Change Management At Sainsburys Plc Management Essay

Change Management At Sainsburys Plc Management Essay This report will examine the change management with focus on how change could be introduced, implemented and how resistance to change could be mà ©nage. Therefore we shallbriefly look at the change which had been taking place within sainsburysplc how it was mange and the success rate. It also evaluates the need for the change. How the stake holder analyst was done therefore the Sainsburys was used and the mckinsey company. Task one 1.1 The background of the Sainsburys plc Sainsbury plc is a registered parental company of Sainsburys Supermarkets Ltd, which is popularly known as Sainsburys, a chain of supermarkets in the United Kingdom with special focus on property and banking business. HYPERLINK http://news.uk.msn.com/uk/article.aspx?cp-documentid=16788775SainsburyHYPERLINK http://news.uk.msn.com/uk/article.aspx?cp-documentid=16788775HYPERLINK http://news.uk.msn.com/uk/article.aspx?cp-documentid=16788775s profits see 11% surgeHYPERLINK http://news.uk.msn.com/uk/article.aspx?cp-documentid=16788775. MSN News. http://news.uk.msn.com/uk/article.aspx?cp-documentid=16788775 Retrieved 2009-06-13.. Its estate has been estimated to be about  £8.6 billion March 2007. Sainsburys was the market leader in the UK supermarket sector in much of the 20th century, but lost its place as the UKs largest grocer to Tesco in 1995 and in lost 1995 and was pushed into third by ASDA in 2003. The companys performance has improved by CEO Justin King in 2004 since the launch of a recovery programme. The company has been reporting its 12th consecutive quarter of sales growth. Despite predictions that Sainsburys would regain second position in January 2008, Taylor Nelson Sofres data released in January 2008 shows Sainsburys market share at 16.4%, behind Asdas share of 16.7%, but ahead of Morrisons at 11.22%. This report shall evaluate the series of change programmes in the company under the last five years with special consideration to the change types of change, change processes and how the management has been able to deal with issues of stakeholder analysis while implementing the change and how resistance to change was dealt 1.2 Business Transformation as a form of change which has occurred in Sainsbury within t. 2004-2009 Developmental Changes in the year 2004 Between 2000 and 2004, Peter Davis was chief executive of Sainsburys. Davis appointment was well received by investors and analysts the appointment was only confirmed after Sainsburys was sure of the support of the Sainsbury family, who snubbed Davis offer of becoming chief executive in the early 1990s. . ( Shah, Saied 2000. Sir Peter Davis brought back to take helm at Sainsburys (The Independent (Newspaper Publishing): p.  19). Within the first two year Sainsbury was able to raise its profit above the target but later drop sharply in 2004 when compared with the performance of its major competitors.Davis was the architect of an almost  £3 billion upgrade of stores, distribution and IT equipment, called Business Transformation Programme. . Business expansion and innovation strategy were used to implement the change. However his successor later discovered that most of the investment was more or less wasted and considered failed in his key goal of improving availability. Fraction of the investments witness the construction of four fully automated depots, which was considered at  £100 million each cost four times more than standard depots Townsend, Abigail 2006. ( HYPERLINK http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212How the HYPERLINK http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212HYPERLINK http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212Newbury processHYPERLINK http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212HYPERLINK http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212 turned SainsburyHYPERLINK http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212HYPERLINK http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212s roundHYPERLINK http:/ /www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212. The Independent on Sunday (Independent Newspapers). http://www.findarticles.com/p/articles . Retrieved 2007-02-08. . However. Lack of accurate estimation and appropriate consultation of the stakeholder was fingered to have contributed to the failure of the project and the change programme. Though, enough information were not make public on the implication of change on workers and other relevant stakeholders, but the sharp falling in the profit within the short period cold be used as yardstick to justify the reason while the project was considered good for dropping Developmental changes programme in year 2006 Christensen spoke on the four automated depots introduced by Davis, that there was no single day went by without one, of the system developing if not all of them The systems were flawed. They most of the time to stop for four hours daily for repair maintenance. But because they were constantly breaking down you would be playing catch up. It was a vicious circle. Christensen believe it was a great mistake to build four such depots at a goal, instead of building one which could be thoroughly tested before investing in another. Resuscitating of the Failed automated Project in 2007 The launch of the recovery programme by king, Sainsburys announced a further  £12 million investment In 2007 in its depots in order maintain speed with sales growth and the removal of the failed automated systems from its depots. Since the launch of Kings recovery programmed, the company has reported fifteen consecutive quarters of sales growth, most recently in November 2008. Early sales increases have been attributed to the new companys distribution system and the focus of the fresh and healthy food (HYPERLINK http://news.bbc.co.uk/1/hi/business/4378035.stmImproved supply lifts SainsburyHYPERLINK http://news.bbc.co.uk/1/hi/business/4378035.stmHYPERLINK http://news.bbc.co.uk/1/hi/business/4378035.stmsHYPERLINK http://news.bbc.co.uk/1/hi/business/4378035.stm. BBC News. 2005-03-24. http://news.bbc.co.uk/1/hi/business/4378035.stm. Retrieved 2006-10-11.) A transformational change: In May 2007 Sainsburys identified five areas of focus to take the company from recovery to growth in order to transform its business strategy: therefore it identified the following focus as key factors to core activates in line with the concept of comparative advantage and the value chain (Michael p, 1985) the five core value include: Great food at fair prices Growth of non-food ranges Reaching more customers through additional channels through opening of new convenience stores and growth of online home delivery and banking operations. Expansion of supermarket space through new stores and development of the companys largely underdeveloped store portfolio. Active property management 2009 update Transformational changes Sainsbury embraced the external boundary as change model through merger and acquisitions to achieve this change Sainsburys announced In March 2009 its intention to buy 24 stores from The Co-operative, 22 of which were Summerfield stores and the remaining 2 were Co-op stores. These were among of their estate which The Co-operative were required to sell after the completion of the Summerfield takeover. (Guardian (2009-11-04). 1.3 The issues which have made the company consider the change The loss of market position; peter Davis Within the first two year Sainsbury was able to raise its profit above the target but later drop sharply in 2004 when compared with the performance of its major competitors.Davis was the architect of an almost  £3 billion upgrade of stores, distribution and IT equipment, called Business Transformation Programme. This was among of the issues that necessitated the change 1.4 The process which the change took place 1.4.1 Identification of the need for change At the end of March 2004 Davis was promoted to chairman and was replaced as CEO by Justin King. Justin King joined Sainsburys in 2004 from Marks and Spencer plc where he was a director with responsibility for its food division and Kings Super Markets, Inc. subsidiary in the United States. Schooled in Sol hull and a graduate of the University Of Bath, where he took a business administration degree, King was also previously a managing director at Ads with responsibility for hypermarkets. 1.4.2 Shareholders consultation: Gathering of useful data needed for the change from the relevant stakeholders as part of his 6 month business review asking them what they wanted from the company and where the company could improve, King ordered a direct mail campaign to 1 million Sainsburys customers This confirm the commentary of retail analysts repot that the group was not ensuring that shelves are fully stocked, because of the IT systems introduced by Peter Davis. (SainsburyHYPERLINK http://news.bbc.co.uk/1/hi/business/3755066.stmHYPERLINK http://news.bbc.co.uk/1/hi/business/3755066.stms heads back to basicsHYPERLINK http://news.bbc.co.uk/1/hi/business/3755066.stm. BBC News. 2004-10-19. http://news.bbc.co.uk/1/hi/business/3755066.stm. Retrieved 2008-10-09.) 1.4.3 Implementation of change On 19 October 2004 King unveiled the results of the business review and his plans to revive the companys fortunes in a three year recovery plan entitled Making Sainsburys Great Again. This was generally well received by both the stock market and the media. He used CHANGING STRUCTURES MODEL in his implementation of the change. Immediate plans included lying off 750 headquarters staff and the recruitment of around 3,000 shop-floor staff to improve the quality of service and the firms main problem: stock availability. The aim would be to increase sales revenue by  £2.5bn by the financial year ending March 2008. Another significant announcement was the halving of the dividend to increase funds available for price cuts and quality. King hired Lawrence Christensen as supply chain director in 2004. Previously he was an expert in logistics at Safeway, but left following its takeover by Morrison. Immediate supply chain improvements included the reactivation of two distribution centers. This led to developmental changes in 2006 2.0 Task 2 2.1 How the relevant stakeholder analysis was done during the change Before 2004, series of transformational changes have been taking place within the company. Though, it was recorded that most of the change produced a favorable result in the short run. But the shortfall of the change became so sharply and worst than the formal position of the company. Sainsbury plc did not only witness decline in profit but also lost market position to his arch rivers Tesco and Asda. Poor project assessment and lack of proper consultation with relevant stakeholders. 2.1.1 Customers Having learnt from the previous mistake committed by the predecessors who had caused the organization its place of pride in the market, King ordered a direct mail campaign to 1 million Sainsburys customers as part of his 6 month business review asking them what they wanted from the company and where the company could improve. This reaffirmed the commentary of retail analysts the group was not ensuring that shelves are fully stocked, this due to the failure of the IT systems introduced by Peter Davis. 2.1.2 Employee As one of the relevant stakeholder, is considered to be important to the success of any change introduce in an organization. The change affect people and people tend to react to changes. Negative reaction to change could mark the beginning of the failure of the new change while the positive reaction could fast track the success of such change programme. These confirmed by recent research conducted by mckinsey on the important of change to the organization and how important is people in the implementation of change and therefore suggested tactics that to successfully implement change. Employees were carried along in making the change by getting the employees involve at the beginning of change and in the process of implementation. Organizations need for change Constantly, for all kinds of reasons, but achieving a true step change in performance is rare. Indeed, in a recent McKinsey survey of executives from around the world, 1 only a third say that their organizations succeeded in doing so. Executives were also asked how their organizations designed and managed a recent change effort, how they engaged employees in it, and how involved senior leaders were. (http://blog.theleadershipsphere.com.au/the_leadership_sphere/2008/09/index.html) The survey results highlight several important tactics that organizations use to transform themselves successfully. Setting clear and high aspirations for change is the most significant. A second tactic is engaging the whole company in the change effort through a wide variety of means; a highly involved and visible CEO is important, but successful companies also use various other communication and accountability methods to keep people involved-far more methods than unsuccessful companies use. Also notable: successful companies are far likelier to communicate the need for change in a positive way, encouraging employees to build on success rather than focusing exclusively on fixing problems. (The McKinsey Quarterly conducted the survey in July 2008.). Therefore Sainsbury was able to draft in the interest of their workers in terms of human resource planning, training and developmental programme reward team management and flat organisation structure which enhance effective two ways commu nication system. (http://blog.theleadershipsphere.com.au/the_leadership_sphere/2008/09/index.html) 2.1.3 Shareholders One of the objectives to maximise is the maximisation of the shareholders wealth. Organisation tents to satisfy the interest of this group while pursuing profitability and handsome return on investment. Hence inability of the past administration had lead to change of leadership before the period to be considered in this project. Maximisation of shareholders wealth was put at the centre of interest in all the change programmes. 2.1.4 Competitor: Through stakeholder analysis, competitor as always been a force to reckon with. Sainsbury was able to analysis his competitors to whom she as lost his place of priority in the market which had made her to settle for third position in the grocery market in up. Hence that is why Sainsbury has putting a lot marketing strategies in order to ensure customers satisfaction and retention through excellence customer service. 2.2 Where the staff involved or considered in the change In the planning and the implementation process of change The target of the change programme was to improve customer patronage and to make more profit. Therefore workers were put at the centre of the change in order to make them have the thorough knowledge of the change which was about to take place. Hence Sainsbury also embark on training and development. Staff got involved in the Implementation process as staff serve as a medium through new changes are being communicated to customers. Task 3 3.1 The significant change that took place in Mckinsey and company Transformational change in Mckinsey and company with special attention on knowledge management over the Years Between I926 and 1950s Mckinsey company was established in 1926 as an Accounting and Engineering Advisors. the was using a system integrated approach which could be otherwise refers to as General Survey Outline basis of knowledge managements, the company was pursuing undeviating sequence of analysis goal strategy, policies, organization, facilities procedures and personnel, data which are to be synthesized and think for themselves while solving clients problems. as a result of business boom, more hands were employed and the organizations value chain were broadened, more policies were created with the clients as the main stake holder putting them at the center of the activities The company belief that every assignment must to bring more than revenue to the company, more of experience due to business expansion in the 20th century the company need more hand to meet the increasing demand these made the company to adopt generalist approach which leaves the problem solving task with hired experts. This was the beginning of the change in the organization Between 1950 and 1967 Introducing the expert base problem solving system by the Bower lead administration. He assumed that a highly intelligent generalist (expert) could easily diagnose client issues and through it professional capabilities solve the problem without waste of time and resources this was believed to be the appropriate way of dealing with the increase in demand which the company was enjoying at present so instead of allowing the traditional practice where the collective, brainstorming section of solving client problems that encourage the participative system, which was the cultural practices of the company before the business expansion, bower prefer to rely more on the solving client problems by the means of expertise. However, the knowledge issue of development within the organization was considered to be peripheral as the solving clients problem was believed to be core issues that is important if the customers demand is to be achieved and the business expansion goal is to be continues. The assumptions worked for short period as the company experience increase in sales and expansion of business spreading across the globe. This work well as the company witness a lot of expansion during the period in terms of market growth at the expense of internal growth (knowledge development), but looking at the cultural web of McKinley which is was known for participative system of clients prob lem solving system through which the knowledge were gathered developed and shared that enhance staffs improvement was not considered. living the problem solving in the hand of the expert in a company like mckinsey where knowledge remain the core activities when considering the value added to the end product(porter value chain 1985). The growth of the organization stopped within the short time. 3.2 The key challenges the organization has faced in implementing changes Integration of objectivity due to massive business expansion: The massive business expansion which has led to the diversifying into other business had posse series of challenge to the company, the organization was growing bigger and the system of administration was also going more complex. This made series of change programmes to be difficult to implement. http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm 3.3 Resistance to change from the employees and partners Resistance to change from the staff that begins to see change introduce as a treat and therefore change their perspective towards participation in the change programmes. Example of such resistance was their unwilling to contribute to data collection programmes which the company was trying to use for database in order to enhance knowledge management within the organization. However the company use consultation and staff involvement in the change planning processes to win the support of the workers to embrace the change programmes http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm 3.4 My suggestion for the organization to resolve the various challenges facing the organization in implementing change programmes Here are things the organization can do to handle resistance, starting with kind and moral approaches and ending with the harsher end of gaining compliance. Facilitation It has been argued that best approach in creating change is by working with them, helping them achieve goals that somehow also reach to the goals of the change project. People will be very happy to work with you when you work with them. This could be said to appropriate and good practice where people are willing to support programme but finding it difficult to adjust. http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm Education When people are not willing to support changes due to lack of clear understanding of the benefits and the rationale behind the change programme, manger might use education to enlighten people in order to understand the benefit of the change from positive perspectives. http://www.changeminds.org Involvement When people are not involved physically or intellectually, they are unlikely to be involved emotionally either, involving people in change planning is one of the best methods dealing with peoples resistance to change. Their involvement will make them support the success of the programme by persuading others to begin to see the change from the positive perspectives. http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm Negotiation When persuasion seem to have failed to yield positive result, then manager might need to introduce a round table discussion by Sitting them down and ask what they want, find out what they want and what they will not. negotiate a mutually agreeable solution that satisfy them and the fundamental objective of the change. http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm Manipulation Manipulation means controlling a persons environment such that they are shaped by what is around them. It can be a tempting solution, but is morally questionable and, if they sense what you are doing, will lead to a very dangerous backlash. It is only good for short term purposes and after when all the other options has failed http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm Coercion Here manager tend to apply force in making people to accept the change threat of loss of job if fail to comply perhaps in a humiliating public sacking. This could be used when the change is urgent and speed is considered to be of essences and the process of other alternative has been considered too slow and not likely to yield any good result http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm 4.0 Conclusion The change has been seen as an agent of business growth and development. Hence change could be said to important to the organization survival especially in the highly competitive business environment, how it capable of improving the organization, leverage the organization cultural web. Therefore, managers need to evaluate change within the context of the organization cultural web with the consideration of the relevant stakeholder with an appropriate implementation strategy. This will facilitate dealing with resistance to change and peoples corporation in achieving the fundamental objective of the change. An effective change processes will be of advantage as it will also pave way for constant review.

Bhuvana Essay Essay

â€Å"Don’t go around saying the world owes you a living. The world owes you nothing. It was here first.† –Mark Twain â€Å"Success consists of going from failure to failure without loss of enthusiasm.† –Winston Churchill â€Å"Your time is limited, don’t waste it living someone else’s life. Don’t be trapped by dogma, which is living the result of other people’s thinking. Don’t let the noise of other’s opinion drowned your own inner voice. And most important, have the courage to follow your heart and intuition, they somehow already know what you truly want to become. Everything else is secondary.† –Steve Jobs â€Å"When one door closes, another opens; but we often look so long and so regretfully upon the closed door that we do not see the one which has opened for us.† –Alexander Graham Bell â€Å"Don’t say you don’t have enough time. You have exactly the same number of hours per day that were given to Helen Keller, Pasteur, Michaelangelo, Mother Teresea, Leonardo da Vinci, Thomas Jefferson, and Albert Einstein.† –H. Jackson Brown Jr. â€Å"Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time.† –Thomas A. Edison â€Å"If you don’t go after what you want, you’ll never have it. If you don’t ask, the answer is always no. If you don’t step forward, you’re always in the same place.† –Nora Robertsâ€Å"Believe in yourself and all that you are. Know that there is something inside you that is greater than any obstacle.† –Christian D. Larson â€Å"There are far, far better things ahead than any we leave behind.† –C.S. Lewis Desire is the key to motivation, but it’s determination and commitment to an unrelenting pursuit of your goal a commitment to excellence that will enable you to attain the success you seek.† – Mario Andretti â€Å"Enter every activity without giving mental recognition to the possibility of defeat. Concentrate on your strengths, instead of your weaknesses†¦ on your powers, instead of your problems.† – Paul J. Meyer â€Å"Excellent firms don’t believe in excellence only in constant improvement and constant change.† – Tom Peters â€Å"Far and away the best prize that life offers is the chance to work hard at work worth doing.† – Theodore Roosevelt â€Å"I will demand a commitment to excellence and to victory, and that is what life is all about.† – Vince Lombardi â€Å"Management is nothing more than motivating other people.† – Lee Iacocca â€Å"Money was never a big motivation for me, except as a way to keep score. The real excitement is playing the game.† – Donald Trump â€Å"Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly.† – Stephen R. Covey â€Å"Motivation is the art of getting people to do what you want them to do because they want to do it.† – Dwight D. Eisenhower â€Å"People often say that motivation doesn’t last. Well, neither does bathing that’s why we recommend it daily.† -Zig Ziglar â€Å"Success is almost totally dependent upon drive and persistence. The extra energy required to make another effort or try another approach is the secret of winning.† – Dennis Waitley â€Å"The heights by great men reached and kept Were not attained by sudden flight, But they, while their companions slept, Were toiling upward in the night.† – Henry Wadsworth Longfellow â€Å"The majority of men meet with failure because of their lack of persistence in creating new plans to take the place of those which fail.† – Napoleon Hill â€Å"The only lifelong, reliable motivations are those that come from within, and one of the strongest of those is the joy and pride that grow from knowing that you’ve just done something as well as you can do it.† – Lloyd Dobens and Clare Crawford-Mason â€Å"The only way to get people to like working hard is to motivate them. Today,  people must understand why they’re working hard. Every individual in an organization is motivated by something different.† – Rick Pitino â€Å"The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.† – Vince Lombardi â€Å"The rewards for those who persevere far exceed the pain that must precede the victory.† – Ted W. Engstrom â€Å"The secret of joy in work is contained in one word – excellence. To know how to do something well is to enjoy it.† – Pearl Buck â€Å"The test of the artist does not lie in the will with which he goes to work, but in the excellence of the work he produces.† – Thomas Aquinas â€Å"The whole idea of motivation is a trap. Forget motivation. Just do it. Exercise, lose weight, test your blood sugar, or whatever. Do it without motivation. And then, guess what? After you start doing the thing, that’s when the motivation comes and makes it easy for you to keep on doing it.† – John Maxwell â€Å"There’s always the motivation of wanting to win. Everybody has that. But a champion needs, in his attitude, a motivation above and beyond winning.† – Pat Riley â€Å"Whatever your discipline, become a student of excellence in all things. Take every opportunity to observe people who manifest the qualities of mastery. These models of excellence will inspire you and guide you toward the fulfillment of your highest potential.† – Michael Gelb and Tony Buzan â€Å"An invincible determination can accomplish almost anything and in this lies the great distinction between great men and little men.† – Thomas Fuller

Nursing Practice and Profession Abstract

AbstractNurses committed to the interpersonal caring hold themselves accountable for the human well being of patients entrusted to their health care. Being accountable means being attentive and responsive to the health care needs of individual patient. It means that my concern for the patient transcends whatever happens during my shift, and that I ensure continuity of care when I leave the patient. In today’s highly fragmented system of care, patients often find themselves unable to point to any one care giver who knows the overall situation and is capable and willing to coordinate the efforts of the healthcare team. Being responsive and responsible earns a patient’s trust that â€Å"all will be well† as the healthcare needs are addressed. This will be the central them of this paper in the quest of establish the nurse’s accountabilities in evaluating or implementing change.Nurses who are sensitive to the legal dimensions of practice are careful to develop a strong sense of both ethical and legal accountability. Competent practice is a nurses’ best legal safeguard. When working to develop ethical and legal accountabilities, nurses must recognize that both deficiencies and or excesses of responsible caring are problematic.Although it is reasonable to hold oneself accountable for promoting the human well being of the patients, nurses can err by setting unrealistic standards of responsiveness and responsibility for themselves. Prudence is always necessary to balance responsible self care with care for others. Inexperienced nurses might feel totally responsible for effecting patient outcomes beyond their control and become frustrated and sad when unable to produce the desired outcome Conversations about what is reasonable to hold ourselves and others accountable for are always helpful.Each employing institution or agency providing nursing service has an obligation to establish a process for reporting and handling practices by indiv idual or by health care systems that jeopardizes a patient’s health or safety. The American Nurses Association code of Ethics obligates nurses to report professional conduct that is incompetent, unethical or illegal. For nurses, incompetent practice in measured by nursing standards, unethical practice is evaluated in light of the professional codes of ethics, while illegal practice is identified in terms of violation of federal legislations and laws.Nurses must respect the accountability and responsibility inherent in their roles.   They have the moral obligations in the provision of nursing care, hence they collaborate with other health care providers in providing comprehensive health care, recognizing the perspective and expertise of each member.   Nurses have a moral right to refuse to participate in procedures that may violate their own personal moral conscience since they are entitled to conscientious objection. They must keep all information obtained in a profession al capacity confidential and employ professional judgment in sharing this information on a need to know basis. Nurses are expected to protect individuals under their care against lack of privacy by confining their verbal communications only to appropriate personnel; settings, and to professional purposes. They are obliged to adhere to practice that limits access to personal records to appropriate personnel.They must value the promotion of a social as well as economic environment that supports and sustains health and well-being. It includes the involvement in the detection of ill effects of the environment on the health of the patient as well as the ill effects of human activities to the natural environment. They must acknowledge that the social environment in which the patient inhabits has an impact on health. Nurses must respect the rights of individuals to make informed choices in relation to their care. They have this responsibility to inform individuals about the care available to them, and the choice to accept or reject that care.   If the person is not able to speak for themselves, nurses must ensure the availability of someone to represent them. It is vital to respect the decisions made concerning the individual’s care.Standards of care are one measure of quality.   Quality nursing care provides care by qualified individuals. Likewise, the individual needs, values, and culture of the patient relative to the provision of nursing care is important to be respected and considered hence it should not be compromised for reasons of ethnicity, gender, spiritual values, disability, age, economic, social or health status, or any other grounds.   Respect for an individual’s needs includes recognition of the individual’s place in a family and the community. It is due to this reason that others should be included in the provision of care, most significantly the family members. Respect for needs, beliefs and values includes culturally sensi tive care, and the need for comfort, dignity, privacy and alleviation of pain and anxiety as much as possible.â€Å"Evidence-based practice (EBP) is a problem solving approach to clinical practice that integrates the conscientious use of best evidence in combination with a clinician’s expertise as well as patient preferences and values to make decisions about the type of care that is provided† (Melnyk, 2004). Quality of care outcomes refers to accuracy and relevance demonstrated by the decisions concerning the need for medical and surgical intervention. Evidence of appropriateness in healthcare is necessary to improve health outcomes, balance costs, provide guidance to physicians and meet the need of the new informed health consumer. Appropriateness is unlike effectiveness since the later refers to the degree in which an intervention achieves the objectives set (Muir Gray, 1997). One criterion of appropriateness is that of necessity.As technology and improved methods o f care has advanced, access to appropriate interventions should likewise improve. Today some interventions are still limited such as magnetic resonance imaging (MRI) in rural communities and since access to this technology is limited, a criterion of necessity is used to determine who is able to access and how quickly. Therefore although use of MRI may be appropriate in diagnostics, it may be underused. Advancements in technology, interventions and clinical research will provide updated evidence which in turn would affect ratings of appropriateness (Muir Gray, 1997). Clinical guideline statements are developed from evidence to assist healthcare practitioners in making appropriate health interventions (Woolf, Grol, Hutchinson, Eccles & Grimshaw, 1999).The clinical guideline may be a general statement or concise instruction on which diagnostic test to order or how best to treat a specific condition. The purpose of clinical guidelines is as a tool for making decisions that will result i n more consistent and efficient care. Guidelines are not rules nor are they mandatory. The benefits of clinical guidelines include: Improved health outcomes; Increased beneficial/appropriate care; Consistency of care; Improved patient information; Ability to positively influence policy; Provide direction to health care practitioners;ReferencesAgency of Healthcare Research and Quality. (n.d.). Outcomes research fact sheet. [Online].Available: https://www.ahrq.gov/professionals/clinicians-providers/guidelines-recommendations/index.htmlBrook, R.H. (1994). Appropriateness: The next frontier. [Online]. Available:http://www.bmj.com/content/308/6923/218.full?ijkey=t7GNbMJu0NIhAFitch, K., Bernstien, S. J., Aguilar, M. D., Burand, B., LaCalle, J. R., Lazaro, P. van het Loo,McDonnell, J., Vader, J. P., & Kahan, J. P. (2001). The RAND/UCLA appropriatenessmethod user’s manual. [Online]. Available:http://www.rand.org/pubs/monograph_reports/MR1269.html?John A. Hartford Foundation. (n.d.). [Online]. Available: http://www.johnahartford.org/Muir Gray, J.A. (1997). Evidence-based healthcare: How to make health policy and managementdecisions, New York: Churchill Livingstone.Woolf, S. H., Grol, R., Hutchinson, A., Eccles, M., & Grimshaw, J. (1999). Clinical guidelines:Potential benefits, limitations and harms of clinical guidelines. [Online]. Available:http://www.bmj.com/content/318/7182/527.full

The Emotions, Attitudes, and Behavior Model in Pixar Company Free Essay Example, 2250 words

Pixar nurtures the trusting and respectful relationship and sets free everyone with their creativity. It has been facilitated by the presence of talented individuals who have continually practised loyalty to each other and the team as a whole. Hence, their passion and accomplishment had branded the community to be a magnet for people with talents. Additionally, employees at Pixar are given the freedom to spend some time at Pixar University, an institution that provides numerous courses that relate to making of films, art courses, creative writing among other courses that assist in strengthening their knowledge across the Company and filmmaking. Motivation perspective also includes authority. In authority, practice is set up by the employer who then gives it to the employees. Simply, employees are allowed to make decisions, make mistakes, over and above, letting them give opinions with regard to work. Through the encouragement of two-way communication, employers are able to promote autonomy and decision making to the employees. In light of this, Pixar Animation Studios have emphasized cultivated freedom, which has open and honest communication. This communication is bound to have effective feedback and respect among employees in the development of trust in the organization (Harvard Business School 1999, p 12). We will write a custom essay sample on The Emotions, Attitudes, and Behavior Model in Pixar Company or any topic specifically for you Only $17.96 $11.86/page This could be done through absolute recognition and rewarding efforts and personal improvement of employees especially those of skills as they play a part in task climate (Yarberry 2006, p 20).