Reflection Portfolio on Personal Values and NSW Health Values Introduction Values are important in any organization. Values give an organization credibility in the eyes of its clients. Promotion of ethical values is a role of every stakeholder of the organization. At New South Wales (NSW) Health and private employers ensure promotion of value through adherence to their value statements. This reflection portfolio evaluates the said values assuming that one works within that organization
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The community we live in is incredibly important to human happiness (You Are Where You Live, Richard). The Exchange and Sentiment in a neighborhood represent what the values of a neighborhood are and why they are chosen. Six factors make up the basis of a neighborhood: the daily round, informal support networks, security and trust, identity, agglomeration benefits, and ethnicity. The first factor, the daily round, focuses
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Jaguar, one of the world's most prestigious car manufacturers, has been involved in a culture change programme to create new ways of working for the twenty-first century. Corporate culture reflects the personality of an organisation. It includes the shared beliefs and the policies and procedures that determine the ways in which the organisation and its people behave and solve business problems. You can quickly get a feel for the culture of an organisation just by looking around and talking to the people
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change as some sociologists as that religion is a conservative force, which believe in traditional values and beliefs about moral issues and that they oppose changes that would allow individuals more freedom in personal and sexual matters. For example the Catholic Church which forbid divorce, abortion and artificial contraception. Most religion’s as a conservative force also uphold ‘family values’ and often favour a traditional patriarchal domestic division of labour. Keeping roles separate and
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------------------------------------------------- LO1. Be able to critically assess own beliefs, attitudes and value systems 1.1. ------------------------------------------------- Explain the difference between beliefs, attitudes and values ------------------------------------------------- Beliefs ------------------------------------------------- A belief is an idea that a person thinks is true. It is an internal feeling and can come from different sources such as individual experiences
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MANAGING FOR THE LONG TERM | BEST OF HBR | November–December 1991 The Knowledge-Creating Company by Ikujiro Nonaka Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge – the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform them. For example
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All rights reserved. 3–2 The Organization’s Culture • Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” Values, symbols, rituals, and practices Implications: Culture is a perception. Culture is shared. Culture is descriptive. © 2007 Prentice Hall, Inc. All rights reserved. 3–3 Exhibit 3–2 Dimensions
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their respective fields and also to create a positive team spirit. In the business world, leaders were often associated with outstanding individuals shaped to conceive a competitive advantage for the company. The role of this person was to create value for the shareholders. In other words, one of the most important sides of the leader’s personality was his ability to generate short term return on investment. Moreover, his vision was limited within the organizational boundaries of the company so that
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according to Minnesota Public Radio (Caramenico, 2012). Many dynamics in a healthcare organization can dramatically change when a merger occurs; these changes occur on the floor and among staff. The impact of merging two separate entities with different values and performance efforts can have long-term and short-term affects within the new organization. This paper is an effort to identify the impact a merger will have on the culture of the new combined organization, and how to ensure that the combined staff
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refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Corporate culture is rooted in an organization's goals, strategies, structure, and approaches to labor, customers, investors, and the greater community. As such, it is an essential component in any business's ultimate success or failure. Closely related concepts, discussed elsewhere in this volume, are corporate ethics (which formally state the company's values) and corporate
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