...towards the client. Its purpose is to reflect a straightforward value system, and to communicate decisional and behavioural rules with clarity To illustrate this further, the Australian Psychological Society (APS) Code of Ethics specifies ethical principles and accepted guidelines governing the psychologists’ actions and methods to make the public known of their professional practices. The ethical standards define the best practices of professionals and ensure the high quality of practice. A psychologist must bring and maintain appropriate skills and learning within her area of practice. Falling under the Prudence principle, The Code of Ethics (2007) section B.1.2 states that a psychologist may only provide psychological services within boundaries of their professional competence, where a) working within their limits of training, education, and experience and b) basing their service on established knowledge of discipline and profession of psychology. However, the psychologist concerned is specialized in clinical psychology for adults, and now is dealing with adolescents, whom are clients beyond her scope of expertise. This raises the issue of limited professional competence. Nonetheless, rural regions often see a high demand due to lack of specialists normally found in urban locations. A change to the rural location brings pressure toward the psychologist to practice beyond their capability. The ethical trap possibilities lay in the fact that her qualification does...
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...Submitted to: Sir Sahaab ul Din Submitted By: Shahzaib Khan Reg #; SP13-MBA-13 Submission Date: 3rd February, 2014. Roles and Responsibilities of Management A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker. Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories: * Interpersonal: This role involves human interaction. * Informational: This role involves the sharing and analyzing of information. * Decisional: This role involves decision making. These are basics roles which are basic of any manger and followed in Pakistan as well. 1) Fundamental Management Responsibilities in Pakistan: i. Managers are primarily responsible for: * ensuring the development, performance, and conduct of each employee working in the organizations; * defining clear goals and courses of action to subordinates, and following up to ensure that these are carried out; * ensuring the well-being and progress of the personnel in their groups; * fostering good working relationships; * displaying integrity in all actions; and * Displaying proper attitude and behavior, job knowledge, and effective communication to build good working relationships...
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...Submitted to: Sir Sahaab ul Din Submitted By: Shahzaib Khan Reg #; SP13-MBA-13 Submission Date: 3rd February, 2014. Roles and Responsibilities of Management A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker. Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories: * Interpersonal: This role involves human interaction. * Informational: This role involves the sharing and analyzing of information. * Decisional: This role involves decision making. These are basics roles which are basic of any manger and followed in Pakistan as well. 1) Fundamental Management Responsibilities in Pakistan: i. Managers are primarily responsible for: * ensuring the development, performance, and conduct of each employee working in the organizations; * defining clear goals and courses of action to subordinates, and following up to ensure that these are carried out; * ensuring the well-being and progress of the personnel in their groups; * fostering good working relationships; * displaying integrity in all actions; and * Displaying proper attitude and behavior, job knowledge, and effective communication to build good working relationships...
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...MGMT 310-50 | Manager Interviews | Individual Project | | | 8/15/2015 | Individual Project: Manager Interviews Executive Summary/Introduction As a process, management is a series of connected functions. Management does not take place in any particular order; it is a continuous process in which managers adjust what they are doing if a situation requires them to do so. The management process consists of the four functions, planning, organizing, and controlling, performed in order to achieve business objectives. The management function of planning is the practice of setting performance goals and identifying what actions should be used to meet them. The function of organizing includes assembling duties, individuals, and other assets to complete business objectives. Motivating people to work hard to achieve good performance standards is a key element in the leading function of the management process. The function of controlling entails calculating performance and taking action to guarantee results (Schermerhorn, 2011, p. 11). Background I chose to interview three managers of different management levels. The first manager is Valerie; she is a mid-level manager in the department of payroll. Valerie works for a government agency, the U.S. Postal Service, which has over 600,000 employees in total. Valerie has 22 employees who report directly to her. The next manager I interviewed was Katie; she is a lower-level manager in the department of Customer Service. ...
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...ASSIGNMENT 1 All organizations have a management structure that determine illustrates the level of management and relationship between each other for function and position, authority, responsibility to carry out the job. Diagram 1: The organization Pyramid a) Top management includes the role of President, Vice President, Chief Executive Officer, Chief Financial Officer. They responsible in all of the performances and effectiveness of an organization. Their job is to establish policies, set strategy, approve all decision and represent the company in dealing with other organization or government body. They do have all the authority of making decisions. b) Middle management is also known as plant manager, operation manager and division manager. Middle management usually follows and implements the strategies, policies, and decisions that made by top management and implement it. Their responsibilities are to coordinate first line manager to achieve departmental objectives. They also perform as a linkage between top management and first line management. c) First line manager represents by supervisor, office manager. Their job is to operating, working with supervising and also to coordinate the working efficiency of the staffs who under them. Differences between a leader and a manager The biggest different of manager and leader is the way they motivate the people who follow or work with them. Firstly, Managing is about efficiency and leading is about effectiveness...
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...Rules vs. Principles Based Accounting Standards in the United States Elsie M. Powell Liberty University Online ACCT 301-D01 December 7, 2014 Rules vs. Principles Based Accounting Standards The United States of America is under a great decisional debate, should the United States adopt a more principles-based accounting standard or stay with the more rules-based standard that is currently used. The two standards offer differing views on how a company should approach their accounting needs. The United States continues its discussion about whether to change from the U.S. Generally Accepted Accounting Principles (U.S. GAAP) to the International Financial Reporting Standards (IFRS) and with the recent accounting scandals, the debate has become a heated topic. The key issues of the argument relates to a variety of moral issues and cost of transitioning from GAAP to IFRS. The question remains, should the United States replace the current rules-based accounting standards with a more relaxed principles based accounting standard. The Financial Accounting Standards Board (FASB) is a “designated organization in the private sector for establishing standards of financial accounting that govern the preparation of financial reports by nongovernmental entities. Those standards are officially recognized as authoritative by the Securities and Exchange Commission (SEC) (Financial Reporting Release No. 1, Section 101, and reaffirmed in its April 2003 Policy Statement) and the American Institute...
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...Before the advent of fetal ultrasound, nature was the only entity responsible for unveiling the mystery of pregnancy. The widespread use of advanced fetal ultrasonography has given expectant mothers information which can deliver feelings of reassurance and comfort, and at worst times, trepidation and despair. The clear, stirring image of a life in utero has changed the way health professionals comprehend the prenatal world. Besides making the fetus visible to practitioners, technology has heightened the range of diagnostic possibilities of fetal anomalies. The end result is the complex field of fetal intervention and surgery, and along with it, the corresponding complicated moral and ethical dilemmas. Consider the case of Maria (real name withheld), who, at 30 years old, became pregnant for the first time and underwent a routine prenatal ultrasound. The initial ultrasound at 14 weeks showed Maria was carrying twins, baby A and baby B. At 26 weeks gestation, baby A seemed normal, however, baby B showed evidence of congenital hydronephrosis secondary to unilateral ureteral obstruction. Harrison and Adzick (1991) described possible devastating and fatal consequences for the developing fetus with a severe bilateral obstruction due to renal failure from hydronephrosis, as well as pulmonary failure related to lung hypoplasia. Because Baby B has a unilateral obstruction, the physicians in the case recommended surgical treatment after delivery. Against her physicians’ recommendations...
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...Running Head: THE HEALTH BELIEF MODEL, AND PROSTATE CANCER What is the Impact of the New Prostate Cancer screening guidelines on Black Men? And The Health Belief Model Calvin Sneed Marymount University August 1st 2014 Introduction Prostate cancer is a highly prevalent disease with an estimate of 30,000 deaths and 233,000 new cases predicted for the United States in 2014 (ACS, 2014). It is the second leading cause of cancer death in American men but is highly survivable if diagnosed correctly. In fact, the American Cancer Society (2014) has stated the relative five and ten year survival rates for the disease are 100 percent and 99 percent respectively. These figures indicate the importance of early detection screenings like the Prostate Specific Antigen test (PSA) and the Digital Rectal Exam (DRE) in regards to surviving the disease. “Since using early detection tests for Prostate Cancer became relatively common in the United States (about 1990), the prostate cancer death rate has dropped” (ACS, 2014). However, there has been a contentious debate in recent years involving many organizations on the adequacy of these early detection measures (American Society of Clinical Oncology, 2013). Controversy stems from studies like the Prostate, Lung, Colorectal, and Ovarian (PLCO) cancer screening trial. The early research from this study indicated there was no evidence of a mortality benefit in having an annual PSA screening done (Andriole, Crawford, Grubb, Buys...
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...KFC-Japan history from the beginning gives a good picture of the different existing ways of managing subsidiaries. Lessons learned from successive managers can help us to identify what is the best way of seizing external opportunities in a given situation. The dilemmas KFC is facing at the different stages of her history which can be represented with the three stages theory describes well the organizational and operational challenges usually faced by a “transnational” company. Each appointed manager represents a specific way of managing subsidiaries or a stage of the “three stages theory”. At the beginnings, each country manager was on his own to make a success of his venture, and most had to learn the business form scratch. From this start point, the main issue is to determinate the appropriate level of control in this given situation. The issue of performance measurement is closely linked to the one of the level of control. On one hand, standardization facilitates performance measurement and control, but can also lead to counter performances if excessive. In this respect, it is very important to determine the expected level of performance (the same everywhere?). On the other hand, tolerating exceptions tends to weaken the whole system. KFC development until the critical point of confrontation illustrates one of the existing methods of launching a new activity overseas (I). Conflicts between headquarters and KFC-J raise a number of issues which well depict...
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...companies for about U.S. $11 billion dollars. This impressive development has been due to a growth in inputs (capital and labour) as well as factor productivity. By the year 2020, India is expected to add about 250 million to its labour pool at the rate of about 18 million a year, which is more than the entire labour force of Germany. This so called ‘demographic dividend’ has drawn a new interest in the Human Resource concepts and practices in India. This paper traces notable evidence of economic organisations and managerial ideas from ancient Indian sources with enduring traditions and considers them in the context of contemporary challenges. Intriduction Over many centuries India has absorbed managerial ideas and practices from around the world. Early records of trade, from 4500 B.C. to 300 B.C., not only indicate international economic and political links, but also the ideas of social and public administration. The world’s first management book, titled ‘Arlhãshastra’, written three millennium before Christ, codified many aspects of human resource practices in Ancient India. This treatise presented notions of the financial administration of the state, guiding principles for trade and commerce, as well as the management of people. These ideas were to be embedded in organisational thinking for centuries (Rangarajan 1992, Sihag 2004). Increasing trade, that included engagement with the Romans, led to widespread and systematic governance methods by 250 A.D. During the next 300 years...
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...individuals aspirations and dreams for the future.HIV brings with it a host of emotional or psychological, economic, spiritual, medical or physical problems. Coupled with this are problems that may be to do with unavailability of needed drugs, the unaffordability of anti-HIV drugs and for some lack of access to health institutions. People who are infected with HIV have to make such adjustment in their lives that will enable them to cope with new demands placed on them. These adjustments are aimed at enhancing chances of enjoying a reasonably good quality of life and chances of long-term survival and thus counseling comes in to do exactly this. Counseling is an intervention strategy that seeks to help individuals make adjustments and to support in their efforts to live positively with HIV. It is therefore incumbent upon every...
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...particular field of study would be difficult to carry out. Therefore, the first unit of this material aims at developing the most fundamental concepts about management. 1.2. Meaning of Management What is Management? Management is the process of designing and maintaining an environment in which individuals working together in groups, accomplish efficiently selected objectives. It is concerned with: 1.2.1. identifying the aims and objectives of an organization 1.2.2. implementing policies by setting procedures, programmes and strategies to help in the achievement of organizational aim and objectives; 1.2.3. brining together all the various factors of production (People, money, materials, machinery, methods, and activates); 1.2.4. making the best possible use of the factors of production; 1.2.5. exercising control over the performance of the factors of production; and 1.2.6. providing conditions in which the persons associate with the organization-owners, employees, customers, and the community at large-derive maximum satisfaction (pagare, 1981) Terry and Franklin (1997:4) define management as the distinct process consisting of activities of planning, organizing, actuating, and controlling performed to determine and accomplish stated objectives with the use of human beings and other resources. They have summarized the definition in the following figure. 1 2 Stated Objectives Men and Women Materials Machines Methods Money Markets Planning Organizing Actuating Controlling...
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...Licensed to: CengageBrain User Licensed to: CengageBrain User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Leadership: Theory, Application, & Skill Development, Fifth Edition Robert N. Lussier, Christopher F. Achua Vice President of Editorial, Business: Jack W. Calhoun Publisher: Erin Joyner Acquisitions Editor: Scott Person Senior Developmental Editor: Julia Chase Marketing Manager: Jonathan Monahan Marketing Coordinator:...
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...2 Organizational Behavior An organization consists of individuals with different tasks attempting to accomplish a common purpose. (For a business, this purpose is the creation and delivery of goods or services for its customers.) Organizational behavior is the study of how individuals and groups perform together within an organization. It focuses on the best way to manage individuals, groups, organizations, and processes. Organizational behavior is an extensive topic and includes management, theories and practices of motivation, and the fundamentals of organizational structure and design. From the smallest nonprofit to the largest multinational conglomerate, firms and organizations all have to deal with the concept of organizational behavior. Knowledge about organizational behavior can provide managers with a better understanding of how their firm or organization attempts to accomplish its goals. This knowledge may also lead to ways in which a firm or organization can make its processes more effective and efficient, thus allowing the firm or organization to successfully adapt to changing circumstances. This chapter will help you better understand the theories and structures of organizational behavior. The chapter begins by discussing some of the basic characteristics of managers and management. It then Chapter 18 TLFeBOOK describes some of the popular theories and practical applications related to motivation and helps answer the question “What motivates ...
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...Development, Stadtspital Waid Zurich, Switzerland Institute of Nursing Science, University of Basel, Switzerland Department of Medicine, Pourtalès Hospital, Neuchâtel, Switzerland Correspondence: Lorenz Imhof PhD RN Zurich University of Applied Sciences Institute of Nursing School of Health Professions Technikumstr. 71 CH-8401 Winterthur Switzerland lorenz.imhof@zhaw.ch pivotal. Therefore, leadership by experienced senior physicians and nurses is needed and great efforts should be made with regard to multidisciplinary education. Key words: decision-making; multidisciplinary collaboration; end-of-life issue; resuscitation orders Introduction Since the 1980s, “do-not-attempt-resuscitation (DNAR)” orders have become common in medical practice. DNAR orders are given for 50–60% of patients who die a non-sudden death, with wide variations among countries. DNAR orders apply to only 19% of hospitalised patients in Italy, but to as many as 83% in Sweden and 86% in Switzerland [1, 2]. The frequency of DNAR decisions in which competent patients had been involved in the decision is as low as 10% in Italy and as high as 84% in the Netherlands. Several other authors reported strong reluctance on the part of medical professionals to raise the question of potential resuscitation efforts with their patients [3–9]. While U.S. law has long required that consent be given not to undergo cardiopulmonary resuscitation...
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