Unit 21 P3, M2, D1 Essay - 4964 Words

Unit 21: task 3: P3, M2, D1 In this assignment I will be choosing and describing a service user for my case study and I’m going to explain how some factors such as medical disorders, life style and many more may have influenced their dietary intake. Due to the data protection I will not be using their real name. Service user’s history Aisha Ismail is 35 years old. She is a British African and has been brought up by her grandmother and now she’s living with her husband and 3 children. She is a Muslim and lives in New Parks Leicester. Aisha’s a wife and a house wife. She is not able to go to work due to her sickle cell disorder. Aisha was diagnosed with high blood pressure and diabetes. This was due to her unhealthy diets of junk†¦show more content†¦This would be a benefit to Aisha as she would not want to make her condition worse and face death, so she will start taking control over her weight. This would benefit Aisha as she would have to cut down on the unhealthy food and therefore have a better balanced diet and better lifestyle as cutting down on unhealthy food would help to minimise the risk to her health. D1: For the recommendation, Aisha totally needs to cut down on the sugary, salty and fatty food that she eats. To be able to reduce the negative effect of her health, first of all she would need to cut down on the amount of sugar she has in her tea. I would recommend her to cut down from 3 to 1 and a half and maybe use semi skimmed milk. This will be able to reduce the sugar and fat intake she has. For her toasts, she could try and use margarine as it has less fat than butter or have plain toast to reduce the fat intake. If Aisha finds it hard to reduce/ cut down her sugar and fatty intake, I would recommend her to get help and advice from specialised people who work with service users who have diabetes. This might include visiting a clinic and asking questions about what food to eat and which ones to avoid in order for him to have a better health. I would recommend Aisha to also reduce her snacking habits of snacks such as cakes andShow MoreRelatedSkills for LAND A1 2015 1978 Words   |  4 Pagesï » ¿ Module: Unit 10: Skills for Land-based Outdoor and Adventurous Activities Tutor: Nick Young Assignment No: 1 of 1 Title: Land-based Outdoor and Adventurous Activities – The Knowledge, Risks, Participation, Review Development IV’d before Mark Wilson Date 22/4/13 issue by: IV’d: Date 16/4/15 Date 21/5/15 Issued: Due: Feedback Due: 11/6/15 Student Name: ................................................................. 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VoIP at Butler University Free Essays

Butler University identified weaknesses in the existing campus communication systems. Chief Information Office (CIO) Scott Kincaid’s identified the need to upgrade or replace the Centrex system as Butler student enrollment and administrative data communication needs had outgrown its usefulness. Arguments for the Centrex system were that users found the system reliability to be beneficial. We will write a custom essay sample on VoIP at Butler University or any similar topic only for you Order Now Once employees have a system that meets their current needs, some are reluctant to go embrace the next step to enhancing Job capabilities. The majority of students liked having campus rovided email even though 92% had cell phones. Various problems were associated with the existing system but it was not without failure. For no other reason than advances in technology, the current analog system had become outdated and hard to customize. Moving lines was labor intensive with student and administrative shifts. Changes become labor intensive and difficult to perform because not only is the hardware difficult to repair, at a certain point the system will be so antiquated that it won’t be compatible with new vendor technology upgrades outside of Butler. A large amount of administrative time was spent reconciling the current billing system each month showing that again unnecessary labor was a hindrance to efficiency. Changes aren’t without risk and administrative staff viewed merging data and voice networks was viewed as risky. A major concern was regarding the voice quality of VoIP technology. The IT department also knew that network security risks were a concern addressing other data network risk concerns post 9/1 1 . An efficient and flexible integrated emergency notification system was required to remedy this concern. Campus administration also feared virus attacks that commonly affected data networks. Unified communications is a term used to describe a system that integrates call and data communication applications that are interactive and collaborative with real- time and transactional capabilities. Butler hired the Dietrich Lockard Group, a telecommunications-consulting firm, to address the primary issues and needs of the university and to recommend a unified communications solution. To pinpoint the real needs of the university, Dietrich formed an advisory group comprised of dministrative staff from a variety of departments around campus who required a high-level of data usage and accuracy from the system. Those departments were admissions, financial services, student life, facilities management, the libraries, and department faculty. The advisory group and technical staff were taught about VoIP and steps that can be taken to mitigate its risks. The strategic plan involving integrating these five goals: improve student communications, improve handling of callers, leverage new services to assist staff and improve training on these systems, emain competitive with other institutions regarding the level of student services offered, and to provide more immediate access to key Butler personnel. The options presented to Butler were to continue with the existing systems and make no changes. Many people find the system reliable. Another solutions would be to continue upgrading the existing system and equipment. Although expensive, IT staff was familiar with the system and, while difficult, upgrades were possible – at least in the system and integrate and independent VoIP for a few selected offices. This would llow Butler to make a small-scale technology change without compromising the entire communications network. The last and most expensive option is to acquire a new in-house PBX system for unified communications. The concern with this option is if Butler were to invest in a new PBX system would it have a limited life? With Dietrich’s guidance, Butler drafted an RFP and put the project out for bid. Vendor selection would be based on the an analysis of the variables effecting choices, the vendor’s ability meet the universitys needs as defined in the RFP, cost, availability of ocal support once the network was installed, and the vendor’s experience with new VoIP and other enterprise systems. A vendor was selected and a very aggressive implementation schedule was initiated. Staff and students found the changeover simple and the pilot program made training fun. The IT department described the changeover as the â€Å"week from hell†. Phone system registration was labor intensive when each needed to be registered manually. Other problems were malfunctioning equipment, the 2,000 additional phone numbers provided by SBC came up missing nd required a 45-day window to fix the problem and food service and the bookstore didn’t have Ethernet wiring. The biggest problem was that department safety alarm wiring was not compatible with new VoIP and the old system needed to be recreated to make them work. My concern with the alarm system was based on 1970’s technology and should have been updated. I would consider the upgrade to be a wise decision on Butler’s choice. Analog systems are antiquated and had they not made the change now, it may have been more costly in the future. Technology ntegration with outside source such as telecommunications companies and software support for financial and accounting systems. Any department that required data sharing and collaboration, mixed media messaging was at an operational risk had the change-over not been implemented. By converging systems for a unified communication solution, Butler had taken the proactive approach. It wasn’t without unanticipated costs – a new IT staff position was created, and the unforeseen costs to the department alarm system and Ethernet cabling to food services and the bookstore were substantial. What Butler gained was collaborative applications, improved communications and convenience. Having a different call centers around campus, Butler could now examine call records and identify inefficacies within a specific area. The economy of improving these areas will be cost and improved university services. I believe Butler made the correct choice in moving forward with a new system. The only fault I found was in their not revamping the existing alarm system. The problems experienced during the changeover were minimal and solvable without reconstructing the plan. Again, a solid strategic and farsighted plan. How to cite VoIP at Butler University, Papers

Critical Analysis Of Traits - Motives And Characteristics Of Leaders

Question: Discuss about theCritical Analysis of Traits, Motives and Characteristics of Leaders. Answer: Introduction Leadership means the capability of a leader to increase motivation and support among team members who are required to attain organizational goals. Leadership effectiveness indicates achievement of desirable outcomes like quality, productivity and satisfaction in a specific situation. Theoretical evaluation conducted by Dinh et al. (2014) indicated that leadership is not a behavior or trait of a person but a process generated in the communications among people working in distinct work environment. Northouse (2015) stated that leadership relationship has changed in the modern era where people tend to communicate electronically. However, Steve Jobs the leader of Apple Inc has stated that the leaders should not allow the communication technology to block them from communicating face-to-face with the team members. The objective of the essay is to evaluate the relationship between traits, motives and effectiveness of leaders. Moreover, the critical evaluation will offer examples from the p ublic domain and the ways in which these are applied in practice will be explained with assessing ways the relationship between theory and practice is demonstrated. Discussion Personality Traits of Effective Leaders At the time, managers are assessed in terms of leadership effectiveness their traits and personal characteristics are generally scrutinized. Such characteristics are linked with leadership and are classified into categories namely motives, personal traits and cognitive aspects. Certain personality traits contribute to the effectiveness of the leaders in several situations as long as the leadership style fits the situation in a better manner. Personality traits of leaders are divided into two groups namely general personality traits and task-related traits. Steve Jobs of Apple had a definite vision and mission for the brand. The brand emphasized on the production of exquisite electronic goods for elite category of buyers. As such, the brand achieved a distinct brand name and reputation in the recent years. General personality traits are observed both within and outside the working place and is associated with the success and satisfaction in personal as well as work life. General personality traits of the leaders include self-confidence, humility, assertiveness, enthusiasm, optimism, authenticity, assertiveness and core self-assessment. For instance, several successful top leaders like Bill Gates and Charles Schwab are introverts those who turn out to be drained by social encounters and had high degree of emotional stability, agreeableness and detrimental qualities (Nichols Cottrell, 2014). Task-related traits are the ones those are closely related with accomplishment of work. Such personality traits include proactive personality, passion for people and work, courage, adaptability and flexibility. It also includes emotional intelligence of leaders that encompass self-awareness, social awareness, self-management and relationship management. There exist certain examples of task related leadership success in the practical scenario. For instance, Project managers like Frank Lloyd were considered as the greatest American architects of all time. This leader possessed task oriented skills through which he efficiently managed vendors associated with the bills of materials and all the connected project timelines. With such efficient task-based leadership, he designed more than 1000 buildings with great expertise (Nichols Cottrell, 2014). Leadership Motives Efficient leaders are generally being distinguished by their motives and needs. Leaders are observed to have an intense desire to gain a position of responsibility for others and manage them. The desire for needs and motives are evident in four categories including power, efficient work ethics, achievement, drive, resilience and tenacity. In the power motive, the efficient leaders possess strong desire to control resources. Leaders having personalized power motive seek power to increase their personal interest. Leaders with socialized power motive have power to attain organizational goals or vision. For instance, in a research conducted by Delbecq et al. (2013) to evaluate motivations of leaders it was gathered that the US companies required that the leader of the company should have high skills of power in order to influence team members. In drive and achievement motive, leaders intend to work hard to attain their goals. In drive motive leaders have the capability to put forth superior energy towards attaining goals and remain persistent to apply such energy. This generally needs huge amount of fitness and physical energy. In achievement motive, the leaders have the propensity to find joy in goals and vision attainment. For instance, researchers such as Gilmore et al. (2013) revealed that leaders of such motive might motivate team members in conduct that is associated with gaining revenue, growth and organizational culture objectives. The followers might follow brainstorm techniques for enhancing communication between departments to attain enhanced organizational culture. Such leadership activity facilitates team to attain departmental tasks, which converts into organizational goals. In resilience and tenacity motive, the leaders with tenacity multiples are considered to be vital for the organization as it does not take a great amount of time for them to implement a new program or to consummate an innovative business deal (Boyatzis et al., 2012). Tenacious leaders are deemed to be resilient at the time they rebound from a delay from their regular efforts. The Relationship Between Traits, Motives and Effectiveness of Leaders Leadership traits, motives as well as effectiveness is an important part of the decision making process. However, these characteristics can be developed to execute consistent business performances over a period. Through these factors, leaders acquire the necessary business skills and aptitude that are required to built brand reputation and goodwill in the market. As such, the vision as well as the mission of the organization is built through these leadership characteristics. These attributes shall have an influence on the business performance of the enterprise and shall lead the organization towards productivity in the enterprise. Kim et al. (2013) mentioned that leadership traits and motives shall have an impact on the ability and the effectiveness of the leaders to guide the organization towards an intensively competitive market. Therefore, a leader must offer guidance to the business entity to lead the organization to lead the organization in the times of crisis. These three factors play an important role in bringing about innovation in the workplace. According to Lussier and Achua (2015), the innovation is an essential part of leadership, which shall help the organization to offer distinctive products and services. Thus, traits, motives as well as the effectiveness of leaders are essential contributors towards the success of a leader. Leadership Roles An efficient leader has several leadership roles such as of a figurehead, team builder, spokesperson, negotiator, executer, strategic planner, entrepreneur and technical problem solver. Charismatic and transformational leadership has a huge impact on behavior and performance of leaders (Lang et al., 2012). In charismatic leadership, charisma defines special qualities of leaders whose powers, purposes and exceptional determination differentiates them from others. Charisma is a positive and convincing quality that makes its followers to be led by the person who has such leadership style. Charismatic leaders employ impression management for strengthening relationships with his team members (Popper Mayseless, 2013). Communication styles used by these leaders are through inspiration, by storytelling and great use of social networking. There are types of charismatic leaders such as socialized, personalized and celebrity charismatic. Socialized charismatic has the capability to retrain the power use in its team members interests. Their followers possess a great sense of self and values. Leaders with personalized charismatic employ the power that would serve their own interests and their followers are likely to be submissive, obedient and dependent. Leaders having celebrity charismatic tends to overlap their public celebrity with personalized and socialized traits. For instance, in the practical scenario Lee Lacocca possessed charismatic leadership style when he joined Chrysler and rescued the automaker from getting bankrupt. His natural talent along with his signature slogan If you can find a better car, buy it! persuaded government to grant the company a huge loan (Ulrich et al., 2013). Transformational leadership facilitates bringing major positive changes through shifting team members beyond their self-interests and towards the betterment of followers, organization and community. Transformational leadership has a great impact on its followers as it facilitates team members to become more responsible after getting inspired. These leaders have the capability to create common vision, employ moral reasoning, think uniquely, encourage personal development and leading by providing examples. For instance, advancement of the computing technology by Apple, IBM, Microsoft and Intel was a transformational event. Steve Jobs was the co-founder of Apple Inc having such leadership style have transformed business processes by means of software applications, microprocessors with high speed and certain other technological leadership (Lussier Achua, 2015). Cognitive Aspects and Leadership Efficient leaders are considered to have intellectual and problem solving capabilities for collecting, processing and storing necessary information in an efficient manner. Such skills are considered cognitive factors. Leaders having such factors possess cognitive/ analytical and practical intelligence, business knowledge or teamwork, creativity, conceptual thinking and farsightedness. Moreover, these leaders have an in-depth insight into situations and people. For being an effective leader one should need to posses cognitive traits those include knowledge and mental abilities. Cognitive skills of leaders include task/business knowledge that s essential for leaders to complete a particular task. Researchers like Kim et al. (2013) revealed that intelligent leaders make efficient plans, decisions and strategies. Creativity is another cognitive trait that needs to be possessed by effective leaders with which they can be capable to have unique problem solving skills that can offer organizations a competitive advantage. The leaders with cognitive traits also have the capability to solve complex issues and determine the appropriate solution. A farsighted leader is the one who can set goal for an extended term and knows the ways in which such goal can be attained by the organization in future. For instance, Roueche et al. (2014) revealed that in operational decision-making, however the total relationship of cognitive skills is less, the vital behaviors to those it is associated are notable. In such scenario, leaders information analytics skills and their capabilit y to come up with alternative decision options tends to be superior to lower cognitive skills. Conclusion The objective of the essay was to evaluate the relationship between traits, motives and effectiveness of leaders. Moreover, the critical evaluation also offered examples from the public domain and the ways in which these are applied in practice was explained with assessing ways the relationship between theory and practice is demonstrated.From the essay, it was gathered that certain personality traits contribute to the effectiveness of the leaders in several situations as long as the leadership style fits the situation in a better manner. Moreover, leaders are observed to have an intense desire to gain a position of responsibility for others and manage them. The desire for needs and motives are evident in four categories including power, efficient work ethics, achievement, drive, resilience and tenacity. The essay also revealed that charismatic and transformational leadership has a huge impact on behavior and performance of leaders those can encourage them to attain common organizatio nal objectives. References Boyatzis, R. E., Good, D., Massa, R. (2012). Emotional, social, and cognitive intelligence and personality as predictors of sales leadership performance.Journal of Leadership Organizational Studies,19(2), 191-201. Delbecq, A., House, R. J., de Luque, M. S., Quigley, N. R. (2013). Implicit Motives, Leadership, and Follower Outcomes An Empirical Test of CEOs.Journal of Leadership Organizational Studies,20(1), 7-24. Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives.The Leadership Quarterly,25(1), 36-62. Gilmore, P. L., Hu, X., Wei, F., Tetrick, L. E., Zaccaro, S. J. (2013). Positive affectivity neutralizes transformational leadership's influence on creative performance and organizational citizenship behaviors.Journal of Organizational Behavior,34(8), 1061-1075. Kim, Y. J., Van Dyne, L., Kamdar, D., Johnson, R. E. (2013). Why and when do motives matter? An integrative model of motives, role cognitions, and social support as predictors of OCB.Organizational Behavior and Human Decision Processes,121(2), 231-245. Lang, J. W., Zettler, I., Ewen, C., Hlsheger, U. R. (2012). Implicit motives, explicit traits, and task and contextual performance at work.Journal of Applied Psychology,97(6), 1201. Lussier, R. N., Achua, C. F. (2015).Leadership: Theory, application, skill development. Nelson Education. Nichols, A. L., Cottrell, C. A. (2014). What do people desire in their leaders? The role of leadership level on trait desirability.The Leadership Quarterly,25(4), 711-729. Northouse, P. G. (2015).Leadership: Theory and practice. Sage publications. Popper, M., Mayseless, O. (2013). Internal world of transformational leaders.Transformational and charismatic leadership: The road ahead,5, 237. Roueche, P. E., Baker III, G. A., Rose, R. R. (2014).Shared vision: Transformational leadership in American community colleges. Rowman Littlefield. Ulrich, D., Zenger, J., Smallwood, N. (2013).Results-based leadership. Harvard Business Press.