Organizational structures and cultures

Organizational structures and cultures Organizations are social arrangements for the controlled performance of collective goals. (Buchanan and Huczynski, 1991) The writer Chester Barnard (1938) used the example of a man trying to lift a stone which is too heavy for him. By getting together with another person, and combining their efforts, the man is able to move the stone. Organizational Structure:- Every organization to be effective must have an organizational structure. Organizational structure is the form of structure that determines the hierarchy and the reporting structure in the organization. Organizational structure shows information, flows from level to level within the company. It is also called organizational chart. Designing of Organizational Structure:- Work Specialization:- Work specialization is the key element of organizational structure and it refers to the degree to which tasks in the organization are subdivided in to separate jobs. In the work specialization the entire job is subdivided into different steps and each step have to complete separately by individual. For example: making of an automobile. Advantages of work specialization are that, employees skills can increases by doing one job again and again. It saves time and there is accuracy in production. It allows managers to supervise more employees. While the disadvantages are that, employees might get bored by doing same job again and again. Sometime if the person is on leave then no one can do his job, due to which absenteeism rises. Quality of work may suffer. Departmentalization:- Through departmentalization common tasks can be coordinated. In Departmentalization, work or individuals are grouped into manageable units. The primary forms of departmentalization are:- Functional Departmentalization Customer Departmentalization Geographical Departmentalization Product Departmentalization Process Departmentalization Chain of Command:- Chain of command is the formal line of authority, communication, and responsibility within an organization. According to classical organization theory the organizational chart allows one to visualize the lines of authority and communication within an organizational structure and ensures clear assignment of duties and responsibilities. In many organizations, the chain of command principle is still very much alive. Military is an example of straight chain of command which starts from a top to low level ranks. Span of Control:- In a business of more than one person, unless the business has equal partners, then there are managers and subordinates. Subordinates are workers controlled by the manager. Span of control can be:- Tall and Narrow:- The manager controls six or few employees. There is close supervision of the employees, tight control and fast communication. However, the supervision can be too close; the narrow span means that there are many levels of management, resulting in a possibly excessive distance between the top and the bottom of an organization. Flat and Wide:- A wide span of control forces managers to develop clear objectives and policies, select and train employees carefully. Since employees get less supervision, they are more responsible and have higher morale with a wide span of control. Flat and wide span of control is successful if employees have the awareness about their responsibilities and job tasks because managers are not able to have a look on each employee every day. Centralization and Decentralization:- Centralization and decentralization refer to the extent to which decision making power is devolved in an organization, or the degree of delegation of duties, power and authority to lower levels of an organization. Organizations which have a high degree of delegation of power are thought to be decentralized. Organizations which have a lower degree of delegation of power tend to be centralized. A decentralized structure often means power over both operational issues and strategic direction is devolved to lower levels in the hierarchy. Matrix Structure:- An organization which has a Matrix structure contains teams of people created from various sections of the business. These teams will be created for the purposes of a specific project and will be led by a project manager. Often the team will only exist for the duration of the project and matrix structures are usually deployed to develop new products and services. The advantages of a matrix include that, individuals can be chosen according to the needs of the project. Project team which is dynamic and specialist are brought together in a new environment to view problems in different ways. Project managers are directly responsible for completing their project in a specific time and budget. Whilst the disadvantages include: A conflict of loyalty between line managers and project managers over the allocation of resources If teams have a lot of independence can be difficult to monitor. Costs can be increased if more managers (i.e. project managers) are created through the use of project teams. Organizational Culture:- Culture basically refers to the norms, values and behavior adopted by the organizational members during the working. When the members of an organization join the organization they adopt particular culture of an organization. Every organization has different culture depending upon their situation of working and the nature of their business. From the culture of organization one can assume the operating environment and working behavior of employees. Types of Culture:- Power Culture Within a power culture, control is the key element. Power cultures are usually found within a small or medium size organization. Centralized Decisions making are found in the power culture organization. That person likes control and the power behind it. As group work is not evident in a power culture, the organization can react quickly to dangers around it as no consultation is involved. However this culture has its problems, lack of consultation can lead to staff feeling undervalued and de-motivated, which can also lead to high staff turnover. Role Culture Common in most organizations today is a role culture. In a role culture, organizations are split into various functions and each individual within the function is assigned a particular role. The role culture has the benefit of specialization. Employees focus on their particular role as assigned to them by their job description and this should increase productivity for the company. This culture is quite logical to organize in a large organization. Task Culture A task culture refers to a team based approach to complete a particular task. They are popular in todays modern business society where the organization will establish particular project teams to complete a task to date. A task culture clearly offers some benefits. Staff feels motivated because they are empowered to make decisions within their team, they will also feel valued because they may have been selected within that team and given the responsibility to bring the task. Person culture Person cultures are commonly found in charities or nonprofit organizations. The focus of the organization is the individual or a particular aim P2:- Analyze the relationship between an organizations structure and culture and the effects on business performance. Task for P2:- Here you will discuss how organization culture and structure affect the organizational performance positively or negatively. This should be attempted as a continuation of P1. Organizational Culture and Structure creates a number of various concepts, strategies, and situations which affect every level of planning when it comes to any type of hierarchical institution. The implications of organizational structure and culture apply to companies, corporations, charitable organizations, governments and even sports/organizations. Organization Culture and structure affects the organizational performance both in positive and as well as negative direction. In positive sense the organization culture and structure creates the distinctions between one organization from the other and also it defines the boundary role to the same organization. It provides a sense of identity for the organizational members on the basis of which the employees work betterly for the achievement of organization goals. This organization culture and structure can generate commitment of employees towards the organization. As the culture represents the norms and values of the society so it can enhances the stability of the social system inside organization. The organization which has a strong culture will have good working environment in which the employees shared different norms and values. The culture and structure also provides appropriate standards of working environment. The organization culture and structure shapes the attitude and beha vior of employees and it also serves a sense of making and control mechanism. Every organization has policies according to which the employees work by following certain rules and regulations. These rules and regulations of the organization can be bitterly formed by accessing to organization structure and culture. This organization structure also shows the responsibility for each employee which reflects that who will be reported to whom. Through strong organizational structure, the organization will have to make right decisions at the right time. The organization structure and culture has also negative impact on business performance. The same culture becomes liability when the employees do not agree to share their values with others which raise conflicts. When the organization environment is dynamic then this can affect the business effectiveness. If the organizational structure is complex one then the decision making process in that organization will be very slow and also there will be centralized decision making in which the lower level employees will not be entertained. P3:- Analyze the factors which influence individual behavior at work. Task for P3:- In this area discuss the factors that influence behavior at work, your answer should focus on personality, traits and types, its relevance in understanding self and others There are many factors that influence behavior at work for instance difference in opinions of individuals but the most important are personality and perceptions. Personality is defined as the characteristics and distinctive traits of an individual and the relation between them and the individual response to the situation and adjusts to other people. This include big five factors of personality dimensions known as OCEAN that influences behavior at work which is given in the table below. Personality dimensions and the poles of traits they form. Based on Costa McCrae (1992: 14-16, 49). Personality dimension High level Low level Neuroticism sensitive, nervous secure, confident Extraversion outgoing, energetic shy, withdrawn Openness to experience inventive, curious cautious, conservative Agreeableness friendly, compassionate competitive, outspoken Conscientiousness efficient, organized easy-going, careless Neuroticism is a measure of affect and emotional control. In the given table high level neuroticism shows sensitivity and nervousness those experinces negative emotions. They more frequently become unstable, worried, temperamental and sad. Resistant persons on the other hand need strong stimuli to be provoked where as low level shows confidence, emotional stability and active at their workplace. Extraversion dimension presence in high level in an individual shows outgoing and energetic. They are physically verbally active. The opposite of extraversion known as introverts or low level presence tend to be more independent, reserved, steady and like being alone. Extraverts are adventurous, assertive, frank, sociable and talkative. Introverts may be described as quiet, reserved, shy and unsociable. Openness to experience is a measure of depth, breadth and variability in a persons imagination and urge for experiences. Individuals with a high openness to experience have broad interests, are liberal and like novelty. The preservers with low openness to experience are conventional, conservative and prefer familiarity. Agreeableness individual can be described as altruistic, gentle, kind, sympathetic and warm. Person with high level are friendly, compassionate and able to work in team. Whereas low level are more competent and outspoken. Conscientiousness is scale of goal oriented and control over impulses. Individual with high level are more organized and efficient. They focus on limited goal and strive to achieve these goals. The focused person concentrates on a limited number of goals but strives hard to reach them, while the flexible person is more impulsive and easier to persuade from one task to another. The more conscientious a person is, the more competent, dutiful, orderly, responsible and thorough. Personality can be regard as the most complex aspects of human being that influences behavior in big way. Personality traits offer an opportunity to the organization to understand the individuals behaviors and directing their effort and motivating them for the accomplishment of the organizational goal P4:- Analyze how organizational theory underpins principles and practices of organizing and of management. Task for P4:- Discuss the major organizational theories and discuss their salient features (focus on functions of management, managerial roles, and managerial authority) Please see the course contents for detail. Management The attainment of an organizational goal in an effective and efficient manner through planning, organizing, leading and controlling organizational resources. Planning It is the on going process of developing the business mission and objectives and determining how they will be accomplished. Planning includes both the broadest view of the organization, e.g. its mission, and the narrowest, a tactic for accomplishing a specific goal. Organizing Establishing the internal organizational structure of the organization. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers distribute authority to job holders. Commanding Fayols called this maintain activity among the personnel, it involves instructing and motivating subordinates to carry out tasks. Coordinating This is the task of monitoring the activities of individuals and groups within the organization, reconciling differences in approach, timing and resource requirement in the interest of overall organizational objectives. Controlling It is a four step process of establishing performance standards based on the firms objective, measuring and reporting actual performance, comparing the two and taking corrective or preventive action is necessary. Managerial Roles A role as defined as an organized set of behaviors belonging to an identifiable office or position. Thus actors, managers and others play roles that are predetermined, although individuals may interpret them in different ways. Interpersonal Roles Figurehead The manager is a symbol, obliged to perform a number of duties. He represents the organization in various ceremonies etc. Leader Managers select and trained the team members. He/she used to motivate the team to achieve pre defined goal. Liaison Manager duty is to communicate with people outside the work unit trying to coordinates two project groups. Informational Roles Monitor The monitor involves seeking current information from many sources. The manager acquires information from others and shares it with concerns people to stay well informed. Disseminator The managers send external information into his organization and internal information from one subordinate to another. Spokesman The managers transmit information out to his organizations environment to speak on behalf of the organization. Decisional Roles Entrepreneur The manager acts as initiator and designer of much of the controlled change of the organization. By using the monitoring role, he seeks opportunities, sees problems, and initiates actions to improve situations. Disturbance Handler The manger role involves resolving conflicts among subordinates or between the managers departments and other departments. Resource Allocator This role of manager involves deciding about how to allocate people, time, equipment, budget and other resources to attain desired outcomes. Negotiator Managers participate in negotiation activities. Managers represent department during negotiation of union contracts, sales, purchases, budgets, represent departmental interest. Managerial Authority The formal and legitimate right of a manager to make decisions, issues, orders and allocate resources to achieve organizational goals and objectives. Managerial authority is the position that empowers a manger to exercise command and control over those placed under him for realization of the assigned role in an organization. Originally, the overall authority is centrally vested in person of the manager. However, it is not possible for a single man to effectively execute and monitor each and every task. Therefore various functions with a suitable quantum of authority are devolved downwards to concerned subordinates for better and convenient output. The practice also provides a rationale for organizational Tree specifying various powers and responsibilities in both vertical and lateral hierarchy. P5:- Compare the different approaches to management and theories of organization used by two organizations. Task for P5:- This will be the comparative analysis of the two organization, you will do the comparison with another organization (assigned to another group). This will be covered through the presentation. You must give soft and hard copy of your presentation to the teacher. Functional Theory Followed by SNGPL:- Organizations must make choices to organizational approach how to perform their work. There are five common methods used by management to perform work i.e functional, divisional, matrix, team, and networking. Each organization have follows different ways according to their needs and requirements. For instance Sui Northern Gas Pipe Line uses functional approach which is the simplest form of organizational structure. Below is an example of management of sui northern In functional structure approach the features are well defined the channels of communication and responsibility. By following such structure by SNGPL it improves productivity, minimizes duplication of employees and also simplifies training of employees. There are some drawbacks of functional structure approach as it is narrowed perspectives which causes reduce cooperation. Decisions are slow to take place because of many hierarchy layers in which authority is more centralized. This kind of structure only gives employees experience in only single field they dont have the opportunity to oversee all the firms operations. Divisional Theory Followed by Disney:- On the other hand management of Disney follows divisional structure compare to sui northern to keep track of their operation. Below in an example of Disney management structure. In large firms like Disney its difficult to keep track of all the activities for that purpose specialized departments are developed which is divided according to the organizational output this grouping of organizational structure are called divisional structure. It makes performance easier to monitor which allows managers to better focus on recourses and results. This kind of structure may cause duplication and create competition among the division due to limited resources. M1:- Discuss the organizational structure and the prevailing culture in the Organization under study. Also discuss how the structure and culture affect the performance of the business. Task for M1:- This task should be taken as continuation of your answers to P1 and P2; Here you will discuss what is the prevailing structure and culture in the organization. This will be seen with the view that you can see the application of the concepts in real life. Organization Structure and Culture in HBL and UBL Culture and Structure of HBL:- Organizations have their own structure and culture. If there is any informality in the organization culture and employees believe that they are a part of organization then behavior effect positively. Culture and structure is very important for an organization in a culture there are many people belong to different groups and the structure of organization is made from the people if there is unity of command, Span of control and intrinsic motivation so it effect the motivation level of the employees. In organization if they have a good culture and they have the good social norms, values and ethical behavior so culture automatically control behavior .Culture is develop by good social norms, good contents, good peer group and culture cannot be reinforced, it is link with the inner behavior and change is also continuous process. In organization good and positive behavior controls the culture aspects. Culture also pushes the member to behave in a way that is counter to the formal mission an d goals of organization but it can be changed through inter personal skills and good behavior. In organization good, positive and progressive culture and structure is shared among the people. Organizational structure is the way in which the interrelated groups within and organizations are set up to allow them function smoothly from a large stand point. The two main purpose of successful organizational structure is to ensure effective communication between various parts of the company, as well as to increase coordination between different departments. Culture Structure of UBL Culture and structure is important in organization but each organization has their own structure and culture. According to this organization, there is not a specific culture in organization but through employees and their related environment culture is develop. They develop their own culture according to their own requirement. Culture controls the behavior of employees according to their nature which accepts the efforts to that culture. They develop that culture which they need. Culture depends upon the nature of employees it develop the behavior of employees according to that culture. Culture does not remain the same but the unwanted culture will changed according to mew environment. In organization culture is made when employees share their own culture. In this organization the bureaucratic structure is used .Employees r not involved during taking of the decision they are totally depended upon the orders of their boss. Through structure it is easy for the organization for placement of employees, staffing and they also know how many employees are required for the jobs in organization. In the absence of structure some difficulties occurs for the organization that how many employees they need for the job and how they control the organization. Factors Influencing in Both Organization Culture and structure is important in each organization because through good culture there is friendly environment between the manager and employees. And through good structure the organization runs fast towards its objectives and can achieve the goals easily. In both organization culture developed by sharing their own culture which is very effective for both organization because by communication with each other and sharing their views least conflict occurs between the employees and manager. Through this friendly environment occurs which helps organization to run as high as they want. In organization the bureaucratic structure should be avoided and during decision making employees should involved because under this structure employees cannot work by their heart. They take their work as a burden. Under this structure organization cannot run towards there goals as fast as they need for their success because employees are not motivated by this structure they do not share their views, th eir ideas among them selves. This structure has negative effect on organization. It can be good thing in small doses especially in tackling issues that will become recurring themes in large businesses. Through good culture and structure employees are motivated and they share their new idea. They help each other and also solve the problems of organization. A fully healthy organizational culture and structure is exactly what should be expected when all is functioning normally M2:- Discuss what approach of management adopted by the organization, with Focus on management functions, roles and authority. Task for M2:- Here you will apply the concept of organizations theory and what is being discussed in P5 and apply your knowledge to the organization under study. Management Functions:- Planning:- Objectives of HBL Following are some main objective of HBL To earn profit for the Bank itself and maximize its shareholders value. To provide solutions for multiple requirements of clients of diverse financial nature To manage with the changing trends of the modern day financial market To be a diversified bank by offering all basic consumer services and specialized services Honest and ethical conduct, including ethical handling of actual or apparent conflicts of interest between personal and professional relationship. To provide employment opportunities to people To help in development and industrialization of the country Mission Statement:- To make our customers prosper, our staff excel and to create value for shareholders. Leading functions in HBL:- Motivation:- Managers of HBL motivate the employees by providing free medical treatment, free education and incentives to them. Resolving Conflicts:- Managers of HBL always try to resolve conflicts among employees. Giving importance to their opinions. Giving new ideas for solving problems. Sometimes giving group tasks to employees. Managerial Authority In HBL CEO Give orders and issues polices to the managers. Then further the managers forward these instructions and policies to their subordinates and so on. All of them accept and obeyed those instructions/polices/orders. Managerial Role:- Spokesman: Spokesman of HBL attending the seminars outside the bank and negotiating with the people in banking issues. D1:- Discuss what problems the organization can face in the performance areas and what is your suggestion/solution to the problem. Task for D1:- You must identify some problems observed regarding organizational structure and culture (there is no organization which is flawlessly perfect). You will give your recommendations and justify your recommendations in light of the management knowledge you have gained in the class. Problems:- The basic objective of organizational structure is to establish a network of relationship among the different level of employees. When the structure becomes so tall and complex one then the problem arises that how those employees will keep a permanent network of relationship. This problem will also have certain impacts upon the decision making process of an organization. The organization structure also keeps coordination between different departments/units. Sometimes the responsibility of one unit mixes with another unit which affects the units in achieving their goals as in case of selling and marketing department. Through organizational Culture the employees shares the values, belief, norms and symbols during working. The problem arises when there is diversity of work force. Problem arises when culture is dynamic. Rituals, stories, symbols, ceremonies and also the rules of organization form the culture of organization. These all are subjective in nature and having different perceptions during different timing so sometimes the problem arises that it misguides an individuals. Recommendations:- The organization should focus on participative and pre active work of management through which the organization can easily analyze the problems. The participative approach will also be effective in keeping relationship among the employees and as well among the different unit of organization. When there will strong relationship then the decision making process will also be quick. The organization should focus on training and development in order to guide the employees regarding the culture of organization. Through training and development the employees will come to know about the norms, values, beliefs and symbols which should be adopted during the working. In order to minimize the problem related to workforce diversity the organization should guide their employees by having a dynamic culture. D2:- Discuss your recommendations which should use the synthesis of different approaches, this should also include the convergent and lateral thinking. Task for D2:- In this task you will come up with recommendations for the organization theory for the organization. We will encourage amalgamation of two or more approaches considering the environment in which the organization exists. In addition we will also appreciate your approach towards the solution you are recommending as it should a) solve the organizational problem, b) should also consider the internal and external environment requirement. Approaches followed by the Managers:- There are different approaches which are followed by the managers in order to solve the problem arises inside an organization. There are many factors which will determine the structure and culture of an organization. If the organization size is so large then it will be difficult for the organization to keep the structure tall. The management encourages the flat structure and decentralized decision making for those large organizations for the smooth operation of an organization. On the other side if the size is small then it will be better to use the tall structure and centralized decision making. Assessment Brief Unit and Assessment Details Course Title: HND Business Unit Name: Organization and Behavior Assessor: Ms. Neelam Marwat Internal Verifier: Mr. Sajid Fahim Assessment Titl

A Traumatic Brain Injury Health And Social Care Essay

A Traumatic Brain Injury Health And Social Care Essay The Brain Injury Association of America defines a traumatic brain injury as an insult to the brain, not of degenerative or congenital nature, caused by an external physical force that may produce a diminished or altered state of consciousness, which results in an impairment of cognitive abilities or physical functioning. It can also result in the disturbance of behavioral or emotional functioning.Any injury to the head may cause traumatic brain injury (TBI). There are two major types of TBI: Penetrating Injuries:  In these injuries, a foreign object (e.g., a bullet) enters the brain and causes damage to specific brain parts. This focal, or localized, damage occurs along the route the object has traveled in the brain. Symptoms vary depending on the part of the brain that is damaged. Closed Head Injuries:  Closed head injuries result from a blow to the head as occurs, for example, in a car accident when the head strikes the windshield or dashboard. These injuries cause two types of brain damage: People with a brain injury often have cognitive (thinking) and communication problems that significantly impair their ability to live independently. These problems vary depending on how widespread brain damage is and the location of the injury. Brain injury survivors may have trouble finding the words they need to express an idea or explain themselves through speaking and/or writing. It may be an effort for them to understand both written and spoken messages, as if they were trying to comprehend a foreign language. They may have difficulty with spelling, writing, and reading, as well. The person may have trouble with social communication, including: taking turns in conversation maintaining a topic of conversation using an appropriate tone of voice interpreting the subtleties of conversation (e.g., the difference between sarcasm and a serious statement) responding to facial expressions and body language keeping up with others in a fast-paced conversation Individuals may seem overemotional (overreacting) or flat (without emotional affect). Most frustrating to families and friends, a person may have little to no awareness of just how inappropriate he or she is acting. In general, communication can be very frustrating and unsuccessful. In addition to all of the above, muscles of the lips and tongue may be weaker or less coordinated after TBI. The person may have trouble speaking clearly. The person may not be able to speak loudly enough to be heard in conversation. Muscles may be so weak that the person is unable to speak at all. Weak muscles may also limit the ability to chew and swallow effectively. Treating traumatic brain injury  occurs when a patient is admitted to the hospital. Doctors work diligently to stabilize his or her condition, which can include unblocking airways, maintaining blood flow to the brain and, in extreme cases, resuscitation. In addition, doctors treat open wounds and administer antibiotics to prevent infection. Once a patient has stabilized, his or her doctors may order MRI scans, CT scans, or X-rays to help assess the level of brain damage. Doctors may also prescribe anti-convulsion medication to prevent seizures. In some instances, traumatic brain injury can lead to increased intracranial pressure. These cases often require surgery to accommodate brain swelling and excess fluid. Open head injuries may require surgery to remove broken skull fragments and insert synthetic pieces that protect delicate brain tissue. Traumatic brain injury rehabilitation  is an important part of treatment because it helps patients regain or manage impaired brain functions and minimizes long-term traumatic brain injury disabilities. Through rehabilitation, patients are sometimes able to regain important brain functions such as speech, memory and mobility. Rehabilitation can also help a victims family cope with the tragedy. Traumatic brain injury has many other causes, complications and treatments. Please read other articles on this site for more information on diagnosis, treatment and prevention of traumatic brain injury. The recovery process is different for everyone. Just as no two people are alike, no two brain injuries are alike. Recovery is typically lengthy-from months to years-because the brain takes a long time to heal. These tips, directed at the person with a brain injury, will help your loved one improve after the injury: Get lots of rest. Avoid doing anything that could cause another blow or jolt to the head. Ask the doctor when its safe to drive a car, ride a bike, play sports or use heavy equipment, because reaction time may be slower after a brain injury. Take prescription medication according to thedoctors instructions. Do not drink alcohol or use street drugs. Write things down to help with memory problems. Ask the doctor to recommend rehabilitation services that might help recovery, and follow those recommendations Mild injury Mild traumatic brain injuries usually require no treatment other than rest and over-the-counter pain relievers to treat a headache. However, a person with a mild traumatic brain injury usually needs to be monitored closely at home for any persistent, worsening or new symptoms. He or she also may have follow-up doctor appointments. The doctor will indicate when a return to work, school or recreational activities is appropriate. Its best to avoid physical or thinking (cognitive) activities until symptoms have stopped. Most people return to normal routines gradually. Immediate emergency care Emergency care for moderate to severe traumatic brain injuries focuses on making sure the person has an adequate oxygen and blood supply, maintaining blood pressure, and preventing any further injury to the head or neck. People with severe injuries may also have other injuries that need to be addressed. Additional treatments in the emergency room or intensive care unit of a hospital will focus on minimizing secondary damage due to inflammation, bleeding or reduced oxygen supply to the brain. Medications Medications to limit secondary damage to the brain immediately after an injury may include: Diuretics.  These drugs reduce the amount of fluid in tissues and increase urine output. Diuretics, given intravenously to people with traumatic brain injury, help reduce pressure inside the brain. Anti-seizure drugs.  People whove had a moderate to severe traumatic brain injury are at risk of having seizures during the first week after their injury. An anti-seizure drug may be given during the first week to avoid any additional brain damage that might be caused by a seizure. Additional anti-seizure treatments are used only if seizures occur. Coma-inducing drugs.  Doctors sometimes use drugs to put people into temporary comas because a comatose brain needs less oxygen to function. This is especially helpful if blood vessels, compressed by increased pressure in the brain, are unable to deliver the usual amount of nutrients and oxygen to brain cells. Surgery Emergency surgery may be needed to minimize additional damage to brain tissues. Surgery may be used to address the following problems: Removing clotted blood (hematomas).  Bleeding outside or within the brain can result in a collection of clotted blood (hematoma) that puts pressure on the brain and damages brain tissue. Repairing skull fractures.  Surgery may be needed to repair severe skull fractures or to remove pieces of skull in the brain. Opening a window in the skull.  Surgery may be used to relieve pressure inside the skull by draining accumulated cerebral spinal fluid or creating a window in the skull that provides more room for swollen tissues. Rehabilitation Most people who have had a significant brain injury will require rehabilitation. They may need to relearn basic skills, such as walking or talking. The goal is to improve their abilities to perform daily activities. Therapy usually begins in the hospital and continues at an inpatient rehabilitation unit, a residential treatment facility or through outpatient services. The type and duration of rehabilitation varies by individual, depending on the severity of the brain injury and what part of the brain was injured. Rehabilitation specialists may include: Physiatrist,  a doctor trained in physical medicine and rehabilitation, who oversees the entire rehabilitation process Occupational therapist  who helps the person learn, relearn or improve skills to perform everyday activities Physical therapist,  who helps with mobility and relearning movement patterns, balance and walking Speech and language pathologist,  who helps the person improve communication skills and use assistive communication devices if necessary Neuropsychologist or psychiatrist,  who helps the person manage behaviors or learn coping strategies, provides talk therapy as needed for emotional and psychological well-being, and prescribes medication as needed Social worker or case manager,  who facilitates access to service agencies, assists with care decisions and planning, and facilitates communication among various professionals, care providers and family members Rehabilitation nurse,  who provides ongoing rehabilitation care and services and who helps with discharge planning from the hospital or rehabilitation facility Traumatic brain injury nurse specialist,  who helps coordinate care and educates the family about the injury and recovery process Recreational therapist,  who assists with leisure activities Vocational counselor,  who  assesses the ability to return to work and appropriate vocational opportunities, and provides resources for addressing common challenges in the workplace Prognosis (or Chance of Recovery) It is difficult to predict how well someone who has had a brain injury will recover, partly because there is no test a doctor can use to predict recovery. The Glasgow Coma Scale is used to determine the initial severity of a brain injury. It is often used at the scene of the accident or in the emergency room. This scale uses eye movements and ability to speak and move other parts of the body to determine the seriousness of the injury. Ask your doctor to explain the tests used to determine your loved ones ability to recover. Your loved ones prognosis will depend on many factors, including the severity of the injury, the type of injury, and what parts of the brain have been affected. Prompt diagnosis and treatment will help the recovery process. In discussing possible effects of TBI, the immediate physiological recovery (which may continue over months and years) was discussed in a  prior question. When the moderately or severely injured person has completed this initial recovery, the long-term functional deficits associated with TBI come to the fore. What areas of functioning may be affected by injury to the brain? Any or all of the functions the brain controls may be impacted. However, given that individuals differ greatly in their response to injury, any specific individual may experience only one, a few, or most of the possible effects. Further, a change in any of the possible areas of dysfunction, if it occurs at all, will vary in intensity across individuals from very subtle to moderate to life threatening. It is important to be aware also that not all functions of the individual are impacted by TBI. For example, feelings toward family, long-term memories, the ability to ski or cook, ones knowledge of the world, and so forth all may be intact, along with numerous other characteristics of an individual, even one who has experienced a moderate to severe injury. Individuals with a moderate-to-severe brain injury most typically experience problems in basic cognitive skills: sustaining attention, concentrating on tasks at hand, and remembering newly learned material. They may think slowly, speak slowly, and solve problems slowly. They may become confused easily when normal routines are changed or when the stimulation level from the environment exceeds their threshold. They may persevere at tasks too long, being unable to switch to a different tactic or a new task when encountering difficulties. Or, on the other hand, they may jump at the first solution they see, substituting impulsive responses for considered actions. They may be unable to go beyond a concrete appreciation of situations, to find abstract principles that are necessary to carry learning into new situations. Their speech and language may be impaired: word-finding problems, understanding the language of others, and the like. A major class of cognitive abilities that may be affected by TBI is referred to as executive functions the complex processing of large amounts of intricate information that we need to function creatively, competently and independently as beings in a complex world. Thus, after injury, individuals with TBI may be unable to function well in their social roles because of difficulty in planning ahead, in keeping track of time, in coordinating complex events, in making decisions based on broad input, in adapting to changes in life, and in otherwise being the executive in ones own life. With appropriate training and other supports, the person may be able to learn to compensate for some of these cognitive difficulties. TBI may cause emotional, social, or behavioral problems and changes in personality.[115][116][117][118]  These may include emotional instability,  depression, anxiety,hypomania,  mania, apathy, irritability, problems with social judgment, and impaired conversational skills.[115][118][119]  TBI appears to predispose survivors to psychiatric disorders including  obsessive compulsive disorder,  substance abuse,  dysthymia,  clinical depression,  bipolar disorder, and  anxiety disorders.[120]  In patients who have depression after TBI, suicidal ideation is not uncommon; the suicide rate among these persons is increased 2- to 3-fold.[121]  Social and behavioral symptoms that can follow TBI include disinhibition, inability to control anger, impulsiveness,  lack of initiative, inappropriate sexual activity, poor social judgment, and changes in personality. With TBI, the systems in the brain that control our social-emotional lives often are damaged. The consequences for the individual and for his or her significant others may be very difficult, as these changes may imply to them that the person who once was is no longer there. Thus, personality can be substantially or subtly modified following injury. The person who was once an optimist may now be depressed. The previously tactful and socially skilled negotiator may now be blurting comments that embarrass those around him/her. The person may also be characterized by a variety of other behaviors: dependent behaviors, emotional swings, lack of motivation, irritability, aggression, lethargy, being very uninhibited, and/or being unable to modify behavior to fit varying situations. A very important change that affects many people with TBI is referred to as denial (or, lack of awareness): The person becomes unable to compare post-injury behavior and abilities with pre-injury behavior and abilities. For these individuals, the effects of TBI are, for whatever reason, simply not perceived whether for emotional reasons, as a means of avoiding the pain of fully facing the consequences of injury, or for neurological reasons, in which brain damage itself limits the individuals ability to step back, compare, evaluate differences, and reach a conclusion based on that process. With appropriate training, therapy, and other supports, the person may be able to reduce the impact of some of these emotional and behavioral difficulties. The TBI Research Center at Mount Sinai is conducting research to help people with TBI who experience depression and other mood disturbances [ Useful Resources Services for Families Affected by TBI National Disability Rights Network Protection and Advocacy for Individuals with Disabilities Protection and Advocacy (PA) System and Client Assistance Program (CAP) This nationwide network of congressionally mandated disability rights agencies provides various services to people with disabilities, including TBI. PA agencies provide information and referral services and help people with disabilities find solutions to problems involving discrimination and employment, education, health care and transportation, personal decision-making, and Social Security disability benefits. These agencies also provide individual and family advocacy. CAP agencies help clients seeking vocational rehabilitation. For more information on PA and CAP programs, contact the National Disability Rights Network at:  www.napas.org  or (202) 408-9514. Traumatic Brain Injury Model Systems Funded through the National Institute on Disability and Rehabilitation Research, the TBI Model Systems consist of 16 TBI treatment centers throughout the U.S. The TBI Model Systems have extensive experience treating people with TBI and are linked to well established medical centers which provide high quality trauma care from the onset of head injury through the rehabilitation process. For more information on the TBI Model Systems, go towww.tbindsc.org/Centers/centers.asp  or call the TBI Project Coordinator at (973) 414-4723 to find the center nearest you. Brain Injury Association of America (BIAA) Chartered State Affiliates BIAA is a national program with a network of more than 40 chartered state affiliates, as well as hundreds of local chapters providing information, education and support to individuals, families and professionals affected by brain injury. To locate   your states TBI programs that can be of assistance, visit the Brain Injury Association of Americas online listing of chartered state affiliates at  www.biausa.org/stateoffices.htm, or call (800) 444-6443. Social Security Disability Insurance (SSDI) Supplemental Security Income (SSI) It is possible that your loved one may be entitled to SSDI and/or SSI. SSDI and SSI eligibility is dependent on a number of factors including the severity of the disability and what assets and income your loved one has. You should contact the Social Security Administration to find out more about these programs and whether your loved one will qualify for these benefits. For more information on SSDI and SSI, contact the Social Security Administration at  www.ssa.gov  or (800) 772-1213. Centers for Independent Living (CIL) Some families have found that it is important to encourage their loved one with a TBI to continually learn skills that can allow them to live independently in the community. The CILs exist nationwide to help people with disabilities live independently in the community and may have resources to help your loved one reach a goal of living alone. CIL services include advocacy, peer counseling, case management, personal assistance and counseling, information and referral, and independent living skills development. For more information on the CIL system, contact the National Council on Independent Living at  www.virtualcil.net/cils  or (703) 525-3406.

Issues in Virginia Woolf’s Mrs. Dalloway Essay -- Woolf

Issues in Virginia Woolf’s Mrs. Dalloway Virginia Woolf’s Mrs. Dalloway revolves around several of the issues that preoccupied the Bloomsbury writers and thinkers as a group. Issues of androgyny, class, madness, and mythology run throughout the novel. While that is hardly an exhaustive list, these notions seem to form the core of the structure of the novel. Woolf herself, when envisioning the project, sought to produce â€Å"a study of insanity and suicide, the world seen by the sane and the insane side by side.† This issue of madness, in particular, gives the novel its form as we follow the twinned lives of Septimus Warren Smith and Clarissa Dalloway. These preoccupations, occuring in the biographical and intellectual lives of the disparate members of Bloomsbury, revolved around Virginia framing the preoccupations and concerns of the text. In terms of the ambiguous gender identities running throughout the text (Clarissa’s frigidity towards her husband, her sexual view of women, and Septimus’s effeminite nature), there is a tendency towards the asexual or the androgynous in the...

Nature Imagery and Themes in Charlotte Brontes Jane Eyre :: Jane Eyre Essays

  Ã‚  Ã‚   Charlotte Bronte makes use of nature imagery throughout Jane Eyre, and comments on both the human relationship with the outdoors and human nature.   The Oxford Reference Dictionary defines "nature" as "1. the phenomena of the physical world as a whole . . . 2. a thing's essential qualities; a person's or animal's innate character . . . 4. vital force, functions, or needs."   We will see how "Jane Eyre" comments on all of these.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Several natural themes run through the novel, one of which is the image of a stormy sea.   After Jane saves Rochester's life, she gives us the following metaphor of their relationship: "Till morning dawned I was tossed on a buoyant but unquiet sea . . . I thought sometimes I saw beyond its wild waters a shore . . . now and then a freshening gale, wakened by hope, bore my spirit triumphantly towards the bourne: but . . . a counteracting breeze blew off land, and continually drove me back."   The gale is all the forces that prevent Jane's union with Rochester.   Later, Brontà «, whether it be intentional or not, conjures up the image of a buoyant sea when Rochester says of Jane: "Your habitual expression in those days, Jane, was . . .   not buoyant."   In fact, it is this buoyancy of Jane's relationship with Rochester that keeps Jane afloat at her time of crisis in the heath: "Why do I struggle to retain a valueless life? Because I know, or belie ve, Mr. Rochester is living."      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another recurrent image is Brontà «'s treatment of Birds.   We first witness Jane's fascination when she reads Bewick's History of British Birds as a child.   She reads of "death-white realms" and "'the solitary rocks and promontories'" of sea-fowl.   We quickly see how Jane identifies with the bird.   For her it is a form of escape, the idea of flying above the toils of every day life.   Several times the narrator talks of feeding birds crumbs.   Perhaps Brontà « is telling us that this idea of escape is no more than a fantasy -- one cannot escape when one must return for basic sustenance.   The link between Jane and birds is strengthened by the way Brontà « adumbrates poor nutrition at Lowood through a bird who is described as "a little hungry robin."   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Brontà « brings the buoyant sea theme and the bird theme together in the passage describing the first painting of Jane's that Rochester examines.

Essay --

â€Å"Acting is not that far from mental disease: An actor works on splitting his character into others. It is like a kind of schizophrenia†. –Vittorio Gossman Schizophrenia is a psychiatric disorder that changes the consistency of a person’s personality in arrears to emotional weakness and detachment from reality. Schizophrenia can be connected with the disorders of anxiety and depression. Those who have this disorder go through variations of abnormal activities. Schizophrenia is a disorder that damages the brain. People with schizophrenia sometimes hear voices that others may not hear. They are truly convinced that they hear these voices as well. Schizophrenias may also think that other people have control over them when it comes to knowing what thoughts run through the mind and they believe that those people will bring harm to their lives (NIMH-Schizophrenia). When trying to establish a conversation with schizophrenics it can be rather awkward at times. They sometimes can’t put their words together to have a conversation that makes sense. They won’t come off as talkative people. Schizophrenics can sit for a long period of time without making any movements or even saying a word. Along with upholding a conversation, they also may have difficulties trying to live a normal life. Maintaining a job, a marriage, a romantic relationship, taking care of themselves, eventually becomes hard and the help of others will be needed (NIMH-Schizophrenia). Schizophrenia is not a disorder that can be cured. Although there are treatments out there that will slowly alleviate some of the symptoms. Some of these symptoms are hallucinations, delusions, thought disorders, movement disorders, and inability to speak for long, lack of trying to enjoy their da... ...elusional. Due to that, Alicia brought Nash to a psychiatric hospital. At the psychiatric hospital, Nash was diagnosed with depression and paranoid schizophrenia (Howard, A Beautiful Mind). With schizophrenia, it is hard to maintain your daily life especially when it comes to relationships, hence why Nash and his wife Alicia had a divorce but they came back together years later. However the relationship was an unemotional one. (Howard, A Beautiful Mind). From what I can see, the lack of stability in Nash’s relationship and the non-emotional connection between the two shows how much his disorder has affected him and the marriage. For someone to not be able to create a new relationship after the divorce clearly shows that the status of the disorder has not changed. There is still a lack of emotional ability in Nash that disables him from having a normal relationship.

Civil War Technology Essay

Many technological advancements were implemented during the Civil War. Some of these include the introduction of the ironclad to naval warfare. The use of the railroad to speed armies and supplies around the country, high speed communication via the telegraph, the use of rifles that would change tactical warfare forever and the introduction of new medical practices and ambulance corps. One of the major technological advancements brought on by the Civil War was the introduction of the Ironclad into battle. These new craft were mainly made by encasing wooden vessels with thick plates of steel. These new ships could repel enemy fire as well as ram inferior wooden ship into pieces. One such ship built by the confederates was the Virginia, â€Å"The Ironclad carried ten guns and an iron ram on her prow; she moved slowly and awkwardly, powered by the two old engines of the Merimack, and it took half an hour to turn her around. In the harbor of the Hampton Roads, the Virginia, on her first day at war, attacked five Union ships† (McFreely, 17) â€Å"Five Union ships containing 219 guns guarded the mouth of the James River at Hampton Roads but the fighting this day would make them obsolescent. What day-the worst in the eighty-six year history of the U.S. Navy. The Virginia sank two proud ships.† (McPherson, 375,376) The Confederates were not alone in the building of ironclad although not everyone shared in the enthusiasm of theses new ship† Secretary of navy Welles did not at first want to experiment with new fangled notions. But rumors of rebel activities caused Congress to force his hand with a law of August 3, 1861, directing the construction of three prototype ironclads.† (McPherson, 374) several designs were submitted but John Ericssons was the one the Navy department accepted. † Ericsson’s proposal incorporated several novel feature. A wooden hull sheathed with thin iron plate would be overlaid by a flat deck with perpendicular sides extending below the water line and protected by 4.5-inch armor plating. The propeller, anchor and all vital machinery would be protected by this shell. Sitting on the deck was Ericsson’s most important innovation: a revolving turret encased in eight inches of armor and containing two eleven-inch guns.† (McPherson, 374) This ship was named the Monitor, and while the Virginia reaped havoc at Hampton  Roads the Monitor was on her way to meet her. â€Å"On March 9, the Monitor arrived from Brooklyn, and the two strange ships blasted away at each other, the Monitor circling her opponent. The battle ended in a draw, but it changed naval warfare overnight by making wooden fleets obsolete.† (McFreely, 17) Other technologies that were heavily used during the war were the Railroad and telegraph. The railroads allowed for speed of troop movement and heavy artillery that could only be moved rail. The telegraph likewise sped communications between armies, field personnel, Washington, Richmond, ETC. In 1862 alone the US Patent Office issued over 240 military related patents. The monitor itself had 47 individual patents. Another innovative advancement in weaponry was the rifle. While these weapons were not new to the battle field recent advancements in bullet technology developed in the 1850s, by Claude E. Minie’ and improved upon by James H. Burton made the weapons more practical and cost effective. â€Å"At the beginning of the war both sides were armed chiefly with smoothbore muskets that had an effective range of about eighty yards and took about twenty five minutes to reload. But during 1862 Union soldiers were with new rifles that had spiral grooves cut in the barrels, and by 1863 nearly all infantrymen, Yankee and confederate carried these weapons. These rifles put a spin on the bullet, increasing its range and accuracy. These new rifles meant that assaulting infantrymen in close formation could be picked off with rifles at four hundred yards. The casualty cost for a frontal assault became tremendous.† (McFreely, 17) The impact of the rifle on the battlefield was huge. â€Å"One reason for the high casualties of the Civil War was the disparity between traditional tactics and modern weapons. The tactical legacy of the eighteenth-century and Napoleonic warfare had emphasized close order formations.† (McPherson, 473,474) Some other technological break through brought on by the war were the creation of The Sanitary Commission and improvements in army medical practices. â€Å"The Civil War marked a milestone in the transformation of  nursing from a menial service to a genuine profession. The war also produced important innovations in army medical practice. One such innovation was the creation of special ambulance corps for first aid treatment of the wounded and their evacuation to field hospitals. These non-combat medics risked their lives to reach the wounded in the midst of the battle and evacuate them as quickly as possible to surgeons’ stations and field hospitals. The ambulance corps became a model for European armies down to World War I.† (McPherson, 484,485) Sanitary conditions by our standard today were inhuman but at the time of the war they were a vast improvement from previous wars. â€Å"Diseases was a greater threat to the health of Civil War soldiers than enemy weapons. This had been true for every army in history. Civil war armies suffered comparatively less disease mortality then any previous army. While two soldiers died of disease for everyone killed in combat, the ratio for soldiers in the Napolonic and Crimean Wars had been Eight to one. Only by twentieth century standards was Civil War disease mortality high.† (McPherson, 487) In conclusion the Civil War saw the introduction of the ironclads which made all fighting vessels obsolete in a single afternoon of battle at Hampton Roads. The introduction of better medical practices and ambulance corps. The use of rifles which made the tactics of Napoleonic Warfare’s close order formation a suicide mission. This war also saw casualties on both sides in astronomical numbers due in no small part to the use of these new technologies. In the end the use of these new weaponry and technology would change how all wars there after would be fought. WORKS CITED McFreely, Mary Drake The Civil War Telecourse Study Guide. Virginia: EPM Publications, 1990. McPherson, James M.Battle Cry of Freedom New York,: Ballantine Books, 1989.

Functional Leadership Model in Healthcare Essay

The traditional leadership model focuses on three main areas which are looked at to be the core areas of leadership; task, individual, and team (Al-Touby, 1). Our text does not cover the traditional leadership model but, it does cover the path-goal leadership theory which in some sense relates to both the traditional leadership model and the functional result-oriented healthcare model. The path-goal theory focuses on the effectiveness for a leader to create high productivity and morale in a given situation (DuBrin, 147). In the path-goal theory it is important that the manager pick a style of leadership that focuses on the characteristics of the team and the demand for the task. In the traditional leadership style there is more emphasis on one core area over another; where in the path-goal leadership theory there is no emphasis on either. The path-goal theory lays the objective out in black and white. The path-goal theory is/ would be an effective leadership model for healthcare, how ever adapting it more closely to any organization would make it more effective and efficient. The main objective that can never be forgotten with healthcare is the patient’s outcome; if the outcome is lost, the leader, the team, and the task have failed. The Oman Medical Journal has perfected a leadership model specifically for healthcare facilities. The journal only compares the new healthcare model to the traditional leadership model however; it could also be compared with the characteristics of the path-goal leadership theory. If a healthcare facility focuses primarily on their individual staff characteristics, the facility will risk the possibility of losing sight of the patient’s needs (Al-Touby, 1). In any medical profession all employees are there for one reason, the patient’s service. With that being said, individual characteristics are not exactly the main concern in the healthcare leadership model. Moving on to having the task be the priority of the functional model; the task by itself remains incomplete until the patient recovers from the medical condition or the disease is managed (Al-Touby, 1-2). One patient is a task for too many people, but each employee contributes to the outcome of the patient. Lastly, healthcare leaders cannot only focus on the team, because the team has not completed the task until the patient recovers or the disease is managed. The team is combined of the individuals and the task but, in healthcare none of those elements need priority over another. Healthcare teams can work hard and be efficient and still be ineffective (Al-Touby, 2). In healthcare effectiveness must always be the goal over efficient teamwork. These examples and reasons are why the Oman Medical Journal decided to add the fourth element results or patient outcomes; and they refer to the modification as the â€Å"functional results-oriented leadership model†(Al-Touby, 3). No matter how perfect the healthcare team is; no matter how motivated the care staff is; no matter how well the care procedures are articulated and practiced, the yardstick of good healthcare leadership is patient outcomes, the results of care. (Al-Touby, 4) The functional leadership model is based on three core areas in leadership; task, individuals, and teams. All of these are important in effective leadership, however, the modified theory; functional-orientated leadership fits my lifestyle more precise. Working in healthcare and pursuing a profession in healthcare administration I can see how the typical functional leadership model does not fit the healthcare world. Patient care is the main focal point of every move made in the medical field; focusing more precisely on one of the three elements in the typical model could easily distract a leader in losing focal point on the patient’s result/outcome. Making the result the center of the three elements works. The organization I work at now uses the functional-orientated leadership model, and all our policies are based around this model. Patient’s safety and wellbeing is always priority. References Al-Touby, S. (2012). Functional Results-Oriented Healthcare Leadership: A Novel Leadership Model. Oman Medical Journal, 27(2), 104-107. doi:10. 5001/omj.2012.22 DuBrin, Andrew J. (2013). Leadership: Research Findings, Practice, and Skills. Mason: South-Western.