... 2 A change in shift change; handoff report improvement Effective handoff communication among nurses is an important necessity for safe patient care. As described by Carroll et al “Communication quality is a key requirement of effective interdependent work processes in complex work settings such as hospital-based healthcare” (2011 p. 586). Handoff communication is the transferring of vital, relevant patient information to the next caregiver. Is occurs not only between nurses, but also physicians, and ancillary staff as well. Many studies have discovered the inconsistencies between information handed off to the next caregiver and the information documented on the patient. Healthcare staff has to improve this task by standardizing handoff report more than just the SBAR mnemonic. Within our current organization, implementation of a voice recorded report was established a couple of years ago. It has not been well received within the hospital. Different department have different request for information that they want to receive. This creates confusion and difficulty in following the unit specific format required. In the emergency department it does have some benefits. A nurse can record a report for the inpatient floor to receive when the nurse has a few minutes to perform the task. This was an improvement to the old process of trying to call report to the floor only to hear that the nurse was in a...
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...Knotted forever… By Amit Pande & Sandeep K Krishnan In an ideal merger, the newly created entity pools the best features of the two merging organizations. A well planned process built on the foundations of an open, honest and consistent communication strategy can pave the way. Mergers and acquisitions have become a common phenomenon in recent times. A merger of the size like HP-Compaq has implications for the workforce of these companies across the globe. Although the merging entities give a great deal of importance to financial matters and the outcomes, HR issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions have been the major reason for these failures. The human resource issues in the mergers and acquisitions (M&A) can be classified in two phases the pre-merger phase and the post merger phase. Literature provides ample evidence of difference in between the human resource activities in the two stages: the pre-acquisition and post acquisition period. Due diligence is important in the first phase while integration issues take the front seat in the later. The pre acquisition period involves an assessment of the cultural and organizational differences, which will include the organizational cultures, role of leaders in the organization, life cycle of the organization, and the management styles...
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...Knotted forever… By Amit Pande & Sandeep K Krishnan In an ideal merger, the newly created entity pools the best features of the two merging organizations. A well planned process built on the foundations of an open, honest and consistent communication strategy can pave the way. Mergers and acquisitions have become a common phenomenon in recent times. A merger of the size like HP-Compaq has implications for the workforce of these companies across the globe. Although the merging entities give a great deal of importance to financial matters and the outcomes, HR issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions have been the major reason for these failures. The human resource issues in the mergers and acquisitions (M&A) can be classified in two phases the pre-merger phase and the post merger phase. Literature provides ample evidence of difference in between the human resource activities in the two stages: the pre-acquisition and post acquisition period. Due diligence is important in the first phase while integration issues take the front seat in the later. The pre acquisition period involves an assessment of the cultural and organizational differences, which will include the organizational cultures, role of leaders in the organization, life cycle of the organization, and the management styles...
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...Running head: DEMONSTRATIVE COMMUNICATION Demonstrative Communication BCOM 275 Business Communications and Critical Thinking June 19, 1 DEMONSTRATIVE COMMUNICATION 2 Demonstrative Communication Communication is an essential part of our existence. People communicate through verbal or nonverbal form. The ability to communicate allow us to established a relationship as both sender and receiver shared a common understanding of information among family, peers, subordinates, associates, and so forth. Part of communication interactions is the used of demonstrative communication, the process of sending and receiving messages that include verbal and nonverbal form. Nonverbal communication is an important component of communication; it enhances the message that was send and received by reinforcing the verbal communication through body gestures and movement. In this essay we will the effectiveness and infectiveness of demonstrative communication. Explore the positive and negative consequences for both the sender and receiver. Finally examine how listening and receiving is involve through demonstrative communication. Demonstrative communications are nonverbal and unwritten actions involve during a communication process. The use of arm and hands movement, visual contact, and body position are some examples of elements of a demonstrative communication. Most of the messages send toward others are nonverbal motion. Verbal communication components contain less than...
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...improvement projects, and how the nursing staff is trained and supported during these projects. Lastly, this paper will discuss the quality methodology tools, the effectiveness of those tools, and how the quality improvements processes are communicated to staff, how the effectiveness is evaluated and examples of quality improvements in the organization I work for. Quality Management Structure and Improvement Projects The company I work for does have a quality management...
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...HCS 320 Communication Opinion Paper Communication Communication refers to the simple process of sending and receiving messages. Great communicators are endowed with exceptional capacity to speak and build a climate of openness to make people listen attentively, leading to personal effectiveness” (Showry, M. M., & Manasa, K. 2012). However, in some instances, the messages sent and received may be unclear to either party. The communication process involves more to make certain there is mutual understanding. Mutual understanding supports the effectiveness of communication; this is a significant factor. Effective Communication Effective communication is a two-way process; it entails sending the right message while making certain that the information received is accurate and supporting understanding. An individual must have interpersonal skills to master effective communication. Effectively communicating involves the shared understanding of the feelings, thoughts, wants, needs, and intentions of the communicators, which may not be openly expressed in words (Cheesebro, T., O’Connor, L., & Rios, F. 2010; pg 5). To communicate effectively, one must understand and incorporate the basic elements of communication. The basic elements of communication are sender/receiver, encoding, decoding, message, channel, and feedback. Basic Elements The first element of communication is the sender and receiver. When speaking, an individual acts as a “transceiver” by not only sending information...
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...Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency, Managers Introduction Since the late 1980s, the total number of mergers and acquisitions (M&As) has far surpassed the number that occurred throughout the 1960s. Whereas the M&As throughout the 1960s were mainly due to unions between conglomerates, the 1980s and 1990s has witnessed an increase in M&As between firms of different sizes and different industry types (Tetenbaum, 1999). The trend to engage in this type of vertical integration or diversification does not seem to show signs of diminishing in the near future. Yet, at best, the firm that initiates the merger usually only achieves normal economic profits while the value created rests almost solely with the firm that was approached (Barney, 1997). The primary purpose of merging and acquiring new firms is usually to improve overall performance (Lubatkin, 1983) by achieving synergy, or the more commonly described as the ``2 + 2 = 5'' effect (Cartwright and Cooper, 1993a; Hovers, 1971) between two business units that will increase competitive advantage (Porter, 1985; Weber, 1996). However, the mere existence of potential synergism is no guarantee that this possibility will be realized (Cartwright and Cooper, 1993a; Kitching, 1967). Recent research indicates that these M&As have a negative impact on the economic performance of the new entity (Cartwright and Cooper, 1993a; 1993b; Marks, 1999;...
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...sectors are increasingly looking to M&A to support their global growth strategies. The primary objectives for M&A’s are to cut costs, broaden market shares or take advantage of each other’s synergies and most typically to accelerate growth. Yet several studies indicate that more than half of all M&A deals fail to meet management’s strategic, operational and financial objectives. The crux of the matter lies in the excessive focus on financial due diligence, risk assessments. Quite often, the people factor, i.e. issues that relate directly to people as workforce management and cultural integration, are left out of the due diligence process creating major challenges later during integration. In the past, HRM was expected to provide support in postintegration efforts, as well as increased business focus and knowledge to ensure that the full value of M&A deals is realized. For organizations, it important to believe in the fact that People are its key assets. However, today we realize that, mastering the softer issues is the hardest part of integration and has the strongest influence on an M&A’s long-term success. HRM professionals are expected to be ready to manage the people, opportunities and the risks associated in these transactions. Managing organizational change and business / culture integration requires more attention by Leadership and HRM to M&A deals. ______________________________________________________________________________ HRM in M&A By Ajit Kumar on May 18, 2013...
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...IMPROVES PATIENT Use of Whiteboards Improves Patient Communication Process during Hospitalization i Table of Contents Chapter One: Introduction Problem Statement ………………………………………………….. 3 Statement of Purpose ………………………………………………… 3 Significance of the Problem Scope and Importance of the Problem ……………………………… 4 Application to Practice …………………………………………….. 4 Contributions to Knowledge ……………………………………….. 4 Background of the Problem ………………………………………… 5 Significance of Study ………………………………………………. 5 Sell Idea ……………………………………………………………. 5 Target Audience …………………………………………………... 5 Accessible Audience ……………………………………………… 5 Chapter 2: Review of Literature …………………………………………... 6 Chapter 3: Interdisciplinary Theory Construction ………………………… 9 Disciplinary Theory One ………………………………………………….. 9 Disciplinary Theory Two …………………………………………………. 9 References ………………………………………………………………… 10 Appendix ………………………………………………………………….. 11 Use of Whiteboards 3 Use of Whiteboards Improves Patient Communication Process during Hospitalization Chapter 1: Introduction Problem Statement The communications process of patient care is a process that is most neglected. One would wonder how a process so simple and important could be overlooked. The communication process in relation to patient care is the primary vehicle for...
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...increasingly looking to M&A to support their global growth strategies. The primary objectives for M&A’s are to cut costs, broaden market shares or take advantage of each other’s synergies and most typically to accelerate growth. Yet several studies indicate that more than half of all M&A deals fail to meet management’s strategic, operational and financial objectives. The crux of the matter lies in the excessive focus on financial due diligence, risk assessments. Quite often, the people factor, i.e. issues that relate directly to people as workforce management and cultural integration, are left out of the due diligence process creating major challenges later during integration. In the past, HRM was expected to provide support in postintegration efforts, as well as increased business focus and knowledge to ensure that the full value of M&A deals is realized. For organizations, it important to believe in the fact that People are its key assets. However, today we realize that, mastering the softer issues is the hardest part of integration and has the strongest influence on an M&A’s long-term success. HRM professionals are expected to be ready to manage the people, opportunities and the risks associated in these transactions. Managing organizational change and business / culture integration requires more attention by Leadership and HRM to M&A deals. ______________________________________________________________________________ HRM in M&A By Ajit Kumar on May...
Words: 2504 - Pages: 11
...Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency, Managers Introduction Since the late 1980s, the total number of mergers and acquisitions (M&As) has far surpassed the number that occurred throughout the 1960s. Whereas the M&As throughout the 1960s were mainly due to unions between conglomerates, the 1980s and 1990s has witnessed an increase in M&As between firms of different sizes and different industry types (Tetenbaum, 1999). The trend to engage in this type of vertical integration or diversification does not seem to show signs of diminishing in the near future. Yet, at best, the firm that initiates the merger usually only achieves normal economic profits while the value created rests almost solely with the firm that was approached (Barney, 1997). The primary purpose of merging and acquiring new firms is usually to improve overall performance (Lubatkin, 1983) by achieving synergy, or the more commonly described as the ``2 + 2 = 5'' effect (Cartwright and Cooper, 1993a; Hovers, 1971) between two business units that will increase competitive advantage (Porter, 1985; Weber, 1996). However, the mere existence of potential synergism is no guarantee that this possibility will be realized (Cartwright and Cooper, 1993a; Kitching, 1967). Recent research indicates that these M&As have a negative impact on the economic performance of the new entity (Cartwright and Cooper, 1993a; 1993b; Marks, 1999;...
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...Evidence Based Practice Task 1 Western Governors University Evidence Based Practice and Applied Nursing Research The nursing topic of interest is bedside handover, which is the concept of conducting shift handover at the patient’s bed instead of doing it at the front desk. Part A The article being analysed is: Tobiano, G., Chaboyer, W. & Murray, A. (2012). Family Members’ Perceptions of the Nursing Bedside Handover. Journal of Clinical Nursing, 22, 192-200. The analysis of the primary research report is done in the form of a graph (figure 1). Each of the four analysis areas is rated within a scale of 1-10; 1 denotes extremely weak while 10 denotes very strong. Table 1 then gives justifications for the rating by explaining why each area of analysis was rated that way in the analysis chart. [pic] Figure 1 Table 1 |A1 Article: Tobiano, G., Chaboyer, W. & Murray, A. (2012). Family Members’ Perceptions of the Nursing Bedside Handover. Journal | |of Clinical Nursing, 22, 192-200. | |A2 Background or introduction |The researchers provided an in depth introduction of the research topic outlining | | |important issues, previous research on the topic and their findings. The introduction | | ...
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...being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change’ may be used under different terms. Eg. When a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behavior. Leaders have to make sure that such individual behavioral change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems, reporting relationships, work design and so on. * A direct change in the organisation climate or interpersonal style – dealing with people relationships, conflict management and the process of decision making. (Leonard et al., 2003, cited in Mabey & Mayon-White (ed)) Change can be further classified...
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...being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels. * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems, reporting relationships, work design and so on. * A direct change in the organisation climate or interpersonal style – dealing with people relationships, conflict management and the process of decision making. (Leonard et al., 2003, cited in Mabey & Mayon-White (ed)) Change can be further classified...
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...organized way. we had communication with the team building the tractor to decide the size of the garage (however it was not enough and we didn’t notice them changing the size). Negative Went in blind, no clear idea how large anything was supposed to be. No-one had picked the actual tractor by the time we picked the garage. Maybe we should have, as it was higher on the priority. Lead to wrong size of tractor supplied by the other group and a way too large garage in reply. Too high velocity planned, didn’t take fetching parts into the account, which took longer than expected due to all the people. It also took time to organize people and to figure out scale of buildings Sprint 2 Re-done garage and canoes. Positive Lower velocity to 15 from 20 lead to us being able to rebuild the garage (13pts) and add in the small user story for canoes as well (2pts). Also because a member disappeared We did not accept new requirements during the sprint. Might have been more due to being irritated than knowing what we were doing. Communication in the group worked very well and splitting up the tasks was fast. As we had already collected the needed parts in the last sprint we didn’t have to spend as much time on that. Except for the canoes. Communicated with Product owner to get the colour for the canoes. Negative Planning poker got put a bit on the side as we still had to redo our previous user story. however we still completed it at the end. Communication with the group building...
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