Research Articles Base

Organizational Change on Managerial Roles

Moreover the planned approach initiates form inside the organisation to deal with environmental demands and the change process is sequential (Burnes, 1996). Whereas emergent change stems from continuous improvement and learning organisation theory. This approach initiates opportunity in ongoing activity within the organisation and it is seen as driven by “bottom-up” process (Burnes, 1996). However the two approaches appear to have some striking similarities (Burnes, 1996). The distinction between them is not cut-off (Senior, 2002) and both approaches share common difficulties. The planned change assumes organisation that operates in stable environment (Burnes, 1996). It heavily focuses on management view or the  “single view” (Senior, 2002). On the other hand, the emergent approach assumes organisation that operates in turbulent environment. This approach has a little control over its environment,(Fig. 2). The PDO corporate-transformation scale can be seen as a planned change because the company set is “top-down” and the oil environment is fairly stable environment. According to Deal and Kennedy (cited in Mullins, 1996) the oil companies such as PDO can be described as a “Bet-your-company culture” which is described by high risk and slow feedback culture. As the company invests millions in large-scale project, it takes a long-time for action and decision. As a result the decision making tend to be top-down similar as described by Handy (1979) role culture. However, one cannot distinguish the difference between planned and emergent changes. In many respects both approaches can be equally valid and applied to different organisation circumstances.  The next step is to analyse the change management.           Strategies of Organisational Change There are two basic strategies to facilitate change in organisations: the “transition” and “transformation” strategies (Levy & Merry, 1986). The first is widely known and is more utilized because it is goal-oriented. In this strategy, the change efforts are focused on managing the transition from a present state into a new state that is already known. The second, on the other hand, which is less known and less developed, focuses on transformation processes. The transformation strategy is a process-oriented strategy in which the main efforts for change are focused on consciousness raising and processes like understanding present. Ackerman (1983) states that “In situations where clients have a clear future state in mind, like reorganization…the transition management process is used to achieve or implement that desired state. Its focus is over a set period of time, at the end of which the ‘future’ becomes the ‘present’ way of operating”. The transition strategy takes into account human as well as formal structural needs of the system as the implementation proceeds. The change process has a greater emphasis on the entire system (levy & Merry, 1986). The transition strategy is future-oriented for it only focuses on practical issues related to implementing the desired state. This strategy is analytical, rational, and pragmatic in nature. Its primary goal is to know the impact of the future state on the present state, and deducing what action steps need to be taken. On the other hand, the words “spirit,” “spirituality,” and “energy” are key elements in describing organisational transformation (Levy & Merry, 1986). Hawley (1983) describes organisational transformation as follows a basic change in the organisation energy.” Kiefer and Stroh (1984) also claim that the main emphasis of the transformation strategy is on the organisation’s purpose and vision, and the alignment of members with these elements. A vision created out of the organisation’s and individuals’ needs tends to “pull” the organisation toward its fulfillment. Therefore, the main components of the transformation strategy are not inclined to forms nor to structures. On the contrary, they are abstract, fluid, and dynamic elements that are hard to define and deal with. These elements are the organization unconsciousness, energy, spirit, spirituality, mission, purpose, vision, belief systems, worldview, myths, symbols, paradigm, and state of being. According to Levy and Merry (1986), the transition and transformation strategies are not mutually exclusive. In any organizational change, they are used as mixed strategies or one after the other, depending on the organization situation, the manager, or the consultant. But because of their different methods and approaches, transformation strategies are more useful for facilitating the first phases of the change process, while transition strategy is more useful for facilitating the later phases of the process.          Five Configuration According to Henry , an organization’s structure is largely determined by the variety one finds in its environment. For , environmental variety is determined by both environmental complexity and the pace of change. As seen in Table 4, there are four types of organizational form, which are associated with four combinations of complexity and change. Table 4. Environmental Determinants of Organizational Structures     In explaining each of the four organizational forms,  defines five basic organizational subunits.   Figure 3. Five Basic Organizational Subunits                 In these subunits, the strategic apex is represented by the Board of Directors and Chief Executives. The technostructure on the other hand is represented by those involved in Strategic Planning, Personnel Training, Operations Research and Systems Analysis and Design. The Support Staff is composed of the Legal Counsel, Public Relations Officers, Payroll and Mailroom Clerks, and Cafeteria Workers. The Middle Line consists of the VP Operations, VP Marketing, Plant Managers and Sales Managers. Finally, the Operating Core involves Purchasing Agents, Machine Operators, Assemblers, Sales Persons and Shippers (Beshears, 2003).    Each of the four organizational forms in ‘s scheme depends on fundamentally different mechanisms for coordination. According to  (1979), the glue holding organisational structure together involves mutual adjustment, direct supervision, standardisation of work processes, standardization of work outputs, standardisation of skills and standardisation of norms. Figure 4 illustrates the basic mechanisms of coordination Mutual adjustment is the co-ordination of work by process of informal communication. Here, the control of work rests in the hands of the ‘doers’. The success in mutual adjustment depends on groups/teams of specialists adapting to each other along an uncharted route. In direct supervision, the organisation outgrows its simplest state. Co-ordination is practiced by taking responsibility for the work of others. On the other hand, the standardisation of work processes is needed when the content of work is specified for in the program. Here, the routinisation and bureaucratisation of processes is commonplace in business. Routinisation and bureaucratisation may reduce opportunities for independent action and creative expression but for those delivering and those receiving the results of routinisation the benefits are substantial in every aspect of life. Skills and knowledge are standardised through education and training before or after joining the firm. Where an organisation invests in systematic training not only policies, rules and values are being conveyed but also standard ways in which skill should be applied. Furthermore, work results can be specified by performance dimensions, conversion ratios, profitability and cost indicators, time. Therefore, unlike the skills and knowledge, the result can be standardised. Figure 4.      makes use of his own classification of organisational types ( & Quinn, 1988): the Simple Structure, Machine Bureaucracy, Divisionalized Form, Professional Bureaucracy and Adhocracy (see Fig. 5).             An organisation with a simple structure does not have an elaborate, formal arrangement of reporting relationships ( & Quinn, 1988). Because of its “structure” and coordination/control, it enables the organisation to respond quickly to environmental demands. As a result, work relationships are more fluid and there is a small, centrist management hierarchy. Moreover, there are few functional specialists. People doing core operational tasks are often interchangeable. The division of labour is looser with people carrying out multiple roles. Finally, there is less role differentiation. The Machine Bureaucracy is exemplified by large structures such as an airline or a hotel chain. These structures are managed as integrated, regulated systems which make use of specialised, routinised methods and tasks, formal operating procedures governed by well defined rules and regulations and the formal organisational communication systems are well-developed to ensure communication flow between operational units (, 1979). In addition, tasks are grouped on functional lines and the decision-making powers are more centralised. As stated earlier, the standardisation of skills and values is one of the glues that bind a Professional Bureaucracy together. It is typified by a collegiate of academics in a university, a practice of doctors, a partnership of solicitors and a trumpet of volunteers. It may also show signs of machine bureaucracy and adhocracy but for typology purposes the Professional Bureaucracy reflects “standardisation with decentralisation” (, 1979). ’s Adhocracy is represented by smaller scale and fluid structures. Here group of line managers, staff and operating experts come together most of the time in small product, customer or project-focused teams. Informal behaviour and high job specialisation are its characteristic. Teams rely on liaison methods and mutual adjustment between themselves and other teams. Teams have their terms of reference by more senior management and a team’s scope for action and membership may run counter to the command structure of the rest of the organisation e.g. a machine bureaucracy. Figure 5.         Managerial Roles According to What is a managerial role?  (1973) concludes that a role is a set of certain behavioral rules associated with a concrete organization or post. Thus, in addition to functions of management as parameters of managerial activities there appeared one more unit – managerial role.  (1973) classified the roles into three groups- interpersonal, informational and the managerial proper.           Concept, Nature, Classification and the  Framework of Managerial Roles  (1973) concluded that a manager’s work could be described in terms of ten job roles. As managers take on these roles, they perform the above functions. These ten roles consist of three interpersonal roles (figurehead, leader, and liaison), three informational roles (monitor, disseminator, and spokesman), and four decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator). Table 5 and Figure 5 show the managerial roles according to . Table 5. [Accessed at www.bashedu.ru] Managerial Roles According To Henry <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="text-align: justify"> Interpersonal roles. </li> </ul>   Description of actions Examples from managerial practice requiring activation of corresponding roles 1. Figurehead Symbolic leader of the organization performing duties of social and legal character Attending ribbon-cutting ceremonies, hosting receptions, presentations and other activities associated with the figurehead role 2. Leader Motivating subordinates, interaction with them, selection and training of employees Virtually all managerial operations involving subordinates 3. Liaison Establishing contacts with managers and specialists of other divisions and organizations, informing subordinates of these contacts Business correspondence, participation in meetings with representatives of other divisions (organizations)   <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="text-align: justify"> Informational roles. </li> </ul> 1. Monitor (receiver) Collecting various data relevant to adequate work Handling incoming correspondence, periodical surveys, attending seminars and exhibitions, research tours 2. Disseminator of information Transmitting information obtained from both external sources and employees to interested people inside the organization Dissemination of information letters and digests, interviewing, informing subordinates of the agreements reached 3. Spokesperson Transmitting information on the organization’s plan’s, current situation and achievements of the divisions to outsiders Compiling and disseminating information letters and circulars, participation in meetings with progress reports   <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="text-align: justify"> Decisional roles. </li> </ul> 1. Entrepreneur (initiator of change) Seeking opportunities to develop processes both inside the organization and in the systems of interaction with other divisions and structures, initiates implementation of innovations to improve the organization’s situation and employee well-being Participation in meetings involving debating and decision making on perspective issues, and also in meetings dedicated to implementation of innovations 2. Disturbance handler Taking care of the organizations, correcting ongoing activities, assuming responsibility when factors threatening normal work of the organization emerge Debating and decision making on strategic current issues concerning ways of overcoming crisis situations 3. Resource allocator Deciding on expenditure of the organization’s physical, financial and human resources Drawing up and approving schedules, plans, estimates and budgets; controlling their execution 4. Negotiator (mediator) Representing the organization in all important negotiations Conducting negotiations, establishing official links between the organization and other companies     According to  (1973), the informational roles link all managerial work together; the interpersonal roles meanwhile ensure that information is provided; and the decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be interchangeably played at different times by the same manager and to different degrees depending on the level and function of management  (1973). Figure 5.       According to ’s Managerial Roles (1973), in the figurehead role, the manager represents the organization in all matters of formality. Here, the top-level manager is responsible for the legal and social representation of the company to those outside of the organization. Moreover, the supervisor represents the work group to higher management and vice versa. In the liaison role, the manger interacts with peers and people outside the organization. The manager who assumes this role uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work. Finally, the leader role defines the relationships between the manger and employees. Furthermore, in his Managerial Roles,  (1973) states that the direct relationships with people in the interpersonal roles place the manager in a unique position to get information. The manager who assumes the monitor role receives and collects information while it is the responsibility of the manager when taking the responsibility of a disseminator to transmit special information into the organization. Furthermore, the manager as a spokesperson disseminates the organization’s information into its environment. More importantly, it is the role of the manager to make decisions since he/she has a unique access to information (, 1973). In This role, the manager is an entrepreneur who initiates change; a disturbance handler who deals with threats to the organization; a resource allocator who chooses where the organization will expend its efforts; and a negotiator who negotiates on behalf of the organization.  Managerial Roles states that managers undertake activities to achieve the objectives of the organization (Gottschalk, 2002). As categorized by Fayol, the classic view of management depicts planning, organizing, coordinating, commanding, and controlling functions.  (1994) notes a number of different and sometimes conflicting views of the manager’s role. He finds that it is a curiosity of the management literature that its best-known writers all seem to emphasize one particular part of the manager’s job to the exclusion of the others (Gottschalk, 2002). According to  (1990, 1994), these ten roles are common in all managerial jobs regardless of the functional or hierarchical level. However, differences do exist in the importance and effort dedicated to each managerial role based on job content, different skill levels, and expertise.  (1990, 1994) states that managers are in fact specialists, required to perform a particular set of specialized managerial roles that are dependent upon the functional area and hierarchical level in which they work. role typology is frequently used in studies of managerial work (, 2002). The findings confirm that the managerial roles defined by  are exhibited across functional areas and hierarchical levels. However, it has been pointed out that ‘s structured observation methodology, which was used to derive the roles, has some limitations such as sample size, reliability checks, coding method, and external validity ( 1993). To reduce these limitations, a number of studies were conducted modifying and extending  work using heterogeneous samples of senior-level executives and different methodologies (2002).   3.2.2 The Arab Culture and Management             Many researchers have attempted to understand the Arab management style ( 2001). Some of them is Farid Muna who have tried to delineate the main characteristics of management organisation and behaviours in Arab countries ( 2001). Others have studied Arab management and behaviour within specific national cultures ( 2001).  (1991) study of comparative management and the differing impact of cultural functions is widely used to position arguments about cultural differences in management behaviours and has introduced some important distinctions.  (1991) uses the notion of “context”, meaning, a context dependent culture is one in which the culture itself is significant. This has been discussed in previous section. In terms of some of the other dimensions measured by  (1991), the Arab countries fall half way between the extreme positions. On “individualism/collectivism” the Arab countries are mid-way between the highly westernised countries which rate strongly on individualism, and the Latin American societies who rank at the other extreme. In terms of “masculinity and femininity”, the Arab countries rate as moderately masculine, whereas Japan and some of the Latin countries rate very highly on masculinity. The strong emphasis in Arab culture on masculine role attributes is mediated by the requirement to have good working relationships with one’s direct superior, to work with people who cooperate well with one another, to live in an area appropriate to one’s self image, and to have employment security so that one will be able to work in the interests of one’s family, for one’s enterprise, as long as one wishes (2001). These are seen by (1991) as feminine and “high relationship” attributes. The Arab countries also rank in the middle on “uncertainty avoidance.” They do not typically feel threatened by uncertain or unknown situations but neither do they wish to be assimilated towards them. Arab countries rank strongly in their emphasis on the importance of strong kinship and interpersonal networks (2001).                                       CHAPTER 4 METHODS AND PROCEDURE   This chapter shall discuss the research methods available for the study and what is applicable for it to use. Likewise, the chapter shall present how the research will be implemented and how to come up with pertinent findings.   Method of Research to be Used To come up with pertinent findings and to provide credible recommendations, this study utilizes two sources of research: primary and secondary.  Primary research data will be obtained through this new research study. Questionnaire survey and in-depth interview will be conducted. On the other hand, the secondary research data will be obtained from previous studies on the same topic.  This research will base its findings fundamentally through quantitative research methods because this permits a flexible and iterative approach. During data gathering the choice and design of methods are constantly modified, based on ongoing analysis. This allows investigation of important new issues about the acquisition and questions as they arise, and allows the investigator to drop unproductive areas of research from the original research plan. In a quantitative research design, associations between variables and causality are established. Thus the correlation between the choice of an insurance plan and the minimization of business risks in terms of asset and capital protection will be determined. The data collection instrument will be a structured questionnaire that will be based on Likert scale. A Likert Scale is a rating scale that requires the subject to indicate his or her degree of agreement or disagreement with a statement. By rating scale we mean the scales that are usually used to measure attitudes towards an object, the degree to which an object contains a particular attribute, (Like or dislike), toward some attribute, or the importance attached to an attribute. The use of the questionnaire will provide the project owner the ability to test the views and attitudes of the respondents. The distribution and collation methods to be used to manage the questionnaire process will ensure anonymity. The general population for this questionnaire will be composed of 35 personnel of the PDO. For this research design, the researcher will gather data, collate published studies from different local and foreign universities and articles from Business      Management journals; and will make a content analysis of the collected documentary and verbal material. Afterwards, the researcher will summarize all the information, make a conclusion based on the hypotheses posited and provide insightful recommendations on organizational change.   Respondents of the Study The general population for this study will be composed of 35 selected personnel in PDO. The respondents are all males. Information about these respondents are further explained in the next chapter.   Instruments to be Used To investigate up to what extent to which formal changes in management systems and role prescriptions have affected managers, the researcher will prepare a questionnaire. The respondents will grade each statement in the survey-questionnaire using a Likert scale with a five-response scale wherein respondents will be given five response choices. The equivalent weights for the answers will be:   Range                                                            Interpretation             4.50 – 5.00                                        Strongly Disagree 3.50 – 4.00                                        Disagree 2.50 – 3.49                                        Uncertain 1.50 – 2.49                                        Agree   0.00 – 1.49                                        Strongly Agree   Statistical Treatment of the Data When all the survey questionnaire will have been collected, the researcher will use statistics to analyse all the data. The statistical formulae to be used in the survey questionnaire will be the following:   1.     Percentage – to determine the magnitude of the responses to the questionnaire.             n % = ——– x 100        ;           n – number of responses             N                                 N – total number of respondents         2.     Weighted Mean               f1x1 + f2x2  + f3x3 + f4x4  + f5x5 x= ———————————————  ;                         xt   where:            f – weight given to each response                         x – number of responses             xt – total number of responses   The researcher will be assisted by the SPSS in coming up with the statistical analysis for this study.           CHAPTER 5   PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA   This chapter presents the data gathered from the questionnaire conducted by the researcher for the Petroleum Development of Oman (PDO). The study includes the detailed information about the survey and the respondents in general. This includes the Drop out Rates and View/Completion Rates i.e. 40.45% for the completed rates and 83.15% for the started rates from the 89 overall viewed rates. The findings of the study are presented in several sections.  Part One presents the profile of the respondents of this study.  Part Two talks about the interpersonal roles of the manager.  Part Three states the informational roles of the manager. Part Four states the decisional roles of the manager. Finally, the study investigated to the extent to which these formal changes in management systems and role prescriptions have resulted in change in work behavior and job satisfaction experienced by managers.  This is the manner unto which the study accounts the factors and the perception on the criteria themselves.  The conduct of this study entails a detailed account of the demographic profile of the respondents.  It is assumed that the attributes of the respondents influence their behavior and answers on the survey questions.  The study covers the analysis of management development within the Omani national culture and organisation culture of Arab management concept, and how the organisational change can influence the management roles. Part 1 Q1.  What is the characteristic profile of the respondents in terms of:   a.            Age  b.            Gender c.            Educational Attainment d.            Departments/Positions e.            Number of years in managerial position (including the years before affiliated with PDO)?   The profile of the respondents is looked upon in terms of age, gender, educational attainment, position and number of years in managerial position. 1.1 Age                             Table 1                                                              Figure 1 Which Age group you in?    # Answer Frequency Percentage 1 Less than 25 0 0.00% 2 26 – 30 1 2.86% 3 31 – 35 5 14.29% 4 36 – 40 2 5.71% 5 41 – 45 14 40.00% 6 46 – 50 7 20.00% 7 51 – 55 4 11.43% 8 56 – 60 2 5.71% 9 60 + 0 0.00%   Total 35 100% Mean: 5.171 Mean Percentile: 53.65% Standard Deviation: 1.445             Table 1 shows the age range of the respondents. Figure 1 also presented the age group in pie chart. Forty percent (40%) of the respondents were between 41- 45 years old, showing that most of them were already an experienced person in the job.  Twenty (20%) of the respondents were between 46-50 years old.  Respondents’ aged 31-35 comprised fourteen percent (14%) of the overall respondents, comprising mostly of the employees in PDO.  The table also shows the close percentage of the ages 26-30, 36-40, and 56-60, which is 2.86%, 5.71% and 5.71% respectively. The survey also includes the 11% of the respondents with ages between 51-55 years old. The table also indicates the mean score or the mean percentage of the ages that is 5.171.  The mean 5.171,mean percentile 53.65% and standard deviation 1.445 indicates that the most dominated score in terms of age lies in the 5th row which is in the 53.65% of the 100% respondents and a dispersion from the mean of 1.445. Table 2 Gender of the Respondents Gender: # Answer Frequency Percentage  1  Male   33 100.00%  2  Female 0 0.00% Total 33 100% Mean: 1.000 Mean Percentile: 100.00% Standard Deviation: 0.000   The sample populations’ gender depicts an unequal distribution of the sexes.  The above table shows the total respondents based on their gender. The survey results indicate that 100% of the respondents are male. Based on table 2, there is a reason to believe that male is the biggest factor in Petroleum Development of Oman (PDO) in terms of managerial roles.      Table 3 Educational Attainment of the Respondents Educational Attainment: # Answer Frequency Percentage 1 Some Secondary School 3 6.52% 2 College   6 13.04% 3 University   24 52.17% 4 Post Graduate 10 21.74% 5 Other   3 6.52%   Total 46 100% Mean: 3.087 Mean Percentile: 58.26% Standard Deviation: 0.939                        Figure 2                                                Figure 3   Table 3 shows the educational attainment of the respondents. 52.17% of the 46 respondents are graduated from the University.  Then followed by the respondents who are in the Post Graduate status i.e. 21.74%.  There are a close percentage of the respondents in terms of their educational attainment, which is 6.52% for Some Secondary School, 13.04% for College and 6.52% for other statements. Educational attainment of the respondents is also presented in figure 2 and 3.   Table 4 Departments of the Respondents Which of the following is your Department?  Frequency Percentage Exploration Department 5 14.29% Finance Department 7 20.00% Human Resource Department 7 20.00% Oil Department (North) 4 11.43% Oil Department (South) 8 22.86% Technical Support 3 8.57% HSE 0 0.00% Other 1 2.86%  Total 35 100% Mean 3.49 Standard Dev. 1.77 Variance 3.14 Mean Percentile 68.93%                   Figure 4                                                             Figure 5       Table 4 presented the departments of the respondents. Figures 4 and 5 are also presented in order to recognized easily the dominant factor in terms of departments. The table and figures show that there is a close percentage between the Finance Department and Human Resource Department that is both 20% of the 35 total numbers of respondents.  Based on the data gathered, the most influenced factor is the Oil Department (South) with 22.86% of the respondents. Table 5 Number of Years of the Respondents in a managerial position (including the years before they are affiliated with PDO)   How long have you been in a managerial position (including the years before you were affiliated with PDO)?   # Answer Frequency Percentage 1 Less than a year 2 5.71% 2 1 – 5 years 11 31.43% 3 6 – 10 years 12 34.29% 4 11 – 15 years 8 22.86% 5 16 – 20 years 2 5.71% 6 More than 20 years 0 0.00%   Total 35 100% Mean: 2.914 Mean Percentile: 68.10% Standard Deviation: 1.011                 Figure 6                                                                           Figure 7                   The table above shows the number of years of the respondents in managerial position. 34.59% of the respondents are in the bracket of 6-10 years in managerial position. Followed by 1-5 years that is 31.43% of the respondents.  The computed mean is 2.914 which is in the 3rd row of the table and signifies that the mean score is located in the bracket of 6-10 years.   Part 2. Interpersonal Roles of the Manager   Table 7   1 2 3 4 5 Weighted Mean Interpretation 1.I am aware that ceremonial and symbolic duties such as greeting visitors in the company is a part of my job. 9 25 1 0 0 1.771 Agree 2.Ceremonial duties of a manager provide a feeling of importance thus making my morale high. 3   16 8 6 2 2.657 Uncertain 3.Managers in the company freely exercise their figurehead roles in the organization. 3   17 9 5 1 2.543 Agree 4.I am aware of my responsibility in motivating my subordinates. 21 14 0 0 0 1.4 Strongly Agree 5.I train and provide counselling to my subordinates. 16 19 0 0 0 1.543 Strongly Agree 6.Communicating with my subordinates is a part of my managerial role as a leader. 30 5 0 0 0 1.143 Strongly Agree 7.It is also the manager’s duty to forge links both inside and outside the organisation. 16 17 2 0 0 1.6 Agree 8.Constant communication with both internal and external personalities of the organization is vital to maintain stability in the organisation. 15 16 4 0 0 1.686 Agree 9.Managers require networking skills to shape and maintain internal and external contacts for information exchange. 17 15 3 0 0 1.6 Agree 10.Managers need to acquire interpersonal skills in order to maintain a high morale among its subordinates. 20 15 0 0 0 1.429 Strongly Agree     Table 7 shows the complete summary of responses of the respondents pertaining to the interpersonal roles of a manager. Statement no. 1 has a total of nine respondents who are strongly agree, 25 for agree, one for uncertain and zero for both disagree and strongly disagree.  The table also indicates the weighted mean in each statement that is statement no.1 has a weighted mean of 1.771 and interpreted as agree since the majority of the respondents agreed on that statement. Generally, respondents agree that they are aware that they must perform ceremonial and symbolic duties such as greeting visitors in the company because it is a part of their job as managers. However, the respondents are uncertain about the statement that their ceremonial duties boost their morale and give them a feeling of importance (2.657). Despite this, they agree that managers in the company freely exercise their figurehead roles such as ribbon-cutting ceremonies and hosting functions in the organization (2.543).             The respondents express strong agreement that they are aware of their responsibility in motivating their subordinates (1.400), that they train and provide counseling to their subordinates (1.543), and that communicating with them is a part of their managerial role as a leader (1.143). The respondents for this part agree that it is also the manager’s duty to forge links both inside and outside the organization (1.600) and that constant communication with both internal and external personalities of the organization is vital to maintain stability in the organization (1.686). Moreover, the respondents agree that managers require networking skills to shape and maintain internal and external contacts for information exchange (1.600). Finally they strongly agree that managers need to acquire interpersonal skills in order to maintain a high morale among its subordinates (1.429).   Part 3. Informational Roles of the Manager   Table 8       1 2 3 4 5 Weighted Mean Interpretation 1. It is the duty of the manager to seek/receive information from many sources to evaluate the organisation’s performance, well-being and situation. 12 21 2 0 0 1.714 Agree 2. It is also the role of the manager to build and use an intelligence system 9 15 11 0 0 2.057 Agree 3. Proper maintenance of information keeps the stability of the organization. 17 16 1 1 0 1.6 Agree 4. It is the role of the manager to the bring external views into his/her organisation and facilitates internal information flows between subordinates. 11 22 2 0 0 1.743 Agree 5.The dissemination of organizational information through memos and other correspondence is a satisfying role. 3 13 9 10 0 2.743 Uncertain 6. I am aware of the role of a manager as a disseminator of information. 2 29 3 1 0 2.086 Agree 7. Managers also inform and lobbies to organizations external to his/her own organisational group. 4 19 10 1 1 2.314 Agree 8.Transmitting information on the organization’s plan’s, current situation and achievements of the divisions to outsiders provide the managers the boost in their level of motivation 4 14 12 5 0 2.514 Uncertain 9. As a spokesperson for the organization, managers must then exude a positive disposition towards the objectives of the company. 15 18 1 1 0 1.657 Agree 10. Informational roles are required to be accomplished by the managers in order to maintain stability in the organization. 8 24 3 0 0 1.857 Agree       Table 8 indicates the complete summary of responses of the respondents pertaining to the informational roles of a manager. Statement no. 10 has a total of eight respondents who are strongly agree, twenty-four for agree, three for uncertain and zero for both disagree and strongly disagree.  The table also shows the weighted mean in each statement that is statement no.10 has a weighted mean of 1.857 and interpreted as agree since most of the respondents agreed on that statement. For the informational role of the manager, the respondents agree that every manager must seek and receive information from many sources to evaluate the organisation’s performance, its well-being and situation (1.714). They also agree that they must build and use an intelligence system (2.057). Moreover, they express agreement to the statement that proper maintenance of information keeps the stability of the organization (1.600). The respondents agree that managers must bring external views into his/her organisation and must facilitate internal information flows between subordinates (1.743). However, they are uncertain on whether to agree or disagree on the statement that the dissemination of organizational information through memos and other correspondence is a satisfying role (2.743). The results of the questionnaire state that the respondents agree that they are aware of the role of managers as a disseminator of information (2.086). They also agree that managers should also inform and lobby to organizations outside his/her own organisational group (2.314). However, they are uncertain that the transmitting information on the organization’s plan’s, current situation and achievements of the divisions to outsiders provide the managers the boost in their level of motivation (2.514). Finally, respondents agree that as a spokesperson for the organization, managers must exude a positive disposition towards the objectives of the company (1.657). The respondents also agree that informational roles are required to be accomplished by the managers in order to maintain stability in the organization (1.857).   Part 4. Decisional Roles of a Manager   Table 9     1 2 3 4 5 Weighted Mean Interpretation 1. To improve the organisations productivity and employee satisfaction, managers have a high power distance, which in turn highlights opportunities for developments in all sub-systems within the organisation 1 2 4 16 12 4.029 Disagree 2. Managers in the organisation are also aware of their role as initiators of change. 6 22 6 1 0 2.057 Agree 3. Initiative for improvement is a satisfying aspect of managerial roles since their voices are heard in the organisation. 5 24 4 1 1 2.114 Agree 4. Managers are aware of their responsibility in taking corrective actions during disputes and crises. 11 19 4 1 0 1.857 Agree 5. Managers are also considered problem solvers. 6 21 7 1 0 2.086 Agree 6. The Managerial role of being a disturbance handler is a stressful job considering the generalist role it imposes on the managers. 2 16 12 4 1 2.6 Uncertain 7. Managers are also aware of their role in deciding on expenditure of the organisation’s physical, financial and human resources. 12 19 2 2 0 1.829 Agree 8. Having the power to decide who gets resources, scheduling, budgeting, setting priorities keeps the satisfaction level of the managers in higher gear. 5 19 6 4 1 2.343 Agree 9. Representing the organisation in important negotiations is an imperative role of the manager. 9 25 1 0 0 1.771 Agree 10. Decisional roles of the managers are important to maintain stability of the organisation. 16 17 2 0 0 1.6 Agree   Table 9 shows the complete summary of responses of the respondents pertaining to the decisional roles of a manager. Statement no. 9 has a total of nine respondents who are strongly agree, 25 for agree, one for uncertain and zero for both disagree and strongly disagree.  The table also indicates the weighted mean in each statement i.e. statement no.9 in table 9 has a weighted mean of 1.771 and interpreted as agree since the majority of the respondents are agreed on that statement. The respondents for the questionnaire on the decisional roles of managers disagree to the statement that to improve the organisations productivity and employee satisfaction, managers have a high power distance, which in turn highlights opportunities for developments in all sub-systems within the organisation (4.029). They agree that managers in the organisation are also aware of their role as initiators of change (2.057), that the initiative for improvement is a satisfying aspect of managerial roles since their voices are heard in the organization (2.114), that managers are aware of their responsibility in taking corrective actions during disputes and crises (1.857), and that managers are also considered problem solvers (2.086). Again, respondents are unsure whether to agree or disagree on the statement that the managerial role of being a disturbance handler is a stressful job considering the generalist role it imposes on the managers (2.600). On the other hand, respondents express agreement that managers are also aware of their role in deciding on expenditure of the organisation’s physical, financial and human resources (1.829) and that having the power to decide who gets resources, scheduling, budgeting, setting priorities keeps the satisfaction level of the managers in higher gear (2.343). Moreover, they agree that representing the organisation in important negotiations is an imperative role of the manager (1.771) and that the decisional roles of the managers are important to maintain stability of the organization (1.600).     CHAPTER 6   SUMMARY, CONCLUSIONS AND RECOMMENDATIONS   The researcher finds the necessities for a study that specifically tackles the need to improve reading skills in a training centre specializing in teaching English language. This study explores the factors to be considered in determining the need to create measures for reading skill improvement. This chapter shall summarize the entire study, present the conclusion and provide some insightful recommendations. The study tried to investigate to the extent in which these formal changes in management systems and role prescriptions have resulted in change in work behavior and job satisfaction experienced by managers.  This is the manner unto which the study accounts the factors and the perception on the criteria themselves.  The conduct of this study entails a detailed account of the demographic profile of the respondents.  It is assumed that the attributes of the respondents influence their behavior and answers on the survey questions.  The study covers the analysis of management development within the Omani national culture and organisation culture of Arab management concept, and how the organisational change can influence the management roles.   6.1.        Summary This study analyses the impact of Organisational Change on managerial roles in Petroleum Development of Oman (PDO) by exploring the restructuring on the work role and work experiences. This study uses ’s analytical frameworks of Managers. Moreover, this study discusses the organisational change that happens in the company and the types of changes. More and more organizations today are experiencing change like never before as a result of global competition which had created uncertainty for the organisations (2000). According to ( 1999) organizations change for their survival. For this research, PDO is the case study. The primary objective of the study is to determine as to what extent the impact of organisational restructuring affects the managers’ roles in PDO.  Therefore this dissertation will investigate into the extent to which these formal changes in management systems and role prescriptions have resulted in change in work behaviour and job satisfaction experienced by managers. The study bases its conclusion and recommendations on the result of survey conducted to managers in PDO. This study also includes a review of literature on books and journals, and other materials about organisational change, and management roles and development.         6.2 Conclusions On the basis of the above summary of findings in this study, and based on the review of literature, this research came up with the following conclusions: PDO’s structure was a mechanistic structure with a central decision-making process and one-way flow of information; resulting to some negative aspects. Among its shortcomings were the improper use of the communication and decision-making channel and the difficulty in adapting this structure in PDO. Moreover, this research found that there were very strong hierarchy. This study also found that the old management structure of PDO did not allow staff to act on their own initiatives so they were less willing to work cooperatively due to the lack of involvement in the decision making process. Moreover, it might be argued that the reason why some staff left the company was because of the heavy workload. This study found that PDO restructured its organisation to enable the company run sufficiently and effectively. In this new organisation, this research found that PDO is now focusing on the individual attitude toward teamwork, personal values, on the ability to innovate especially in the technology and science, decision-making involvement and to adapt suitable information flows across departments. Moreover, PDO change their structure to more task culture, to enable the flexibility, and to improve communication and understanding. PDO believes that the new system will enable the organisation to be flexible with suitable communication channel between different functions. In addition, this research found that this new structure has a decentralization process. Furthermore, this study found that managers within the PDO are very much aware of their managerial roles. Results of the survey that manger respondents express agreements that managers have interpersonal, informational and decisional roles to fulfill. This is in support of ’s managerial roles in which these roles ensure the success of any organisation. This study also found that management within PDO is inclined to males. This scenario supports the study by Hofstede (1991) that the Arab management in general is masculine. Based on the findings of this study, most of the key positions PDO are dominated by male. The study includes the investigation of the change in behavior and performance among managers upon the implementation of organisational change. This research found that upon the implementation of change, managers from different departments became more aware of their roles. As illustrated by the result of the survey, their roles are not confined within the walls of their office. Instead, they perform multiple tasks from greeting the visitors to managing information to decision-making. This new organisation enables managers to have multiple roles to improve the company unit’s productivity and efficiency.             In addition, this study found that since the new organisation is fully based on asset management principles, it provides a structure which is geared towards growth and value creation. It is focused on technical integrity of product flow assets, infrastructure and business processes. Moreover, The implementation of the new organisational structure is expected to be smooth with minor or no disturbances to day-to-day activities. The new organisation is more commercial in nature, linking performance to reward at every level in the organisation. Because of this, the new organisation has built a more exciting working environment PDO staff.   6.3 Recommendations Based on the foregoing summary of findings and conclusion, the researcher recommends the following: 1.    Since the implementation of the new organisation in the PDO is relatively young, and the results so far is beneficial to the PDO, the organisation must be maintained. 2.    However, this research sees some changes that must be addressed. The organization should consider hiring more women in order to balance the male-dominated PDO. 3.    PDO should be aware of the nature of their organisational culture in order for them to determine what aspects of the organisation need to be evaluated. 4.    PDO should recognize and understand the beliefs, attitudes and behaviors that prevalent in the working environment. 5.    Since the new organisation focuses on the assets, Asset managers should promote sharing, learning and consistency. 6.     PDO managers should continue practicing their three roles (interpersonal, informational and decisional) for a successful organisation.       </div> Credit:ivythesis.typepad.com

Organizational Change on Managerial Roles

Moreover the planned approach initiates form inside the organisation to deal with environmental demands and the change process is sequ...

Individual report should contain below points

Individual report should contain below points   l   Time control/management l   Presentation skill l   How to analysis the problem?–> problem solving l   Well coordination and participation between our group member l   Close communication with team member l   Objective management can improve our preparation of the meeting, reduce the time in unneccessary discussion, which lead me more focus on target l   Continuous improvement l   Self-evaluation If any point useful, pls also include in the report Credit:ivythesis.typepad.com

Individual report should contain below points

Individual report should contain below points l Time control/management l Presentation skill l How to analysis the problem?–...

Management Organizational Behavior

Part I: Issues and Events The top three day-to-day issues (in leadership, management, organizational behavior) I now face in my actual or aspired to job are gender discrimination in the workplace, lack of strong leadership skills on the part of the managers, and dominating colleagues. Regarding the first issue, the working environment is run by a managing partner who is a micro manager who treats the women in the office as 2nd class citizens. The men are moving up the corporate ladder and the women are not. There is gender discrimination in the workplace which favored the males. Females on the other hand are not given the equal opportunity to prove their worth. The reason why I am still working here despite the apparent gender discrimination is because of the bonus incentives.             The lack of strong leadership skills on the part of the managers is very bad for the organization. This creates a domino effect and even the simplest of things becomes difficult. To create a strong organization, it must start from the top and all the rest will follow. Without strong leadership skills, there would be poor organization and results of the work. Another thing is that this would not give motivation to the workers.             With regards to the dominating colleagues, these are people who think they know it all or are in close ties with individuals holding higher positions. They exhibit power which they rightfully do not have. This creates tension in the workplace and affects my overall job performance as well as satisfaction.   Part II: Personal Thinking Styles             Based on the results of the LSI styles profile, the style that is strongly descriptive of me is the Affinitive style. The particular score for this style is considered to be of high range. Other “primary” personal thinking styles of me as reflected in the data are: conventional, humanistic-encouraging, approval, dependent and achievement. Examples of professional behaviors or beliefs that illustrate these primary styles are my being relaxed and at ease with people, my avoidance of conflict, and being considerate.             The “backup” personal thinking styles as depicted in the results are self-actualizing, avoidance, perfectionist, competitive, oppositional, and power. These personality styles are not very descriptive of me and are shown to be also found in many other respondents. Examples of professional behaviors or beliefs that I have illustrated my backup styles are being open about my self, avoiding decisions, and having the strong need to win.             On general, the results of the personality style profile showed personality styles that are more constructive and passive/defensive. These pertain to satisfaction needs and people orientation. Areas in which I might identify examples of my behavior illustrating my primary and backup personal styles are in the planning, organizing, staffing, directing, and controlling within the organization.             My limiting style would be being affinitive. When we talk of affinitive, this would mean involving other people or groups. Everything that is done seems to be with respect to other people. Affiliations have been deemed important to the point that the self could not be given enough priority. To cite one good example why this could reduce my effectiveness, being affinitive allows my judgment to be influenced by my liking to other people. Being affinitive would mean that in choosing a person to do a task, I would select someone I like or I don’t like depending on what the task is. This would be very unfair.   Part III: Conclusion and Reflection             My LSI results more or less described exactly how I professionally behave. Compared to the other respondents, there are personality styles which I have discovered are not normally used by the others. On the other hand, there are also personality styles which I share with the majority of the respondents.             My LSI results make me more aware of myself.  This is helpful in that I can improve where I think I had been lacking and continue to enhance that which I already have in me. This could help me improve my professional behavior and myself in general. Credit:ivythesis.typepad.com

Management Organizational Behavior

Part I: Issues and Events The top three day-to-day issues (in leadership, management, organizational behavior) I now face in my actual o...

THE BEST NURSING TREATMENTS AND PREVENTIONS FOR ASTHMA ATTACKS

Question: What are the best nursing treatments and preventions for asthma attacks?   Introduction             Asthma is one of the most common chronic inflammatory diseases known worldwide, and its prevalence is increasing, especially among children ( 2005, ). For this essay, a critical evaluation of five research-based articles will be made to explore the reported best nursing treatments and preventions for asthma attacks. After the critical evaluation of each article, a conclusion or synthesis will be made as to indicate which methods are deemed most successful. The topic was of particular interest due to the fact that many individuals, especially children have asthma due to pollution and exposure to harmful elements in the environment. Children are the ones given priority in this essay because being young, they are not yet able to express themselves in terms of the condition they are in and the pain or suffering they are feeling or experiencing. In this regard, this critical evaluation will be able to serve the purpose of informing and educating the readers on the best nursing practices that could help prevent and treat asthma attacks among children.   Article One Introduction – The first article was written by , . in 2003, and is entitled, “Impact of Nurse-led Outpatient Management of Children with Asthma on Healthcare Resource Utilisation and Costs”. The aim of this research study was to demonstrate the efficacy of hospital-based outpatient follow-up of children with asthma, which is considered comparable to the follow-up done by pediatricians in terms of clinical outcome and quality of life ( 2003). From the introduction, the background of the problem was not explained thoroughly, thus, not furnishing a reasonable weight to identify the problem. It is necessary to describe and put weight on the background of the study, as it clearly establishes the problem existing to identify the research study ( 2006). Literature Review – The article failed to provide a cohesive literature review, which supposedly must be able to emphasize on putting together theories and findings from other studies done in the same field in order to have a larger picture of the field of research (‘’ 2005). However, despite the lack of a cohesive and a separate discussion for the literature review, the research study was able to use helpful sources that support their findings. There are a number of good literatures to support the argument of the authors. However, 42% of them are more than 10 years old thus, make some of the literatures too old to be used as references. The fast-paced development of the Internet should be useful in this sense. Methodology – The data needed for the research study were obtained through direct observation and interaction with the respondents of the study. Follow-up check-ups by an asthma nurse or pediatrician were scheduled for 12 months. This type of data collection uses a descriptive approach, specifically a qualitative research that seemed to produce significant lower amounts compared to data collection through surveys or questionnaires or quantitative research. In addition, accurate and relevant data were gathered from respondents, which enable asthma nurses have immediate contact, communication and interaction with the patients. In this regard, the descriptive research method, specifically the qualitative method used by the researchers was appropriate for the study. Results – Findings of the research study suggest that the costs of nurse-led outpatient management of childhood asthma are lower than traditional asthma management by a pediatrician. This finding was derived based on the analysis of the costs of expenses generated in the research study in the duration of the research study, which was perceived to be realistic. Implications – This finding presents a number of implications such as the management of wages of asthma nurses, the reallocation of investments in employing asthma nurses, and the considerable public relations efforts to emphasize the new approach.             Article Two Introduction – The second article considered for this critique is the article done by ,  in 2006, entitled, “Life-threatening Asthma and Anaphylaxis in Schools: A Treatment Model for School-Based Programs”. The aim of this research study is to implement and study a school-based program for the treatment of life-threatening asthma and anaphylaxis in the Omaha public schools or OPSs. From the introduction, a reasonable weight in furnishing the background information of the research was identified. Primarily, the authors were able to state the significance of the research study to the current situation of schools due to the presence of increased incidences of death caused by asthma attacks in children. Consequently, the authors were also able to diagnose from previous research studies that asthma-related deaths were largely attributed to the lack of life-saving mediations from academic institutions (2006). Literature Review – Similar to the first article, this article did not provide a separate discussion on the related literature that could support the arguments and the findings of the study. However, a number of good literatures to support the argument of the authors were used, with only a small number of outdated literatures, making up 34% of the total references used. In this regard, the literatures used to support the arguments of the authors are updated and relevant. Methodology – The data collected for the research study was obtained from August 1998 to June 2003, considering 78 schools within the OPS system, where the Emergency Response to Life-Threatening Asthma or Systematic Allergic Reactions Protocol was established and implemented. Treatment was administered through epinephrine and/or albuterol, which was facilitated and documented by the school nurse. Data were gathered through the documentation of cases from schools, thus, monitoring the patients’ medication and progress, dating back from the first asthma attack under the implementation of the protocol. Theoretically, this study employs a systematic random sampling method, which is appropriate in obtaining the needed data and in answering the problem of the study, because with this method, the researchers are able to determine the characteristics of their sample population based on the situation. Particularly, a descriptive method, or a qualitative approach was used.   Results – The finding or result of this study suggests that a number of asthma patients could be treated once undergone the protocol, with the proper supplementation of education regarding asthma and the medication of epinephrine and/or albuterol, with the emphasis on the role of school nurses. This finding was based on the documented cases of school nurses, with the consideration of the number of actual cases of asthma attacks in academic institutions. Implications – It can be perceived that the method used in the research study was able to produce significant findings, which presents important implications in the society. These include the increased awareness of paramedics and school staffs for the proper care of their students, the increased security and peace of mind given to parents due to their belief with the success of the implementation of the protocol, the emphasis on education about asthma, and the implementation of regulations that mandated schools. In this regard, the protocol was able to become both a preventive measure and treatment of asthmatic children.   Article Three Introduction – The third article considered for this critique was written by  and  in 2005, and was entitled, “Chronic Care for Low-Income Children with Asthma: Strategies for Improvement”. The aim of this study was to provide potential strategies that could assist policymakers and purchasers of health care and health insurance improve care for children with asthma. The study was able to provide reasonable weight in furnishing the background information of the research, as the authors were able to emphasize that many children with asthma fail to obtain the care they need, especially in relation to racial or ethnic issues, based on the number of absences among white, African, and Hispanic children ( and  2005). Thus, the background of the article is clearly established to describe the problem existing for identifying the research statement ( 2006), which is the decreased managed care provided to asthmatic children despite the presence of a number of programs. Literature Review – A substantial and relevant literature review was provided in the study, which supported the essentiality of using a number of asthma management strategies in order to improve the conditions of asthmatic children. Its discussion was able to emphasize the problem of the study, and stress that managed care can be provided to patients with the assistance of proper education and interventions. There are a number of good literatures to support the argument of the authors, as 88% of the total literatures were updated, recent and relevant set of literatures, compared to 12% of literatures, dating more than 10 years. This means that the authors have used updated literatures in support of their research study. Methodology – This research study included clinicians at 73 practice sites, who answered a survey to assess how frequently their practices correspond to asthma care for poor populations. Personal survey techniques are appropriate for this research study based on the reasons of obtaining feedback, probing for complex answers, the high probability of completing the questionnaire, and the high participation of respondents ( 2006). However, although the data collection methods provide advantages, adopting the technique is too costly or expensive compared to other means. Specifically, this study used a descriptive approach, employing a quantitative method of data gathering, as indicated with the use of surveys and questionnaires.   Results – This study maximized the use of secondary research data more than primary research data, which allowed the researchers to conclude that intervention strategies, including social-based programs involving asthma education, interactive seminars for physicians, and training programs for intervention staff found to be successful in improving asthma care ( and  2005). Implications – This study emphasizes on the importance of education in addressing the problems with asthma attacks, regardless of race or ethnicity. Providing education is one of the low-cost strategies that can be implemented in order to allow improvement in management and care of asthmatic children.   Article 4 Introduction – The article was written by  and  in 1995, and entitled, “Proactive, nurse-run asthma care in general practice reduces asthma morbidity: scientific fact or medical assumption?”. The aim of this study is to compare the outcome of asthma care in two similar practices, where the other one involves a traditional approach and the other a proactive, nurse-run care for asthma. From the introduction, the background of the problem was not explained thoroughly, thus, not furnishing a reasonable weight to identify the problem. Literature Review – This article did not provide a separate discussion on the related literature that could support the arguments and the findings of the study. It also failed to provide support or discussion on the arguments that the paper have presented, thus, not thoroughly substantial and coherent. Because the article was written more than 10 years ago, it follows that its references or sources were written a few more years back. This is considered acceptable as only one reference used was aged more than 10 years old. Methodology – In both practices, 100 respondents were considered, having the age range of five to 65 years old. A random sampling method was used, which considered all respondents to have equal chance of being included in the research study (. 1978). The data needed for the research study were obtained through direct observation and interaction with the respondents of the study. Thus, employing a descriptive research data collection method, specifically, a qualitative approach that seemed to produce considerable results, as accurate and relevant data were gathered from respondents, which enable nurses to have immediate contact, communication and interaction with the patients. Results – A total of 141 patients were able to participate and complete the study, entailing tedious efforts and long periods for conduction and completion. In addition, nurses, who need to put extra work with the computer, accomplish letters, and increase telephone enquiries from patients involved in the study, experienced additional work pressure ( and  1995). In the end, the findings of the study indicate that no observable difference can be detected between the two practices. In essence, the effectiveness of nurse-run asthma care cannot be answered directly. Implications – With such finding, one of the implications of this research study is to emphasize on training and practice of asthma nurses to be able to instill in them the importance of providing extra care for patients with asthma because of the need ( and  1995). In addition, an implication that can be stressed upon is the improvement of practice teams to become innovative and well resourced to provide good asthma care. Lastly, it can be understood that this article was able to make readers realize that effective and careful planning must be done accordingly before adopting and implementing new practices in addressing asthma.   Article 5 Introduction – The last article considered for this critique is the research study done by  in 2004, entitled, “Tracking Pediatric Asthma: the Massachusetts Experience using School Health Records”. The aim of this study is to describe the results of the Massachusetts pediatric asthma surveillance project, which could be used for its project goals for 3 years. From the introduction, the authors were able to successfully provide a reasonable background for the problem of the study, which emphasizes the lack of useful data regarding asthma cases in the area. Literature Review – The literature review of the research study is relevant and simple, such that its discussion of the perceived related concepts in line with the problem of the study is basic and direct. However, it would be more helpful if the authors were able to provide a separate and thorough discussion of related literatures that would further support their argument. In addition, the study used relevant and good references, which are all recent and updated. This proves to show that the research study is reliable and credible. Methodology – To be able to obtain the needed data, school nurses were asked to complete a pediatric asthma surveillance form that would indicate the number of children with asthma by gender and by grade. It employs a systematic random sampling, where the target population includes all schools participating in the MDPH Essential School Health Service program. School nurses were asked to provide information contained in school health records, which involve the distribution of forms, emailing them or calling them to update records and instigate response. This also employed a descriptive type of data collection method, specifically a quantitative approach. However, although the descriptive quantitative data collection method provides advantages, it is too costly or expensive compared to other means. Results – The research study was successful in indicating that the school-based pediatric asthma surveillance system was effective in obtaining data from schools regarding the conditions of asthmatic students. In addition, through the collaboration with school nurses, a surveillance system was obtained, which is responsive to the concerns regarding impacts on schools ( 2004). In this regard, the surveillance system developed acts as a preventive measure, which could be helpful for nurses to track down and monitor the conditions of asthmatic children in Massachusetts. Implications – This research study can be used in order to implement a nationwide surveillance tracking system for pediatric asthma that would increase the awareness of citizens regarding the situation. In this regard, the role of nurses would be given emphasis, being responsible for obtaining relevant data and keeping records.   Conclusion             From the discussion, it can be deduced that with the increase in the knowledge and information of individuals in terms of nursing practices, several methods and strategies are being developed in order to address the problem with asthma attacks. Based on the critique done, majority of the programs or systems discussed in the five articles can be regarded as preventive measures, which emphasizes the role that education play in the improvement of asthma care and management in children and adults as well. In addition, it can be concluded that further research needs to be done before an adequate judgment can be made. However, most of the articles pointed out that along with the administration of medicines, such as epinephrine and albuterol are the support, care, and knowledge of nurses, who play a very important role in the treatment and prevention of asthma in children.   References Credit:ivythesis.typepad.com

THE BEST NURSING TREATMENTS AND PREVENTIONS FOR ASTHMA ATTACKS

Question: What are the best nursing treatments and preventions for asthma attacks? Introduction Asthma is one of the most c...

Argumentative Essay about Diet

Argumentative Essay about Diet             For most people, diet appears to be a natural process. As such, the lack of taking initiative to provide an individual with the motivation to engage in the diet process may affect their development. Diet problems derail an individual’s emotional development. Two ways of avoiding diet problems therefore relate to developing a positive relationship to food and eating, again, to which the individuals have initial control of. If such factor does not occur early on the diet process, spiral effect of food refusal and poor nutrient intake can ensure. Consequence of these problems is failure to thrive (Wolraich, et al, 2008, p. 760).             Further, aggressive or restrictive dieting habits can cause the development of negative associations with feeding. Routine negative interactions that sprung during mealtimes can keep an individual from wanting to explore and advance with normal self-dieting progression. In this way, the balance of power can be achieved by shifting in dieting relationships (Douglas, 2010). Dieting problems ensue most of the time because the individuals are unaware that their appetite has decreased and so food consumption will be less. There is the need to educate these individuals that while the child is still in the process of early dieting decline in food intake will likely to occur so that they will not be concerned when it happens (Pilliteri, 2009, p. 849).           Dieting problems take a toll on the individuals, affecting the whole process itself as so much part of the issue of feeding and food with nutritional value. As such, dieting problems are often interpreted as a sign of defective food behaviour and eating habits. Because dieting problems are poorly understood, the individuals under the dieting process are often confused by conflicting beliefs, advice and information (Douglas, 2010).               Most effective mean of treating dieting problems is to increase appropriate behaviour and decrease maladaptive behaviour between the food and the one dieting as well as between the one dieting and the dieting experience itself. There should be am interactive and supportive environment that most encourages positive relationship with dieting experience. What the individuals can do is to develop healthy eating habits by making healthy choices more appealing.           While fasting and vegan and water only diet improves the health condition of the individuals who are undergoing diet, the nutritional needs of these individuals are overlooked. Having said this, a food multimix concept which is an innovative ways of solving food-related problems of individuals is introduced. FMM is an innovative approach that makes better use of traditional food sources as a tool to meet the nutritional needs of people who are dieting. Moreover, the role of the family is also regarded as a significant contributor in. Family characteristics also contribute to the dieting process. Several of these characteristics include foods available at home, nutritional knowledge, dietary intake, encouragement of activity and activity pattern. As such, a family’s eating patterns could have major influences on whether an individual maintains a healthy weight (Ratha, 2007).   References Douglas, A. (2010). Mealtime Solutions. John Wiley and Sons. Pollitteri, A. (2009). Maternal and Child Health Nursing: Care of the Childbearing and Childbearing Family. Lippincott Williams & Wilkins. Ratha, S 2007, Obesity in Children, retrieved on 22 December 2010, from http://physiotherapy.co.in/2008/07/17/obesity-in-children/. Wolraich, M., Dworkin, P. H., Drotar, D. D. & Perrin, E. C. (2008). Developmental-behavioral pediatrics: evidence and practice. Elsevier Health Sciences.   Credit:ivythesis.typepad.com

Argumentative Essay about Diet

Argumentative Essay about Diet For most people, diet appears to be a natural process. As such, the lack of taking initia...