The role of the line manager in managing under

According to Swamson, 2009, human resources are the most precious factor of production that an organization has; to benefit from their intellectualism, an organization need to manage them effectively.Advertising We will write a custom report sample on The role of the line manager in managing under-performance specifically for you for only $16.05 $11/page Learn More Human resources department has the role of ensuring the right number of staffs in terms of quality, quantity, and experience are maintained within an organization. to conduct their role effectively, personnel managers need the support of the entire workforce particularly those in management positions. Line managers have the role of heading revenue-generating departments and are responsible for achieving an organization’s main goals; to effectively undertake this task; they need to manage their human capital effectively. When managing their immediate subordinates, line managers play a cr ucial role in enhancing performance among the staffs; they act as team leaders, mentors, coaches, and team players (Armstrong, 2006). This paper discusses the role played by line managers to manage under-performance among staffs. Human resources performance management Performance management within an organization refers to activities undertaken by an organization to facilitate the attainment of their corporate goals and objectives in an effective and efficient manner. The focus of effective performance management is to improve an entire organizations performance; it may focus on a certain area, department, employee, or even the processes to build a product or service with the sole aim of ensuring that efficiency has been attained in an organization. The concept of performance management was coined by Dr. Aubrey Daniels in the late 1970s where he looked at an organization from a scientific angle; he suggested that there is need to focus on total improvement of the organization for bo th behavior and results.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Human resources need to be managed effectively to facilitate the improvement of efficiency in the organization; the rate of performance as well as the processes they are using to attain high results need to be vetted to improve them accordingly. Performance management aims at attaining three main corporate objectives as facilitating financial gain of an organization, enhancing and growing motivation in the workplace, and improving management control. Performance can be seen as the difference between actual results verses desired results; it is always the desire of a company to record high actual results than the desired results/budgeted result. Performance management is a continuous process that entails not just evaluation of the rate of performance of an organization but enacting such measures that enhance the improv ement of processes within the firm. Other than focusing on human capital, performance management aims at improving structures, infrastructures, and physical components of an organization; it involves partnering of teams of workers for future improvement. To improve future processes and results, there is always the need to measure, gauge and analyze past and present performance of an organization (Bandt and Haines, 2002). Performance management can be analyzed into four main stages as: performance standards At this stage the management has the role of setting goals and objectives to be attained with a specified period of time considering the available factors of production.Advertising We will write a custom report sample on The role of the line manager in managing under-performance specifically for you for only $16.05 $11/page Learn More When setting the standards of the company, the management has to be very genuine on how it will evaluate the outcome of the organization; this calls for vetting the resources available and making the right combination of available assets. The standards can only be attained if processes are improved and people skills enhanced to facilitate high performance. Performance indicators should also be placed and indentified as they assist keeping the company accountable of its current performance (Beardwell and Claydon, 2010) Performance Measurement With set standards and expectations, leaders should develop performance measurement indicators, the measures enacted include gap-analysis (gap analysis involves considering the difference between the set standards and the actual standards attained), outcomes of data systems, and statistical responses. Reporting of progress After comparing the outcomes of a performance management process, the next most crucial aspect is to make regular reports to analyze the progress of the process. There are times that the process may give mixed reports likely to suggest th at the business is not keeping pace of the standards expected; in such an event the management have the role of enacting remedies to the process. quality improvement process With the standards set and the right pathway determined, the next most crucial exercise that managers should do is to document the determined right path of operation. It is through the documentation that changes can be effected within processes and human resources training and learning exercises are set. Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Line managers Line managers are mandated with the role of managing micro-teams within an organization that accomplish a particular exercise in an organization. In current management strategy, tasks are divided among different task forces that are mandated with the role of giving a certain output to the organization. For example a manufacturing company may have the following departments, manufacturing, processing, human resources, supplies, procurement, sales, marketing, finances among others; the above departments may be lead by departmental heads assisted by line managers. In small organizations, departmental heads can double up as line managers. Line managers have the role of improving their employee’s performance through their actions and leadership skills (John, 2004). The role played by line managers to manage under-performance among staffs The role of line managers in managing underperformance among staffs is facilitated by their leadership skills; in the event they hav e effective management skills, they are likely to improve their staffs skills and expertise. They manage underperformance through: team spirit enactment and reinforcement Line managers are team leaders of the sections they head; they have the role of ensuring that their team is effectively managed. Effectively managed teams have the capability of enhancing the growth of strong team spirit that leads to efficiency, innovation, invention, and creativity within teams. there are different management practices that line managers should enact to facilitate the growth of team spirit, they include enacting effective communication systems where team leaders and members can discusses issues freely, creating a favorable working environment, and acting as the linkage between subordinates and top management. Management experts have suggested that one of the most causes of underperformance or poor performance among staffs comes from lack of team spirit and ineffective teams. When teams are weak , opportunities are lost and businesses exposed to risks. The understanding of this major role of creating a favorable working environment is the parting-point that line managers need to understand and take effective measures as a result. Orchestrate teams are created when line managers have effective teams management strategies thus issues affecting his team are addressed effectively to avoid chances of failure; orchestrate teams are highly productive. line managers and talent management Under performance within an organization can be managed if human capital talents and intellectual capabilities have been managed effectively. At the level of line management, managers at this level need to understand how to handle their employees to facilitate the growth of their talents and intellectualism. Line managers should take their time and understand the strengths and weak points of their team members and enact such policies that combine strengths and weaknesses optimally for high result s. One area that results to low human resources performance is when their talents, skills, and strengths fail to be matched with the kind of job in their company; they tend to become bored and unsettled. When tapping human capital talents, line managers should have the skills, professionalism, and right attitude to build a winning team. An organization made of well managed talents has a competitive advantage over its competitors as this is an asset that is limited to individuals. Other than managing talents, line managers should have the capability of combining their human capital effectively; the combination should be able to take advantage of human capital strengths and mitigate against any human resources risks. Morale and attitude of employees is determined by the kind of relationship the company develops with its employees. When morale and attitude is low, it follows that the employee’s production is low and inefficient. When managing a large team, line managers should h ave the team further divided into smaller micro teams on a certain basis, this helps in dealing with matters from a micro-angle which is likely to bring better and more satisfying results to the company. involving employees in decision making Decisions are the driving force of an organization, organizations that have effective, quality, and timely decisions have strong competitive strength. In contemporary management systems, management gurus are emphasizing the need to make decision via scientific decision making process; scientific decision making process requires that management involve their subordinates when making business decisions. The inputs of subordinates are considered crucial as they might have some insight information either derived from experience, education or their intellectualism. When human resources are engaged when making decisions, they develop ownership to the decision and work hard to ensure that it has been attained. By itself, engaging human capital when making decisions results to highly motivated staffs that are willing to work an extra mile for the benefit of the company. In the event of failure, the human resources are willing to learn from the past activity; they take it as if it is them who wronged thus they are willing to take up the entire blame. Since line manager is the person on the ground or who is close to the subordinates, he should be the first element to involve his human capital in decision making. He should learn how to guide the subordinates in giving their views, how to disregard that information that is not essential, and how to differentiate quality input by employees without hurting either. With such a policy, the human capital become motivates and willing to give their input to the organization. Looking at involvement from another angle, when subordinates are involved when making business decisions, and the decision give rise to better working condition and improved performance, they become motivated and will ing to learn. the satisfaction that subordinates derive from the knowledge that their input has given positive results is enough motivation to assist them work harder and improve their performance in terms of efficiency and loyalty. With this in mind, line managers have the responsibility of ensuring they have structures that involve subordinates in decision making and communicating the results of the decisions with time. Any challenge that comes along should be discussed and solution sort for the same. as a manager, line managers should be given some float to assist them arrange some social activities like team building with the aim of thanking subordinates and involving them when forging the way forward for the organization (Swanson, 2002). enhance learning and training in the organization at micro-level Business processes are changing fast, for competitiveness and high competition, organizations need to have employees who are dedicated, experienced, and well versed with the cha nges in their industry. Line managers’ act as coaches, trainers, and mentors in their departments; the extended role of line managers means they need to be knowledgeable of what changes are taking place in their industry as well as how to handle the situation. When training, mentorship, and coaching is well embraced, leaders learn the weak areas of their subordinates and make such efforts that will assist them improve in the said area. Line managers have the role of establishing the training needs in an employees and enacting such measures that enhance training by the subordinates; by so doing the line manager is assisting human resources and top managers enhance performance and productivity in the company. training can be done by internal parties who are experienced in a certain area or can involve third parties like experts, gurus, and professionals in particular areas of interest. line managers in recruitments, promotions, demotions, and performance appraisals When makin g decision on the employee to deploy, human resources managers should consult line managers who advise them on the right candidate to deploy in terms of education, experience, age and gender. It is through recruitment that an organization is able to get the right caliber of employees who can handle the business situation of the company effectively. In the event that line managers fail to offer such quality advice, they are likely to mislead the company and get employees who are inefficient, inexperienced and who have little input to give to the company (Pause, 2009). When the right candidates have been selected for a particular position, line managers have the role of orienting them to the company systems and organizational culture. With the move to include them in organizational culture, the companies need to have a positive culture that will enhance production. Positive organizational culture involves having structures that facilitate the development of favorable working condition s and informed decision making procedures. After recruitments, line managers should be actively be involved when appraising employees, the appraisal model should be a balance score board system as it assists the management know the exact strength of its human capital and make decisions on the kind of interventions they can make to facilitate an orchestrate team. When appraising line managers should give their recommendations on what they think is fit for the company and the employees at large. the appraisal method adopted by a particular company can break employees or build them, in the event they are appraised by a person they are sure understands their issues, they are likely to give some personal business related information that can be of much benefit when making decisions. Sometimes differences occur between the appraisal gotten by an employee and what the employee think its right for him or her, in such cases, the employer has the right to determine the right approach not to d iscourage or de-motivate the employee. In most cases, appraisal comes with an appreciation or an acknowledgement to the staff; the right performance appraisal is thus important as it will assist the company give the right appreciation to the right person for the good of the company. Line managers play a direct role when choosing the kind of employees that have to be deployed in their organization; they need to advice the management on the right candidate and enact such policies that will see them get the employees on board. The growth of a candidate in an organization is determined by line managers thus they need to be fair and just to their subordinates. When the right employees have been deployed, chances of under-performance will be reduced; there will be structures that will enhance staff skills development for the benefit of the company. Management gurus have suggested that one of the best methods to ensure high productivity in an organization is to have the right number and qu ality of employees at all sections (McGoldrick, Stewart and Watson, 2001). line managers and fulfillment of psychological contracts One area that many organizations have ignored is the appreciation that they have engaged in some psychological contracts with their employees; they are affected by the psychological and emotional well-beings of their human capital. Human beings have different attitude, potential, emotional intelligence, and perceptions; the differences need to be professionally managed as it affects the performance of employees. effective line managers ensures that the psychological contracts of their employees have been fulfilled; in the book, â€Å"Organizational Behavior† by, MeShane, Olekalns, and Travaglione, the writers are of the observation that for a highly motivated staff, managers should look into their psychological, emotional, and intellectual well-being; this looks into the social aspects of employees and assists keeping them at peace with the sys tem. The advantage that line managers have is that human behavior can be predicted as well as molded; the most important thing is to know the right intervention to make to facilitate positive behavior reinforcements. line managers assisted by policies enacted by human resources management should enact policies that will facilitate the growth of positive behavior in their organization; the right method create an environment that enables a favorable working condition where employees feel their emotional and psychological needs are respected (Legge, 2004). In managers in top management decision making and advising their subordinates When making corporate goals and decisions, line managers have the role of participating in the decision making and making sure that the right decisions have been made. When in top management meetings, line managers should understand that they are representing a certain section so any decision that is likely to affect the section negatively should not be mad e. In this case, the line manager should understand that he is a link between the top management and subordinates staffs thus should keep a top gear approach which looks into issues from all sides. Underperformance may result from decisions that are not attainable; this means that it might be optimism on the part of the management as they might not understand what is actually happening on the ground. Line managers should be up to the challenge where they advise on the attainable targets as well as advice on what should be done to make the attainment of the goals even easier. For instance they might recommend the adoption of a particular technology, buying of machinery or any other business action that will facilitate the attainment of corporate goals and objective. It adds no value for line managers sit in top management positions without offering insight details that can assist in making the right attainable targets for their team. Despite this, the attainment should be justified a nd one that will ensure that the talents, capabilities, and skills in the team have been utilized effectively (MeShane, Olekalns and Travaglione, 2020). Conclusion Line managers have the role of managing micro-teams within an organization; they are team leaders mandated with the task of enacting policies that fit their organization model. The role of line managers in managing underperformance among staffs is facilitated by their leadership skills; in the event they have effective management skills, they are likely to improve their staffs skills and expertise. To manage underperformance line managers should work with top management and subordinates to determine their organizations strengths and weakness. With an understanding of their organizations strengths and weaknesses, line managers should actively be involved in decision making to ensure their team’s interests has been considered. Some of the management practices that the managers need to take include talent management, skills development, psychological contracts fulfillment, and performance appraisals. References Armstrong, M., 2006. A Handbook of Human Resource Management Practice. New York: Kogan Page. Bandt, A. and Haines, S., 2002. Successful Strategic Human Resource Planning. San-Diego: Systems Thinking Press. Beardwell, J. and Claydon, T. ,2010. Human Resource Management A Contemporary Approach.New Jersey: Prentice Hall. John, B.P., 2004. Organizational Behavior, from theory to Practice. New York: Wiley. Legge, K., 2004. Human Resource Management: Rhetorics and Realities (Anniversary ed.). Basingstoke: Palgrave Macmillan. McGoldrick, J., Stewart J., Watson, S.,2001. Theorizing Human Resource Development. Human Resource Development International, 4(3), 287-290 MeShane, S. Olekalns, M. and Travaglione, T., 2020. Organisational Behaviour on the Pacific Rim Focus. Sydney: McGraw Hill Irwin. Paauwe, J., 2009. HRM and Performance: Achievement, Methodological Issues and Prospects. Journal of Manag ement Studies, 46 (1), 123 Swanson, R. A., 2002. Human resource development and its underlying theory. Human Resource Development International, 4(3) 287-290. This report on The role of the line manager in managing under-performance was written and submitted by user Moises R. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

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Chilli Peppers and the Southeast Asian Identity Introduction Chilli peppers are an integral part of Southeast Asian cuisine today. Many people associate chilli so closely with Southeast Asian cuisines that some shops in Western countries selling Southeast Asian food have had to add excessive amounts of chilli to their food in order to cater to what foreigners think is Southeast Asian food. However, chilli peppers were actually introduced into Southeast Asia a little less than 500 years. Therefore, they are not an indigenous aspect of Southeast Asian cuisine but rather a product of globalisation. Yet today, Southeast Asian cuisines display a penchant for chillieswith almost every cuisine claiming a variation of a chilli condiment (Williams, 2010, p. 41). 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Chilli peppers were the indigenous plants of the Americas from 6000 BC. SEA Cuisine before Chilli Southeast Asian cuisine before the introduction of chilli already indicated a local preference for spicy food. In Thailand, people were seasoning their food with ginger and peppercorns. This preference for spicy food might be an indication of local conditions that made the region more susceptible or accommodating of spicy food. Unsurprisingly, when the Portuguese introduced chilli peppers to the regions in the 1500s, the Thai were the quickest to adapt them into their food. The Prevalence of Chilli in SEA Cuisine The prevalence of chilli in SEA cuisine after its introduction to the region less than 500 years ago is the result of a combination of factors that include sociological reasons, culinary reasons, scientific reasons and geographical reasons. It is hard to explain the popularity of chilli in the region due to biology. Recent studies have indicated that Asians 25% more likely than people of other races to be supertasters. Supertasters are more sensitive to certain tastes and Asians would therefore be more prone to experiencing the burn of capsaicin through chilli consumption. Yet despite this ethnic trait, the prevalence of chilli in SEA cuisine exceeds that of European or American cuisine. I argue that the popularity of chilli in the region can be explained by a confluence of factors exclusive to SEA countries. Firstly, rice is a staple food in all the SEA countries. SEA countries today are responsible for a larger than proportionate share of the global rice export market, with countries like Thailand and Vietnam being famous for rice planting. In the past, many people in SEA countries survived through subsistence farming and rice was a staple food because it was cheap and filling. Even when rice was not eaten, people substituted it with rice-based products like rice noodles. By making rice a staple part of the SEA diet, people could reduce their consumption of expensive meats and vegetables and therefore, lower the cost of their meals. With the introduction of chilli in the region, people began adding it into their meats and vegetables to give it extra spiciness. The extra spiciness of the meats and vegetables meant that the amount of meat and vegetables for meals could be further reduced since people ended up eating more rice to reduce the burn of the capsaicin from the chillies. By addin g a relatively cheap ingredient like chilli to their dishes, SEA people could therefore reduce their consumption of more expensive foodstuffs, thus explaining the prevalence of chilli in the cost-conscious SEA region. Secondly, chillies were adapted into a region which was already trying different methods to deal with food spoilage. In countries with landlocked areas and muddy rivers, it was not always easy to obtain the freshest of ingredients for the preparation of food. Vegetables grown in certain areas took on a weird taste and often contributed to what many people would consider unpalatable dishes in a meal. In a time with no refrigeration, it was not always possible to consume food before it started going bad in the hot and humid weather, which meant that rotting food was always a possibility during meals. To reduce food spoilage, fermentation of food (like shrimp paste) and sun drying ingredients (ie fish) had become a popular aspect of SEA cooking during this time. However, the resulting dried ingredients were more pungent and had a stronger taste than before and when added back into cooked food, could make it taste less palatable. With the introduction of chilli peppers into food cooked w ith dried ingredients, Southeast Asian cooks were able to Thirdly, recent studies have shown that chilli-based cuisine is popular because it promotes the release of endorphins. The capsaicin in chilli peppers have been found to promote endorphin release in the human brain in order to deal with the burn of spicy food, thus making a torturously spicy meal paradoxically pleasurable. In Britain, researchers were looking into the popularity of curry in the United Kingdom and they concluded that the reason curry had grown so popular was because the spice in the curry caused peoples hearts to beat faster after consumption, mimicking the after-effects of sex. Assuming that these findings of Western researchers can be applied to Southeast Asians, we can thus see that there is a scientific reason to explain the popularity of chilli-based cuisine in the region. Finally and most importantly, the popularity of chilli can be attributed to a self-perpetuating cycle of cultural transmission through immigration in a geographically connected area. Southeast Asian is a region of diverse cultures and religions and this regional trait expresses itself most clearly in the varied dietary restrictions among the different SEA countries. The Muslims abstain from pork, while the Hindus do not consume beef and the more religious Buddhists avoid meat altogether. However, chilli peppers are a plant-based cooking ingredient and do not violate any culinary restrictions of various SEA ethnic and religious populations. Being a geographically connected area that has long been involved in trade, SEA was exposed to the cultural transmission of chilli-based cuisines through local and foreign traders who eventually settled down in these lands as immigrants. As chillies became more widely used in local cuisines due to its culinary adaptability, more chillies were grown within the region itself and this resulted in a self-perpetuating cycle that cemented its place in Southeast Asian kitchens. A combination of these factors explains the prevalence of chilli in the Southeast Asian region and it also accounts for why Filipino and Northern Vietnamese cuisines incorporate less chilli in their food compared to their neighbours. For the Philippines, The Role of Chilli in Shaping SEA Identity Due to their popularity in Southeast Asian cuisines, chilli peppers have transcended culinary traditions and come to occupy an exalted role in shaping Southeast Asian identity today. Spicy food is now part of the identity of the region while the ability to tolerate and even relish chillies is now seen as an informal rite of passage among SEA communities today. Spicy food is now closely associated with the identity of the region in a globalised world. Southeast Asian cuisine seen in the eyes of non- Southeast Asian people is determined by the spiciness of the food and the excessive use of chillies in cooking. With the increasing influx of SE immigrants to Western countries, Westerners are exposed to Southeast Asian cuisine and because Southeast Asians use more spices and chillies as opposed to salt and pepper, Westerners have come to view chillies as a defining aspect of Southeast Asian cuisine. If you visit any hawker centre in Singapore today, an order of almost any dish will invariably be accompanied with chilli condiments ranging from chicken rice chilli to sambal goreng to the freshly cut chilli peppers soaked in soya sauce. Due to cultural perceptions of Southeast Asian food, more hawkers are inclined to include a chilli condiment with the kind of food they serve and this in turn exposes more people to chilli-based food that they come to see as normal or even synonymous with Southeast Asian cuisine. In many Southeast Asian communities, the ability to tolerate chilli-based food or even relish the taste of chilli peppers is the ultimate, albeit informal, rite of passage to adulthood. The irony of associating chillies with regional and personal SEA identity is that not all Southeast Asians embrace chilli as part of their diet. As mentioned earlier, Southeast Asians are supertasters and theoretically more sensitive to capsaicin. The absence of chilli in certain SEA based cuisines (Northern Vietnam Philippines)

Ka :: essays research papers

Karma Paper The concepts of Varna and karma are each closely related to the eastern civilization religions of Hinduism, Buddhism, and Jainism. Varna and karma go hand in hand with each other to explain themselves, as does karma with the doctrine of reincarnation. The complicated explanation of all of these concepts follows. In order to understand the concept of karma, one must first understand the term varna. An appropriate definition would be the rise of class system, which the Hindus adhere to. An English translation of Varna, however, means color. There are four social classes that break down the class system otherwise known as varna. Beginning with the highest class, there is the Brahmins or priests, followed by the ruling Kshatriyas, the Vaisyas (common people), and finally the Shudras (servants). The Brahmins said that if one was a member of any of the first three classes to be extremely careful to avoid the Shudras. Now that we have somewhat of an understanding of varna, the concept of karma can be more easily explained. Karma simply stated is that the way one lives his or her life now determines destiny or fate. In other words, the consequences of one’s actions in this life will determine what they do or become in the next life. Therefore, karma is what made one who he or she is in the present life due to the actions the person portrayed in his or her previous life. Karma is the cause of one’s destiny in the future life, and is what caused a person to be who he or she is today. Now we will explain the relationship between varna and karma. Let’s imagine the following situation. There are two people living in the Vaisyas class of commoners. One of them does only good deeds, has good thoughts, and portrays an all around good sense of well being. The other person commits crimes, has bad thoughts, and portrays an over all sense of evil or no good. The first person will perhaps become a member of the Kshatriya class, moving up on the wheel of samsara. The other person will most likely become a Shudra in the next life. So, perhaps in their most recent previous lives’, the first person was a good person of the Shudra class, and samsara declared that he or she rise in class; and the second person may have been a bad person of the Kshatriya class, therefore he or she declined in class.

HSC 037 Promote and Implement and Safety in Health and Social Care Essay

At our home the main aim is to ensure the effective operation of the health and safety system in the home and to ensure all staff work safely and report any hazards that they encounter. Our manager ensures that we have the following available to our clients, staff and they are displayed at the entrance to our home, they are: The Health & Safety Policy, QP-05 The home’s certificate of employers liability. Health and safety manual that includes the latest updated Health and safety policy, QP-05. The Fire Safety Policy, QP-03. The Smoking Policy, QP-12. COSHH Regulations, C4-020. Our main health and safety responsibility within the home is to ensure all our staff are suitably trained to safely and effectively carry out their duties. The manager is responsible for ensuring that all staff is aware of their role and responsibilities in relation to health and safety in the home. The manager should also ensure that individual staff working alone is risk assessed. This is risk assessment should follow the lone working policy, QP-25. Our manager should ensure that a suitable number of appropriately trained staff is available to deal with accidents and health emergencies. Staff will receive training in first aid, and there will be a suitable first aid box provided by the home, and appropriate records will be maintained in accordance with the homes first aid policy, QP-22. All staff is responsible for adhering to the requirements of the environmental policy, QP-30. All substances governed by the COSHH regulations should be stored safely and securely in the designated storage area which is kept locked. The manager should include health and safety training as part of the homes training plan to ensure all staff have received the appropriate level of training. Our health and safety training covers: induction training on-going training, which is specific to the work undertaken by staff on a daily basis. Refresher training to ensure that certification for time limited accreditation remains current and embraces updated practices. First aid. Food hygiene. Manual Handling. Fire safety. Only staff who are authorised by the manager may be asked to supervise new staff. The manager ensures that regular checks of the home are made to identify potential hazards and to confirm the continuation of safe working practices. The manager should carry out inspections at frequencies stated in the health and safety inspection schedule and ensure all areas identified are included in the health and safety inspection check list. Where the checks highlight the need for action to be taken, the manager should take the action necessary to remedy the situation or document the reasons why actions cannot be taken. The manager is responsible for maintaining a system of recording which records all reports of accidents, incidents and hazards. In some cases there is a legal obligation to use forms which must conform to the requirements of the health and safety executive. All staff should be aware that they are responsible for reporting any accident, incident or hazard to the senior member of staff on duty. The manager should be aware of the requirement to report to the care quality commission any event which is covered by regulations 16,17 and 18 of the care quality commission (registration) regulations 2009. Information regarding these notifications can be found in the CQC statutory notifications procedures, MA-22. The manager is responsible for ensuring that any accident, incident or hazard is reported to the relevant enforcing agency in the proper way. These agencies will include: The health and safety executive, RIDDOR notification form F2508,C4-085. Environmental health department, report of infectious or communicable disease form, C4-074. Care Quality Commission, using the relevant statutory notification form. As a minimum, the manager should ensure that the following records are maintained in the home to ensure legislative compliance and support the health and safety system in use at the home: An accident/incident report form A supply of RIDDOR notification form Senior staff communication book Significant events of importance book. Before any contractors begin work within the home, they must have been made aware that they must comply with all statutory health and safety requirements for the work being done. To ensure this happens, the manager should ensure that the contractor is included on the approved suppliers list, and has properly completed the approved supplier’s application. This will ensure that the necessary acknowledgements have been signed prior to work commencing. The home provides a living and leisure environment for older persons, some of whom are frail, and are especially vulnerable to a variety of risks. The manager or delegated responsible person is someone who has control or a degree of control over the premises and fire prevention systems and they will ensure that there is a fire management plan which will be implemented and maintained. The manager will ensure that risk assessments are carried out where required using the fire safety risk assessment form. Clients and all staff should all have a copy of this fire policy and the fire management plan, which forms part of the crisis management and service continuity plan. In addition, it is posted on notice boards around the home. The local fire authority will be consulted to see that they are satisfied with the safety measures that we have put in place and we will seek their advice on where improvements should & could be made.

Plato, the symposium essays

Plato, the symposium essays Plato, the Symposium was written about a gathering in 416cBC . It begins with two gentlemen walking on a road, and one of them wants to hear the speeches delivered at Agathons party. However, the story of the two men ends at the beginning of the story, it is never mentioned again. The party begins with the gentlemen sitting down to eat. Once the meal is over, the gentlemen agree not to drink heavily that night. As each speech ends, another one begins. When they were finished, they all agree on who had the best speech. I will begin by using the class lecture to defend, or to develop the reading of Plato, The Symposium. I will discuss the way Athenians were addressed, the unimportant role of slaves in Athens through Phaedrus speech on honor and the rules of love between men, and also Alcibiades speech concerning Socrates. In the Symposium, two men were addressed by their demes. In the opening lines, Apollodrus is referred to as a Phalaria man. Aristodenus was announced as Aristodemus, of the deme Cydatheneam. This supports the lecture that Athenians were moving away from their kinship. In 416cBC at the time if this gathering, Athens had been divided into demes by Solon decades before. The people were ruling the government of Athens. As this government expanded, family rivalries developed. In an attempt to end the family rivalries, Solan uses a grid of the city to establish which deme a citizen was a member of. By discouraging kinship and moving away from the family identity, it became where you lived. This was a step closer to being identified to the land. In the Symposium, slaves are referred to very little. It is at the beginning of the meal when the slaves are spoken of, and at the end of the meal when the flute player was sent away. She is not mentioned again until she helps Alciviades inside after he arrives intoxicated. This supports the topic that Greek aristocrats, such as the philoso...

Free Essays on Myocardial Infarction

The heart is arguably the most vital organ in the human body. What happens when the heart muscle begins to die? A myocardial infarction (or heart attack) is the death of a part of the heart muscle due to its sudden loss of blood supply. What causes this sudden loss of blood supply? What is reperfusion? What is a PTCA? What causes the heart muscle to lose its blood supply? Usually, the loss of the heart’s blood supply is caused by the total blockage of a coronary artery by a blood clot on a cholesterol plaque in the artery. Cholesterol is a fatty chemical which is a part of the outer lining of cells in the body. Cholesterol plaque is the formation of a hard substance within the walls of the artery caused by deposits of cholesterol over time. This process begins while a person is in their teenage years. If a person begins eating unhealthy foods at a young age, he or she will be prone to a heart attack at a later age. What is reperfusion? Reperfusion is the main goal in treating heart attack victims. The chance of survival increase the sooner reperfusion is established. This process restores blood flow to the heart muscle. Once blood flow is restored, the patient becomes pain free. If done soon enough, the amount of damage to the organ is minimized and the pumping of the muscle is preserved. Optimal benefit is reached if reperfusion can be attained between 4 and 6 hours after the attack. The most common method of reaching reperfusion is by performing a PTCA. The most direct method of opening a blocked artery is to perform an immediate coronary angiogram and PTCA (percutaneous transluminal coronary angioplasty). A tiny plastic catheter with a small balloon at the end is advanced into the artery. It is moved up to the blockage point and is inflated thus pushing the clot and plaque out of the way. This process can be up to 95% effective within the first 60 minutes. This process also allows testing of the status of... Free Essays on Myocardial Infarction Free Essays on Myocardial Infarction The heart is arguably the most vital organ in the human body. What happens when the heart muscle begins to die? A myocardial infarction (or heart attack) is the death of a part of the heart muscle due to its sudden loss of blood supply. What causes this sudden loss of blood supply? What is reperfusion? What is a PTCA? What causes the heart muscle to lose its blood supply? Usually, the loss of the heart’s blood supply is caused by the total blockage of a coronary artery by a blood clot on a cholesterol plaque in the artery. Cholesterol is a fatty chemical which is a part of the outer lining of cells in the body. Cholesterol plaque is the formation of a hard substance within the walls of the artery caused by deposits of cholesterol over time. This process begins while a person is in their teenage years. If a person begins eating unhealthy foods at a young age, he or she will be prone to a heart attack at a later age. What is reperfusion? Reperfusion is the main goal in treating heart attack victims. The chance of survival increase the sooner reperfusion is established. This process restores blood flow to the heart muscle. Once blood flow is restored, the patient becomes pain free. If done soon enough, the amount of damage to the organ is minimized and the pumping of the muscle is preserved. Optimal benefit is reached if reperfusion can be attained between 4 and 6 hours after the attack. The most common method of reaching reperfusion is by performing a PTCA. The most direct method of opening a blocked artery is to perform an immediate coronary angiogram and PTCA (percutaneous transluminal coronary angioplasty). A tiny plastic catheter with a small balloon at the end is advanced into the artery. It is moved up to the blockage point and is inflated thus pushing the clot and plaque out of the way. This process can be up to 95% effective within the first 60 minutes. This process also allows testing of the status of...

Dynamics of Leadership - Leadership Interview Essay

Dynamics of Leadership - Leadership Interview - Essay Example The reason for interviewing a company manager is to get the strategies and approaches that one uses in implementing leadership. In this way one can determine if the style and theories adopted by the leader may be conversant for the environments or irrelevant. The interview covers the main influential aspects that relate to the company that has influence in the general management. The roles of a manager are to oversee and supervise the activities of the company and its employees. It is the mandate of the manager in charge of small businesses to keep workers aligned with the company goals. In business, the managers have to report to top strategic management, crisis management responsibilities, business employee responsibilities and financial management supervision. A complete interview questions are used to determine the leadership skills and potentials of the candidate. They help in seeking to identify the leadership styles practiced by the candidate from his own perspective and the perspective of his direct peers and reporting staff. It helps in determining if the candidate’s style is congruent in the organizational culture. It is essential to create a leadership profile beforehand that can be used to identify the skills and traits of leaders who are successful within the organization. The best demonstration of leadership style is found on stories, self-serving commentary interviews and self-examination. It is therefore prudent to get as many stories as possible from the candidate so that it can help you analyze the leadership styles applied by the candidate. The positive suggestion and intentions of the candidate towards the company also implies the ability to develop the company and create good strategies. Tell me about yourself. This is not a question but a request. The response should be purposeful and focused. â€Å"Born in Canton in the year1964 on March, lived in Ohio and attended Lincoln High School.

Organizational Behaviour - Leadership in Organizations Case Study

Organizational Behaviour - Leadership in Organizations - Case Study Example These theories discussed different styles of leadership also which include leadership styles such as situational, transformational, servant-leadership etc. The topic of this essay is to discuss the contingency model of leadership and the subsequent changes which took place over the period of time in the concept and theoretical foundations of the concept. However, before discussing the concept, it is important that a comprehensive look at what the leadership is and how it emerges must be taken into account. As discussed above that there were different attempts being made in defining the process of leadership and how it emerges. Leadership has typically been defined as the process of influencing others in order to accomplish some objectives through others. Leaders often achieve this through their personal attributes such as values, knowledge, ethical considerations as well as character. However, on an organizational level, leadership is more concerned with organizational functioning as well as the coordination of various activities in order to achieve the intended objectives. Recent advances in the literature, however, clearly indicate that leadership is not just limited to the concept of accomplishing tasks through personal attributes rather it is more of a collaborative effort which does not rely on the leader but on followers also. This leadership is, therefore, a two-way concept involving both the leaders and followers to accomplish any given task. A historical look at the development of leadership theories would suggest that it started with the emergence of Great Man theories which emphasized the in-born capabilities of the leaders. Such theories highlighted that great leaders are born leaders and leadership is something which cannot be acquired or developed over a period of time. (Horner,1997). The next generation of change in leadership theories focused on the contextual relationship of the leadership with the organization. The situational leadership theories, therefore, concentrated on studying the influences of the external environment on the behaviour of the leaders and attempted to define the external environment as an influential factor on the overall shaping of the leader. Situational theories are based on the assumption that leaders emerge either due to the economic condition of the country, group dynamics, threats which are external to the organization as well as the different organizational culture prevailing in organizations. The situational leadership is therefore considered as the result of a leader's reaction towards the different external settings and influences faced by the organization. (Hollander, 1971). Fiedler's contingency model is part of this school of thought about leadership.