is going to work very well. For once we agree with what our parent company has said. What is good about the new planning system is that it provides us with a clear evaluation document that we can use in the future to measure whether weve done what we said we would do, whether its been successful or not. MANAGING DIRECTOR However, despite a clear requirement for planning from corporate headquarters, what was planned was largely down to the Castle Press team. Where parental constraint was obvious, it was in the financial demands made by the parent and in agreeing budgets and profit expectations. Apart from the go for growth message, no one limits what we can do, anything can be considered. One of the key things is that our part of the business is very profitable and cash generative. We are also big relative to the other parts of the group. These factors allow us a lot of freedom. FINANCE DIRECTOR The group do constrain us in the level of profit they demand. They have the power to tell us to make 5% or 15% profit this year; this limits what we can do. The divisional structure does mean we operate in a fairly well-defined area of operation. When we have suggested operating outside these areas, we have been told it is not our responsibility. So while there is a lot of discussion about going for growth and being entreprenemial, there are constraints placed on individual business units which perhaps go against that. MARKETING DIRECTOR A Formal planning activities were associated with more informal team needs, such as the need to arrive at a consensus, coupled with a strong sense of community, respect and belonging. Once agreed at this level, the strategy was cascaded down through the organisation and more consensus was sought from employees. Without this, the TMT argued, little of the plan would be implemented. I think there is an element of tradition. We have our plans every year, we continue to do them every year, and I think its also a reflection of the function of doing everything by consensus, and the planning approach we take here is very much about developing a consensus view. PUBLISHING DIRECTOR We are very consensual and we like to debate everything and then reach an agreement. If somebody is in disagreement with something, it is unlikely that it will proceed very far. PRODUCTION DIRECTOR Because we employ people who are intellectual and academic, we take into account that they will have strong opinions on how the business is run and ignoring them will mean trouble. It is the nature of the people we employ that means that we have to have a more consensual and sensitive approach to management. At the beginning of this year we decided within our management board what our key objectives were. We took twenty of our senior managers away for two days and spent time explaining our key strategies. Then we asked them to work out action plans for how they would implement those strategies within the units. This is important because we have had problems with implementation before. We assumed that senior managers understood what we were trying to do after a short briefing! Now we are involving the senior guys more. This is a very traditional and conservative division and people are resistant to change, so we spend a lot of time trying to get people thinking in a different way. MANAGING DIRECTOR AND Because of the drive towards consensus, the issues of power and politics were not seen as very strong, although they were not absent: I dont think there is really any conflict. I think there are differences- we all know where were trying to get, but the difference is about how we should get there. PUBLISHING DIRECTOR At board level I think we are quite well balanced power wise; people respect each other. I dont see that there is any one dominant player. However, influence comes about because of the business were in- publishing and selling your product. So it is these groups who have influence at the end of the day decisions come down in their favour rather than on the processing side like my department. My area is only here on sufferance, because they need the product to be produced. PRODUCTION DIRECTOR CULTURAL INFLUENCES Employees at Castle Press were proudly professional and passionate about publishing quality books the best in their specialist area. These commonly shared values about their trade directed strategy by keeping Castle Press away from certain areas of business and certain markets. There is a strong feeling here and within the group of we have always done things this way. It is an even stronger culture in Castle Press where, in its specialist area of publishing, it is very much in a world of its own. I think people in this area of publishing around the world are just a family apart from the rest. They are very committed to this area rather than to publishing. I think people have this work in their blood and that is one of the things that gives it a very strong culture. Wherever you go worldwide, we get sucked into that culture. PRODUCTION DIRECTOR Long service among the workforce was common in Castle Press. This helped to reinforce the common culture of the organisation. Even when new people were recruited from outside the organisation, the tendency was that these were selected from the publishing arena and publishing houses which were very similar to Castle Press. In the top management team and more generally, we are limited [in terms of experience] to Castle and then to a slightly wider level of publishing. We have deliberately recruited people who dont have any experience in either, but there arent many of them at the moment. PUBLISHING DIRECTOR I think our strategy is principally historical, to some extent dictated by our wish to be the number one and our assumption that we can be that. In order to be number one, we have got to have fairly high objectives and to some extent that assumption dictates the overall strategy that weve got to be a major player wherever we operate. There are accepted industry ways of producing, selling and promoting materials in our business. There are common strategies, and following these is only restrained by size ­ the bigger and closer in size the competitors are to us, the more similar the strategies are. MARKETING DIRECTOR REACTING TO A CHANGING ENVIRONMENT While there had been a strong focus on strategy development through planning processes, the changing nature of the operating environment, changes in economic conditions and the speed of environmental change were dictating a different response from the organisation. Exploring Corporate Strategy by Johnson, Scholes Whittington 5 This incremental approach thats what we re getting more of now and its because the environment is changing. New opportunities are arising. Before, we never really took them. Over the last couple of years we have started to take more risks in the hope that they will work. We try to set things up in a way where we can keep it low key and we can withdraw if it doesnt work, but if it looks as if its a success, we can build on it. PUBLISHING DIRECTOR I think that we should experiment more and when theres