Management Fundamentals Essay Example

Management Fundamentals Essay From the inception in 1958, it has today burgeoned into one of the top line conglomerates in Bangladesh. Square Pharmaceuticals Ltd. , the flagship company, is holding the strong leadership position in the pharmaceutical industry of Bangladesh since 1985 and is now on its way to becoming a high performance global player. SQUARE  Pharmaceuticals Limited is the largest pharmaceutical company in Bangladesh and it has been continuously in the 1st  position among all national and multinational companies since 1985. It was established in 1958 and converted into a public limited company in 1991.The sales turnover of SPL was more than Taka 7. 5 Billion (US$ 107. 91 million) with about 16. 92% market share (April 2006– March 2007) having a growth rate of about 23. 17% History of Square Pharmaceuticals Limited Square Pharmaceuticals is regarded as the one of the top Pharmaceuticals Company of Bangladesh. A major enhancement occurred in the year 1974 when it signed a Technical Collab oration Agreement with Janssen Pharmaceuticals of Belgium a subsidiary of Johnson Johnson International Ltd. The next advancement occurred in the year 1984 when it signed another Technical Collaboration Agreement with F.Holfman-La Roche Co. Ltd. In 1991 it again changed its form and turned in to a Public Limited Company. It enrolled in both the stock exchange listings in 1995. The company signed an agreement with M/S. Bovis Tanvec Ltd. of UK for implementation of Dhaka Plant in 1996. For its excellence in the field of Quality Management System (QMS) it was awarded ISO-9001 certificate in 1998. The Pharmaceuticals business lines include â€Å"Manufacturing and marketing of Pharmaceuticals finished products, Basic Chemicals and Agro Vet Products†.For extraordinary performance the chairman of the company received national award for entrepreneurship in the year 2000. Square Pharmaceuticals, a voyage through time: Commitment to Quality and Dedication to advanced Technology: 1957 :Humble Debut as a partnership firm. 1958: Manufacture and market the first proprietary medicine EASTON’S syrup, widely used in post malarial convalescence. 1962: Manufacture and market first compressed tablet SANTONIN, an antheimintic. 1964: Transformation into Private Limited Company. 974: Technical Collaboration Agreement with Janssen Pharmaceuticals, Bwrse, Belgium, a subsidiary of Johnson Johnson International, USA- commitment towards world class GMP. 1976: First national company to manufacture and market antibiotic i. e. AMPICILLIN soon after the expiry of patent. It is also the first national company to manufacture and market METRONIDAZOLE in 1977 and CONRIMOXAZOLE in 1978, soon after expiry of their patent. 1982: Licensing agreement signed with F. Holfman- La Roche Ltd. Switzerland. 1985: Achieved market leadership in Pharmaceuticalsceutical market in home country. 987: First national company to export medicine- an industry record.Export market increased continuously : UK (1987), Singapore (1987), Nepal (1990), Pakistan (1996), Yemen (1996), Myanmar (1997), Srilanka (1997), Combodia (1997) and Russia (1997). 1991: Manufacture and market sterile injectable powder using fully automatic and synchronized with electrical control washing, drying, sterilizing tunnel and filling line, again first national company introducing the world class technology. 1992: Turnover crosses the billion Taka mark- another industry record. 993: First national company to manufacture and market sustained release tablet CLOFENAC 100 mg (Diclofanac sodium BP) a NSAID, using its own resources. 1994: Converted in to a Public Limited Company and floated public share with highest premium. 1995: Listed in Dhaka and Chittagong stock exchange. 1997: First international company to manufacture and market metered dose inhaler, Beclomin 200 puffs, an anti-asthmatic i. e. bronchodilator 1998: Achieved ISO 9001 certificate. 1999: Agreement with Bayer AG, Germany; Eisal Co. Ltd. , Japan. or a help in Technical know-how to foreign Pharmaceuticalsceutical company. 2000: Turnover crosses 2. 5 Billion mark-an industry record. 2005: SQUARE Pharma gets approval to export to UK 2006 SAFA (South Asian Federation of Accountants) – an apex body of SAARC (South Asian Association of Regional Cooperation) awarded Square Pharmaceuticals Ltd. the Merit Certificate for the year 2006 in the Manufacturing Sector of SAFA Best Presented Accounts Awards Competition 2006 2009: Awarded as the Enterprise of the year and the winner of Bangladesh Business Award 2009Products of Square Pharmaceuticals Limited The formulation plants are producing wide range of dosage forms like |Tablets : |Non-Coated (plain, chewable, dispersible, vaginal)   | | |Coated (sugar coated, film coated, enteric coated) | | |Sustained/Extended Released (coated, non – coated) | |Capsules : |Granulated Material filled | | |Pellets Filled | |Suppositories : |Suppocire based | |Injections : |Vials contain ing Dry Powder for Injections | | |Small Volume Liquid Parenterals | |Liquids : |Oral Syrups (Sugar based, Non-Sugar based)   | | |Oral Suspensions | | |Topical Liquids | |Spray, Drops, Ointment, Cream and |Small Volume Sterile Eye Ear Drops | |Powder : |Small Volume Nasal Drops Sprays | | |Topical Ointments Creams | | |Topical Antibiotic Powder | |Oral Dry Powders : |Dry Suspensions (Antibiotic Anti Infectives) | | |Dry Syrups (Antibiotics) | |Dry Powder Inhalers : |Partial Filled (Premix) Capsules for Respiratory Tract Application with a Device | |Metered Dose Inhalers : |Pressurized Canisters for Oral use with an Actuator | |Chemical Division started commercial production in 1995.From the year 1997 it started it’s full-fledged production and marketing | |to all top pharmaceuticals within the country including Aventis Pharma, Novartis Bangladesh Ltd. , Glaxo Smith Kline, ACI Ltd. , | |Reckitt Colman, Beximco Pharmaceuticals Ltd. , The Acme Laboratories Ltd, Eskayef B angladesh Ltd. , Opsonin Chemicals, Renata | |Ltd. , Essential Drugs Co. Ltd. etc. with good reputation and loyalty. | Capital Structure The capital structure of the Square Pharmaceuticals is as follows: |Components |Taka |Percentage | |Paid Up Capital |67,000,000 |11. 4% | |Creditors |99,125,404 |17. 37% | |Long Term Bank Loan |136,541,244 |23. 93% | |Share Money Deposit |268,000,000 |46. 96% | [pic] Figure: Capital Structure of Square Pharmaceuticals Limited Extraordinary Performance Recent Achievements 1997:Square Pharmaceuticals received the National Export Trophy as recognition to its contribution to national economy through export 006: SAFA (South Asian Federation of Accountants) – an apex body of SAARC (South Asian Association of Regional Cooperation) awarded Square Pharmaceuticals Ltd. the Merit Certificate for the year 2006 in the Manufacturing Sector of SAFA Best Presented Accounts Awards Competition 2006 2009: Square Pharmaceuticals Limited awarded as the Enterpri se of the year and the winner of Bangladesh Business Award 2009 Organogram Figure: Organogram of Square Pharmaceuticals Limited Contribution to National Economy The pharmaceutical sector attained a growth of 6. 91% during the year 2008 as against 15. 80% during the previous year. The national pharma market growth and that of the company during the past few years are given below: Year |National Growth Rate |Company’s Growth Rate | |2004 |8. 60% |13. 08% | |2005 |17. 50% |14. 30% | |2006 |4. 08% |22. 94% | |2007 |15. 80% |9. 81% | |2008 |6. 1% |18. 83% | Chapter Two Objectives Short term objective To conduct transparent business operation based on market mechanism within the legal social frame work with aims to attain the mission reflected by the company’s vision. Long term objective To produce and provide quality innovative healthcare relief for people, maintain stringently ethical standard in business operation also ensuring benefit to the shareholders, stakeholders and the society at large. Social objectives †¢ To provide top quality health care products at the least cost reaching the lowest rungs of the economic class of people in the country. To fulfill of our responsibility to the government through payment of entire range of due taxes, duties and claims by various public agencies like municipalities etc. †¢ To avoid malpractices, anti-environmental behaviors, unethical and immoral activities and corruptive dealings. †¢ To ensure equality between sexes, races, religions and regions in all spheres of our operation without any discriminatory treatment. †¢ To ensure an environment free from pollution and poisoning. †¢ To give a hand for the achievement of millennium development goals for the human civilization Chapter Three Planning Planning Planning is the beginning of every venture.Sound, intelligent planning is the key to every successful venture. The development of planning was accelerated enormously by the industr ial revolution. There could have been no mass production without planning and effective transportation and communication. Planning covers a wide range of decisions, including the clarification of objectives, establishment of policies, mapping of programs and campaigns, determining specific methods and procedures and fixing day to day schedules. Figure: Planning precedes all other managerial functions Planning at Square Pharmaceuticals Limited Fundamentally there are two types of comprehensive corporate planning.The first is intuitive-anticipatory planning which is generally the work of one person and often does not result in a set of written plans generally has a short time horizon and reaction time; it is based on past experience, the judgment and manager’s reflective thinking. When planning for an individual staff working for a subdivision of Square Pharmaceuticals Ltd. Bangladesh, the individual has to use his / her experience, judgment and at times, intuition to make dec isions. Such plans are non-written and its validity is for a short-term. These plans can be changed frequently if situation demands. However, the formal long-range planning is research-based, involves the work of many people and results in a set of written plans. In Square Pharmaceuticals Ltd. any division or subdivision planning is done on the basis of extensive research, discussion and is usually in a written form, long-term basis and are not subject to frequent, abrupt changes. Square Pharmaceuticals Ltd. believes that experience points out the fundamental dos and donot’s in organizing, planning and other managerial functions. This must be understood if successful planning is to be achieved. All successful plans have common fundamental characteristics despite differing operational details. However, the insight gained through experience must be applied in the applicable areas. If the experience is applied in the wrong place the outcome will be disastrous. The planning proce ss is essentially top-down at Square Pharmaceuticals Ltd.The top management formulates strategies in the corporate level which is converted into divisional, then sub divisional and at last individual objective. The corporate head-office of Square Pharmaceuticals Ltd. is in â€Å"Square Centre†, 48, Mohakhali C. A, Dhaka-1212, Bangladesh, which is the actual policy maker and the policy made by them is later applied to all other departments. Planning of Square Pharmaceuticals Ltd. is not restricted to a department or a number of departments. Instead the entire process of planning is divided into two broad categories Strategic Planning (carried out at the top of the organization) and Operational Planning (which is carried out at different divisions).The following shows Planning Unit as a whole- Corporate Office, Dhaka Board of Directors General Managers Division Heads Subdivision Heads Figure: Organogram of the Planning Unit. Planning by objectives Objectives or goals are the e nds towards which activity is aimed. They represent not only the end point but also end toward which: organizing, staffing, leading and controlling are aimed. Objectives form a hierarchy, ranging from the broad aim to specific individual objectives. At the zenith of the hierarchy is the purpose, which has two dimensions: First- The purpose of society Second- The purpose of business Figure: Planning by objective Plans 1.Strategic Plan: In Square Pharmaceuticals Ltd strategic planning is limited to the heads of all the divisions / departments and the General Manager. The organogram of the Strategic Planning Unit: Board of Directors Management Committee Divisional Heads Figure: Organogram of the Strategic Planning Unit. Once the policy for a new product is set by the corporate office of Square Pharmaceuticals Ltd, the General Manager of each sector along with the heads of each division consult / discuss with the heads of all subdivisions. After such discussion, the heads of each divisi on prepare their division’s proposed plan which is sent for the General Manager’s approval. The General Manager then gives the final decision.Once approved and signed by the division heads, the division heads pass on the objectives and the chain continues downward along the organizational hierarchy until everyone knows what their individual goals are, what tasks to accomplish and how their work contribute to their divisional and organizational goal. 2. Operational Plan: Operational planning consists of the day to day plans, policies and rules of an organization. In operational planning mainly top-down approach is applied. At Square Pharmaceuticals Ltd, operational planning is carried out at different hierarchy levels. This is done because it is believed that since managers have direct responsibility for some phase of operating results, they should have some say in setting meaningful and attainable objectives.Square Pharmaceuticals Ltd uses a participative management ap proach (In the top level management) in setting objectives. The concern believes in setting a goal for each individual for effective and efficient achievement of overall divisional and organizational goal. Operational planning at Square Pharmaceuticals Ltd starts off with the division heads and the General Manager designing a business plan for the next operating period. This plan is trickled down to the division heads who decide on the specific objectives that their divisions will have to achieve in order to meet the overall organizational goals. The division heads then pass on the objectives to the respective subdivision heads that analyze the objectives and check their viability.Individual staff within the subdivisions decides on their task and responsibilities (depending on their competence, experience and ability to handle multiple responsibilities). The feedback from the individual staff of every subdivision goes to the subdivision head and then to the division head. Heads make any alterations or modifications if required and send their feedback to the General Manager. Heads of all divisions are continuously trying to create a balance between available resource (human, capital and technical) with the General Manager’s demands / set goals. Finally after evaluating all aspects, the final plan (along with goals, strategies) is decided upon by the General Manager. Then the plan is assigned to every division and subdivision head.This is how the heads and individual workers decide on how far they can contribute and how they can do so within the given resource base and time. Thus the approved and signed operational plan is passed downwards for implementation. The chain continues downward along the organizational hierarchy until everyone knows exactly what their duties and tasks are, what is required of them to accomplish their own divisional and organizational goal. The feedback is received once the plan is in the process of implementation. Once undergoin g implementation, the sub divisional staff give feedback as how the plan is working. The subdivision heads report to the division heads who again inform the General Manager of the implementation.If the efforts are being directed toward the attainment of the desired goal then there is no change the heads ask their subordinates to continue their good work. However, if the division or subdivision heads feel that there are deviations then corrective actions are taken. In case of extreme difficulty, the General Manager is informed and the operational plan may be modified or changed to ensure proper accomplishment of operational tasks. There are various types of operational plans used by Square Pharmaceuticals Ltd such as: programs, projects, budgets, policies, standard programs and rules. Planning process of Square Pharmaceuticals LimitedFigure: Planning Process of Square Pharmaceuticals Limited Planning Premises Premises are defined as the anticipated environment in which plans are exp ected to operate. It includes the forecasting of future and known conditions that will affect plan’s operation. The premises must be carefully considered when planning takes place. The plan, although made at one point in time, will actually operate in future which is full uncertainty. Therefore, effective and efficient planners must agree and utilize consistent planning premise. Forecasting is a prerequisite to planning and also is the result of planning. Both are translated into future expectancies from actual plans developed.Making educated assumptions depending on past experience and knowledge is essential in forecasting the environment / sales. ENVIRONMENTAL FORECASTING Square Pharmaceuticals Ltd believes accurate forecasting of its environment is crucial for proper planning. The planners at the concern take into account the human and material resources available to them, opportunities and threats, compute the optimum method of reaching their objective and proceed toward the attainment of desired goal. Not only the economic but the social, cultural, technological and political-legal environments must be selected for making forecasts which in turn will ensure effective planning. SALES FORECAST KEY PLANS AND PREMISESales forecast is the prediction of expected sales for a certain period. For Square Pharmaceuticals Ltd the sales forecast is in the form of number and face-value of the deposits made or lending products sold, number of cards sold etc. The sales forecast at the concern is done by the top-managers (heads in joint collaboration with the General Manager) which are the Jury of Executive Opinion method. This forecasting method is one where the General Manager gives the final word based on others views / opinions. Square Pharmaceuticals planning is based on the following four premises which are strictly adhered to by the management of Square Pharmaceuticals Ltd. DYNAMIC NATURE OF A CONCERNSquare Pharmaceuticals Ltd recognizes the fact that the organization is dynamic in nature and as staff changes occur (through termination, resignation, death/retirement), the organization also changes. Therefore, each organization is unique no universal approach can be applied to all. The comprehensive plans must fit the characteristics of the organization for which it has been designed. Due to the dynamic nature of the organization there must be leeway for contingent plans. Square Pharmaceuticals planning unit meets every month to follow-up on the performance of each division and subdivision. In case of any contingency the division and subdivision heads bring the matter to the General Manager’s knowledge and take necessary action accordingly. GROWING NUMBER OF COMPETITORS SNATCHING THE CONCERN’S CUSTOMERSRecent emergence of many foreign and local banks in the banking scenario also poses a positive threat to Square Pharmaceuticals Ltd. For a very long time the concern was the only foreign bank operating in Bangladesh. But the formation of new local banks and entrance of foreign competitors which is likely to increase further is one factor the concern cannot ignore. These competing banks will not only compete for customers / market share but also for reputation which has been the major strength of Square Pharmaceuticals Ltd for almost a hundred years. RISING AWARENESS OF THE CUSTOMERS’, THEIR GROWING DEMANDS AND DECREASING LOYALTY TOWARDS THE CONCERN The customers of today are far more aware of their rights and demand for highest quality service.At times if the concern fails to meet the customers high standards, the customers may link a single isolated incident and shift their accounts to other competing Pharmaceuticals. The loyalty of the customers is constantly decreasing when confronted with better deals / attractive packages offered by other banks. This factor is also an important one to consider for the concern. Forecasting and premising are, therefore, two essential activities that must be undertaken properly to ensure planning is effectiveness and efficiency. Chapter Four Organizing Organizing in Square Pharmaceuticals Limited Square Pharmaceuticals Ltd is in essence a people centered organization whose all pervasive aim is to maximize profits through investments in human resource.It is this ultimate objective which defines and informs the organization structure of the concern at every level starting from the very top at the board of directors down to the factory supervisors i. e. the building blocks of the concern. Each personnel at every level of this structure have a role to play in the eventual achievement of Square Pharmaceuticals goals. Square Pharmaceuticals Ltd is organized: a voluntary configuration of roles has been established that will enhance performance through furnishing an ideal environment. At Square Pharmaceuticals Ltd, the organizational structure is important not for its own sake but for its contribution to goals. This is in keeping with the b est organizational practices. It is evident that the concern is a formal organization as the term has been defined by Barnard.His broad definition referred to the activities of two or more people consciously coordinated toward a given objective, the essence being conscious common purpose. Square Pharmaceuticals Ltd meets these criteria very well. It is a complex organization but the activities of its people are coordinated towards that final goal profit maximization for Square Pharmaceuticalsceutical’s and self-sufficiency and social security for the employees. It is at the heart of the concern’s every action, at the same time, the structure permits its primary human resource the managers and the workers to use their creative talents and recognizes individual capacities and weaknesses. Fears of restrictive dangers of a formal organization are thus dispelled.Square Pharmaceutical’s structure fulfils the principal of efficiency (an organizational structure is e fficient if it facilitates accomplishment of objectives by people, i. e. , is effective with the minimum unsought consequences or costs) in addition to the principle of unity of objective (an organizational structure is effective if it facilitates the contribution of individuals in the attainment of enterprise objectives). Types of Departmentation 1. Functional Departmentation: The important departments at Square Pharmaceuticals Ltd are namely – Pharmaceutical, Chemical, and Agro-Vet etc. These are all part of the Square Pharmaceuticals support unit and are divided on the basis of functions performed. So, the functional departments are: i. Pharmaceuticals Division- Manufacturer of finished dosage forms. ii.Chemical Division- Manufacturer of bulk drugs. iii. Agro-Vet Division- Manufacturer of finished Agro-Vet products 2. Service Departmentation: Service departments are as follows i. Finance and Audit Division ii. Information Technology Division iii. Marketing Division- PMD ; MSD iv. Human Resource Division 3. Territory Departmentation: Territory Departmentation are as follows: Figure: Territory Departmentation Recruitment Square Pharmaceuticals Ltd’s staffing (filling organizational positions with qualified people) is done in two ways. These are recruitment as a Management Trainee or as Probationary Officer. In case of a Management Trainee, there is a written exam.After passing the written exam the probation period is nine months. After completion of the probationary period, the trainee joins as a fifth grade officer. The career path of each trainee is headed toward different managerial jobs. A Probationary Officer (Officer Trainee) is the second way of getting in the concern. An Officer Trainee is one who joins for a probationary period of one to one and a half year and if performance is satisfactory then he / she is retained as a fourth grade officer. The career path of an Officer Trainee is not as smooth as that of the Management Trainee and the career progression is a lengthy process. Sources of Recruitment INTERNALThe internal sources are employees who already exist at Square Pharmaceuticals Ltd Limited They are recruited through promotion, training, transfer, etc. In practice, whenever there is a vacancy, management looks for a candidate within the organization. This priority to internal recruitment process is given due to the lengthy and critical process of internalizing the Square Pharmaceutical Limited’s philosophy. EXTERNAL External sources of the employees for Square Pharmaceuticals Ltd Limited submit application letters for their recruitment. Most of these employees would come from the several educational institutions in Bangladesh including the IBA. But the organization prefers Pharmacists, chemists, doctors and paramedics with MBA. Recruitment and Selection ProcessRecruitment and selection -Recruitment policy of Square Pharmaceuticals Ltd: 1. Recruitment is made against sanctioned set-up posts and budg et provision. 2. Recruitment is processed only when vacancies are needed to be filled up from amongst the existing human inventory. 3. Inter-department candidates through promotion fill up Eighty percent. 4. Department candidates are allowed to sit for tests and interview with outsiders. Figure: Recruitment ; Selection Procedure in Square Pharmaceuticals Ltd. Compensation Policy and benefit packages Square Pharmaceuticals Ltd offers various compensation packages beside the basic salary. The packages given here are:Performance Appraisal Techniques Need for performance appraisal at Square Pharmaceuticals Ltd †¢ Making personnel decisions including recruitment and selection process †¢ Evaluation of actual performance †¢ Determining the weaknesses and strong points of each employee †¢ Assessment of training and development need †¢ Used for reward granting selection †¢ Guide to job change including promotion, transfer, etc. †¢ Awareness of each employee s individual differences †¢ Allows top management to become familiar with each employee †¢ To test effectiveness of a training program †¢ To stimulate confidence in fairness of management †¢ To motivate employees to improve To encourage talent and sincerity in employees. Use of Performance Appraisal PROMOTION Workers are promoted based on their ACR and also the judgment of their immediate superior. Employees at the officer level (i. e. managers and above) and at the non-officer level (i. e. below manager) require a minimum of point in the ACR. Another criterion for promotion is the job age of the employee which, at the current position, must be more than three years. If there is more than one candidate for a single post with all the necessary points and job age, then other criteria like past records, age, efficiency, reliability, etc. are considered. INCREMENTSquare Pharmaceuticals Ltd employees have a fixed percentage of increment every year. This percentage var ies at different levels of promotion. The percentage rate is quite high at the top levels and low at the bottom levels. So increment percentages are determined with the help of ACR’s. ADVICE FOR IMPROVEMENT After the performance of the employee has been evaluated, the management might decide that one particular employee with satisfactory ACR may have the potential to improve more. So management sends the ACR as well as a recommendation letter to the immediate superior of the subordinate and tells him to keep close supervision on that subordinate.Types of Training Different types of training used in Square Pharmaceuticals are given below: †¢ Employee training. †¢ Employee development. EMPLOYEE TRAINING Training is more present-day oriented; its focus is on individuals’ current jobs, enhancing those specific skills and abilities to immediately perform their jobs. Although you have a Business administration degree, you’ll need to learn the company’ s product line, your territory, and other pertinent selling tactics. This, by definition, is job-specific training, or training that is designed to make you more effective in your present job. TRAINING PROGRAM On-the-job training Off-the-job trainingA) ON-THE-JOB TRAINING On-the-job training places the employees in actual work situations and makes them appear to be immediately productive. It is learning by doing. APPRENTICESHIP PROGRAMS People seeking to enter skilled trades—to become, for example, plumbers, electricians, or ironworkers—are often required to undergo apprenticeship training before they are accepted to expert status. ENTRY-LEVEL TRAINING This is arranged for those who are in a probation period. This is a training program where a mentor relationship is prescribed and the program is fully job oriented. If the employee can fulfill the requirement then he is finally confirmed. Some of these are:Effective management System (EMS) Development of Effective Detai ling Aids (DEDA) Introduction to Product Management (IPM) B) OFF-THE JOB TRAINING Off-the-job training covers a number of techniques—classroom lectures, films, demonstrations, case studies, and other simulation exercises, and programmed instruction. SEMINARS OR CONFERENCES In Square Pharmaceuticals the seminar or conference approach is well adapted to conveying specific information—rules, procedures, or methods. The use of audio-visual or demonstrations can often make formal seminar presentations more interesting while increasing retention and possibly clarifying more difficult points. EMPLOYEE DEVELOPMENTEmployee development, by design, is more future oriented and more concerned with education than employee training. By education we mean that employee development activities attempt to instill sound reasoning processes- to enhance one’s ability to understand and interpret knowledge- rather than imparting a body of facts or teaching a specific set of motor skills . Development, therefore, focuses more on the employee’s personal growth. EMPLOYEE DEVELOPMENT PROGRAM Some development of an individual’s abilities can take place on the job. We will review four popular on-the-job techniques: coaching, understudy assignments, job rotation, and committee assignments. †¢ On the job method †¢ Off the job MethodA) ON-THE JOB METHODS UNDERSTUDY ASSIGNMENTS The busy schedules in Square Pharmaceuticals are characterized by a particular phenomenon; a rapid rise in the use of understudy assignments to replace vacationing personnel. By understudy assignments, we mean that employees with demonstrated potentials are given the opportunity to relieve an experienced employee of his or her job and act as his or her substitute during the period. This label also describes permanent â€Å"assignment to† positions as well as temporary opportunities to assist senior employees in completing their jobs. JOB ROTATION Another method used in S quare Pharmaceuticals is job rotation.Job rotation involves moving employees to various positions in the organization in an effort to expand their skills, knowledge and abilities. Job rotation can be either horizontal or vertical. Vertical rotation is nothing more than promoting a worker into a new position. Horizontal job transfers can instituted (1) on planned basis—that is, by means of a development program whereby the worker spends two or three months in an activity and is then moved on; or (2) on a situational basis—that is, by moving the person to another activity when the first is no longer challenging to him or her, or to meet the needs of work scheduling. ASSIGNMENT TO COMMITTEEFinally, assignment to a committee provides an opportunity for the employee in Square Pharmaceuticals to share in decision making, to learn by watching others, and to investigate specific organizational problems. When committees are of an â€Å"ad hoc† or temporary nature, they o ften take on task force activities designed to delve into a particular problem, ascertain alternative solutions, and make a recommendation for implementing a solution. These temporary assignments are both interesting r

Conjugation Table for the Italian Verb Pagare

Conjugation Table for the Italian Verb Pagare pagare: to pay (for); buy; repayRegular  first-conjugation Italian verbTransitive verb (takes a  direct object) INDICATIVE/INDICATIVO Presente io pago tu paghi lui, lei, Lei paga noi paghiamo voi pagate loro, Loro pagano Imperfetto io pagavo tu pagavi lui, lei, Lei pagava noi pagavamo voi pagavate loro, Loro pagavano Passato Remoto io pagai tu pagasti lui, lei, Lei pag noi pagammo voi pagaste loro, Loro pagarono Futuro Semplice io pagher tu pagherai lui, lei, Lei pagher noi pagheremo voi pagherete loro, Loro pagheranno Passato Prossimo io ho pagato tu hai pagato lui, lei, Lei ha pagato noi abbiamo pagato voi avete pagato loro, Loro hanno pagato Trapassato Prossimo io avevo pagato tu avevi pagato lui, lei, Lei aveva pagato noi avevamo pagato voi avevate pagato loro, Loro avevano pagato Trapassato Remoto io ebbi pagato tu avesti pagato lui, lei, Lei ebbe pagato noi avemmo pagato voi aveste pagato loro, Loro ebbero pagato Future Anteriore io avr pagato tu avrai pagato lui, lei, Lei avr pagato noi avremo pagato voi avrete pagato loro, Loro avranno pagato SUBJUNCTIVE/CONGIUNTIVO Presente io paghi tu paghi lui, lei, Lei paghi noi paghiamo voi paghiate loro, Loro paghino Imperfetto io pagassi tu pagassi lui, lei, Lei pagasse noi pagassimo voi pagaste loro, Loro pagassero Passato io abbia pagato tu abbia pagato lui, lei, Lei abbia pagato noi abbiamo pagato voi abbiate pagato loro, Loro abbiano pagato Trapassato io avessi pagato tu avessi pagato lui, lei, Lei avesse pagato noi avessimo pagato voi aveste pagato loro, Loro avessero pagato CONDITIONAL/CONDIZIONALE Presente io pagherei tu pagheresti lui, lei, Lei pagherebbe noi pagheremmo voi paghereste loro, Loro pagherebbero Passato io avrei pagato tu avresti pagato lui, lei, Lei avrebbe pagato noi avremmo pagato voi avreste pagato loro, Loro avrebbero pagato IMPERATIVE/IMPERATIVO Presente - paga paghi paghiamo pagate paghino INFINITIVE/INFINITO Presente:  pagare Passato: avere pagato PARTICIPLE/PARTICIPIO Presente: pagante Passato: pagato GERUND/GERUNDIO Presente: pagando Passato: avendo pagato

Iraq Government, Facts, and History

Iraq Government, Facts, and History The modern nation of Iraq is built upon foundations that go back to some of humanitys earliest complex cultures. It was in Iraq, also known as Mesopotamia, that Babylonian king Hammurabi regularized the law in the Code of Hammurabi, c. 1772 BCE. Under Hammurabis system, society would inflict upon a criminal the same harm that the criminal had inflicted upon his victim. This is codified in the famous dictum, An eye for an eye, a tooth for a tooth. More recent Iraqi history, however, tends to support the Mahatma Gandhis take on this rule. He is supposed to have said that An eye for an eye makes the whole world blind. Capital and Major Cities Capital: Baghdad, population 9,500,000 (2008 estimate) Major cities: Mosul, 3,000,000 Basra, 2,300,000 Arbil, 1,294,000 Kirkuk, 1,200,000 Government of Iraq The Republic of Iraq is a parliamentary democracy. The head of state is the president, currently Jalal Talabani, while the head of government is Prime Minister Nuri al-Maliki. The unicameral parliament is called the Council of Representatives; its 325 members serve four-year terms. Eight of those seats are specifically reserved for ethnic or religious minorities. Iraqs judiciary system consists of the Higher Judicial Council, the Federal Supreme Court, the Federal Court of Cassation, and lower courts. (Cassation literally means to quash - it is another term for appeals, evidently taken from the French legal system.) Population Iraq has a total population of about 30.4 million. The population growth rate is an estimated 2.4%. About 66% of Iraqis live in urban areas. Some 75-80% of Iraqis are Arabs. Another 15-20% are Kurds, by far the largest ethnic minority; they live primarily in northern Iraq. The remaining roughly 5% of the population is made up of Turkomen, Assyrians, Armenians, Chaldeans and other ethnic groups. Languages Both Arabic and Kurdish are official languages of Iraq. Kurdish is an Indo-European language related to Iranian languages. Minority languages in Iraq include Turkoman, which is a Turkic language; Assyrian, a Neo-Aramaic language of the Semitic language family; and Armenian, an Indo-European language with possible Greek roots. Thus, although the total number of languages spoken in Iraq is not high, the linguistic variety is great. Religion Iraq is an overwhelmingly Muslim country, with an estimated 97% of the population following Islam. Perhaps, unfortunately, it is also among the most evenly divided countries on Earth in terms of Sunni and Shia populations; 60 to 65% of Iraqis are Shia, while 32 to 37% are Sunni. Under Saddam Hussein, the Sunni minority controlled the government, often persecuting Shias. Since the new constitution was implemented in 2005, Iraq is supposed to be a democratic country, but the Shia/Sunni split is a source of much tension as the nation sorts out a new form of government. Iraq also has a small Christian community, around 3% of the population. During the nearly decade-long war following the US-led invasion in 2003, many Christians fled Iraq for Lebanon, Syria, Jordan, or western countries. Geography Iraq is a desert country, but it is watered by two major rivers - the Tigris and the Euphrates. Only 12% of Iraqs land is arable. It controls a 58 km (36 miles) coast on the Persian Gulf, where the two rivers empty into the Indian Ocean. Iraq is bordered by Iran to the east, Turkey and Syria to the north, Jordan and Saudi Arabia to the west, and Kuwait to the southeast. Its highest point is Cheekah Dar, a mountain in the north of the country, at 3,611 m (11,847 feet). Its lowest point is sea level. Climate As a subtropical desert, Iraq experiences extreme seasonal variation in temperature. In parts of the country, July and August temperatures average over 48 °C (118 °F). During the rainy winter months of December through March, however, temperatures drop below freezing not infrequently. Some years, heavy mountain snow in the north produces dangerous flooding on the rivers. The lowest temperature recorded in Iraq was -14 °C (7 °F). The highest temperature was 54 °C (129 °F). Another key feature of Iraqs climate is the sharqi, a southerly wind that blows from April through early June, and again in October and November. It gusts up to 80 kilometers per hour (50 mph), causing sandstorms that can be seen from space. Economy The economy of Iraq is all about oil; black gold provides more than 90% of government revenue  and accounts for 80% of the countrys foreign exchange income. As of 2011, Iraq was producing 1.9 million barrels per day of oil, while consuming 700,000 barrels per day domestically. (Even as it exports almost 2 million barrels per day, Iraq also imports 230,000 barrels per day.) Since the start of the US-led War in Iraq in 2003, foreign aid has become a major component of Iraqs economy, as well. The US has pumped some $58 billion dollars worth of aid into the country between 2003 and 2011; other nations have pledged an additional $33 billion in reconstruction aid. Iraqs workforce is employed primarily in the service sector, although about 15 to 22% work in agriculture. The unemployment rate is around 15%, and an estimated 25% of Iraqis live below the poverty line. The Iraqi currency is the dinar. As of February 2012, $1 US is equal to 1,163 dinars. History of Iraq Part of the Fertile Crescent, Iraq was one of the early sites of complex human civilization and agricultural practice. Once called Mesopotamia, Iraq was the seat of the Sumerian and Babylonian cultures c. 4,000 - 500 BCE. During this early period, Mesopotamians invented or refined technologies such as writing and irrigation; the famous King Hammurabi (r. 1792- 1750 BCE) recorded the law in the Code of Hammurabi, and over a thousand of years later, Nebuchadnezzar II (r. 605 - 562 BCE) built the incredible Hanging Gardens of Babylon. After about 500 BCE, Iraq was ruled by a succession of Persian dynasties, such as the Achaemenids, the Parthians, the Sassanids and the Seleucids. Although local governments existed in Iraq, they were under Iranian control until the 600s CE. In 633, the year after the Prophet Muhammad died, a Muslim army under Khalid ibn Walid invaded Iraq. By 651, the soldiers of Islam had brought down the Sassanid Empire in Persia  and began to Islamicize the region that is now Iraq and Iran. Between 661 and 750, Iraq was a dominion of the Umayyad Caliphate, which ruled from Damascus (now in Syria). The Abbasid Caliphate, which ruled the Middle East and North Africa from 750 to 1258, decided to build a new capital closer to the political power hub of Persia. It built the city of Baghdad, which became a center of Islamic art and learning. In 1258, catastrophe struck the Abbasids and Iraq in the form the Mongols under Hulagu Khan, a grandson of Genghis Khan. The Mongols demanded that Baghdad surrender, but the Caliph Al-Mustasim refused. Hulagus troops laid siege to Baghdad, taking the city with at least 200,000 Iraqi dead. The Mongols also burned the Grand Library of Baghdad and its wonderful collection of documents - one of the great crimes of history. The caliph himself was executed by being rolled in a carpet and trampled by horses; this was an honorable death in Mongol culture  because none of the caliphs noble blood touched the ground. Hulagus army would meet defeat by the Egyptian Mamluk slave-army in the Battle of Ayn Jalut. In the Mongols wake, however, the Black Death carried away about a third of Iraqs population. In 1401, Timur the Lame (Tamerlane) captured Baghdad  and ordered another massacre of its people. Timurs fierce army only controlled Iraq for a few years  and was supplanted by the Ottoman Turks. The Ottoman Empire would rule Iraq from the fifteenth century through 1917  when Britain wrested the Middle East from Turkish control and the Ottoman Empire collapsed. Iraq Under Britain Under the British/French plan to divide the Middle East, the 1916 Sykes-Picot Agreement, Iraq became part of the British Mandate. On November 11, 1920, the region became a British mandate under the League of Nations, called the State of Iraq. Britain brought in a (Sunni) Hashemite king from the region of Mecca and Medina, now in Saudi Arabia, to rule over the primarily Shia Iraqis and Kurds of Iraq, sparking widespread discontent and rebellion. In 1932, Iraq gained nominal independence from Britain, although the British-appointed King Faisal still ruled the country and the British military had special rights in Iraq. The Hashemites ruled until 1958  when King Faisal II was assassinated in a coup led by Brigadier General Abd al-Karim Qasim. This signaled the beginning of a rule by a series of strongmen over Iraq, which lasted through 2003. Qasims rule survived for just five years, before being overthrown in turn by Colonel Abdul Salam Arif in February of 1963. Three years later, Arifs brother took power after the colonel died; however, he would rule Iraq for just two years before being deposed by a Baath Party-led coup in 1968. The Baathist government was led by Ahmed Hasan Al-Bakir at first, but he was slowly elbowed aside over the next decade by Saddam Hussein. Saddam Hussein formally seized power as president of Iraq in 1979. The following year, feeling threatened by rhetoric from the Ayatollah Ruhollah Khomeini, the new leader of the Islamic Republic of Iran, Saddam Hussein launched an invasion of Iran that led to the eight-year-long Iran-Iraq War. Hussein himself was a secularist, but the Baath Party was dominated by Sunnis. Khomeini hoped that Iraqs Shiite majority would rise up against Hussein in an Iranian Revolution-style movement, but that did not happen. With support from the Gulf Arab states and the United States, Saddam Hussein was able to fight the Iranians to a stalemate. He also took the opportunity to use chemical weapons against tens of thousands of Kurdish and Marsh Arab civilians within his own country, as well as against the Iranian troops, in blatant violation of international treaty norms and standards. Its economy ravaged by the Iran-Iraq War, Iraq decided to invade the small but wealthy neighboring nation of Kuwait in 1990. Saddam Hussein announced that he had annexed Kuwait; when he refused to withdraw, the United Nations Security Council voted unanimously to take military action in 1991 in order to oust the Iraqis. An international coalition led by the United States (which had been allied with Iraq just three years earlier) routed the Iraqi Army in a matter of months, but Saddam Husseins troops set fire to Kuwaiti oil wells on their way out, causing an ecological disaster along the Persian Gulf coast. This fighting would come to be known as the First Gulf War. Following the First Gulf War, the United States patrolled a no-fly zone over the Kurdish north of Iraq to protect civilians there from Saddam Husseins government; Iraqi Kurdistan began to function as a separate country, even while nominally still part of Iraq. Throughout the 1990s, the international community was concerned that Saddam Husseins government was trying to develop nuclear weapons. In 1993, the US also learned that Hussein had made a plan to assassinate President George H. W. Bush during the First Gulf War. The Iraqis allowed UN weapons inspectors into the country, but expelled them in 1998, claiming that they were CIA spies. In October of that year, US President Bill Clinton called for regime change in Iraq. After George W. Bush became president of the United States in 2000, his administration began to prepare for a war against Iraq. Bush the younger resented Saddam Husseins plans to kill Bush the elder and made the case that Iraq was developing nuclear weapons despite the rather flimsy evidence. The September 11, 2001 attacks on New York and Washington DC gave Bush the political cover he needed to launch a Second Gulf War, even though Saddam Husseins government had nothing to do with al-Qaeda or the 9/11 attacks. Iraq War The Iraq War began on March 20, 2003, when a US-led coalition invaded Iraq from Kuwait. The coalition drove the Baathist regime out of power, installing an Iraqi Interim Government in June of 2004, and organizing free elections for October of 2005. Saddam Hussein went into hiding  but was captured by US troops on December 13, 2003. In the chaos, sectarian violence broke out across the country between the Shia majority and the Sunni minority; al-Qaeda seized the opportunity to establish a presence in Iraq. Iraqs interim government tried Saddam Hussein for the killing of Iraqi Shiites in 1982  and sentenced him to death. Saddam Hussein was hanged on December 30, 2006. After a surge of troops to quell violence in 2007-2008, the US withdrew from Baghdad in June of 2009  and left Iraq completely in December of 2011.

Lighting the Way to the Future Case Study Example | Topics and Well Written Essays - 500 words

Lighting the Way to the Future - Case Study Example The model is workable for United States because according to the data, residential houses use up to 45% of energy for space heating alone (U.S. Energy Information Administration , 1). The data also shows that residential houses use 18% of energy for water heating (Boston Business, 12). Thus, if the country would use the BTP in its buildings, it would become energy-efficient. While the approach would be appropriate in the U.S, it is undesirable. Reason being, the Unites States weather is not like the one in China. Another reason is that the technology that the country uses in buildings is not similar to the one in China. Hence, to use BTP in the country would mean change in building models. The setting of Corporate Average Fuel Economy (CAFÉ) Standards has been successful. The government first created the law in 1975. The government set the limits for the improvement of usage of fuel for cars from 27.5mpg to 37.8 mpg (Crovitz, 7). What the law essentially means is that the government requires the combination of the usage of fuel by cars and trucks to an average of 34.1 mpg (35% rise) by 2016. The reason the setting of the standards is successful is because of the improvement that automakers continue to make. For instance, BMW, fuel use in 2008 was 22.5%. In 2013, it became 27.4%. Similarly, Nissan’s fuel use in 2008 was 22.7%. In 2013, it became 23.1% (Crovitz, 11). If compared to the tax that the government adds for every gasoline that a car owner purchases in a gas station, the CAFÉ standards are better than the tax. Reason being, with a growing economy, people have more disposable income than they had. Therefore, they will have a cushion for the tax t hat the government adds. It will end up having no effect in energy consumption and conservation efforts. Office of Energy Efficiency and Renewable Energy. "Building Technologies Office | Department of Energy." Office

The Role of Communication and Personality in Negotiation Research Paper

The Role of Communication and Personality in Negotiation - Research Paper Example The paper tells that one of the greatest successful negotiations in history is the Israeli Armistice Agreement in 1949 between Israel and its neighbors. After Israel had attained its independence in 1948, it was invaded by its neighbors led by Egypt. The negotiation was led by a black American known as Ralph Bunch, who had grown up under segregation for his color. At the beginning of the negotiation, neither party could even look or talk to the other. It was somewhat a miracle that the negotiation was a success in the end. Over the period of 6 months that the negotiation took place; Ralph managed to break down the conflict into manageable bits to be worked on differently in order to lessen the work. The strategy he used was starting with the easier bits as a way of building trust with the parties and then, later on, got into the hard bits. Every time the parties arrived at an agreement, Ralph would make sure that an agreement was signed just to ensure that the parties get into the ha bit of signing agreements. An example of one of the greatest failures in the history of negotiations would be the Geneva nuclear talks between Iran and the Western powers. The talk was between Iran and the so-called P5 + 1 group of world powers. The negotiations finally came to a halt when French walked out of the negotiations with the reason that they needed to get some form of control of the nuclear power. Over the past ten years, there have been a lot of negotiations between the Western powers and Iran on nuclear power. All the negotiations were never a success due to the fact that Iran always got the raw end of the deal. As much as Iran was willing to make a number of concessions, the Western powers, on the other hand, were not so lenient. The negotiation was more one-sided in terms of the concessions. Despite the unfairness, Iran was still willing to sign the deal. However, the Western powers still walked out of the negotiation with a number of excuses, which were quashed by th e Russian negotiators.

Renaissance Armor :: essays research papers

Armor Through the arms of the knight we can actually touch something of the knights who strove during the Middle Ages, men whose lives were shaped and who shaped the ideas of chivalry. I believe that armor is, at base, an important, romantic medieval craft. Like all crafts, it takes technical skill and artistic merit to create a quality piece. Other re-enactment societies provide a rich market for fledgling armoires to earn their wings; without these markets, most craftsmen would never progress beyond the occasional hobbyist level. But there is a demand, both by collectors and experienced re-enactors, for arms, armor and accouterment that transcends sporting equipment and approaches something we might call "authentic". To create a piece of armor that strikes the balance between form and function and stay within medieval design elements is difficult. The vast majority of armor now made by 'reproduction' armoires is, unfortunately, sporting equipment. Some armoires do grow, however. In order to grow, they must learn the elements of style that define the periods in which they wish to work, perfecting their hammer and their eye simultaneously. The hammer is by far and away the easier thing to learn. But with perseverance and the willingness to look critically at personal projects, the armoire can refine his eye. The best way to do this is to make exact reproductions, graduating to the next level, the creation of a new piece within a period style. To qualify, all elements of the piece must adhere to this style. Beyond the craft is the art of armoring. Most armor now made is equipment; some is crafted well, and a small percentage transcends the craft reality to become art. Art must, to my mind, communicate clearly to an audience. The greater the art, the more universal the message. For the armoire, to strive for art is to connect the mechanical defense with the spirit of chivalry. To reach this spirit, I believe the armoire must fight; they must use the armor and participate and understand the mechanisms that motivate combatants on the field. They must strive to understand the ideals if they are to add that 'spark' that separates art from fine craft. Thornbird Arms was the company started in 1984 to expand abilities with the hammer and to try to extend the opportunity to others. Most of them were crude by my current knowledge, but we strove in a heartfelt way to improve the quality of equipment available to re-enactors so that they could, in turn, bring a more authentic feel to the tournament field.

Effective Leadership in Nursing Health Care

A transactional leader is that who has only management and positional authority over others. He’s positional wise superior to the employees and all other working under him. There are no necessary skills needed to lead people. He’s in charge of their salaries and other finances.Transformational leadership involves motivating and encouraging employees to do their best in their performance. Employees must maximize their potential. The leaders strive to transform the organization structure for higher morals and high goals. Transactional leader (positional leadership) has simply managerial and administrative tasks, a positional authority. A transformational leader (influential) gets associated with his employees, and motivates them to transform and give better output, possessing specific leadership skills.Effective leadership is an important part of an organization and facilitates for advancing their goals. His leadership qualities let him to transform the organizational cul ture, politics and structure to a new form in order to complete future goals and become competitive advanced organization.The Components of LeadershipAn effective leadership will set a vision for an organization for some future goalsIt will mobilize and motivate others to perform best course of actions to achieve those goalsIt involves effective communication with employees to clearly show them vision of an organization and to influence them to work for the desired goalsA charismatic personality that becomes an ideal for othersChallenges to leadership development in nursing healthcareEffective nursing leadership in healthcare is mandatory for health care reform, patient care, health promotion and development of policies. It involves broad range of capabilities, activities and goals for the development this leadership in healthcare sector.Effective communication has always been important in nurse-patient and nurse-physician relationship. Nurses are always in a situation dealing with patients and their emotions, where illness has already made patients upset. In spite of their deteriorating health, patients need hope and encouragement for every minute they are breathing and for every day of the life they are living.As James Forrest Calland, MD, of University of Virginia stresses on the role of team communication in the operating room (Calland, 2001). He pointed to the fact that surgical errors are more common than medication errors. In operating room only trained staff with learned communication skills must be employed because surgeon alone is not responsible for the successful surgery, the role of nurses in maintaining the environment is important, where non-verbal communication sometimes compounds the problem.In critical care, team work has always been found to be productive. Hence, it is important for nurses and other staff to adapt to the environment and they must be trained with other staff in every discipline. Different educational programs for developing c ommunication skills and to work collaboratively must be developed.Impact of Different Leadership Traits And Styles In Today’s Health Care OrganizationDifferent models of change have been proposed. Methods and approaches used for change can be adopted in healthcare as well. The empirical-rational model is based on the fact that â€Å"individuals are rational and will follow their rational self-esteem. A good change will be adopted by only those who have good intentions.† This method stresses on fixing the part, that is the communication itself and making new ways for developing communication skills to bring the change. However, this method does not seem to be suitable for healthcare arena.The power-coercive method of change would also not be suitable for change in communication in healthcare as it uses power or force to make change. In this method individuals are forced to adopt change. In this method the rules and regulations will be imposed on the staff, â€Å"thatâ €™s how they have to communicate and behave† to make a change in the healthcare environment. However, this method has brought very few changes as seen from the history and is very less productive.The most appropriate and long last change can be brought through normative-re-educative approach. Everything that is accepted does not come passively but individual struggles to get it. Changes are brought through actions of people who are in charge of it by improving their thinking at personal level. The individuals who are in charge of it are educated, trained, and guided. In addition, individuals adopt change by understanding and re-educating themselves.In this method the work is done collaboratively with clients, agents and other team workers to bring a change. As discussed earlier that in healthcare collaborative work is much more important than individual efforts. Though, physicians are directly involved in patients’ diagnosis, prognosis and treatment, the environment in healthcare is maintained by nurses. Nurses are usually in charge of patients’ care and are in direct touch and contact with patients.Physicians has stressed that â€Å"clear communication with patients is important for establishing trust in them† (Slovik, 2001) also not making them disappointed about their health but still sticking to the real and factual information.Most physicians regard many surgical and medical errors due to lack of effective communication, as stated by Richard I. Cook, MD, of the University of Chicago, â€Å"There is a tendency to be very narrowly focused on communication. There is actually a dense web of communications among nurses, residents, pharmacists, surgeons and other members of the health care team.† (Cook, 2001)Communication is largely affected by other factors at workplace including stress, tension and fatigue. When nurses and physicians fail to collaborate there is an often report of an erroneous event. Many errors in health care reporting can simply be avoided through effective collaboration â€Å"where sharing of information and cross-checking accuracy is important.† Speaks Marta L. Render, MD, of the VA Midwest Patient Safety.Stressing the key points in effective communication, she states â€Å"honesty, openness, consistency and respect are keys to effective communication.† (Render, 2001) It is â€Å"a bridging activity† (Render, 2001) among various co-workers and staff. â€Å"Managing change is critical for a safe health care system. So is managing competing interests and conflicting goals.† (Render, 2001)ReferencesCalland, J. F. (2001) Addressing errors in the operating room. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/congress_archive/2001/summary.htmlCook, R.I. (2001) Plenary Session I: Communicating in the Midst of Complexity. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/congress_archive/2001/summary.htmlRender, M.L. (2001) Speaker at Plenary Session I: Communicating in the Midst of Complexity. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/congress_archive/2001/summary.htmlSlovik, P. (2001) Emotion, Reason and Risk Lessons for Risk Communication from Cognitive Science. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/congre ss_archive/2001/summary.htmlNursing leadership development in Canada. Retrieved from http://www.cna-nurses.ca/CNA/documents/pdf/publications/Nursing_Leadership_Development_Canada_e.pdfKutz, M.R. Necessity of Leadership Development in Allied Health Education Programs Retrieved http://ijahsp.nova.edu/articles/Vol2num2/Kutz_Leadership.htm Effective Leadership in Nursing Health Care A transactional leader is that who has only management and positional authority over others. He’s positional wise superior to the employees and all other working under him. There are no necessary skills needed to lead people. He’s in charge of their salaries and other finances.Transformational leadership involves motivating and encouraging employees to do their best in their performance. Employees must maximize their potential. The leaders strive to transform the organization structure for higher morals and high goals. Transactional leader (positional leadership) has simply managerial and administrative tasks, a positional authority. A transformational leader (influential) gets associated with his employees, and motivates them to transform and give better output, possessing specific leadership skills.Effective leadership is an important part of an organization and facilitates for advancing their goals. His leadership qualities let him to transform the organizational cul ture, politics and structure to a new form in order to complete future goals and become competitive advanced organization. The Components of LeadershipAn effective leadership will set a vision for an organization for some future goalsIt will mobilize and motivate others to perform best course of actions to achieve those goalsIt involves effective communication with employees to clearly show them vision of an organization and to influence them to work for the desired goalsA charismatic personality that becomes an ideal for othersChallenges to leadership development in nursing healthcareEffective nursing leadership in healthcare is mandatory for health care reform, patient care, health promotion and development of policies. It involves broad range of capabilities, activities and goals for the development this leadership in healthcare sector.Effective communication has always been important in nurse-patient and nurse-physician relationship. Nurses are always in a situation dealing with patients and their emotions, where illness has already made patients upset. In spite of their deteriorating health, patients need hope and encouragement for every minute they are breathing and for every day of the life they are living.As James Forrest Calland, MD, of University of Virginia stresses on the role of team communication in the operating room (Calland, 2001). He pointed to the fact that surgical errors are more common than medication errors. In operating room only trained staff with learned communication skills must be employed because surgeon alone is not responsible for the successful surgery, the role of nurses in maintaining the environment is important, where non-verbal communication sometimes compounds the problem. In critical care, team work has always been found to be productive. Hence, it is important for nurses and other staff to adapt to the environment and they must be trained with other staff in every discipline. Different educational programs for developing communication skills and to work collaboratively must be developed.Impact of Different Leadership Traits And Styles In Today’s Health Care OrganizationDifferent models of change have been proposed. Methods and approaches used for change can be adopted in healthcare as well. The empirical-rational model is based on the fact that â€Å"individuals are rational and will follow their rational self-esteem. A good change will be adopted by only those who have good intentions.† This method stresses on fixing the part, that is the communication itself and making new ways for developing communication skills to bring the change. However, this method does not seem to be suitable for healthcare arena. The power-coercive method of change would also not be suitable for change in communication in healthcare as it uses power or force to make change. In this method individuals are forced to adopt change.In this method the rules and regulations will be imposed on the staff, â€Å"that ’s how they have to communicate and behave† to make a change in the healthcare environment. However, this method has brought very few changes as seen from the history and is very less productive.The most appropriate and long last change can be brought through normative-re-educative approach. Everything that is accepted does not come passively but individual struggles to get it. Changes are brought through actions of people who are in charge of it by improving their thinking at personal level. The individuals who are in charge of it are educated, trained, and guided. In addition, individuals adopt change by understanding and re-educating themselves. In this method the work is done collaboratively with clients, agents and other team workers to bring a change. As discussed earlier that in healthcare collaborative work is much more important than individual efforts. Though, physicians are directly involved in patients’ diagnosis, prognosis and treatment, the environm ent in healthcare is maintained by nurses. Nurses are usually in charge of patients’ care and are in direct touch and contact with patients.Physicians has stressed that â€Å"clear communication with patients is important for establishing trust in them† (Slovik, 2001) also not making them disappointed about their health but still sticking to the real and factual information.Most physicians regard many surgical and medical errors due to lack of effective communication, as stated by Richard I. Cook, MD, of the University of Chicago, â€Å"There is a tendency to be very narrowly focused on communication. There is actually a dense web of communications among nurses, residents, pharmacists, surgeons and other members of the health care team.† (Cook, 2001)Communication is largely affected by other factors at workplace including stress, tension and fatigue. When nurses and physicians fail to collaborate there is an often report of an erroneous event. Many errors in hea lthcare reporting can simply be avoided through effective collaboration â€Å"where sharing of information and cross-checking accuracy is important.† Speaks Marta L. Render, MD, of the VA Midwest Patient Safety. Stressing the key points in effective communication, she states â€Å"honesty, openness, consistency and respect are keys to effective communication.† (Render, 2001) It is â€Å"a bridging activity† (Render, 2001) among various co-workers and staff. â€Å"Managing change is critical for a safe health care system. So is managing competing interests and conflicting goals.† (Render, 2001)ReferencesCalland, J. F. (2001) Addressing errors in the operating room. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/congress_archive/2001/summary.htmlCook, R.I. (2001) Plenary Sessio n I: Communicating in the Midst of Complexity. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/congress_archive/2001/summary.htmlRender, M.L. (2001) Speaker at Plenary Session I: Communicating in the Midst of Complexity. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/congress_archive/2001/summary.htmlSlovik, P. (2001) Emotion, Reason and Risk Lessons for Risk Communication from Cognitive Science. Let’s Talk: Communicating Risk and Safety in Healthcare, 2001. The 3rd Annenberg Conference on Patient’s Safety. The Summary of Conference Proceedings. St. Paul MN. Retrieved from World Wide Web: http://www.npsf.org/co ngress_archive/2001/summary.htmlNursing leadership development in Canada. Retrieved from http://www.cna-nurses.ca/CNA/documents/pdf/publications/Nursing_Leadership_Development_Canada_e.pdfKutz, M.R. Necessity of Leadership Development in Allied Health Education Programs Retrieved http://ijahsp.nova.edu/articles/Vol2num2/Kutz_Leadership.htm