SECURITY essay

I accept my obligations and the set of 21 SST Century technological challenges for which I have been hired to undertake. The greatest benefit as the architect of Geld’s security policies is my responsibility to provide leadership, respect and knowledge to best of my ability in creating the policies that will protect Global Distribution Inc. Implementing cutting edge polices. Current Network Configuration As Global Distribution Inc. Continues to grow, GUI must pay close attention to ensure that the assets it acquires are properly secured at every level.

At an information technology perspective the assets of interest include the 81 remote facilities or warehouses that each connect over a WAN or Wide Area Network to the central data processing acclivities. Each remote facility is equipped with its own network (infrastructure) including a central switch, a workup server, workstations and a frame relay connection to the central data processing area through a simple ISIS/DISC device connection. The central data processing area houses the IBM 390 application mainframe units and the utility micro servers upon which the entire business is reliant upon.

The central data processing facility also provides those that work within that facility with wireless networking access through 802. 11(g) access points. The entire company accesses the Internet through a proxy server and public network router that resides at the central data processing facility as the only barrier between the whole company and the World Wide Web. The company’s Internet facing FTP/ESMTP bridgehead server is installed at the central data processing location to provide napped EDI file transfer seen/ice for all customers and suppliers.

The EDI files that housed on the FTP/ESMTP bridgehead file server are just one of many valuable digital information assets used and stored by the company. Information traveling to and from the central data processing facility is also a chital asset as are the emails housed on the FTP/ESMTP bridgehead server. In addition, the IBM 390 and Utility Micro Servers also store information on products, customers, business processes, suppliers, marketing, sales and finance that are critical to the stability of the company.

If these assets were damaged, lost or stolen, the consequences would be biblically embarrassing for the company and its officers and quite possibly devastating, in some cases even beyond the point of recovery due to loss of credibility with clients and suppliers. The assets described above would prove extremely valuable to interiors if in their possession or if they were lost, causing severe harm to Global Distribution Inc. At a time when GUI is growing rapidly, it is extremely important to ensure that the company’s most valuable information assets are secure from corporate espionage as well as malicious cyber attackers on the Internet.

The company perform the necessary tasks to ensure that information availability, confidentiality and integrity are properly protected. 12 Policies Web Server Security Policy Establish standards for the base configuration of internal server equipment owned and operated by Global Distribution Incorporated. This policy applies to server equipment owned and/or operated by GUI, and to servers registered under any GUI owned internal network domain. While providing effective implementation Of this policy will lessen unauthorized access to GUI proprietary information and technology.

The guidelines are general configuration guidelines, monitoring, compliance and enforcement. Information Classification Security Policy Assists employees in determining the relative sensitivity of information used by GUI and how this information should be treated and disclosed to other GUI employees and other parties. The information is stored or shared by any means and marked in alignment with this policy. This includes electronic information, information shared, information on paper, visually or verbally (video conferencing telephone and whiteboards.

Acceptable Use Policy Outline the acceptable use of computer equipment at Global Distribution Incorporated. This policy rules are to protect the user most importantly the GUI Company. The risks that is considered inappropriate that potentially exposes GUI to virus attacks, legal issues and compromise of network systems and services and legal issues. In order to execute this policy towards it’s fullest potential effective security is a team effort that involves the participation and support of every user and affiliate who has access to information and or information systems.

It is the computer’s user responsibility to know these guidelines and to conduct their events accordingly. Minimum Access policy This policy is to ensure the security of the entire Global Distribution Incorporated including network and the data that resides within it. This policy identifies the standards on the physical network in public and Access Card areas for wired and wireless network ports and their connections throughout al owned and operated Global Distribution Incorporated facilities connected to the Global Distribution Incorporated network.

This policy defines port access standards for all wireless and wired network data ports within any Global Distribution Inc. Owned or operated facility. These standards will minimize the potential exposure to risk of the loss of (or damage to) sensitive or to the company confidential data, intellectual property and company image, which might result from the unauthorized use of Global Distribution Inc. Resources. Includes public access all areas such as Internal rooms, office arrogations, lobbies, cafeterias, customer service areas, desktop standards, guest access and wired ; non wired ports.

Physical Security Establishes rules for the proper use of handheld devices incorporate environments in order to protect the confidentiality of sensitive data, the integrity of data and applications and the availability of services at Global Distribution Incorporated, while protecting both handheld devices and their users, as well as corporate assets (confidentiality and integrity) and continuity of the business. Policy includes hand held devices, pocket PC’s, smartness. Extranet Policy-

Describes the policy under which 3rd party organizations connect to Global Distribution Inc. Networks for the purpose of transacting all businesses relative to Global Distribution Inc. This specific policy entails a security review, business case, third party connection agreement, 4 point of contact, modifying or changing connectivity & access, terminating access, establishing connectivity and terminating access. Wireless policy The focus of this specific policy is to protect and secure information assets owned by Global Distribution Inc.

GUI grants access to these resources as a privilege and is imperative to manage accordingly to maintain the integrity, confidentiality, and availability of all information assets. There are conditions that wireless infrastructure devices must satisfy to connect to the GUI network. The wireless infrastructure devices that meet the GUI standards specified in this policy will be allowed access by the Information Security Department and are approved for connectivity to a GUI network. This policy includes and not limited to desktops.

Laptops, cellular phones and personal digital assistants. This includes any form of wireless communication device that is capable of transmitting packet data. Email Security policy This policy is to protect the public image of Global Distribution Inc. Any email that is transmitted out from GUI will generally viewed as a an official policy statement. The GUI email system shall not be used at any time for the creation Or distribution of any disruptive or Offensive messages that includes language that is considered offensive by either the forwarding or receiving parties.

Any emails that violate these terms set forth by GUI should be reported immediately to their supervisor. Remote Access This policy is to define Global Distribution Inc. Standards for connecting to Geld’s network from any host. Any GUI or personally owned computer used to connect to GUI network such as employees, vendors, contractors and agents must adhere to this policy. Any policy used to do work on behalf of GUI that includes reading, or sending email and viewing intranet web sources. Risk Assessment Policy Risk assessments can be conducted on any entity within Global Distribution Inc. R any outside entity that has signed a Third Party Agreement with Global Distribution Inc. Specific requirements will entail performing periodic information security risk assessments for the purpose of determining areas of vulnerability, and to initiate appropriate remediation. Infuses and the department are accountable for the systems area being assessed. Employees are expected to cooperate fully with any risk assessment being conducted on a system for which they are held responsible.

Employees are further expected to work with the Infuses Risk Assessment Team in the development of all remediation plans. Network Security policy Requires minimal security configuration for all network routers and switches connecting to a active network or used in a production capacity at or on behalf of Global Distribution Inc. All routers and switches connected to GUI production networks are accessed. Routers and switches internal ‘secured labs are not accessed. Network routers and switches within DMZ areas will fall under the web DMZ Equipment Policy.

All network routers must meet the following configuration standards; no local accounts are configured on the network router: password must be kept secure and encrypted form: these must be disabled / IP directed broadcasts TCP small services CODE small services All source routing All web services running on router Auto-configuration: *also disabled except business / Cisco discovery protocol and other discovery protocols Dynamic trucking Scripting environments, such as the TCL shell: the following must be configured/ Password-encryption NTP configured to a corporate standard source: Must use corporate standardized SNAP community strings.

Default strings, public or private must be removed. SNAP must be configured to use the most secure version Of the protocol allowed for by the combination of the device and management systems. Access control lists must be used to limit the source and type of traffic that can terminate on the device itself. Access control lists for transiting the device are to be added as any business needs arise. The network router must be included in the corporate enterprise management system with a designated point of contact.

All network routers must have the following statement presented for any forms of login whether remote or local. All persons must have explicit permission to access or configure this device. All activities performed on this device may be logged, and violations of this policy may result in disciplinary action, and may be reported to law enforcement. There is no right to privacy on this device. Use of this system will constitute consent to monitoring. Telnet can never be used across any network router to manage a router, unless there is a secure unwell protecting the entire communication path accessed.

BUSS v essay

In round 1 and round 3, we did quite a lot investment in our department, we tended to issue shares and long term debt at the maximum level. In these two rounds, the PIE ratio is much higher other rounds, which are nearly 600 and about 900. Although we released two new products which requires significant costs as well as the expenses on automation and purchasing capacity, the results is still really pleasant, in the rounds after, e achieved the most profit compared to other groups in the industry.

In addition, the stock price boosts by approximately $10 and reflects a continuous rising trend. However, due to the previous outstanding performance, we are kind of carried away by the success. In round 5, we are overconfident and too ambitious about our sales figure, so we optimistically overestimate the sales forecast. We produce too many units but the actual sales are not as well as we expected. Excessive inventory is left over and leads o high inventory carrying cost. Additionally, we spent too much in plant improvement, variable cost and SAGA stuff.

But with huge expenses incurred, we didn’t generate sufficient funds in finance segment. In general, with the inaccurate forecast, we spent too extravagant but didn’t raise enough funds to support. As a result, we didn’t have cash and unavoidably got a significant emergency loan. We learnt the lesson and act more prudently in following round. In order not to impose further financial burden, we issued certain mount of shares and didn’t change position in automation and capacity to save cost.

Fortunately, we turnaround from a tough situation and has a boost in free cash. Since it is close to the final round, we will retire the debts to create increase in retained earnings. To sum up, we neglect the importance of financing in previous rounds, which seems didn’t rationally utilize available funds to maximize profit. But we realized the problem and made timely adjustment and finally recovered from difficulties. And believe the prospect is bright.

Understanding Organisations and the Role of HR Assignment s essay

As an organization it is evitable to work within the diverse workforce to eliminate prejudice and discrimination, ensuring that al employees are treated with the respect and dignity they deserve. The London Borough Of Hackney is an organization that staff want to work for and that all staff share the Council’s aspirations and goals. As a very large organization it is important to be approachable and flexible in order to organize and deliver services, adapt, continuously improve services to meet the needs of residents, changing duties and responsibilities.

Use resources efficiently, operate at all times within budgetary requirements and limits. As a public service the London Borough of Hackney strive to be a provider of excellent services to the public, a local leader and convener of partnerships. But beyond that the main goal and target is to be an active agent for social mobility, creating opportunity, transforming life chances, and promoting social consistency. The need to helping and protect residents who most need support is essential, and working with them to improve their lives and capacity for independence.

Keeping Hackney clean, safe, and promoting the quality of life and wellbeing of all residents. Bringing investment and jobs into Hackney, creating opportunity, prosperity, and ensuring residents have the education, skills and support to benefit. The Mayor’s 3 Priorities are: Improving services and increasing opportunities for all, raising the life chances of the most disadvantaged. Making sure the Council is high performing and efficient. Providing effective community leadership and involving the whole borough in what we do. Http://staffroom. Hackney. Gob. UK/text/ BBS_service_delivery_plan. PDF Public money has to be spent with honesty and in accordance with the Council’s policies. The council have a statutory duty to achieve best value, through economy and efficiency. The purpose of this tankard is to ensure that the Council obtains value for money. The Finance department is a key player by ensuring there are strong financial procedures and systems in place that provide the platform for ongoing budget monitoring.

Also the annual production of Statement of Accounts provides improvement across the Council (particularly in relation to efficiency) and supporting colleagues in achieving their objectives. Financial challenge and population growth: Since the 201 0 spending review, the Council has saved more than EWE million from its budgets through reductions in senior management and back office unction, more efficient procurement, reductions in agency staff and service reviews. We have achieved this without having a big impact on frontline services.

The scale of the challenge ahead means we are likely to have to make fundamental changes to the services residents receive. We will need to seek to engage all our residents in the tough choices ahead, acknowledging that services will need to change, and being clear about the implications of those changes. Http://impingement. Hackney. Gob. Skull order to identify and assess how external factors can affect the London Borough of Hackney as an organization. A PESTLE analysis gives an overview of the different environmental factors that the council should take into consideration.

It is a useful strategic tool for understanding the external factors (political, economical, social, technological, legal and environmental) which will have a driving force behind the aims and objectives of the council. This PESTLE analysis highlights how these factors are likely Or having an impact the council’s people management activities. Four factors from Pestle analysis is carried out: Factor Impact Political Factors The Local Government Pension Scheme. Single Status, Equal Pay Issues, Equal Pay Audit Changes to the existing pension scheme are planned due to people living and working longer.

Priorities the importance of Sustained regular communications to the workforce on changes to the scheme and the impact on individuals. Higher levels of agreement in respect of administration of the Scheme. The existing inequities leave open the risk of claims against the Council for unequal pay. Economic Factors The government have announced the need to make cuts. Economic downturn. Resulting in the need to make big cuts and savings. New ways of working needed resulting in new roles, attitudes, skill set from staff. Services will be affected.

Puts greater pressure on services where key posts are hard to fill – Reduced Income (higher unemployment = less tax income) – the need to reduce operating costs. Technological Factors Remote Working. Technology as Training Aid. Remote working and home working increase across the workforce and requires the implementation of systems – Compromising security or data protection issues – require different types of management and systems to replace regular face to face supervision and interaction. Different ways of working and learning will impact on training needs within he workforce.

Legal Factors New European employment legislation. Equalities legislation. Regularly need to review employment practices e. G. Agency workers – costly implications. Equality Act 2010 consider the equality and diversity implications of any change process- ensure employees potentially affected by the reorganization are not subject to any unfairly discriminatory treatment. Whilst the PEST analysis identifies some of the issues that the London Borough of Hackney face, it is set into the environment of how this impacts on the workforce.

These requirements fall onto two main areas: Numbers and volumes of people required over time based on service area. The skills required to do the job. Understanding the structure, culture and functions of an organization. 2. 1 . The London Borough of Hackney is a large organization, consisting of over 4,000 employees. The council is made up of seven directorates (functions), which carry out services to the public and work closely to optimism performance. They consist of the following: Housing Legal, HRS & Regulatory Service Finance & Resources Health & Community Services Children & Young People Services

Hackney Homes Limited Chief Executive’s Below is an example of the London Borough of Hackney management/ directorate structure re: -114300788035http://bow. Hackney. Gob. UK/assets/ documents/Council-Structure. PDF 2. 2. The Finance and Resources Directorate is responsible for the financial management of the Council and it delivers this through the following Divisions: Audit and Anti Fraud – manage, carry out investigations, and fight against fraud. Financial Management – set a balanced budget with low Council Tax. Financial Control – ensure Council Tax collections are in line with the London average.

Revenues and Benefits ensure that the correct benefit is paid at the right time. Procurement and Fleet Management – ensure fleet management function meet sustainability intentions e. G. Usage of lower emission fuels. Strategic Property and Facilities Management ensure a suitable working environment and improve efficiency, by reducing operating costs while increasing productivity. Education Partnerships – promote a culture that is more open to customer needs. Information and Communications Technology COT) – support management to ensure the Council has in place strong systems of internal intro.

The Health ; Community Services directorate focus on ensuring Hackney residents feel safe and enjoy a clean environment and a high quality and accessible public realm. This is delivered through the following services: Adult Social Care – in-house community and home-based services for older people ; supports people with learning disabilities and mental health issues through a range of involvement. Commissioning – manages the performance and Improvement function for adult social care ; commissions Health and Social Care with INS East London and the City. Http://www. Cockney. Gob. UK Health and Wellbeing – protect vulnerable people. Supports the sustainability of cultural and arts organizations and individuals. Ensures cultural entitlement is featured in the council’s regeneration, youth, Olympic and Health and Wellbeing work. Public Realm – control parking on the street and in Council car parks, and enforcing in selected Hackney states; managing and regulating markets and shop front trading, including administration of licenses. Looks after the environmental operations i. . Street cleansing including markets. Legal, HRS and Regulatory Services enable ND support the Council to provide effective and value-for-money services within the following areas: Human Resources and Organizational Development’s function is to enable the organization to attract, retain and manage a workforce. Legal Services – provide high quality electoral registration service and efficiently run elections. Regulatory Services contribute to making Hackney a better place for residents, investors and visitors.

The Chief Executive’s Directorate is the core of the organization working with all directorates to set high standards, ensure consistency and promote the Council. 2. 3. The council uses a standardized, but flexible and scalable model when designing organizational functions and structure, as per the below: Hackneys organizational design model http:// staffroom-hackney. Gob. Policy. HTML-469900110490 The management structure is based on function. Mangers across the organization ensure that they provide the following; Responsibility: Flexible style and approach.

Committed and promotes continuous learning. Adapts efficiently to changing circumstances. Delivery: Is visible both within and external to the organization. Provides a clear direction by using a style appropriate for the individual and team. Manages staff performance, by carrying out regular supervision meetings and yearly appraisals. Creates a customer focus culture by enhances the reputation of the organization in all they do. Decision Making: Focuses on what is important, makes difficult decisions by taking risks and is accountable for them.

Models core values and behaviors by placing the organization first before service, team and themselves. Working together: Promotes, assists organizational communications, promotes and influence the benefits of a diverse workforce. Builds strong internal and external relationships to assist change Below are a small number of strengths and weakness within in organization structure: Strengths: High Levels of staff commitment, there is effective cross directorate relationships. The council has sound approaches to managing performance and finance.

The vision, values and mission for LBS. is clearly expressed and understood by Members, managers, staff and partners. Roles and responsibilities of functions at different levels are clearly defined. Staffs are provided with opportunities to develop their skills within a structure that enables career development and progression, and allows them to build knowledge of different service areas. Policy and performance services build organizational capacity through skills transfer to other service areas.

Weakness: The impact of staffing reductions due budget cuts. Skill shortages. Difficult management control. Lacks of motivation, staff daily duties are repetitive. Lack of communication. All employees within the organization regardless of the position of their role make decisions that commit to the Council’s values, in order to fulfill the Moods priorities. It is critical that there is an organizational culture which ensures that employees understand the needs of the council and recognize their importance with the wider community.

The internal and external stakeholders such as contracted workers, partner agencies, residents (public), service users and visitors also play an important role in working with the Council to achieve the organization culture and values. Without these the council would suffer as goals and values would be unachievable. We will strive to meet our needs for goods, services, works and utilities in a way that achieves value for money On a whole life basis in terms of generating benefits not only to the Council, but also to local residents and the local economy, whilst minimizing damage to the environment.

In pursing sustainability goals Hackney will always have primary regard to the need to obtain Best Value i. E. The optimum combination of whole life costs and benefits to meet the service requirement. Hackney recognizes three broad themes underpinning sustainability and will pursue policies in support of each. These are: Environment Equality and Economy. Http://staffroom. Hackney. Gob. K/text/up-sustainable-procurement-policy-and- guide-Jan-2008. Doc. Illustrated how activities support an organization 3. 1 . There are a number of ways in which HARM/L;D support the London Borough of Hackney in meeting its goals and objectives.

The function is to enable the organization to attract, retain and manage a workforce that has the right skills and potential to realize Hackneys vision and deliver its strategic and service objectives. This includes: Providing frameworks and tools to ensure the fair, consistent and effective management of the workforce. Providing specific HRS ;ODD advice, audience and support to managers ; staff Building positive and co- operative relationships with our staff and their representatives. Strategic management of recruitment and its processes.

Developing the skills and capacity of the existing and potential workforce. Developing and maintaining reward ; retention strategies. Monitoring and reviewing of the application Of practices to support continuous improvement. Supporting Organizational and Cultural Change and embedding the values of the Council. Appropriate policies and procedures in place. HARM ensure all employees provide high quality services to make sure the Council works properly and efficiently. Management and staff are responsible for providing high quality services. According to: http:// staffroom. Hackney. Gob. Wet/strategy-2. Pitching each area of HARM ; are the broad aims of how the thread will be achieved. Each activity will be supported by a detailed activity plan with projects and target through which we can allocate time and resources to the people priorities of the Council. Although specific projects may change over time it is envisaged that the Strategy will remain in place for the duration of the administration. Talent Management: it is inevitable to have the right people with right skills and attitudes required to meet the current and future needs of the organizations objectives.

The recruitment and selection process have a range of flexible working practices in place to attract and retain the best talent, such as HARM Develop ‘Pathways into the Organization’, Graduate Recruitment and accelerated Promotion Schemes for those that need that extra support and chance. The recruitment process also includes the development Of a web based recruitment strategy. Performance and Reward management: the nuncio understands the link between staff development and achieving organizational current and future objectives.

Valuing staff lies at the heart of good organization and in the London Borough of Hackney it is one of the core values that shape the organization. A vital part of a manager’s role and HARM is to: Recognize the contribution your staff make to the objectives and targets of your service Involve your staff in decision making – this helps to motivate them, and encourages staff to take ownership and responsibility for these decisions Be clear about what staff can expect from you in terms of support ND development. Http://staffroom. Hackney. Gob. UK/managing- people. Theme are a number of ways in which London Borough of Hackney reward their staff in order to keep them motivated & show appreciation to support the councils strategy. i. E. Pay and grading, job evaluation. Hackney Stars: is an annual event to celebrate the achievement of staff. There are several categories that staff or teams can be nominated for. Hackney also holds the annual Lifetime Achievement Awards to celebrate staff who have dedicated 25 years to the organization. Staff will be contacted to take part in the event directly by HRS. Staff Benefits: The Council also offers a range of benefits for staff.

They include: Childcare vouchers Bike to work scheme Bicycle and motorcycle allowances Season Ticket loans LOGS Pension Scheme Sick pay Maternity & Paternity Pay Flexible Working Computer Scheme Local discounts i. E. Hackney Leisure Centers & Swimming Pools. Supervision meeting is an opportunity for managers to record the achievements and any performance issues of people in their team. In addition to discussing work in progress managers cover annual leave, sickness, actions from the Personal Development Plan (POP) and feedback on raining courses during supervision meetings.

Depending on the area of work, supervision can occur as regularly as weekly. As minimum managers should ensure supervision takes place at least every 4-6 weeks. Training and Development: It is essential to enable employees to develop their skills, knowledge and experience by conducting appraisals, supervision and regular updates through team meetings. Development is not always training, people learn better through experience, good feedback and a positive relationship with mangers and their work colleagues. Staff individually have a formal appraisal at least once a year. This happens sometime between April and June to set objectives.

Staff are encouraged to go on certain training course to enhance skills & knowledge. 3. 2. HARM/L&D support line mangers and staff by developing business relationships, advice and providing relevant training courses. Staff and managers are encouraged to regular visit HRS policies and procedures which are available on the staff intranet, to keep up with the latest information. From when a member of staff joins a team, either by external recruitment or internal assessment and service reviews, managers will need to inform staff hat they need to set clear goals, good communication and a development plan.

HARM support managers to always ensure new staff are inducted into the organization, allowing time for them to familiarize themselves with the systems, processes, people and culture of service. The intention going forward is that managers and teams will manage the day-to-day operational HRS employee-relations work such as sickness management, capability, grievance or disciplinary issues. Preparation is underway to provide training and support for managers, with policies and e-forms made available on the intranet to support the new business partner arrangements.

Understanding Organisations and the Role essay

As an organization it is evitable to work within he diverse workforce to eliminate prejudice and discrimination, ensuring that all employees are treated with the respect and dignity they deserve. The London Borough of Hackney is an organization that staff want to work for and that all staff share the Council’s aspirations and goals. As a very large organization it is important to be approachable and flexible in order to organize and deliver services, adapt, continuously improve services to meet the needs of residents, changing duties and responsibilities.

Use resources efficiently, operate at all times within budgetary requirements and limits. As public service the London Borough of Hackney strive to be a provider of excellent services to the public, a local leader and convener of partnerships. But beyond that the main goal and target is to be an active agent for social mobility, creating opportunity, transforming life chances, and promoting social consistency. The need to helping and protect residents who most need support is essential, and working with them to improve their lives and capacity for independence.

Keeping Hackney clean, safe, and promoting the quality of life and wellbeing of all residents. Bringing investment and jobs into Hackney, creating opportunity, prosperity, and ensuring residents have the education, skills and support to benefit. The Mayors 3 Priorities are: Improving services and increasing opportunities for all, raising the life chances of the most disadvantaged. Making sure the Council is high performing and efficient. Providing effective community leadership and involving the whole borough in what we do. Http://staffroom. Hackney. Gob. UK/text/ BBS_service_delivery_plan. PDF Public money has to be spent with honesty and in accordance with the Council’s policies. The council have a statutory duty to achieve best value, through economy and efficiency. The purpose of this standard is to ensure that the Council obtains value for money. The Finance department is a key player by ensuring there are strong financial procedures and systems in place that provide the platform for ongoing budget monitoring.

Also the annual production of Statement of Accounts provides improvement across the Council (particularly in relation to efficiency) and supporting colleagues in achieving their objectives. Financial challenge and population growth: Since the 2010 spending review, the Council has saved more than EWE million from its budgets through reductions in senior management and back office unction, more efficient procurement, reductions in agency staff and service reviews. We have achieved this without having a big impact on frontline services.

The scale of the challenge ahead means we are likely to have to make fundamental changes to the services residents receive. We will need to seek to engage all our residents in the tough choices ahead, acknowledging that services will need to change, and being clear about the implications of those changes. Http://impingement. Hackney. Gob. Skull order to identify and assess how external factors can affect the London Borough of Hackney as an organization. A PESTLE analysis gives an overview of the different environmental factors that the council should take into consideration.

It is a useful strategic tool for understanding the external factors (political, economical, social, technological, legal and environmental) which will have a driving force behind the aims and objectives of the council. This PESTLE analysis highlights how these factors are likely or having an impact the council’s people management activities. Four factors from Pestle analysis is carried out: Factor Impact Political Factors The Local Government Pension Scheme. Single Status, Equal Pay Issues, Equal Pay Audit Changes to the existing pension scheme are planned due to people living and working longer.

Priorities the importance of Sustained regular communications to the workforce on changes to the scheme and the impact on individuals. Higher levels of agreement in respect of administration of the Scheme. The existing inequities leave open the risk of claims against the Council for unequal pay. Economic Factors The government have announced the need to make cuts. Economic downturn. Resulting in the need to make big cuts and savings. New ways of working needed resulting in new roles, attitudes, skill set from staff. Services will be affected. TTS greater pressure on services where key posts are hard to fill – Reduced Income (higher unemployment – less tax income) – the need to reduce operating costs. Technological Factors Remote Working. Technology as Training Aid. Remote working and home working increase across the workforce and requires the implementation of systems – Compromising security or data protection issues – require different types of management and systems to replace regular face to face supervision and interaction. Different ways of working and learning will impact on training needs within the workforce. Legal Factors New European employment legislation.

Equalities legislation. Regularly need to review employment practices e. G. Agency workers – costly implications. Equality Act 2010 – consider the equality and diversity implications of any change process- ensure employees potentially affected by the reorganization are not subject to any unfairly discriminatory treatment. Whilst the PEST analysis identifies some of the issues that the London Borough of Hackney face, it is set into the environment of how this impacts on the workforce. These requirements fall into two main areas: Numbers and volumes of people required over time based on service area. The skills required to do the job.

Understanding the structure, culture and functions of an organization. 2. 1 . The London Borough of Hackney is a large organization, consisting of over 4,000 employees. The council is made up of seven directorates (functions), which carry out services to the public and work closely to optimism performance. They consist of the following: Housing gal, HRS ; Regulatory Service Finance ; Resources Health ; Community Services Children ; Young People Services Hackney Homes Limited Chief Executive’s Below is an example of the London Borough of Hackney management/ directorate structure re: -114300788035http://move. Hackney. V. UK/assets/ documents/Council-Structure. PDF 2. 2. The Finance and Resources Directorate is responsible for the financial management of the Council and it delivers this through the following Divisions: Audit and Anti Fraud – manage, carry out investigations, and fight against fraud. Financial Management – set a balanced budget with low Council Tax. Financial Control – ensure Council Tax collections are in line with the London average. Revenues and Benefits – ensure that the correct benefit is paid at the right time. Procurement and Fleet Management ensure fleet management function meet sustainability intentions e. G. Age of lower emission fuels. Strategic Property and Facilities Management – ensure a suitable working environment and improve efficiency, by reducing operating costs while increasing productivity. Education Partnerships – promote a culture that is more open to customer needs. Information and Communications Technology (CIT) – support management to ensure the Council has in place strong systems of internal control. The Health & Community Services directorate focus on ensuring Hackney residents feel safe and enjoy a clean environment and a high quality and accessible public realm. This is delivered through the following services:

Adult Social Care – in-house community and home-based services for older people & supports people with learning disabilities and mental health issues through a range of involvement. Commissioning – manages the Performance and Improvement function for adult social care & commissions Health and Social Care with INS East London and the City. Http://www. Hackney. Gob. UK Health and Wellbeing – protect vulnerable people. Supports the sustainability of cultural and arts organizations and individuals. Ensures cultural entitlement is featured in the council’s regeneration, youth, Olympic and Health and Wellbeing work.

Public Realm – control parking on the street and in Council car parks, and enforcing in selected Hackney states; managing and regulating markets and shop front trading, including administration of licenses. Looks after the environmental operations i. E. Street cleansing including markets. Legal, HRS and Regulatory Services enable and support the Council to provide effective and value-for-money services within the following areas: Human Resources and Organizational Development’s function is to enable the organization to attract, retain and manage a workforce.

Legal Services – provide high quality electoral estimation service and efficiently run elections. Regulatory Services – contribute to making Hackney a better place for residents, investors and visitors. The Chief Executive’s Directorate is the core of the organization working with all directorates to Set high standards, ensure consistency and promote the Council. 2. 3. The council uses a standardized, but flexible and scalable model when designing organizational functions and structure, as per the below: Hackneys organizational design model http:// staffroom. Hackney. Gob. Policy. Tm-4699001 1 0490 The management structure is based on function. Mangers across the organization ensure that they provide the following; Responsibility: Flexible style and approach. Committed and promotes continuous learning. Adapts efficiently to changing circumstances. Delivery: Is visible both within and external to the organization. Provides a clear direction by using a style appropriate for the individual and team. Manages staff performance, by carrying out regular us pervasion meetings and yearly appraisals. Creates a customer focus culture by enhances the reputation of the organization in all they do.

Decision Making: Focuses on what is important, makes difficult decisions by taking kiss and is accountable for them. Models core values and behaviors by placing the organization first before service, team and themselves. Working together: Promotes, assists organizational communications, promotes and influence the benefits of a diverse workforce. Builds strong internal and external relationships to assist change Below are a small number of strengths and weakness within in organization structure: Strengths: High Levels of staff commitment, there is effective cross directorate relationships.

The council has sound approaches to managing performance and finance. The vision, values and mission for LBS. is clearly expressed and understood by Members, managers, staff and partners. Roles and responsibilities Of functions at different levels are clearly defined. Staffs are provided with opportunities to develop their skills within a structure that enables career development and progression, and allows them to build knowledge of different service areas. Policy and performance services build organizational capacity through skills transfer to other service areas.

Weakness: The impact of staffing reductions due budget cuts. Skill shortages. Difficult management control. Lacks of motivation, staff daily duties are repetitive. Lack of communication. All employees within the organization regardless of the position of their role make decisions that commit to the Council’s values, in order to fulfill the Mayor’s priorities. It is critical that there is an organizational culture which ensures that employees understand the needs of the council and recognize their importance with the wider community.

The internal and external stakeholders such as contracted workers, partner agencies, residents (public), service users and visitors also play an important role in working with the Council to achieve the organization culture and values. Without these the council would suffer as goals and values would be unachievable. We will strive to meet our needs for goods, services, works and utilities in a way that achieves value for money on a whole life basis in terms of generating benefits not only to the Council, but also to local residents and the local economy, whilst minimizing damage to the environment.

In pursing sustainability goals Hackney will always have primary regard to the need to obtain Best Value i. E. The optimum combination of whole life costs and benefits to meet the service requirement. Hackney recognizes three broad themes underpinning sustainability and will pursue policies in support of each. These are: Environment Equality and Economy. Http://staffroom. Hackney. Gob. UK/text/up-sustainable-procurement-policy-and guide-Johanna. Doc. Understand how HRS/L;D activities support an organization 3. 1 . There are a number of ways in which HARM/L;D support the London Borough of Hackney in meeting its goals and objectives.

The function is to enable the organization to attract, retain and manage a workforce that has the right skills and potential to realize Hackneys vision and deliver its strategic and service objectives. This includes: Providing frameworks and tools to ensure the fair, consistent and effective management of the workforce. Providing specific HRS ;ODD advice, guidance and support to managers ; staff Building positive and co- operative relationships with our staff and their representatives. Strategic management of recruitment and its processes.

Developing the skills and capacity Of the existing and potential workforce. Developing and maintaining reward ; retention strategies. Monitoring and reviewing of the application of practices to support continuous improvement. Supporting Organizational and Cultural Change and embedding the values of the Council. Appropriate policies and procedures in place. HARM ensure all employees provide high quality services to make sure the Council works properly and efficiently. Management and staff are responsible for providing high quality services. According to: http:// staffroom. Hackney. Gob. Wet/strategy-2. Pitching each area of HARM ; L;D, are the broad aims of how the thread will be achieved. Each activity will be supported by a detailed activity plan with projects and target through which we can allocate time and resources to the people priorities of the Council. Although specific projects may change over time it is envisaged that the Strategy will remain in place for the duration of the administration. Talent Management: it is inevitable to have the right people with right skills and attitudes required to meet the current and future needs of the organizations objectives.

The recruitment and selection process have a range of flexible working practices in place to attract and retain the best talent, such as HARM Develop ‘Pathways into the Organization’, Graduate Recruitment and accelerated Promotion Schemes for those that need that extra support and hence. The recruitment process also includes the development of a web based recruitment strategy. Performance and Reward management: the council understands the link between staff development and achieving organizational current and future objectives.

Valuing staff lies at the heart of good organization and in the London Borough of Hackney it is one of the core values that shape the organization. A vital part of a manager’s role and HARM is to: Recognize the contribution your staff make to the objectives and targets of your service Involve your staff in decision making – this helps to motivate hem, and encourages staff to take ownership and responsibility for these decisions Be clear about what staff can expect from you in terms Of support and development. Http://staffroom. Hackney. Gob. UK/managing- people. Theme are a number of ways in which London Borough of Hackney reward their staff in order to keep them motivated & show appreciation to support the councils strategy. i. E. Pay and grading, job evaluation. Hackney Stars: is an annual event to celebrate the achievement of staff. There are several categories that staff or teams can be nominated for. Hackney also olds the annual Lifetime Achievement Awards to celebrate staff who have dedicated 25 years to the organization. Staff will be contacted to take part in the event directly by HRS. Staff Benefits: The Council also offers a range of benefits for staff.

They include: Childcare vouchers Bike to work scheme Bicycle and motorcycle allowances Season Ticket loans LOGS Pension Scheme Sick pay Maternity & Paternity Pay Flexible Working Computer Scheme Local discounts i. E. Hackney Leisure Centers & Swimming Pools. Supervision meeting is an opportunity for managers to record the achievements and any performance issues of people in their team. In addition to discussing work in progress managers cover annual leave, sickness, actions from the Personal Development Plan (PDP) and feedback on training courses during supervision meetings.

Depending on the area of work, supervision can occur as regularly as weekly. As minimum managers should ensure supervision takes place at least every 4-6 weeks. Training and Development: It is essential to enable employees to develop their skills, knowledge and experience by conducting appraisals, supervision and regular updates through team meetings. Development is not always training, people earn better through experience, good feedback and a positive relationship with mangers and their work colleagues.

Staff individually have a formal appraisal at least once a year. This happens sometime between April and June to set objectives. Staff are encouraged to go on certain training course to enhance skills & knowledge. 3. 2. HARM/L&D support line mangers and staff by developing business relationships, advice and providing relevant training courses. Staff and managers are encouraged to regular visit HRS policies and procedures which are available on the staff intranet, to keep up with the latest information.

From when a member of staff joins a team, either by external recruitment or internal assessment and service reviews, managers will need to inform staff that they need to set clear goals, good communication and a development plan. HARM support managers to always ensure new staff are inducted into the organization, allowing time for them to familiarize themselves with the systems, processes, people and culture of service. The intention going forward is that managers and teams will manage the day-to-day operational HRS employee-relations work such as sickness management, capability, refinance or disciplinary issues.

Parents should make their children essay

Let’s examine the opposition’s main line of argument. They all agree that high income is the most crucial factor when people choose their occupation. They offer some notions as the basis for their rationale. Some of the assertions may have merit. Nevertheless, their analysis is mostly baseless and minimally cogent. The fact is that there are significant cases that make their thinking dubious at best. Included in such examples, my personal observations can clarify how important the spare time is for the employees.

When my brother was in middle school, my parents add decisions for my brother on almost everything. They enrolled him in math and English language courses. On weekends, they took him to art galleries and museums. On vacations, they spent a lot of time together in various local festivals. They think that these kinds of things would help him in the future. In contrast, my brother was always unsatisfied with their choices because they were always against his wills. The relationship got worse and worse. If they have encouraged my brother to make his own judgment, the relationship would have been better.

This supports the thesis that allowing children to make their own decision stops the relationship between parent and the child get worse. Additionally, children learn more information for their future career when they make their own judgments. Beyond my personal anecdotes, a significant body of research serves to defend my conclusions. An ample majority of survey respondents endorsed my thinking when asked whether they sided with the fact that the children should choose their own way. A parent of a middle school participating in the survey spooned that her son made better decisions for his future career than she did.

She explained that her son he found various kinds of specific and in depth information on online. A teacher of a middle school also responded that kids today can find what they are interested in very easily and they can sign up for various online lectures on what they want to learn about. However, the distraction of parents in children making their judgments would not have led them to interact with the information online.

Visual Ad Anti Tobacco essay

It’s murder. ” The first impression Of this ad is that it was obviously designed to be shocking. Clearly, this ad’s primary purpose was to make a smoker reconsider his or her habit and really think about who they re hurting with it, through the use of pathos. This ad’s message speaks to me in particular because the boy reminds me of my little brother and the fact that my mother is a smoker, and it makes me think of what dangers he could be in a smoke-filled environment.

My reaction of outing a loved one in the place of the boy in this picture was most likely a premeditated intention by the creators of this ad. They likely picked a young child to be in this picture so parents would substitute their child into the place of the boy in the ad, and this would hopefully help them realize that smoking is extremely dangerous and that they shouldn’t smoke if they have a young boy like that of the one in the advertisement.

To analyze the picture further, the lack of anyone else in the picture can mean many different things, – each of which make very strong appeals. The simplest explanation for the absence of anyone else in the picture is to set a tone: too much emphasis on objects in the advertisement who are not the child will interfere with the picture’s shock factor and could dull its pathos appeal. However, there are many more interesting theories to come upon if people think on the ad a little more.

Because the child’s proverbial murderer is nowhere to be found in the picture, it suggests a few things: the boy has been abandoned by his parents, in both a literal and metaphorical sense, leaving him with no one to come to is aid and save him from this “plastic bag’ of smoke that is killing him; the absence of the boys assailant means the person is being entirely apathetic and uncaring to the agony their child suffers at the hands of their habit. The boy is crying out loud for help, he is being hurt by the smoke surrounded by his face. The boy looks like he can’t breathe, and he wants the smoke to stop coming to his face.

As smoker can see that there’s a big black shaded background behind the boy. The black background shows what causes inside human lungs once they smoke. Also, people can see that the boy is wearing a yellowish t-shirt, which represents that smoker teeth become that color when they smoke. While this might speak to smokers in a certain sense, it could go a little farther than that. If a non-smoker saw this ad, and this non-smoker has friends who smoke, it’s possible that this ad could completely reverse the mindset the non-smoker has to his friend’s habit.

Essentially, by making the smoker of this picture absent, the advertisement has the ability to shame smokers into quitting by portraying their habit as something so severe as child murder. This could be labeled as an ethos-based appeal to the non- smokers; a call for non-smokers to get their friends to quit smoking, for the ethical sake of preventing lung cancer of others. Aside from this, the absence of the smoker in the advertisement could be an additional pathos appeal at smokers viewing this advertisement, by tapping into their guilt.

For the sake of this theory, imagine that the smoker was in this ad. In order for the advertisement to advocate the cause it was made for the smoker viewing the picture has to take responsibility for the danger he is putting his loved ones in. In a way, this would BEA much less effective ad (running on the theory that the ad’s purpose is to get smokers to quit), because if the assailant is in view, this allows the smoker someone else to blame for the child’s agony: the smoker in the picture.

However, with no smoker in the picture, the smoker viewing the ad has no physical person to blame, and with no physical person to blame, they are only left with the option to blame themselves for the agony of the child. To put it another way, if a person was there, the smoker would think “what a horrible person he/she is for hurting their child like that”, but thou someone in a frame to blame, they are forced to think “Am I doing this to my loved ones? The initial picture is very shocking because it shows a child of about the age of 7 suffocating from the bag over his face. The worst part is, the bag is not a bag but it is smoke, from what can be identified as cigarette smoke. Although, people can see that there’s a big black background behind the boy. The black background demonstrates the smoke going in the smoker lungs, and starts getting black inside. Which could possibly lead smokers to lung cancer. This ad is a drastic way of showing “smoking kills”, UT it does not show a person of their age as the victim.

Accounting Personal Statement essay

My long-term goal is to pursue a career as a CPA in a public accounting firm. For this reason, am seeking a professional accounting program that will further my professional objectives and fulfill my educational requirements. I sincerely believe that, my three years working experience in financial department, coupled with my education in finance and my strong desire for professional growth in my interested area, will enable me to successfully fulfill the Master of Science in Accounting program.

What intrigued me about accounting is the perception of how everyone emphasizes this subject as boring and an easy major. But to me it is more that, find accounting exciting and a beneficial way to help those that are in financial crisis. I like the idea that I can provide assistance to try to one day bring those back to their feet that have been ruined with financial problems. When entering the field of accounting one must have the dedication to do the work and understand the fundamentals.

By listening to the lectures it made me think critically about the financial world and how it operates. It was fascinating to see how there are so many variations to improve a company’s financial status. To me, doing the assigned homework was the most enjoyable experience of accounting. Every day, I would spend a couple hours doing problems, even those that were not assigned, to learn and understand the concepts so that I can be prepare ahead of time. While sometimes get stuck on a problem I would take advantage of the tutoring center to seek further assistance.

In any case, these behaviors I believe will help me flourish in the field of accounting. I have joined an honor business student organization in school called Phi Theta Kappa. I was very grateful for an opportunity like this to arise, because it provided me a chance to associate with many hardworking and strong will individuals. Phi Theta Kappa has given me a wide range of outlooks in the world of business.

Male Brain vs. Female Brain essay

That HAS to be a problem. Women have to have a million things going on at all times for some god-awful reason. But this is such a benefit to the workforce in a number of ways. One, we as women are very good at multi-tasking since our brains are constantly doing it for us. We can manage multiple situations at one time without the stress because we can organize the problems in our minds. We think outside of the “single boxes” that men have set in their brains. We can take all experience, whether personal or external and apply it to the issue at hand.

Where this can cause a slight downfall is when woman’s emotions start becoming a negative quality. When you as a manager, a leader, or just an employee become too emotional or too soft’, you can be easily manipulated. But that is not to say that having strong feelings is a bad thing. Being passionate about something can cause an increase in drive, determination, and work productivity not just for you, but also for those that work around you. Women can relate to their employees by engaging them at a more personal, emotional level then men. Men aren’t ALL that bad though.

The best part about a man’s brain when it comes to the workplace is that it is precise, direct, and to the point. This means that any decisions that have to be made will be made without any motional connection or without a million consequences and ‘What if’s” popping into your head. Men are much more impulsive. They will be more likely to tell it like it is than a woman would. They are also very good at being involved with a task. With their ‘little boxes” they are able to pull one of them out and focus just on the particular task at hand.

All and all, I think that as far as the workplace is concerned, both men and women bring different, yet equally important assets to the table. My group got into some really detailed discussion just about women and men in general. Now days, it is becoming wrong or “bad” that there are still retain stigmas associated with men and women. That women like pink and men like blue, that guys like trucks and girls like dolls, that girls like dresses and boys like basketball shorts. To me, this is not such a bad thing.

I am personally a very girl girl. I had an extensive, rather impressive, collection of baby dolls when was little, my favorite color is pink and I am a cheerleader. All pretty typical “girl” if you ask me. But I love that about myself and I embrace it. Whether we like it or not, we are designed a certain way. Girls have estrogen and men have testosterone. This entails that there are innate raids that relate with our gender that are out of our control. Our genetic make up is what signifies our sex.

Now whether you grow up relating more to feminine things as a male or vise versa, you are still born being the gender tattoo are. I know as a female, would strive in the workplace as a leader because I can find the balance between being an authority figure and a friend. Was the captain of my 32 girl cheerleaders squad all throughout my high school career and loved it. Those girls were my best friends but when the time was right, when we had a job to get done, then they were able to flip the switch and take me more seriously. That is what I would enforce and embrace when leading in a place Of work.

Trying to avoid letting personal opinion, agenda, or emotions into my decision-making will be a challenge but no matter if I am a female or a male, will get the job done in a timely, effective, efficient manner. While watching this video, you can say that you disagree that not ALL men don’t let emotion get in the way or that not ALL women are stressed out and spastic, but for the most part what he was saying, in general, was spot on. I actually watched other speeches that he gave because I was super intrigued by him and really enjoyed his opinions!

Lateral Violence: Understanding Workplace Bullying essay

Effective nursing leaders must develop and maintain a “zero-tolerance” work culture. This includes clear communication as to what is expected from someone who calls themselves a professional, and follow-through of consequences when one does exhibit negative behaviors. The proposal will include a questionnaire, role playing scenarios, and a six-month period of time that registered nurses will use conscious responses on cue cards to confront lateral violence when it occurs. Evaluation will include a follow-up questionnaire and video-taped interviews.

Nursing and healthcare leaders owe it to their staff and to themselves to learn and implement these methods to improve the work environment by immunization more effectively, having more satisfied employees, and improving patient safety. Problem The concept of lateral violence has been well-defined for about twenty years. Behaviors of lateral violence can be overt such as infighting and bickering with peers, or very covert such as eye-rolling and failure to respect confidences.

Studies show that nurses who are targets of lateral violence have less job satisfaction and have higher rates of burnout. (Wilson, Dietrich, Phelps, & Choc, 2011) It is estimated that it costs $92,000 to recruit, hire and orient a medical-surgical nurse. Multiply this by 51 nurses and the cost to the organization can be astronomical. Registered nurse turnover is also associated with higher nurse-patient ratios which can compromise patient care (Wilson et al. ). Bartholomew notes that a toxic work environment can be destructive to an organization.

Lateral violence creates feelings of inferiority, anger, and frustration. When working in a group, this can be counter- productive (Bartholomew, 2006). Although some nurses do not recognize the term lateral violence, they probably have experienced it at some point in their career. This is part of the problem identified. Many nurses have not been educated on lateral violence nor its effects on the perpetrators or the victims. There is usually no formal education given on the subject, in new hire orientation situations, or nursing school curriculums.

Solution The need for focused education and training of lateral violence has been identified. Development of a questionnaire to determine the prevalence of lateral violence will be completed and utilized at the beginning. Staff education including a Power Point Presentation and role-playing scenarios will be conducted. A group of nurses will then be asked to take part in a six onto trial of confronting lateral violence with conscious responses. Follow- up of this trial will include video-taped interviews and a second questionnaire.

A committee as yet to be formed will be responsible for long-term follow up and follow through. This will include incorporating the education into new hire orientation and student rotations. Incorporating Theory The solution this writer has proposed for the issue of lateral violence in the health care setting is focused education and training for all nurses. This would include the ability to recognize it for what it is, as well as methods of leaning with it appropriately.

Training would also include a set of behavioral standards that would be implemented hospital-wide. Lateral violence creates an unpleasant work environment and can have harmful effects on individual nurses, patient safety, and ultimately the entire organization (Tamarind, 201 1). Florence Nightingale discovered, while taking care Of soldiers in Crimea, that improving ones environment around them directly relates to a better well-being. This theory incorporates the restoration of usual health status of clients when their external environment is optimal.

It states that external factors associated with the patient’s surroundings affect life or biologic and physiologic processes and their development (2012). Nightingale’s theory relates to this writer’s process change plan in that victims of lateral violence often have difficulty concentrating on and performing their expected duties due to the stress they are put under with the distraction of an unstable work environment. If their work environment could be made more conducive to giving excellent, patient-centered care, everyone involved would benefit.

Dimmer discovered that in a hostile work environment, quality attain care and safety become compromised. New nurses will deliver care without answers they need because they received unprofessional answers or criticism from their preceptors (Dimmer, 2010). The Joint Commission said that lack of teamwork and ineffective communication is what attributes to 24% of sentinel events that result in death, injury, or permanent loss of function (Dimmer, 2010).

Nightingale’s Environmental Theory fits this writers proposed plan to educate and teach nurses that by recognizing and dealing with lateral violence early, they can improve both their own, and their co-workers’ environment. Behavior that is uncaring or unprofessional can result in an unsatisfying, uncivil work environment that often times results in burnout, lack of collegiality, and slowed professional development. One can usually tell how their day is going to go depending on which nurses are on that particular shift.

Perpetrators of lateral violence are often times the nurses with negative attitudes and responses. Nursing itself can be stressful depending on your work load, sickness of the patients, and dealing with families and their dynamics. Nurses should not have to have the added burden of co-workers bullying them. As a profession, nurses need to embrace this problem and ensure that nurse leaders and nurses are given the skills needed to effectively deal with lateral violence and foster a healthy work environment. Implementation Lateral violence has been an issue at Hospital EX. (H-EX.) for at least the last IS years.

Lateral violence is defined by the International Council of Nurses as “behavior that humiliates, degrades, or otherwise indicates a lack of respect for the dignity and worth of an individual” (Demount, Messenger, Whittaker, & Carbonic, 2012, p. 44). Nurses exhibiting negative behaviors to other nurses, cost often new graduates or newly hired, has become “acceptable” as some see it because of little or no intervention from management. Nurses who have been exhibiting these behaviors for many years feel it is their “rite of passage”.

This belief manifests from many years of negative behaviors going on, without management or nurse leader resolution. Management many times dismisses the behavior by making the comment, ‘that’s just the way he/ she is” (Tamarind, 2011). Education and focused training on recognizing the most common forms of lateral violence, and approaches for dealing with inappropriate behaviors can help with eliminating this issue. There are certain behaviors that are expected from a person who refers to themselves as a professional (Griffin, RUN, CSS, PhD, 2004), (Appendix A).

These behaviors include accepting one’s share of work, respecting privacy, cooperating with peers with regard to shared work conditions, help willingly when requested, keep confidences, work cooperatively, don’t denigrate to superiors, address coworkers by first name and ask advice when necessary, make eye contact, don’t be too inquisitive about each other’s lives, repay debts and favors, don’t elk about a coworker, stand up for the absent member when he/she is not present, and don’t publicly criticize.

Unless effective nurse leaders and managers develop and enforce a zero-tolerance culture that includes these behavioral expectations and consequences for those who do not follow them, lateral violence can shape an unpleasant environment at work. This has the potential to cause harm to individual nurse, members of their team, patients, and the overall financial viability of the health care organization. Florence Nightingale discovered that improving ones environment around them, directly relates to a better well-being. This theory incorporates the restoration of usual health Status of clients.

When their external environment is optimal it states that external factors associated with the patients surroundings affect life or biologic and physiologic processes and their development (2012). Although the patient is the focus of Nightingale’s Environmental Theory, this writer believes this theory can also relate to the proposed process change. Victims of lateral violence often have difficulty concentrating on and performing their expected duties due to the stress they are put under with the distraction of an unstable or even hostile work environment.

New hires and new graduate nurses already are under pressure to fit-in. Lateral violence stops them from asking questions, seeking validation of known knowledge, and stops them from acquiring the knowledge-build they need in clinical practice. If their work environment could be made more conducive to giving excellent, patient-centered care, everyone involved would benefit. Dimmer discovered that in a hostile work environment, quality patient care and safety became compromised. New nurses will deliver care without answers they need because they received unprofessional answers or criticism from their preceptors (Dimmer, 2010).

Berry, et al conducted research involving only novice nurses (nurses who have been in practice less than two years), and discovered that 72. 6% reported an incident of work place bullying within the previous month (Berry, Gillespie, Gates, & Schafer, 2012). Furthermore, 63% of the acts were perpetrated by their more experienced nursing colleagues. The Joint Commission said that (Dimmer, 2010). At H-EX. a major concern is nurse retention. Orienting new nurses can be costly to an organization. When a nurse leaves their position after weeks, or even months of orientation because of lateral violence, it can e very frustrating to the organization.

Johnson & Area found in their study that work place bullying was significantly associated with the intent to leave one’s current job and nursing as a profession (Johnson & Area, 2009). Permission has been granted from H-EX. Chief Clinical Officer and the Executive Management Committee to this author to implement a process change where lateral violence is concerned. Currently the process involves reporting unprofessional or disruptive behavior to the unit manager who has the responsibility of disciplining appropriately. Anonymity is not always kept which creates even more animosity.

Often times these reports go unchecked which can empower the perpetrator and/or discourage the victims and/or witnesses. The first part of the process change will involve education of the most common forms of lateral violence (Appendix B) to the nursing staff, including nurse managers, nurse leaders, house supervisors, registered nurses, licensed practical nurses and unit technicians. Many people don’t recognize lateral violence when it occurs because it can be very covert. Eye- rolling raising of eyebrows, sarcasm, giving the silent treatment, and refusing o work with someone are all common covert forms Of lateral violence.

More obvious are the overt behaviors such as verbal affront, infighting, cooperating, intimidation and back-stabbing. The education will involve a non-optional staff meeting that will begin with a Power Point Presentation outlining these forms of lateral violence, some of which go unchecked every day as “just something he/she does”. There will be three or four different opportunities for staff to attend to attempt to accommodate everyone. Notices in the form of email will be sent out far in advance so staff can prepare. The second part of the meeting will involve a question and answer time.

Also a few staff, chosen ahead of time and agreeable to participate, will engage in some role-playing scenarios. These scenarios will range in severity from very covert forms of lateral violence such as eye-rolling, or talking behind one’s back; to overtly criticizing or yelling at another, (Appendix C); these scenarios involve a “bull)/’ and a “target”, and were designed to give instruction on conscious responses to common negative behaviors. Staff members will also be given cue cards that are designed to attach on to their identification badges.

These cards (Appendix E) have each of the ten most common forms of lateral violence aligned with an appropriate response. These will be the same responses that will be taught in the staff meeting setting. Limitations will include those staff who refuse to use the conscious responses, and those who deny that any of this information relates to them. The staff will be asked to use these cards for the next six months at which time a video-taped interview will be requested by this author to gather data regarding the experiment. The goal would be for about 25% of staff agreeing o the video-taped interview follow-up.

Compensation has been approved for staff that comes in on their day off. At the end of this meeting, staff Will be given a questionnaire. This questionnaire will use a 6-point Liker scale, and consist of ascertaining how often a person has been witness to, or experienced different forms of lateral violence. It will also garner information from the perspective of how the employee has personally been affected at this particular organization. The third question pertains to the categories of employees who are exhibiting negative behaviors, (Appendix D).

This questionnaire can also be accessed via the hospital’s website for those that would rather complete it online. This writer felt that in addition to the meeting a questionnaire was needed because of the prevalence of victims or witnesses who suffer in silence. Martin found that 50% to 80% of events go unreported, (Martin, 2008). New graduates or newly hired nurses often do not report events simply because they fear retaliation and they want to fit in. Seasoned nurses often do not report incidents because of the frustration with management’s lack of intervention in the past.

The video-taped interview will sake place approximately six months after the education and training of the conscious responses. The interviews will hope to garner information regarding: Prevalence of lateral violence since receiving the formal education and training, whether or not the interviewee responded to the lateral violence, if the interviewee used the cue cards to help with a response, and if any of the lateral violence prohibited the interviewee from learning what they need to know, or make them think about leaving their position at the hospital A final question will simply ask if they have any recommendations.

In Griffin’s search, many of the newly registered nurses studied said that the experienced nurses had no knowledge of lateral violence and felt they had “made-up” the term (Griffin, 2004). That has also been the experience of this author. When told lateral violence is the topic of the Capstone Project, an explanation of what it is, is always required. When dealing with lateral violence, all nurses, nurse managers, and nurse leaders need to help create an environment with core values that include promoting staff empowerment, communication, collaboration and lifelong learning.

Nightingale believed that healthy surroundings are necessary for proper nursing care” (2012, p. 1 Simply explained, Nightingale’s Environmental Theory says that the nurse, patient (victim of lateral violence in the case of this writing) and environment interact with each other. Nurse-nurse relationships focus on collaboration and cooperation. In lateral violence environments there are dangers, but in non-hostile environments there are benefits, (2012). Nurse Leaders and managers must strive to maintain a “zero-tolerance” culture when it comes to lateral violence.

Steps to take to get to that level are education, identifying, ND eventually consequences for the perpetrator if and when it does happen. Evaluation Outcomes are defined as final results of an intervention and evaluation is assessment Of both processes and outcomes Of a program or implementation, (Benefit-overshot & Johnston, 2007). Evaluation has many facets such as evaluating data that is generated internally, evaluating outcomes, and evaluating the implementation of evidence?all aimed at accomplishing the goal?quality patient outcomes.

Evaluation of the proposed process involving education and training regarding lateral violence will be accomplished in three steps. The first step will include a questionnaire being sent via email to the audience members, (Appendix F). This questionnaire will be similar to the first questionnaire given. It will ask members of the target audience to rate their answers based on a five-point Liker scale. The following questions will be asked: How helpful do you feel the education and training regarding lateral violence was?

How prepared do you feel should you be confronted with lateral violence? Do you personally feel your work environment has improved, either by improvement of your behavior, or improvement of your coworkers’ behavior? There will also be free-text space available on this questionnaire for members to give feedback and suggestions on how to improve the education and training. The second part of the evaluation will involve the formation of a committee that will include nurses, house supervisors, and one or two members of the Executive Management Committee (EMCEE).

The role of this committee will be to continue to evaluate the education and training for staff members regarding the prevalence of lateral violence, and how to deal with it constructively. The committee will also be responsible for incorporating this education and training into new employee orientation, as many times new hires are the intended targets of lateral violence. Due to time constraints, a compressed version of the education and training proposal will be developed to present to nursing students who rotate through the facility.

Young believes that the destructive mind-set of “nurses eat their young” may begin in nursing school, (Young, 201 1). The belief is that the seed of hostility is sown that early due to the shortage of nursing educators and the direct competition with peers to even get into a nursing program; yet there is not raining or education available to students regarding lateral violence in their curriculum. Many of the students who rotate through the facility come back to seek employment. It is hoped that this education and training given to them as a student will give them tools to use in their future profession.

The committee will also have “drop-boxes” located throughout the hospital. The employees will be notified via email and the monthly newsletter, Vital Signs, that these boxes are available for them to provide feedback to committee members. It is hoped that feedback will be constructive; however t is known that in any work environment, variables exist. There will be the employees who feel none of this education and training pertains to them and that it all is a waste of their time; and they may express their dissatisfaction by way of the drop box.

Members of the committee will be accountable for collecting the responses from the drop box and presenting them at the meetings to be addressed. The committee will follow-up on the issue of lateral violence by way of tracking complaints from employees and hopefully seeing a decreasing trend in occurrences. They will also develop, within six to sight months, an annual competency exam that employees will be responsible to complete via the Entraining program. Committee meetings will be held monthly to address any new limitations to the process change that have been identified.

They will also discuss any changes that are necessary related to process change and to discuss continued validity of the tools used to collect data. This will help to establish a standardized process for educating and training employees about lateral violence. The final step to the evaluation process will take place about six months after education and training of conscious responses is done, at which time died-taped interview follow-up will take place with as many nurses that will agree to participate.

They will have spent the past six months using the cue cards, (Appendix E) with conscious responses on them when confronted with lateral violence. The interviews will hope to garner information regarding: Prevalence of lateral violence since receiving the formal education and training. Did interviewee respond to the lateral violence? Were the cue cards used to help with a response? Did any of the lateral violence prohibit the interviewee from learning what they need to know, or make them think about leaving their position at the capital? The last question will simply ask if they have any recommendations.

Many of the newly registered nurses studied in Griffin’s research said that the “made-up” the term, (Griffin, 2004). Dissemination The success and ultimate impression of a process change depends on the effectiveness of the dissemination strategy and how it is presented to the key stakeholders, (Walsh, 2010). To bring awareness to the forefront about lateral violence and the effect it has on nurses, patient care, and the well- being of an organization, the intent is to complete the dissemination strategy within two months of gathering the data. This time frame would allow the scheduling of presentations to all of the audiences.

The intended audiences will include the Executive Management Committee (EMCEE), the department managers and house supervisors, and the nursing staff. These are the same audiences the education and training was provided to. The physicians would also be invited to attend. The goal of the dissemination process will be for all members of each audience to have access to the information gathered related to lateral violence. As an objective, each group will acknowledge an understanding of what lateral violence is, and how to recognize it early; and mom conscious responses to common forms of lateral violence.

Research data from the questionnaires will be available to all audience members to detail the prevalence and impact lateral violence has on patient care, the overall care of staff members, and the financial well-being of the organization. This information will be done via oral presentation. Handouts will include a copy of the questionnaire with the results graphed, and copies of the conscious responses that were taught to the participating registered nurses, (Appendix E). Results of the video-taped follow-up interviews will be made available to all audiences after they are gathered.

The time-frame for the video-taped interviews is six months after the education and training is presented. The objective of all of the audiences is to become more aware of lateral violence, and to improve practice in this area. Although this research project will be conducted on registered nurses, all members of the audience are people who have the possibility of being both the perpetrator and/or the target of lateral violence. Monitoring will continue after implementation of the education and training, and continued follow-up with the nurses, especially he participants in the conscious response exercise.

The ultimate goal will be for the incidents of lateral violence to diminish significantly following the implementation. Evaluation of the process will also be done by way of a survey, and a committee as yet to be formed, made up of nurses, house supervisors, and a member of EMCEE to receive anonymous feedback in the form Of complaints of ongoing lateral violence, Or praise regarding a decrease in the negative behaviors, and a return to an environment where the main focus is giving excellent patient care.

Conclusion Lateral violence is disruptive behavior directed at coworkers who are on the name level within an organization, and an issue with nurses in almost every health care facility. Nurse Managers and nurse leaders must be able to recognize the problem, no matter how small, communicate the problem, and respond to the problem with a “zero-tolerance” culture. Until this occurs, lateral violence will continue to eat away at our profession which has the potential to create an even worse nursing shortage than the one being predicted.

The fundamental roots of the nursing profession is caring, therefore it is difficult to even admit that nurses could be hurting each other. If our profession is to survive, it needs an intervention which starts by creating a process change in health care organizations. Review of Literature Berry, p. , Gillespie, G. , Gates, D, & Schafer, J. (2012). Novice nurse productivity following workplace bullying. Journal of Nursing Scholarship, 80-87. This article determines the prevalence and effects of workplace bullying (WEB) on novice nurses and their work productivity.

The method used was defined as an internet-based descriptive cross-sectional survey. The researchers had 197 participants who completed the study fully. The artisans were all nurses with less than two years of practice. The outcomes of this study showed that novice nurse productivity was negatively impacted by WEB, and is purposeful to this author’s plan to provide education and training to deal with WEB appropriately. Tamarind, T. J. , (2011). Eliminating lateral violence in the ambulatory setting: One center’s strategies.

Academy of Operating Room Nurses, 93(5), 583-588. This article gives a brief overview of lateral violence and how it affects everyone involved from nurses, team members, patients, and the financial well-being of a facility. It encourages education for nurses regarding the common forms of lateral violence, which goes along with this author’s proposed plan. The article also has a sample Code of Conduct that employees can sign that they have read and will abide by. Dimmer, D. , (2010).

Nurse Burnout and the Work Environment essay

However, there has been many researches done on Magnet hospitals being able to decrease their nurse burnout rates and job satisfaction, but there hasn’t been a study done on emergency nurses in Ireland on nurse burnout and their working environment (Mahoney, 2011). A review of research study published by Inurn Mahoney (201 1) is able to provide insight by data from a group of Emergency Room nurses in Ireland.

This paper will provide information reviewing the background of the issue, the methods used, the researchers findings, ethical considerations, and the impact this study may have on urging practices in hospitals around the world. Background This research study focused determining if nurse burnout and the characteristics of the work environments of emergency nurses in Ireland went hand in hand. The researchers identified that previous research focused on hospitals that held Magnet Status attracted and retained nurses better that others (Mahoney, 201 1, p. 0). It’s important to determine the relationship between burnout in emergency nurses and emergency department working environments due to the increase in nurse turnover and poor job satisfaction cores. (Mahoney, 2011). Methods Mahoney (2011) utilized literature and quantitative reviews to describe the relationship between nurse burnout and the work environment of the emergency nurses at Cork University Hospital Emergency Department. With the recent nurse turnover rate being 40 percent the research study was limited.

There were 86 studies sent out to the emergency nurses. Both men and women participated in the study but the majority was women with experience between 6 and 10 years of service. The ages of the respondents averaged between 30 and 40 years of age. The literature review consisted of retrieving multiple articles pertaining to emergency room nurses’ burnout and contributing factors (Mahoney, 2011, p. 31 Multiple databases were explored by using key terms related to emergency nurse, stress, work environments and many more. There were 21 articles used.

The researcher used The Mammals Burnout Inventory (MBA) Manual created by Mismatch and Jackson to identify three dimensions of burnout, they were: emotional exhaustion (E), diversification (DIP), and reduced personal accomplishment (as cited by Mahoney, 2011 Out of the three dimensions f burnout Mahoney (2011) kept emotional exhaustion and diversification because they related more to nurse burnout and the work environment. The second part used was the quantitative method which consisted Of using a form with two series Of 22 statements about nurse burnout and 30 statements about the working environment.

The MBA pertained to burnout and the statements about the working environment came from a 31- item from Lake’s (2002) Nursing Work Index Practice Environment Scale (NNW-PEES) (as cited by Mahoney, 2011). The respondents, which completed the MBA, were able to indicate how often each of the 22 statements best matched their individual beliefs (Mahoney, 2011). The respondents that completed the 30 statements of the NNW-PEES were broken down into subcategories including adequate staffing nurse-physician relationship, leadership support, and nurse participating in hospital affairs (Mahoney, 2011, p. 1 Analysis Mahogany’s (201 1) research shown that emergency departments nurses in Ireland were overburdened, ignored, undervalued by administration and that nurse burnout is somewhat related to nursing work environment. Respondents involved in hospital affairs went coincidentally with emotional exhaustion, which meant that participation in hospital affairs were less likely going to happen. The relationships respondents had with physicians that were perceived as collegial were shown to be less emotionally exhausted and less dependability. Mahoney, 201 1, p. 34). Increase teamwork, collaborate and reduce levels of burnout by encouraging and developing good relationship skills between nurses, leaders, and physicians. Teamwork was also part Of the study but wasn’t Of any concern between the exponents and physicians. One of the last major items from the working environments was if administration listens to and responds to their employees gained a negative response of 89 percent of respondents (Mahoney, 2011).

The respondents results also shown to be overburdened, ignored inadequately staffed, undervalued by administration, but yet are expected to provide quality care to patients (Mahoney, 2011 Respondents also noted that administration was punitive with learning from mistakes and lacked in recognizing nurse (Mahoney, 2011). Emotional exhaustion and personalization was significantly associated with the working environments suggesting that the better the nurses working environment the less likely they would suffer from nurse burnout (Mahoney, 2011, p. 5). Nurses are vulnerable to physical, interpersonal, and social effects of burnout that could have serious implications for the nurse and the patient. It is the duty of health care organizations to maintain a healthy work environment for all healthcare professionals including nurses, to minimize the risk of burnout , provide quality care to patients, and ensure patient safety (Ballard, 2003). Nurse runt and the work environment impact all areas of nursing so if there isn’t a solution then organizations will always have a problem.

HTH kcal Considerations Cork University clinical research ethics committee gave ethical approval regarding the research. A letter describing the purpose, duration and method of research accompanied each copy of the form. Respondents received information, which made them aware that their consent to participate in the study implies consent. This study was coded using Statistical Package for the Social Science Software to ensure their privacy was protected. Conclusion This research study implies that with an overall burnout level of 60. Percent is worrisome and could be closely tied to the work environment (Mahoney, 201 1). This writer suggests that organizations including nurse administration can benefit from this information and should listening to their nurses frequently. Administrators need to be encouraged to work toward developing systems supporting nurses ability to experience and manage emotion in ways that improve the quality of patient care and reduce the possibility of burnout (Erickson & Grove, 2007). Administration should make sure that when an sue is addressed or a concern is brought up that they truly follow through.

If nurses fail to achieve providing quality care to their patients with excessive workloads it will lead to exhaustion, diversification, and demutualization and will most likely increase nurse turnover reducing the organizations capacity to meet the needs of the patients by providing quality care (Mahoney, 2011, p. 36). This writer sees the benefit of future studies of obtaining Magnet Status Hospitals in Ireland to see if the percentage of emotional exhaustion will drop from the reported rate of 67 percent.