The Relationship Between Structure Mentoring Programs

The issue of new alum cherish retention remains a challenge in many a(prenominal) healthc ar facilities. More than 50% of new graduate cheers leave their first employment in less(prenominal) than a year (North, Johnson, Knotts & Whelan 2006). Beca drop new regains argon much faced with a variety of stressors in their beginning practice it is clear that a structured teaching course of instruction could be of immense value. Such a program would suffer technical and aflame support to toy withs and so ease their innovation into the unit culture.This expression provides a critical inspection of the literature on wise maning, especially the impact that structured mentoring programs deport on the retention considers of new graduate nurses. In the first percentage I will explore the nature of mentorship within the nurse discipline. I will discuss the functions of a formal mentoring program and the master(prenominal) characteristics of the mentor mentee relationship. In the second discussion section I will provide a critical review of the literature concerning the relationship between mentoring programs and adjoind nurse retention grade.The third section explores putting green pitfalls that link in a dysfunctional mentoring program. Finally recomm repealations to constitutions are proposed based on the review findings. Introduction Graduating from a nursing school is a consider competent achievement. New graduates eagerly anticipate their first position in the real world. The issue however of new graduate nurse retention continues to be a grave concern in many healthcare facilities. It was reported that more than 50% of new graduate nurses leave their first employment in less than a year (North, Johnson, Knotts & Whelan 2006).New recruits are often faced with a variety of stressors associated with beginning practice. It is clear on that pointfore, that a structured mentoring program which provides technical and emotional support to new nurse s may be one of the best retention strategies for nurse administrators. This article provides a critical review of the literature on mentoring, with an emphasis on the impact that structured mentoring programs exhaust on nursing retention rates. The first section sets up mentoring concepts and processes as identify in the literature. The second section will provide a critical eview of the literature on the relationship between structured mentoring programs and the nursing retention rate.The third section explores common pitfalls that subsume in a dysfunctional mentoring program. The final section makes recommendations to organisations regarding a successful mentoring program. Signifi chiffonierce New nurse graduates have many employment options. They can aim not to work in settings where they are not supported and often they take that option. Common themes acclivitous from the literature return that many new nurses lack both confidence and a sense of competency (Oermann & Garvin 2002).They are afraid of making mistakes they speak out of an unsupportive surroundings and of being obliged to work with intemperate colleagues (Oermann & Garvin 2002). A lack of recognition of their work as well as difficult shift-work schedules have as well as been identified as sources of distress (McVicar 2003). It is a sad fact that one reveal of every tether nurses under 30 years plans to leave during his or her first year of employment (Nelson, Godfrey & Purdy 2004). The cost of much(prenominal) high levels of unnecessary nurse turnover is significant (Halfer, Graf & Sullivan 2008).More significantly the dissolventing deficit of nursing rung office inevitably affects the quality of patient of care in hospitals and can compromise patient safety (Leners, Wilson, Connor & Fenton 2006). In response to the critical issue of nursing retention, hospital managements have been urged to address the issue by ontogeny a more congenial work environment. However, it is notice able that mentoring initiatives are still not integrated into many healthcare organisations, despite a plethora of literature relating this with positive outcomes.Literature search Relevant studies were identified by searching the following electronic entropybases Cumulative Index to Nursing and Allied Health Literature, Ovid and ProQuest. The keywords or their combinations have been utilised in the searching process. These include mentorship, preceptorship, new graduate nurses, personnel retention, and personnel recruitment. opposite literature was identified finished searching the bibliographies of studies found through electronic searches, including the World Wide Web, Google educatee and library data trunks.Inclusion criteria included discussion/ opinion papers and articles/materials written in English. in that location were no finical discipline re exactions and there were in addition no specific date restrictions. Articles that were published afterwards 1999 were soug ht. The retrieved articles were reviewed and selected based on these criteria the relationship between formal mentoring programs and personnel retention benefits of mentoring new graduate transition and possible pitfalls of mentoring. Literature review What is mentoring?There is a substantial body of literature which deals with mentoring and preceptoring as distinguishable functions (Block, Claffey, Korow & McCaffrey 2005 Kelly 1994). To date however, the two terms continue to be used interchangeably or synonymously (Block et al. 2005). It is usable to draw some distinctions between them. Preceptorship is understood as an organised orientation program in which the nurse preceptor facilitates the integration of new staff into role responsibilities in the clinical setting for a special(a) period of time (Greene & Puetzer 2002).This relationship is often viewed as one-sided and patriarchal (Leners et al. 006). In contrast, mentorship is a common relationship established between two nurses on the basis of respect and compatible own(prenominal)ity with the common goal of guiding the nurse toward personal and commerceal step-up (Block et al. 2005134). The relationship often occurs over a much longer period, depending on whether the agreed-upon goals have been achieved (Andrews & Wallis 1999). Stated simply, the features of mentorship as distinct from other supporting roles in clinical settings include a strong repertoire of divine serviceer functions, reciprocal sharing and a comparatively longer duration (Morton-Cooper & Palmer 2000).Characteristics of the relationship Mentorship primarily involves a mentor and a mentee in a one-to-one relationship (Latham, Hogan & Ringl 2008). This relationship is characterised by a process of enabling, cultivating, and empowering a less experienced practitioner within the work environment (Morton-Cooper & Palmer 2000). In this longitudinal relationship, both mentors and mentees assume their own responsibilities and obliga tions in achieving either organisational or personal goals (Latham et al. 2008).In this relationship, a mentor is recognised as a wiser and more experienced practitioner, who possesses plastered personal and professional attri thoes such as good interpersonal skills, self-confidence, flexibility, knowledge, and an interest in professional growth (Kane-Urrabazo 2006193 Andrews & Wallis 1999204 Morton-Cooper & Palmer 2000). Personal attributes that have been identified as important factors to success also include good auditory sense skills, the ability to facilitate figureing and being comfortable in giving feedback (Sherrod, Roberts & Little 2008 Woodrow 1994).The literature refers to the nurse being mentored as a mentee, protege, learner, or mentoree (Zucker, Coss, Williams, Bloodworth, Lynn, Denker & Gibbs 2006 Hunter 2002). Referred to here simply as the mentee she or he can be any nurse at a distinctive stage of his/her profession (Leners et al. 2006). The characteristics of a mentee that allow a functional mentorship to flourish include honesty the capacity to take state being ready and available for feedback following through on decisions, having a strong self-identity and a willingness to learn (Wagner & Seymour 2007 Sherrod et al. 008). structured mentoring program Various structures of formal mentoring programs are available across institutions (Latham et al. 2008). Broadly speaking, the structure of a mentoring program contains several stages of strategic planning (Latham et al. 2008). Initially the focus is on establishing objectives and measurable outcomes, role photo for mentors and mentees, establishment of criteria for involvement in mentorship and the construction of a supportive system and a surveillance system of the mentor-mentee team (Latham et al. 2008).Those parties who are involved in this formal relationship are required to fulfil pre-determined aims, objectives and outcomes as identified by their respective supporting organisations (McCloughen, OBrien & Jackson 2006). The second stage in which the program is utilize involves the selection of suitable mentors, the recruitment of mentees, (on both a voluntary or involuntary basis) and mentor supplying (Latham et al. 2008). Final stages include an evaluation through reflection and feedback by mentors and mentees, to determine whether specific objectives and measurable outcomes have been achieved (Latham et al. 008).The program duration may last one year or even longer (Morton-Cooper & Palmer 2000). Structured mentoring programs and retention success In this session, several issues regarding structured mentoring program and retention success will be addressed. First, we must ask what mentoring functions are important to retention success? Second to what extent or in what way does mentoring contribute to the retention of new graduate nurses? Each of these questions is considered in the following section. Benefits of mentoring programsMentoring has been shown to provide a beneficial effect on a proteges job bliss levels and willingness to remain in an organisation (Fleig-Palmer 2009). wizard aspect of the mentoring relationship is the passing of knowledge from a more experienced staff (mentor) to a less experienced staff (protege) (Heartfield, Gibson, Chesterman & Tagg 2005). Research adverts that by the absorption via socialisation of specific skills to proteges is positively related to personal encyclopedism in the workplace (Sherrod et al. 2008).This component is akin to preceptorship which also includes skill- go againstment (Sherrod et al. 2008) and is widely accepted as a crucial orientation to new graduate nurses. Literature has linked preceptorship to a high level of propitiation together with successful retention (Almada, Carafoli, Flattery, French & McNamara 2004 Lee, Tzeng, Lin and Yeh 2009). Anecdotal evidence shows that new graduates after completing the preceptorship program tend to seek more support, a fact which in itse lf would imply a strong claim for good mentoring programs.A second aspect of the mentoring relationship is the psycho-social support the mentor may provide to a mentee support which enhances his or her sense of competence and confidence (Heartfield et al. 2005). Recent findings from a longitudinal learning suggest that mentoring fosters organisational retention rates through the establishment of emotional connections between mentor and mentee, by contributing to high level of commitment to the organisation (Beecroft, Dorey & Wenten 2007).A substantial body of literature also supports the notion that mentorship initiatives can help new recruits transiting into the unit culture (Leners et al. 006). Positive environments can be created through frequent fundamental interaction, talk and relational caring between different generations of co-workers (Latham et al. 2008). Such interactions can help new nurses transcend the generations, norms and determine differences in a unit (Latham et al. 2008). It also can aid a new recruit in getting in touch with overt or covert culture within the practice environment (Morrow 2008). Ultimately, better patient outcomes can be achieved, which in turn can increase nurses satisfaction (Leners et al. 2006). many another(prenominal) studies show that individuals who were mentored report higher levels of job satisfaction (Halfer et al. 2008 Krugman, Bretschneider, Horn, Krsek, Moutafis & Smith 2006 Faron & Poeltler 2007). An abundance of research studies indicates that organisations who implement mentoring programs show a consistent decrease in turn-over rate of new nurses (Hurst & Koplin-Baucum 2003 Greene & Puetzer 2002 Halfer & Graf 2006 Halfer et al. 2008 Zucker et al. 2006 Persaud 2008). Similar results are also pellucid in other disciplines such as Medicine, Pharmacy and Academia (Cohn, Bethancourt & Simington 2009 Sambunjak, Straus & Marusic 2006).One report in particular highlights the benefits of mentoring. A consider from the southern United States by Zucker and co-workers (2006) was make to determine the impact of an 18-month mentoring program on nurse retention in five hospitals. Prior to commencement of the program, participants completed a personality profile, to manipulate successful pairing (Zucker et al. 2006). This program included topics such as communication and conflict resolution skills, co-operative learning and time-management (Zuker et al. 006) all subjects which are normally not covered in conventional orientation programs.At the end of the program, both parties reported that the mentoring relationship increased their knowledge and helped them move around better people and better colleagues (Zucker et al. 2006). higher(prenominal) levels of protege satisfaction were directly translated into increased retention. In this case, the increase was 16% (Zucker et al. 2006). Given that the high turnover rate of new recruits, mentoring program yield a significance of cost-saving to hea lthcare system. Research methodology/measurement issuesAdmittedly, strict evidence for an improved retention rate is hampered by the small sample size of these programs (Hamilton, Murray, Lindholm & Myers 1989 Faron & Poelter 2007). Atkin and William (1995) argue that findings which result from such small purposive studies cannot be generalised. Despite numerous studies therefore which show that retention rates increase with the application of a mentorship program (Block et al. 2005), it is still difficult to draw a firm expiration on the direct causal relationship between mentoring programs and the attained retention level.This is due to the limited issue forth of information provided with respect to evaluation tools, sample size, mentor styles as well as the lack of a comparison group in the available studies (Gagliardi, Perrier, Webster, Leslie, Bell, Levinson, Rotstein, Tourangeau, Morrison, Silver & Straus 2009 Greene & Puetzer 2002 Hurst & Koplin-Baucum 2003). In addition, t he outcomes of these studies may be affected by differences that exist in a mentor-mentee relationship the programs aim and function and the frequency of interaction between mentor and mentee (Jacobi 1991 Beecroft et al. 2007).Lack of strong quantitative data may prevent the establishment of a positive colleration between mentoring programs and retention rates. Furthermore it can be argued that retention strategies such as mentorship (which are deemed appropriate in one hospital) may not work in another (Jacobi 1991). Atkin and William (1995) point out that the findings might only show that mentors and mentees experience during mentorship was relatively new to them. In spite of all critiques, no one however has doubted the overall value that mentoring programs have for mentees, mentors as well as for organisations (Block et al. 2005).The existing mentoring studies on nursing which are linked to retention rates include cross-sectional and longitudinal components (Halfer et al. 2008). In contrast, trial-and-error studies with correlational design, contain data which are only collected for a single point of the study and are subject to a limited amount of participants (Caine 1989 Fagan & Fagan 1982). Quasi-data-based design is therefore recommended (Jacobi 1991). In such studies data is collected from a group of participants who receive mentoring programs together with another non-receiving group, at multiple points throughout the study (Jacobi 1991).Until today, it is not known how long the mentorship effect takes to emerge, in this instance, nor how long it will last (Jacobi 1991). Pure experimental research has value in determining the relationship between mentoring and retention of new graduates (Jacobi 1991) but not many current studies can afford to adopt such a strict approach to measuring rod the cause and effect of mentoring programs and retention rates. Pitfalls of a structured mentoring program Despite numerous of benefits gained from a mentoring rel ationship, the craved outcome such as retention not always achieved.Several types of problems that might occur in mentoring include- Selection of mentors A number of authors note that inequity in the selection of mentors can be problematic to the success of a mentoring program (Greene & Puetzer 2002 Andrews & Wallis 1999). Andrews and Wallis (1999206) state that some of the nurses are not mentors by plectron, as they dare not reject their selection by the nursing manager. The mentor selection criteria have not been made clear and explicit (Andrews & Wallis 1999).Sometimes, an experienced staff nurse does not have the attributes to become a good mentor (Greene & Puetzer 2002). Indeed, selection of the mentor should be subject not to seniority but to the mentors availability, interpersonal skills, clinical knowledge, and teaching experience (Greene & Puetzer 200269). An optional basis may also be used (Atkin & William 1995). An inadequate mentor who lacks strong values, or good perso nal and professional attributes and who exhibits raving mad behaviours can be a liability (Kane-Urrabazo 2006).Such behaviours can include negative feedback or a lack of respect towards the mentee and can result in decreased self-esteem in the new recruit (Kane-Urrabazo 2006 Woodrow 1994). These behaviours are also known as joy stealing (Heinrich 2007, cited in Driscoll 20098). The consequence of this will be frustration for either or both mentor and mentee (Kane-Urrabazo 2006). Poor mentoring can drive the newly assiduous staff away (Kane-Urrabazo 2006 Woodrow 1994). It is therefore imperative that a formalised selection criteria for mentors should be identified.Compatibility Many proteges complain of being enmeshed in a dysfunctional relationship with their mentor (Feldman 1999). This is likely to occur if there is forced matching when a less experienced nurse is assigned to be with a mentor pre-selected from experienced staff nurses (Morton-Cooper & Palmer 200046). Given the cl osed relationship between mentor and mentee, there is a find of this relationship becoming destructive (Woodrow 1994). Empirical studies have identified this issue (Fenske 1986).Common themes that emerge are failure of the mentor or mentee to maintain confidentiality of private information, mentee abuse of the relationship in which the mentors resources are exploited for personal advantage, mentor abuse of the enthusiasm and goodwill of the mentee by making use of his/her as a personal helper or assistant (Hunter 2002). Eventually varying degrees of injurious consequences to mentor, mentee and organisation can develop if not properly monitored (Feldman 1999). The literature has identified that mentees would have better opportunities for growth if mentees were able to select the mentors (Woodrow 1994).Opposition to this suggests that matching is not as important as meeting regularly for a successful mentoring relationship (Beecroft, Santner, Lacy, Kunzman & Dorey 2006). Training for mentors Undoubtedly, a mentor is the key person in the success of a mentoring relationship. However, several studies have shown that most mentors nip deficient in their role as mentor because their grooming consisted of learning on the job, and by watching how other people do it (Andrews & Wallis 1999205-206).There are some institutions providing formal mentor training to guide the mentor along (Hurst & Koplin-Baucum 2003). An evaluation study done by Jinks and Williams in 1994 (cited in Andrews & Wallis 1999205) found those who undertake a formal course with exams tangle significantly more able to undertake the role. A formal mentoring course commonly would examine the phases in mentorship, recognising different adult learning styles and personality traits, provide techniques in dealing with conflict and impressively help to manage the relationship with the mentee (Hurst & Koplin-Baucum 2003 Block et al. 00. In spite of these improvements, the majority of the course content wa s still comprehend as inadequate by mentors (Andrews & Wallis 1999).Additionally, those who had left school for a significant period of time, might feel the lack of a theoretical background leading to doubts as to whether they possess sufficient preparation to be a mentor (Andrews & Wallis 1999). Woodrow (1994813) argues that the ideal of mentorship might be undermined by token mentorship, in which mentors are ineffective to perform true mentor functions. RecommendationIt is important for hospital managers who prepare and support nurses as mentors to develop a greater understanding of mentoring from the mentors perspective (Atkin & Williams 1995). Andrews and Wallis (1999206) argue that mentors gain invaluable skills and satisfaction from their work but this often tends to be intrinsic and is internalised. Several authors believe that administrative support through financial compensation, staffing and schedule flexibility, title and leadership recognition can act as motivators for experienced staff (Greene & Puetzer 2002).Such measures would make mentors more likely to commit and sustain in this longitudinal relationship (Greene & Puetzer 2002). In addition, on-going mentor support through a mentor-support group may be helpful in maintaining the momentum (Latham et al. 2008). Latham et al. (2008) had further examined a university-hospital partnership mentoring program. The program included a component of mentor support as part of the program follow-up. It offered an opportunity for mentors to vent about the difficulties they were facing, and share the successful experiences in the mentorship.A mentor support group can clearly help management to monitor the mentorship progress and develop a strategy to tackle emerging problems (Latham et al. 2008). Conclusion It is important that healthcare organisations not continue to take the nurse retention issue lightly. The provision of an effective mentoring program structure is the appropriate response. This is essen tial in circumstances clinical entry nurses make a smooth transition into the working environment and at the aforesaid(prenominal) time benefit experienced nurses to achieve a higher level of professional development.Such a program can also help the organisation transcend a multitude of problems by creating a positive environment where every staff member may enjoy working. In order for an effective mentoring program to be carried out, organisations must allocate sufficiently experienced staff to act as mentors provide flexible staffing and scheduling give quality training to mentors and support the mentors through various means by title recognition, wage adjustment and support groups.In turn the program can help organisations increase retention and reduce turn-over for nurses, particularly new graduate staff. It can thus achieve better patient outcomes and increase nurses job satisfaction. By providing a structured mentoring program for new nurses life development and advancement , we can help to improve the longevity of active nursing careers and also help to improve the problem of current nurses retention.

Leadership Post Bureaucracy Essay

Leadership is at the forefront to success of any organisational model, and twentieth-century research has clearly examined its role in the managing of individuals both in the bureaucratic and post-bureaucratic eras. The turn of the millennium excessively brought about with it a shift in the nature of the body of practise, today regarded as a dynamic, ever ever-changing and self-motivating avenue where lead practices encourage individuals to express their intuitive and creative thinking Rego, Sousa, Marques 2012. In light of this, post-bureaucratic approaches to lead be regarded as being more in sync with todays working crease milieu, where success of an organization is greenly attributed to the methods in which leadership practices can positively influence the psyche of individuals in spite of appearance an organization Meindl, Ehrlich, Dukerich 1985.This paper aims to deconstruct and critically evaluate the specific leadership traits and flairs post-bureaucracy, examini ng how the natural evolution in the physiological and psychological understanding of gay behaviour has influenced the way in which organisations are managed. Notions of trust, empowerment and the share right of employees in a post-bureaucratic workplace will all be explored, and the contrasting effectuate of bureaucratic practices examined. In order to make this argument one must ack noneledge that this seemingly utopian environment presents itself as merely other dimension in which leaders can conduct the processes within their organisational model, with it being necessary to consider that leadership style and effectiveness is largely determined by situational and contingent upon(p) factors influencing the ways in which organisations are managed.In analyzing the socio-economic considerations of the organization, Max Weber conveyed the idea of bureaucracy with the thought of transactional leadership. This style of thinking is characterized by the enforcing of normative rul es and regulations, strict discipline and systematic control Nikezic, Puric & Puric 2012. There is a clear focus on preserving theexisting state of affairs, where control is maintained and power established with autocratic processes dictating what is craved within organisations. Transactional leadership provides high levels of stability within organisations, frequently reflecting the economic conditions of the time, and alternative approaches to the ways in which individuals were managed were not often considered Nikezic & Markovic 2011. Bass 1985 extended upon this concept, highlighting the presence of contingent reciprocate or punishment as the basis for employee motivation and productivity. Although it ensures the efficient completion of organisational objectives, this approach to leadership fails to promote high levels of employee satisfaction and devotion required to achieve feats that extend beyond the realms of customary workplace goals.Post-bureaucracy theorists highl ight the breakdown in traditional modes of managerial authority proposed by Weber within organisations as a result of the increasing pressures the workplace is faced with due to globalization and technological advancements Johnson et al. 2009. Organisations begind a paradigm shift, where in order to continually evolve, develop and remain competitive in a explosive economic marketplace, were forced to adopt new ways of thinking that inspired resourceful and innovative methods to enigma solving.Burns 1978 introduced the complex notion of transforming leadership in his explanatory research of the political leaders of the time. In this model, common perceptions and understandings of the traditional leader and accomplice relationship are challenged. Leaders are characterized by their ability to stir up individuals through their idealized influence generated through charismatic tendencies, in turn establishing feelings of trust, admiration and a inclination to truly engage themselves in the organizational objectives Browning 2007. In transcending the boundaries of the symbiotic relationship between leader and follower, organisations eff a redesigning of traditional beliefs concerning leadership formerly focused on power and authoritative methods. Post-bureaucratic approaches to leadership furnish for the establishment of defining roles that concentrate on the support of individuals and honoring open methods of communication, whereleader and follower are focused on a common purpose and receive fulfillment working together in a synergized environment to achieve organizational goals Chaleff 2003.Although this newfound approach to leadership encourages the greater commitment of workers to the organization, the effects in regards to increased efficiency within the workplace and improved individual well being direct to be considered. A leaders behavioral characteristics and principles form the impetus for success as a mutational leader, and eventuality theories s uggest that to improve the effectiveness, leaders can align their style to meet the requirements of the group based on situational factors, as depicted through Brownings recount of Shackleton and his crews arduous journey on the endurance Browning 2007. The success of Shackletons transformational leadership style required the presence of definitive charismatic, inspirational and communicative qualities Dutton et al. 2002, and in circumstances where these traits are absent of the individual, no amount of technical skill or experience will assist the leader in achieving organizational objectives through increased employee motivation and performance.Leadership style in the post-bureaucratic era has been adapted to mirror the multifaceted ideas concerning human behaviour, and reflects how a change in office resulting in the empowerment of individuals within the workplace has allowed for businesses to incessantly improve their output and contribution to society. McGregor, in his 1960 work titled The Human Side of Enterprise discusses a number of preconceived connotations detailing assumptions of the nature of human beings. His philosophies provided the underlying basis in which organisations began to implement a new approach to leadership, whereby he formulated ii distinct theories regarding the human approach to work. Bureaucracy is represented by conjecture X, which can be likened to a transactional leadership style. The emphasis is on an individuals lack of ambition, motivation and desire to succeed, noting how it is only through autocratic methods of leadership will organizational objectives be reached Stewart 2010.In stark contrast, the post-bureaucratic concept proposed as Theory Y, encompasses a more holisticapproach to leadership, focusing on the self-realization of individuals in the workplace. McGregor ascertains that humans are active shapers of the organizational objectives they are presented with, and flourish when given the opportunity to assume a higher(prenominal)(prenominal) responsibility within their role. In challenging the existing paradigms that focused on the human desire to satisfy their physiological needs, the research supported a shift that was now centralized around self-actualization and esteem Maslow 1943. This new interlingual rendition of the working environment enabled leaders to implement strategies that promoted creativity and innovation amongst employees in their pursuit to achieve higher states of psychological satisfaction. The transference of power within organisations between leader and follower facilitated a restructuring of the workplace. There was now a clear avenue that better supported employee and organizational goals, allowing for the objectives of both parties to coincide, ultimately leading to higher levels of effectiveness and productivity required by the onset of economic globalization.The relationship between leader and follower can be described as a complex reciprocal understanding be tween parties that require clear and distinct channels of communication. Successful leadership forms the basis in which businesses achieve desired results that mirror the continued growth and development of the firm. organisational objectives will only be met when leaders can efficaciously articulate a vision amongst employees that assists in synchronizing the goals of the individual and organization. Post-bureaucracy has allowed for the practices and styles encompassment of the paradox that is leadership to be examined from another dimension, where we have witnessed a shift from a focus on the importance of specific leadership characteristics to a newfound analytical appreciation highlighting the interactions between leader and follower. In light of the ideas conveyed throughout foregoing research and the arguments presented within this paper detailing leadership in both the bureaucratic and post-bureaucratic eras, we can snip that there is no definitive approach to leadership t hat can be regarded as being more precise than another. Transactional leadership has long been steadfast and continues to thrive in organisations that regard stability and efficient modes of intersection paramount to their success, whilst transformational leadership concerns itself with satiating the psychological needs of the individual. Further research lends itself to exploring the consolidation of methods from both eras, analyzing the effects of implementing styles and traits often regarded as mutually exclusive.Reference ListBass, B.M. 1985, From transactional to transformational leadership Learning to share the vision, Journal of Organizational Dynamics, vol. 18, pp. 19-32.Browning, B.W. 2007, Leadership in desperate times An analysis of endurance Shackletons incredible voyage through the lens of leadership theory, Advances in Developing Human Resources, vol. 9, no.2, pp.183-98. Chaleff, I. 2003, The Courageous Follower Standing up to and for our leaders, Berrett-Koehler Publi shers, San Francisco. Dutton, J.E., Frost, P., Worline, M.C., Lilius, J.M. & Kanov, J.M. 2002, Leading in times of trauma, Harvard Business Review, vol. 80, no. 1, pp. 54-61. Johnson, P., Wood, G.T., Brewster, C.J. & Brookes, M. 2009, The rise of post-bureaucracy theorists fancy of organizational praxis? Journal of International Sociology, 24 (1). pp, 37-61. ISSN 1461-7242Lievens, F., Van Geit, P., Coetsier, P. 1997, Identification of transformational leadership qualities An examination of potential biases, European Journal of Work and Organizational Psychology, vol. 6, no. 4, pp. 415-430.Maslow, H.A., 1943, A Theory of Human Motivation, Psychological Review, vol. 50, no. 4, pp. 370-396. Meindl, J.R., Ehrlich, S.B. & Dukerich, J.M. 1985, The romance of leadership, Administrative Science Quarterly, vol.30, no.1, pp. 78-102. Nikezic, S., Markovic, S. 2011, Transformational leadership as a factor profound changes, eleventh Conference for research and development in mechanical industry, RaDMI 2011, SaTCIP (Scientific and technical center for intellectual property)Nikezic, S., Puric, S., Puric, J. 2012, Transactional and transformation leadership Development through changes, International Journal for Quality Research, vol. 6, no. 3, pp. 285-296. Rego, A., Sousa, F. & Marques, C. 2012, Authentic leadership promoting employees psychological capital and creativity, Journal of Business Research, vol. 65, no. 3, pp. 429-37. Stewart, M. 2010, Theories X and Y, Revisited, Oxford Leadership Journal, vol. 1, no. 3, pp. 1-5. Weber, M., 1947, The Theory of social and Economic Organization, Translated by A. M. Henderson & Talcott Parsons. New York The Free Press.

Management Training Program in America

I want to use this opportunity to address two things, both near and dear to my heart The United States naval army corps and Management. Throughout this desex-up I want to focus on how I think civilians can learn to be go managers by using what that corps has established over its illustrious 223 years as the scoop Management-Training Program in America Inc. (Freedman). The United States maritime army corps manages using a principle I learned in this course Decentralization Let me break this deal.I learned it quite scarcely as the rule of terzetto. But before I define this, I will briefly excuse to you a small portion of the maritime rank structure. A Corporal is the first rank that an enlisted Marine is considered a leader due to his/her rank (though all Marines are trained to lead). The Corporal is the first of the Marine Non-commissioned Officers (NCOS), then in ascending order is the Sergeant, Staff Sergeant, Gunnery Sergeant, and so on. Now back to the rule of three. apiece Marine has three responsibilities.In our organisational structure, a Corporal has a three-person fire team a Sergeant has a squad of three fire teams and a Staff Sergeant has a platoon of three squads and so on, up to the Colonels and Generals. For the typical business, decentralizing and flattening organizational structure involves gutting several layers of management, often leaving managers overwhelmed with as many as a dozen direct subordinates (Freedman). In contrast, the Marine Corps has been able to force back out authority but still maintain a simple hierarchical structure designed to keep everyones job manageable (Freedman).What at first glance may seem unbending or narrow, the many layers between the Private and Colonel lend opportunity for innovation. At the same time, even the lowest ranking Marine, the Private knows that he or she is expected to do whatever it takes to accomplish the mission. An organization (civilian) may want to look at this a little furth er. We must have established managers, but the conception of delegation of authority should be expanded in the civilian world.Well considered delegation of authority non yet lifts some pressure off the titled manager, but also gives some well-deserved leadership bliss to an employee who may never have had the chance to be a manager. The success of the Marine Corps Management schema is apparent in the vast tote ups of ex-Marines who hold the Chief Executive Officer, President, frailty President, Chairman, and Manager positions at all levels in top. Although exact statistics were not available at this writing, the extraordinary number of ex-Marine managers has been documented.Dillon and Macht, in their article, The few, the Proud, the CEOs Former grunts on the Marine Corps way of doing business, elucidate the transition from dress colour to business suit. Phillip Rooney, vice chairman of ServiceMaster Co. and countless other ex-Marines, there is no better preparation for runw ay a business than the intense training of the U. S. Marine Corps. Nothing can quite compare with Marine Corps training and combat service to stretch your leadership skills in bringing people unneurotic to accomplish a mission (Dillon and Macht)Another ex-Marine cited in Dillon and Macht, Quaker Oats CEO Robert Morrison, strengthens the case for the Marine Corps brand of decentralized management. There were clear parameters that were instilled in everybodys mind, but in an actual scrap situation, within those parameters, people had incredible freedom to act. Morrison has found the Marines principle of decentralization tremendously important in business. Management can instill principles and guidelines, but you cant do peoples jobs for them (Morrison).The organizational structure, which allows for freedom to act, while demanding personal responsibility to meet organizational goals, seems to be a ready face for success. What ever you environment is, it will change. In business it will change fast. You can learn to make quick decisions without all the selective information youre tolerant of those who make mistakes but intolerant of those who cant act fast (Caulfield). One Chicago job placement company, Hire Quality Inc. , specializes in placing uprightly discharged military personnel and embraces the Marines rule of three.I have a chief operating officeholder reporting to me, he has three people reporting to him, and so on down the line (Caulfield). A closer inspection of Marine management structure reveals flexibility in a defined structure. mental home that is spawned at one level may travel both up through higher ups and down through the ranks. The Marine Corps also takes advantage of innovation from the civilian sector, by training officers on Wall Street to get a lesson in how to make fast decisions based on information flowing in through banks on monitors.The combination of strong management and training with attention towards evolving methods and t echnologies buttresses organizational structure, both military and civilian. No one argues that the Marine Corps way is the only successful strategy for business. However, in many time tested examples Managing from the Corps has proven successful. Further exploration can only benefit those of us that will be managing the next millennium.

Conceptual Foundations of Social Psychology

conceptual Foundations of loving psychological wisdom University of Phoenix Conceptual Foundations of genial psychology Often one hears the principal, what is wrong with the population in the world today? This question could be asked after watching a news story intimately a m nearly other murdering her children, gangs terrorizing neighborhoods, terroristic acts affiliated against large community locations, and riots after a soccer game, or even hate crimes committed collect to unlikeness. Each of these subjects always brings up questions about why acts such as these occur. fond Psychology skunk attempt to answer some of these questions.In effect, friendly psychological science seeks to answer many questions. loving Psychology is precise different in that this reckon tries to understand all characteristics of social behavior and the significance on the individualist some(prenominal) positive and negative. Some seek would suggest that anyone might act in a corre spondent fashion as the person who commits a terrorist act, or the mother who murders her children if he or she were in the equal situation and that the behavior has little to do with the character of that person. This concept is situationism and while it does appear extreme, situationism plays a fictional character in social psychology.In the following pages, what situationism is and how it pertains to social psychology is addressed. In addition, a commentary of what social psychology is as well as the main characteristics of it. Last, an explanation of the quint core social motives is offered and how they too fix the field of social psychology. Social Psychology Social Psychology covers so many topics that one could not possibly list them all at one time. These topics range from interpersonal relationships to convocation behavior, from prosocial behavior to discrimination and prejudice and everything else in between.The broad coverage of topics generates difficulty in narro wing the subject down to a strict definition. However, according to Fiske, (2010, p 4) Social psychology is the scientific attempt to explain how the thoughts, heartings, and behaviors of individuals atomic number 18 influenced by the actual, imagined, or implied presence of other human beings. Of course as stated by Fiske, this is the traditional definition of Social Psychology. This definition dates all the way back to one of the fathers of Social Psychology, Gordon Allport (Fiske, 2010). In essence, Social Psychology is about how people influence each other.If one can imagine each way, another could possibly influence a person then he or she whitethorn achieve a mitigate understanding of how broad this subject is. Because Social Psychology covers a broad mount of topics, broad scope by definition is one of the key characteristics of Social Psychology. The broad scope of topics is provided one of the characteristics of Social Psychology another and very big characteristic is Cultural Mandate. Just as any of field of Psychology assumes to go on current so too does Social psychology need to stay current.Because of the ever-changing world and the populations within it, cultures change. Because culture affects individual behavior, it is important to keep up with the changes. These changes occur from townspeople to town within the United States, to larger cultural structures across the globe. For Social Psychology to stay current, an accommodation to the changing cultures is mandatory. One reason it is important to keep up with changes in cultures and how they affect individual behaviors is the research involved. This research helps build credible scientific loveledge (Fiske, 2010).Most people today depend on science to present the facts instead of relying on the traditional methods of understanding, which is often only common brain knowledge. Fiske, (2010, p. 34) tells us, Social psychology goes beyond common sense to build a scientific understandin g of human social behavior. Therefore, the scientific Method is the third key characteristic of Social Psychology. What can be more important than s attri scarcelye-laced techniques, procedures, analyses, and standards that create scientifically reliable knowledge? (Fiske, 2010, p. 34) Maybe, one other characteristic is more important, or perchance just as important.The search for wisdom may be the last key characteristics of Social Psychology plainly being last in this instance does not mean that it is less important. This characteristic is belike the most compassionate aspect of Social Psychology. This characteristic is the search for ways to help improve the chance of individuals in certain situations. One already knows that knowledge is important such as that gained from the scientific method, just without compassion and understanding of morals and intellectual concerns Social Psychology would not be the field of think over that it is.Perhaps Fiske states it best when s he describes it like this, Wisdom comprises knowledge about people and the world, combined with enduring moral, intellectual, and societal concerns that unneurotic make sense in the social context of peoples embodyd experience (Fiske, 2010, p. 34). Again, it is all about making sense of how individuals influence each other in every way imaginable. Situationism Situationism is a debatable topic. For instance, person walking down the sidewalk drops silver on the ground the person behind them picks the money up and returns it to the owner.According to situationism this return of the money to the owner is not due to any fount of personality trait the person possesses but simply because the situation calls for it. According to Sabine and Silver, (2005, p. 3) virtue is not a public disposition to act in a certain way, but a disposition to act in a certain way under quite specific circumstances. Therefore, the person returning the money may well behave honestly in that get goingic ular circumstance but may not of necessity be honest in all aspects of life.This does leave an opening for some broad interpretation but that is a different point altogether. An individuals orientation to social contexts, always consist of other people, many researchers even say life is dependent upon social interactions. According to Fiske our responsiveness to social situations and therefore their considerable impact results from evolutionary pressures for individuals to survive in separates (2010, p. 14). If one has doubts about the power of situations all that is necessary is some time to revisit the Stafford Prison Experiment.It is possible that given the same situation anyone would behave in a similar manner no matter his or her personality type. sum Social Motives In order for individuals to survive in groups there must be something that drives this need for individuals to be a part of groups. While there are many needs that individuals have, researchers have narrowed down these needs to five core social motives. The most prominent motive is one most people can certainly relate to and that is be. Most people are motivated to belong to a group of some type of another.Life is much easier when others are around for many reasons, making the group work easier is one of them, not to hang the feeling of safety one has when they are around others who they recollect they can trust (Newman, Lohman, & Newman, 2007). Many people are so motivated to belong they will often change their behavior to become a part of a group. Those who are more socially adaptive and feel a strong sense of belong, whether that belonging is strong family ties, friends , community, state or nation, belonging is crucial, and has been proven to have some health benefits and those who feel a sense of belonging are happier also.In one study using adolescents and peer relationships adolescents who viewed peer group membership as very important to them and had a positive sense of peer group belonging had significantly fewer behavior problems than those who viewed peer group membership as very important but did not have a positive sense of peer group belonging (Newman, Lohman, & Newman, 2007, par. 2). While this study used adolescents as subjects, those who feel more pressure to fit in than most other groups the need for belonging is not inclusive to this group.Although belonging is the core motive and a powerful one, it is not the only motive. Another important motive is, understanding. How one understands his or her environment is crucial to the group dynamic. One ill-fitting feeling that accompanies an individual and stops them from feeling as if they are a part of a group is doubt. When people do not understand the environment or situation occurring around them they often believe that other people do have understanding of the situation or at least some knowledge of it.Nothing is more frustrating than feeling that sense of being the only one that does not know or understand or as if one has no control over a situation. dominance is the third core motive and closely related to understanding. People who understand what is going on in the environment have a firmer sense of control over the situation and are thus happier healthier people (Fiske, 2010). The last two motives neither are cognitive motives nor are they fundamentally the most important but do serve a purpose. A long held belief is that ego-esteem is important to the day-by-day lives of individuals.It is true that most people like to hear praise from others for a job well through with(p) or be complimented on his or her well-behaved qualities but self-enhancement is more about improvement of the self not just the perception of it. Aside from feeling good about the self however self-enhancement is good for the group because those who feel good are more sociable. People who have low self-esteem are more often withdrawn and want to have nothing to do with others. In addition, t hose who have a low sense of self tend to behave in destructive ways, which in turn creates group dysfunction.Most people in a group do not want to be around someone who commits to negative behaviors. The last motive is trust and although it is last on the list, it would appear to be one of the most important although it does not rank that high. Trust is everything in a group. Who would want to belong to a group if everyone was on guard because no one trusted the other? By swear, one believes in others to do what is right and not bring harm to those that believe in them, much like faith. There are no guarantees that one may not get hurt but it is important to not live life in a paranoid state.Fiske sums up trust this way, Trust facilitates daily life. It makes people both liked and likable, and with good reason. Trusting people deserve trust they are unlikely to cheat or steal. They are more successful socially, being less suspicious, vindictive, resentful, and lonely than distrust ing people (Fiske, 2010, p. 24) In short trusting people create a trusting environment for others around them. Conclusion Everything people do has social motives. Some researchers believe that life is dependent on social interactions. Without the help from others, life would be implausibly difficult and boring.People often depend on others for love and support. Social rules, help keep individuals on a more positive track and out of trouble, of course there are exceptions to the rule as with anything else. Social Psychology attempts to explain how every interaction affects individuals. With such a broad range of topics, it is amazing that Social Psychology focuses so much on the Scientific Method. However, because the topics are related to human behavior Social Psychology also deals with the more compassionate side as well, and looks to improve the human condition.References Fiske, S. T. (2010). Social beings Core Motives in Social Psychology (2nd ed. ). Hoboken, NJ Wiley. Newman, B . , Lohman, B. , & Newman, P. (2007). Peer group membership and a sense of belonging their relationship to adolescent behavior problems. Adolescence, 42(166), 241-263. Retrieved from Education Research Complete database. Sabini, J. , & Silver, M. (2005). Lack of Character? Situationism Critiqued. Ethics, 115(3), 535-562. Retrieved from SocINDEX with Full textbook database.

Millennials Future Essay

Lets face it the way Americas preservation is looking ripe(p) now the job market is in the dumpster. Millennials ar working harder then ever to try and rise out from the rest of their peers so they can land a good job to support them on their own. This is putting millennials in between a rock and a hard place. In these day and advance its almost required to have a college peak to have any chance of get a good job to support you on your own. provided these degrees come at a damage and as the job market is failing and loans are pilling up on are college graduates. This bad economy is crushing the millennial generation and their futures.Millennials also go to sleep as generation Y, are wad born(p) from 1980s to the 2000s. Theyre the first generation to be raised using digital technology, social media, and hole media. People born in this generation are now college students, and college graduates that are struggling in this inflexible economy. The millennial generation has l imitless information at the tip of there fingers. Millennial are endlessly connected with social networks uniform facebook and twitter they always know what friends are doing. People have give tongue to millennials are parent dependent and dont know what reasonability is, which I think could go either way. Some millennials are very parent dependent but I see others very self-employed person going to school and working without the guidance of parents. Its unfair to generalize millenials as slackers that dont know how to work for something, it all depend on the person.Previous generations were able to go colleges get a degree and start working and living on their own immediately after graduation. Not so commodious ago, the average American man in his 20s had achieved most of the milestones of adulthood a high-school diploma, financial independent, marriage and children. (Hymowitz 477). In 1970, just 16 share of Americans ages 25 to 29 had never been married today thats true(p) of an astonishing 55 share of the age group. (Hymowitz 477). The way millennials are living there lives are diametric from other generations most because arent thinking nearly marriage or kids there more center on there finical future. Millennials could be one of the first generations that will not achieve the alike(p) standerof living that their parents did.Read more Speech About Millennial GenerationDuring this bad economy I believe the main thing crushing the millennial generation is the breeding system and student loans. The plant for College Access & Success says that the average borrower from student loans owes about 27,000 dollars upon graduation. So when millennials graduate they already are in debt 27,000 dollars with interest rates. With the decrease in jobs millennials are graduating with this debt and no way to pay it back. Research shows that young people who graduate from college in a dismal economy typically suffer long-term consequences, with effects on their careers and earnings which linger for about 15 years.(Demirdjian). Some colleges are starting to be run like businesses, which is really destroying Americas direction system. For-profit colleges like university of phoenix spend 20 to 25 percent on advertising and 10 to 20 percent on teaching. Which means their spending more notes to try and get you to the college then, the service they are providing you.These for-profit schools attract millennials because of there flexible class schedule, online classes, and easy enrollment. But the debt load in student loans for for-profit colleges are nearly double the average debt, for-profit schools have graduation debts that about 32,000 dollars with interest rates. For-profit students are only 10% of are student population but they use 25% federal finical aid and they default 47% of student loans in America, which is from Senator Tom Harkin report. The report finds that 62.9 percent of students who enrolled in an associate degree program at a for-profit college in the 2008-09 school year left(p) before earning a degree, and that the median student lasted only four months.(Haynes). They are killing the value of and education and millennials are paying the price.Millennials are going to suffer the worse from the economy. Millennials were told there hold life education was key to succeed and now its failing them. After gradation millennials are stuck dragging just about these loans for years. Even if the economy does turn around to many millennials are already in debt over their heads. Millennials are going to have to work harder than ever to land good jobs but, I do see millennials deliver the goods later in their liveswhen the economy turns around because of the hard work ethic they are learning in there early adulthood years.Works CitedHayes, Dianne. The for-Profit Conundrum. Diverse Issues in Higher Education 29.14 (2012) 10-1. Ethnic NewsWatch. Web. 7 Nov. 2012.Z, S. Demirdjian. The Millennial Generations Mindset Susceptibility to Economic Crisis. The Business Review, Cambridge 19.2 (2012) 2,I,II. ABI/INFORM Complete. Web. 7 Nov. 2012.Hymowitz, Kay S. Where engender the Good Men Gone. Wall Street Journal (February 19, 2011) 477-81. Print.

A Moment That Changed My Life Essay Example | Topics and Well Written Essays - 750 words - 7

A Moment That Changed My Life - Essay ExampleSome may be extraordinary events or moments season others may be ordinary situations that all over a sudden have a expectant impact on how you perceive flavor. About seven years ago, I almost lost twain my brother, Raphael and my best friend Sonia. Call it a double tragedy. This was one of the most devastating moments in my life, and I still remember the events of that fateful day, seven solid years later on it happened, like it was just yesterday. My life was completely changed.It was that chilly January afternoon that my little brother, my best friend and I decided to take a trip to the beach to have our dry suit certification for under pee ice diving after we completing a long tiresome but enjoyable training. Little did we know of the events that were later to unfold. We had everything ready, we went through with(predicate) preparations as usual and had our gear packed as we embarked on our trip. My uncle Joseph, who had been with us throughout our training sessions, had already gone ahead of us and was already at the beach waiting for us. Our parents had instructed him to take care of us art object at the beach.At the beach, there were about nine or ten other people who were in addition eager to get the event started. We teamed up with my uncle, who was working with the instructors in giving us all the discipline we needed to get started. We quickly changed into our gears ready to dive into the cold water. In pairs, we began jumping in to the water as the instructor and my uncle watched carefully. My turn came and I dived in with my brother.While in the water, Sonia left her partner and came to blow with my brother and I. We went deep to the level that we had been instructed. At this time, the air in our tanks was almost ending and we started swimming upwardly looking for a way out for fresh air. I signaled my brother and Sonia to go first while I followed them up.

Human Resource Management- Cases Study Essay Example | Topics and Well Written Essays - 750 words

Human Resource Management- Cases Study - Essay physical exertionThe baby boomers were loyal drawers that gave their lives for the companies they work for. The generation Y members receive no loyalty for corporations and will work for the highest bidder that provides working environments that they like. The employee retention rate of companies among generation Y workers is much lower than other generations.3. Generation Y workers will have to make adjustments in the workplace in order to be successful. The workers have to equip their styles to the corporate culture of their workplace. If the workplace has a specific dress code the generation Y workers have to act maturely and professional and follow the corporate guidelines.1. I believe offshoring jobs to developing nations like India in a necessary strategic move that increase labor opportunities in India, while at the identical time protecting thousands of jobs in America because the savings achieved in these arrangement are in vested to improve the domestic help business operations.2. There are plenty of adjustments an employee needs to make when starting out in a job for an Indian company. There are cross cultural differences that must be studied in order to understand each other. When communicating with colleague one must act with respect and hark well perform making a respond.1. The direct labor or non-managerial employees of a company even out a labor force whose behavior influences the performance outcome of a corporation. This group must be included in the design process of an incentive compensation plan.3. The American Woodmark scorecard approach is an analytical tool whose application is more effective in flexible organizations. A company whose organizational body structure follows a matrix mechanism can benefit from implementation of the Woodmark method because different team members would be able to receive unbiased feedback from outside workers that are not part of their immediate teams.1. I t is completely wrong to promise employee benefits and then many