Accor The Fast Growing Hotel And Tourism Marketing Essay

Accor The Fast Growing Hotel And Tourism Marketing Essay Currenly Accor has hotel and service related business in nearly 90 countries with 4100 hotels where more than 500000 rooms has been built where customers being offered hotel stays to the specific needs of each business and leisure customer. ACCOR worldwid Hotel activities 4127 hotels and thalaso sites Sofitel-121 hotels Pullman- 46 hotels Novotel-395 hotels Mercue-699 hotels ibis-861 hotels All seasons-75 hotels Etap Hotel- 403 hotels Formula1- 351 hotels Motel6-1001 hotels studio6-59 hotels Hotel without brand-45 hotels Thalasa sea and Spa-16 centre Services for our companies and public institutions As a worlds best service provider ACCOR has been providing several flagship product, Ticket restaurant, Accor service designs, develops and manages services for more than 490000 corporate clients and public institutions. At least 33 million users and 1.2 million affiliated service providers of 40 countries are benifited by the ACCOR. Part-1 of the Assignment Basis of competitive advantages ACCOR has started its business with the opening of the first Novotel in Lille in 1967. Since their opening a pioneering spirit of conquest has driven ACCOR to achieve its goal. It is a great success for the ACCOR that they made this spirit of conquest shaped into groups culture. And this culture shaped by a constant concern for people and commitment to the highest performance standard. For more than 40 years, across all brands and regions, Accors five core values of innovation, a spirit of conquest, performance, trust and respect have been shared and expressed every day by its 150,000 employees. Managers leverage these values to provide support for team members as part of the Groups ongoing transformation and development. Innovation is trademark The spirit of conquest is growth engine Performance is the key to continued success Respect is basis of all relationships Strategic choice of ACCOR ACCOR business strategies are being reviwed and amended constantly according to customer demand and other circumstances such as govt policy, political stability etc. Bowmans Strategy Clock- (Referece analysis- www.scribd.com, title- Bowmans stretagic clock, making sense of eight competitive positions) IN new open markets, customers purchasing thier products from many number of companies, and customers have a tremendous amount of choice. So, its accor duty to find the competitive edge and meet customer needs to get competitive advantage over the rival competetors. ACCOR has made their business stretagy to diferenciate themselve from the others. ACCOR aims to fulfill customers demands according to customers need by perceiving added value. ACCOR value innovation hotel: Reference: www.maaw.info (Title- curve value, management and accounting web) Accors Formule 1 Hotels are based on a new concept where standard hotel features are eliminated (e.g., restaurants, lounges and receptionists except for peak check-in and check-out times). They use automated tellers instead of receptionist for customers to check-in and check-out. Their rooms are small and include a bed and only the bare necessities. The rooms are modular blocks that are economical to build and provide good sound insulation. This new concept cut the average cost of building a room by 50% and staff costs dropped from 25-35% of sales to 20-23%. The company captured a large percentage of the budget hotel business and expanded the market to people that would not otherwise have stayed in a hotel. The most successful companies were those that used value innovation in all the platforms where innovation can take place including product, service and delivery. Compaqs innovations in the computer server industry are used to illustrate the idea. To avoid what Kim and Mauborgne refer to as the trap of competing, Compaq focused on creating customer value, rather than what their competitors were doing. In 2006 ACCOR has launched a complete transformation of its strategic vision, redifing its borders and introducing new business models in both core business- hotels and services. With fewer owned hotels and a broad portfolio of complementary, attractive brands, Accor Hospitality has established itself as a provider of high value-added services and set ambitious development objectives for 2011. Accor Services is stepping up the technological shift that will reassert its global leadership in prepaid services. Despite the sudden, sharp slowdown in the world economy in 2008 and 2009, Accor is leveraging its new strategic vision to drive continued growth, expansion and innovation in both its businesses, backed by the dedication and professionalism of its employees. The six foundations of Accors strategy stepping up the transformation process a growth and innovation dynamic powerful, complementary, recognized brands unique skills to support the brands people, the companys most important asset growth that creates opportunities for everyone Stepping up the transformation process Reference- www.accor.com Intensifying the hotel property strategy In 2006 ACCOR has lauched a real estate strategy based on adepting hotel ownership structure on a case by case basis. Each hotels region, profitibility and market segment are taken into consederation under this strategy. 56% of hotels are now operated under management contracts, franchise agreements or variable-rent leases. Proactive response to structural changes in society- ACCOR hotels and services are able to anticipate and integrate new economic and social developments, creating an increasingly varied portfolio of paperless products and services. ACCOR strategy is to negotiate technological shift proactively delivered delivered via smart cards, the internet or the mobile phones. Powerful, Complementary, Recognized Brands: ACCOR has several types of hotels such as value innovation hotels with some key facilities Formule1 to five star Sofitel. They are being built new brands such as Pullman in the upscale market and all seasons in the non standardised economic segment. the repositioning of Sofitel in the luxury segment,. Unique Skills To Support The Brands: ACCOR strategy has been made on the basis of innovation and performance. Accor has developed experties and skills with professional innovative approach for the last 40 years. ACCOR innovative team is capable to deliver real value-added in hotel development, innovation and design, construction maintainance, management and finance, purchasing, training and Human resources, technological support, marketing and distribution. ACCOR has created a unique system with interconnection among the above mentioned unites. People, the companys most important asset: ACCOR Corporate culture has made a strong bridge among the team members in respect of their difference in their ages, cultural positions within the organization. Accor has always give attention to its employees with the help of hands on management style and a commitment to skills enhencement, training, recognition and job mobility. Growth That Creates Opportunities For Everyone: ACCOR is a fast growing hotel and service based company. Every year thousands of rooms is being made as part of their business expansion. So, hundrades of people are getting chance to work in ACCOR. ACCOR has been working for the local people to develop their skills as part of their social activities. Part-2 of the assignment Management Green Issues: ACCOR hotel group has topped the first Tomorrows Value Rating of Worlds ten largest hotel groups. The value rating assessment has been carried out by Two Tomorrows, the leading sustainability consultancy. According to the research ACCOR has designed a comprehensive approach to managing team who is facing sustainability challenges with highly professional and efficiency. http://www.twotomorrows.com/ Two Tomorrows, the leading sustainability consultant said the new rating targets to increase debate activities on sustainable business, not only that it aims to identify and reward best practices and spur health competition among the largest global important companies. The Tomorrows Value Rating results in the following hotel ranking- Rank1 Company Name 1 Accor Hotel Group 2 Intercontinental Hotels Group 3 Marriot 4 Global Hyatt 5 Choice 6 Carlson 7 Hilton 8 Wyndham 9 Starwood 10 Best Western Thomas Krick, Global Programme Manager of the Tomorrows Value Rating said Accor has explored some commendable solution to sustainability challanges. Their piloting innovative energy saving technologies and building, and working with communities to maximise local procurement, thereby ensuring that local benefits from its present. So, it has already recognised that Accor is getting huge competitive advantages from its environmental friendly activities. Managing green issues- Accor activities Though most of the big hotel groups have noted the environmental issues. But management approaches are very immature. Climate change, employment practices, community welfare, wast and sustainable buildings are the most recognise issues which has been taken into consideration by the Accor hotel groups. Though others hotel groups announced the same measures but the evidence of diligent management of the issues is really scarce. Accor activities to manage green issues has been explained below- Local development (www.accor.com) Accor has been working in different developing countries in order to fight poverty. Nearly 75% people around the world living below the poverty line those are depend on agricultural income. Accor strategy is capitalising on its purchasing volume, Accor supports local agricultural business and fair trade. Accor contributes locally to jobs and training. Achievements Through a partnership with the NGO PlaNet Finance in Morocco, Accor ensures a professional training for 100 disadvantaged youths and supports argan oil cooperatives.   Through a partnership with the NGO Agrisud , the Sofitel Royal Angkor in Cambodia has been buying its food products since 2004 from small local producers, while they receive training to develop their expertise and diversify their crops.   The F1, Etap Hotel, Ibis and Mercure and Sofitel hotels are offering fair trade products to their guests in more than 17 countries   mainly coffee, tea and chocolate. Fight against epidemics (www.accor.com) Accor has set up a project in all of its hotel to increase awarness and prevention effors to limit the spread of AIDS. According to accor.com there are 33 million people living with HIV virus and 90% of them are unaware of that. A number of training and awarness programmes has been conducted by the Accor hotel authority to increase awarness among the both staff and guests about epidemic of AIDS and meleria. Accor is actively trying to increase awarness about the meleria problem in Africa with the holp of their 13500 staffs. Demographic evolution, climate change and travel increase make it easier for new diseases to appear and spread. Thus, the Accor group decided to significantly bolster its involvement in the prevention of all emerging diseases. Food www.accor.com Accor is mobilising its restaurants to promote good habits among the public. Because chronic deseases such as cancer, diabetes, etc are the main resons of death in the world. Accor is working with nutritionist to comply all ballanced diet on their food menue. ECO priorities ECO Action: United Kingdom: The Etap Hotel Birmingham has been recovering rain water since 2006, which saves 780m3 of water every year. (78k) Energy www.accor.com Several measures has been taken by the ACCOR to reduce enery consumptions which put them as a eco friendly hotels group. Their action has given them huge competive advantage on rival hotels groups such as intercontinental Hotel Group. According to ACCOR hotels web site 100% of the ACCOR owned hotel are equiped with energy-efficient lamps before 2009. 80% of the subsidiary hotels are equiped at the same time. Solar panels has been installed over the entire network in 200 ACCOR hotels before 2009. According to hotel environment charter, 19 energy optimizing measures has been recomanded to implement in each hotel facility such as use of energy-efficient refrigeritors, optimized outside lighting, solar panels to heat swiming pools and more. On the other hand rival Intercontinental Hotel Group says their owned/managed hotels set thir aim to reduce energy use by up to 10% in 2009. They said over the next three years (2010-2012) Intercontinental Hotel Group will save energy 6% to 10%. on a per available room night basis. So, ACCOR measures to reduce energy consumptions clearly give them a competitive advantages over the Intercontinental Hotel Group. Water Use: Water consumption per region (m3) 2008 Americas m3 2008 281.6 EMEA m3 2008 59.7 Asia Pacific m3 2008 2.1 (source- www.ichplc.com, Title- Water consumption) ACCOR hotel group works every day with the help of thier extensive hotel network to find sustainable formula to manage their water use. The goal is to use through innovative reutilization technologies. Evry year millions of people fall in sick due to drink untreated water in the developing countries such as Bangladesh, vietnam. ACCOR is working to ensure complience with rigorous sanitary standards in its hotels. ACCOR claimed their owned hotels consume 10% less water per room rentaed than in 2006. 100% of owned hotels and 87% of subsidiary hotels has been equiped according to flow regulators. Waste (Source- accor.com) Accor gives priority to products that use less packaging and are less toxic for the environment at the end of their life cycle. ACCOR has been using different process in its facilities to remove more waste and increase the recycling segments. Only 10% of waste products are recycled in the world. ACCOR has set their target to recycle 70 percent paper, cardboard and glass. 95% of the owned ACCOR hotels aims to recycle their batteries and compact fluorescent ligh bulbs/tubes by 2010.   Our approach to waste management is based on the 3Rs: reduce, re-use and recycle.   Waste reduction has the most economic and environmental benefits (e.g. reduction in Greenhouse Gas emissions) followed by re-use, recycling/composting and energy recovery. Biodiversity 1 out of every 4 mammals, 1 out of every 5 fish, and 1 out of every 8 plants are in danger of extinction The beauty of a natural site typically attracts visitors, to the point that tourist hotels are often located in fragile ecosystems. Accor is therefore committed to the preservation of the natural environment by regularly mobilizing its staff. Groupwide programme This section presents all the areas in which accor is acting to improve its impact on the environment and on society: Construction Construction of buildings are blames for 40% if energy consumption and 40% of the worlds CO2 emissions. Main items are heating, lighting and water. Accor will complete to open its 1800 new hotels under their news ecofriendly construction rules. Ecodesign Packaging item creats hundrads of thousands tones of wast in the world every day. Though there is signicant chance to reduce the volume of waste it is not been taken seriously by the big companies who are responsible for this wast related problem. Accor is in constact contact with their suppliers to rethink products, reduce unnecessary quantities and giving priority to recycle materials. Purchasing Accor purchases approximately 3 billion euros in products each year. Present in 90 countries, Accor has significant leverage for change through its purchasing. The Group thus wishes to verify that its suppliers respect its environmental and social commitment. Accor is supplied by over 2800 suppliers around the world. ACCOR strategies to get into new market has been analysed on address six key issues-choice of products, choice of strategic markets, mode of entry, transplanting the corporate DNA, winning the local battle, and speed of global expansion. These six issues helps ACCOR go about building global presence in a systematic manner. Part-3 of the assignment Direction for growth Part-4 of the assignment Recommendation- Guest involvement in Green concept- It can be a good idea to involve ACCOR guest to their green concept. I believe it will help ACCOR hotels to make them a sustainable hotel group in the world. It is my suggestion to chose all old ages guests to invite them to plant tree on the ACCOR hotel premises with hotel and customer partnership basis. The concept can be like a old age customer will be invited to plant a tree that tree will be looked after by the company. But the customer of his/ her next of keen will get of 10% of its partnership. A picture of their tree plantation will be displayed in museum style room. Every year the guest will keep in touch and the progress of the tree will be informed. Every year their family will be invited to an event based on their forestation partnership project. I believe after 15-20 years this project can bring huge revenue for the company. If the customer die their next of keen will be more emossional. I hope their family members will come very often to see that nature friendly activities. I made this elaborately which is very difficult to explain in few words. Justification of the recommendation: Strategic objectives of the recomandation- Selecting third world countries for mid range hotel- Usually there are two types of hotels are being built in third world countries especially in Bangladesh, Vietnam, Sri Lanka and others developing countries. An example can be cited on Bangladesh to justify my recommendation.

Nursing Management

Contents GLOSSARY ABSTRACT/SUMMARY INTRODUCTION DM 45 DEVELOPING MANAGEMENT STYLE 1. Self- assessment analysis 2. Stakeholders analysis 3. S. W. O. T analysis DM 46 RECRUITMENT AND SELECTION DM 47 MANAGING PERFORMANCE DM 48 DEVELOPING TEAMS & INDIVIDUALS RECOMMENDATION REFERENCES BIBLIOGRAPHY APPENDIX Glossary D. O. H – Department Of Health N. H. S – National Health Service N. S. F – National Service Framework P. E. S. T. O – Political Economical Social Technological Others 7 S – Shared Values Strategy Structure System Staff Style Skill S. M. A. R. T – Specific Measurable Achievable RealisticTime-bound S. W. O. T – Strengths Weaknesses Opportunities Threats Abstract/Summary I am currently working as a Charge Nurse/ Deputy Ward Manager on Ward X , a Diabetic and Renal ward based at a North London Hospital. The ward contains 21 acute medical male beds and a team of 28 staffs which includes 6 student nurses, 2 domestics, 1 ward clerk, 7 h ealth care assistants, 6 junior nurses, 4 senior nurses and 2 ward sister/charge nurse. Some of my main responsibilities on the ward includes the assessment of care needs for patients, the development of programmes of care and their implementation and valuation and most importantly carrying out all relevant forms of care without direct supervision, and demonstrate procedures to, and supervise qualified and unqualified staff and contribute to the overall good of the organisation by being a positive role model and treating all staff, visitors and service users with courtesy (Appendix 1). In this assignment I will demonstrate the use of knowledge, management concepts and theories that I have acquired while undertaking this module of Managing People and relate them to my clinical area.Certain area of practice will be identified, analysed and evaluated through effective people management using the CLINLAP model (Jumaa (1997) ), ( Jumaa & Alleyne (2001) ) within the ward setting. ‘C LINLAP is defined as a strategic nursing leadership and learning process that positions strategic learning as a driving force within health and social care organisations, on a day to day basis, in the management of nursing goals; nursing roles; nursing processes; and nursing relationships’ (Jumaa & Alleyne, 1997 & 2001)Introduction The National service frameworks (NSFs) are long term strategies for improving specific areas of care. They set measurable goals within set time frames. NSFs: †¢ set national standards and identify key interventions for a defined service or care group †¢ put in place strategies to support implementation †¢ establish ways to ensure progress within an agreed time scale †¢ form one of a range of measures to raise quality and decrease variations in service, introduced in The New NHS and A First Class Service.The NHS Plan re-emphasised the role of NSFs as drivers in delivering the Modernisation Agenda. Each NSF is developed with the a ssistance of an External Reference Group (ERG) which brings together health professionals, service users and carers, health service managers, partner agencies, and other advocates. ERGs adopt an inclusive process to engage the full range of views. The Department of Health supports the ERGs and manages the overall process. (DOH, (2005) )The NSF makes it clear that the NHS is committed to building a modernisation programme to provide high quality patient care and improving the working lives of all NHS staff. In terms of patient care, it draws the attention to the need to look at each service from the patient’s point of view and to ensure that a patient focus is embedded in the culture. In order to achieve this, new and better ways of working are required through, for example: – Investing in the workforce in terms of more staff and better training Giving frontline staff responsibility, freedom, skills and resources to do a better job, using their initiative for local inno vation within national standards – Reducing bureaucracy whilst increasing accountability so that there are clear and transplant process for holding the NHS to account for their delivery of services – Requiring staff to work effectively in teams, for example, through managed clinical networks – Working in partnership with staff and involving them through representationNHS is critically dependent on its employees for delivering the strategic and operational goals at corporate, departmental, functional and team levels and managing people efficiently and effectively has become a central part of the ward manager/sister/charge nurse’s task at all levels particularly with a view to improving the performance of employees and thereby the performance of the NHS in delivering services. Ward managers increasingly are being expected to take great responsibility or the personnel management aspects of their work. This implies that we are able to function effectively in 4 key aspects of managing people : – Developing our own management style – Employee recruitment and selection – Managing performance by motivating and developing staffs – Developing Teams and Individuals by improving staffs performance at both individual and team levels. Dm 45 Developing Management Style In this unit I will identify 3 ways of assessing my current skills and competence as a manager.These methods will allow me to discern clearly my strenghs and weaknesses and thereby identify areas on the ward in which improvements can be made and devise action plans which will then be monitored for progress. The 3 methods chosen will be, firstly self-assessment and analysis through appraisal, secondly the stakeholder analysis tool and thirdly the SWOT analysis tool. Self- assessment analysis Self-assessment steps :- 1. Arrange a meeting with Ward Manager to agree on an appraisal date. 2. Ward Manager distributes pre-appraisal meeting self-assessment form. Appendix 2) 3. Work through the pre-appraisal form making notes and identifying potential areas for improvement. (Appendix 2) 4. Meeting with Ward Manager on agreed appraisal date. Work through the Personal Development Plan form (Appendix 3) to reach agreement on the current performance and potential areas for improvement 5. Following the meeting the Ward Manager distributes completed Personal Development Plan and list of potential areas for improvement 6. Ward Manager agrees and complete draft action plan to forward to Matron 7.Matron follows up and verifies the Personal Development Plan. (Appendix 3) 8. Action plan agreed with matron. Ensure that all points on the action plan meet the SMART (Jumaa & Alleyne, (1998))criteria: Specific, Measurable, Action based, Realistic and Time bound. (Appendix 3) Stakeholders analysis An integral part of the clinical governance review process is feedback from stakeholders. The Hospital’s definition of stakeholders includes staff, patients , relatives of patients, carers, other local NHS organisations, voluntary groups and other people with an interest in the trust.The information provided through stakeholder work helps shape some of the areas that the clinical governance review will concentrate on. Clinical Governance is a framework through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish. It aims to create not only a culture, but systems and ways of working which assure that the safety and the quality of care is at the heart of the business at every level. Appendix 1, Unit 5) As a Deputy ward manager it is important for me to take into account feedback from stakeholders for effective managerial performance and to provide high standards of care. In order to do so the table that I have produced below will help me to identify the role of individuals, or st akeholder groups who are involved or affected by the clinical governance programme and can thereby affect its success or failure. Stakeholder analysis chart | |Programme |Organisation |External | | | | | | | | | |Clinical Governance |Hospital |Diabetes UK , Patients | | | | |Staffs, Patients |Relatives, carers, PCTs| |Who wants the team to: |Succeed | |Yes |Yes | | |Fail | |No |No | |Who is betting on the |Succeeding | |Yes |Yes | |team: | | | | | | |Failing | |No |No | |Who is supporting the |Visibly | |Yes |No | |team: | | | | | | |Invisibly | |No |Yes | |Whose success: |Affects the team | |Yes |No | | |Does the team affect | |Yes |Yes | |Who does the team’s |Benefit | |Yes |No | |change: | | | | | | |Damage | |Yes |No | |Who can the team’s |Happen without | |No |Yes | |change: | | | | | | |Not happen without | |Yes |Yes |In the above table it can be noted that the group of stakeholder who are mostly involved and influence a programme are mainly the patients and the staffs. As part of my objectives I will in future concentrate on feed back from my staff on the ward and our group of patients. This can be achieve by organising ward meetings with staffs or actually having a one-to-one interview with them at least once in a month. As for feedback from patients this can be organised by their allocated staff nurse in the form of an informal one-to-one interview at some point prior to the patient being discharged home. SWOT analysis A SWOT analysis is a tool, used in management and strategy formulation. It can help to identify the Strengths, Weaknesses, Opportunities and Threats of an organisation.Strengths and weaknesses are internal factors that create or destroy value. They can include assets, skills or resources that the ward has at its disposal to provide care to patients. They can be measured using an internal assessment tool such as Peters & Waterman’s 7S’s. The table below will help me assess the internal factors of the ward and identify my goals and make them SMART (Jumaa & Alleyne (2001)) This will help me to identify areas for development. Shared Values Current: The ward believes in team working providing quality care Goal: To support staffs and encourage them to carry on working as a team Provide them with feedback from patient on quality of care on the ward. StrategyCurrent: The ward believes in staffs further development and clinical skills. Goal: To send every qualified staff on in–house study days to develop their clinical skills Structure Current: Staffs does not communicate clearly between each other to promote continuity of Care. Goal: To meet up with staffs on a one-to-one basis or ward meeting and discuss appropriate communication. System Current: Staff appraisals only being carried out once in a year Goal: To discuss with manager if appraisals can be done every 6 months Staff Current: The trust is introducing Senior Health Care Assistant posts.Goal: Identify if any of the present Health Care Assistants on the ward are suitable candidates for the post by appropriate supervision. Style Current : The ward has a team with multicultural staffs Goal: Encourage staffs to respect each others cuture and thereby work more efficiently. Skill Current: The ward has staffs with different skill mix. Goal: Give positive feedback on their skills and encourage them to share their knowledge and attend study days to expand them. Opportunities and threats are external factors that create or destroy value. Usually an organisation cannot control them and they emerge from Political, Economical, Social, Technological and Others.The assessment below using PESTO will help me to identify the goals set up by external factors and which needs to be included on the ward to meet expectations and thereby identify areas for my own professional development. Political Current: The NHS Plan outlines a new delivery system for the NHS and changes for social services, and changes for NHS staff groups. It also sets out plans for cutting waiting times, clinical priorities and reducing inequality. Goal: Have regular ward meetings to discuss with team how to incorporate changes on the ward. Economical Current: The NHS budget has doubled since 1997, and will have almost trebled by 2008.All NHS organisations including my ward are receiving above inflation funding increases, both this year and next. Goal: Meet up with team and prioritise our expenses so we can work within our budget Sociological Current: The Hospital accommodate patients from different ethical background and beliefs. Goal: Ensure that the trust can meet certain requirements for its ethnic minority group. For example providing them with special diet like halal meal in the case of muslim patients. Technological Current: The trust is currently using advance computer system to handle patients’ data. Goal: Ensure that members of the staffs who are not computer literate attend IT course for quicker access to patient†™s data. OtherCurrent: The Hospital has performed well in maintaining and encouraging ‘The clean our hands campain’ and reducing the risk of cross infection Goal: Encourage the team by giving them positive feedback and reinforce infection control policy. DM 46 Recruitment and Selection Once a trust has decided on its goals, it is essential that it identifies whether it has the people necessary to achieve them. Trusts need to develop ways of assessing the number of employees that they need to provide specific services. The implications of the recent policy changes in the NHS are that there will be further major changes in the numbers and deployment of employees across trusts. DOH, (2005)) As a Deputy Ward Manager part of my responsibilities is also to have a clear view of the number of staffs that we have on the ward and the number that we need to deliver the trust’s objectives. Currently on my ward we have vacancies for 2 permanent Senior Staff nurses post prev iously known as grade E. The new post which is now named Band 5b according to the agenda for change has been created by the trust due to our increase in bed turnover and high demand of standards of care. Before the posts were advertised I had a meeting with my Ward Manager and Matron so we can focus on the basic stages of recruitment which are: 1. Agree the vacancy 2. Prepare a job description 3. Prepare a person specification 4. Attract applicants through good advertisement(Appendix 4a) 5. Selection 6. InductionIt is important for us team leaders to use vacancies as an opportunity for re-assessing people’s needs and the organisation’s structure so objectives can be achieved. Therefore an agreement between team leaders is important to reach our goals. – After the agreement me and my ward manager we devised the job description and person specification taking into account an analysis of the following criterias (Kneeland, (1999)) : – the present or expected duties of the job – changes which might impact on the job in the future – existing duties which might be done more effectively or efficiently by some one else – new duties that could be added to the job While preparing the job description my manager and I focused on 5 important aspects which were: Accuracy in order not to understate or overstate the role and duties associated with the post. (Appendix 4b, Section A) – Clarity in terms of tasks, duties, roles and responsibilities(Appendix 4, Section B) – Up-to-date (Appendix 4b, Section A, E) – Flexibility (Appendix 4b, Section A, B) – Non-discriminatory particularly in terms of gender,marital status or ethinic background The use of person specifications have a different purpose and it actually aims to identify the qualifications, skills, experience and abilities which are seen as essential or desirable in the post-holder and is used primarily to assist those involved in the selection p rocess. (Appendix 5)After the posts were advertised and the applications received me and my ward manager short-listed 8 candidates out of 23 applications. This was undertaken by eliminating those who did not meet the pre-agreed essential requirements as set out in the person specification. (Appendix 5). For example some candidates did not have the knowledge of the KSF of Diabetes which is an essential requirement for the post as we specialise in this area or did not have a minimum of 12 months experience as a qualified staff nurse. We made sure that the necessary information about the selection process were recorded and appropriate feedback given to unsuccessfull candidates about their performance at the interview.Once the 2 candidates out of the 8 were successfull and appointed, it was important for me to plan induction and development for them. Given the investment made in new employees it is important that they should receive an appropriate induction so they can bring maximum con tribution to the trust. At the Whittington Hospital, the trust induction covers areas such as the trust objectives so that the employee understands what they are trying to achieve, personal objectives so that the staff understands what is expected from them and relevant immediate training so that the person can properly undertake their job. Though it is a policy for every new employees to attend the trust nduction, I would personally recommend that all new starters on my ward should have a mentor to supervise them for at least the first 2 weeks of employment or even suggest an informal visit to the ward prior to interview so that candidates feel that the working environment is appropriate for their futur development. DM 47 Managing Performance Performance management encompasses a range of standard management techniques and is not necessarily a formal system and is not necessarily the same as an appraisal system. (Templar, (2001)). On my ward, performance management systems is a comm on benefit which enable my staffs to see more clearly their role on the ward and the trust’s objectives. The key elements of managing my group of staffs involve setting objectives for the ward, assessing their development needs, making it happen, review it and doing better. Staffs on the ward need to know what is expected of them. Setting objectives which are S. M. A. R.T for action means that they can be sure what they should deliver, when and how. (Appendix 6). Discussion about individual objectives will also enable my staffs to understand why they should do the things that they have to do and how they fit into and contribute to the wider goals and aims of the trust. It is important to assess the training and development needs of my staffs to improve their ability to reach the standards of performance expected of them in their jobs. This process should result in planned actions to meet individual needs, and will, where appropriate. (Appendix 6). In order to make the assessm ent happened, communication between me and my staffs should be improved.Many tangible and intangible factors contribute to an effective working environment. As a deputy manager it is important for me to focus on the creation of a shared understanding and sense of purpose in my workplace, in particular, communication,culture and climate. Good communication is essential for effective performance management. For example on my ward internal communication such as team briefings, staff meeting, noticeboards and emails enables me and my ward manager to ensure that all our staffs are clear about the ward’s goals and that messages are given and received to and from staffs. This include aims and objectives as well training and development opportunities.People’s performance is affected by their working environment. Morale,motivation, frustration, enthusiasm and commitment all influence the performance that the trust can achieve, so understanding what is important to staffs and li stening to and acting on their views is an essential part of organising effectively. (Templar, (2001)). Having set objectives for individual staffs it is essential that performance and progress are regularly reviewed with individuals so that staffs feel recognised for their achievement and can identify areas where performance can improve. Reviews are necessary to improve individual and organisational performance but at the same time identify poor performance.The scenario below will demonstrate a situation where one of my junior staff nurse was constantly showing poor performance on the ward and the action taken against her. Scenario: Miss X, a junior staff nurse on the ward has been persistently coming late to work and is very slow in carrying out her daily tasks. Several members of Senior staff nurses have been reporting to me that standard of care for the group of patient she was looking after, has been deteriorating. I had a formal meeting on a one-to-one basis with Miss X where her poor performance issues were raised and an action plan was devised. It was discussed that she will be on a 3 months probation and will be supervised at all times by a senior member of staff and feedback will be given to me if her performance was improving.A copy of her job description and a self-assessment form was provided to her so she can set her personal objectives and discuss it with my manager or myself. The disciplinary and grievance process of the trust states that no disciplinary action will be taken against an employee until the case has been fully investigated. However, it should be recognised that there may be occasions when a full investigation is impossible e. g imprisonment. For example individuals will be informed of specific complaints against them in writing and will be given the opportunity to state their case directly to those who are considering disciplinary action before any decisions are made.Individuals and their Trade Union representative will be given a written explanation of any penalty imposed and its duration and in the case of written warnings , will have the right to appeal against this penalty. Usually no employee will normally be dismissed for a first breach of discipline except in cases of gross misconduct where summary dismissal without notice or pay in lieu of notice will be appropriate sanction. It, should, however, be recognised that there will be occasions, not covered by gross misconduct, when it will be necessary, because of the seriousness of the offence, for disciplinary action to begin at any stage of the procedure up to and including dismissal with notice for a first offence. (The Hospital disciplinary and grievance policy, (2006) )In the case of a first offence or disciplinary measures my role will be to discuss it first with my line manager as they are the one who are allowed to issue oral warning, dismissals and discuss the circumstances with Human Resources. DM 48 Developing Teams & individuals To get the be st from employees, managers need to know who will be doing what, where the strengths and weaknesses of staffs are and which skills need to be developed by their teams. Properly set, achievable objectives that make clear what is expected, by when and to what standard, benefit both staffs and managers by clarifying roles and responsibilities, and assist in delivering value for money in the use of people resources.Setting performance objectives with staffs will also enable us managers to assess how our team can be best be used productively and identify any areas where staffs are producing different results and output. This can be useful in benchmarking performance and identifying individual, team and departmental areas for improved productivity. (Templar, (2001)) When performance objectives and standards are set for a team, it is necessary to assess whether the team has the skills to meet the standards being set and to agree how skills will be developed if they do not already exist. Th is is particularly important when ways of working are being changed.The Developmental plan below which has been devised with a team member and also reflect the team’s objectives as a whole, demonstrate the organisational and individual needs that can be met in many ways: Development Plan Individual/Team |Work shadowing |Get full support from Senior members of the team and provide | | |feedback. | |Special Projects |Encourage staffs to actively get involve with hospital projects such| | |as campaings. |Planned self-development |Meet at least every 6 months for appraisal and plan self | | |-development | |Mentoring |Offer support to newly qualified staff in the form of | | |mentorship/preceptorship for the first 2 weeks of joining the team | |Coaching and guidance |Provide staffs with support and guidance whenever and wherever | | |required. |Study for professional qualifications |Encourage staff to go for further studies for example encourage | | |Diploma holder to complete th eir Degree or send people for | | |specialist course such as the Diabetic Course. | |Planned delegation |Ensure that Senior staff nurses take responsibility in delegating | | |tasks to junior staffs, H. C. As and student nurses | |On-the-job training |Encourage staffs to attend in-house clinical skills study days. |New responsibilites |Allocate new rsponsibilities to members of the team. For example | | |making each member of the staff responsible for certain part of the | | |ward like for instance in charge of the treatment room’s general | | |tidiness. | |Off –the- job training |Negociate with staffs if there is any external training they want to| | |attend and provide them with leave or day off. |Job rotation/secondment |Senior staff nurses to act as team leader in the absence of myself | | |or the ward manager. | |Membership of professional societies |Encourage staffs to join professional bodies like the Royal College | | |of Nursing and UNISON | In the above table it can be noted that the individual development needs add up to the team development needs and trust-wide development needs.Individual managers must have a view of the team needs across the trust so that common needs can be met in the most cost-effective way and competing needs can be prioritised. Recommendations Staff development should be linked to the achievement of the trust’s goals and targets. If a key priority for the trust is to improve patient care, development plans at individual, team, departmental and corporate level should reflect that goal by focusing on enhancing the skills of staffs to deliver the required levels of patient care. Staffs will know which aspects of their work need support and development and are well placed to identify training and development needs to help them perform better in their jobs ReferencesDepartment of Health (2005), ‘The New NHS plan’ London D. O. H Jumaa, M. O & Alleyne, J. (2001), ‘Managing and Leading in a con stanly changing contexts in Health and Social Care’ Middlesex University Kneeland, S. (1999), ‘Recruiting for Results’ How To Books Ltd Templar, R. (2001), ‘Fast Thinking : Appraisal’ Pearson Education Ltd The Hospital (2006)‘Disciplinary and Grievance policy’ The Whittington Hospital Bibliography Belbin, R. M. (1996). ‘Managing Teams: Why they succeed or fail. ’ Oxford: Butterworth-Heinemann. Johnson, G. & Scholes, K. (2001). ‘Exploring Corporate Strategy 6th Edition’ Prentice-Hall Martin, V. & Henderson, E. (2001). ‘Managing in Health and Social Care’ Routeledge

Business ethics Essay

In business there will always be the line to act with integrity or to lie, cheat, and steal. Famous author Douglas Adams once said, â€Å"To give real service you must add something which cannot be bought or measured with money, and that is sincerity and integrity† (Heathfield, n. d). The priority of any business is to serve the needs and wants of the customer and more important his or her stakeholders. Any business decision made in major corporations must line up with stakeholder’s interests, but more important stakeholders have the social responsibility to represent in the best interest of the entire corporation. The prevalence of so many major scandals with corporations caught in the public is drawing much needed attention on concepts of ethic, and social responsibility. Ethics and corporate responsibility is a direct application of the ideas of in business practice. This papers purpose is to explain the role of ethics and social responsibility in building a strategic plan while incorporating the stakeholder interests. Business execs have the responsibility to adhering to the unspoken ethics they have only not taught but also have enforced by society and the law. Ethics are inherently common sense decisions made by those in authority with the power to affect an entire organization. When, business executives make decisions they must consider business ethics and the organizations (stakeholders) values. Once the essential questions ask is, â€Å"Do the organization’s values reflect accepted society values? (Young, 2004) Business executives must execute strategic business plans where they take into account not only each value associated with each choice, but the consequences of each choice. The interests of the stakeholder are one of the prime obligations of an organization. The demands of the stakeholders are generally to increase profits; this is echoed by economist Milton Friedman, the â€Å"one and only one social responsibility of business† is â€Å"to increase its profits,† assuming an honest and open marketplace†. (Bigelow, 2013), According to Friedman also that corporations owe no responsibilities to society. However, critics will disagree that corporate social responsibility is always to put the customer first, which ensures a customer’s happiness and loyalty. Stakeholders are not only investors into companies but they also have voting power, which carries social, and financial influence within the company. Their social responsibility is to the customers and to the employees (Jones, 2012). They have decision power, and ultimate control over allocation of resources. Corporations and organizations ultimately exist to satisfy the needs and agendas of the stakeholders. The problem lies in, however; when the needs and the agendas of the stakeholders can blur the line between what is ethically right and what is considered against the law. The organization’s obligation to the stakeholder is as much as a priority as the relationship to the public. â€Å"The relationship between a customer and a firm exists because of mutual expectations built on trust, good faith, and fair dealing in their interaction† (Ferrell). When creating a strategic business plan the organization must incorporate its social responsibilities for the customer, and prevent any ethical dilemmas. Clear examples that recently have captivated the news over the decade has been the highly publicized cases of Waste Management, Enron, WorldCom, Tyco, HealthSouth, which exaggerated earnings to meet the expectations of stakeholders, Freddie Mac, AIG, Bernie Madoff, and host of others. These examples of accounting fraud, manipulation of books, and stealing from clients made by top executives in the position to meet the expectations of stakeholders and not making ethically sound decisions. To prevent these scandals from occurring, ruining not only the organization, the employees but also the public’s faith within the corporate world, according to research ethical risk management is an option dependent on the infrastructure in which it promotes ethical conduct and standards. The directives and the support from management in the way it manages potential problems with the lack of ethical standards. Because of the number of scandals not only have businesses implemented stronger measures for ethical practices but also have the legal systems. The establishment of the Sarbanes-Oxley Act (SOX) in 2002, which came after the scandal of WorldCom, was because the number of major corporations collapsing under the weight of their own unethical practices. According to the SEC, â€Å"the Act mandated a number of reforms to enhance corporate responsibility, enhance financial disclosures and combat corporate and accounting fraud, and created the â€Å"Public Company Accounting Oversight Board,† also known as the PCAOB, to oversee the activities of the auditing profession† (SEC, 2012). Ethics is a fundamental part of compliance and governance systems. Ethics explicitly should integrate into the elements of strategic planning in businesses. In determining the roles that factor into managing stakeholder’s interests ethically organizations must first take into consideration that the business is the first line of defense in taking responsibility for managing and supervising corporate responsibility effective in accordance with the level of influence the business set by the organization. Executives in a position to communicate to stakeholders must always implement ethical decisions when balancing their needs and the organizations’. The executives must be responsible in providing clarification and verification of ethical standards in place. The executives must drive the culture and work environment of compliance toward ethical standards and practices to ensure the effectiveness. Business ethics is important in every organization and the main responsibility is to act with integrity and honesty. References Ferrall, O. C. (2004). Business ethics and customer stakeholders. Academy of Management Executive, 18(2), retrieved from http://danielsethics. mgt. unm. edu/pdf/Customer Stakeholders. pdf. Bigelow, L. (2013). What are the social responsibilities of a company to its stakeholders? Hearst Newspapers, Retrieved from http://smallbusiness. chron. com Heathfield, S. (n. d. ). Inspirational quotes for business and work: Integrity. Retrieved from http://humanresources. about. com Young, P. (2004). Ethics and risk management: Building a framework. Risk Management, 6(3), 23-34. Retrieved from http://www. jstor. org â€Å"The Laws That Govern the Securities Industry. † (2012). SEC. Retrieved from http://www. irmi. com/expert/articles/2005/head02. aspx.

Graduation Speech - Original Writing - 1469 Words

â€Å"Take a deep breath, walk out in front of that gymnasium full of kids, and show them who you really are.† I assured myself. Believe it or not, you can make a difference. Even the most invisible people have a voice as loud as a lion’s roar. All you have to do is take that first step and believe in yourself. It was the second month of my junior year when I decided that I wanted to make a difference. I had always been the blackbird in a school full of robins, but I was never alone. There were plenty of us outcasts wandering the hallways, shuffling our feet, just trying to make it through another day without being noticed. However, we stayed in the shadows, trying to remain hidden, even from our own kind. I remember sitting with only one person at lunch for three years, never reaching out to anyone, and never being drawn in by anyone. One chilly day in October, I glanced around the cafeteria noticing the numerous tables taken up by one or two people each. This was when it hit me how alone they must feel; I felt alone and they were just like me. I went home that night, took out a notebook, and began writing everything that I wished I had the nerve to stand up and say to everyone. To tell them that they’re not alone, to tell them that they would always have a place where they belong, to tell them to stop being afraid to show themselves, and to tell them that even though they may think they’re a nobody, they do have a voice. I had finally written out everything after five pages,Show MoreRelatedGraduation Speech - Original Writing1036 Words   |  5 PagesIn the back seat, intently listening to the words coming through the speakers, what is this I hear? Something so soulful, full of emotion, and life, it s as if I entered into another dimension, floating on a cloud of serenity. This feeling abruptly end ed with a goodbye kiss as I prepare to enter the school building. 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