Violence Towards Mental Health Workers Research Paper

Violence Towards Mental Health Workers - Research Paper Example This paper underlines the need of identification of effective approaches to worker assault in the clinical workplace, particularly the necessary responses, programs and interventions that can reduce or prevent both patient violence and its adverse effects on mental health workers. Violence towards staff members who work as mental health professionals has received considerable attention over the years. Assaults against mental health workers caused by their psychiatric patients are a great concern as its outcomes have adverse outcomes on the victim. While some professionals assert that violence is inherent in their occupation as mental health workers and that they possess the skill and knowledge necessary to cope with such violence. In spite of such beliefs, mental health workers may suffer a number of physical and psychological effects brought about by their violent patients. As the current study aims to examine the causes and effects of patient- and workplace-related factors on viole nce that is evident in the workplace, it will employ a quantitative approach to research with which surveys will be used in obtaining primary data. The main goal of the study is to examine how certain aspects related to the patient and to the environment can influence violent behavior in the workplace, particularly in psychiatric wards or hospitals where patients can demonstrate violence towards mental health care workers. Surveys will be administered to the health care professionals and their patients.... What are the effects of age, gender, and static and dynamic risk factors on the violent behavior of patients towards health care professionals in mental health care settings? 2. What are the physical and psychological effects of violence caused by mental health patients on health care professionals in the workplace? 3. What are the strategies used in effectively managing violent situations and avoiding similar occurrences in the future? Project Rationale As the current study aims to examine the causes and effects of patient- and workplace-related factors on violence that is evident in the workplace, it will employ a quantitative approach to research with which surveys will be used in obtaining primary data. The main goal of the study is to examine how certain aspects related to the patient and to the environment can influence violent behavior in the workplace, particularly in psychiatric wards or hospitals where patients can demonstrate violence towards mental health care workers. Su rveys will be administered to both the health care professionals and their patients. The collection of secondary data will help provide a clear foundation that will enable the researcher to gain a comprehensive view of the content and other related factors to be examined. Moreover, as primary data will be collected through surveys, these will be interpreted through statistical analysis that may further increase the reliability of the findings. Through these, suitable conclusions and recommendations can be established. Significance of the Study In numerous high-risk areas, including inpatient psychiatric units and emergency departments, it is highly expected for violent behavior to be demonstrated by patients. Mostly, direct caregivers experience the assaults, although all

Federal government of the United States Essay Example for Free

Federal government of the United States Essay  © 2010 Carnegie Endowment for International Peace. All rights reserved. The Carnegie Endowment does not take institutional positions on public policy issues; the views represented here are the author’s own and do not necessarily reflect the views of the Endowment, its staff, or its trustees. No part of this publication may be reproduced or transmitted in any form or by any means without permission in writing from the Carnegie Endowment. Please direct inquiries to: About the Author Nathaniel Ahrens is a visiting scholar in the Carnegie Energy and Climate Program, where his research focuses on climate, energy, and sustainable development issues in China. He is the president of Golden Road Ventures Ltd., a business development and strategic advisory firm that provides expertise and support for critical projects in China, including sustainable development, government procurement, agriculture, and media. Previously, Ahrens was senior product manager and director of international sales for Intrinsic Technology, a Shanghai-based telecommunications software provider. He also founded Shanghai Pack Ltd., a luxury-brand packaging company based in Shanghai and Paris. Ahrens is a member of the National Committee on U.S.–China Relations, the Asia Society, and serves as an honorary ambassador for the State of Maine. Indigenous innovation1 has become the greatest immediate source of economic friction between the United States and China. This trend is not unique to these two countries; policy makers globally are actively trying to stimulate domestic innovation. The burgeoning markets for biotech and environmentrelated products and services and, potentially even more important, countries’ efforts to emerge from the global economic slowdown all reinforce this trend. Mindful of this global scene, China has made indigenous innovation one of the core elements of its attempt to make a structural shift up the industrial value chain. Recently, however, indigenous innovation has been tarred with a protectionist brush. In both China and the United States, there have been increasing calls for buy-local stipulations and the erection of tariffs and non-tariff barriers to trade. In China, these measures primarily take the shape of government â€Å"local content† mandates and through the preferential treatment given to products officially classified as â€Å"national indigenous innovation products† (NIIP) in the government procurement process. In the United States, they have taken the form of buy-local provisions and efforts to shut out foreign companies. The conflict has been escalating dangerously. In the run-up to the recent Strategic and Economic Dialogue, the U.S. business community ranked indigenous innovation in China as its number one policy concern, above even the currency issue. As of this writing, the key points of contention remain unresolved. Yet despite the loud cries of protest against it, the global trend toward â€Å"homegrown† innovation is a healthy, positive development. Without innovation, countries cannot continually raise wages and living standards.2 Government procurement should play an important role in stimulating innovation, but maintaining open markets and international linkages is critical. But instead of following its current approach of short-term product substitution and picking winners by protecting them from competition, China should focus on proven, market-friendly ways of stimulating innovation. Government procurement’s primary roles should be market signaling, de-risking RD, bridging the finance gap, and stimulating demand. The United States would also benefit by refocusing its government procurement policies along the lines indicated in the key findings of this paper, especially concentrating on facilitating more open markets and elevating the importance of sustainable procurement. The following set of specific recommendations for China will stimulate innovation through open markets and the effective use of government procurement

Impact of VoIP on the Future of Telephony

Impact of VoIP on the Future of Telephony With the dawning of a new age of pervasive computing, there is a greater requirement for the exchange of data to be made possible between computing assets that are connected to a network. Interactions require an exchange of various multimedia formats as well as the provision of enhanced services including instant messaging and presence management. There is, therefore, a need for a converged network that is capable of carrying both voice and multimedia in digitised form. Single network that is capable of carrying both voice and multimedia is preferable to having more than one networks because such a network is vastly more economical. Packet networks that use the internet protocol have emerged as a solution for this requirement. These networks are capable of carrying all forms of data as well as voice over the internet protocol in real time. The networks use the internet protocol to provide a universal connectivity that was not previously possible. Despite the earlier problems involving latency, quality of service and reliability in the establishment of connections, VoIP or Voiceover the Internet Protocol has come to be accepted as a matured technology. The proliferation of this technology is steadily increasing because of the economic considerations associated with its use as well as the futuristic services that are capable of being provided on I networks. It has been estimated that by the year 2015, VoIP will have captured about 50% of the global market share for telephony. VoIP has, therefore, proven to be a killer application for switched telephone networks and its advent has unleashed an unprecedented level of competition at all levels in the telecommunications industry. This dissertation takes a look at the impact of the VoIP technology on the future of telephony. 1.1 Introduction Switched telephony networks have been responsible for carrying most of the world’s voice communications over the past decades, but with the advent of the relatively new communication technologies, there is likely to be a change towards a greater use of the telecommunications networks that carry voice as well as other information. The switched telephone networks and equipment were designed as fixed communications channels for bi-directional speech. In the old public switched network, a call that is initiated by a user establishes a connection between two users and once the connection has been established, no one else could use the connection. Terminating the call frees the line for other users who can then initiate another call. With the evolution of computers, modems were used to modulate data streams over the voice telephony channels and over time, better modulation schemes were developed that resulted in higher data transmission rates. Developments in computing and multimedia have created a demand for new kinds of services and the telecommunications infrastructure that is in use is expected to satisfy this demand. The development of internet and computer data networks along with the evolution of the Internet Protocol or the IP meant that it is now possible to send packets of data over the network. Voice can now be digitized after the speech signal is acquired from a microphone, encapsulated into packets and sent over the networks using the internet protocol. On the receiving side, these packets are de-encapsulated, processed and played over the speaker to present the information to the listener. This method of transporting voice over the internet protocols called the voice over internet protocol or VoIP. It is also possible to send video and data from other shared applications to destinations using the internet protocol. A codec is used to encode and decode speech, audio and video over the IP network and there is no need to reserve a connection between parties to the call. Signalling is, however, required to create and manage calls. Personal mobility, desire to communicate and availability can make the task of the required network signalling a complex one. There are several standards which have been developed for signalling over the new IP networks. The Session Initiation Protocol or the SIP which was developed by the Internet Engineering Task Force or the IETF manages the creation of a call as distinct from the ringers and switches in a switched network. For a more generalised exchange of data including video conferencing over the IP, the H.323 standard has been developed by the International Telecommunication Union, ITU for the management of network connections and the associated tasks of bandwidth allocation etc. There has been growing acceptance of VoIP all over the world and a growing number of users including businesses, especially call centres, as well as network service providers have started to use this technology. A lower cost forth user is associated with the use of VoIP and this is the major factor in presenting a business case for the use of VoIP, along with the ability to send multimedia over a telecommunications link. IP makes more efficient use of the bandwidth that is available and inflated cross border tariffs are avoided. Tariffs and regulations associated with VoIP telephony are, however, in a flux and it is difficult to predict how VoIP will be affected as a result of a possible implementation of new internet access charges. Adding a new media type on IP requires no change to the network infrastructure and the initiation of multiparty calls is only slightly different from a two-party call. IP also makes it possible to develop novel telecommunication devices and it is now possible for the world to progress beyond the simple voice telephone to the IP’s more exciting applications. It is possible to use the public telephone network PSTN /IP Gateway Interoperability standard to feed IP encoded voice messages over the telephone network. This protocol coupled with the Resource Reservation Protocol, RSVP, makes it possible for an application to have a certain amount of bandwidth allocated with a maximum delay which assists in the implementation of a VoIP connection. Developments in new multimedia technologies has meant that there are two types of telecommunications networks which are in existence today, the old switched PSTN network with its reliability and quality along with the new packet based networks with cost efficiencies and an ability to provide the new types of services. Although VoIP technology is developing and gaining a much wider acceptance, it is has not been without its problems. Because it is not possible to guarantee the arrival time of the data packets which have been sent over a packet network, there were problems with the voice quality when using VoIP. These problems could, however, be solved by using private networks and more internet bandwidth. Although VoIP does not use a large chunk of the internet bandwidth that is available, other applications that are running may result in a deterioration of the voice quality. Hence, it was important to carefully consider how the internet connection was to be utilized and what bandwidth was required to be purchased. The security of VoIP communications was also considered to be a problem and it was thought that there was a need to compress voice and enhance security by using commercially available encryption products. The added latency or delay in voice communications was, however, considered to be unacceptable. The best and the latest encryption devices are restricted items and their export is prohibited under United States Export regulations. There were, therefore, problems associated with implementing VoIP using either hardware or software and better quality of service or Qi’s was only possible with dedicated hardware. Although VoIP can hide costs associated with communications from the consumers, these costs could be returned in the form of service fees. There was a need for call service capability to be brought to packet switching and the Qi’s had to be controlled to fall within acceptable limits. One of the important challenges of VoIP waste construct a converged VoIP and PSTN network that will permit VoIP and PSTN connectivity, with calls originating from one network and terminating into the other network. The SIP protocol which establishes the call in VoIP uses multiple messages with multiple parameters to initiate a call session and this protocol could fail because messages were not transmitted in the proper order with proper parameters and configuration. A miss-configured user proxy address for the user can result in host unreachable messages being presented to the client. The Internet Control Message Protocol and the INVITE messages which are a part of the SIP protocol could be dropped when attempting to conduct a session using VoIP due to traffic, resulting in there being no connection to the remote system. SIP did not work well when tried from behind firewalls. Hence, with VoIP, call traffic becomes data traffic and this traffic is exposed to threats related to confidentiality, availability and integrity. Hence, care needed to be taken when implementing VoIP in organisations, to provide for good design to prevent cost overruns, misalignment with strategic objectives and inadequate benefit realisation. IP networks must be able to meet strict performance criteria and perform for real time traffic. Packets travelling on a network will pass through a heterogeneous network with varying quality of service and bandwidth, but a reasonably good end-to-end quality of service is expected for voice communications. Signalling or the passing of messages for correct call setup, progress and termination is also important on the network. Hence, the implementation of VoIP was associated with the solution of important technical problems. Despite the above problems that have been improved upon, VoIP today can match the features that were available in the legacy PBX systems and infect provide an enhanced set of features. The Internet today is an essential business tool and Internet connections are considered to be essential fixtures for any business premises. VoIP telephony systems have been designed to utilise the advantages of IP telephony in order to present a flexible communications infrastructure which businesses can use in order to simplify the business process and enhance productivity. Many manufacturers of legacy telephony products have also accepted that IP telephony is the future and that the technology provides better communications equipment with enhanced features. VoIP has been showing a far greater level of proliferation in business organisations than ever before. Market reports have indicated that there is an increasing trend towards the full deployment of VoIP rather than its mere implementation. Because there is an increased level of satisfaction and familiarity with VoIP technology, converged networks that blend VoIP and other technologies are considered to be more strategic in nature rather than the traditional voice and data networks. Security at the network infrastructure level is considered tube more important than voice security, with the level of satisfaction associated with the technology remaining about the same. The new networks, which have new equipment that is in demand in the market includes IP PBXs or IP enabled traditional PBXs, Voice Enabled Routers,IP Phones, IP Centrex’s and Soft Phones etc. The new technology has changed the network components and the nature of the equipment that has been associated with telephony. IP PBXs indicated a 15% growth rate while IP Centrex indicated a 54% growth rate in usage from previous years according to market reports. A Centrex is essentially a scaled down PBX with features that are supported by the service provider. Adoption of IP telephony presents advantages related to an enhanced and converged business process as well as advantages related to costs of adoption or changes. It is easier to deploy new integrated applications which may benefit the enterprise. Costs of calls within an organisation, between different sites are substantially reduced and enhanced features become available. Other advantages that result from the adoption of IP telephony include reduced staff costs, lowered costs associated with wiring, lower international call charges as well as reduced costs associated with the upgrading and maintenance of telephony equipment, including the PBX. Because VoIP is a more complex and sophisticated technology as compared to the legacy telephony networks, instrumentation systems that are required for troubleshooting and managing VoIP have been cited as a barrier to its implementation. It has also been claimed that there is a shortage of trained people forth design and maintenance of VoIP networks. Because VoIP networks are so very different from the legacy telephone networks, substantial investments can be required to implement large projects, even though financial instruments are available to sustain a growth in the adoption of VoIP. Sophisticated upgrade of the legacy networks involving the purchase of new network equipment, servers, IP phones, management software and diagnostic tools may be involved to acquire a network with acceptable levels of latency, jitter and the number of lost packets. VoIP Architecture An obvious question that arises with regard to VoIP telephony is how it’s different from the legacy telephone networks? In the legacy telephony networks, voice communications had been handled by the proprietary PBX platforms providing circuit connection and circuit switched calling features such as call transfer and hold along with voice applications such as call accounting, voice mail and automated call distribution. The PBX ensured that savings were made by avoiding having to provide a line to each telephony user for connection to the organisation’s central office. The PBX acted like a small central office with switching being made possible to users as required over a number of shared external telephone lines. The number of external telephone lines that were needed depended on the number of users that had to be connected to the PBX and the expected telephone traffic into the connection in elands. The PBX which could be considered to have the telephony switching intelligence was connected to the dumb telephone terminals or the telephones which merely passed digital keystrokes to the PBX for switching and voice application related decisions to be made. PBX systems in switched telephony can be networked together, but such efforts are likely to be expensive. It was most likely that key telephone systems could not network with other key telephone systems and peripheral devices such as a Centrex could not interconnect with a PBX or another system. Hence, the legacy telephone systems were plagued with connectivity problems along with being expensive. The IP telephone system changed all this by adopting the router instead of the PBX as the distributor of traffic on the all data packet network. The routers connect not just one network together, but hundreds of thousands of networks, with the essential function of arouser being the diversion of packet data traffic to the appropriate devices on the network, with the correct IP addresses. Hence, while thebe in the legacy system used to divert voice traffic to telephone numbers, the router diverts data packets of various kinds including voice, multimedia or video etc. to the data network equivalent of telephone number or an IP address. Interconnection problems are minimised because there is a standard IP protocol which is used to transport packets over the IP network and all IP protocol compatible devices may be interfaced with each other. The IP protocol is able to connect equipment manufactured by many different vendors over different types of media such as the twisted pair, coaxial or other data links such as the Ethernet or Token Ring and even the wireless connections. The packets are transported in a reliable manner with the IP protocol running on devices ranging from PCs to mainframes. IP is everywhere and it carries packet traffic faithfully from anyone sending this traffic to anyone who is required to receive it. There is, therefore, a global standard that is understood anywhere in the world and unprecedented connectivity is made possible for all kinds of devices. Amongst the other advantages of VoIP include provision of directory services over the telephone by which it is possible for ordinary telephones to be enhanced in order to act as internet access devices, availability offender office trunks for inter office communications, ability to access the office from a remote area such as the home and the ability to interact with the large number of customers who may want to make enquiries after having visited the corporate web site through IP based call centres. Fax over IP is also made available through the VoIP connection and it is possible to send fax data that has been converted into packets over long distances without having to deal with problems related to analogue signal quality and machine compatibility. In the present scheme of things, the Integrated Services Digital Network or the ISDN represents the all-digital network that uses single wire to carry both voice and digital network services. ISDN tools an improvement on the old switched telecommunications network and this network too has been improved upon over the years to include new features. The ISDN uses the existing switched network with digital signalling and media transmission being used, which makes it possible for the subscriber to access a number of services through a single access point. A number of different ISDN connections are available, but the most widely and commonly used connection is the basic rate interface or the BRI which consists of two 64 kbps media channels and single signalling or â€Å"delta† channel. Signalling channels are used to establish calls and perform call related signalling which permits theist network to be connected to networks with standard SS signalling. ISDN is the subject of an International Telecommunications Union or ITU specification, the ITU-T recommendation which results in standardisation. However, this network is not as versatile as the packet switched network that has an all-digital approach with no analogue signalling whatsoever and which also has universal connectivity. Switched – circuit networks rely on a fixed routing over the network to establish a connection. However, VoIP networks do not need to follow a fixed routing path and there is an adaptive routing algorithm that is employed to establish the best possible route under varying conditions of traffic. There is, therefore, a decentralized environment and the network is flexible enough to accept the deployment of new applications. Intelligence is important and this can be stored anywhere on the new IP networks. VoIP does not provide a guaranteed quality of service or Qi’s when compared to the PSTN. However, PSTN uses expensive components and resources, whereas VoIP is able to provide connectivity at a reduced cost. It is the VoIP gateway which is responsible for connecting or interfacing the IP network to the rest of the telephony network. Forth gateway, converting the media signal to the required format is only matter of transforming an input signal to an output signal. However, signalling and control translation requires conversion of semantics as well as syntax and there is a requirement for conveying the meaning of signals and control information from one network to the other. Hence, the evolution of VoIP telephony has made it necessary to provide an interface between various telecommunications networks and newer VoIP networks are connected to the older networks by means of interfacing equipment such as the gateways. It can, therefore, be concluded that the emergence of IP telephony and VoIP have significantly changed telephony and it is very likely that the enhanced pace of VoIP adoption that has been witnessed in the business sector will continue to accelerate because of the convenience and cost savings that are offered by the relatively new technology. It’s, therefore, worth investigating how VoIP technology will evolve and how this technology will change the future of telephony. The growth of VoIP has been phenomenal and Gartner estimates that the sale of consumer products for VoIP will grow by more than 40% in the United States in the year 2007. The advantages, disadvantages and the impact of VoIP on telephony are discussed below. 2.1 Products, Services and Issues Related to VoIP In this section, it will be appropriate to discuss how VoIP technology has changed networks and network components and also how telephony services that are available have evolved as a result of the availability of VoIP technology. Products that use the VoIP technology are also discussed. Network devices have evolved and changed as a result of the development of VoIP technology. The telephony switches, ringers and colour coded cables are likely to be replaced by the data network components. The heart of a VoIP phone system is the call processing server which is also known as the IP PBX into which all VoIP control connections are terminated. Call processing servers do not handle the actual VoIP payload, however, conferencing functionality, routing of voice traffic to another call processing server and music on hold features are provided by the call processing servers. The VoIP payload traffic flows in a peer-to-peer fashion from one VoIP terminal to every VoIP terminal. VoIP control traffic, however, flows in a client –server model with VoIP terminals being the clients that communicate with the call processing servers. Call processing servers are usually software based but they may also be implemented as a dedicated appliance or be a part of a router platform and there may be a single server, a cluster of servers or a server farm. This server caters forth signalling mechanism that is required for a VoIP call establishment. Gateways are devices which act as the link between telephone signals and the IP endpoint. The functions that are performed by gateways include the search function, connection function, digitizing function and the demodulation function. The gateway contains directory of the telephone numbers which have an associated Padres and a search is performed by the gateway to convert a dialled telephone number into an IP address upon a call being received to establish a connection. A connection is established between the calling party and a destination gateway through an exchange of information that is related to call setup, option negotiation, compatibility as well as a security handshake. The gatekeeper also digitizes any analogue signals that are received from the incoming trunk into a form that is useful for the gateway. The incoming analogue signals are usually digitized into a 64 Kbps data stream which is pulse code modulated orca. The gateway is, therefore, required to be able to interface to a number of telephone signalling conventions so that the VoIP network can be interfaced to another network when required. Sophisticated gateways can accept both voice and fax signals and the fax signal is usually demodulated into a 2.4 – 14.4 Kbps digital format that is transmitted in the form of IP packets on the VoIP or IP network. A remote gateway-modulates any fax related data into the fax format and this is relayed to the remote fax machine. Gateways on the IP network are connected to gatekeepers, which are LAN endpoints and these gatekeepers perform a discovery on being switched on to find out what IP addresses are connected to the LAN. This discovery information is then passed onto the gateway and the gatekeeper synchronises with the gateways to exchange data traffic if required. A collection of a gatekeeper and its registered endpoints are called a zone. A gatekeeper performs the function of bandwidth management upon receiving a request for bandwidth allocation, translates alias addresses into transport addresses and performs the admission control function to the LAN, based on admission requests and confirms or rejects messages including ARQ / ARC and Arà ªte. The gatekeeper, therefore, acts as a zone manager by performing variety of functions for its zone and the associated gateways as well as other devices in the zone. IP telephones have replaced the conventional telephony sets and the IP phones provide enhanced services suited to VoIP, while retaining the features that were available with the conventional instruments in order to keep the users who were used to the conventional phones comfortable. Soft phones are software packages that may be installed on a PC and the user may use the Platform with an attached microphone for communications on the VoIP channel. The VoIP network may be classified as a logical switch that Isa packet network and it is different from the circuit– switched infrastructure of the legacy networks. Voice and data traffic have to be treated differently and if both types of traffic is to flow on the same network, then there has to be a capability for prioritisation. VoIP networks, unlike the circuit switched networks, can be considered in terms of statistical availability in which priority is given to packets of a specific application with a certain class of service or Qi’s. VoIP traffic is, therefore, given priority over other traffic flowing on the networks in order to ensure that the real time applications related to speech communications are met. Regardless of what type of equipment is being used to receive VoIP packets, there can be a substantial packet loss over the network and this can degrade the quality of speech that is played out on the speaker. To improve the situation a â€Å"jitter buffer† is employed. This jitter buffer is a stack area in memory in which packets are stored prior to being played on the phone’s speaker. The jitter buffer adds to the overall delay that is involved in the VoIP speech transport but it’s necessary to allow for lost packets and to implement error correction schemes. Forward error correction schemes or FEC schemes are employed to check for corrupted packets. In the intra-packet error correction scheme, additional bits of data are added to the packet in order to make it possible for the receiving end to determine if packet has become corrupted. Uncorrupted packets are played out while corrupted packets are rejected. Another scheme that is utilised to cater for packet loss is the extra packet FEC in which additional information is added to each of the packets which makes it possible forth receiving end to extrapolate voice if a packet is lost or becomes corrupted. Hence, unlike the analogue telephony equipment in which only filtering and amplification of the received analogue signals was performed, there is a substantial amount of digital signal processing using microprocessors that is conducted in the VoIP packet based equipment. The error correction and detecting codes can be quite powerful, depending on the computing power that is available and hence the quality of the received voice can be improved. Delay is, however, introduced due to the digital processing of the packets and this can become an annoyance. For delays in excess of 600 Ms, voice communications is impossible while delays of 250 Ms disturb the communication considerably. Delays of 100 Ms do not show up as delays in the conversation and hence there is an upper limit that has to be observed when processing the packets on the VoIP networks. High voice quality on the VoIP channel is bandwidth intensive and atoll telephone quality voice connection can require 64 Kbps data streamer call. However, it is not possible to conduct a call of this quality on the VoIP networks because of the bandwidth limitations. Speech compression is, therefore, used using different compression ended-compression codec’s in order to bring the required data rates to what can be sustained on the VoIP networks. Using codec techniques such as the G. 729 and silence suppression in which the areas of speech in which nothing is said are not converted into packets reduce the bandwidth substantially to about 5 – 6 Kbps for a voice conversation tube possible on the VoIP channel. This is a remarkable achievement of digital signal processing considering that the overheads that are required by the routers on the network can run into about 7 Kbps. Silence suppression techniques can make the listener uncomfortable and to add to the natural flow of conversation, the ambient noise is periodically sampled and regenerated at the receiving end in between the pauses in the active speech so that the listener can feel more comfortable. All the digital signal processing, handshaking and coordination that is going on behind the scenes is transparent to the user of the VoIP channel and the user should be able to use the VoIP instrument naturally as a phone was used. The management interface forth equipment that is in use is able to deal with telephony protocols, dialling plans, compression algorithms, access controls, PSTN fullback features, port interactions and management of the configuration for the instrument that is being used on the VoIP channel. Telephone numbers and IP address need to be handled transparently to the user and personal computers making voice calls will require telephone numbers to make the calls possible. The packets that are sent over the VoIP network are encoded for the UDP/IP protocol instead of the TCP/I protocol so that retransmission of packets is not possible. TCP/IP is, however, a better choice for fax messages so that if packets are lost while attempting to transmit a page, the fax can be terminated. Retransmission of packets is hidden from the fax machine if TCP/I encoding is used for fax messages. The widespread use of the TCP/IP protocol has resulted in a move towards what are known as converged networks. Convergence may be defined as one structure or one network architecture that will end up supporting all kinds of information media on all available network technologies. This means that it should be somehow possible to bring together all kinds of telecommunications technologies and interface them to each other in order to provide universal connectivity and inability to send and receive just about almost anything which may be required to be sent or received. Such universal connectivity has been made possible as a result of the widespread adoption of the IP protocol and this is the glue which binds all networks and applications. Apart from VoIP, the other building blocks of convergence include unified messaging which attempts to integrate all forms of messages, computer and telephony integration which makes it possible to intelligently identify and route calls as well as automatically present information related to the caller, XML which provides a standardised format for data storage and interchange, Voice XML which makes it possible for an application to hear key tones that are encoded in DTMF. SALT, which stands for Speech Application Language Tags make it possible for existing mark-up languages such as XML to access telephony related applications. SIP or the Session Initiation Protocol makes it possible to provide signalling for voice applications on IP as well as making it possible to initiate a voice call from an instant messaging application. Convergence promises to make it possible to interact with computers and other computing devices with intelligence and individuals can interact with others in ways that were never dreamt of before. Mere telephony will cease to exist in the future and will be replaced with capabilities for multimodal integration involving speech, text, pictures and web interactions that can take place through instruments that will replace the simple telephone of the days gone by. It will be possible for organisations and call centres to interact at a much superior level, with those who interact with them and such interactions can involve quick access to

Perceptions of the 18th Century Novel in Ian Watt’s Book, The Rise of T

Perceptions of the 18th Century Novel in Ian Watt’s Book, The Rise of The Novel The eighteenth century novel was one that changed the way novels were written in many different ways. In reading Ian Watt's book, "The Rise of The Novel," quite a few things were brought to my attention concerning the eighteenth century novel; not only in how it was written and what went into it, but how readers perceived it. This essay will look into Ian Watt's perceptions on the eighteenth century novel and how it changed from previous literature. Coming out of the Renaissance and Jacobean ages, the novel was characterized by "realism", with the term "novel" not really being used until the end of the eighteenth century. This realism was not defined like we would define realism today (defined by Webster as an interest or concern for the actual or real), but instead is grounded in the position that "truth can be discovered by the individual through his senses." (12) Instead of conforming to traditional practice (such as the classical and renaissance epic based on history and fables), the novel focused more on the individual where "the pursuit of truth is conceived of as a wholly individual matter, logically independent of the tradition of past thought." (13) By rejecting traditional plots the novel distinguished itself out from any other previous form of literature, making individual experience the replacement for collective tradition. Many other things apart from plot were changed for the novel to fully show this new take on reality. Now the plot was acted out by "particular people in particular circumstances" (15) rather than, as in the past, by general people against a pre-determined background by appropriate literary convention. The nove... ...hough much of the literature was religious oriented, there was a great surge towards secular reading by the public of which the booksellers became largely responsible as they sought to increase their pay. The eighteenth century was definitely a time of massive change for literature. Not only had the way of writing been drastically altered, but the amount of reading done by the public altered as well, bringing about a resurgence of reading, not only in the upper classes, but also in the all the classes. Though lacking in some areas, plot not being least, the novel revolutionized the eighteenth century and brought about a new way of thinking. By today's standards, it might not seem like much was done, but in the history of things, the eighteenth century novel is probably one of the biggest things to ever happen to the progression of literature throughout the years. Perceptions of the 18th Century Novel in Ian Watt’s Book, The Rise of T Perceptions of the 18th Century Novel in Ian Watt’s Book, The Rise of The Novel The eighteenth century novel was one that changed the way novels were written in many different ways. In reading Ian Watt's book, "The Rise of The Novel," quite a few things were brought to my attention concerning the eighteenth century novel; not only in how it was written and what went into it, but how readers perceived it. This essay will look into Ian Watt's perceptions on the eighteenth century novel and how it changed from previous literature. Coming out of the Renaissance and Jacobean ages, the novel was characterized by "realism", with the term "novel" not really being used until the end of the eighteenth century. This realism was not defined like we would define realism today (defined by Webster as an interest or concern for the actual or real), but instead is grounded in the position that "truth can be discovered by the individual through his senses." (12) Instead of conforming to traditional practice (such as the classical and renaissance epic based on history and fables), the novel focused more on the individual where "the pursuit of truth is conceived of as a wholly individual matter, logically independent of the tradition of past thought." (13) By rejecting traditional plots the novel distinguished itself out from any other previous form of literature, making individual experience the replacement for collective tradition. Many other things apart from plot were changed for the novel to fully show this new take on reality. Now the plot was acted out by "particular people in particular circumstances" (15) rather than, as in the past, by general people against a pre-determined background by appropriate literary convention. The nove... ...hough much of the literature was religious oriented, there was a great surge towards secular reading by the public of which the booksellers became largely responsible as they sought to increase their pay. The eighteenth century was definitely a time of massive change for literature. Not only had the way of writing been drastically altered, but the amount of reading done by the public altered as well, bringing about a resurgence of reading, not only in the upper classes, but also in the all the classes. Though lacking in some areas, plot not being least, the novel revolutionized the eighteenth century and brought about a new way of thinking. By today's standards, it might not seem like much was done, but in the history of things, the eighteenth century novel is probably one of the biggest things to ever happen to the progression of literature throughout the years.

Interpreter of Maladies Essay

Happy, fulfilled characters are impossible to find in ‘Interpreter of Maladies’. Do you agree? The book ‘The Interpreter of Maladies’, written by Jhumpa Lahiri, have a fascinating charm, which is related to the authors describing and story proceeding skills. The character development and their story, how it goes, and how it evokes the reader’s creativeness at the end is so highly amusing indeed. The most of the stories in the book ‘The Interpreter of Maladies’ ends in vapor; meaning that there is no significant conclusion given. Which means, that the readers cannot easily all agree on one single opinion, that the all the characters in the book ‘The Interpreter of Maladies’ are not happy and fulfilled. As the story ends in a vague pathway, there is a numerous possibility and possible story that can be continued for the readers. The story might end happy sad or even vaguely again in the readers mind, and by that we cannot come to a single agreement on how the characters will end up, and mostly people would not want a sad ending for the characters. For example, the story of Shukmar and Shoba, from the story titled ‘Temporary matter’, shows that the ending can be divided in to variety of opinions. Throughout the story, the death of newly born baby, which is the cause of the crack in their relationship, and both of them avoiding each other, significantly showing the loss of communication and constant misunderstanding, indicates that Shukmar and Shoba will most likely break up with each other. Also, especially as Shoba directly states that she is planning to move out: a significant indication of their, Shoba and Shukumar’s, relation will break. However, as it seems most likely that this wed will break up, there is a significant amount of signs that indicates that their relation will continue throughout. For example, the conversation they were able to have in the dark room shows that, even though they have been trying to avoid each other as much as possible they can still communicate and understand each other in given circumstances. Also, after his confession on the baby’s gender and appearance, Shukmar gazes out to the street, warm evening with couples in arm to ar m, giving a hint that Shoba and Shukmar will be like that again. Also, Shukmar and Shoba weeping together, because they now know the things they did not, in the dark room at the end of the story shows that as they now understand each other they will be able to get along with each other. However, the interpretation of this story depends on personal perspective and opinion, but as it stands, as there is varying opinions, one cannot conclude that the characters in this book of stories are never fulfilled and happy. Another story that also illustrates that we cannot simply conclude that all the characters in this short story book cannot be fulfilled or achieves happiness is a story called ‘Mrs. Sens’. This story is about a Mrs Sen, an Indian woman who came to, still very too foreign, America. She is young and caring woman who can cook and care for children. However, although she is mature in some ways, she is also immature in some other ways. Throughout the story readers can easily conclude that Mrs Sen is not able to, and does not try to adapt to the American culture. All she do is complain and compare between her own country, India. Although this kind of behavior is acceptable for someone who is living out of their own country, but considering she is an adult this kind of behavior is very immature. Throughout the story readers can easily see that the Mrs. Sen is alienated from the country called America, her questions to Eliot, â€Å"if I scream here, will anybody come running† significantly show that she cannot understand the American culture. Also, her refusing to learn how to drive, and merely stating that ‘this is too much’ is a showing that she cannot adapt or even tries not to adapt to the American culture; driving skills indicates the basic understanding of American culture, as it is treated as bolts and nuts for grown adults. However, even though she cannot adapt to the American culture and i s alienated there is a slight indication, or an event, that her condition might improve. At the end of the story Mrs Sen, attempts to drive for her own fulfillment but ends up in a car accident. The happening shocks her greatly in mental status. Although the ending can be interpreted as Mrs. Sen’s final break down and a consequence of her continuous refusal to accept the American culture, it can also be interpreted as her improvement in the future, as people learn from their mistakes. So, readers can have their own opinions, and which means that one cannot specifically conclude that the characters in the book ‘Interpreter or Maladies’ cannot achieve fulfillment. Also, the story named ‘The Third and Final Continent’ clearly and significantly shows that the character does not end up without any fulfillment and happiness. Mala is a female Indian, and a wife of the narrator, an Indian man. She is a very skilled woman in terms of housing; she can cook wel l, clean well, and does everything well. However, she does have a natural complex; her skin color is very dark. Because of this complex of hers she was unaccepted as a woman in her country, which means her life was almost alienated in her own country.

Free Essays on Ford Pinto

Ford Pinto Plato said,† The appetites or the passions may gain control of him and refuse to obey the dictates of his highest part, reason or mind.† (Frost 131) If this is so what was Ford Motor Company so hungry for in the early 1970’s to knowingly sell thousands of unsafe cars to its customers? Yes, we can all agree that the foreign automakers were taking a big chunk out of the American industry with its fuel-efficient compact cars. We can even understand the concept of Ford wanting to produce it’s own compact car to compete with it’s foreign competitors. Does this make it all right then to take shortcuts if the end justifies the means? Ford Motor Company did just that when it mass-produced and sold the Pinto. Customers expected a certain degree of respect, honesty, and quality with the purchase of their vehicle. In return for their loyalty to an American built car they got a death trap. I don’t know if there are any written professional codes of conduct for automakers and even if they were it doesn’t mean Ford would have followed them in this case. I do know there were safety standards successfully lobbied against by Ford for almost a decade. The money spent lobbying for almost ten years could have been used to fix the problem in the first place. Two hundred thousand, seven hundred and twenty five dollars is the price Ford put on human life. In actuality Ford said human lives were not worth the five to eight dollar fix. The man who puts a monetary value on life looks at the world, and instead should stand in front of the mirror to truly gauge that value. Sure the number of human lives lost in the Pinto due to rear end collisions is very small compared to the total number of Pintos sold. I don’t think Iacocca would think so if it were his wife or child in those collisions. Engineers shall hold paramount the safety, health and welfare of the public in the performance of their duties. This is the first fundam ental canon o... Free Essays on Ford Pinto Free Essays on Ford Pinto Ford Pinto Plato said,† The appetites or the passions may gain control of him and refuse to obey the dictates of his highest part, reason or mind.† (Frost 131) If this is so what was Ford Motor Company so hungry for in the early 1970’s to knowingly sell thousands of unsafe cars to its customers? Yes, we can all agree that the foreign automakers were taking a big chunk out of the American industry with its fuel-efficient compact cars. We can even understand the concept of Ford wanting to produce it’s own compact car to compete with it’s foreign competitors. Does this make it all right then to take shortcuts if the end justifies the means? Ford Motor Company did just that when it mass-produced and sold the Pinto. Customers expected a certain degree of respect, honesty, and quality with the purchase of their vehicle. In return for their loyalty to an American built car they got a death trap. I don’t know if there are any written professional codes of conduct for automakers and even if they were it doesn’t mean Ford would have followed them in this case. I do know there were safety standards successfully lobbied against by Ford for almost a decade. The money spent lobbying for almost ten years could have been used to fix the problem in the first place. Two hundred thousand, seven hundred and twenty five dollars is the price Ford put on human life. In actuality Ford said human lives were not worth the five to eight dollar fix. The man who puts a monetary value on life looks at the world, and instead should stand in front of the mirror to truly gauge that value. Sure the number of human lives lost in the Pinto due to rear end collisions is very small compared to the total number of Pintos sold. I don’t think Iacocca would think so if it were his wife or child in those collisions. Engineers shall hold paramount the safety, health and welfare of the public in the performance of their duties. This is the first fundam ental canon o... Free Essays on Ford Pinto Intro Back in the late 1960’s and 1970’s, Ford was considered one of the four major U.S. automobile manufacturers. This paper will focus on Ford, and the safety issues regarding the gas tank with the Ford Pinto between 1971 and 1977. In 1977, there was a criminal indictment brought against Ford stating that the Pinto had been considered a fire hazard, because of where the gas tank was located in the rear of the vehicle. Allegations were brought up that after detailed rear-end crash tests; the actual design of the gas tank, and the placement of the gas tank was a safety hazard, and considered dangerous to the driver, as well as to any passengers in the vehicle. It was stated in the case analysis that Ford was so anxious to get the car on the market, they decided that the design changes would not be made, because it would take too much time and cost too much money (1). The controversy surrounding the fuel tank was that it was located behind the rear axle, instead of above it. This was initially done in an effort to create more trunk space. The problem with this design, which later became evident, was that it made the Pinto more vulnerable to a rear-end collision. This weakness was enhanced by other features of the car. The gas tank and the rear axle were separated by only nine inches. There were also bolts that were positioned in a way that threatened the gas tank. Finally, the fuel filler pipe design resulted in a higher probability that it would disconnect from the tank in the event of an accident, causing gas to leak, which could lead to dangerous fires. With a combination of the enactment of the National Highway Traffic Safety Administration (NHTSA) rear-end fuel system integrity standard in1969, called Standard 301, and the abundant design defects of the Pinto, this case became the center of public debate. Part 1Element 1Duties to the Consumer When it comes to purchasing products or services from a merchant, the ... Free Essays on Ford Pinto Ford Pinto Plato said,† The appetites or the passions may gain control of him and refuse to obey the dictates of his highest part, reason or mind.† (Frost 131) If this is so what was Ford Motor Company so hungry for in the early 1970’s to knowingly sell thousands of unsafe cars to its customers? Yes, we can all agree that the foreign automakers were taking a big chunk out of the American industry with its fuel-efficient compact cars. We can even understand the concept of Ford wanting to produce it’s own compact car to compete with it’s foreign competitors. Does this make it all right then to take shortcuts if the end justifies the means? Ford Motor Company did just that when it mass-produced and sold the Pinto. Customers expected a certain degree of respect, honesty, and quality with the purchase of their vehicle. In return for their loyalty to an American built car they got a death trap. I don’t know if there are any written professional codes of conduct for automakers and even if they were it doesn’t mean Ford would have followed them in this case. I do know there were safety standards successfully lobbied against by Ford for almost a decade. The money spent lobbying for almost ten years could have been used to fix the problem in the first place. Two hundred thousand, seven hundred and twenty five dollars is the price Ford put on human life. In actuality Ford said human lives were not worth the five to eight dollar fix. The man who puts a monetary value on life looks at the world, and instead should stand in front of the mirror to truly gauge that value. Sure the number of human lives lost in the Pinto due to rear end collisions is very small compared to the total number of Pintos sold. I don’t think Iacocca would think so if it were his wife or child in those collisions. Engineers shall hold paramount the safety, health and welfare of the public in the performance of their duties. This is the first fundam ental canon o...

Ten Facts About the U.S. State of Oklahoma

Ten Facts About the U.S. State of Oklahoma Population: 3,751,351 (2010 estimate)Capital: Oklahoma CityBordering States: Kansas, Colorado, New Mexico, Texas, Arkansas and MissouriLand Area: 69,898 square miles (181,195 sq km)Highest Point: Black Mesa at 4,973 feet (1,515 m)Lowest Point: Little River at 289 feet (88 m)Oklahoma is a state located in the central southern part of the United States to the north of Texas and the south of Kansas. Its capital and largest city is Oklahoma City and it has a total population of 3,751,351 (2010 estimate). Oklahoma is known for its prairie landscape, severe weather and for its fast growing economy.The following is a list of ten geographic facts about Oklahoma: The first permanent inhabitants of Oklahoma are believed to have first settled the region between 850 and 1450 C.E. In the early to mid-1500s Spanish explorers traveled throughout the area but it was claimed by French explorers in the 1700s. French control of Oklahoma lasted until 1803 when the United States purchased all of Frances territory west of the Mississippi River with the Louisiana Purchase.Once Oklahoma was purchased by the United States, more settlers began to enter the region and during the 19th century, the Native Americans who had been living in the region were forcibly moved away from their ancestral lands in the region to the lands surrounding Oklahoma. This land became known as Indian Territory and for several decades after its creation, it was fought over by both the Native Americans who had been forced to move there and new settlers to the region.By the end of the 19th century, there were attempts to make Oklahoma Territory a state. In 1905 the Sequoyah Statehood C onvention took place to create an all Native American state. These conventions failed but they began the movement for the Oklahoma Statehood Convention which eventually led to the territory becoming the 46th state to enter the Union on November 16, 1907. After becoming a state, Oklahoma quickly began to grow as oil was discovered throughout several regions of the state. Tulsa was known as the Oil Capital of the World at this time and most of the states early economic success was based on oil but agriculture was also prevalent. In the 20th century, Oklahoma continued to grow but it also became a center of racial violence with the Tulsa Race Riot in 1921. By the 1930s Oklahomas economy began to decline and it suffered further due to the Dust Bowl.Oklahomas began to recover from the Dust Bowl by the 1950s and by the 1960s. Massive water conservation and flood control plan was put into place to prevent another such disaster. Today the state has a diversified economy that is based on aviation, energy, the manufacture of transportation equipment, food processing, electronics and telecommunications. Agriculture also still plays a role in Oklahomas economy and it is fifth in U.S. cattle and wheat production.Oklahoma is in the southern United States and with an area of 69,898 square miles (181,195 sq km) it is the 20th largest state in the country. It is near the geographic center of the 48 contiguous states and it shares borders with six different states. Oklahoma has a varied topography because it is between the Great Plains and the Ozark Plateau. As such its western borders have gently sloping hills, while southeast has low wetlands. The highest point in the state, Black Mesa at 4,973 feet (1,515 m), is in its western panhandle, while the lowest point, Little River at 289 feet (88 m), is in the southeast.The state of Oklahoma has a temperate continental throughout much of its area and a humid subtropical climate in the east. In addition, the high plains of the panhandle area have a semi-arid climate. Oklahoma City has an average January low temperature of 26Ëš (-3ËšC) and an average July high temperature of 92.5Ëš (34ËšC). Oklahoma is also prone to severe weather like thunderstorms and tornadoes because it is geographically located in an area where air masses collide. Because of this, much of Oklahoma is within Tornado Alley and on average 54 tornadoes hit the state each year.Oklahoma is an ecologically diverse state as it i s home to over ten different ecological regions that range from arid grasslands to marshlands. 24% of the state is covered in forests and there is a variety of different animal species. In addition, Oklahoma is home to 50 state parks, six national parks, and two national protected forests and grasslands. Oklahoma is known for its large system of education. The state is home to several large universities which include the University of Oklahoma, Oklahoma State University and the University of Central Oklahoma. To learn more about Oklahoma, visit the states official website.ReferencesInfoplease.com. (n.d.). Oklahoma: History, Geography, Population and State Facts- Infoplease.com. Retrieved from: infoplease.com/ipa/A0108260.htmlWikipedia.org. (29 May 2011). Oklahoma - Wikipedia, the Free Encyclopedia. Retrieved from: http://en.wikipedia.org/wiki/Oklahoma

Institute of Leadership and Management Level 5 Diploma in Management The WritePass Journal

Institute of Leadership and Management Level 5 Diploma in Management Introduction Institute of Leadership and Management Level 5 Diploma in Management ).   Performance Gap Analysis can take various forms. Typically they identify the different components which an employee needs to possess in order to do his or her job well.   Then, for each component, there is an assessment whether that skill or ability is critical or non-critical (non-critical components are useful, but not essential to possess), whether the employee currently possesses that skill (and to what level), and therefore where there exists a gap which needs to be filled by training and/or education (Q Finance 2013 [online]).   I am using a model which combines categories from CPS (2007) with the suggestions made by Q Finance (2013, online).   There are many versions of PGA tools, but I chose this one as I felt the competencies discussed match the requirements of the job in question very well. The member of my team is Amanda M (please note, a pseudonym has been used)]. A Junior Finance Assistant, she is one of the most junior in the department, and has been with us only 4 months.   She joined the department directly from education, so has not had any relevant work experience before. I met with her for 40 minutes to discuss the different aspects of her job, and identify her competency in each. I explained the purpose of the analysis, and she was very enthusiastic about the technique. As she had been with us for a relatively short period of time, she has not had another formal review of her job, and has expressed to me on several occasions that she would be interested in finding out how she is getting on.   Both Amanda M and I particularly valued the way that the tool offers a physical record of the meeting, which both allows credit to be given for areas in which the employee is performing well, and also helps identify areas in which the employee is underperforming, whil e allowing improvements to be tracked over time. This led to the following gap analysis (presented below): Skill/ Competency Critical or non-critical (desirable) Degree to which skill/competency possessed (out of 5) Skill gap / Action Technical ability (financial expertise required for job) C 3 Will take some time to fully understand technical aspects of job. Reassess in 6 months Teamwork C 4 Works well in team Initiative NC 2 As expertise builds, offer experiences which build confidence in using initiative Work standards C 4 Conscientious. Could check more. Recommend daily checking of work at end of day Customer / client focus (ability to liaise with clients) NC 3 Lacks confidence with service users. Recommend confidence-building course in next 6 months Understanding of organisational ‘vision’ C 5 Committed, understands aims of organisation. Communication C 3 Written communications good, verbal communication needs work. We identified need for confidence building on speaking to groups. Training to take place in next 2 months. Decision-making NC 3 Reassess in 6 months, still building expertise in role. Adaptability C 4 Flexible. No further action at moment. Planning Organising C 4 Well-organised. No further action at moment. Conflict management NC 3 Finds conflict difficult. Reassess need for extra training in 6 months. Table 1: Performance Gap Analysis with Amanda M In summary, both Amanda M and I found the gap analysis a useful tool for assessing strengths and weaknesses and planning SMART (specific, measurable, attainable, realistic and timely) objectives (Williams 2011). Implementing a Personal Development Plan for an Individual in the Organisation The Personal Development Plan As well as conducting a gap analysis with Amanda M as described above, I also (with her input) devised a personal development plan (PDP). The detailed discussions which were involved in developing the PGA raised a number of key objectives which fed into the PDP. The plan is presented in table 2 (note, this is written from the viewpoint of Amanda M: Objectives (What do I want to be able to do, or do better?) Success criteria (How will I recognise success? How will I review and measure my improvement?) Actions (What methods will I use to achieve my learning objectives?) Implementation (How will I practise and apply what I learn?) Full understanding of the accounting procedures within the Department By being able to take on more responsibility outside my current job description This will be reviewed during supervision and measure against my performance By shadowing those already currently doing the job. Also by reviewing completed tasks and comparing them with mine. By reading relevant literature. By undertaking more work within the department. Time planning and workload – getting things done on time and on schedule By meeting my targets within the specified time line of the finance timetable. By measuring current time taken to carry out tasks, and comparing with future timescales. Review current work process and look for ways to improve them To practise reflective learning (review tasks after completion) Break current tasks into constituent parts, assess (alone, and with peers / manager) whether any can be done more efficiently. Think about daily tasks and assess whether I am doing them in the best way. Compare how I work with others, both within firm and beyond. To be able to do budgeting and forecasting When am actually able to produce a budget for a new service and also when senior managers are confident enough to come and ask me questions about existing contracts I will have my budgets reviewed initially by line manager. Looking up old budgets done and trying to understand the basis on which they were set up Going on courses for budgeting Working on hypothetical ones so as to have an understanding of what is involved Manager will set me task of doing budget, and will closely supervise and talk through my process. Improve communication skills Improve the quality of my communication skills i.e. written and verbal skills Practical training, courses in written communication, verbal communication. Identifying weak areas with manager and ‘role play’ new approaches Roleplay with colleagues. Use checking techniques to make sure I am understood. Will assess my confidence re: communication at 6 month review. Take lead and use own initiative By implementing new ways to work better within the department Reducing my need to ask for assistance before acting Conduct analysis of current situation, i.e. number of times (per week) I ask for help making decisions currently, number of times (per week) I initiate new ideas or act independently. Compare this with situation in 1 month, 3 months etc. Short course in confidence building Seek detailed feedback from peers and manager about instances in which I take the lead and use initiative Use analysis of current situation to see where I could act more independently. By identifying these situations, responding more proactively to them in the future. Peer to peer mentoring – work alongside confident colleague who will support me in taking lead Use identification of possible situations for using initiative to act when I recognise these situations in future. Table 2: Personal Development Plan Delivery of the Personal Development Plan The employee identified a number of objectives she would like to achieve. Each of these objectives involved a slightly different means of delivery.   Please see table 2 for details of delivery methods.   One area which it was important to take into account was learning preferences. I found the ideas that there are different ways of learning and that different individuals are happiest learning in different ways very useful in this situation.   The idea of learning styles was developed by Kolb (1984), who suggested that people prefer to learn in different ways, with four main styles: The accommodator: learns from experience and trying things out for themselves, as well as from other people. Intuitive rather than intellectual. Prefers teamwork. The diverger: prefers thinking and analysis to practical tasks. Good at things involving ideas, and may be sensitive and like the arts. They like people, are emotional. Good at team work. The assimilator: uses reflective observation and is abstract and conceptual, not as keen on working with people or experiencing things directly. Logical, rational. The converger: combines an abstract, conceptual approach with experimentation. Solves practical problems through thinking or learning. Good at putting abstract ideas into practice. (Evans 2006). This model helped me understand the best methods for Amanda M to achieve her objectives. I felt that she was closest to the assimilator model of learning as she takes an abstract and conceptual approach, and enjoys learning from textbooks. This not only explained the areas in which she most needed development (fitting in with the time constraints imposed by others, communication, taking the lead and practical action) but helped me plan ways to help her address these objectives. I felt that taking courses would help Amanda M understand the concepts behind the objectives, and would feed her desire for learning. I also felt that working with colleagues to address issues would help her overcome her slight resistance to working with people and direct experience. Another area which needed to be taken into consideration in devising the PDP was the organisational culture. Organisational culture has been defined in many different ways. A common notion is that an organisational culture reflects the ideologies, shared philosophies, values, beliefs, assumptions, attitudes and norms of an organization (Martin 2005, p. 490). It can also cover the usual ways of doing things which new employees have to familiarise themselves with. Organisational culture is transmitted through a range of methods including direct verbalisation, symbolism   and unspoken ways of doing things.   I feel that the organisational culture at WDP is relatively forward thinking and socialistic rather than influenced by capitalist values. Collaborative working and openness is prized, and values are collective rather than individualistic. There is a large emphasis upon the organisations commitment to social equality, and to employees understanding the vision of the organisation.   Ã‚   For this reason, when devising the PDP I felt it was appropriate to emphasise shared activity and working with other people, and downplay individualistic material rewards as a learning tool. From a slightly different perspective, one aspect of the organisational culture that I feel is counter-productive to personal development is the current situation with regards to reviews. New employees currently have to take part in three probationary reviews, one after 5 days, one after 8 weeks and one after 20 weeks, with the last review being key in determining whether the individual passes probation or not. However, I feel that the current final review relies upon outdated tools, and that it fails to assess the correct aspects of an employee’s ability. For example, currently a large part of the probationary review consists of a formal test of accountancy skills. While this is relevant to some extent, I feel a review which looked at whether the employee had developed the skills required in the job, not simply accountancy ability but wider ranging skills like teamwork, as well as the ability to apply formal knowledge to our particular work situation. Currently, the review al so fails to look at the extent to which the probationer has understood, and is in agreement with, the wider aims of the organisation. Given the nature of our work, I feel that this is a key area, and that it is extremely important for employees to be ‘on board’ with our mission.  Ã‚   I would like to see changes here. Learning environment was also relevant. I feel that WDP promote learning as part of the environment. They are proactive in assessing training needs, and take training and development of employees seriously. They promote in-house, on-the-job and off-site training where possible. Weiss identifies several principles which can mean an organisation promotes the best possible learning environment, and I feel these describe the culture at WDP fairly well. They include (Weiss, 2012): the promotion of self-learning (helping people be open to learning and giving them the tools to learn in different ways). WDP are generally positive about learning, and promote learning opportunities. giving responsibility to both leaders and employees for learning WDP train managers to think about the learning needs of their employees, but also offer ways for individuals to identify and address their own learning needs. just-in-time learning making it possible for learning to take place whenever it is needed and wherever it is needed. WDP recognise the need to be adaptable and flexible regarding learning. For example, as a manger I am encouraged to think of innovative, quick ways to address employees’ learning needs once identified. Monitoring Progress Towards the Personal Development Plan Part of the personal development plan (see table 2) is the need to identify ways to find out if the objective has been achieved, and ways to review and measure improvements. These are summarised in the table. However, I feel objectives in general, and the objectives set for Amanda M in particular can be better achieved if detailed outputs and outcomes are set, and these should be given a specific time-frame for achievement.  Ã‚   Shapiro (2012) identifies different types of monitoring of a project or individual’s progress: goal based, in which progress towards a target is assessed, decision-making, where the aim is to gather information to support a decision, goal-free, where there is no good or bad outcome, and expert judgement. The closest to the type of monitoring necessary here is goal-based. The aim is to identify whether the employee has achieved certain objectives, and it can also be asked if the goals were achieved in the most effective way and whether they were the most appropirate goals. A suitable methodology for this type of monitoring is to compare a baseline with progress over a period of time, and indentifying key indicators (Shapiro 2012).   To this end I created an excel spreadsheet which has a worksheet for each set of actions associated with a desired objective that breaks down the actions into smaller sections to be achieved, and associates each with a likely timeline. This not only identifies which actions need to be completed for the achievement of each objective, but helps Amanda M see how perhaps daunting larger scale actions can be broken down into small, very achievable pieces. One issue with monitoring progress concerns institutional matters.   That is, an individual’s progress can be hampered by organisational failings. I feel that although WDP support learning in general, and promote it in an abstract way, they could be better at providing the detailed support that individuals need to learn. For example, while the directors agree in principle that employees should be given time off for training, in practice I have been asked to justify letting staff leave the office to do library research for example, and have had the sense that it is sometimes seen as a waste of time. Summary In the above I have looked at the processes through which employees’ development needs can be assessed. I have touched upon relevant theory in the discussion, but it has been shaped through devising a gap analysis and a personal development plan for one employee working in my department. While the case of one particular employee has been used to illustrate how development needs can be addressed, it should also be kept in mind that other members of the financial team are involved in these development needs. It is important to involve more experienced staff in expanding the experience and addressing knowledge gaps of Amanda M. For example, other staff members can offer support through allowing Amanda to shadow them for a day, or by acting as mentors over a longer period of time. Previously, in group meetings, we have addressed issues raised by training new members of staff, and it has been agreed that there is a need for an approach with a broad, team-wide sweep which involves everyone in training the new staff member. However, I also recognise that some individuals may find this easier than others. In my opinion, there is a need for further team-wide training to help less confident members of the organisation develop best practice for supporting new staff. References CPS Human Resource Services (2007) ‘Workforce Planning Tool Kit: Supply/Demand Analysis and Gap Analysis’, CPS, Washington, DC Evans, C (2006 Learning styles in education and training, Emerald Group Publishing, UK Kolb, D A (1984) Experiential Learning: Experience as a Source of Learning and Development, Prentice-Hall, Englewood Cliffs, NJ Martin, J (2005) Organizational Behaviour And Management (3rd edn.), Cengage Learning EMEA, USA QFinance (2013) ‘Performing a Skills Gap Analysis’, [online] (cited 16th January 2013) available from qfinance.com/performance-management-checklists/performing-a-skills-gap-analysis Qfinance ‘Performaing a Skills Gap Analysis’ (2013) Self Care Connect (2013) ‘Tool 5 – the Gap Model’, [online] (sited 15th January 2013) available from selfcareconnect.co.uk/tools_sc4pc/tool5.php Self Care Connect ‘Tool 5 – the Gap Model’. 2013 Shapiro, J (2002) ‘Monitoring and Evaluation’, Civicus, South Africa. Van Tiem, D, Moseley, J L and Dessinger, J C (2012) Fundamentals of Performance Improvement: A Guide to Improving People, Process, and Performance (3rd edn.), John Wiley Sons, USA Weiss, D S (2012) Leadership-Driven HR: Transforming HR to Deliver Value for the Business (2nd edn),   John Wiley Sons. Williams, C   (2011) Effective Management: A Multimedia Approach (5th edn.), Cengage Learning, Mason, CA Institute of Leadership and Management Level 5 Diploma in Management Introduction Institute of Leadership and Management Level 5 Diploma in Management Introduction2 Assessment of the Effectiveness of Organisation in Measuring Team Performance against Organisational Goals and Objectives2.1. Measurement Methods Used2.2 Team Objectives and Measurement Against Organisational Targets2.2.1 Organisational Objectives2.2.2 Developing our Reputation2.2.3 Understanding what we Have to Do2.2.4 Developing the Potential of our People2.2.5 Developing Financial Resources2.2.6 Sharing what we learn with others2.3. Evaluation of Effectiveness of Organisational Leadership in Helping Teams to Achieve the Set Goals2.4. Being Able to Develop and Lead Teams ConclusionReferencesRelated Introduction The following report evaluates the role played by leadership in successful teams, and the effectiveness of measuring team performance. Based upon this evaluation, I will critically examine my own leadership style, and highlight changes which could be implemented.   I work for Westminster Drug Project, a charity which helps people with drug and alcohol dependency. We are based in London but work across several London boroughs. I am the financial accountant for the organisation. For a fuller description of the organisation and my role, see appendix 2 Assessment of the Effectiveness of Organisation in Measuring Team Performance against Organisational Goals and Objectives 2.1. Measurement Methods Used Our organisation uses two main methods of assessing team performance against organisational goals and objectives. These are ‘Key Performance Indicators’ (KPIs) and the ‘Balanced Scorecard’ approach. KPIs are also sometimes known as ‘Key Success Indicators’. For a fuller description of KPIs and the Balanced Scorecard approach, see appendix 2. We adapt the balanced scorecard framework by specifying individual objectives within each perspective (see appendix 3 for full details). 2.2 Team Objectives and Measurement Against Organisational Targets My company uses both KPI and balanced scorecards to identify a number of team objectives, and to allow progress towards these to be measured.   For all objectives, the process is similar: objectives are agreed overall at board level, then these are filtered down to individual managers and their teams. Managers discuss team targets (what they are, how to progress towards them, and how they will be measured) in meetings with staff.   Discussions are mainly amongst the whole team, but sub-teams and individuals can also be the focus.  Ã‚   This section looks at our different objectives and the measurements for these, and identifies task and behaviour elements of them, looks at how these targets contribute to the organisation as a whole, examines the line of sight to strategic objectives, and critically assesses the efficacy of the measurements. 2.2.1 Organisational Objectives Our organisational objectives are primarily maintaining accurate budgets and cost control.   These ensure that our services are financially strong with an aim of facilitating growth (particularly diversifying into other areas in the drug / alcohol field, for example last year we took over an organisation offering residential rehabilitation services). Team objectives fit into organisational budgets in this respect, as company-wide standards for budgeting and cost-control are implemented. Team behaviour is designed to ensure that standards within the department are those used within the organisation as a whole.   For example, my budgeting activities are spot-checked by my line manager, against methods used organisation-wide. In this sense there is a good ‘fit’ between team objectives and organisational ones.   I feel also that the line of sight to the strategic objectives is well-managed. That is, we are trained not only in the methodology of budgets and cost control but also in the reasons why we use the particular methods we do, with the reasons always tying back to the organisation as a whole.  Ã‚   Measurements are varied and include monitoring of behaviour (periodic watching of staff carrying out budgeting tasks etc.), spot-checks of records and other administration. Measurements are carried out by in-team m anagement but also by auditors from outside the team.  Ã‚   Cost control in particular is monitored regularly as there are so many outside and internal factors which can affect costs.  Ã‚   I feel that overall the correct aspects of organisational objectives are measured, and that the ‘fit’ between team and organisation are well managed and that the balanced scorecard method and use of KPIs is well-integrated.   This area corresponds to 1.a in the appendix below. 2.2.2 Developing our Reputation In this area I feel there is a poorer fit between team performance and organisational objectives. The latter include full transparency in financial procedures and excellent customer relations.   Most of our income is from grants and contracts, which means that some funds are restricted (that is, must be spent on what the money was donated for).   We have to provide very detailed accounts to funders of our spending, with complete transparency.  Ã‚   There is clearly a strong need to adhere to these constraints, with the rationale for doing so a part of the overall vision for the organisation.   In practice, however, I feel that customer relations are often side-lined in terms of team management and goals. The emphasis within the team seems to be primarily upon meeting goals in this area and this is managed with something of a feel of reluctance and antagonism. I feel more could be done to disseminate a positive approach here.   This area corresponds to 1.b in the appendix be low. 2.2.3 Understanding what we Have to Do In this case, the requirement translates into financial analysis and also understanding how projects work overall. The problem here is that working in the financial department can be isolating, and team members can become separate from the overall purpose of the organisation. There is less client-facing contact. For this reason, site visits and other ways of helping us understand the vision behind projects have been introduced.  Ã‚   In this case I feel a poor fit between overall objectives and team ones has been overcome through thoughtful planning.  Ã‚   Historically workers in finance had a poor line of sight between team objectives (quantitative and financially based) and the overall purpose of the organisation. However, this has been overcome. However, I feel more could be done to measure the impact of these new initiatives. For example, although I feel, through talking to colleagues, that site visits have improved the team sense of what the organisation is about, there need s to be formal measurement of this, perhaps through employee questionnaires. This area corresponds to 1.c in the appendix below. 2.2.4 Developing the Potential of our People Developing the potential of employees is something that the organisation as a whole are very committed to. However, I feel there is something of a mismatch here between the holistic vision and the department interpretation of this. In finance we do provide training to everyone, and additionally provide training on financial matters to people from other departments, however the training tends to be predominantly focussed upon technical aspects of our job. I understand that this reflects our role, but I feel that more could be done to integrate the overall vision which seems to be holistic in approach and focused upon developing people to their full potential, which integrates areas outside the narrow focus of the job.   For example, I would like to see more access to education of all sorts, for example learning new languages or arts related, as I believe this would both produce more rounded employees and fit better with organisational goals. This area corresponds to the KPI 1.d in t he appendix below. 2.2.5 Developing Financial Resources I feel that the ‘fit’ here is fairly good. This objective means, in practice, managing financial resources prudently. This is a clear objective which has been tackled well through straightforward departmental systems. We work closely with senior management to provide information, for example monthly management accounts. Measurement of success here is straightforward: we are asked for figures and provide them.   I feel team objectives contribute greatly to organisational success, as without the information we provide we would be unable to provide information to funders, and hence our income would be withdrawn. This area corresponds to KPI 1.a in the appendix below. 2.2.6 Sharing what we learn with others In practice this objective translates into clinical governance, team meetings and making sure all skills are utilised.   We do address both these elements within the finance department, however I think there is a slight mismatch here between team and organisational objectives. Governance and meetings in our department tend to be very focused upon detail, and the wider, more visionary objectives are not really translated into the team context.  Ã‚   Occasionally we will discuss what the organisation is really ‘about’, but I feel this gets forgotten as there is simply so much detail to get through. However, at the same time, I do feel that by sharing knowledge regularly, we fulfil an important organisational function.  Ã‚  Ã‚  Ã‚   Also, I think we, as a department, fully utilise and share skills at team meetings. By open communication I believe we learn from past mistakes and tell others how to avoid making the same mistakes. This is facilitated by an atmosphere of seeing ‘mistakes’ as opportunities to learn, not blame. 2.3. Evaluation of Effectiveness of Organisational Leadership in Helping Teams to Achieve the Set Goals Overall, I feel that there is a mis-match between organisational leadership and the desire of individual team management to achieve goals. The overall culture at the organisation is somewhat lassie faire (Tannebaum and Schmidt 1973), that is, individuals are given a high degree of autonomy to achieve goals in their own way.   This has been called a type of non-management (Bilton 2007) and, I believe, in my organisation is not effective.  Ã‚   Aside from cost-control and budgeting, there is a mis-match between what the organisation as a whole seems to champion and both what individual managers consider desirable and the means they employ to achieve the desirable. Individual staff are also left to their own devices to pursue team goals, and organisation wide there is little cohesion or sense that individuals are part of a large, organic whole.  Ã‚   There is little intervention from higher levels in terms of achieving goals, rather an assumption that if targets are met the method must be correct. Additionally, targets tend towards the quantitative, and primarily the cost related.   While individuals display high degrees of creativity in achieving goals, there is little sense that achieving those goals will fit into a corporate vision. I also find that this high degree of individualism works against effective teamwork. Where individuals do work together as a team, this is frequently motivated (with the support of team managers) by short-term goals (such as winning a evening out for the team) rather than a larger sense of organisational purpose.  Ã‚   In my experience this leads, long-term, to individual ‘burnout’, high turnover and a lack of longer term motivation.   I have also had experience of lack of communication and understand across organisational teams, for example recently I did a financial report for a manager, to find that not only had he not seen such a report before but worse that he had no clear understanding of what it meant . There needs to be better training of managers regarding how to motivate teams in a way which fits organisational objectives, but perhaps more importantly better promotion within our organisation of what these objectives actually are.   Managers need to go on more training courses. There also needs to be more open communication between managers in the organisation so they can share knowledge and learn from each other.  Ã‚   Career structure within the organisation needs to be addressed. Currently there are very few opportunities to progress within the organisation, as most vacancies seem to be filled by people new to the organisation. This is not good for staff morale, and it creates a situation in which there is no sense of possibility within the organisation.   Finally, there is a lack of communication of the deepest values held by the organisation across all employees. It seems to me that many managers are unaware of the corporate vision. However, there is also a problem beca use not all agree with some parts of the vision, for example some believe we should not hold reserves, although by doing so we are able to invest in new directions and ultimately help more people. Tannebaum and Schmidt (1973) discuss other types of leadership in addition to the laissez faire,  Ã‚   They suggest a continuum of styles from the extreme of laissez faire leadership to a situation where the manager controls all activity.   I believe that an intermediary position between the two extremes, for example the position where the manager engages with a team to discover different viewpoints before assimilating this knowledge into decisions is more appropriate. 2.4. Being Able to Develop and Lead Teams There are some areas in which I would welcome training to better manage teams. I am fairly new to the experience, and have been learning as I progress. I have been helped along the way by other managers in the organisation who have given useful feedback. As I wasn’t expecting to be promoted to a managerial position, I feel I was particularly unprepared. I have been daunted by the challenge, but also have become aware of the difference a good manager can make.   Initially I have made many mistakes, but I now feel I am learning from them. I feel this is helped because the department has quite an open culture and learning from others is highly valued. One particular challenge so far has been to communicate with others in my team, particularly as I was unclear myself about what my role precisely involves, and what my objectives are.   However, through learning to use tools such as delegation, empowerment and motivating others I’m now much more confident in communicating with others.   I have had success by developing action plans in past unit reviews, for example I set the goal of clarifying my job role and what it entails, breaking this down into a series of achievable steps and setting a time-scale to complete each step by. Having done this I have a full understanding of my objectives and am working towards achieving them, but I am also convinced of the effectiveness of practical action plans. Although I have made many improvements in managing teams, there remain changes which I need to make to more effectively lead teams in the future, which I will address through action planning.  Ã‚   The main change is to do with my line-management skills. I believe that by setting achievable goals for the people who report directly to me, clarifying the objectives expected of them, and being better trained in motivating and empowering people I can make my department more productive and a happier place to work.  Ã‚   Please see the appendix for the action plan Conclusion This report has critically assessed the situation in my organisation in regards to leadership and team performance. I have looked at the ways in which team goals are matched to organisational goals across a range of relevant areas. I have also evaluated the extent to which leaders are effective in helping teams achieve goals, and looked at my own successes and shortfalls in this area. References Barrow, C and Molian, D (2005) Enterprise Development: The Challenges of Starting, Growing and Selling Businesses, Cengage Learning, UK Bilton, C (2006) Management and Creativity: From Creative Industries to Creative Management,   John Wiley Sons, USA Cornelius, N (2001) Human Resource Management: A Managerial Perspective, Cengage Learning, UK Havenga, J and Hobbs, I (2004) A Practical Guide to Strategy: Making Strategic Thinking, Development and Implementation Accessible’, Sun Media, South Africa. Kaplan, R S and Norton, D P (1992) ‘The balanced scorecard: measures that drive performance’, Harvard Business Review, 70:1, 71-79 Schmeisser, W, Clausen, L, Popp, R, Ennemann, C and Drewicke, O (2011) Controlling and Berlin Balanced Scorecard Approach, Oldenbourg Verlag, Germany Tannebaum, R and Schmidt, W   (1973) How to Choose a Leadership Pattern, Harvard Business Review, May/June 1973

Organizational Health and Safety Essay Example | Topics and Well Written Essays - 1500 words

Organizational Health and Safety - Essay Example Harris (2007) proposes preventive OHS strategies that can be used to provide to an employee-friendly environment in modern organizations. He proposes that the best strategy to control risk factors in the working environment is to institute mitigation measures as a pro-active action to guarantee employee safety, rather than compensate them while they risk their lives. In his view, this would include protective clothing for technical personnel, gas masks for individual working in environments with chemical gases and chemical treatment of gases before their release.The government in many states has instituted government policies to regulate pollution and the health and safety issues that arise within organizations as a strategy of protecting the community. In the UK, the British non-departmental civic body provided regulations to safeguard the health of the employees in their occupations.Other OHS activists have suggested an integrated strategy that includes risk mitigation and employee compensation to ensure a healthy working environment (Andonakis & Loosemore, 2006). Â   In conclusion, Organizational Health and Safety has become a major concern for the human resource management in most of the states. The changes in the working environment have resulted from the incentives of companies to integrate technology in every business aspect, hence bringing a whole new environment in the workplace. It has predisposed certain groups of employees to higher risks of suffering from injury or illnesses resulting from the environment they work in.... In the last 30 years, industrial revolution has become evident in most parts of the world including UK (Holmes & Gifford, 2002); most countries have engaged in industrial development as a strategy to develop their economic status by providing cost effective goods and providing employment for the majority of employees. The industries have attracted many employees in the diverse departments of the organization and the economic benefit that has resulted from this kind of trend cannot be undermined. However, this has brought a new challenge to the employees’ health and safety welfare due to the environmental impact of these industries. For instance, petroleum industries have become a great threat not only to the health of employees but to the world at large. The emissions associated with these companies contain a lot of harmful gases such as carbon monoxide and sulfur-dioxide which is known for their atmospheric pollution. This has become a demotivation for employees in this secto r and their withdrawal has had adverse effects on productivity of these companies. In brief, changes in the industrial sector has changed the working environment, exposing its employees to toxic gases that may are hazardous to their lives. Another change that has impacted on the health and safety issues in the work environment is the introduction of sophisticated technology in the workplace. The investment of many companies in the IT technology has been emphasized due to the technological demands of the dynamic market conditions. It is indisputable that introduction of this technology has come along with numerous merits in the transformation of service efficiency. With implementation of LAN technology it is possible for managers to