Reflection on Nursing Teamwork

Reflection on Nursing Teamwork Implementing an effective teamwork skill is essential in nursing. I would be reflecting on the dynamics of my own personal experience on Enquiry Based-Learning, an important element in my programme of study. Nurses are everywhere, working with different professionals to achieve a common outcome that leads toward a patients wellbeing. For this reasons, my course, in a way focused on enquiry based learning to develop important skills to empower student nurses while in the healthcare sector. Throughout this essay, I would be referring to Gibbs (1998) reflective model to explore how the group worked as well as focusing on my own contribution. Description I undertook a group activity section as part of my learning development which is defined as Enquiry Based Learning. A group composed of 5 members to work together as part of a team on a specific task. My group is to work on a case study working together as a group to produce a piece of PowerPoint presentation to present our findings.   Grounded on my understanding, I have identified a group as collective consisting of one or two people with a common interest whereas a group dynamic is a team of people acting interdependently with excellent communication skills, different knowledge and interact with each other regardless of shared responsibilities (George, 1985).   To this end, I would think of my enquiry based-learning group as a task -focused group, as each individual had a delegated task to carryout.   My enquiry based group was selected casually to work together and to share responsibilities individually which means to be able to produce this piece, we would need to communic ate frequently with each other by building a significant relationship with the members of the group. Feelings Initially I felt confident to be in a smaller group as this gives me the opportunity to communicate in an easy way. however, I got frightened and felt anxious about having to be in a group with people I do know have any kind of a friendly approach with.   Also, I got frightened because, I perceived the group as a task purposed group only. Nevertheless, according to Casey, A. (2011) Communication is central to human interaction. Without it, people cannot relate to those around them, make their needs and concerns known or make sense of what is happening to them.   to this end, with a smile in my face, I took the initiative to introduce myself and ask the members of my enquiry based learning their names. Tuchman (1965) underlined the importance of team development through four stages. However, forming is the first stage members of a team or group go through before moving unto the next phase.   This is an introductory stage where the group become adapted to each other. During the f orming stage, the team members including myself have been very nice to each other but at the same time there are unseen possible conflicts. Firstly, in the forming stage, we got selected randomly as a group to work together to achieve an outcome to meet a deadline. However, we started to get to know each other, to socialise, by becoming acquainted with each other while talking through the task. We all contributed in splitting the task in semi topics to obtain an outcome easily. Additionally, as a task focused group, we talked about the task and started to delegate each member a task to undergo. At this point, everyones opinion was valued, we discussed and planned on how to carry out our research and how to present it. Furthermore, in norming stage, we assessed the task as a group and set out the ground rules, boundaries and standards through communication and interaction (Tuchman, 1965). I was able to communicate interactively with the members of my enquiry based learning group and to convey my ideas. I also decided on which part of the argument I was interested in developing research into.   Additionally, everyone con veyed their ideas along with suggestions made by other members.   Consequently as, the group dynamic begins to lose its structure, conflicts emerge.   Which leads to the storming stage as stated by Tuchman (1965).   In this stage, though, there has not be any disagreements we decided to meet outside university to work together, because this is mainly task focused group, we all participated in a positive way.   Consequently, leading to the performing stage where we were able to achieve our goal (Tuchman, 1965). Evaluation Positively, even though in the norming stage we started to work connectedly and the team performance is elevated thus not as high performing. we all contributed our ideas, discussed about possible meetings, place and the frequency. However, as a member, I was able to establish harmonious relationships with the rest of the group. I wanted the work to be done properly so I maintained a positive relationship throughout the section.   I explored my given topic independently, making sure to keep the interaction between the group going then we met on few occasions to put the work together and to practice on how to present the work.   However, I didnt like the formation of the group because, even though we were good and very task focused, we did not have a specific role to adhere to. Everyone was doing everything and this was very disorganised. There was a point where we kept sending the working to the group and the members making changes independently whereas, as a supportive and inter active team, we could have meet  Ã‚   and discuss around any changes. The reason for this is because, even though we are really interactive wen we see each other, this, however, is different when we send messages around concerning or regarding the presentation. Members do not pay attention to messages.  Ã‚   Consequently as, the group dynamic begins to lose its structure, the group therefore struggles and dysfunctions as a group. This stage negatively impact on the whole process through a realisation that, we did not really have a lasting group dynamic as members started to create small groups within the group unintentionally because of obvious preferences. They are more interested in getting their work done based on been the best. Personally, when this happened, people stop communicating, message and purpose become unclarified. So, people do things wrongly on their own terms. Relating to this, the group still functions as a group but there is no interaction or relationship based-communication. Referring to the Mindtools document (Belbins reflective cycle), when a team is acting at its best, you will usually find that all the members has clear responsibilities.   Belbin (1993) said, Team role is a tendency to behaviour, contribution and interrelation with others. It is a pattern of behaviour that characterizes one persons behaviour in a team process. It is thus, vital to classify the roles members possess to improve the teams effectiveness. Teams having a balance of personality types perform better than those with duplicated personalities (Belbin,1993). Belbin came up with the roles of individual team members which states that every member is unique and possesses unique behaviour which might affect the performance of the activity. He also used self-perception inventory questionnaire in his research in order to identify team roles and he found nine different roles with unique characteristics. These inclusive; Following Belbins (1981) individual role in the team, the role that best describes me in the team was Implementers as I am mainly in charge of getting things done by elaborating in a systematic and an organized way on the teams ideas and approaches into reasonable actions and plans. Also, I played the role of Completer-Finisher as I am always anxious about deadlines and want to make sure the work is completed and done before then.   On my personal point of view, I would say our group was acting very close to a team but there is still distance from a high performing team and If I had to change something about it next time, I would ask the lecturers to change the members. Analysis Conclusion In conclusion, reflecting on this account, in a group or teamwork, all members are important. As stated in Tuchmans (1965) reflective model it is important that individuals are delegated a task within in the group to focus on. However, firstly, there was no leadership, according the Kings Fund (2015) leadership is a tool to a successful and effective group task. For this reason, there was no formality of order in the group. Everyone was doing everything not sticking to the group dynamics. Secondly, though we were communicating and focusing on the task yet we were somehow disorganised and initial standards was not well observed.   Thirdly, our communication was a task-focused on not based on interrelations because, as soon as we depart from each other there is no more communication Bach (2015). If I have been given the opportunity next time, I would have recommended that the group delegate a leader to oversee the project only this way, would things be well organised and encourage mo re group meeting and to pay attention to messages thus giving a feedback and discussing it as a group. Action plan To encourage the participation and collaboration as a group, I will empower the group to elect a leader who can oversee managing affairs of the group. I would also encourage members to participate in providing feedbacks to any message that is communicate in other to understand what changes might occur. References: Bach, s. (2009) communication and interpersonal skills :Learning Matters LTD   available at http://sgh.org.sa/Portals/0/Articles/Communication%20and%20Interpersonal%20Skills%20for%20Nurses.pdf (19/02/17) Belbin, M. (1993) : Team roles: Mindtools available at mindtools.com/Belbin team roles Casey, A. (2011) Effective communication: Principle of Nursing Practice E: RCN :v 25 (32) available at https://www2.rcn.org.uk/__data/assets/pdf_file/0005/380795/Nursing_Standard_Principle_E_April11_563KB.pdf (accessed 19/02/17). George, N. (1985). Importance of teamwork at work. Availablie at http://smallbusiness.chron.com/importance-teamwork-work-11196.html Gibbs (1998): Reflective cycle : available at mindtools.com/gibbs reflective cycle Maggs, D. (2015) The Kings Fund: Leadership and Leadership Development: London available at https://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/leadership-leadership-development-health-care-feb-2015.pdf (accessed 19/02/17).

National Association For The Advancement Of Colored People Essay

National Association for the Advancement of Colored People Born from the Niagara Movement, led by William E. B. DuBois, the NAACP has had a volatile birth and a lively history (Beifuss 17:E4). The impetus for the creation of the National Association for the Advancement of Colored People came in the summer of 1908. Severe race riots in Springfield, Illinois, prompted William English Walling to write articles questioning the treatment of the Negro. Reading the articles, Mary White Ovington and Dr. Henry Moskowitz were compelled to meet with Walling. Consequently, the three along with a group of black and white citizens had considered the present state of the Negro, disfranchised in the South and taxed while going unrepresented in the government, a national conference needed to be held to answer the "Negro Question" (Jenkins). It was then that the idea of NAACP was created. February 12, 1909, Lincoln's birthday, a conference to review the progress that the nation made since Emancipation Proclamation and to celebrate Lincoln's birthday took place; Thereupon, a statement, now known as "The Call", was released. This statement reiterated the treatment of the black race since 1865. Many notable figures in history signed "The Call" , e.g., Ida Wells Barnett, Jane Adams, W.E.B. DuBois and John Dewey. In a matter of two months, another conference was held. As a result of that conference, the NAA...

Coping Stressess in Problem-Focused Method

CLASS DISCUSSION It may seem that there’s nothing you can do about stress. But you always have more control than you might think. Stress management starts with identifying the sources of stress in your life. For example, in dealing with an exam as a stressor, different people will have a range of different coping responses.Problem-focused strategy has three steps-taking control, information seeking and evaluating the pros and cons. Comparing with the emotional-focused strategy, as a manger, I would personally prefer using the problem-focused strategy in coping with stress, since it can high effectively removes the stressor, and deals with the root cause of the specific problem. This way, it will provide a long-term solution.In contrast, emotional-focused stragety means the reduction of negative emotional responses associated with stresses, for example embarrassment and anxiety, is less effective than using a problem-focused strategy. Reasons are emotional-focused strategy are more focused on emotions, rather than the actual root cause of the problem therefore it cannot provide long-term solution.As a manager, I would ensure my employees are using the problem-focused strategy in the following way-figure out what is the root cause of the problem, and try to motivate employees to change the relationship between themselves and stressor, for example, escaping from the stress or removing the stress; Secondly, I will make sure if my employees really understand the situation for example using the internet, and help them solving the problem, so that to avoid having the same problem in the future.Finally, I will let my employees to analyze and evaluate the pros and cons of the problem and figure out different options in dealing with the stressor.

Starbucks Delivering Customer Service

Lifetime Value For Unsatisfied, Satisfied And Highly Satisfied Customers The story of Starbucks transformation from a small independent coffee shop tucked away in a corner of Seattle’s Pike Place Market to a cultural phenomenon spanning the globe is legendary. A number of factors have been attributed to the success – one being a keen understanding of its patrons. There are multiple methods used to obtain customer information and the value derived therein. Customer lifetime value is one. Customers are assets, and their values grow and decline.Segmenting customers based on their lifetime value is a powerful way to target them because marketing mix activities can then aim at enhancing customer value. (Ho, 2006) Roughly translated, customer lifetime value is the projected profits that a customer will generate during their lifetime. We used the case data to segment Starbucks customers into three distinct categories of unsatisfied, satisfied and highly satisfied. Fortunately, the case provided some useful data to make our initial assumptions about the stream of expected revenues from each category.Exhibit 9 UnsatisfiedSatisfiedHighly Satisfied Number of Starbucks Visits/Month3. 904. 307. 20 Average Ticket Size/Visit$3. 88$4. 06$4. 42 Average Customer Life (Years)1. 104. 408. 30 The data allowed us to calculate the annual expected revenues by taking 12, the number of months in a year, times the product of each component given in Exhibit 9 for each category of customer. UnsatisfiedSatisfiedHighly Satisfied Expected Lifetime Future Revenue$ 199. 74$ 921. 78$ 3,169. 67To derive the CLV it is necessary to determine the profits. This requires taking costs against the expected future revenues. The expected costs are typically any amount incurred from attracting, selling and servicing customers. The best representative cost of servicing the customer from the given data was the gross margin from Starbucks financial statements. After all, this number reflects the true costs incurred in servicing each customer, while leaving out extraneous expenses such as depreciation and other corporate overhead that have little relation.FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 Average Net Revenue1,308,700,0001,686,800,0002,177,600,0002,649,000,0003,288,900,0002,222,200,000 Gross Profit730,200,000939,200,0001,215,700,0001,536,200,0001,938,900,0001,272,040,000 Operating Profit109,200,000156,700,000212,300,000281,100,000310,000,000213,860,000 Net Income68,400,000101,700,00094,500,000181,200,000215,100,000132,180,000 Gross Profit Margin55. 80%55. 68%55. 83%57. 99%58. 95%56. 85% Operating Profit Margin8. 34%9. 29%9. 75%10. 61%9. 43%9. 48% Net Profit Margin5. 23%6. 03%4. 34%6. 84%6. 54%5. 0% The average of the five years of financial statement data was used for the margin to take against revenue. The figures below represent the CLV for each category using a discount rate of 12% to give the present value. A discount rate between 10% – 20% is typically used in these applications. Starbucks is a mature company at this stage of development and the cost of capital is likely to be toward the lower end of the spectrum. Unsatisfied Satisfied Highly Satisfied Expected Lifetime Future Revenue $ 199. 74 $ 921. 78 $ 3,169. 7 Gross Margin56. 85%56. 85%56. 85% Discount Rate 12% CLV Undiscounted $ 113. 55 $ 524. 03 $ 1,801. 94 CLV Discounted$105. 88 $405. 59 $1,137. 64 Finally, we calculated the annual CLV for each category to provide information for our upcoming problem facing Starbucks about investing in increasing staffing levels. The annual amounts were derived by annualizing the products of visits/month and average ticket size/visit. Unsatisfied Satisfied Highly Satisfied Number of Starbucks Visits/Month 3. 90 4. 0 7. 20 Average Ticket Size/Visit$3. 88 $4. 06 $4. 42 Customer Annual Value $ 103. 23 $ 119. 10 $ 217. 10 Traditional Customer Annual Value (textbook version)$209$241$440 For comparison, our group also decided to calculate the textbo ok version of CLV by taking the average retention rate of 75% derived from Exhibit 8 and inputting it into the formula used in the text. We used the same discount rate, 12%, and took that rate times the product of the number of Starbucks visits/month and average ticket size annualized.CLV = m * r/(1 + I – r) Exhibit 8 % of Starbucks’ customers who first started visiting Starbucks . . . In the past year27% 1–2 years ago 20% 2–5 years ago 30% 5 or more years ago 23% Average25% $40 Million Investment In Improving Its Customer Service Using the data provided from Exhibit 3 in the case in regards to sales data broken down for each company operated store in North America we derived the figures in the table below. DailyWeeklyMonthlyYearly Average Store Sales$2,194$15,400$66,733$800,800 Average ticket/visit$3. 85$3. 85$3. 85$3. 5 Average Customer Count5703,99017,338208,050 One assumption made was the investment in improving customer service would be restricted to North American stores (4,574) from our calculations regarding the forecasted cost of $40 million. As mentioned in the case, â€Å"the company had plans to open 525 company-operated and 225 licensed North American stores in 2003. † (MOON, 2006) Consequently, these were the figures used to determine the forecasted North American store growth in 2003 and the same growth projections were made for subsequent years.Additionally, using the customer count derived from the calculations in the previous table we projected the change in customer count by using the same retention rate of 75% calculated from Exhibit 8 to determine the amount of retained customers. This is also supported by the fact the Starbucks’ cannibalizes its existing store revenue by opening new stores in geographically clustered markets. But this is offset by the total incremental sales associated with new store concentration. That figure was then used to provide the new customers by taking (1 – 75% = 25%) the percentage times the retained customer count.Thereby, our total projected customers equaled the sum of the two and those amounts were continually projected forward. YearCustomers Retained/storeNew Customers/storeTotal Customers/storeNumber of Stores 2002208,0504,574 2003156,03839,009195,0475,324 2004146,28536,571182,8566,197 2005137,14234,286171,4287,213 2006128,57132,143160,7148,396 2007120,53530,134150,6699,772 2008113,00228,250141,25211,375 One final assumption, the growth rate in stores was halted in 2008 to reflect the effect of the recession.All of these amounts allowed the $40 million investment in customer service to be broken out per store over our projected period spanning years 2002 – 2008. Year2002200320042005200620072008 Customer retained/store156,038146,285137,142128,571120,535113,002 New customer/store39,00936,57134,28632,14330,13428,250 Total customer count /store208,050195,047182,856171,428160,714150,669141,252 Number of Stores4,5745,3246,1977,2138,3 969,77211,375 Improvement/Acquistion Cost per store$8,745$7,513$6,455$5,545$4,764$4,093$3,517As shown, the growth in stores allows for a considerable reduction in the per store cost over the projected period. The initial acquisition cost was made by simply dividing the initial $40 million cost by the number of stores in 2002. From the information provided on Page 11 Fig A – Customer Visit Frequency, we calculated the customer base for each satisfaction level. Added to this information was the data derived from the prior table to break out the forecasted revenue stream less the acquisition cost to arrive at the profits made from improving customer service. 002200320042005200620072008 Number of Customers208,050195,047182,856171,428160,714150,669141,252 Customers – Unsatisfied87,38181,92076,80072,00067,50063,28159,326 Customers – Satisfied76,97972,16767,65763,42859,46455,74852,263 Customers – Highly Satisfied43,69140,96038,40036,00033,75031,64129,663 Total R evenue per store$800,800$840,840$882,882$927,026$973,377$1,022,046$1,073,149 Acquistion/Improvement Cost for store-$7,513-$6,455-$5,545-$4,764-$4,093-$3,517 Total Revenue – AC$833,327$876,427$921,481$968,613$1,017,953$1,069,632To increase the profitability based on the CLV data, the maximum bang for the buck is gained by increasing the customer level from satisfied to highly satisfied. Making this switch, Starbucks not only will see an increase in average ticket size from $4. 06 to $4. 42, but the frequency is also increased from 4. 3 to 7. 2 visits per month. All gains yield an additional $98 in incremental gross profit per every customer moved up in satisfaction. Additionally, customer life increases from 4. 4 years to 8. 3 years.As shown in the table below, it makes more sense to pursue after switching satisfied customers to highly satisfied customers as the NPV is far greater than the alternative. Using the NPV from the table and improvement cost for each store we can cal culate the minimum number of customers that we need to switch in 2003 per store. The minimum number of customers to be switched in 2003 = Improvement cost / NPV of satisfied to highly satisfied. = $7,513/$497 = 16 customers/store = 16 * 5,324 stores = 85,184 total customersCustomer LTV/yearChange in revenue by moving up in customer satisfaction levelAvg Customer LifeNet Present Value Unsatisfied$103 Satisfied$119$164. 4 yrs$51. 86 Highly satisfied$217$988. 3 yrs$497. 31 As Starbucks expands and builds more stores, improvement cost per store that is needed is reduced. This, in turn, has a direct effect in reducing the number of customers it needs to switch up one level. Qualitative assessment of Starbucks’ challenges Expectancy-Value ModelKey Attributes (Exhibit 10)Customer Ranking (Exhibit 10)Weights (Exhibit 11)Customer ranking (Exhibit 11)Combined ProbabilityRanking of Importance Treated as a Valuable Customer0. 75free cups after certain number of visits0. 190. 14251 Friend ly Staff0. 73Friendlier, more attentive staff0. 190. 13872 Appropriate Prices0. 65Reduce Prices0. 110. 07153 Fast service0. 65Faster, more efficient service0. 10. 0654 Knowledgeable Staff0. 39More knowledgable staff0. 040. 01565 Selection of merchandise0. 5Better Quality/Variety of Products0. 090. 00456 There is a direct relationship between customer satisfaction and number of visits and revenue which eventually leads to higher profits, Starbucks’ should raise the customer satisfaction levels of its current customer base by making them visit stores more frequently. By using key customer attributes from Exhibit 10 and the consumer weights which was given in Exhibit 11, we can use the expectancy value model to see what are the perceived values to the customer.We can then rank the attributes that consumers would value the most. The expectancy value model shows that faster service is not the highest in perceived value to consumers. There are others that rank higher. Specifically, Starbucks should focus on treating the customer as a valued consumer by rewarding the consumer with free cups of certain coffees after so many purchases. This would surely build more loyalty to the their brand, especially among both the newer and older customers.Starbucks can achieve this by doing one or more of the following: †¢Prices and Promotions – Since Starbucks’ typical customer profile is evolving, the company should look in to running promotions such as discounted prices or a free drink after so many number of visits which could generate additional revenue and possibly increase the average ticket size and customer life for both unsatisfied and satisfied customer level as well as build loyalty among newer and older customers. Improve value to customers with friendly staff – Knowledgeable staff who offer attentive service by greeting and knowing regular customers as well a remembering their drinks would help to improve the value proposition for Star bucks’. This will also try to bridge the gap between Starbucks’ and various other independent specialty coffee shops. †¢Cleanliness – Starbucks’s should ensure that the store is clean at all times (i. e. , restrooms, countertops, trash cans, seating areas, etc. as store cleanliness was ranked as key attributes in creating customer satisfaction (Exhibit 10) †¢Convenience – next on the list is convenience. Starbucks’ could continue to offer customized drinks and further promote sales of its SVC cards to help customers pay for their concoction at their convenience. †¢Improve the customer snapshot measuring techniques to strike a balance in measuring customer satisfaction level. †¢Improve the quality and variety of the coffee Explore additional opportunities to earn peripheral revenues in selling pastries, sandwiches, lunch menus or even liquor. †¢Study in making store atmosphere more conducive to ethnically concentrated geographical locations. WORKS CITED Ho, T. -H. (2006). Incorporating Satisfaction into Customer Value Analysis: Optimal Investment in Lifetime Value. Marketing Science , 260-277. MOON, Y. (2006). Starbucks: Delivering Customer Service. Harvard Business Review .

Participative Leadership Strengths and Weakness

Participative Leadership Strengths and Weakness Introduction Organizations often desire to achieve high performance. According to scholars in organizational behaviour, organizational leadership is one of the key determinants of organizational performance. Organizational leaders need to choose the right approach of leadership that can help steer the organization towards meeting its goals. There are different approaches of leadership.Advertising We will write a custom essay sample on Participative Leadership: Strengths and Weakness specifically for you for only $16.05 $11/page Learn More Each approach or leadership has its strength and weaknesses; thus, organizational leaders have to be careful when choosing the leadership approach to adopt (Ballantyne, Berret Wells, 2011). This paper discusses participative leadership as one of the styles of leadership. The paper gives an overview of the approach, followed by the strengths and weakness of participative leadership. Overview According to Mumford (2010), par ticipative leadership, which is also known as democratic leadership, is one of the most desirable approaches of leadership in contemporary organizations. It entails the involvement of all organizational members in key decision making. The final decisions are approved after wider consultations have been made across the entire organization. The presumption of this kind of leadership is that each employee has a given piece of information that can aid the organization in meeting its objectives. Therefore, employees are consulted on most of the wider plans of the organization. Here, organizational managers are often seen as facilitators of the leadership process in the organization. They code the ideas of organizational members into key decisions in the organization. In this era where more people are enlightened, most organizations are borrowing the principles of this approach of management in order to make the best use of the diverse knowledge and skills of their employees. This is repl icated in the decisions of most organizations to form decision making groups, where all organizational members are given a chance to air their views on organizational decisions (Mumford, 2010). Strengths and weakness The participative approach of leadership has numerous strengths. First of all, participative leadership promotes a healthy working environment through making each member feel important and needed in the organization. This promotes self esteem of each member of the organization. It also raises the level of communication and cooperation in the organization.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More By allowing all members to participate in the decision making process, the quality of decisions reached are often of a higher quality. Lastly, the approach gives employees room to gain understanding of the complex processes and issues in the organization (Mumford, 2010) . This approach also has numerous weaknesses. Fist of all, the approach elongates the span of time that is taken to make decisions, thus it may not be favourable for responding to emergency situations. Secondly, the decisions reached may be too complex to implement. The rationale behind this is that the decisions are reached out of a wider consultation and input processes. Therefore, whereas the decisions may be of a high quality, they may as well be complex and hard to implement (Mumford, 2010). Matrix Participative leadership Key areas Strengths Weakness Goals Activities designed by all organizational members Time taken to make decisions is too long Behaviours Cohesiveness, high self esteem, and cooperation Desired outcomes Higher quality and inclusive decisions Complex decisions Organizational example An example of an organization that uses the participative approach of leadership is Microsoft Incorporated. Bill Gates, the president of the company, embraces partici pative leadership through empowerment of the subordinates who work on the innovative projects of the company. Employees at Microsoft are allowed to work in groups, where each employee gets a chance to come up with innovative ideas. One best way of participative leadership is providing employees with resources and allowing them to work on organizational projects (Nayab, 2011). Conclusion Organizational leadership, more so the approach of leadership is critical to the performance of an organization. The paper has explored the participative approach of leadership, where it has been noted that this is the most desired approach of leading contemporary organizations. The main strength of this approach is that it encourages the exploration of the skills of employees. Its main weakness is that it may take too long to make decisions. References Ballantyne, S., Berret, B., Wells, M. E. (2011). Planning in reverse: A viable approach to organizational leadership. Lanham, MD: Rowman Littlefiel d Education.Advertising We will write a custom essay sample on Participative Leadership: Strengths and Weakness specifically for you for only $16.05 $11/page Learn More Mumford, M. D. (2010). Leadership 101. New York, NY: Springer Pub. Nayab, N. (2011). Five Reals of Successful Leadership. Retrieved from https://www.brighthubpm.com/resource-management/120498-five-real-world-examples-of-successful-leadership/

Insurance Need for Workers and Citizens within the Drilling Zone Term Paper

Insurance Need for Workers and Citizens within the Drilling Zone - Term Paper Example This paper illustrates that the Texas Bureau of Labor Statistics shows that the death of oil workers increased by 3.2 percent for the period between 2008-2012, to a total of 545. The Houston Chronicle reported that Texas had the highest deaths at 216. The oil and natural gas industry in Texas faces challenges where insurance partners and energy companies will be forced to adapt for them to benefit from emerging opportunities, as well as the changing landscape. Recently, changing relationships, technological advances and global demand have turned natural gas and oil resources that were previously inaccessible into lucrative opportunities. However, it is evident that opportunities bring about risks that have to be prevented or accounted for by the companies. The companies exploiting these new opportunities increase the potential risks of incurring heavy losses. The subsequent strategic, reputational and financial consequences for the companies involved can be significant. As a result, natural gas and oil companies should focus on the price as well as the quality of their insurance cover. Insurance is an efficient tool for mitigating loss and transferring risk. There are various risks that Texas oil exploration industries face which should be covered with insurances. According to Amirbekyan & Stylianos, oil and natural gas fracking activities pose risks to human health. During the fracking process, approximately 600 chemicals are used to drill out natural gas including known carcinogens and toxicants such as radium, methanol, lead, uranium, mercury, formaldehyde and hydrochloric acid. Natural gas producers engage in activities that have a negative effect on the health of the people and drinking water. The extraction and production of natural gas contaminates water and releases poisonous gases into the atmosphere.

Presentation Research Paper Example | Topics and Well Written Essays - 750 words

Presentation - Research Paper Example Palestinians viewed themselves as dwelling in an occupied state, whereby invaders (Israelis) had placed them in military rule. In order to retaliate, Palestinians built a terrorist network for attacking innocent Israeli nationals. Israelis felt they had to go on controlling Palestinians with military force thereby protecting themselves against further terrorist attacks (Matthews 19). Additionally, Palestinians deem that they are not a free nation since Israeli soldiers obstruct them at every checkpoint between cities. Therefore, most Palestinians have to get approval from Israeli every day so as to go to their places of work, return home, attend the hospital, buy groceries, or call on their own families. According to Matthews, subsequent to a terrorist attack, sometimes soldiers decline to let Palestinians by the checkpoints to go to work or even other prominent places, something that infuriates Palestinians even more (26). Moreover, Israelis control most of the Palestinian water sup ply there giving Palestinians less admittance to water than they require. This makes Palestinians feel disgraced and manipulated by the Israelis. This raises the question as to whether the Israelis will retreat to 1967 borders and permit Palestinians total independence if Palestinians discontinue their terrorist strikes on Israelis. The answer is certainly not (Mattews 32). Despite most of Israelis having the willingness of having their military abscond the Palestinian territories, an influential minority suppose that all of the territory presently known as Palestinian is part of Israel. As a result, they do not want to negotiate or pull back; rather, they want to go on expanding Israeli settlements within Palestinian territories. On the other hand, Israelis deem Palestinian militants as terrorists who are incapable of compromising thereby gaining peace. In fact, Matthews asserts that Palestinian extremists got involved in terrorist