• Professional relationships you develop with people you support are another matter; you are required to provide the same quality support for all, not just for those who share your views and beliefs. • Knowing what you need to do and achieving it successfully is not the same thing. • Working in the health sector, you are bound to come across people with views you don’t agree with, and who never seem to understand your point of view. • Awareness of differences, your reaction to them and how they affect the way you work is a crucial part of personal and professional development. • If you allow your own preferences to dominate your work with people, you fail to perform to the standards set by the UK regulating bodies, they require workers to respect and promote people’s individual views and wishes.
Each situation and each person must be assessed on their own merits (Thiroux, 2004, p. 42). Since we cannot look at each client individually to determine whether or not Dr. Smith’s confidentiality policy is morally justifiable (it may be for one client, but not for another), we cannot properly answer this question using act-based utilitarianism. Rule-based utilitarianism, on the other hand, changes the basic utilitarianism’s principle from “everyone should always act to bring about the greatest good (i.e., “happiness”) for all
I am concerned that even the owner doesn’t care enough to ensure the safety and well-being of his employees as he said, “You cannot prove that there is an explosion hazard here. You should only come to me when you know definitely that there is a safety issue. I will consider anything else as slander against me and my company. I do not take too well to disloyal
tell us how we should be working. We can use them to think about the way we work and measure ourselves against them. 4. Describe how own values, belief systems and experiences may affect working practice (1.1.4) Value is how much you respect yourself as an individual. If you don't have any values or respect then the people at the work place won't respect you at all causing you or any person to feel uncomfortable and work won't get done because there is no confidence.
1) What characteristics do you believe a positive role model in the workplace should demonstrate? Answer The characteristics I believe a positive role model should demonstrate in the workplace are: Integrity / Honesty – Being true to their morals, ethics or beliefs and, call it as they see it (don’t “beat around the bush”). Selflessness – Will put others before themselves, nurturing- wants to help others succeed and will go to any lengths to help them do so. Imperfection – The ability to admit they’re not perfect, able or open to learning from other peers, learn from their own mistakes, accept or incorporate ideas or input from others to increase knowledge and productivity as well as self-esteem and, the ability to admit when they are wrong and will give praise or acknowledgement to the person or people who may be correct. Courage, Confidence and, Professionalism – Can accept responsibility for their own actions, they have the ability to step or think outside of the box to improve morale or practices and procedures and therefore improving results and/or performance but still keep within reasonable limitations of the company’s policies and expectations.
An organizational culture can have an incredible influence on an organization. The culture can play a crucial role in whether an organization promotes innovation and creativity or if it stifles new ideas. Thus it is important to identify organizational cultures that are the best at promoting innovation and discipline while not letting one consume the other. In Search of Excellence: Simultaneous Loose-Tight Properties written by Thomas Peters and Robert Waterman offers us a great insight into the factors that have made many organizations successful. Peters and Waterman begin by discussing loose-tight properties which describe organizations that are rigidly controlled, yet at the same time allow and insist on autonomy, innovation, and entrepreneurship.
You'll have more success if your requests are more tactfully delivered. Today’s modern management policy expects this kind of tactic. Many people believe that to be a good manager you have to give orders to the people below you. They are wrong. You do not have to give orders.
These two were hired due to Simpson’s observation that none of the present supervisors have the training and insight to take on company problems. With the hiring of the two the company they started to suggest ideas that would improve on the company’s performance but after a certain period they began to take things fast which did not sit well on the knowledge of the senior supervisors. The ideas would be better if Rider and Green consulted with the supervisors, they were with the company for a longer time and their knowledge and experience should be involved along with the new ideas Rider and Green
A good leader doesn’t have to know manuals by heart, only that they know how to reference material and complete a task complete and with mission complete rate at less above 95 percent. Even if a mission seems like it will fail or the time schedule is not in cooperation with the task’s completion a leader will find a way to complete. The reason a lot of leaders seem like bad or incompetent leaders is because most are rushed into a leader’s position before they feel like their time to grow is complete. I know sometimes it can not be helped and a unit needs leaders but that is when a good leader steps in a helps that leader out. Others are just plan as day bad or horrible leaders.
Topic Paper 1 Discuss the proposition that the reality of business and HR strategy formulation means that best practice is impossible to achieve There are those who say that there are certain HR practices which are best for organisations regardless of context. This is called ‘best practice’ or the Universalist School. The Universalist School assumes that the organisations which are successful and stand the test of time are the ones which have the ‘best’ practices (Legge, 2005, p.24). In HRM this means taking the view that employees are a valuable commodity by applying the High Commitment Model/High Performance Work System models. This perspective also assumes that it will always work despite the individual circumstances of the organisation and that ‘the effects are additive’ (Legge, 2005, p.24).