English report Essays

English report Essays English report Essay English report Essay Sulfanilamide and very good evening to our lecturer and to all my fellow friends. Today I want to talk about one issue HTH I chose according to the traffic problem at apart raja. Based on my information HTH I got from my friends and my family, I heard HTH along time a go there are a lot of accident occurred along the road starting from are tam until bath path Accident between car n car, motorcycle n motorcycle, car n supervise and almost tragic is between motor n lorry. Sometimes fatal accident was occurred along the road. Key What we can see the road along apart raja.. There are many Junction. As we can e many vehicles go in out Other than HTH, I almost sure if u go out and wait at the road side now, around 2 minutes u can see the car, motorcycle or lorry drive with no speed limit/ very fast. Sometimes I was feeling so scared when I ride bike along the road. Next About traffic light As we can see along the road at apart raja there are about 2 or 3 traffic light but it was so many Junctions. In my opinion, by construct the traffic light was not suitable to control the traffic safety/vehicle speed according to the road HTH have so many Junctions and vehicles HTH used the road any time. So its not eatable at this condition. As a civil engineering student, in my opinion I like to suggest to construct more bumpers. I think by constructing this bumper it will be more better and safety. Why Normally or logically, when road users see the bumper automatically they must slow the car. Compare to the T. Light if u see the traffic light u will speed up especially when it green or yellow. Sometimes we can see car or motorcycle hit the red light.. Slumber Eek!! This is one of the factor of accident may occurred. Key What happen when traffic light suddenly not function, it will make more dangerous to the road users right. To make it simple key, let we share something.. Do you ever heard any accident occur at the bumper No right. Let always we heard the accident occurred at the traffic light right Moreover, by constructing bumper we need a low budget compare to the traffic light. I hope my ideas will come true If the government cannot afford to do what I suggest. I only hope please construct more bumpers starting from periwig soles junction until Atman U Junction. Because we have 2 educational institution and a mosque around there. So HTH. All students and villagers will be more safely at the Thank you. ? English report By mirage

Leadership in Nursing

Leadership in Nursing Mahoney (2001) points out the importance of developing future leaders among nurses. Leadership qualities are often required in nurses’ work, especially when they treat people who work in the top-management sector. According to Curtis, DeVries, and Sheerin (2011), everyone who is responsible for assistance, and everyone who is considered an authority (for example, medics who treat patients) is a leader. Leaders among nurses are involved in development of treatment methods; they improve treatment and provide new approaches (Cook, 2001). Along with this, we consider leadership not a specific skill or a group of skills, but an example of proper behavior (Cook, 2001). Leadership also includes an example of perfect performance. Main goal of every leader is not to just control others, but to organize and plan all actions of other employees, as well as to create all necessary conditions for them to benefit from work (Jooste, 2004). Many experts defined leadership in different ways, but some features are common for a lot of different definitions. Most authors agree that leadership includes influence; it develops within groups, it depends on a particular goal, and it is present on every level (Faugier Woolnough, 2002). There are a few different types of leadership. For example, there is an autocratic type of leadership that excludes any participation in decision-making (Curtis, DeVries, and Sheering, 2011). At the same time, bureaucratic type of leadership implies strict adherence to established system of rules and regulations. Another type of leadership allows other employees to search for a best decision, considering different solutions, and making employees participate in planning and in success of the overall work (Fradd, 2004). Another type of leadership is called laissez-faire leadership, and it gives employees almost total freedom in decision-making and goal setting. This type is described by Faugier Woo lnough (2002) as the most risky one. The most flexible type of leadership is situational leadership, where a leader switches among different styles, depending on a situation and a particular goal. We considered the basis of a leadership theory and common types of leadership. Moiden (2002) states that theory is used to describe reality, while various types of leadership are different ways to implement such a theory. Every organization has to consider different approaches and choose a style that corresponds to particular goals. Choosing a necessary style, an organization must look for a best performance in various conditions. Here the point is to provide highest efficiency in any circumstances (Moiden, 2002). We also have to highlight the key difference between leadership and management. Leaders provide motivation, proper vision, and inspiration, while managers provide control and planning (Faugier Woolnough, 2002). Transformational Leadership VS Transactional Leadership According to Outhwaite (2003), transactional type of leadership requires certain skills which can improve everyday routine and increase its efficiency. The main goal of transformational leadership is to ensure that all members of team cooperate and benefit from innovations. Good leader is able to assess everyone’s potential and interests of any particular employee, sorting tasks and involving members of a team depending on their individual skills. In turn, such an approach helps the leader develop his or her leadership abilities, which creates necessary environment for the further development of their careers. According to Outhwaite (2003), leaders must be able to determine obstacles and possible conflicts, in order to solve any problems at the very beginning. Leader should be close to the team, participating in the process, and staying in touch with all members of the team. When a leader is an important part of the team, he or she serves as an example, and is able to estimate all difficulties, goals, and perspectives. Thus, a real leader must be responsible and qualified. While the goal of transactional leaders is to provide effective everyday work, transformational leaders must help employees unleash and develop their full potential. This type of leader should create the necessary direction and motivate everyone to focus on necessary tasks. According to Cook (2001), transformational leader must influence others, giving them understanding of most important goals. Faugier Woolnough (2002) point out the importance of articulating and developing necessary vision among different members of a team. While transactional leaders should provide efficient management, transformational leaders, must be able to increase possibilities of employees, and so provide better conditions for the entire project. De Geest et al. (2003) describe feature of transformational management on the example of Magnet hospitals. They illustrate how development of leadership positions improved the level of treatment among employees, as well as patients. These hospitals provided a number of innovations, creating the atmosphere of trust, providing highest ethical standards, and estimating all possibilities of development in future (De Geest et al., 2003). Authors note that leadership skills are mostly important today, when directions of health care change all the time, due to technological innovations and increase in demand among patients. Authors state that such a type of leadership provides much higher level of satisfaction among employees, therefore creating necessary motivation and increasing performance. In turn, such changes provide higher level of satisfaction among patients. According to De Geest et al. (2003), leaders have to implement democratic, efficient, and supportive methods, to provide non- stop development, and guarantee benefits for both patients and employees. Transformational leadership considers interpersonal relations between the leader and other employees, which is why we must mention empowerment (Hyett, 2003). Empowerment gives nurses confidence and will to act efficiently in any circumstances. Implementing a team approach, leaders must be able to create strict boundaries and formulate clear goals. The team must be supported on every stage of the process. At the same time, Welford (2002) notes that a nurse manager must be able to create a balance between the use of power and democratic methods, in order to avoid abuse of power. Hyett (2003) focuses on the atmosphere of trust and respect, defining it as the key feature of transformational leadership. Clinical Governance VS Shared Governance Generally, clinical governance is a relatively new approach, which implies the National Health Service’s control over the quality of service, as well as provides new standards of treatment. Moiden (2002) writes about the creation of necessary environment to improve clinical service. Modern standards of UK government imply new types of leadership that are able to support diversity among employees, building a strong community at the same time. Scott and Caress (2005) note that development of leadership approaches is necessary for professional development of staff. Shared governance is one of methods used to realize such a goal (Hyett, 2003). First of all, this method implies empowerment of all staff, making them able to work on common goals and participate in decision making process. Rycroft et al. (2004) call it multi-professional care. Scott and Caress (2005) note that this approach helps to decentralize management, motivating staff to work together, and increasing responsibil ities. This method provides much better results than a classical system of hierarchy. It increases motivation and satisfaction of staff, which makes employees want to make significant contribution, using their creativity and improving their most useful skills. Skills and Knowledge of a Nurse Leader Obviously, leaders must have necessary knowledge of management. They have to create proper atmosphere within a team, as well as understand necessary details about finances and economics. Mahoney (2001) notes that leaders must also have knowledge of evidence-based outcomes. However, according to Mahoney (2001), this list of skills is not complete, since every nurse leader also must be competent, and creative. Leaders must easily collaborate with other workers and stay up to date about all changes in standards of treatment. Not only have they to be aware of the latest medical trends, but also to implement these standards and make sure that they are applied efficiently. Moiden (2003) notes that leaders must be able to understand needs of staff, creating necessary conditions for work, in order to increase productivity. Strong leadership is based on three main things, such as influence, authority, and power (Jooste, 2004). Taking into account modern tendencies in management, we can conclude that a leader must use influence more, trying to use less power. A leader must be able to find common ground in every situation, negotiating with staff, motivating and persuading them. Author highlights three necessary methods that help improve communication between workers and a leader, such as instructions, caring relationships, and modelling, which is supporting a point with examples. De Geest et al. (2004) sorts necessary skills, and creates a list of five necessary practices for leaders, including modelling, inspiring, motivating to act in a certain way, challenging, and encouraging. A leader must be able to correctly assess contributions, creating the atmosphere of competition among employees, therefore encouraging them and increasing performance. Mahoney (2001) states that such an approach helps the leader to focus not only on leadership issues, but on the whole team as well. Practice Settings Hyett (2003) notes that most health visitors have no necessary mechanisms of self-control, which could help them make decisions and take them out of a self-led environment. In such conditions, nurses don’t initiate changes, since such initiatives don’t find support. As a result, most active nurses lose their confidence and don’t feel able to support their colleagues. Fradd (2004) states that such problems are the most important issue in a context of motivation, noting that the lack of motivation directly affects the quality of medical care. Often managers don’t pay necessary attention to self-esteem of staff, focusing only on a range of medical services, and so increasing dependence, and decreasing motivation. Hyett (2003) states that such conditions may be the reason for workers to leave their job, or even change their line of work. Every time when a nurse leaves a position, an organization faces the need to find new employee, and so spend extra time on t raining. In turn, it means additional costs on training and recruitment. According to statistics based on focus groups, most nurses describe leaders as enthusiasts, who can easily show them necessary direction, inspire them, and support them with necessary advice. Rycroft-Malone et al. (2004) claims that nurses don’t want a leader who will speak from the position of power; a real leader must have enough knowledge, and be able to collaborate with others, working on the same goals, managing them, and demonstrating his or her developed skills. Social Context Nurse leaders participate in every stage of work, providing effective management. We can see how leadership changed through time, moving towards smart management, and excluding the role of overpowering. According to Jooste (2004), now difference between lower, middle, and top management slowly disappears, because leaders of each level are no more limited in their tasks. Now each leader must be flexible and able to act in unexpected situations. This fact leads to wider responsibilities, and so to new standards of health care. Large et al. (2005) consider a leadership program of the Royal College of Nursing. This program of political leadership includes several steps. First of all, leaders should be able to estimate the most important issues, creating a proposal for change. They must involve more participants in discussion, talking to both supporters and opponents of each project. Leaders must build communication and deliver effective messages, creating healthy environment for collaboration between different parts of an organization. Education Cook (2001) points out the importance of investment in education. We must teach nurses how to be a leader. Cook insists on including leadership into the basic nursing curricula, also noting that such a type of education must be available not only during training, but also during their careers. Such an approach is wide, and we can consider its benefits on the example of evidence evaluation. Nurses must be able to analyze evidences and make decisions based on the strongest evidence. To make it possible, we need to provide nurses with necessary knowledge, as well as to train them. They must be able to adapt to unexpected circumstances, and make decisions fast and effectively. According to Moiden (2002), we must provide nurses with understanding of possible situations, and with necessary knowledge, so they could find solutions for unexpected issues. To support the use of transformational leadership, NHS created the Leading an Empowered Organization. They hope that such incentives will help nurses develop and realize their authority and responsibility. This program defines the goal as an ability to take risks, solve unexpected problems, and develop autonomy. Along with the Leading an Empowered Organization, another program was created to help nurses discover their leadership qualities. It’s the RCN Clinical Leaders Program (Faugier Woolnough, 2002). New Challenges and Opportunities Jooste (2004) states that health care constantly produces new challenges and changes the environment for nurses. They must be able to react to unexpected events immediately, take the initiative and make important decisions. This all is impossible with the old hierarchic approach to leadership. New approaches make it possible to introduce new methods of motivation, creating necessary conditions for talking, listening, and encouraging. Hyett (2003) describes leadership as an ability to develop new methods and introduce new systems, in order to provide understanding of a desired vision. Now we are saying that everyone can be a leader, since all a future leader needs is a number of certain skills and practices. First of all, nurse leaders must be flexible, confident, and have necessary knowledge (Hyett, 2003). Empowering Patients Fradd (2004) states that only those organizations that have good leaders are able to satisfy patients. Most patients assess medical care depending on the nurse’s behavior, so this profession is one of the most important medical professions in the context of individual trust. A patient can be more or less involved in care, and in this case everything depends on the nurse. Many patients understand features of their disease, or at least want to be as informed about it, as possible. Thus, patients must be involved in discussions, getting necessary information about features of their treatment. Patients need to talk to nurses, and nurses have to be able to argue with patients, as well as to reassure them, and give them necessary information in an understandable way. According to Outhwaite (2003), nurses must be able to protect interests of the patient, in case if a doctor places his own opinion above patient’s opinion. According to Welford (2002), transformational leadership is a method that allows followers participate in important process along with a leader. This method also provides a flexible structure of management, which helps both the leader and followers adapt to fast changes. Mahoney (2001) states that getting rid of hierarchical structures, organizations are able to form strong teams, where all experts and professions collaborate, and so increase performance of the entire organization. As a result, both patients and nurses are satisfied, and this result helps add value for customers and for staff as well. This is an example of an essay. Don’t present it as your own work, since it wouldn’t pass a plagiarism check. If you’re looking for qualitative and affordable college papers, just contact us now!

The impact of technology on sports Essay Example | Topics and Well Written Essays - 750 words

The impact of technology on sports - Essay Example The design and development of sporting equipments and infrastructures needs partnership between all the members involved as well as comprehending between both the science of sports and life. Even if the technology has brought a great impact in the sporting activities, some of the equipments developed in accordance with the current technology contribute very little to the success of a sports person in the games. The world of sports has changed drastically over the years due to the development of technology, which has brought a huge impact in the modern sporting events. However some people think that inclusion of technology in the sports will reduce the pace of the games but others claim that technology make games to be more enjoyable. For instance, when people embrace technology in football most of the blunders that greatly cost playing teams and referees can reduce drastically. Introduction of hawk eye technology brought mixed reactions among various stakeholders in the football aren a. The hawk eye technology in conjunction with the goal line technology will help the referee to make better decisions while in the pitch. In United States of America, the referees have been using instant replays in order to make the correct calls in football. The referees in basketball have also adopted the replay system in modern to ensure that the players are shooting the ball within the period stipulated by a shot clock. The hawk eye technology and instant replay technology has seen the quality of these sports increase at a very great margin (Topend Sports, 2013). Additionally, international cricket has been using the third umpire to replay disputed boundaries and catches, hence improving the quality of the sports in the fields. The economist (2012) states that, â€Å"the Umpire Decision Review System (DRS) has completely changed the sport†. This statement is very true because before this technology came some of the bowlers used to instill fear to their opponents and with the new technology, the observers were able to catch search bowlers. The DRS system has made cricket game to be civil by including a tactical dimension to the sport and the teams can now take part in decision making in cases of a poor sportsmanship. The DRS system has made the cricketers to acquire more knowledge and skills when playing the game and this has made them reap the full benefits of the new technology. The economist (2012) claims that, â€Å"a good captain now must also possess the skill of the judicious review†. This implies that the new technology has really assisted the cricketers in making the correct judgments in case they detect an error in the opponent side. Thus, inclusion of technology in the cricket sport has brought a very great revolution of serenity to the game whereby the people used to relate the sport with violence because of poor decision made by the observers. However, in some sports, the balance seems to sway far away towards the technology beca use of the impact that the technology has brought in these events. According to Kelner (2009), in swimming, Speedo LZR swimsuits that the swimmers are currently using perfectly fit the swimmers body as designed. The swimsuits transform the swimmers body into a surface like that of a dolphin, which have very little similarity with the normal swimsuit. However, this newly designed swimsuit has very little