Moving Canadian Governmental Policies Beyond A Focus On...

In order for health promotion to achieve its goal, programs that promote and support change have to be implemented before individual health issues arise. The individual based treatment and lifestyle programs that are predominant in Canada often do not contribute to social change and have limited societal effect. The paper by Alvaro entitled â€Å"Moving Canadian governmental policies beyond a focus on individual lifestyle: some insights from complexity and critical theories† argues that Canadian health policy is focused on promoting individual lifestyle change and neglects, or to a lesser degree overlooks, societal and economic issues, both of which are factors prevention programs consider. Alvaro argues that governments should refocus their efforts towards programs that remedy societal and economic issues that affect health. This argument is made by referencing reputable studies and sources, employing logical reasoning, and addressing issues that may evoke an emotional respo nse in the public. First, Alvaro is unequivocal in her argument, which is supported by numerous research studies. Her paper was funded by the Canadian Institute of Health Research which is the Government of Canada s health research investment agency (CIHR) which indicates the relevance and importance of the issue to national health. Alvaro references research published in peer reviewed sources that appeals to ethos such as the International Journal of Public Health, the Canadian Journal of Public Health andShow MoreRelatedAn Organizing Framework For Interprofessional Global Health Education6446 Words   |  26 Pageshealth and achieving equity in health for all people worldwide. 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It does not cover the individual selections herein that first appeared elsewhere. ii Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted. This special edition published in cooperation withRead MoreOliberte Marketing Plan13181 Words   |  53 Pagesplus attitudes and practices 6. PESTEL 7. Risk Analysis B. Firm Analysis 1. Brief history of the company and stage of internationalization 2. SWOT Analysis 3. Stakeholder Analysis 4. Product Development and Product Extension 5. Pricing and Financial Policy 6. Internet and E-commerce 7. Organizational Structure C. Competitor Analysis 1. Competitive Positioning: Direct and Indirect Competitors 2. Market Share Distribution 3. Future Competition – Direct and Indirect Competitor 4. 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Joint Commission Accreditation Audit Preparation Free Essays

Joint Commission Accreditation Audit Preparation Compliance Status for â€Å"Communication† Priority Focus Area Executive Summary In preparation for the next Joint Commission Accreditation Audit, Nightingale Community Hospital is assessing the compliance status of each of the Joint Commission’s Priority Focus Areas (PFAs). This Assessment covers the â€Å"Communication† Joint Commission PFA. For the previous Joint Commission audit, there were no findings associated with this standard. We will write a custom essay sample on Joint Commission Accreditation Audit Preparation or any similar topic only for you Order Now Since The Hospital has recently undergone a great deal of staff turnover in the Standards and Communication Department, several of the Hospital Directors felt that this may be an area that has slipped in relation to compliance with this PFA. The Communication PFA is comprised of three general standards: †¢UP. 01. 01. 01 Conduct a pre-procedure verification process. †¢UP. 01. 02. 01 Mark the procedure site. †¢UP. 01. 03. 01 A time-out is performed before the procedure. Each of these standards has elements of performance that Nightingale Community Hospital should be implementing through policies, protocols and checklists. Compliance with the performance elements s summarized in a compliance matrix. The matrix identifies the standard, the performance elements of the standard, and how the performance element is implemented. This matrix is an effective tool to assess where compliance gaps exist and it forms the basis for developing corrective action plans. The compliance matrix for the Communication standard in included at the end of this summary. Nightingale Community Hospital is implementing most of the performance standards. There is no documented implementation for the following performance elements. †¢Labeled diagnostic and radiology test results (for example, radiology images and scans, or pathology and biopsy reports) that are properly displayed (UP. 01. 01. 01) †¢When two or more procedures are being performed on the same patient, and the person performing the procedure changes, perform a time-out before each procedure is initiated. (UP. 01. 03. 01) The Hospital is out of compliance with element of performance 3 under standard UP. 01. 02. 01. This performance element should be implemented in the Site Identification and Verification Protocol. The protocol does not identify who is responsible for marking. Additionally, the protocol specifically states that marking is not required for bedside procedures if provider is present the entire time. This flexibility is not allowed in the standard. In addition to these deficiencies, two opportunities for improvement were identified. The Handoff procedure checklist is a useful tool, but there is no mention of this checklist in the Site Identification and Verification Protocol. Also, the Protocol does not address premature infants and the allowance to not perform marking when the mark may cause a permanent tattoo A corrective action plan will be focused on ensuring that the identified noncompliances are corrected and evaluating opportunities for improvement. Specific elements of the corrective action plan are: 1)Revise the Site Identification and Verification Protocol to remove the incorrect information on bedside procedures. Target completion Date: 2/1/2012. Actionee: Standards and Communication Director. 2)Revise the Handoff Checklist to include â€Å"labeled diagnostic and radiology test results (e. . , radiology images and scans, or pathology and biopsy reports)†. Target completion Date: 4/1/2012. Actionee: Standards and Communication Director. 3)Revise the Site Identification and Verification Protocol to include reference to the Handoff Checklist. Target completion Date: 4/1/2012. Actionee: Standards and Communication Director. The results of th is corrective action plan will be examined approximately six months prior to the Joint Commission audit. That will give adequate time to develop and implement further corrective actions, if necessary. How to cite Joint Commission Accreditation Audit Preparation, Papers

Changing Organizational Culture Management and Organization

Question: Discuss about the Changing Organizational Culture for Management and Organization. Answer: Introduction To perform well in the external market, the internal environment of the organization should be maintained properly (Alvesson 2012). The employees need to feel good about their work and about the organization. An organization should employ proper culture so that the employees feel good about the organization and eventually become committed towards the organization (Ostroff and Schulte 2014). The report will evaluate the factors that will help in building a healthy culture in the organization. In addition to this, the problem that are revolving in Woolworths will be assessed in the report. The factors that will help in creating a healthy culture will be suggested for the organization. If Woolworths follows a proper culture within the organization, then chances of commitment issues will be less in the organization and help the company grow in a positive manner. Culture brings commitment Culture not only relates to the social perspective but also the way the employees are treated in an organization. The beliefs, key values, symbols and the expectations of the organization help in creating the culture of the organization (Alvesson and Sveningsson 2015). The employees will feel connected with the organization once they will be able to work in a healthy environment. Once they will feel connected with the organization, eventually they will become committed to the organization. Some types of culture that would help in building the idea of commitment among the employees are: Transparency The senior management should share detail the junior employees need to know to carry out the work (Bedarkar et al. 2016). On the other hand, the employees should feel free to share their ideas and suggestion with the senior management. When the employees and the senior employees will be transparent with each other, the employees will become committed with the organization. Trust The employees should not feel that they are being cheated by the organization (Zohar and Hofmann 2012). The employees should not be punished if the person admits a mistake and speaks the truth. Thus, the employees will be able to trusts the organization and vice versa. In this way, the employees will be committed towards the organization and the organization will be benefitted by the commitment. Fairness Treating the employee fairly without any discrimination is one of the key factors that will help an organization to function properly (Hogan and Coote 2014). There should be no discrimination among the employees based on caste, religion, ethnicity or gender. The employees should feel equal in the organization and once they will see that the company is not discriminating them based on the mentioned factors that will committed towards the organization. In addition to this, the company should support diversity. They should employ staffs who belong to different cultures (Nica 2013). One team should have employees from different cultural backgrounds. In this way, they will learn to work with diverse cultural backgrounds and the eventually contribute for the enhancement of the business of the organization. Learning and sharing The employees should be supported so that they are able to learn freely in the organization and share their ideas (Alvesson 2012). A new employee should be given proper training so that the individual is able to learn the work well. Once the employee will be supported through proper training they will be committed to the organization they are working for (Ostroff and Schulte 2014). Issues at Woolworths There has been a purge in the meeting when Gordon cairns, the chairman of the organization announced that Jayne Hrdlicka, the director of the organization will not be working in the company anymore (Woolworths and Greenhalgh 2016). The dismissal of Jayne Hrdlicka reminded the staffs of the organization about the walk-out of the former directors, David Mackay, Christine Cross and Ian Macfarlane and Ralph Waters, the former chairman of the organization. The dismissal does not have any proper reason and the many times, the senior employees are not aware of the mistakes however, it is termed as board renewal and the steps are taken by the organization. The sudden dismissal could have resulted in serious commitment issues among the staffs (Alvesson and Sveningsson 2015). When the junior employees will see that the people like the directors and the chairman is not being spared by the company, they would become insecure about their position in the organization (Bedarkar et al. 2016). They would not be staying long in the organization and the quality of the services for the organization will be hampered. The above-mentioned issues can be tackled in the organization by maintaining a transparency in the organization. Before the senior management is taking any decision for the organization, then reason behind taking such decision should be clearly communicated to the employees (Zohar and Hofmann 2012). Once the employees will know the reason behind the changes in the organization, they will be satisfied that the organization is communicating with them (Hogan and Coote 2014). In addition to this, organization should aim at building the trust among the employees. The sudden dismissal will result in creating an unhealthy culture in the organization (Nica 2013). The trust among the employees will remain intact once the sudden dismissals will be stopped (Alvesson 2012). The employees who are being dismissed will spread a negative word of mouth and eventually Woolworths will have bad name in the market (Ostroff and Schulte 2014). Conclusion Some of the factors that have been identified to maintain a healthy culture in an organization are maintaining the transparency among the employees, building trust, fairness among the employee and training the employees to perform better in the organization. The employees will be happy if the mentioned steps are taken in the organization and hence, it will help in building the sense of commitment among the employees. Woolworths is missed certain senior employees without any prior notice. This created commitment issues within the organization. If the company had been transparent in its actions and have trusted the employees, then it might have stopped the issues of commitment among the employees in the company. References Alvesson, M. and Sveningsson, S., 2015.Changing organizational culture: Cultural change work in progress. Routledge. Alvesson, M., 2012.Understanding organizational culture. Sage. Bedarkar, M., Pandita, D., Agarwal, R. and Saini, R., 2016. Examining the Impact of Organizational Culture on Customer Centricity in Organizations: An Analysis.Prabandhan: Indian Journal of Management,9(2), pp.19-28. Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's model.Journal of Business Research,67(8), pp.1609-1621. Nica, E., 2013. Organizational culture in the public sector.Economics, Management and Financial Markets, 8(2), p.179. Ostroff, C. and Schulte, M., 2014. A configural approach to the study of organizational culture and climate. Woolworths, C. and Greenhalgh, J. 2016.Cairns demands commitment at Woolworths. [online] Intelligent Investor. Available at: https://www.intelligentinvestor.com.au/cairns-demands-commitment-at-woolworths-1794056 [Accessed 23 Dec. 2016]. Zohar, D. and Hofmann, D.A., 2012. Organizational culture and climate.