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We don’t ask customers for his or her non-public information. For instance, you might want to include a ‘context part’ that provides some perception on any background detail required for understanding the main target of the literature evaluation. You may include a short methodology section that details the approach you utilized in deciding on and analysing your sources. Another means of organising your content material is in accordance with theme; or sub-themes, in case your evaluation focuses on one overarching topic.

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Meister Weve Got Five New Team Members! - Focus

Meister Weve Got Five New Team Members! - Focus The year is drawing to a close but that hasnt meant a hold on recruitment at Meister! No, actually it means quite the opposite. Weve just hired five new team members in development, design, office management and product management. Welcome aboard: Stefanie, Kevin, Mara, Marton and Rabea! Stefanie Hofbauer â€"  Office Manager My background Hosting is something that Ive always enjoyed and something that came naturally to me, so attending tourism school when given the chance was kind of a no-brainer. After graduating in 2005, I worked mostly in the hospitality industry. In Vienna for the first six years, then seasonal work in Tyrol for six months after that. This is before I finally took the plunge and relocated to London. After working in an upscale hotel in central London for another four years, my British partner and I decided that it was time for our own little Brexit. After returning to Vienna, I worked managing an apartment hotel that formed part of a language school. I then decided that the time was right to do something a little different, and joined Meister! My role at Meister My role was described to me as some sort of mix between “Office Mum” and jack-of-all-trades. I joined Meister at the beginning of September 2019, and so far, this has proven to be a pretty accurate description. While I do deal with the companys monthly tax advisor prep as well as travel and conference arrangements, I also get to restock the snack bar, drinks, supplies, and organize team events. About me I love hiking, no matter the distance. I have hiked several long distance trails in a lot of different places, but am still always on the lookout for a new hiking adventure. Im partial to a bit of yoga every now and again. When I am not exploring the great outdoors, I can be found enjoying the great indoors, usually on the sofa, sipping a cuppa, and working on my latest crochet project. I also have built up a nice vinyl record collection over the past few years and I am particularly proud of my soundtrack and Christmas sections! Disclaimer: while I may be a bit of a nerd who loves playing some Carcasonne, Settlers of Catan and even some Skyrim, be warned that I have absolutely no clue about programming.   Mara Münzing â€" Marketing Designer My background I grew up in Frankfurt, Germany before moving to to Vienna in June 2019. I studied Communications and Design just outside of Frankfurt in a little town called Wiesbaden.  After completing my degree, I worked as a freelance graphic designer and founded a company called Herzlech, which made custom souvenirs for the Lech ski resort. I designed the products, took care of all orders and established the brand over the winter. I was able to pursue my second passion at the same time â€" skiing. I started working as a ski instructor from the age of 16 and did it up until very recently. Ive recently joined Meister and am really excited for all the new challenges awaiting me! My role at Meister As a Meister marketing designer, my main focus will be on the design of all marketing materials, ads, collaterals and the creation of in-house videos. I will also be responsible for the creation of presentation and document templates, UI and the design of web app features.   About me When I’m not working you’ll find me outside running or walking my two dogs Meggie and Josie or trying to improve my softball skills. Im a new member of the Bumblebees, so I spend many of my weekends on the softball field. I spend the rest of my time hanging out with friends, watching TV shows and in the winter â€" skiing. I love traveling and visiting new places. Arts, design and fashion are also essential parts of my life.   I love reading a good book and working on some of my illustrations. But Im trying to get to know my new home in Vienna and its surroundings at the moment.   Kevin Kuhn â€" Product Manager My background I completed a Bachelors degree in Entrepreneurship. Sometime, just before completing my studies, I caught startup fever. This led me to dedicate the last eight years of my professional career to working in smaller companies and being a part of building them from the ground up. My last stint was at an e-commerce platform that focused on sustainable food and beverage brands. While I loved my position as an all-rounder (jumping in and out of product management, IT and marketing), I was on the lookout for a company with a vision that I could really get behind. That’s when I stumbled upon Meister…   My role at Meister As part of MeisterTasks product management team, I spend a lot of time thinking about various ways to provide even more value to our users. To do that, I monitor our constant stream of external feature requests as well as all the ideas that come from our internal development teams. I provide input into our development roadmap in terms of prioritization. I work closely with design and development, and together we try to do what it takes to bring the best new features to life.   About me When not at work, a really good day for me would look something like this: Wake up early and calm down by meditating. Then, enjoy a nice cup of Japanese green tea while digging through a stack of non-fiction books or listening to a good podcast. After that is when it’d be the ideal time to either take my bike for a ride around the Danube Island or to hit the gym for some weight-lifting. A more contemplative (but equally wonderful) alternative would be to go explore the world through my camera lens. To conclude a perfect day, my girlfriend and I would invite friends over and treat them to a nice home-cooked dinner and a fun night of board games. Márton Bartal   â€" Backend Developer My background Im from Slovakia, but am part of a minority Hungarian diaspora located there. After secondary school, I attended the Vienna Technical University where I studied Software Engineering. The road to completing my degree has taken a little longer than expected (almost finished), but has been rewarding nonetheless. The main reason behind my delay is that Ive been working as a software developer on a part-time basis since 2014. Up until recently, my main area of specialization was on full stack development, but since starting at Meister, my focus has shifted to backend development. My role at Meister As a backend developer, my job is to make sure that everything our user needs when using our products works flawlessly. But maintenance only forms one part of my job, the other part is working on releasing new features, especially those that require a bit of heavy lifting on the server side.   About me Im a night owl, who tends to spend a lot of my free time learning about new things. Even though I was always more fascinated by mathematics, physics and the sciences when I was younger, I find as I get older, Ive grown to love and appreciate the social sciences as well. I love talking about languages, cultures and how complicated we humans are. Apart from trying to learn and understand (almost) everything, I enjoy watching movies and TV-shows, listening to music or just being a lazy couch potato. I used to be big into gaming but thats not really the case anymore, unless a really interesting game comes out, that is. Rabea Thies  â€"  People Manager   My background   I am originally from the lovely Münsterland in Germany but moved to Vienna in 2017 to study a Masters degree in International Management/CEMS at the Vienna University of Economics and Business. My background in business and psychology allows me to work on my main area of interest â€" people. Im interested in people in organizations, the attraction and retention of talent, ways to foster team collaboration and of course minimizing stress in the workplace. I’m very happy to be a part of the Meister team and to see the team grow (not just size-wise)! My role at Meister As Meisters People Manager, Im responsible for everything people related. That includes: finding exciting people to join our team, and then retaining those people; looking after our great company culture and coming up with new ideas to increase collaboration and the transfer of knowledge within Meister. One of my Masters projects involved using Meister as a case study and looking for ways to make it a company thats even more attractive to Viennese developers. Im very excited that part of my job will also involve seeing those ideas come to life.   About me   The town where Im from in Germany sits right next to the Dutch border, which means that I basically grew up on a bicycle, or as we say â€" fiets. In my free time, you can usually find me exploring Vienna on my fiets, looking out for new cafés and taking photos of cool places. When Im not doing that, Im either in my kitchen trying out new recipes with friends, at yoga (I am training to become a yoga instructor) or in my hammock somewhere in the Prater reading or thinking about my next travel destination. Im always up for a good conversation about travel destinations and especially love hearing travel stories! Meister Weve Got Five New Team Members! - Focus The year is drawing to a close but that hasnt meant a hold on recruitment at Meister! No, actually it means quite the opposite. Weve just hired five new team members in development, design, office management and product management. Welcome aboard: Stefanie, Kevin, Mara, Marton and Rabea! Stefanie Hofbauer â€"  Office Manager My background Hosting is something that Ive always enjoyed and something that came naturally to me, so attending tourism school when given the chance was kind of a no-brainer. After graduating in 2005, I worked mostly in the hospitality industry. In Vienna for the first six years, then seasonal work in Tyrol for six months after that. This is before I finally took the plunge and relocated to London. After working in an upscale hotel in central London for another four years, my British partner and I decided that it was time for our own little Brexit. After returning to Vienna, I worked managing an apartment hotel that formed part of a language school. I then decided that the time was right to do something a little different, and joined Meister! My role at Meister My role was described to me as some sort of mix between “Office Mum” and jack-of-all-trades. I joined Meister at the beginning of September 2019, and so far, this has proven to be a pretty accurate description. While I do deal with the companys monthly tax advisor prep as well as travel and conference arrangements, I also get to restock the snack bar, drinks, supplies, and organize team events. About me I love hiking, no matter the distance. I have hiked several long distance trails in a lot of different places, but am still always on the lookout for a new hiking adventure. Im partial to a bit of yoga every now and again. When I am not exploring the great outdoors, I can be found enjoying the great indoors, usually on the sofa, sipping a cuppa, and working on my latest crochet project. I also have built up a nice vinyl record collection over the past few years and I am particularly proud of my soundtrack and Christmas sections! Disclaimer: while I may be a bit of a nerd who loves playing some Carcasonne, Settlers of Catan and even some Skyrim, be warned that I have absolutely no clue about programming.   Mara Münzing â€" Marketing Designer My background I grew up in Frankfurt, Germany before moving to to Vienna in June 2019. I studied Communications and Design just outside of Frankfurt in a little town called Wiesbaden.  After completing my degree, I worked as a freelance graphic designer and founded a company called Herzlech, which made custom souvenirs for the Lech ski resort. I designed the products, took care of all orders and established the brand over the winter. I was able to pursue my second passion at the same time â€" skiing. I started working as a ski instructor from the age of 16 and did it up until very recently. Ive recently joined Meister and am really excited for all the new challenges awaiting me! My role at Meister As a Meister marketing designer, my main focus will be on the design of all marketing materials, ads, collaterals and the creation of in-house videos. I will also be responsible for the creation of presentation and document templates, UI and the design of web app features.   About me When I’m not working you’ll find me outside running or walking my two dogs Meggie and Josie or trying to improve my softball skills. Im a new member of the Bumblebees, so I spend many of my weekends on the softball field. I spend the rest of my time hanging out with friends, watching TV shows and in the winter â€" skiing. I love traveling and visiting new places. Arts, design and fashion are also essential parts of my life.   I love reading a good book and working on some of my illustrations. But Im trying to get to know my new home in Vienna and its surroundings at the moment.   Kevin Kuhn â€" Product Manager My background I completed a Bachelors degree in Entrepreneurship. Sometime, just before completing my studies, I caught startup fever. This led me to dedicate the last eight years of my professional career to working in smaller companies and being a part of building them from the ground up. My last stint was at an e-commerce platform that focused on sustainable food and beverage brands. While I loved my position as an all-rounder (jumping in and out of product management, IT and marketing), I was on the lookout for a company with a vision that I could really get behind. That’s when I stumbled upon Meister…   My role at Meister As part of MeisterTasks product management team, I spend a lot of time thinking about various ways to provide even more value to our users. To do that, I monitor our constant stream of external feature requests as well as all the ideas that come from our internal development teams. I provide input into our development roadmap in terms of prioritization. I work closely with design and development, and together we try to do what it takes to bring the best new features to life.   About me When not at work, a really good day for me would look something like this: Wake up early and calm down by meditating. Then, enjoy a nice cup of Japanese green tea while digging through a stack of non-fiction books or listening to a good podcast. After that is when it’d be the ideal time to either take my bike for a ride around the Danube Island or to hit the gym for some weight-lifting. A more contemplative (but equally wonderful) alternative would be to go explore the world through my camera lens. To conclude a perfect day, my girlfriend and I would invite friends over and treat them to a nice home-cooked dinner and a fun night of board games. Márton Bartal   â€" Backend Developer My background Im from Slovakia, but am part of a minority Hungarian diaspora located there. After secondary school, I attended the Vienna Technical University where I studied Software Engineering. The road to completing my degree has taken a little longer than expected (almost finished), but has been rewarding nonetheless. The main reason behind my delay is that Ive been working as a software developer on a part-time basis since 2014. Up until recently, my main area of specialization was on full stack development, but since starting at Meister, my focus has shifted to backend development. My role at Meister As a backend developer, my job is to make sure that everything our user needs when using our products works flawlessly. But maintenance only forms one part of my job, the other part is working on releasing new features, especially those that require a bit of heavy lifting on the server side.   About me Im a night owl, who tends to spend a lot of my free time learning about new things. Even though I was always more fascinated by mathematics, physics and the sciences when I was younger, I find as I get older, Ive grown to love and appreciate the social sciences as well. I love talking about languages, cultures and how complicated we humans are. Apart from trying to learn and understand (almost) everything, I enjoy watching movies and TV-shows, listening to music or just being a lazy couch potato. I used to be big into gaming but thats not really the case anymore, unless a really interesting game comes out, that is. Rabea Thies  â€"  People Manager   My background   I am originally from the lovely Münsterland in Germany but moved to Vienna in 2017 to study a Masters degree in International Management/CEMS at the Vienna University of Economics and Business. My background in business and psychology allows me to work on my main area of interest â€" people. Im interested in people in organizations, the attraction and retention of talent, ways to foster team collaboration and of course minimizing stress in the workplace. I’m very happy to be a part of the Meister team and to see the team grow (not just size-wise)! My role at Meister As Meisters People Manager, Im responsible for everything people related. That includes: finding exciting people to join our team, and then retaining those people; looking after our great company culture and coming up with new ideas to increase collaboration and the transfer of knowledge within Meister. One of my Masters projects involved using Meister as a case study and looking for ways to make it a company thats even more attractive to Viennese developers. Im very excited that part of my job will also involve seeing those ideas come to life.   About me   The town where Im from in Germany sits right next to the Dutch border, which means that I basically grew up on a bicycle, or as we say â€" fiets. In my free time, you can usually find me exploring Vienna on my fiets, looking out for new cafés and taking photos of cool places. When Im not doing that, Im either in my kitchen trying out new recipes with friends, at yoga (I am training to become a yoga instructor) or in my hammock somewhere in the Prater reading or thinking about my next travel destination. Im always up for a good conversation about travel destinations and especially love hearing travel stories!

Forensic Science History Paper - 1020 Words

Forensic Science History Paper CJS/215 December 7, 2015 Jim Anderson Forensic Science History Paper A segment of the Forensic Science in the Criminal equity organization that the vast majority acquainted with these days, however, few individuals know how this particular science came to be. Overall, legal science is intended to utilize experimental standards to clarify obscure parts of a wrongdoing. Through the utilization of uncommon tests and lab gear that permits researchers to recognize decisively different parts of a bit of confirmation in an illegal behavior. On the off chance that you occupied with finding out about how this procedure came to fruition, you have to peruse the recorded data underneath. Here is a brief history†¦show more content†¦It can also determine whether drinking water meets legal purity requirements. Presently the vast majority of the legal researchers are specialists that get pieces of information from the wrongdoing scene. Culprits regularly dont plan out a robbery or burglary and thoughtlessly abandon unmistakable hints that permit an agent t o track them moderately effectively. Regardless of the possibility that the criminal is extremely cautious all through their wrongdoing, there will be some hint of their vicinity at the wrongdoing scene. There are numerous ranges of legal sciences, which incorporate general wrongdoing scene examination, criminological science, scientific toxicology, measurable pathology, hereditary fingerprinting, and chromatography. The reason for wrongdoing scene examination is to set up what happened (wrongdoing scene recreation) and to recognize the capable individual. Through intentionally reporting the conditions at a wrongdoing scene and seeing all pertinent physical confirmation. The ability to see and accumulate the affirmation is basic in disentangling and summoning fierce cases. In the greater part of the cases, the law requirement officer who ensures and seeks the wrongdoing scene has influence in figuring out if the physical proof will utilize as a part of unraveling or indicating the fierce wrongdoing. Wrongdoing scene examination isShow MoreRelatedDelving Deeper Into Forensic Odontology1481 Words   |  6 Pages Delving Deeper into Forensic Odontology: The Science behind Those Pearly Whites Bryce C. McGeorge Arnold R. Burton Center for Arts and Technology â€Æ' Abstract This paper explores the history of forensic odontology, the technologies of odontology, the requirements to pursue a career in forensic odontology, and two infamous cases that forensic odontology helped to reach a conviction of both Ted Bundy and Wayne Boden. Many of the sources used will cover multiple topics, but each topic will be addressedRead MoreEssay on DNA in the Forensic Science Community1500 Words   |  6 PagesThis paper explores deoxyribonucleic acid (DNA) collection and its relationship to solving crimes. The collection of DNA is one of the most important steps in identifying a suspect in a crime. DNA evidence can either convict or exonerate an individual of a crime. Furthermore, the accuracy of forensic identification of evidence has the possibility of leaving biased effects on a juror (Carrell, Krauss, Liberman, Miethe, 2008). This paper examines Carrells et al’s research along with three otherRead More Technology and Science Unite: Solving Crimes Essay98 4 Words   |  4 PagesTechnology and Science Unite: Solving Crimes The focus of this paper will be on the development of forensics in the criminal justice profession, both past and present. 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Forensic science has a connection with the courts to ensure crimes are getting solved and justice is being served to those that commit crimes. With the help of forensic science, crimes are being solved from a human and technologicalRead MoreForensic Science in the 21st Century1440 Words   |  6 PagesForensic Science in the 21st Century Gertrude West Forensic Science and Psychological Profiling /CJA590 May 30, 2011 Edward Baker Forensic Science in the 21st Century Forensic science has various influences on crime, investigation and the people that are involved. Forensic science has a connection with the courts to ensure crimes are getting solved and justice is being served to those that commit crimes. With the help of forensic science, crimes are being solved from a human and technologicalRead MoreDNA in Forensics Essays785 Words   |  4 Pageswere discovered by Phoebus Levene in 1929, which linked it to the string of nucleotide units through phosphate-sugar-base (groups). As mention in Ananya Mandal research paper, Levene thought the chain connection with the bases is repeated in a fix order that make up the DNA molecule. DNA is one of the many tools used in Forensics, example of that is DNA Profiling, which is consisted of a bank of DNA samples specifying belonging to a person. RFLP restriction fragment length polymorphism. was anRead MorePhysical Evidence Collected At A Crime Scene1562 Words   |  7 Pages(Innocenceproject.org, n.d.). Advances in forensic science makes possible the means to individualize other items of evidence that point to the person or persons responsible for a crime. Dr. Edmond Locard formulated the principle that is the foundation of forensic science: Every interaction leaves a trace. A drop of sweat or a flaked off skin cell could be all that is needed to corroborate a defendant’s presence during the commission of a crime. Origins and History The earliest documented example ofRead MoreHomicide1302 Words   |  6 PagesHomicide Homicide Forensic science plays a huge part in our criminal justice system today. But where did it get its start? What procedures are utilized today to help investigators solve our everyday mysteries when it comes to crimes? In addition, what forensic aspects in the video â€Å"Welcome to Homicide† were used to finally get a confession of murder? This paper will discuss these topics and elaborate on some of the key evidence that was used to close this particular case. First, let’s

Essay on Holocaust - 2345 Words

Six million. This is a large number by anyones account, whether it be dollars, days, or human lives. How could one measure the significance of six million lives, it would be impossible to. quot;The intentional annihilation of six million people has affected the world in ways that we will never know, maybe the person who could have discovered the cure for Cancer or AIDS died in the gas chambers at Auschwitz.quot; (Remembrance, 1) Six million people is fully one fifth of one per-cent of the worlds population. This may not sound like a huge number, but it is. Six million lives, gone. Whole families, wiped out. All this in the span of only five short years. These five years are now known as the holocaust. These five years were possibly†¦show more content†¦It was named Birkenau (McVay 2). Later the camps were grouped together and collectively called Auschwitz-Birkenau. The majority of killings in the concentration camps, especially in Auschwitz, were done in gas chambers. German SS officer Bà ¶ck describes a gassing at Auschwitz. quot;There was a sign to disinfection. He said you see, they are bringing children now. They opened the door, threw the children in and closed the door. There was a terrible cry. A member of the SS climbed on the roof. The people went on crying for about ten minutes. Then the prisoners opened the doors. Everything was in disorder and contorted. Heat was given off. the bodies were loaded on a rough wagon and taken to a ditch. The next batch were already undressing in the huts. After that I didnt look at my wife for four weeks.quot; (McVay, 2-3) The first gas chamber was built at Auschwitz I, it was small as it was only an experiment, but it proved much more effective than the Nazis could have ever dreamed. On September 3, 1941, six hundred soviet POWs and about 250 other prisoners were filed into a gas chamber where they were exposed to a rat poisoning called Zyclon B. After this experiment, four newer and much larger gas chambers were built at Auschwitz-Birkenau. These were similar to the original, only much larger, and they included large crematoria on them. TheShow MoreRelatedHolocaust : Holocaust And Holocaust1247 Words   |  5 Pages History of holocaust Holocaust Term Paper Jewish people were tortured, abused, and subjected through horrific unfathomable situations by Nazi Germany during the Holocaust. Despite all of the unpragmatic hardships Jews all over Europe faced, many stayed true to their faith and religion. There are numerous stories in which Jewish people tried to keep the roots of their religion well knowing the risk of torture and death. The never ending fear of Jewish people living in the Ghettos and trying to surviveRead MoreHolocaust : The Holocaust And Holocaust1247 Words   |  5 PagesWe all know the horrific experience, the Jews faced during the Holocaust and after it. 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Qantas Dispute Free Essays

Qantas dispute heads to umpire, more pain possible Kelly Burke, Matthew O’Sullivan, Jessica Wright November 22, 2011 [pic] Alan Joyce†¦ â€Å"the winners out of this are our customers†. Photo: Dallas Kilponen THE Qantas dispute will drag into next year and there is a threat of further legal action, with negotiations between the three unions and the airline collapsing within hours of the mandated deadline. Despite a push by the Transport Workers Union to extend the 21-day negotiation period, yesterday afternoon airline management walked away from talks with its ground crew, including baggage handlers and catering staff, less than an hour after doing the same with its long-haul pilots. We will write a custom essay sample on Qantas Dispute or any similar topic only for you Order Now Late in the afternoon, Qantas and the third union locked in dispute, the Australian Licensed Aircraft Engineers Association, agreed to call it quits and hand the remaining unresolved issues – the use of contractors and hiring staff from outside Australia – over to the industrial relations umpire. The process of binding arbitration under Fair Work Australia is expected to take months as the umpire gathers evidence and calls for expert witnesses and written submissions. Although unlikely, disruptions to the holiday plans of thousands of Qantas passengers cannot be ruled out, with the TWU to decide on Thursday whether it will mount a legal challenge to Fair Work’s order on October 31 to terminate industrial action. The union has said it will seek a stay if it decides to challenge, which would allow its members to resume work stoppages over the Christmas and New Year period. The pilots’ union has already begun legal action against Fair Work’s decision with the first directions hearing in the Federal Court set down for December 1. But industrial law experts are skeptical about the likely success of the TWU and pilots’ legal challenges. Emeritus Professor Ron McCallum, from the Sydney Law School, said it was highly unlikely the Federal Court would grant the TWU a stay, which would allow its members to take legal strike action. ‘The [union’s case] would have to successfully argue that Fair Work acted contrary to the law, that they misconstrued their powers †¦ and that will be very hard to do,† he said. The Transport Minister, Anthony Albanese, said there was a lack of goodwill and respect from all sides and the government’s position on union moves to take legal action was iron clad. †We don’t support people taking legal action. We have an umpire and the umpire should be allowed to make their d ecision. We’re confident the courts would uphold that,† he said. The Workplace Relations Minister, Chris Evans, warned that further industrial action by any party would be unlawful. The federal secretary of the TWU, Tony Sheldon, said Qantas had decided to drag its employees through the courts rather than agree to an extension of the conciliation period, where the issue of job security, including the number of contractors Qantas wanted to use, were the sticking points. †Qantas has not displayed good faith in these negotiations. The TWU wanted a sprint to the finish but Qantas just hopped on the treadmill. It looked like they were moving but they weren’t going anywhere. † The vice-president of the Australian and International Pilots Association, Richard Woodward, said negotiations had ended after the two sides failed to agree over the terms for efficiency gains of up to 20 per cent in areas such as pilot rostering. †Management obviously believes that a decision achieved through arbitration is preferable,† he said. â€Å"It is a pity that Qantas as an airline will have to be subjected to this long, drawn-out process when a negotiated outcome was possible. ‘ Qantas’s chief executive, Alan Joyce, conceded that binding arbitration could take months but said it would eventually lead to agreements that could last as long as four years. He dismissed claims from the pilots’ union that Qantas never intended to reach an agreement during the 21 days. †Passengers can now travel with confidence. The winners out of this are our customers. The winne rs out of this are employees and our shareholders. They have certainty,† he said. http://www. smh. com. au/business/qantas-dispute-heads-to-umpire-more-pain-possible-20111122-1nrgj. tml Overview This article is a well-publicized national dispute between Qantas and it’s employees about; pay, job security, and working conditions. The Qantas employee’s involved in this dispute are; pilots, baggage handlers, engineers and the catering department. Analysis This industrial dispute between Qantas and its employees has been dragging on for quite some time now, and I would have to agree with some of the comments made in the article by the Transport Minister, Anthony Albanese, when he said, â€Å"there was a lack of goodwill and respect from all sides†. I agree with those comments made by the Transport Minister, because there appears to have been very minimal progress made during the bargaining process, prior to Fair Work Australia’s (FWA) intervention. Now that the dispute is going to arbitration it will be extremely interesting to see how the term bargaining in good faith will be justified and measured. I believe the term bargaining in good faith to be quite open to disagreement, and it will be rather difficult to prove that any particular party was not acting in good faith. On the FWA website there is a description for good faith bargaining which explains that; the good faith bargaining requirements that a bargaining representative for a proposed enterprise agreement must meet: †¢ attending, and participating in, meetings at reasonable times †¢ disclosing relevant information (other than confidential or commercially sensitive information) in a timely manner †¢ responding to proposals made by other bargaining representatives for the agreement in a timely manner †¢ giving genuine consideration to the proposals of other bargaining representatives for the agreement, and giving reasons for the bargaining representative’s responses to those proposals †¢ refraining from capricious or unfair conduct that undermines freedom of association or collective bargaining †¢ recognising and bargaining with the other bargaining representatives for the agreement. The good faith bargaining requirements do not require a bargaining representative to: †¢ make concessions during bargaining for the agreement †¢ reach agreement on the terms that are to be included in the agreement†. (http://www. fwa. gov. au/index. cfm? pagename=agreementsdeterminations#good) I believe that globalization may have played a part in the lack of good faith bargaining in this EBA dispute, because the major sticking point in this dispute is job security for the employees, and Qantas can’t g uarantee this whilst pursuing its organizational strategic objectives. Part of Qantas’s long-term strategic plan is to increasingly use contractual part time employees within Australia, as well as establishing some offshore workforces to fulfill roles such as engineering. Therefore, I think that Qantas had always intended to eventually use FWA to intervene and assist in settling this dispute. I can completely empathize with the employee’s desires to ensure job security into the future, but I can also understand the strategic organizational needs of Qantas management. Some people would argue that globalization is just a convenient management excuse for cost cutting, but there are definitely global pressures in today’s economic environment that make issues such as this extremely delicate to strike a balance. Left-wing critics, however argue that the demon of globalization is just a convenient management excuse for cost-cutting and anti-union behavior designed to decollectivize the workplace and promote market forces. The real problems for Australia’s competitiveness, according to such critics, are not in unproductive workplaces, but in the boardrooms of banks, large corporations and other centers of financial power†. (Stone. R – pg. 541, 2008) Conclusion It is hard to know whether there was good faith bargaining displayed from both Qantas management and the unions during these negotiations, and that is some thing that the FWA tribunal will decide on. However, I do believe that if there were more consultation, honesty and eventually trust built between both parties, there would have been more progress made before the FWA intervention. I would have also recommended that both parties begin these negotiations by deciding which issues that they agree on going forward, and then start trying to negotiate the more difficult issues. By doing this both parties will slowly build some small amounts of trust, which helps to facilitate more consultation. References Book Stone. J Raymond -Human Resource Management 6th Edition, 2008. John Wiley Sons Australia, Ltd. Milton, QLD 4064 Online http://www. smh. com. au/business/qantas-dispute-heads-to-umpire-more-pain-possible-20111122-1nrgj. html http://www. fwa. gov. au/index. cfm? pagename=agreementsdeterminations#good How to cite Qantas Dispute, Papers

Love and Soul Mate free essay sample

Knowing that I would get to spend the rest of my life with my best friend is the best feeling EVER! Even after being married for years, my love still grows every day! I know I am with my soul mate and still can’t believe we have made it and have overcome so much in our life Knowing that I would get to spend the rest of my life with my best friend is the best feeling EVER! Even after being married for years, my love still grows every day! I know I am with my soul mate and still can’t believe we have made it and have overcome so much in our life njkj kj kj Knowing that I would get to spend the rest of my life with my best friend is the best feeling EVER! Even after being married for years, my love still grows every day! I know I am with my soul mate and still can’t believe we have made it and have overcome so much in our lifeKnowing that I would get to spend the rest of my life with my best friend is the best feeling EVER! Even after being married for years, my love still grows every day! I know I am with my soul mate and still can’t believe we have made it and have overcome so much in our lifeKnowing that I would get to spend the rest of my life with my best friend is the best feeling EVER! Even after being married for years, my love still grows every day! I know I am with my soul mate and still can’t believe we have made it and have overcome so much in our life Knowing that I would get to spend the rest of my life with my best friend is the best feeling EVER! Even after being married for years, my love still grows every day! I know I am with my soul mate and still can’t believe we have made it and have overcome so much in our life

Poster movements essays

Poster movements essays This art form appeared in the early 20th century as a result of the Russian Revolution and grew a tremendous amount during the 1920s and 1930s. Founded in1917 in Russia by sculptor Antoine Pevsner and his younger brother Naum Pevsner Gabo, they believed that art should be functional and include materials and technology that are new to the market. All the people who eventually succeeded in this art form, where either forced into exile or imprisoned. Although Constructivism was primarily based on sculpting, posters also became and important aspect of Constructivism. Angular lines and abstract shapes mostly characterized them; the colors were usually strictly limited with black, white and red. Most were produced using mechanical printing techniques, with elements taken from architecture and photography. All Constructivism posters have a political undertone; they also by the use of modern typography and photomontage effects would reflect the designers interest in Cubism and other contemp orary European artistic movements. Some of the most important Constructivism poster designers include writer and thinker Alexander Rodchenko, Vladimir Mayakovskyii, Kazimir Malevich and George and Vladimir Stenberg who developed posters for the Russian film industry. Germany was the site of the most Constructivism activity outside the Soviet Union, especially as home to Walter Gropiuss Bauhaus, a progressive art and design school sympathetic to the movement, but Constructivism ideas where also carried to other art centers, like Paris, London, and eventually the United States. Following the collapse of the Soviet Union, material came out in large quantities both legally and illegally; the condition of these posters is often very poor, because very few have been looked after. I believe the poster I chose is a good example of Constructivism because first of all it has forms with angular shapes and abstract shapes, as I also stated earl...

Guidelines for Keeping a Lab Notebook

Guidelines for Keeping a Lab Notebook A lab notebook is the primary permanent record of your research and experiments. Note that if you are taking an AP Placement lab course, you need to present a suitable lab notebook in order to get AP credit at most colleges and universities. Here is a list of guidelines that explains how to keep a lab notebook. Notebook Must Be Permanently Bound It should not be loose-leaf or in a 3-ring binder. Never tear a page out of the lab notebook. If you make a mistake, you can cross it out, but you should not remove sheets or parts of sheets from your book. When you cross out an error, it should still be legible. You should be  explaining the reason for the strikethrough and you should initial and date it. To that point, it is not acceptable to take notes in pencil or erasable ink. Keep Everything Legible and Organized Organization is key to a good lab book. Print your name, contact info, the date and other pertinent information on the cover of the lab book.  Some lab books require you to enter some of this information on every page of the book. If your book is not pre-numbered, number every page. Usually, numbers are located in the upper outer corner and both the front and back of each page is numbered. Your labor instructor may have a rule regarding numbering. If so, follow their instructions. Its also a good idea to reserve the first couple of pages for a Table of Contents. To keep everything organized and simplified, start a fresh page for each experiment. Be Precise in Your Record Keeping This is a record of the lab work you have done during the semester or year, so it needs to be thorough. For each experiment, record the date(s) and list lab partners, if applicable. Record all information real-time. Dont wait to fill in the information. It may be tempting to record data elsewhere and then transcribe it into your lab notebook, usually because it would make the notebook neater, but its important to record it immediately. Include charts, photos, graphs and similar information in your lab notebook. Usually, youll tape these in or include a pocket for a data chip. If you must keep some data in a separate book or other location, note the location in your lab book and cross-reference it with the relevant lab book page numbers wherever the data is stored. Dont leave gaps or white space in the lab book. If you have a big open space, cross it out. The purpose of this is so no one can go back in and add false details at a later date.

Evaluate a Complex Decision Essay Example | Topics and Well Written Essays - 750 words - 1

Evaluate a Complex Decision - Essay Example I called the friend who had caused the problems at the work site into my office. I reeled into him, yelling at him for being so stupid and costing the company a very important sales contract. He had previously in the week told me how good the job was going, and perhaps if he had earlier mentioned to me the problems I could have solved them. I told him because of his neglect he was to be fired and that there was no discussing this matter, as I then had to go and try to patch things up with the company and hope to regain our contract. I then called the company and begged for the contract back. They told me that due to the efforts of that one person, they had already given the contract to somebody else. There were giving me the same treatment I had just given my employee, and were not further discussing the matter. Now looking back at the decision, I see that there were several other ways I could have gone about it. Looking at the formal methods of decision making addressed in this class, I now see that there were many other ways I could have better addressed the situation and come to possibly a better outcome. After my call with the company I realized that I was being just as rash as they were, and that I possibly should have at least listened to my friend’s side of the story before firing him. I was not sure if he would come back to work at the company after how I had treated him, but I at least wanted to given him the fair chance to tell me what had happened. However, I never got to find out, as he still won’t return any of my calls, and I have heard rumors that he has a new job elsewhere. To make matters even worse, I received a call from the company today, stating that the complaints against my worker were dropped, and were actually deemed to be their fault. They issued an apology and renewed our contract, and I felt horrible for how I had treated

Race relations Act 1976. (Amended 2000) Essay Example | Topics and Well Written Essays - 750 words

Race relations Act 1976. (Amended 2000) - Essay Example which are equivalent to those in his/her special group (Cross, 1989, p. 85). It is believed that equal opportunity in the UK may be taken in the context of the third meaning given. The Race Relations Act of 1976 changed the general concept of racial discrimination in the United Kingdom. Firstly, the Act widened its scope of discrimination by including indirect and unintentional forms of discrimination. Secondly, the Act also fortified the implementation of the law. As stipulated in its provisions, the Race Relations Act of 1976 created the Commission on Racial Equality (CRE), replacing the Race (RRB) Relations Board. In terms of substance, the CRE is endowed greater power than the RRB or the Community Relations Commission. The CRE was mandated to enforce the law in England, Scotland and Wales (Bolaffi, 2001, p. 42). A separate institution, the Commission for Racial Equality for Northern Ireland, is tasked with the implementation of the law on discrimination in Northern Ireland. By virtue of an Order in Council, the Race Relations (Northern Ireland) Order 1997 was enacted to provide protection against race-related discrimination in 1995 (Rogers, 1999). The Race Relations Act of 1976 was passed on November 22, 1976. The legislation was enacted to intensify existing regulations against race-related discrimination and to guide relations between individual of different ethnic origins. The Act also introduced amendments to the Sex Discrimination Act of 1975 by instituting provisions aimed towards consistency in the supervision and implementation of such amendments (Ministry of Justice 1991). The Race Relations Act of 1976 was revised by virtue of the provisions of the Race Relations (Amendment ) Act of 2000 on November 30, 2000. This 2000 amendment broadened the application of the Race Relations Act of 1976 to the police and other public authorities. The amendment also altered the stipulations for exemption under the 1976 Act

Leadership In A Changing Environment Nhs Management Essay

Leadership In A Changing Environment Nhs Management Essay Spending on the NHS has risen from  £447m a year to  £96bn over the last 60 years (Ham 1997), nearly a 10-fold increase after adjustment for inflation (Hawe 2008). In 2000 the Labour government initiated a programme of investment of 7% budget increases for 7 years that was unprecedented for any healthcare system (Department of Health 2000). However, Andrew Lansley the new health secretary, recently announced that the NHS budget would continue to rise above inflation in the coming years, but signalled that the NHS may need to make more savings than the previously announced  £20bn in efficiency cuts, a move health experts described as extremely ambitious and unions warned could have a devastating impact on hospitals (The Guardian, 2010). The government say it is necessary to make savings on such a scale because of the squeeze in public spending. So the NHS, with a budget of  £100bn amounting to a fifth of total public spending will have to do more with less. The individuals charged with steering the NHS through this period of relative famine will no doubt be required to display all the qualities of good leadership in order to meet the demanding financial and strategic challenges that face the organisation. But what are those qualities? How are they being developed within the NHS, and are they even the right qualities needed to produce effective leadership in an organisation as complex and demanding as the NHS? This paper firstly takes a critical look at what might constitute good healthcare leadership with reference to the current NHS Leadership Qualities Framework (NHS Institute of Innovation and Improvement, 2005) and presents an alternative to the individualistic approach of seeing leadership as a set of distinct personal qualities, capabilities and/or behaviours. Some of the theoretical and methodological weaknesses of the individualistic approach are exposed in an attempt to challenge the established formula for good leadership, and argue that in the increasingly tough economic climate that the NHS has to operate in, a new style of leadership is required to meet the challenge of delivering high quality healthcare whilst balancing the books. Secondly we look at the role of organisational change in facilitating this new approach to leadership. Established models of culture change are summarised and analysed to see if they might fit within this new approach to leadership. Finally the author discusses his own personal style of leadership in light of the findings and attempts to apply theory to practice within his own working environment. Leadership in the context of the NHS The NHS employs more than 1.3 million  people spread across hundreds of organisations.  Leaders of NHS organisations need to provide strong, strategic leadership for their organisation while being held to account by local Primary Care Trusts (PCTs), Strategic Health Authorities (SHAs) and other regulatory bodies for nationally and locally set objectives.  The performance of these organisations is dependant on the performance of clinicians who are often leaders in their own right, and due to the nature of their profession are expected to work under a great deal of autonomy. This is a problem that the NHS has been struggling with over its entire history. In 1983 the Conservative government of the time commissioned the Griffiths Report, which was a key trigger to the development of management and leadership in the NHS.  In the report, Roy Griffiths famously said, If Florence Nightingale were carrying her lamp through the NHS today she would be searching for the people in charge.  (Griffiths, 1983). The report is best known for recommending that general managers be introduced into the NHS. During the 1980s, hospitals began to integrate the medical profession into the management structure. In the early 1990s, however, with the introduction of the internal market, managers and leaders were tasked very clearly with balancing the books.  This resulted in managers becoming stereotyped as bean counters, a popular viewpoint still held by many (Kings fund, 2009). It was important then that the publication of Lord Darzis NHS Next Stage Review in 2008 (Doh, 2008) shifted the focus from general management onto the need for more clinical leadership.  Clinicians are being asked to have increasing involvement with the management agenda and take responsibility for the delivery of services locally. As a result of this increased recognition of a need for high quality leadership to deliver the NHS Plan (Doh, 2000) in 2009 the Chief Executive of the NHS, David Nicholson, established, and currently chairs the National Leadership Council (NLC). The Council has five main work streams: Top Leaders, Emerging Leaders, Board Development, Inclusion, and Clinical Leadership. This development represents a switch from where people were left to work out their career options for themselves, to a more nurturing environment, with a greater focus on support to both individuals and organisations. The Leadership Qualities Framework The document that underpins the development of leaders through the (NLC) is the Leadership Qualities Framework which has a number of applications and builds on the increasing emphasis in management recruitment, development and education on nurturing individual character traits in leaders, with the sole purpose of producing a set of abilities and transferable skills that can be applied in a variety of situations and contexts. Through this approach, NHS organisations hope to produce adaptable leaders, able to work across a multitude of complex environments and systems typical of a healthcare organisation. The term leadership is applied then to those who seemingly possess the abilities deemed necessary to lead, such as communication, people management, decision making and problem-solving. This dominant approach focuses on individual personal qualities for leadership development and is the latest in a long line of competency frameworks that have emerged in the last 50 years. The history of competency frameworks Leadership thinking has developed substantially over the last 50 years. The idea of individual character traits that started with Stogdill (1950) soon expanded into other schools of thought with McGregor pioneering the behavioural approach (1960) and Fiedler the contingency school (1967). These ideas were added to by Hersey Blanchard (1977) with situational leadership and Burns with transformational leadership (1978). All these approaches focus on leadership as a set of qualities embedded in the individual and can be thought of as competency approaches. There focus is on leaders who impress others; inspire people; push through transformations; get the job done; have compelling, even gripping visions; stir enthusiasm; and have personal magnetism (Maccoby, 2000). The NHS Leadership Qualities Framework is the latest such tool that adopts the individualistic approach with a focus on 15 core personal characteristics such as self-belief, empowering others, intellectual flexibility, political astuteness and integrity. These personal qualities are undoubtedly important but do not probably tell the whole story of what makes a good leader. Sanderson (2002) makes the point that management is more likely a consequence of complex contextually-situated interrelations, thoughts reiterated by Mintzberg in 2004 who suggests that our view of leadership is more likely to be an over-simplification of a vast pool of environmental data compressed into a few key people. So what are the major criticisms of competency models such as the LQF, and how might such a model have to adapt to ensure that the National Leadership Council produces the right kind of leaders needed for the future? Weaknesses of competency approaches to leadership There are at least five areas where the competency approach could be seen to be flawed (Bolden et al, 2006). Firstly it can be seen to be reductionist in the sense that it reduces the management role to its constituent parts rather than seeing it as a whole (Lester, 1994 Ecclestone, 1997). Secondly, the competencies that are listed as prerequisites for good leadership are often generic with no accounting of the nature of the task or situation (Swales Roodhouse, 2003). Thirdly, that focusing on personal traits may reinforce stereotypes about leadership rather than challenge them (Cullen, 1992). Fourthly, that not enough attention is given to the subtle qualities such as the moral and emotional elements of leadership that are difficult to quantify and measure (Bell et al. 2002). The fifth and final main criticism of competency frameworks is that their content forms part of an approach to education that aims to train individuals to improve their performance at work rather than develop more general cognitive abilities (Grugulis, 1997). If we accept the above weakness as legitimate, then it does cast doubt over the validity of competency frameworks such as the LQF to actually select and develop leaders. Salaman (2004) suggests that these frameworks may actually be confusing the issue when he states that The problems it promised to resolve are not capable of resolution and its promise consisted largely of a sleight of hand whereby organizational problems were simply restated as management responsibilities Weaknesses specific to the LQF include the fact that the initial research on which it was built was taken from interviews with Directors and Chief Executives rather than observation of good leadership in practice (NHS Leadership centre 2005). Also the qualities being promoted such as awareness, self-belief and integrity may be admiral in their own right but do not necessarily automatically lead to effective leadership. Bolden et al (2006) lists the characteristics as (a) a somewhat persecutory list of oughts, and (b) suggest that the characteristics still do little to get effective leadership done. One may be visionary, communicative and honest and still find leadership to be elusive. This then is the great paradox found within the competency approaches; that while they aim to highlight the skills that may be needed in certain situations, it is highly unlikely that people will encounter the exact same set of circumstances in their own practice because of the inherent complex nature of working life. Also, that while providing prescriptive solutions to problems may increase consistency, they may stifle any original though in the leader wanting to apply their own reasoning to the problem. The characteristics of the LQF seem then to be then a description of the qualities found in people in the top jobs rather than the prerequisites for leadership. The difference in viewing these traits as descriptive rather than prescriptive cannot be underestimated. Such descriptions however tend to oversimplify and may prove to be of limited, practical value within the climate of complexity, interdependence and fragmentation that arguably characterizes multi-disciplinary organizations such as the NHS (Blackler et al., 1999). Additionally, individuals are likely to try and define themselves according to the corporate language found within competency frameworks to legitimise their role rather than seek new ways of working and improving their practice (Holman Hall, 1997). Going back to Sandersons earlier point that management is more likely a consequence of complex contextually-situated interrelations, we can see how in a medical setting such as in a busy outpatient department the desired outcomes can only be achieved as a consequence of multiple staffing/patient/organisational/medical factors working in synergy. Successful leadership in this sort of environment is not likely to be the result of any one individual, but a result of all the characters competently playing their respective parts. Marx (1973) suggests that we should not focus on a few key individuals when trying to explain leadership in an organisation, because if we do so there is the danger that individuals become pigeonholed as either leader/follower and the nuances of the group interactions as a whole become lost. He ultimately describes the leadership focus on a few key people as an illusion. Using the earlier example of a trip to the outpatient department there is no point looking fo r a leader throughout the care process, as responsibility passes between various individuals, especially if you include the initial referral from the GP and follow up staff such as home help after the visit. Beyond individual competencies So if traditional competency frameworks, including the Qualities Leadership Framework are flawed, how can a view of leadership based on contextual factors better steer the future of leadership development within the NHS? Building on the initial thoughts of Marx in 1973, Bolden et al (2006) develop the argument that leadership is an organic process that is an ongoing, ever developing situation that individuals find themselves in whilst interacting with others. Leadership can come and go depending on the relationships that people have with each other and is inextricably linked to the particular environment of the time. Like power, leadership is an internal relation, constantly in-tension and subject to a myriad of meanings, values, ideals and discourse processes (Alvesson, 1996). One of the implications of reclassifying leadership in this way is that good and effective leadership cannot now be taught, only experienced by others. Sandberg (2000) interviewed assembly line workers and concluded that finding purpose at work led to appropriate competencies arising naturally. He proposes that by engaging in dialogue to clarify a workers purpose leads to better outcomes compared to presenting them with a list of competencies to achieve. Within the outpatient department example it is likely that the unified sense of purpose will bind the individual players, creating an environment that facilitates the emergence of positive behaviours when required. In light of the increasing economic constraints that health organisations have to operate within, it would be wise to promote leadership as potentially accessible to all by placing more emphasis on personal autonomy. Perhaps then this re-conceptualisation would encourage a shift not only in how leadership is researched, but also in how it is recognised, rewarded and developed within the NHS. Practically speaking the NHS needs to cast its net a bit wider when trying to define good leadership. It means opening up leadership from multiple angles, searching its small details, minor shifts and subtle contours (Dreyfuss Rabinow, 1982) to see it in the context of its environment. Bringing about organisational change In light of our proposal that it would be wise to promote leadership as potentially accessible to all by placing more emphasis on personal autonomy, there needs to be a way that leaders can disseminate this culture within their organisations. As many health organisations are built on strict hierarchical chains of command it is inevitable then that many organisation will have to go through some form of culture change to embrace new ideas and practices. Many people working in health organisations will be familiar with organisational change of some sort. But most would associate organisational change with shifts in management structures or indeed the creation/removal of whole new organisations. When structural change is implemented it is usually with the intention of bringing about change to meet wider goals such as introducing stronger leadership, achieving financial balance or addressing a previously unmet service need. There is however an alternative, the option of attempting to chan ge the culture within the organisation to meet these same goals. There are a vast range of models for understanding organisational culture change which were reviewed by Brown in 1995. His extensive review of the literature identified five main models detailed in Box 1. Lundbergs model, based on earlier learning-cycle models of organisational change; emphasises external environmental factors as well as internal characteristics of organisations. Dyers model, posits that the perception of crisis in conjunction with a leadership change are required for culture change to occur. Scheins model, based on a simple life-cycle framework; posits that different culture change mechanisms are associated with different stages in an organisations development. Gagliardis model, suggests that only incremental culture change can properly be described as a form of organisational change. A composite model, based on the ideas of Lewin, Beyer and Trice, and Isabella; provides some insights into the microprocesses of culture. Box 1: Five Models of Organisational Culture Change (Scott et al., 2003, adapted and derived from Brown 1995). No model is comprehensive enough to be said to be the definitive blueprint for change processes, but the merits and weaknesses of each are briefly listed in turn: Lundbergs model Figure 1 Lundbergs organisational learning cycle of culture change (Lundberg, 1985) and reproduced in Brown (1995). Lundbergs model (1985) recognises the presence of multiple subcultures that operate within organisations, and at each stage there are various internal and external conditions that need to be met in order to move round the cycle and for change to occur. It is not possible to go into all the detail that surrounds this model, but Lundberg describes the numerous precipitating events that can spark change (otherwise known as the trigger events) before describing the types of strategies employed by leaders and the different forms of action planning required to bring about change. Critics (Scott, 2003) suggest that the model is rather mechanistic, failing to fully acknowledge the dynamism and uncertainty between cause and effect in organisational life. It also fails to address the political forces (doctor-managerial tensions) within organisations, or recognise the influence of key individuals and groups in facilitating and resisting culture change (Mannion, 2010). Dyers cycle of cultural evolution Figure 2 The cycle of cultural evolution in organisations (Dyer 1985) and reproduced in Brown, (1995). Dyers model (1985) suggests that a crisis paves the way for a culture breakdown within an organisation, which in turn leads to the emergence of new leadership. A power struggle ensues whereby the new leadership has to assert their dominance over the old leadership by being seen to resolve the conflict between to two parties. To aid with this transition the new leadership introduce new values, symbols and artefacts into the organisation to banish the old organisational history. New people are recruited who support the new values and so the new culture is sustained. One advantage of Dyers model over many other theoretical models is that its two essential conditions for cultural transformation crisis and new leadership are relatively easy to identify and test in organisational settings. There is also a particular focus on leadership in organisational culture and change. However Scott (2003) again criticises the model for oversimplifying the change process, pointing out that the roles of the majority of individuals in an organisational culture are de-emphasised in favour of a focus on innovative leadership. Mannion (2010) mentions that Dyers model also fails to ask a crucial and rather obvious question about the causes of crises in organisations. Scheins Life Cycle Model Figure 3 Growth stages, functions of culture, and mechanisms of change. Reproduced from Schein (1985) and reproduced in Brown, (1995) Scheins life-cycle model of organisational culture change (1985) suggests that organisations undergo the three distinct stages of birth and early growth, organisational midlife, and organisational maturity. In the early birth and growth stages the organisation battles with its identity, characterised by revolutionary change and possible challenges to the leadership from individuals from the old culture. The midlife phase is characterised by deeply embedded values that need be brought to the surface through organisational development to bring about change. Other factors that can precipitate change during this stage however are new technology, scandals (such as the Bristol heart surgery tragedy/Harold Shipman) and the gradual drip feeding of new ideas by the leadership described by Quinn as Incrementalism (1978). The final mature stage implies that change would come easily to this type of organisation. In fact the opposite is true, and companies may have to go through large turnaround projects to detour from their well established courses. Leaders are also more likely to need to use coercive strategies for change when more subtle approaches have failed to produce results. Gagliardis model Figure 4 Gagliardis model: Cultural change as an incremental process (Brown 1995) Gagliardi (1986) agues that rather than seeing old cultures as totally replaced by new ones, the old ones are merely built upon to incorporate the new values. Leaders will ascribe success to the new ways of doing things despite the fact that the new process might have no connection to that particular outcome. This model of cultural change is interesting because it embraces the fact that gradual change can happen over time, and that the way that this happens can often be as a result of the way that successful leaders attribute the reasons behind the organisations success to previous decision making, even though those decisions would have made little or no effect on the result. The Composite model of Lewin, Beyer and Trice, and Isabella Figure 5 Understanding organisation culture change: three related domains (reproduced from Roberts and Brown (1992) The final model of organisational change discussed by Brown (1995) is a compilation model based on the ideas of Lewin (1951) as modified by Schein (1964), Beyer and Trice (1988) and Isabella (1990). Essentially the model describes the three stages of learning as freezing- clinging to what one knows, unfreezing exploring ideas, issues and approaches and refreezing identifying, utilising and integrating values, attitudes and skills with those previously held and currently desired. The framework is very general and applicable to any type of organisation and to any level within an organisation. However the model (much like Lundbergs in model 1) paints a very mechanistic picture of change, and it does not recognise the often painful transitions that can to take place moving between the three stages. This type of planned change model is not without its critics, and Garvin (1994) argues that change cannot occur from one stable state to another in the turbulent business environment that exists today. Bamford and Forrester (2003) suggest that the planned approach assumes that all parties are in agreement on their goals and direction and this is rarely the case. Hayes (2002) highlights that some organisations may have to change initially for environmental reasons but have no desire to define the end state. It serves then as a fairly limited descriptive tool, and does not attempt to inform as to whether any change programme has been successful or not. In contrast to planned change, emergent approaches see change as less reliant on the manager (Wilson 1992) and less prescriptive and more analytical in nature (Dawson 1994). Dawson claims that change must be linked to developments in markets, work organisation, systems of management control and the shifting nature of the organisational boundaries and relationships. There is therefore more emphasis on bottom-up action rather than top-down control in commencing and implementing organisational change. Given the need for NHS managers to harness the cooperation of professional staff and work across complex organisational boundaries, emergent approaches are often well suited to achieving change because the role of senior management shifts from a controller to a facilitator. Personal responses to leadership In having to reflect on my own leadership style I am immediately presented with a dilemma. The objective of this paper was to deconstruct the established models of leadership (including the NHS Leadership Qualities Framework) and adopt a new approach to leadership that incorporates the situational context and other social factors. I refer back to Dreyfuss Rabinow, (1982) who encourage us to open up leadership from multiple angles, searching its small details, minor shifts and subtle contours to see it in the context of its environment. There are at least five major weaknesses to this individualistic approach which have been discussed at length already, so I will not repeat myself here. But essentially by subjecting myself to these established competency frameworks I would undoubtedly be shoehorning myself into a set of constructs that would probably do little to help me establish how best to operate in my individual working environment. To take this thought one step further I would say that the best leaders are therefore the individuals most able to analyse their environment, adapt their interactions and self actualize within that environment appropriately. In light of the fact that NHS organisations are moving from large highly structured institutions to smaller stakeholder organisations with multiple players, the skills most required to lead will most probably be relational and persuasive. Perhaps then ones ability to interact with others according to model of relational proximity best describes the leaders of the future. This model lists the values needed for effective relationships such as focusing on the quality of the communication process, maintaining relationships, breadth of knowledge, use and abuse of power and valuing similarity and difference. I am again however again inclined to see this model as too prescriptive, and as Bolden mentions earlier lists the characteristics as (a) a somewhat persecutory list of oughts, and (b) suggest that the characteristics still do little to get effective leadership done. As a manager working in a Primary Care Trust I am able to see first hand how the general move towards decentralisation with greater autonomy does seem to be creating a paradox within the organisation. The combined effects of commissioning organisations splitting away from their provider arms and an increasing move towards an open market has created a more mechanistic approach towards commissioning and providing services. This seems to pull against the other central directive of remaining flexible to meet local need. Effective leadership for me then and I suspect all working a healthcare environment is to somehow thread the needle by employing on the one hand a mechanistic approach that satisfies the performance management demands from monitoring bodies, while at the same time remaining flexible enough to respond to the changing healthcare marketplace. Concluding remarks This paper has set out to demonstrate that the existing emphasis on developing leadership through competency based models such as the Leadership Qualities Framework is a flawed. Less emphasis needs to be placed on individual leaders and more attention paid to the environmental and situational factors that encourage leadership to thrive. The NHS is an organisation dependent on responsible shared leadership. It would not be accurate to attribute its successes and failures to the few as that viewpoint is likely to be an over-simplification of a vast pool of environmental data compressed into a few key people. Organisational culture change was discussed as a vehicle for introducing new approaches to leadership and the five main models of organisational change as reviewed by Brown in 1995 were summarised and discussed. None of these models were found to comprehensively describe the change process and most could be accused of being rather mechanistic, failing to fully acknowledge the dynamism and uncertainty between cause and effect in organisational life (Scott, 2003). The mixed messages distributed by policy makers centrally add to the confusion within healthcare, requesting that workers are both centrally accountable and at the same time expected to work flexibly and autonomously. The argument being then, that it is not possible (or even preferable) to maintain one leadership style in this context. Further research it seems is required to deepen our understanding of ideal environmental factors that allow leadership to blossom through bottom-up emergent processes as opposed to imposed top-down structural changes and rigid concepts of what constitutes good leadership.