Describe why it is important to follow the agreed care plan. Describe actions to take where any concerns with the agreed care plan are noted. Identify the pressure area risk assessment tools which are used in own work area. · · · · Explain why it is important to use risk assessment tools. Outcome 4 Understand the use of materials, equipment and resources available when undertaking pressure area care.
They specify the ways duties imposed by the Act must be performed, or prescribe procedural or administrative matters to support the Act, such as requiring licenses for specific activities, keeping records, or notifying certain matters. * ABC Chemicals are committed to complying with the above Act and Regulation and all other OHS standards. They have implemented a risk and hazard management systems which is relevant and suitable for the organizations risk exposure, identifying, promoting and continuously improving health and safety. They
Assessment Activity 1 1. Describe in your own words why resource management is so important to organisational health. The importance of the managing resources enables a high quality, on budget, on time service to stakeholders and the customer/client base. This entails organising and managing suppliers and labour with the relevant knowledge and training and having the correct production/development facilities also to meet pre-determined commitments. 2.
20.05.2015 3 Principles of Leadership and Management 1.1. Explain the importance of defining the objectives, scope and success criteria of the decisions to be taken. It is important to define objectives of any task to outline to all level colleagues what task needs to be completed, they should be outlined and set out using the SMART guide; Specific Measurable Achievable Realistic Time bound To define the objectives ensures a consistent work effort and will ensure practices adhere to company set policies, procedures and managerial requirements. Defining the scope of a task ensures that all efforts are sufficiently risk assessed and employees remain safe from harm, this will ensure thorough risk assessment takes place as would
• Prepare the structure for the presentation of the code-Whatever the format, ensure that the document deals with each topic in a manner which is intelligible and appears relevant to all in the organization. • Plan the launch of the code-The way, in which the code is going to be launched, must be planned carefully so as to achieve both maximum exposure and maximum commitment. • Communicate the code-Each of the dimensions of a code, namely the aim, process, form, content and tone thereof, have important implications for the communicability and success of the communication of the code. • Enforce the code-Enforcement mechanisms must be implemented for a code to work. In this regard, the organization must not only identify the values essential to the organization, it must also develop a process that evaluates members’ conduct and creates a reward and penalty system that reflects the presence or absence of these values.
THE EFFECTS OF TRANSFORMATIONAL LEADERSHIP AND RESISTANCE ON ORGANISATIONAL CHANGE. ABSTRACT Resistance is a central element of organisational change. Resistance in any organisation is regarded as a significant element to all change management decisions. Organisational resistance through an effective organisational culture and leadership that’s transformational, can overcome preliminary obstacles by managing change initiatives. This study has found leadership, communication and participation as three essential elements to managing resistance to change programs.
This frame is of the view that - people should have clear, well understood goals and different roles, -and relationships and coordination must exist between these goals and roles in order for an organization to be successful. Policies, linkages and lines of authority are well defined and it stresses that when an organization has the right structure and people understand it, the organization can achieve its goals and individuals can be effective in their roles. It focuses on how work is organized, who does what with emphasis on policies and procedures. After schall had analyzes the situation, she is able to identify some major problems from the structural point of view. Prominent among these are: * A poor operating structure that is not adequate facilitate the successful day to day operations.
5. The Criteria are at the leading edge of validated management practices of strategy-driven performance, address the needs of all stakeholders, and accommodate important organizational needs and practices. What Are those Criteria? The Criteria for Performance Excellence are the basis for granting Awards and giving feedback to applicants, and they also are a tool for understanding your organization’s strengths and opportunities for improvement. They are a set of expectations or requirements that define the critical factors that drive organizational success.
Performance Management focuses not only on individual employees, but also on teams, programs, processes and the organization as a whole. A well developed PM program addresses individual and organizational performance matters necessary to properly create and sustain a healthy and effective results-oriented culture.
chapter 9 Recruitment and Selection Ray F ren c h a n d Sa lly R u m b le s LEA RN ING OU TC OMES After reading this chapter, you should be able to: ● ● ● ● ● comprehend the potential importance of recruitment and selection in successful people management and leadership identify aspects of recruitment and selection which are needed to avoid critical failure factors understand recruitment and selection policies and procedures which are said to be asociated with high performance, commitment and successful organisational outcomes evaluate selection methods according to criteria of professionalism including reliability, validity and fairness appreciate the links between recruitment and selection and other activites which integrate workers within an organisation and ensure their longer-term successful working. ov e r vie w In this chapter we examine the important role of recruitment and selection within the process of leading, managing and developing people. Recruitment and selection is pivotal in this regard in certain important respects. At the most basic level our focus in this book is on people management within the employment relationship. Those charged with recruiting people to posts in work organisations take a crucial ‘gatekeeper’ role; only those people selected for employment can be led, managed and developed.