...Leadership is the driving force that holds these elements together, aligning them, and enabling the agency to function as an integrated system. Up until now, dialogue of leadership in general focuses on a leader’s role in ongoing processes of an agency. An ever more vital role for a leader in an organization is that of a change. We will now confer the particulars of transformation of leadership, with particular importance of organizational change and creating a culture of high-performance managers. Necessities and strains for organizational change are derived from what originates from the agency’s environment, staff, clients, and often from its own leaders, are so widespread as to be considered a constant of human service administration. Influences within the organization such as low morale, fatigue, inadequate management skills, and high turnover can also present change opportunities. Program redesign, agency reorganization, developing program evaluation systems, enhancing diversity, and altering an outdated or dysfunctional organizational ethos can all be done more successfully using planned change processes. Best leadership for Angel Wings of Love Since the field of human services is continuously evolving the worker must be able to adapt to change in the area of human services. The paper will explore the common methods of organizational change that a manager or staff member(s) may utilize to improve daily operations or responsiveness...
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...(2012), has presented in Strings Attached: Untangling the Ethics of Incentives, a guide in which persons engaged in leadership functions could use as tool analyze in-depth various perspective as to how incentives and rewards are to be utilized to motivate a behavior that a person would not normally do under normal circumstances. A triad of basic standards of measurement has been developed to determine how an incentive measures up against ethical and moral standards. Further, incentives should be exercised in ways that allows for among other things legitimacy, voluntariness, and the character of the leaders and how incentivization influences the behavior of persons and the culture of the organization. I will present in this paper my experiences with applying new behaviors in ethical ways and how I and co-leadership partners intend to use and implement incentives as...
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...Roles and Responsibilities Teaching Service Last updated 1 January 2015 ROLES AND RESPONSIBILITIES TEACHING SERVICE CONTENTS PAGE OVERVIEW 2 PRINCIPALS 2 ASSISTANT PRINCIPALS 2 LEADING TEACHERS 4 CLASSROOM TEACHERS 5 PARAPROFESSIONALS 7 EDUCATION SUPPORT CLASS 7 Roles and Responsibilities – Teaching Service Page 1 OVERVIEW The roles and responsibilities that can be expected of employees at the various classification levels, including the principal class, is set out below and incorporates Schedule 2 of the Victorian Government Schools Agreement 2013. PRINCIPALS The role of the principal is to lead and manage the planning, delivery, evaluation and improvement of the education of all students in a community through the strategic deployment of resources provided by the Department and the school community. A key component of this role is to increase the knowledge base of teachers within their school about student learning and quality teacher practice. At the same time, the principal, as executive officer of the school council, must ensure that adequate and appropriate advice is provided to the council on educational and other matters; that the decisions of the council are implemented; and that adequate support and resources are provided for the conduct of council meetings. Principals have a clear set of accountabilities, which distinguish their work from other employees in the Teaching Service and the education community and are set out in detail in the contract...
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...and foreign friends to cooperate with us based on mutual benefits. The Levant Sweat LTD has strongly believed in some truths which are: 1. Trustworthiness 2. Clear Dealings 3. Always Customers first 4. Quality 5. On time 6. Honesty, and 7. Eternal Relationship. The Levant Sweater LTD clearly follows the terms and condition of Bangladesh Government. The entire act and laws posted by the Government been strongly followed in our terms and condition of company. An agreement to this effect was signed between the Bangladesh Export Processing Zones Authority (BEPZA) and The Levant Sweater Ltd. Basic Information | | Company Name | The Levant Sweater LTD | Business type | Manufacturing | Product/Service | Men’s sweater, women’s sweater, children’s sweater, etc. | Number of Employees | 150-250 people | Registered Address | 515 Senpara Parbata, Mirpur, Dhaka, Bangladesh. | Company Web site | www.levantgroup.com | Ownership and Capital | | Year Established | 1995 | Legal ownership/Business owner | The Levant LTD | Trade and Market | | Main Markets | China, Hong-Kong, Australia,...
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...ORG 560: Leadership Development January 20, 2013 Transformation into Leadership Any business runs efficaciously when it is controlled by a competent and persuasive supervisor. While mentors motivate their subordinates, it is not the only thing managers can do. A virtuous supervisor can configure the workplace in the position he desires. He epitomizes the principles of the establishment and most significantly, it has been perceived that effective leaders enjoy a capability to proliferate the productivity of the business. Background In 1992, the Department of Corrections built a prison in my hometown of Lancaster, California. Many of my friends applied for the five hundred job openings as a correctional officer. Although I was reluctant to apply for a career in such as a harsh environment within a state prison, these same friends convinced me to submit my application. After a rigorous twelve month hiring process coupled with a sixteen week academy, I was sworn in as a full time peace officer in April of 1994. As a peace officer, I was stationed at the Lancaster State Prison as a correctional officer. My leadership skills were negligible at this point in my career, as I only had attained entry level positions prior to the acceptance of this employment. Working as a correctional officer gave me the foundation of leadership as I supervised inmates on a daily basis. Effective communication with a diverse group informally enhanced my leadership skills...
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...giving the patient prescribed medication or treatments - Primary focus is the individual’s response to health related problems FOUR FUNDAMENTAL RESPONSIBILITIES OF NURSING a. Promote health b. Prevent illness c. Restore health and d. To alleviate sufferings - Noble goal to promote the harmonious or symphonic interaction between men and their environment CHARACTERISTICS OF NURSING a. Nursing is caring b. Involves close, personal contact with the recipient of care; c. Concerned services ( humans as physiological, psychological and sociological organisms) d. Committed to personalized services regardless of color, creed or social or economic status e. Committed to promoting individual, family , community and national health goals f. Committed to involvement in ethical, legal and political issues in the delivery of health care NURSING PROCESS - Use nurse process as a tool in nursing practice - Logical, systematic scientific problemsolving process utilized by nurses to deliver total quality health care services to patients CHARACTERIZED AS: a. Way of thing as a nurse b. Framework of interrelated activities resulting in competent nursing care c. Dynamic and cyclical in nature d. Scientific, problem oriented approach to patient NURSING CARE PLAN a. Assessment b. Diagnosis...
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...Passenger Transportation 3 2.3.2 Freight Transportation 3 2.3.3 Other Business 4 3 Recruitment 4 3.1 Working Background 4 3.1.1 Iran 4 3.1.2 Mashhad 4 3.1.3 Guangshen Railway 5 3.2 Job Position 6 3.2.1 Middle Marketing Manager (Iranian) 6 3.2.2 Middle Human Resource Manager (Chinese) 7 3.3 Requirements 9 3.4 Offer and Welfare 9 3.4.1Get you ready to your career 9 3.4.2 Make you happy in your career 10 3.4.3 Safeguard your interests after your career 10 4 .Conclusion 10 References 11 Bibliography 11 1 Introduction For Guangshen Railway Company Limited’s (GSRC) own development, exploiting new growth market, strengthening our influence and obtaining cutting-edge technologies as well as management skills are always our main motivations. Under the global market, we expend our ambition to a middle-east country, Iran. Equipped with rich experience and scientific management system, we believe that Iranian railway market can be our new cornerstone to the world’s top railway company. In the Iranian subsidiary, two positions are vacant. Therefore, we have to recruit two qualified middle managers for the new challenge in Mashhad, Iran. We need an Iranian as a marketing middle manager and a Chinese as a Human Resource (HR) middle manager. 2 Company Profile 2.1 Company Overview Name | Guangshen Railway Company Limited (NYSE: GSH) | History | On...
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...changed the way many law enforcement agencies, along with the officers within them, have to look at crime. Police have always responded to crime, that is the belief and that has always been their job. What happens, though, when provided with an idea that expresses that crime can be more preventative just by looking at and involving the community to participate? Policing traditionally has always been a response unit, providing its’ service after the fact (after a crime has happened). The broken windows theory counters that traditional style by looking outside of the traditional criminal justice system to see how crime is generated and solutions to fix and prevent it (Trojanowics, 1994). The broken windows theory has views closely related to community policing: The quality of life, as the ultimate goal of policing (Carter & Sapp 1994; Joseph 1994; Kelling and Coles 1996; Skogan 1990; Trojanowics 1994). This type of policing has broadened the goal to assist communities to maintain a safe environment where basic institutions (families, schools, churches, commerce) can effectively operate and thrive within the community (Kelling and Coles 1996). Apprehending criminals is no longer the only focus among law enforcement. Police and their agencies must now adapt to look at what needs to be done to maintain the quality of life in communities as well as alleviate citizen fear of crime. To prevent community decline and crime police agencies must us the strategic measure of disorder...
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...customers inaccurate information or reasons to do business with competitors. Getting and keeping the best not only makes sense in terms of treatment of employees and customers, but it also makes economic sense. How costly is employee turnover? Major turnover costs: 1- Separation: Exits interviews and paperwork process. 2- Recruitment: Advertising, recruiter fees. 3- Selection of new candidates: Pre-employment testing, interviewing 4- Hiring: Orientation, training. 5- Productivity: Vacancy cost, disruption. It is essential that line managers be involved in the hiring process. Although HR department has an active role to play in recruiting, selection and socializing new employees, line personnel will actively be supervising the new hires. Often, they will have job-related insights that members of HRD may lack. So, the hiring process is full of challenges. The most important of these are: a) Determining which personal characteristics are most important to performance. b) Measuring those characteristics c) Evaluating applicants´ motivation levels d) Deciding who should make the selection decision a) Determining Characteristics Important to Performance For several reasons, the characteristics a person needs to perform a job effectively are not obvious. * The job itself is very often a moving target (The KSAs will likely change as the product continue evolving) * The organization’s culture may need to be taken account. ...
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...PBL 5: ROLE OF THE ORGANIZATION Bursa Malaysia (http://www.bursamalaysia.com) Bursa Malaysia is the frontline regulator of the Malaysian capital market and has the duty to maintain a fair and orderly market in the securities and derivatives that are traded through its facilities. As an integrated exchange, Bursa Malaysia also has the duty to ensure orderly dealings in the securities deposited with Bursa Malaysia, and orderly, clear and efficient clearing and settlement arrangements for transactions cleared and settled through its facilities. In furtherance of these duties, Bursa Malaysia has put in place a comprehensive and effective regulatory and supervisory framework to regulate the market and its participants, including the listed issuers and their directors and advisers, Participating Organisations, Trading Participants, Clearing Participants, Authorised Depository Agents and Authorised Direct Members. In this respect, Bursa Malaysia has issued various sets of rules to stipulate the requirements that need to be met by the regulated entities either upon admission and/or on a continuing basis. It administers and monitors compliance with these rules and takes strict, prompt and objective enforcement action for breaches of these rules. Bursa Malaysia actively supervises the listed issuers and the brokers. It also undertakes surveillance over the trading activities in the marketplace. Bursa Malaysia’s overriding objectives, in addition to discharging its statutory...
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...LEADERSHIP STYLE, A CORRELATIONAL STUDY IN LEADERSHIP STYLE AND USE-OF-FORCE BEHAVIOR OF POLICE OFFICERS by Tommy Sickels Copyright June, 2015 A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctorate in Educational Leadership University of Phoenix The Dissertation Committee for Tommy Sickels certifies that this may be the approved version of the following dissertation: The Dissertation Committee for Tommy Sickels certifies approval of the following dissertation: A CORRELLATlONAL STUDY IN LEADERSHIP STYLE AND USE-OF-FORCE BEHAVIOR OF POLICE OFFICERS Commiittee: Orlando Ramos, PhD, Chair Peggy Coplin, DPA, Committee Member Jack Phan, PhD, Committee Member ,,__.____ _ ,,__.____ _ Jeremy Moreland, PhD Dean, School of Advanced Studies University of Phoenix ABSTRACT Leadership style and police officer use-of-force are two important functions of law enforcement. What could be more important in a law enforcement agency than to have these two variables coexisting in an organization in a harmonious manner? By investigating whether a relationship exists between these two variables an answer to this question could emerge. In law enforcement today, the cost associated with excessive use-of-force civil law-suits against police officers and their departments can be staggering. Exposing police officers to a specific leadership style may influence the dynamics in the use-of-force behavior during...
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...emergency, specialized tertiary patient centered care for Dubai and Northern Emirates. The hospital is committed to its values in terms of services by providing its staff respect, empowerment, accountability, safety and transparency. Its manage-ment team is strongly committed to development of a benchmark hospital with a quality learning environment. It has achieved first Joint commission International (JCI) accreditation in 2007 and has been reaccredited in 2010 and 2013. The basic principles of Quality improvement Plan are those underlying all the quality improve-ment processes: a dedication to continuous improvement in the system and processes as well to identify and satisfy the patient’s needs and recognizing that it can be best attained through team work and employee empowerment (Deming,2000). These principles lead the progress and im-plementation of quality improvement plan. The goal of this plan is to attain organization wide exposure to quality fundamentals and to promote quality structure and processes. Quality Improvement Issues. Patient Satisfaction: As the health care environment is very complex and changes frequently (Gilbert, 1992) due to competition among providers giving more importance to the improvement in efforts and reduc-tion in costs, it makes patient satisfactionverychallenging. There are different kind of services provided to the patient which are in definable and patient is directly involved in it, so it is very important that the organization should...
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...The Equal Opportunities Commission has developed a set of guidebooks to strengthen public understanding on the concepts of Equal Pay for Equal Work (EPEW) and Equal Pay for Work of Equal Value (EPEV), for the purpose of eliminating pay discrimination on the ground of gender. These guidebooks are: Main Guide Guide to Employers on Equal Pay between Men & Women under the Sex Discrimination Ordinance An Illustration on Developing an Analytical Job Evaluation System Free of Sex Bias A Systematic Approach to Pay Determination Free of Sex Bias Supplementary Book 1 Supplementary Book 2 Supplementary Book 3 Equal Pay Self-Audit Kit: A Proactive Approach for Employers to Achieve Equal Pay An Easy Read Guide is also available as a quick reference for all users including employers of small business and employees in general. The publications are available at the EOC website. Should you require clarifications on these publications or obtain the hard copies, please contact the Equal Opportunities Commission. Enquiries Fax Email Website : 2511-8211 : 2511-8142 : eoc@eoc.org.hk : www.eoc.org.hk AN ILLUSTRATION ON DEVELOPING AN ANALYTICAL JOB EVALUATION SYSTEM FREE OF SEX BIAS TABLE OF CONTENTS Page Introduction Part 1 Part 2 Part 3 Part 4 Analytical Job Evaluation Selection of Factors for Job Comparison Defining Factor Levels Developing a Scoring System Job Evaluation Template Part 5 Appendix 1 Appendix 2 Introducing a Gender-neutral Job Evaluation System Job...
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...one of the most influential economic scientist in the 20th century, Milton Friedman did this statement 41 years ago. In the last three decades the world economy went through a large change. Affected by the crisis of the industrial capitalism in the 1970s, the currency crisis in the 1980s or the financial crisis in 2007, business needed to readjust itself every time it reaches its limit. Especially concerning the collapse of the real estate and financial bubble in 2007, a re-orientation for organizations to concentrate on long-term performance instead of inconsiderately accumulating capital was and is required. “Adopting business strategies that meet the needs of the enterprise and its stakeholders today while sustaining the resources, both human and natural that will be needed in the future” (KPMG, 2011). Those strategies to fulfill sustainable criteria are the elements of Corporate Social Responsibility. But as Friedman mentioned, the goal of an organization is to increase its profits. Could this be a win-win-situation for organizations and the environment? Or is the assumption correct, that this obvious contrast could only satisfy one party? If so, wouldn’t be the use of CSR be more a marketing instrument than a way of improving the world? 2. Explaining CSR Corporate Social Responsibility is basically one aspect of the appropriate and needed role companies play in todays` society. The European Commission for Corporate Social Responsibility provides us with the following...
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...Social Work Examination Supervision in Social Work Table of Contents SUPERVISION IN SOCIAL WORK Table of Contents Table of Contents I. Introduction and Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 II. Individual Supervision and Group Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 III. Supervision Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 IV. Administrative Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 V. Educational Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 VI. Supportive Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 VII. Evaluation/Performance Appraisal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 VIII. Miscellaneous Supervision Topics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Chapter Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Answers and Rationale for Chapter Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . 36 Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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