Personal Ways of Knowing Essay Example | Topics and Well Written Essays - 1000 words

Personal Ways of Knowing - Essay Example Indeed, these early experiences almost certainly shaped and directed my interests towards a career in healthcare. In college, I took my first steps towards becoming a health care professional when I started a 4 year Bachelor’s Degree in Nursing. In my opinion the role of the nurse is not just performing set tasks to alleviate a clinical condition but rather to take a holistic approach and treating the individual as a whole and not just as a clinical case! With holistic care not only is the clinical condition treated but the patients’ general well-being and satisfaction is also optimized. As a nurse therefore all my efforts are directed toward helping and supporting the patient to recover and become capable of taking care of his/ her needs. Patient’s safety is, of course, a vital part of optimal care whereby critical thinking should be utilized to avoid any errors or mistakes in delivering care as well as solving any other work related problems. Indeed, being a nu rse involves much more than performing technical tasks. It requires a personal and professional commitment for effective delivery of goals and objectives. After I graduated and completed a one year internship I started my journey in nursing by working in King Faisal specialist hospital as RN in neuroscience ward for one year. As I was eager to learn new skills and gain more knowledge, I enrolled in one year Diploma in Critical Care accredited by Saudi council. The diploma equipped with necessary skills and knowledge to work successfully in the ICU for almost two years, providing care for critically ill patients. During this period I was occasionally assigned to teach the new staff and nursing students as a preceptorship. I enjoyed this teaching experience, finding myself capable to facilitate and pass on knowledge to others as well as having the ability to explain things to my students clearly. This was also a crucial period when I realized that acquisition of knowledge is an ongoin g process and needs to be adopted within the work culture. I realized that I like to teach and decided to move to academic field. I strongly believed that I have the potential to become an exceptional teacher. At the end of 2008, I was accepted to work as teaching assistant at King Saud bin Abdulaziz University for Health Sciences, Nursing College (KSAU). I was responsible to facilitate the new knowledge, skills, and practice to the nursing students during their clinical day. Also, I was helping them in applying theory to practice. As a teacher, I understood the importance of ‘knowing’ and the process by which the personal knowledge accrued is used within the profession to improve and improvise the outcome. Porter (2010) emphasizes that evidence based practice greatly facilitates in decision making process in the care of individual patients. I support the view because individual patient’s needs are unique while the treatment could be similar to others. While work ing in KSAU, I was awarded a full scholarship to study abroad to help broaden the knowledge of academic and clinical nursing by the kingdom of Saudi Arabia. I took the challenge that this opportunity had offered mainly because I am dedicated, motivated, and ambitious to continue my higher education. Mantzorou and Mastrogiannis (2011) assert that knowing the patients is vital ingredient of effective nursing practice that thrives on clinical learning, development of cognitive, intuitive and experiential and personal knowledge

Islam and Religious Group Essay Example for Free

Islam and Religious Group Essay Select at least 1 religious and 1 ethnic group not your own from the list below. †¢Religious groups (based on http://religions.pewforum.org/pdf/affiliations-all-traditions.pdf) oChristianity †¢Evangelical Protestant †¢Mainline Protestant †¢Historically Black Churches †¢Roman Catholic †¢Latter-Day Saints (Mormons) †¢Jehovah’s Witnesses †¢Orthodox (Greek, Eastern) oJudaism (Orthodox, Conservative, or Reform) oBuddhism (Theravada or Mahayana) oIslam (Sunni, Shia, Sufism) oHinduism †¢Ethnic groups (based on divisions in U.S. Census Bureau documents) oAsian (Asian descent) oBlack (African descent) oHispanic and Latino (South or Central American descent) oPacific Islander (Polynesian descent) oWhite (European descent) Part III Answer the following questions in 150 to 250 words each about the religious group you selected: †¢How does your selected religious group differ from other religious groups (such as in their beliefs, worship practices, or values)? †¢What has been the experience of your selected religious group with others that do not share its beliefs or practices? †¢In what ways has the religious group you selected contributed to American culture? †¢Provide specific examples of prejudice or discrimination your selected religious group has experienced. †¢What were the sources of this prejudice or discrimination? †¢Does what you’ve learned about this religious group help you understand it? In what ways? Answer the following questions in 150 to 250 words each about the ethnic group you selected: †¢How does your selected ethnic group differ from other ethnic groups (such as differences in ancestry, language, or culture)? †¢What has been your selected ethnic group’s experience with other ethnic groups? †¢In what ways has the ethnic group you selected contributed to American culture? †¢Identify some specific examples of prejudice or discrimination that your selected ethnic group has experienced historically. †¢What were the sources of this prejudice or discrimination? †¢Does what you’ve learned about this ethnic group help you understand it? How? Part IV Answer the following questions in 150 to 250 words each: †¢How are the prejudice and discrimination experienced by your selected religious group and ethnic group similar? †¢How are they different? †¢Can you draw any conclusions about discrimination from this comparison

The levels of organizational change readiness

The levels of organizational change readiness This chapter will show my devised framework of the transformation change model to assess the level of readiness for change at AFH,across departments and units; to answer the major and minor research questions; and to achieve the research objective. The devised framework will be examined and evaluated by the use of its different variables in this paper. This chapter will illustrate the research problem, sampling method, propositions and data analysis method. 3.2 Problem Statement Senior management decided to introduce new equipment into all departments across the hospital. This has been a major change project that started in 2007. The main advantages of this change include a reduction in the rate of human error and an increase in the production of patient reports. Despite the positive impact this change would have on the ways of working in the hospital, employees had not been informed of any change prior to it being introduced, and were therefore not ready to accept the new ways of working. Reasons for this lack of acceptance will be discussed later in this paper, including: No communication between senior management and their staff. (Kotter, 2007). Training not being made available to all staff. (Lehman et al, 2002). People resisting change due to both lack of ability and knowledge, and their competing commitment of the big assumptions they will have made regarding the change process. (Kegan and Lahey, 2001). Weak management style, for example, not involving employees in the decision-making process. (Garvin and Roberto, 2001). Weak leadership style such as not clearly explaining the new vision that would come from the change (Garvin and Roberto, 2001). The level of readiness for change at AFH will be assessed and evaluated by applying the change readiness model from the literature so that the organization can achieve its goal of a completing a successful transformation process. In addition, AFH is undergoing further organizational change replacing existing managers with new managers and a new structure, based on the decision of the Ministry of Defense Headquarters in 2010. This change has been implemented in the administration department at AFH as well as across other departments and units. Some of the departments have increased in size and other departments have had to raise staffing levels due to the increased number of patients each year. Goals of the Armed Forces Hospital (AFH): To gain competitive advantage through improving the quality of work-flow by meeting the patients needs through the use of highly specialized and up-to date equipment; to ensure the accuracy of results and to decrease the rate of human error; to produce an increased level of patient results more efficiently. 3.3 Research Objective: The main objective of the thesis is to study the level of organizational change readiness in different departments of the hospital. Creating an acceptance for the need to implement change in the different departments of the hospital will result in the organization achieving its goal of improving the quality of work to treat more patients in less time. which in turn will lead to greater patient and employee satisfaction. To make useful recommendations. To learn more about readiness for change at AFH. 3.4 Conceptual Framework The devised framework is a combination of the Transformational Change Model, John P. Kotter (2007) and the Model of Change Program, Simpson (2002). The conceptual framework has six factors that affect the level of readiness for change in our case study organization (AFH) in Kuwait. We will be using both qualitative (semi-structured interviews) and quantitative (surveys) methods of research to collect our data. Staff Empowerment Leadership Skills Communication Computer availability internet access Adequate qualified staff Adequate Budget Adequate space for each employee Teamwork Vision Organizational Resources Readiness for organizational change Figure 3.1 Conceptual Framework 3.4.1 Dependent Variable of the Model as the following Ready for Organizational Change Judge and Douglas (2009) have defined employee readiness for change as the extent to which an individual or individuals are cognitively and emotionally inclined to accept, embrace and adopt a particular plan to purposefully alter the status-quo. (Judge and Douglas, 2009, P. 637). Arlbjorn et al (2006) have defined change readiness in an organization that the participant gains an understanding of the need to make change in the organization and display a willingness to take part in the change. (Arlbjorn et al, 2006, P. 129). He refers to the importance of staff involvement in the whole journey of the change process (Arlbjorn et al, 2006). He also refers to the importance of organizational alignment where employees from different departments of the organization participate in the change process and discuss shared problems and issues during group exercises. (Arlbjorn et al, 2006, P. 133). An organization that involves its employees at all levels and which has organizational alignment during the change process has an adequate level of organization readiness for change. Our research will assess the organizational readiness for change through a survey of 20 questions to assess employees overall readiness for change, and 26 interviews to find the effect and the relation of the 6 different independent variables of our model on the organizational readiness for change. 3.4.2 Independent Variables of the Model as the following Empowerment: Organizations are currently facing tough competition in a turbulent external environment. In order to ensure their survival they need to have sustained competitive advantage perceived benefits and advantages over their competitors. Competitive advantage provides an organization with the ability to increase the value of the company for its stakeholders. There is a need to transform the way they function by moving away from the traditional hierarchal and bureaucratic model of organization to the delegation of responsibilities to employees and giving more accountability further down the hierarchy to the first-line employees (Beer et al, 1990). This is done by encouraging employees to make more independent decisions at work without the need to constantly refer to their supervisors. Menon (2001) defined employee empowerment as the transfer of organizational power, energizing followers through leadership, enhancing self-efficacy through reducing powerlessness and increasing intrinsic task motivation (Menon, 2001, P. 154). Empowerment has been used to donate the act of empowering others and also to describe the internal process of the individual being empowered i.e. psychological empowerment. Empowerment means the delegating of responsibilities to other employees in decision making that will not only motivate them but make them more innovative towards the new change project which will increase job autonomy and cause job enrichment (Menon, 2001, P. 155). A good leader always empowers their staff in order to perform their work and make independent decisions. Leadership: Leadership is a relationship through which one person influences the behavior or actions of other people (Crossman, 2007, P. 514). Another definition is the ability to influence a group toward the achievement of goals (Robbins, 2005, P. 332). Burns (1978) has characterized transformational leadership through the following characteristics: Changes the status-quo Able to transform the organization Based on creativity and innovation Purpose to engender commitment of the leader and the staff as well to the change process In a successful transformational process we need to acknowledge the importance of leadership skills, such as effective communication, delegation of responsibilities to other employees and commitment. Modern change theories have emphasized both the importance of and the role of a strategic change leader in an organization who enhances the participation and cooperation of their colleagues in the decision-making process. This is unlike the traditional change theories where the emphasis was on the manager for the day to day operation of the business (Almaraz, 1994). In addition there is a need to have senior management support and commitment towards the change process to create the required level of readiness in an organization. In a successful transformation process it is important to establish a change project by having competent employees and by having participative leaders that encourage specialised training for their staff rather than directive managers to acquire change (Arlbjorn et al, 2006). A change leader must know the process of transformation and know how to create and communicate a clear change message to employees. This message determines the nature of the change and shows how employees react differently to the transformation process (Armenakis and Harris. 2002). Change leaders must also know how to answer any questions or concerns staff have regarding the need for change in a proper, convincing way. They must be able to provide tangible evidence to gain the support of their employees and their commitment to the change process (Armenakis and Harris. 2002). Communication: Communication in an organization is the most effective source of learning and developing any transformation process. Regular meetings, conferences and educational programs can all facilitate learning and increase the competency levels of staffing in order to reach the organizational goal of having a successful transformation and adequate level of readiness for change (Beer et al, 1990). A change leader must communicate the change message to employees on a regular basis. They must know how to introduce them to, and convince them of the new change vision through regular meetings to discuss work-related issues, the new change plan and strategies on how to achieve it. Email is an effective communication tool using the internet to send out the most recent and updated information. Use of an organizations intranet is another communication tool where reports can be circulated to employees on a regular basis. A skilled leader must establish a simple plan for change very early on in the change process that ensures employee acceptance, resulting in favourable outcomes and ensures employee involvement in the change process (Garvin and Roberto, 2005). Having regular meetings ensures and enhances active participation from employees in the change process. Teleconferences of live presentations is another way of communicating the change vision and message to employees. Such a teleconference presentation is called readiness speech and so managers and their staff must use the change message component framework to guide the content of the speech. The change concept should be established by a need that is easily understood and circulated among the employees of an organization (Armenakis and Harris. 2002, P. 176). A change leader manager must know how to introduce and regularly communicate the new change vision and the change message with employees through different communication channels such as meetings, speeches and newsletters. Kotter (2007). Leadership by example in different organizational departments/units is highly appreciated. A change leader must walk the talk that is consistent with the organization goal in the workplace and provide support and commitment to the transformation process. Additionally a manager with an open management style provides staff with the opportunity of open discussion and criticism which will be of benefit to both employees as well as the organization. Vision: Leadership vision is designed to mobilize an organization towards the attainment of some future state that is expressed in terms that generate enthusiasm (Armenakis and Harris. 2002). It is important to have a new change vision in the organization and to find strategies to achieve it. Vision is to gain insight into the purpose and objectives with the organization vision whether it is (differentiation, responsiveness and cost-optimization) (Arlbjorn et al, 2006, P. 133). In order to reach an organizational target it is important to develop a shared visionof how to organize and manage for competitiveness (Beer et al, 1990, P. 162). A change leader manager must define and communicate the new change vision to employees and encourage everyone to work towards achieving this vision. The new change vision should define new roles and responsibilities and coordinate the flow of information and work across independent functions at all levels of the organization. There is a need to have strategies to show everyone how to achieve the organizations goals, as well as how to achieve and accomplish the vision. For example, having a simple vision set out in a five year plan that is easy to understand, that is communicated by different stakeholders within the organization e.g. employees, clients and management, and clearly states how to reach the goals and clarifies the direction of the organization. Having a simple vision that is easily communicated and understood by the organization staff within 5 minutes or less is a useful rule of thumb (Kotter, 2007). A successful leader must know how to achieve and accomplish the organizations goals by recognizing obstacles and removing them to overcome different forms of resistance to change such as: Enhancing and increasing employee knowledge and competencies by providing training courses, lectures and workshops on a regular basis to overcome resistance to change. Change and improve organization structure by improving staff performance appraisals to be able to assess change that is consistent with staff interests and develop a staff compensation system to achieve success in the transformation process. Know how to deal with the more rigid management who are against organization development. In brief, leader managers need to treat their staff fairly, delegate accountable responsibilities, provide credibility and motivate them to become involved in the new change project. Teamwork: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable (Katzenba ch, 1993). A team is a formal primary group of co-acting individuals who are dedicated and committed toward a common purpose to achieve the organizational goals. It is important to have collaborative, dedicated and cohesive teamwork after the establishment of the change plan as this will ensure the continuing and the accomplishing of the change plan. It will build the sense of employees ownership towards the change project to enhance their support and responsibilities towards the transformation process ((Armenakis and Harris. 2002). In order to have effective teamwork throughout the departments and across the different organizational departments, senior management must enhance employees active participation which is involving employees in activities that are designed to have them learn directly and enjoy the implementation of new issues to add value that is consistent with both employees and organization goals. This will provide opportunities to demonstrate and understand the change message and build the confidence and trust in their managers, supervisors and team based approach taken by their executives (Armenakis and Harris. 2002). In brief, teamwork without strong line leader managers will never achieve the success of the change process, and efforts without powerful guiding teams can make minor progress but will soon stop the change progress (Kotter, 2007, P. 7). Organizational Resources: Having different and adequate organizational resources is an important factor to successfully create readiness in an organization. Change requires adequate resources in various forms such as: competent employees, availability of computers and internet access and covering budget, and requires staff commitment to see the change process through to completion. Employees also need to see support of the change process from their departments (Armenakis and Harris. 2002). Organizational change might be highly desirable but unreachable due to the lack of the following resources: (Lehman et al, 2002) Open budget: in order to support and enhance the change project an organization must have a dedicated budget supported by senior management. This should be spent on having the right offices, furniture and equipment such as computers i.e. components of a healthy working environment, and spent on different specialised training courses, lectures and workshops on a regular basis to facilitate learning and to increase and develop the knowledge, skills and performance of employees (Lehman et al, 2002). Adequate and qualified staffing: an organization should have enough skilled employees to do the required job and must encourage learning to adopt the new ways of working in the transformation process. This is done by increasing the knowledge and competency levels of staff by having regular training courses, presentations and workshops to cope with change and to serve the increased number of patients at the hospital to serve more patients in less time. Providing adequate space/employees: it is important to have the right number of employees in each department section to ensure effective and efficient work-flow and to ensure monitoring and observing of the work process. Computer availability and internet access: an organization must ensure the availability of access to computers, to certain programs and e-communication between management and their staff via e-mails within departments and across departments to exchange useful information and share up to date knowledge regarding the change process. Having e-communication via e-mails and e-conferences is considered to be an effective and professional communication method. In brief, an organization that provides a dedicated budget, reported higher levels of staffing, adequate space and a healthy working environment with more I.T. resources, and that is open to effective communication will be more open to change than those organizations than those that do not. 3.4.3 Major Research Questions: To what extent are the different departments at the AFH ready for change? 3.4.4 Minor Research Questions: 1. Is the level of communication adequate in the different departments of AFH? 2. Is the level of empowerment adequate in the different departments of AFH? 3. Is the level of organizational resources appropriate in the different departments of AFH? 4. Is the level of leadership adequate in the different departments of AFH? 5. Is there a well known vision or strategic objective to the different departments of AFH? 6. Is the level of teamwork satisfactory in the different departments of AFH? 3.4.5 Propositions 1. It is proposed that management do not encourage open communication with their employees as they have seen no benefit from it during several meetings. 2. It is proposed that management do not consult other employees in the decision making process. 3. It is proposed that supervisors are unable to address issues from their staff due to low morale and a low work ethic. 4. It is proposed that management rarely communicate the new change vision during meetings, presentations or through the staff newsletters. 5. It is proposed that there is limited staff accountability and empowerment in the different AFH departments and units. The decision-making power is limited to management only. 6. It is proposed that there is are no risk taking as it is considered costly to both the organization and employees themselves. 7. It is proposed that employees did not receive the necessary training courses to improve their level of competence and readiness for change. 8. It is proposed that internet access is limited to those in more senior positions. 9. It is proposed that management did not fully involve their staff in the work produced. Only verbal guidance was given from behind their desks, showing lack of leadership by example. 10. It is proposed that management listened to employee suggestions and complaints but did not act on or implement them. 11. It is proposed that employees were not informed of the new change vision. 12. It is proposed that management in the different hospital departments did not develop strategies to meet the organization vision. 13. It is proposed that employees are not aware of teamwork. 14. It is proposed that employees lack the sense of ownership towards the change process. Relationship of the Minor Research Questions to the Proposition: Research minor questions Propositions Is the level of communication adequate in the different departments of AFH? 1. It is proposed that management do not encourage open communication with their employees because they have seen no benefit from it during several meetings. 2. It is proposed that management do not consult other employees before taking their decisions. 3. It is proposed that supervisors are unable to address issues from their staff due to low morale and a low work ethic. 4. It is proposed that management rarely communicate the new change vision during meetings, presentations or through staff newsletters. Is the level of empowerment adequate in the different departments of AFH? 5. It is proposed that there is limited staff accountability and empowerment in the different AFH department/unit. The decision-making power is limited to the management only. 6. It is proposed that there is no risk taking as it is considered costly to both the organization and employees themselves. Is the level of organizational resources adequate the different departments of AFH? 7. It is proposed that employees did not receive the necessary training courses to improve their level of competence and readiness for change. 8. It is proposed that internet access is limited to those in higher positions only. Is the level of leadership adequate in the different departments of AFH? 9. It is proposed that managers did not fully involve their staff in the work produced. Only verbal guidance was given from behind their desks, showing lack of leadership by example. 10. It is proposed that management listened to employee suggestions and complaints but did not act on them. Is there a well known vision or strategic objective to the different departments of AFH? 11. It is proposed that employees were not informed of the new change vision. 12. It is proposed that management in the different hospital departments did not develop strategies to meet the organization vision. Is the level of teamwork adequate in the different departments of AFH? 13. It is proposed that employees are not aware of teamwork. 14. It is proposed that employees lack the sense of ownership towards the change process. 3.5 Research Design: There are steps the researcher must follow to answer the research questions such as data collection, sampling, and analysis of interviews and the questionnaire. in order to be able as a researcher to examine the elements of the conceptual framework and how they impact the organizational readiness of change at AFH and to show how these elements can add value to the purpose of the research. We chose to use the qualitative and quantitative (see Appendix A) method and analysis of the data collected from my personal observations and from in-depth interviews as the rigid statistical analysis from quantitative data lacks creativity from the researchers perspective. By contrast, analysis of qualitative data deals with words and human expressions that will enrich the research paper with fewer standardized procedures and allows more creativity from the researcher. The research will be based on using semi-structured interviews with a sample of 26 interviewees. The interview questions are based on the literature and the devised model of transformational process to assess the organizations level of readiness for change. Each interview will last between 8-28 minutes. As mentioned by Sanders et al (2007) either unstructured interviews or semi-structured interviews should be used for exploratory research. As a researcher I decided to use a semi-structured interview as it provides more flexibility and convenience during data collection, as well as allowing deeper exploration of data from the answers given that would add value and credibility to the researcher itself. The research results will be supplemented by the quantitative research method, using a mini survey on a sample of 50 to measure the readiness for change level at AFH. 3.5.1 Research Sampling Methods: Sampling of 26 interviews from different departments / units, different hierarchal positions ranging from managers to front line employees with different working experiences, and different nationalities, to gain feedback on the implementation of the new change project, the establishment of new departments / units, the increase in number of employees, and restructuring of departments to assess the level of readiness towards the major change project / renewal program and new equipment . Mini survey sampling 50 employees (see Appendix B) to measure the readiness for change level at AFH. Interview Questions: For managers For employees 1. Do you encourage your staff to take independent decisions in work related issues? 1. Did your manager encourage you to take independent decisions in work related issues? 2. Did you involve your staff in the new change vision? 3. Did you know/hear about the new change vision? 2. Did your manager mention to you the new change vision? What was it? 3. Did you know/hear about the new change vision? 4. As a manager do you encourage team-work? 5. Did your staff have a sense of ownership for their project? 4. Did your manager encourage you to work as a team? 5. Did you have any sense of ownership towards the new change project? 6. How often do you meet with your staff to discuss work related issues? 6. Did your manager ask you to attend meetings? 7. Did your manager use any speeches or information boards to inform you about new work issues? 8. How often does your manager communicate with you on work related issues? 7. Can you answer your staff on reasons for the need for change? What do you say? 8. Do you encourage open-criticism when you meet with your staff? 9. Do you listen to your staff when making decisions (individualism, collectivism) 10. What do you do in order to convince people regarding change? 9. Did you ask your manager why change is needed? What did they say? 10. Did your manager encourage you to criticize their working style to improve the quality of work? 11. Did your manager listen to you when you gave your opinion on work related issues? 12. What do you learn from your manager (leadership by example)? 11. Do you attend any special training courses/lectures nationally and/or internationally? 12. Is there is any dedicated budget for training courses? 13. How often do you attend training courses/lectures/workshops? Organizational Change Readiness Assessment (Survey) -3=strongly disagree +1=slightly agree -2=disagree +2=agree -1=slightly disagree +3=strongly agree 0=not sure/dont knowIndicate your level of agreement with each statement using the following scale: Organizational Support: Level of agreement 1. The organizations visions are truly a shared vision in that employees at all levels understand, value, and work toward accomplishing this vision through their daily work. 2. Decision making and authority are decentralized (there are multiple levels of decision makers throughout the organization-decision making is not centralized at the top). 3. Employees have, in the past, actively participated in organizational decision making, goal setting, and organizational change initiatives. 4. Employee ideas and suggestions for improving their work and the organization are listened to. 5. Employees view the organizations training and development programmes as effective and supportive of change-driven training needs. 6. The organization is effective at setting and achieving measurable performance goals and targets. 7. The organization effectively uses multiple communication channels to routinely and effectively communicate with employees. Cultural: Level of agreement 8. Real teamwork and collaboration exist within and between organizational works unit/departments. 9. There is a high level of trust between leaders and employees. 10. Employees generally feel encouraged to innovate, offer ideas and take risks. 11. People here generally feel that they personally responsible for their own success. Change Environment: Level of agreement 12. The proposed change and its effects on all organizational dimensions (e.g., structure, strategy, processes, workflow, systems, etc.) are clearly defined and understood by those leading the change. 13. When the change is completed, we will be able to gauge our success with the change effort (there are clear measures to evaluate the change results). 14. The organization has successfully implemented change initiatives in the past. 15. The reason or the why of the coming change can easily be translated into tangible evidence that will get the attention of employees. Employee Attitudes: Level of agreement 16. Employees feel a sense of urgency- a felt need -for change. 17. Employees have a high level of job engagement (job engagement reflects employee commitment to their jobs and the organization). 18. Employees feel able to make decisions and act independently concerning their daily work. 19. Innovators and risk takers exist at all levels of the organization. 20. Employees have confidence in their managers ability to successfully guide them through the change. Readiness component Score Organizational support Cultural Change environment Employee attitudes Total overall change readiness

Preventing Discrimination in the Workplace Essay -- Discrimination Pre

Age Discrimination When an employer mistreats an [potential] employee by not hiring them, refusing to promote, or by holding them to a different standard, because they are perceived as being older, is illegal and would fall under â€Å"age discrimination.† Officially, this ordinance is called the Age Discrimination in Employment Act (ADEA). However this law is a little more precise. The law restricts discriminatory actions only to those over forty years of age. This law does not apply when a younger employee (under forty) is treated different, but when the difference is between two employees who are both over the age of forty, the law is still applicable (Age Discrimination). In many physically demanding jobs it may be unappealing to hire older workers, even if they can show they are physically fit and capable, due to the stereotype that the older workers cannot perform as efficiently. Additionally, older workers may be undesirable for entry level jobs, or jobs which require a somewhat high degr ee of training. This is because the training increases the expense of the employer, and the employee is closer to leaving the work force which would reduce the return on investment compared to hiring a recent graduate. However these hiring practices can flip where younger employees are disregarded over the issue of stereotypical work ethic, but this is not yet covered under the ADEA. One thing that we do to prevent age discrimination practices is eliminate sections on forms which demand applicants’ date of birth. Also, we change â€Å"Year of high school graduation 19___† to â€Å"High School Graduation? Check _Yes or _No† and â€Å"Year of birth 19___† to â€Å"Over 18 years of age? Check _Yes or _No† so that we are not be influenced by a worker’s age as ea... ...iscrimination. (2013, November 13). Retrieved from U.S. Equal Employment Opportunity Commission: http://www.eeoc.gov/laws/types/race_color.cfm Religious Discrimination. (2013, November 13). Retrieved from U.S. Equal Employment Opportunity Commission: http://www.eeoc.gov/laws/types/religion.cfm Weintraub, J. (n.d.). Pregnancy Discrimination: A Growing Cause of Concern for Employers. Retrieved from Lorman: http://www.lorman.com/newsletter/article.php?article_id=141&newsletter_id=25 Williams, E. (n.d.). Workplace Policies on Disability Discrimination. Retrieved from Chron: http://work.chron.com/workplace-policies-disability-discrimination-13039.html Women in Male-Dominated Industries and Occupations in U.S. and Canada. (2013, March 13). Retrieved from Catalyst: http://www.catalyst.org/knowledge/women-male-dominated-industries-and-occupations-us-and-canada

Discrimination Against Vietnamese Immigrants in America

Vietnamese did not magically appear in the United States, the Vietnam War sparked the immigration of Vietnamese to America. Vietnamese did not virtually exist in the United States until 1975 when the war forced Vietnamese to evacuate (Povell). The war began after Vietminh defeated France and split into North and South Vietnam (O’Connel). In 1956 communist Ho Chi Minh ruled the North Vietnam, and Bao Dai ruled the South, who the United States supported and backed up (O’Connel). The Vietnam War consisted of the North and South Vietnam, fighting against eachother in order to stay two separate countries.The North tried to overtake the South, and the United States sent in troops to assist South Vietnam (Isserman). However, in April 1975 South Vietnam collapsed and united Vietnam as one country (Isserman). The tragic result of the Vietnam War affected all Vietnamese. The effects contained of over four million Vietnamese killed, and over twenty-one million bomb craters ( "The War's Effect on the Vietnamese Land and People. â€Å"). Unbeknownst to most people, the end of the Vietnam War caused the first two waves of immigration (Povell).In fact, from the beginning Americans stood unsure about Vietnamese immigration. â€Å"A poll in 1975 showed a mere 36% of Americans in favor of Vietnamese immigration,† (Povell). This means that 64% of Americans did not favor Vietnamese immigrating to the United States. Vietnamese Americans, often referred to as Boat People, received their name because most traveled by boat from Vietnam to America. Discrimination against Boat People in America began because of living as a burden to society, a lack of job opportunity, and the ability to adapt to the American culture.Vietnamese endured a difficult journey. , As they arrived in America people thought of them as burdens to society. Americans thought of Boat People as burdens as because they had to set up refugee camps. The United Nations helped set up these refug ee camps. However, poor living conditions transpired in these camps. (Vietnamese Americans. ?). These poorly funded camps resulted in inadequate living conditions. Refugees had to put good living conditions on hold until they found a sponsor. In order to not have a sponsor they had to have $4,000 per household member (Li).However, Americans thought Vietnamese should not be refugees, but rather immigrants (Li). Needing support turned them into burdens according to U. S citizens. Also, Americans criticized Vietnamese for taking jobs and being a burden to society ( Li). As Boat People tried to blend into American culture, some people stepped in their way. â€Å"Anglo and African Americans talked of the ‘Asian Invasion' on radio dials and some took drastic measures to reject the newest Americans,?(?The Asian American Experience-Building New Saigon. ?).When they started to find well-paying or high class jobs people saw them as a burden to the job market and a threat to Americans. Therefore rejection occurred frequently. Most Vietnamese arrived in the United States only with the clothes on their back, so when it came to finding jobs they did not have luck on their side. Since most Vietnamese refugees arrived without material possessions or money, they could not afford houses, and found it almost impossible to qualify for home loans even if all family members had jobs (Li). They had few job options and the jobs offered provided extremely low pay.Due to the scarcity of employment, some Vietnamese turned to illegal jobs (such as a prostitute) to provide for themselves (Vietnamese War Reference Library). If Vietnamese could find legal jobs, they would most likely not make enough to support their families. During the beginning of immigration refugees had a 32% unemployment rate compared to 5% of other Americans unemployed (Li). Vietnamese had a higher unemployment rate because they lacked American skill, education, and opportunity. This resulted in Vietnamese thri ving for further education and understanding of American economics.However, in the late 1970s, in Albuquerque, 8. 5% of people remained unemployed. This resulted in fewer jobs available for anyone, and left Vietnamese at a greater disadvantage because they lack English, and skill. Without basic English skills, finding a job, renting an apartment, or even buying food became very difficult. (â€Å"Vietnamese Americans. †). This lead to English as a Second Language programs (ESL). ESL programs would provide the amount of English to find work, but not raise past the â€Å"poverty level† (Li). Vietnamese did receive education, but this only created opportunity to find low-paying jobs.Even with programs like ESL, less than half of Vietnamese Americans (41%) speak English proficiently (Taylor). Boat People who lacked English could not find jobs and found difficulties doing everyday tasks. When Vietnamese began to understand their struggle in the job market, they would try to open restaurants, but Americans would not accept the new flavor of food (â€Å"The Asian American Experience-Building New Saigon†). No business in the restaurants forced them to close, and find work elsewhere. Then the Boat People turned to the fishing industry.At first whites tolerated Vietnamese in the fishing industry because they posed no threat. However, when Vietnamese bought shrimp boats, they became a threat to white’s businesses, and whites began to dislike Vietnamese. (â€Å"Asian Americans†). Some Vietnamese would get extremely involved in the fishing industry, but learned better from violence used against them. Some people went as far as burning down the Vietnamese’s boats (â€Å"Asian Americans†). Outside of the fishing industry employers and coworkers would become frustrated with Vietnamese for working slowly (Li).Vietnamese worked with quality in mind where Americans worked with speed in mind. This caused employers to be impatient wi th Vietnamese, and sometimes cost them their jobs. Even when Boat People acquired jobs, their median annual personal earnings placed them $35,000 lower than the earnings for other Americans. Overall, Vietnamese had a horribly hard acceptance into the job market, however, this would have facilitated had they not had trouble adapting to culture. As Vietnamese immigrated to the United States, they found trouble adapting to the culture.This especially occurred in the medical and education world. The American medical treatment dissatisfied Vietnamese because it does not concentrate on healing (Li). Some people would try to combine western medical treatment with the Taoist concept of balance. Many Vietnamese believed that if they rubbed a coin on skin it would relieve a cold (Li). However, if a mother brought a child to the doctor they would mistake the coin bruises as child abuse, a major misconception of culture. In fact, the majority of Boat People would not enter the hospitals because of white rooms and nurses wearing white (Li).In Vietnam, white represented the color of death. Furthermore, children found adapting to the school system difficult because of them placed by age group, not ability (Li). As well as American schools based off of critical thinking and Vietnamese schools off of pure memorization (Li). This became extremely difficult for Vietnamese students who did not speak English proficiently. Highly disadvantaged with their lack of English, Boat People had an extremely arduous time adapting to the ways of Americans without the ability to communicate (â€Å"Promoting Cultural Sensitivity: Vietnamese Guide†).A misconception between cultures occurred when Vietnamese would show interest in a religion for respect, but no actual interest in converting (Li). The churches may become disappointed in the Vietnamese. Furthermore, traditions of parents embarrass children because the parents had not adapted to the American culture, but hung onto the Vietnam culture. Contrary to the belief that immigration moves like a painless journey, Vietnamese had one of the most tiresome and arduous immigration in American history. Beginning with a war on their home turf, they had to leave their country. The war caused dreadful effects and they lost all their hope.When they stepped on to American soil, they had nothing but the clothes on their backs. Furthermore, their lack of material affected their ability to find jobs. More so they did not speak English, and had little to no education. Although now they had a shred of hope that life could achieve immense success. However, accused for living as a burden to society, discriminated against in the job market, and finding difficulty adapting to the new American culture caused that hope to be terminated. Vietnamese did not deserve the treatment they received, but they endured it with all they had and with the small hope of a new life.

Computer Security essays

Computer Security essays Computer security people basically protect computers, networks, etc. from hackers, viruses, and more. Until about 2 or 3 years ago, computer security wasnt needed very much. Then things like the Melissa virus, the Microsoft break-in made people realize that they needed security. The weird thing is that hackers, like people that broke into Microsoft, are the people that are best at computer security. Most people think that hackers are just people that want to mess up your computer, but real hackers break into systems because they want to see what they can do, then they might leave a message on the victims computer, but thats it. So, the computer security people protect from those other hackers that want to mess up peoples computers. ...