Management and Leadership Styles in Nursing Team Leaders

Management and Leadership Styles in Nursing Team Leaders This assignment will focus on the different management and leadership styles and the benefits and shortfalls will be discussed. Definition of the management and leadership styles will be included along with a brief discussion on trait theories This will be achieved by studying a working nurse team and concentrating on the nurse in charge and how she delegates, leads and organises the team. Firstly, this assignment will look at the different management and leadership styles followed by the analyst on how the nurse in charged relates these management and leadership styles in practice whilst managing a multi- disciplinary team within a hospital ward setting along with a conclusion of what I have learnt observing leadership style and how I was influenced from this form of leadership and how it may effect me in my future practice as qualified nurse According to Marquis Hudson (2000) leadership is a process of persuading and influencing others towards a goal as is composed of a wide variety of roles. .However Bowles And Bowles(2000) Define leadership as an interpersonal relationship of influence the product of personal characteristics rather than mere occupation of managerial positions. it is these personal characteristics which attract enthuse and motivate followers toward organizational goals. Each nurse has their own styles and leadership, their style depends on their values, traits. Characteristic, along with experience it is these individuals that changes began to come about. Trait theory of leadership is based on the assumption that people inherited specificate characteristics traits abilities and skills that make more suitable leaders than others Trait approach tries to identify traits and characteristics to distinguish leaders from followers Marquires and Huston (2006) suggested the great man theory is that people are born to lead and others are born to be led. Doyle and smith (2001) argues that Gandhi along with Napoleon inheritated the great man trait and highlight that they took control when needed .As suggested the term great man and not great woman ,This happened as in those times leadership was considered to be a males job only .Since trait theory was not enough to identify leaders from non leaders new theories of leadership began to appear such as are leaders developed through education and special training along with being learnt from observation and teaching creating the behaviour trait . A nurse leader must have a variety of leadership styles depending on the situation. Leaders are sought after for their expertise in their respective specialties and staff nurses look up to these individuals for guidance. Management is defined as a process about an improvement in knowledge skills, habits and attitudes of the employee in an organisation (sing 2008) Historically management has been given a greater importance in healthcare settings (marquis Huston 2006).However (McCallin2003) states The role of management in the time of Florence Nightingale was authoritarian and focused on rules, hierarchy and systems of punishment or reward to motivate workers. The characteristics of historic management would endeavour autocratic leaders. This type of management may of being accepting in the 19th century but today it no longer reflects the needs or values of the nursing profession Modern health care settings are complex and requires the registered nurse to have the ability to perform a multitude of roles and responsibility requires highly developed skills in decision making ,critical thinking along with the adherence to professional ,moral and legal standards .In addition to these skills leadership and management are considered essential for professional practice all are included in the Nursing Midwifery Council(2008) standards and are required for competent practice .the ability of register nurses to be effective leaders will impact on staff ,resources and setting and achievement of goals .this will in turn have implications for the quality of care Drucker (1999) cited in Weick and Evans(2003) stated todayà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s nurses are graduates who have been described as knowledge workers who want to be led not managed . The word management and leadership are often interchangeable this is based on that they use similar skills bowman1997 and greenwood 1997 effective leadership is critical in any organisation and the key to effective is having the staff focused and working towards achieving the desired goal Convey (2006) argues the view that management is about doing things right and leadership is about doing the right thing student hand book Leaders and managers are not the same though they act in similar ways. A manager is responsible for setting objectives and using resources efficiently. A leader is responsible for motivating a group of people (team) to use their individual skills; therefore leadership is a vital skill of any successful manager There are several different leadership styles Three will be chosen and the advantage and disadvantages will be discussed. Bureaucratic leadership- bureaucratic leaders work by the book and ensures they follow protocols and procedures in accordance to how they are set bureaucratic leaders, expect team members to adhere to the protocols and procedures and follow he rules perfectly . ,this form of leadership can demoralise staff as well as put up barriers when needing to use their own initiative in addition place restraints on any changes that are needed. In acute workplaces where procedures save lives, a bureaucratic management style can help enforce health and safety rules. Autocratic leadership- Autocratic leaders sets objectives and allocates tasks and demands obedience they make as many decisions as possible and seek to have authority and control in decision making .Autocratic leaders tend to respond quickly and effectively and give the task a direction .However research claims that autocratic leaders can be disliked creating lack of faith and trust along with demotivated staff leading to stress within the relationship with work colleagues Marquis and Huston (2006) Democratic leadership à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬democrat leaders encouraged participation in the decision making by consulting team members ,delegating where possible and explaining their decisions along with sharing the responsibility Adaire(2002) Democratic leaders tend to have a good rapour with their team as work colleagues will tell a democratic leader when something has gone wrong. While employees simply hide it from an autocrat .democratic leadership is effective in professional organisations where the emphasis on training, professional and leadership development needs to be optimistic.(tomey 2004) Laizzez-Faire leadership à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Laizzez faire leaders are ones that leaves the employee to get on with their work with little or no interference, By giving the employee freedom it gives them the opportunity to show responsibility and initiative Marquris and Huston (2006)suggest that laizzez-faire leaders only motivate others when requested to do so .This form of leading can be effective if the leader monitors what is being achieved and communicates it back to the team regularly .regrettably ,it can also refer to situations where leaders are not exerting sufficient control I have chosen a nurse that through her compassion and leadership style as inspired me throughout my transition from a healthcare assistant to a student nurse .For the purpose of the confidentiality of this nurse she will be identified as C.B C.B has being a registered nurse for 9 years working in a busy public hospital in many departments including orthopaedic and surgical wards and now currently is a band 6 in the Accident and Emergency Department (A/E) She has decided to advance her knowledge and has undertaken many course .This has enabled her to increase her knowledge to enable her to gain confidence in her leadership role, as a band 6 in the A/E department I was fortunate not only to know C.B as a work colleague but to have the honour to have her as my mentor whilst I was a student in the A/E department. In the A/E department one member of the nursing team is chosen by the ward manager to become co-ordinator .The role involves delegating teams , communicating jobs needed to done, organising bed state in accordance to admission and discharges performing ward round an organisation of staff such as break times .The event being analysed will be communicating jobs from the ward round to different team members and how the coordinator deals with them .Research evidence suggests that an effective manager should have a detailed knowledge of all patient in his/her care and one way to achieve this is by hands on nursing(Douglas;1992, Lles 1997) Prioritizing becomes part of a nurses routine in every day practice (Waterworth 2003 ). Using her management skill of decision making C.B looked at the skill mix of the staff to be able to decide how nursing skills are best used (Humphreys 1996). This can be done by using your clinical judgement of the staff and by looking at the grades of the staff available. McElroy et al (1996) agrees with the using clinical judgement to ensure you make the best use of a nurseà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s time. It should be recognised that skill mix research is vague. There is research on this area but it mainly looks at grade mix rather than skill mix (Spilsbury and Meyer 2005). One could question skill is more than just a grade, as the grade of the person does not always reflect the experience of the person. C.B had to break the tasks down. Ensuring she makes sufficient use of the skill mix available to ensure that adequate staff fulfils the tasks to ensure the quality of patient care give n is of the highest standard. From a management point this is a very important decision to make as it means that you can try to get the best out of your staff and that it is a way of ensuring all your tasks get complete and the management of clinical risk is not affected (Smith and Valentine 1999). This was achieved by using delegation skills. Delegation is the process from which responsibility for performing a task is transferred to another person who accepts responsibility for the task. Although Delegation is the process from which responsibility for performing a task is transferred to another person who accepts responsibility for the task. But although you have asked someone else to do the task overall the person delegating the task is still actually accountable (Sullivan and Decker 2005) NMC 2008 Delegation is an important management process and allow organization and leadership to function through others .Ellis and Hartley (2004) . Delegating a task to others have been found to be challenging for some nurses Hansen and Washburn (1996) As C.B has being allocated to be shift coordinator she needed to participate in regular ward round that occurred within the A/E department in addition to have control of any emergency situation that was happening within the A/E . During the ward round the C.B as the co-ordinator employs a bureaucratic approach as she is with the consultant and junior doctors In this situation she must ensure that everything is done correctly both by herself as well as the consultant and junior doctors After completion of the ward round C.B handed over to the relevant nurses the information that had been discussed during the ward round .There has been a lot of research on handovers which have looked at the contents Hesse (1983) Liukkonen (1993) and McMahon (1990), duration Matthews (1986), Sherlock (1995) Thurgood (1995). This literature all conclude that handovers. influences the delivery of care efficient handovers mean better patient care. Meisser et al (2007) suggested that leadership may be the one quality needed to improve handover Research conducted by Sexton et al (2004) argues that not all the relevant information is discussed during handover, preventing the delivery of care. Yet again C.B delegates ,jobs that have be ing requested on the ward round .in this situation she employs the transactional form of leadership style as she needs to ensure that all the correct information has been passed on and that the nurses looking after the appropriate team get the jobs done effectively and efficiently .This means the staff of the delegated teams agree to do the job request and do not changed any aspect of the job required .After delegating the new jobs to her staff the C.B than adopts a laissez-faire approach and allows the nurses to get on with their own jobs .However ,communication was still essential in the laissez-faire approach and the C.B regularly calls staff into an area to handover and update herself on the jobs being done ensuring the original job that was requested to herself on the ward round was being carried out. By means of discussing the handover with the delegated nurse C.B allowed them to put themselves forward for the patient Involving her work colleagues allow them to be involved in patient care this form of delegation can be highlighted from a democratic leader An emergency call came through to the A/E and C.B responsibility was to ensure the correct emergency team would be present for when the patient arrived C.B was in control due to her knowledge and was able to identify follow out this task as a leader of this emergency call C.B made decisions for the group .This type of leadership is autocratic and is appropriate when a dealing in emergency situations Research by Greenwood (1997 ) has found that leaders should adopt the style in which they find most comfortable to be an effective leader. Leadership styles vary according to various situations. One leadership style may be ineffective where another one is extremely successful. we are now able to see that leaders vary according to situations and their traits. Leaders are able to express themselves fully Bennis.(1998) they also know what they want and why they want it and how to communicate what they want in order to gain cooperation and support achieving goals to be met Bennis (1998) states leaders can find way to make a difference All nurse are in a position to become change agent but most importantly nurse leaders have the greatest influence on changed. The nurse act as the change agent when assisting patients in changing or altered behaviour .kozier et al (2000) states nurse often act to make changes in the system ,such as clinical care along with helping patient return back to good health. According to Marquis and Huston (2000) what distinguishes a successful changed agent is a person skilled in theory and implementation of planned changed to deal appropriately with these changes and connect all organisations that will be effected by the changed. This is achieved by means of good leadership and management skills

Seven Sisters of India

Seven Sister States From Wikipedia, the free encyclopedia Jump to: navigation, search For the book by Aglaja Stirn and Peter Van Ham, see The Seven Sisters of India. The Seven Sister States of India The Seven Sister States are a region in northeastern India, comprising the contiguous states of Arunachal Pradesh, Assam, Meghalaya, Manipur, Mizoram, Nagaland, and Tripura. The region had a population of 38. 6 million in 2000, about 3. 8 percent of India's total. There is great ethnic and religious diversity within the seven states. For most of their history, they were independent, and their complete integration with India came about only during the British Raj. Most of the seven sister states are on the Eurasian Plate. (Excluding Southwest Meghalaya and the extreme west of Assam) [1] Contents[hide] * 1 The Seven States * 2 History * 3 Ethnic and religious composition * 4 Natural resources * 5 Interdependence * 6 Origin of the sobriquet * 7 See also * 8 References * 9 External links | [edit] The Seven States State| Capital| Arunachal Pradesh| Itanagar| Assam| Dispur| Manipur| Imphal| Meghalaya| Shillong| Mizoram| Aizawl| Nagaland| Kohima| Tripura| Agartala| [edit] History When India became independent from the United Kingdom in 1947, only three states covered the area. Manipur and Tripura were princely states, while a much larger Assam Province was under direct British rule. Its capital was Dispur. Four new states were carved out of the original territory of Assam in the decades following independence, in line with the policy of the Indian government of reorganizing the states along ethnic and linguistic lines. Accordingly, Nagaland became a separate state in 1963, followed by Meghalaya in 1972. Mizoram became a Union Territory in 1972, and achieved statehood – along with Arunachal Pradesh – in 1987. [edit] Ethnic and religious composition Except for Assam, where the major languages are Assamese and Bengali, and Tripura, where the major language is Bengali, the region has a predominantly tribal population that speak numerous Tibeto-Burman and Austro-Asiatic languages. Hinduism and Christianity are the predominant religions in this region. The proliferation of Christianity among the Seven Sister States sets it apart from the rest of India. The work of Christian missionaries in the area has led to large scale conversion of the tribal population. Christians now comprise the majority of the population in Nagaland, Mizoram and Meghalaya and sizeable minority in Manipur and Arunachal Pradesh. The bigger states of Assam and Tripura, however, have remained predominantly Hindu, with a sizeable Muslim minority in Assam. [edit] Natural resources Main industries in the region are tea-based, crude oil and natural gas, silk, bamboo and handicrafts. The states are heavily forested and have plentiful rainfall. There are beautiful wildlife sanctuaries, tea-estates and mighty rivers like Brahmaputra. The region is home to one-horned rhinoceros, elephants and other endangered wildlife. For security reasons, including inter-tribal tensions, widespread insurgencies, and disputed borders with neighbouring China, there are restrictions on foreigners visiting the area, hampering the development of the potentially profitable tourism industry. edit] Interdependence The landlocked Northeastern region of the country comprises seven separate states whose geographical and practical needs of development underscore their need to thrive and work together. A compact geographical unit, the Northeast is isolated from the rest of India except through the Siliguri Corridor, a slender and vulnerable corridor, flanked by alien territories. Assam is the gateway through which the sister states are connected to the mainland. Tripura, a virtual enclave almost surrounded by Bangladesh, strongly depends on Assam. Nagaland, Meghalaya and Arunachal depend on Assam for their internal communications. Manipur and Mizoram's contacts with the main body of India are through Assam's Barak Valley. Raw material requirements also make the states mutually dependent. All rivers in Assam's plains originate in Arunachal Pradesh, Nagaland and western Meghalaya. Manipur's rivers have their sources in Nagaland and Mizoram; the hills also have rich mineral and forest resources. Petroleum is found in the plains. The plains depend on the hills also on vital questions like flood control. A correct strategy to control floods in the plains calls for soil conservation and afforestation in the hills. The hills depend on the plains for markets for their produce. They depend on the plains even for food grains because of limited cultivable land in the hills. To provide a forum for collaboration towards common objectives, the Indian government established the North Eastern Council in 1971. Each state is represented by its Governor and Chief Minister. The Council has enabled the Seven Sister States to work together on numerous matters, including the provision of educational facilities and electric supplies to the region. [edit] Origin of the sobriquet The sobriquet, the Land of Seven Sisters, had been originally coined, coinciding with the inauguration of the new states in January, 1972, by Jyoti Prasad Saikia, a journalist in Tripura in course of a radio talk. Saikia later compiled a book on the interdependence and commonness of the Seven Sister States, and named it the Land of Seven Sisters. It has been primarily because of this publication that the sobriquet has caught on.

Effects of Guilt in Crime and Punishment Essay

Guilt is a force in all that has the ability to bring people to insanity. When guilt becomes great enough, the effects it has on people go much deeper than the surface. People’s minds and body’s are overpowered by the guilt that consumes them every second they live with their burden. The devastating effects of guilt are portrayed vividly in Dostoevsky’s fictional but all to real novel Crime and Punishment. In the story, the main character Raskolnikov commits a murder and suffers with the guilt throughout. Eventually his own guilt destroys himself and he is forced to confess. Through Raskolnikov, Dostoevsky bestows on the reader how guilt destroys Raskolnikov’s physical and mental well being, which, in time, leads to complete alienation from society. When one suffers with a great deal of guilt, their physical health quickly deteriorates. Raskolnikov’s physical suffering begins shortly after the murder with delusions and nonsense ravings while constantly drifting in and out of reality. He often goes into a state of â€Å"not completely unconscious† but is in a â€Å"feverish state, sometimes delirious, sometimes half conscious†(98) while blaming it on his previous sickness. Raskolnikov is being destroyed by his guilt. He is unable to physically live in society while he has such a burden constantly looming over him. When in the police station, Raskolnikov hears talk of the murders and with just a reminder of his crime, he quickly becomes weak. When he â€Å"recovered consciousness†(88) the men at the station undoubtedly notice his illness and point out that â€Å"he can barely stand upright.†(89) His guilt has driven him to a serious state of sickness. He can no longer function normally or even keep consciousness when he is reminded of his crime. Raskolnikov can no longer function normally because his guilt has destroyed is physical capabilities so drastically. The mental abilities of a person are stifled when they are suffering with a great deal of guilt. Along with his physical health, Raskolnikov’s mental health quickly deteriorates following the murder. He is in a constant state of mental delirium and has constant ravings that are very irrational.  However, Raskolnikov’s true state is shown when Razumihin tells him â€Å"You are delirious you know!† and Raskolnikov’s response is a bold â€Å"No I am not!†(93) Even though Raskolnikov is in a state of delirium, his problem is so serious because he is totally oblivious to his state and completely denies it when wise, rational men tell him that he is. Raskolnikov’s guilt has taken him from a wise, educated, scholar to being incapable of rational thought. As the story progresses, the guilt becomes increasingly heavier on Raskolnikov’s mind. Others begin to notice this to including Petrovich who describes Raskolnikov as a â€Å"moth near a candle† who will keep â€Å"circling around [him], circling around [him]† all the time â€Å"narrowing the radius more and more, and-whop!†(352) Petrovich is aware of Raskolnikov’s state and he knows that Raskolnikov cannot live with his guilt. He knows like a moth around a candle that it is only a matter of time before the guilt is unbearable and Raskolnikov will have to confess everything. Raskolnikov’s guilt becomes his biggest enemy as it continues to break down his mind and leads him away from normal society. As Raskolnikov becomes torn apart by his guilt, he begins to separate himself from society which leads to complete alienation from everybody. He becomes a man that is so different from everyone around him that he no longer belongs. With â€Å"a sweep of his arm†(96), a drastic realization falls on Raskolnikov as he flings the coin into the water. â€Å"It seemed to him, he had cut himself off from everyone and everything at that moment.†(96) Raskolnikov no longer puts value on what his society values the highest. He is terribly poor and hungry, but throws twenty cockpeckcs into the river and thus destroying any ties he still had with society. Because of his alienation, Raskolnikov is no longer able to express his feelings and emotions with anybody. When Raskolnikov claims of hearing things, Natasha tells him that â€Å"it’s the blood crying in [his] ears.†(96) Unknowingly, she realizes his disconnection from society as she tells him â€Å"when there is no outlet for it and it gets clotted, [he] begins fancying things.†(96) The blood in his ears is a metaphor for his alienation and how when there is no outlet, meaning he has no one to talk to, it clots and he imagines things, which is his state of delirium. As Raskolnikov becomes detached from society, he begins to make his own world in his head where his ideals are  his deciding factors. He even has reason for murder. He convinces himself that â€Å"it wasn’t a human being [he] killed† but rather he believes â€Å"it was a principle!†(223) Raskolnikov believes he has become the world’s superman and truly done a good deed by riding the world of an â€Å"illness†(223) to society. By this point, Raskolnikov has no ties to society as he has created his own value system and believes he has a license to kill. Raskolnikov’s guilt changes him such that he breaks away from society, which snowballs into him being completely alienated with no one who thinks on an equal level. Guilt is the main factor that drives Raskolnikov to insanity which leads to his alienation. Guilt attacks his physical heath making him drift in and out of consciousness, which makes him no longer function normally in society. During this, his mind is being consistently deteriorated by the guilt causing irrational thought. Raskolnikov eventually becomes alienated from society as he no longer thinks or acts like the people around him. Raskolnikov does not improve until he confesses and takes the consequences does he return to normal. Through Raskolnikov, Dostoevsky brilliantly shows the power that guilt truly has on a person.

Horizontal Integration - 6633 Words

EUROPEAN COMMISSION Competition DG Information, communication and multimedia Media Vertical and horizontal integration in the media sector and EU competition law Miguel Mendes Pereira* â€Å"The ICT and Media Sectors within the EU Policy Framework† U.L.B.-SMIT (Studies on Media, Information and Telecommunications) CEAS-Norwegian School of Management, Oslo Telenor Broadcast Brussels, 7 April 2003 OUTLINE Introduction I. Convergence and integration 1. Technical convergence 2. Economic convergence 3. Efficiencies II. Competition issues 1. The competitive arena 2. Foreclosure 3. The dominance test III. Vertical integration 1. 2. 3. 4. The gate-keeper issue Foreclosure of input markets Leveraging Network effects IV. Horizontal†¦show more content†¦In order to have an idea of the recent increase in the price for audio-visual contents it is sufficient to compare, for example, the price paid for broadcasting rights of the Football World Cups of 1990, 1994 and 1998 – 241 million ECU – with the price paid for the same rights in respect of the World Cups of 2002 and 2006 – 1,7 billion Euro. Only large companies seem to be able to afford such astronomical costs. 2 â€Å"Vertical and horizontal integration in the media sector and EU competition law† - M. Mendes Pereira In face of economic barriers of such dimension, media companies have shown a trend towards concentration. 3. Efficiencies What appeared to be particularly new about these alliances and mergers in the media industry was the search of not only the traditional economies of scale but, above all, the search of economies of scope. This translated into an attempt to use the same product in a number of different ways: pure entertainment and telecommunication, or entertainment and information, or information and telecommunication. From an economic point of view, economies of scope basically translate in lower Average Total Costs as a result of producing a wide range of products. The main feature of this type of concentrations is the vertical integration of the different levels of production and distribution of media products that leads to companies which are ableShow MoreRelatedHorizontal And Vertical Integration For A Profitable Business Model1251 Words   |  6 PagesHorizontal Vertical I ntegration to Compete Porter’s five forces provide a methodology to evaluate the external markets. Its consideration of substitutes, threats and power of buyer and supplier assists with the development of an integration strategy. 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