Antiheroism In Hamlet Essays (751 words) - Characters In Hamlet

Antiheroism In Hamlet Antiheroism In Hamlet Antiheroism has always been an interesting aspect of a character that authors have chosen to illustrate. In literature, there hasbeen countless antiheroic characters, from Randle McMurphy in One Flew Over the Cuckoo's Nest and Allie Fox in TheMosquito Coast, to others as famous as Robin Hood and ... By literary definition, an antihero is the "hero" of the play or novel, buthas negative attributes which separate him or her from the classic hero such as Superman. Such negative aspects may include aviolent nature, use of coarse language, or self serving interests which may inadvertently depict the protagonist as a hero since theresult of serving those interests may be the betterment of society or an environment. In William Shakespeare's Hamlet, theprotagonist, Hamlet, is depicted as an antihero. One main factor which gives Hamlet such a label is that he draws sympathy, aswell as admiration, from the reader since Hamlet feels the pain of losing his father along with the burden and obstacles in avenginghis murder.Act four places a special emphasis on Hamlet's intelligence. In scene two, Hamlet is very insolent and rude towards Rosencrantzand Guildenstern with such phrases as,That I can keep your counsel and not, mine own. Beside, to bedemanded of a sponge, what replication should be made by the son of aking? (IV, ii, 12-14) The reference to the sponge reflects the fact that Rosencrantz and Guildenstern are easily ordered by the kingand do not have minds of their own. Hamlet does not like Rosencrantz and Guildenstern since they are servants of the Claudius,Hamlet's mortal enemy. The reader does not like Rosencrantz and Guildenstern either which causes the reader to side withHamlet. Another incident of Hamlet's high intelligence is shown when he Hamlet tells Rosencrantz and Guildenstern,I am glad of it: a knavish sleeps in a foolish ear. (IV, ii,24-25) This statement leaves Rosencrantz and Guildenstern more or less confused. Hamlet is clearly more clever than the two ofthem combined and is able to toy with them.Hamlet has an excellent command of the language and because of it, can use wordsto the point that those around him will not understand and may label him as crazy.Hamlet shows another example of his cleverness, this time towards Claudius, when he says,I see a cherub that sees them. But, come; for England! Farewell,dear mother. (IV, iii, 49-50) The cherub, or the angel, gives Hamlet a sense of superiority over Claudius. Having an angel at one'sside would be a definite sign of power, which is exactly what Hamlet tries to maintain over Claudius in their constant powerstruggle. Just when Claudius thinks he controls Hamlet, it is really Hamlet who has the upper hand over Claudius. There are very strong philosophical references made by Hamlet in this act regarding life and death. Hamlet tells Claudius, Your worm is youronly emperor for diet: we fat all creatures else to fat us, and we fatourselves for maggots: your fat king and your lean beggar is butvariable service, two dishes, but to one table: that's the end. (IV,iii, 21-26) This statement id a reference to the food chain, and in turn, a reflection on the meaning of life. It illustrates the equalityof men in that whether one is born to be a king or a beggar, when one dies, we are all equal. Worms and maggots do not treatanybody differently once one is dead and buried. The final scene draws the greatest sympathy towards Hamlet even though he is not even in the scene. The forces of Claudius andLaertes have combined against Hamlet. Claudius states,To an exploit now ripe in my device, Under the which he shall notchoose but fall, And for his death no wind of blame shall breathe; Buteven his mother shall unchange the practice, And call it accident.(IV, vii, 65-69) Claudius is willing to undertake any measures necessary to eliminate Hamlet, to the point that it does not matterwhether or not it hurts Gertrude in any way. This scene depicts Hamlet as the victim, much like two bullies picking on a smallerchild in school, since the king, with the aid of Laertes, is out to kill Hamlet, this time with a passion. Much like a politicalrevolutionary, Hamlet has the system against him and is facing death because of his loyalty and honour towards his father. The fact that Hamlet's life is not indeed in jeopardy attributes to his "hero" status. In addition, his only fault is the desire to avengehis father's murder, an act considered completely honourable by the reader. However, Hamlet's negative attributes include hisrudeness towards others, including the fair Ophelia, and a violent nature as shown

Erin Brockovich The WritePass Journal

Erin Brockovich Abstract Erin Brockovich ). However there is a perception that there is no correct situational leadership style leading to success, it is a combination of factors coupled with Ms Brokovich personal drive (Virick et al, 2012). A distinct detriment involved with the transformational approach outlined by Golemans (2013) leadership theory as clearly demonstrated by Erin Brokovich, was the headstrong opinionated statement of ideals regardless of the surroundings. As was the case when Ms Brokovich spoke her mind in the courtroom and lost her accident claim, there is very real potential to harm an on-going effort with a poorly founded assertion. Yet, there cannot be a turning away from a potential issue through the advent of fearing failure (McCullough, 2008). Ms Brokovich clearly illustrates that by clarifying the basic elements of the initial client’s case, the medical records, that the uncovering of the past association of the water company held clear need for investigation. As in the model Simon (1959) outlined there is a rational model that allows for the person to choose the best alternative. The uncovering of these links led to a transformation of the case from a routine operation to a case that yi elded substantial gain and reparations for every party involved. As the Ann Brown (1996) evidence demonstrated knowledge is critical for progress. The process of critical thinking directly leads to higher forms of literacy and argumentation as well as sophistication (Brown, 1996). Transformational leaders have the capacity to invoke charisma and personal attributes in order to attain their goal (Goleman, 2000). Utilizing at least some feminine wiles, Ms Brokovich was able to convince the keeper of the county water records to not only allow her unfettered access, but extended her every personal nicety possible. This quality of contact and ability to connect with those involved most closely with the case provided further opportunities for this form transformational leadership to play a pivotal role (Goleman, 2013). It was the personal outreach of Ms Brokovich that enabled the initial claimants to realize the connection between the water company and the sicknesses that that family was experiencing. The stimulation that Ms Brokovich provided allowed t he pieces of the puzzle to come together in such a manner that the truth could emerge (Gardner, 2013). This demonstration of continued research and determination is a critical element of the transformational approach to leadership. Others cite the high instances of failure due to the lack of support offered to potential leaders during crises (Lawerence, 2013). There is an innate instinct to choose a successful leader, and a person that does not consistently show wise decision making can rapidly lose their following. A transformational leader will possess the capacity to encourage the group to action (Gardner, 2013). This is a critical component any operation, the ability to bring the clients to focused action. As Ms Brokovich discovered, it was necessary to enlist nearly every one of the potential claimants in order for the claim to go forward against the water company. It was her personal connection, intuition and knowledge of the situation that enabled the lawyers to create a case that would be capable of winning in court (Gardner, 2013). Yet, depending too much on these personal relationships can become a detriment in the event the core person or knowledge is lost or corrupted (Golemman, 2013). Despite the fact that Ms Brokovich possessed the capacity of personally remembering each and every element of each and every case, there was the real potential for oversight, which is a substantial weakness of the transformational approach to leadership (Northouse, 2004). Finally, the transformational leadership approach is cited for inspiring the long term effort (Gardner, 2013). Yet, when it fails others describe this form leadership as wreaking tremendous consequences on any underlying company (Northouse, 2004). Following the initial success Ms Brokovich inspired those around her to seek out others in similar situations, thus creating a long term effort to correct the illegal acts of large corporations. In a very real way, it was the leadership style of Ms Brokovich that first identified, then researched and then made possible the settlement against the water company. Lacking such a person playing this key role, there would never have been an awareness of the issue and many families and individuals would be worse off. In this case, transformational leadership, while showing some weakness, supplied the impetus for positive resolution and personal success. 2.2 Transactional Leadership Transactional leadership is an approach that emphasizes the role of reward in the effort to produce results (Bolman, 2013). Resting on the twin concepts of reward contingent on effort and stability of the status quo, the transactional form of leadership provides incentives to the employee workforce. The very first example of this style of leadership employing the reward element is the day Ms Brokovich forces her way onto Mr Masry’s staff. With the act of offering her a job as a form of reward for her perseverance and ambition, the transactional leadership style of Mr Masry was illustrated (Gardner, 2013). Despite his initial reluctance to give her a position, he was led to the act by the actions of Ms Brokovich. Further, this element allowed Mr Masry the luxury of maintaining the status quo at work, providing another illustration of the transactional philosophy at work (Avolio and Yammarino, 2002). Trying very hard to maintain a business that operates smoothly Mr Masry is very concerned with reducing any outbursts or unsightly scenes at the workplace. Avilo et al (2002) outlines the argument that the only truly effective form of leadership rests in the combination of the transformation and transactional format. Others cite the highly unstable nature of the transformational style and cite instances that misinformation and lack of information has led to failure on the part of companies employing these methods (Gardner, 2013). The literature supports the contention that the transactional form of leadership is effective and adaptable, capable of being utilized in nearly any environment (Avilo et al, 2002). Yet, the Chhokar, Brodbeck and House (2007) literature disputes this assertion assigning the transactional approach to be best used only by temporary management during transitional phases. The next example of the transactional form of leadership espoused by Mr Masry rests in the firing of Ms Brokovich following her initial foray into research. The managerial approach in this instance equated the actions of Ms Brokovich with the deliberate abandonment of duty, thereby resulting in termination (Chhokar et al, 2007). This reaction was in direct response to the attendant attitudes of the other employees in the office as well as a direct effort to maintain tranquillity in the work place. The role of the transactional leader is to determine what is in the best interests of the company and provide the best employee centred solution (Northouse, 2004). Again, this action on the part of Mr Masry was a direct reward of the actions perceived to be taken by Ms Brokovich, which in turn led to a direct reprisal. The transactional leadership approach does not individualize employees, but seeks to treat each person the same, thereby equalling the work place (Northouse, 2004). With the actions of Mr Masry directly fuelling Ms Brokovich outrage, there was a very real sense of motivation in her decision to re-join the team after Mr Masry sought out her help. The transactional approach in this case dictated that Mr Masry ensure that Ms Brokovich was properly motivated to work with the team, despite her sometimes outspoken manner (Wheatley, 2004). This transactional style is repeated throughout the movie as Mr Masry’s preferred form of management. From the instant that Ms Brokovich is taken back onto the staff at the law firm, there is the sense of pay for performance being demonstrated by being given a rental car and a raise (Gardner, 2013). This acknowledgement of value in the work that Ms Brokovich was conducting was reflected in the reward of better pay and position at the work place. As the movie continued to demonstrate the building case against the water company the transactional style of leadership of Mr Masry continued to show. With the move to bring in a partner firm to defray the cost, Mr Masry was utilizing the transactional approach to maintain the status quo (Bograd, 1995). By attempting to have the meeting at a time when he was aware that Ms Brokovich would be gone, only supports the approach by illustrating the desire to maintain a low profile, confrontation free work place (Gardner, 2013). Yet, this approach could easily have overlooked the case at hand by focusing on maintaining day to day ordinary operations (Goleman, 2013). It was Mr Masry’s wish to maintain an ethical countenance and make the situation better for Ms Brokovich that served to provide the opportunity for this case to emerge (Mendonca and Kanungo, 2007). His sense of corporate responsibility, or the need to be accountable for his actions that caused him to take that action (Gol eman, 2013). Finally, the transactional form of leadership espoused by Mr Masry was best exemplified by the overpayment of funds to Ms Brokovich. It was the determination of management that the job provided by Ms Brokovich was worthy of an increase in pay, thereby providing correct remuneration for effort (Gardner, 2013). This final demonstration of transactional philosophy clearly illustrates the strength of proper management. Yet, a clear liability rests in the opportunity for management to neglect to adequately reward the employee, thereby detracting from the fundamental effort (Northouse, 2004). 3 Conclusion The movie Erin Brokovich (2000) provided a clear illustration of leadership in the form of Ms Brokovich’s transformational approach as well as Mr Masry’s transactional view. Both methods have been credited with providing sound and reasonable provisions for both companies and individuals. Yet, the opportunity for weakness due to the individual personality detriments found in the transformational approach can hinder development of any idea or concept significantly. Further, the transformational approach rests largely on the assurance that the leadership has the correct information as well as the appropriate know-how. Lacking a clear strategy can doom any project to failure. In comparison the transactional approach has the potential to overlook possible opportunities in the quest to maintain office stability. Relying on the actions of others to provide impetus for progress can limit the overall capacity for a business to succeed. The literature in this analysis supports the approach that a combination of the transformational and transactional approaches is the best method of overall leadership. Leading by providing vision, yet rewarding the industriousness of the employee base has the potential to build a long lasting organization that will have the innate capacity to meet any goal. Much like the movie Erin Brokovich (2000) illustrated, with proper leadership, vision and determination even the biggest well-funded organization must submit to the rule of law. 4 References Abrahamson, E. and Eisenman, M. 2008. Employee-management techniques: transient fads or trending fashions?  Administrative Science Quarterly, 53 (4), pp. 719744. Avolio, B. J. and Yammarino, F. J. 2002.  Transformational and charismatic leadership. Amsterdam: Elsevier Science. Bograd, H. 1995. The Jossey-Bass Handbook of Nonprofit Leadership and Management.Nonprofit and Voluntary Sector Quarterly, 24 (3), pp. 269271. Bolman, L. G. 2013.  Reframing organizations. San Francisco: Jossey-Bass. Brown, A. and Campione, J. C. 1996.  Psychological theory and the design of innovative learning environments. Berkeley, CA: University of California. Chhokar, J. S., Brodbeck, F. C. and House, R. J. 2007.  Culture and leadership across the world. Mahwah, N.J.: Lawrence Erlbaum Associates. Gardner, H. and Laskin, E. 2013.  Leading minds. New York, NY: BasicBooks. Goleman, D., Boyatzis, R. E. and Mckee, A. 2013.  Primal leadership. Goleman (2000), Leadership that gets results, Harvard Business Review Hughes, R. 2009. Time for leadership development interventions in the public health nutrition workforce.  Public health nutrition, 12 (08), pp. 10291029. Lawrence (2013), Developing Leaders in a VUCA Environment, UNC Kenan-Flagler Business School Mendonca, M. and Kanungo, R. N. 2007.  Ethical leadership. Maidenhead: McGraw-Hill/Open University Press. McCullough 2008. Timeless Leadership: The great leadership lessons dont change, Harvard Business Review Northouse, P. G. 2004.  Leadership. Thousand Oaks, Calif.: Sage. Ouimet, G. 2010. Dynamics of narcissistic leadership in organizations: Towards an integrated research model.  Journal of Managerial Psychology, 25 (7), pp. 713726. Peters, T. J. and Austin, N. 1985. A passion for excellence. The leadership difference. Price, T. L. 2008. Leadership ethics.  Leadership, 1 pp. 12008. Russo, J. E., Schoemaker, P. J., Russo, E. J. 1990. Decision traps: Ten barriers to brilliant decision-making and how to overcome them. Simon Schuster. Schoemaker, Krupp, Howland 2013. Strategic Leadership: The Essential Skills, Harvard Business Review Simon, H. A. 1959. Theories of decision-making in economics and behavioral science. The American economic review, 49(3), 253-283 Smircich, L., Morgan, G. and Others. 1982. Leadership: The management of meaning.  Journal of Applied Behavioral Science, 18 (3), pp. 257273. Virick, M. and Greer, C. R. 2012. Gender diversity in leadership succession: Preparing for the future.  Human Resource Management, 51 (4), pp. 575600. Wheatley, M. J. 2004.  Leadership and the new science. San Francisco: Berrett-Koehler Publishers.

Naval Hospital Guam Facility Case Study Example | Topics and Well Written Essays - 750 words

Naval Hospital Guam Facility - Case Study Example Naval Hospital Guam 2006). My search has so far brought up the general quality management program for the Department of Defense but no specifics on this particular facility. I have been unable to identify a comprehensive Quality Assurance Program document online for the Naval Hospital Guam. The tasks of the Data Quality Analysis and Evaluation Division, the closest thing to Quality Assurance, is as follows: "Administers, coordinates and analyzes a variety of statistical data, to include: Medical Expense and Workload (MEPRS); Clinical workload data (both inpatient and outpatient); and Utilization Reporting for use by the command and higher authority. Provides guidance to work centers in developing statistical data collection techniques; and conducts training to familiarize personnel with statistical data reporting and requirements, and the impact on financial and manpower resource allocation"(U.S. Naval Hospital Guam, 2008). In connection with TRICARE, there was reference to the 1998 document from the Assistant Secretary of Defense. The Department of Defense (DoD) Utilization Management (UM) Policy for the Direct Care System provides a framework for systematic business and clinical processes. Regional UM and Quality Management processes are developed at the Lead Agent level. The Lead Agent establishes joint plans with the Managed Care Support (MCS) Contractors. The National Committee for Quality Assurance (NCQA) standards or the Joint Committee on Accreditation of Health Care Organizations (JCAHCO) standards provide the basis for the flexible development of processes which are multidisciplinary, cost efficient and designed to optimize patient care (Assistant Secretary of Defense, 1998). The goals and objectives include attention to the cost efficiency, timeliness and quality of care as well as the optimal partnership with MCS Contractors. Process performance, process improvement and system improvement a nalysis are an integral part of the plan and appropriate measurement and statistical methods are included in the plan. Key elements of the plan are education, utilization review, demand referral management, case and disease management, discharge planning and health promotion. These provide a basis for the evaluation of care and the development of best practices including practice guidelines, critical pathways and critical outcome studies. TRICARE has developed a Provider Handbook by Region to supply information on key operational aspects of the program and program options. Mandated Requirements: According to the Assistant Secretary of Defense (1998), integration of UM in the Direct Care System (DCS) with the contractor's network, other regional Military Treatment Facilities (MTF),

Interest groups Dissertation Example | Topics and Well Written Essays - 10000 words

Interest groups - Dissertation Example This paper studies how the roles of the interest groups within the modern day American politics has shaped up, and how these roles are translated to bring out a true message for the Americans. What is even more significant here is the fact that this study aims to find which strategies are made use of by these interest groups to achieve their respective goals as far as the lengths and breadths of United States are concerned. Also the due role of the National Rifle Association as an interest group has been detailed within this discussion which only adds meat to it in the long run. ... inquire about the areas where interest groups have been able to provide their services and to see if these areas have any political perspectives present as well To explore the due role of the National Rifle Association as an interest group that has done much for the United States over a passage of time Methodology The methodology used within this paper is entirely dependent on the usage of secondary research which is the research that has been gained through evidence and available resources. The secondary research always comes ahead with the passage of time and is manifested through books, journals, newspapers, magazines, periodicals, TV interviews and reports, etc. The methodology lists down the areas from which information has been extracted for the completion of this study and the manner in which it has been done suggests the authenticity that is much required for this paper. The Role Played by the Interest Groups in American Politics Interest groups within the United States are b uilt up in such a way that they have their respective aims and objectives. The reasons why they exist are difficult to ascertain because they are serving the interests of varied stakeholders. The manner in which they operate is visible to everyone yet they exist to make sure that their interests are met in a priority basis. These interest groups have their own vested interests and they can go to any limit to make sure that they are recognized, their work done in a proper way and the results are such that nearly everyone can see and decipher easily. Now how these interest groups bring success is dependent on how well they have been devised in the first place. If these interest groups are working to satisfy a general audience, then the interests will remain broad but if these interest groups

Prison-Building in the UK Essay Example | Topics and Well Written Essays - 2000 words

Prison-Building in the UK - Essay Example How a job is going to be attained is an issue that relates mainly to procurement. There are three different main routes of procurement which one could follow. The first option is perhaps the most obvious, PFI (private finance initiative) procurement, is classic and actually quite attractive. For the purposes of this project, PFI will not be used. However it is helpful to know what it is exactly. Private finance initiatives are usually used when the public sector arranges to buy services, with very empirically-based outcomes from the private sector. This is ongoing for a long time, which includes the maintenance and/or construction of the appropriate designs so that management by the private sector is maximized by the private finance being at a high risk. Next, which is not as innately apparent, is prime contracting. In this instance, a sole contractor is in the place of being the point man for a client in the public realm to produce deliverable goods-such as a completed construction project with budgetary constraints. The next and final procurement option is design and build, wherein one contractor, also indebted to a client in the public realm, has a single outcome specified. Unlike the prime contracting model, there is no pre-agreed cost data. Basically, the fact that these prisons are not being built with private finance initiative procurement is problematic. First, the fact that the money being spent would be taken from private funding would ensure that the public was not being swindled. Secondly, if something went wrong with the project, the money being spent would not be public monies. In fact, the fact that the monies that will be spent are public monies is highly problematic. How then does the prison industry make sure that it is being faithful to its intended purpose (housing prisoners). Someone, if this is public funds being used, must be kept accountable in terms of how the public's money or tax dollars are being spent. Private finance initiative pro curement monies would be safer to use because if the money is not utilized properly, the private sector could more easily sue for damages. However, since the money is the public's money, the public does not necessarily have a representative in place to represent their interests, needs, and wants with regard to how the project is coming along. In this way, there is much more potential for abuse when it comes to the public's money being spent on the prison programme. SECTION II. III. Question II In the opinion of Ramus, et. al. (2006), "After a client has selected an appropriate procurement strategy for his building project, the next stage will be a review of how best to obtain the resources that will be necessary for him to have the work carried out. In most instances, client organizations will have limited skills and resources" (pp. 68). There are four different types of contracts which could be utilized in this situation: a contract based on bills of

Changing Role of HRM: The NHS

Changing Role of HRM: The NHS The Changing Role of Human Resource Management within the National Health Service: Feeling at Home in an Increasingly Complex Environment. Abstract In the context of a widespread programme of reform of the English National Health Service (NHS) this paper considers the changing role of Human Resources Management (HRM) within the service, and reports a study of the changing role of HRM in a large teaching hospital. Empirical research suggests that whilst the perception of the role and effectiveness of the HRM function remains varied, if managed correctly it is potentially capable of having a direct and beneficial impact upon service delivery. Introduction The reforms and changes within the National Health Service (NHS) and its management of staff and services has clearly been well documented, however research into the evaluation of these initiatives remains a neglected area. Walshe suggests that the reason behind this is that researchers do not have time to ‘painstakingly document and measure the progress and impacts of reform due to constant change caused by the initial ‘bright ideas having been poorly thought out (2002:106). Empirical research can though attempt to offer an understanding into the ‘complex relationships that exist between individuals and how they interpret policies within a wider social and cultural organisational context (Clarke 2006:202) and provide insight into the NHS managerial culture to examine how it ‘supports and facilitates the implementation of the recent wave of NHS reforms (Merali 2003:550). Through incorporating a review of the literature that surrounds the changing role of HRM w ithin the NHS and empirically based qualitative research, a comprehensive insight into the current context and position of Human Resource Management within an NHS Trust is given. Whilst such research will hopefully be of academic interest, perhaps more importantly in order for the NHS and other public services to be aware of the impact of reforms upon employees and thus on subsequent service delivery, an awareness of HRM practices and their implementation should be a necessity for practitioners (Edgar and Geare 2005). The Current Context of the NHS â€Å"†¦the NHS is unique. To name but a few of its characteristics, it is in the public sector, exceptionally large in terms of its resources, activities and numbers employed; domestic not international in its operations; its tasks are infinitely varied, complex and difficult; its goals are unclear; it is subject to an exceptionally wide range of political and economic influences; and it is an organisation uniquely and specially close to the hearts (metaphorically), minds and bodies (physically) of British people. It is run by ‘special kinds of people too: dedicated, yet often ambitious, highly qualified and skilled, often bloody-minded and usually tough-minded, yet also caring and even tender.†(Glover and Leopold 1996:256) The NHS is the largest employer in Europe, employing over a million clinical, infrastructure and support personnel (The Information Centre 2006). Whilst remaining close to the peoples heart in terms of its founding values of a universal and comprehensive health care with its service delivery freely and equally available to all in society (Rivett 1997; Talbot-Smith and Pollock 2006), it is also close to the peoples pockets, with billions of pounds having been invested into the NHS in the last ten years (Appelby 2007). In addition to providing a health service to the population, it is also claimed that ‘health and healthcare play a key role in generating social cohesion, productive workforce, employment and hence economic growth (Harrison 2005) and for this reason, as Bach notes, the means to reform health care systems effectively is an issue that confronts policy makers worldwide. (2001:1) As such, the challenges facing the NHS in terms of management, change and efficiency are i mportant to an audience far wider than the UK and those who use and work within the organisation. In consuming around  £50 billion per annum it is no wonder that successive British governments have attempted throughout the history of the NHS to dictate from the centre the ‘minutia of the NHSs activities. A key problem however is that due to the complexity of the organisation itself and the politics that surround it, the methods used are considered by many to consist merely of ‘a plethora of complicated targets and initiatives that confound those who are charged to implement them (Bradshaw 2003:90). In recognising the obvious public concern over the management, and expenditure, of the NHS both the previous Conservative and Labour governments and current New Labour invest considerable time, and tax-payers money, into attempting to improve the service. Yet it is considered increasingly apparent that in responding to health deficiencies ‘by throwing money at them to see the quick, comfortable resolution of the political conflict that these inevitably cause (Duncan -Smith 2002), continual change ‘for changes sake has become the focus at the expense of the ultimate ‘telos that created the health service (Kelly and Glover 1996:31). Changes in Management of the NHS Since its conception, it is clear that the NHS has undergone many changes, both structurally and ideologically, but it is since the reforms of the early 1980s that the focus of NHS management has attempted to move away from obvious ‘command and control techniques and towards local management with local responsibility and accountability not only to the government but to the public that ‘experience the service. It was subsequent to these reforms and as a result of the Griffiths Report and policies such as ‘Promoting Better Health, that ‘Working for Patients'(1989) was introduced which further emphasised the NHSs aims of better health care, choice, complaints procedures, patient information, and overarching quality. Currently a number of policy and management initiatives are transforming the structure and organisation of the NHS (Truss 2003). New Labour are heralding the benefits of ‘choice within the public services as a whole and many of the recent initiatives focus upon the ‘customer and the need for services to attract these customers and the money that they bring, to the extent that within the NHS ‘individual patient preference [is] determining where business will be placed (Bradshaw 2003:87). The logic behind this is claimed to be one of providing a new incentive for ‘providers to improve customer responsiveness, for if money follows patients and patients have a choice of service the power is with the people rather than in the hands of a previous monopolistic service provider (ibid). Such market incentives are driving NHS hospital trusts to perform more like businesses, with a corporate focus based upon meeting the demands of all the various stakeholders, and thus r equiring distinct business strategies which will account for all aspects of the organisation and services provided and ultimately ‘enhance their cash flow (Pollock 2004:218). With the establishment of Foundation Trusts, NHS Trusts which are perceived as high performers can gain Foundation Status, thus becoming corporate bodies, free from the controls of the strategic health authorities and accountable only to those whom they represent their own managers, staff, patients and local residents (Pollock 2004). The thinking behind this is seemingly one of moving away from what has been perceived as a ‘monolithic, inefficient bureaucracy to a system of individual services which are autonomous healthcare provider organisations that could be flexible, responsive and innovative (Walshe 2002:109). As the Department of Health states: â€Å"The Health and Social Care (Community Health and Standards) Act 2003 establishes NHS Foundation Trusts as independent public benefit corporations modelled on co-operative and mutual traditions. Public benefit corporations are a new type of organisation, specially developed to reflect the unique aims and responsibilities of NHS Foundation Trusts. NHS Foundation Trusts exist to provide and develop services for NHS patients according to NHS principles and standards and are subject to NHS systems of inspection. Transferring ownership and accountability from Whitehall to the local community means that NHS Foundation Trusts are able to tailor their services to best meet the needs of the local population and tackle health inequalities more effectively.†(DoH 2007) Walshe considers the introduction of Foundation Trusts as providing organisational stability due to them reducing the ability of ‘future Secretaries of State for Health to reorganise the NHS every two or three years and thus allowing ‘meaningful service improvements to take place (2002:109). However, it is also recognised that this in turn could potentially cause problems as there will be ‘no guarantee of good management and governance resulting in the replacement of ‘one set of dysfunctional behaviours with another (ibid). Many interpret Foundation Trusts as forcing NHS trusts into having to respond flexibly to market forces similarly to private sector organisations, due to the public and political interest in the service it must also contend with the constant barrage of audits, inspections, monitoring, league tables and an increasingly demanding and knowledgeable public (Talbot-Smith and Pollock 2006). The NHS today can therefore be seen as remaining seemingly attached to the ideologies of the business world, and current government emphasis towards ‘modernisation suggests that the premise remains dominantly that: â€Å"†¦no organisational context is immune from the uncertainties of unrelenting change and that, as a result, all organisations public, private and voluntary need to develop similar norms and techniques of conduct: if they do not do so, they will not survive. Thus all organisations need to look to current ‘best practice†¦Government services are brought forward using the best and most modern techniques, to match the best of the private sector.†(Du Gay 2003:676) These government initiatives reflect notions that by improving management and employee satisfaction, the NHS could become both an efficient and effective business, able to satisfy these consumerist needs of the customer. For example, the policy ‘Improving Working Lives aimed to encourage NHS employers to ‘develop a range of policies and practices which support personal and professional development and enable employees to achieve a healthy work-life balance (DH 2000). These management strategies have been labelled within this sector as New Public Management (NPM) and are considered to mark a clear differentiation from the previous strategies of ‘an administered service to a managed service'(Bach, 2000:928). Flynn argues that NPM clearly incorporates all of the changes that have occurred within the NHS following the reorganisations and new rhetorics of the 1980 reforms and the essential components that NPM consists of are clearly visible: â€Å"†¦more active and accountable management; explicit standards, targets and measures for performance; a stress on results, quality and outcomes; the break-up of large units into smaller decentralised agencies; more competition and a contract culture; more flexibility in the terms and conditions of employment; increased managerial control over the workforce and efficiency in resource allocation.†(1991:28) With the introduction of this managerialist emphasis in the NHS it has been suggested that there has been an investment of ‘faith in managers. This faith has been based on the supposition that the ‘language, techniques and values of managerialism were, and are, ‘the only way actually to deliver change; thus an ‘unparalleled position of ‘power and authority has been placed upon public managers (Exworthy and Halford 1999:5-6). Such managerialism, and its values and beliefs is based upon the assumption that ‘better management will prove an efficient solvent for a wide range of economic and social ills (Pollitt 1993:1), and in the case of the NHS these ‘ills are well documented in terms of a lack of capital and thus a shortage of resources yet with a need to provide an increasingly efficient and ‘quality driven service. However, the notion of managerialism must be used with caution. ‘Faith in managers can be perceived as politicians having faith in their own management in that they have failed to ever relinquish control, instead taking even more tight control through the implementation of numerous health policies and operational procedures. Such a need to keep close reigns on the management of the NHS suggests a deep mistrust in the capabilities of the public servants within it rather than a desire to allow it its freedom. Overall it is clear that the NHS is very complex for a range of reasons not least because of its complexity and variety of its duties, the range of skills it needs to draw on, the difficulty of reconciling competing priorities, the cost of healthcare, and the way the NHS has been stitched into the political fabric of England. From an organisational perspective too it is a hybrid mix of hierarchy, bureaucracy, market and network. To efficiently manage such an organisation is therefore a highly complex and unrelenting challenge. HRM in the NHS The role of HRM pre-reforms was mainly focused on administration and support with a lack of defined responsibility. Named Personnel rather than HR, the function was used to deal with general staffing issues of terms and conditions of employment, payment and holiday options, individual and local staffing issues and the well known ‘hiring and firing that it remains renowned for. From Personnel Managers came HR professionals, HR departments, and increasingly HR directors with voting rights on the Executive Boards of NHS Trusts. This has been considered a result of the changes that stemmed from the Griffiths reforms and continue today, and due to a particular focus on corporate business ideals, from which a clear, but nonetheless controversial role was carved out for a function that dealt with the management of the increasingly important resource of people. ‘†¦the effect of the reforms was to stimulate management to review custom and practice and historical staffing patterns, with a view to achieving better value for money. In this context the HR function was caught up in the continuing tension between those health care professionals who focused primarily on patient care, and those managers responsible for cost-effective use of resources but constrained by a lack of clinical knowledge'(Buchan 2000:320). The current role of HRM in the NHS, its status within the service, and its success as an effective function has become especially important at this time where ‘human resources are considered the key to not only improved staff performance but also competitive advantage (Bach 2001; Clarke 2006). Despite the managerialist rhetoric that clearly surrounds the drive for increasing the role of HR, on a more simple note it is little wonder that such an emphasis has been placed upon the HR function considering the cost of staffing in the NHS of the  £19 billion cash increase in the NHS from 2004/5 to 2007/8 the increases in staff pay ‘swallowed up around 34% (Appelby 2007). To add to this, the growing importance of the function is particularly clear in situations where individual NHS trusts are being granted greater financial and operational independence within the increasingly competitive, consumer driven market that the government is creating through such initiatives as Found ation Trust Status. Barnett et als research demonstrated that the HR function within a Trust evolved through these changes in political and organisational focus and ‘generated a new focus on labour productivity and on value for money from which ‘a new and strategic approach to the management of the workforce was required and as a result they decided to ‘embrace the principles of human resource management'(1996:31). So with the acknowledgement that service funding follows customers, customer satisfaction is linked to quality of service, and quality of service is linked to ‘the skills, motivation and commitment of service staff, within such a ‘labour intensive human service industry the role of HRM is imperative (Bach 2001:1; Pollock 2004). The Changing Role of HRM in the NHS Yet HRMs move from an administrative role to a function that potentially impacts upon corporate strategy has been my no means plain sailing. Ham succinctly locates a key basis for conflict within the NHS in his suggestion that ‘there is continuing tension between the role of doctors in deciding treatment†¦and the attempt by managers and politicians to influence priorities at a national and local level (1996:96). There is much literature on the dominance of professionals and the conflict with managers within public sector organisations and in particular the NHS (Kember 1994; Skjorshammer 2001; Atun 2006; Hoggett 2006) and it is clear that their dominance remains not only because of their unique skills and knowledge but also because of their obvious importance within the service (Kelly and Glover 1996). However, within the changing NHS, the dominance of the professionals is subject to more and more management constraints, both on their resources and their autonomy and whilst some acceptance of management expertise is recognised by the professional groups their patience reaches a limit when this becomes encroachment on their ‘professional competence, resulting inevitably in conflict (Ackroyd 1996). Managers within the NHS are marked by a poor image, often both within the organisation and by members of the public. Meralis study found that the ‘majority of the managers were convinced that the general public believed that doctors and nurses were the only professionals in the NHS who are motivated by a desire to serve/provide care to society (2003:558) and similarly within this research the public perception of management within the NHS was consistently negative: ‘Theres too many [managers] as it is, ‘The NHS should swap most of the managers for doctors and nurses, then there wouldnt be waiting lists, â€Å"If you can find out what the management do then thats an achievement in itself. Overall it seems that management, especially in a context of attempting to rationalise the NHS and incorporate business ideals of value for money and efficiency which often results in cost-cutting through redundancies and closing services, are deemed by non-managers to hold an enti rely different ideology that is a far cry from caring for people. Yet the function of ‘management is well placed within the NHS, and its conflict with the medical professionals whilst often cited can appear over-emphasised. However with HRM now shifting in its role from administration and support to management and strategy at the same time as organisational change that is producing a complex and uncertain environment for many within the NHS, the HRM function faces a hostile crowd. This symmetry between the focus upon business and private sector ideals and the rise in HR as a function in its own right, can begin to explain perhaps the antagonism that many within the NHS express towards the HR departments. Those within the NHS who hold close to their hearts the original ideals of the NHS and their role within it rather than fighting against government initiatives and the corporate business world influence instead could hold to account the one group which was ‘created out of these initiatives the HR function. Bryson et al in acknowledging both the power struggle between doctors and management and the increasing role of HRM note that, with a complex organisational strategy that seemingly has no clear direction and with few colleagues from the traditional management functions to align with, HRM are far from being seen as any part of the ‘NHS tribal club (1996:53). Through becoming part of the ‘Corporate Business Team and gaining responsibility and a potential role of ‘power within the new NHS environment the HRM function has run into conflict. Starting off on the wrong-foot, as Bach explains, HR within the NHS must struggle with the constant accusation that it is illegitimate as its role does ‘not obviously contribute to patient care'(Bach 2001:12). It would also be expected that any role within the NHS service that had the role of scrutinising staff and reviewing quality of care when they were not medically knowledgeable would come to blows with the medical professionals, especially when the latter has enjoyed far-reaching autonomy and control in the service since its beginning (Buchan 2000). However, to also find few compatriots within the rest of management due to its timely rise with organisational change which has rationalised and constrained many other departments, many HR departments have been left in a no-mans land. There are few who would debate the continued dominance of the medical profession within the NHS, nor the importance of it remaining in such a position. However, their importance within the NHS as a business is becoming more complex. Management are increasingly holding the power to dictate for example the working patterns of doctors and they have the ability to withhold or reward resources depending upon clinicians abilities to achieve targets. And, with the introduction of Foundation Status, Trusts are running a competitive business within which all are dispensable, as Pollock describes: â€Å"†¦in the past, doctors were free to speak out in fact they were under a moral obligation to do so if they felt it was in the interests of their patients. In a business culture, however, loyalty is said to be due above all to the shareholders. Where the survival of the hospitals depends on massaging the figures and performance ratings, doctors who expose the inadequacies in the system or rail against underfunding or lack of resources are seen to be criticising their own hospitals†¦Ã¢â‚¬ (2004:203) With performance targets increasingly dominant in the NHS, to the extent that funding, resources and ‘Foundation Status can be given or taken away accordingly, accountability not only for service provision but also initiatives such as ‘Improving Working Lives have meant that HRM can also take a large piece of the managerial high-ground (Givan 2005). In addition, with the record investments in staffing and government focus upon improving service delivery through effective people management, HRM has been given legitimacy within the NHS through the Governments ‘HR in the NHS Plan (DoH 2002) which represented the NHSs ‘first generic HR strategy'(Truss 2003:49) and more recently ‘NHS Foundation Trusts: A Guide to Developing HR arrangements which highlighted the importance of the HRM function within Foundation Trusts (DoH 2006). With these initiatives in place the effective functioning of HRM is a measurable target it matters not whether the medical professio nals or other managers accept or value the role of HRM. This not only provides the HRM function with a place within the NHS, it gives it the opportunity to ‘adopt a more strategic role within the ‘new public management: ‘it is no longer consigned to a reactive and administrative role, interpreting and applying national rules, and can be proactive (Corby 1996 cited in Truss 2003:49). A number of commentators have assumed that changes in the role and status of HRM in the public sector merely follow orientations developed in the private sector (Buchan 2000; Thomason 1990). Just as the NHS as an organisation can be seen to have taken on private, corporate business strategies, so too it is considered that private sector HR management techniques were established (Buchan 2000:320). Distinct similarities can indeed be seen between the developments of HRM in the private sector and what is currently expected of the HRM function within the NHS as Begley and Boyd summarise: â€Å"The declining relevance of the command-and-control approach to business has extended into the roles played by HRM. Many companies regard their employees talents as providing a significant competitive advantage. they expect their HR professionals to formulate creative, flexible programs and policies to woo, develop, and retain that talent.†(2000:12) This apparent mirroring of private sector HR techniques within the public sector environment has met with various hostile reactions, with accusations of public managers being forced to adopt private sector HRM styles with the possible ‘dangerous result that such language will cause the public domains to ‘neglect their values (Boyne, Jenkins et al. 1999:411). Yet others, and especially some senior HR professionals within the NHS, take a different view. For them, the introduction of more efficient people management is an important and necessary development, one that is sorely needed in an environment where people are not only the service providers, but also the product and customer of healthcare services. The following empirical research and analysis demonstrates that far from being left out in the cold, the HRM function is capable of rising through an NHS Trust, effectively implementing government initiatives as well as producing its own, and finally reaching the position of designing and directing corporate strategy. Whilst the perceptions of HRM by other Trust members may vary, this is not necessarily a hindrance, but perhaps an organisational necessity that must be negotiated. Methodology The paper reports a research project that has followed the changing role of the HRM function within a large teaching NHS Trust (herein called ‘The Trust) in the UK. It reports on in-depth interviews and observations of a number of meetings involving staff from across the hospital hierarchy. The Trust is facing many changes, both in its financial governance and organisational practices. Recently it was granted â€Å"Foundation Trust† status and, as a result, a competitive drive for value for money and the need to develop efficient recruitment and retention practices have become key issues. Despite only requiring access to staff, rather than patients, researching an NHS Trust proved more difficult than originally anticipated. Currently researchers wanting to interview NHS staff are required to gain NHS Ethics Committee approval to the same degree that clinical researchers must do when requesting clinical trials on patients. This can be seen as associated with the increased awareness of the importance and value of hospital staff and their working lives at all levels of the organisation, requiring the researcher to ensure that the research is valid and that staff will not be adversely affected. It could be suggested that by not distinguishing between staff and patients and the need for ethical approval in research the NHS has adopted the understanding that to ensure quality of service and patient care staff must also benefit from an improved working life.[1] The empirical research took place over a period of nine months within the one NHS Trust and included in-depth interviews with twenty-two members of The Trusts staff and observations of key meetings with staff from across The Trusts hierarchy in attendance. A Trust Executive P.A. provided a list of thirty-five potential participants for the interviews, ranging from Assistant Service Managers, Junior Doctors, Ward Managers, Nurse Specialists and Senior Staff (including members of the Trust Executive) who were contacted via email communication. Assurances were given that these participants had not been ‘cherry picked for their perceptions of HR or management initiatives (which was reflected in interview content at times). The interviews were conducted either within an office provided by The Trust or at a location convenient to the interviewee, often a staff room or their office. Each interview was recorded, with the participants consent, and transcribed in full, with all distinguishing information such as names, exact details of roles and personal information destroyed to ensure anonymity, in accordance with the Ethics Approval criteria. The Director of Workforce and Corporate Affairs was interviewed twice, before subsequent interviews took place and again once interviewing was completed. The three meetings observed (Patient and Staff Experience Meeting; Executive Governance Committee for Clinical Effectiveness; and Strategy Advisory Group) were chosen through knowledge of the different staffing groups that would be in attendance in order to attempt to gather information as to how different groups interacted. By chance observation of the RCN Clinical Leadership Programme Presentation to the Patient and Staff Experience Group was also possible. Notes were taken during the meeting regarding staff interaction, comments about policies and Trust issues, though individual names and some meeting content was not recorded due to either anonymity or irrelevance. Due to the highly qualitative nature of this research and in valuing the need to attempt to provide an accurate and indepth understanding into the perceptions of those interviewed and how these relate to the role of HRM and its effectiveness, the following presentation and discussion of the research will use direct quotations, some at length, to highlight issues. It is felt that it is important to allow these views to be expressed clearly and as distinct from over interpretation thus enabling as honest a reflection of the current context as possible. In order to ensure the anonymity of participants they will usually be identified only by their generic role within The Trust. Discussion of Empirical Research The research demonstrates that perceptions of HRM within The Trust remain varied, a stance that is not unknown to those within the role: â€Å"I think lots of different people have lots of different perceptions. I think †¦a lot of managers are starting to see the value of HR and what HR can actually offer them†¦Other managers would probably just think we are only here to make their lives difficult and not let them get on with the job but those are the people who perhaps have never really had any involvement or used HR to its capacity† (Human Resources Staff #1) This suggests that HRM within the NHS remains in a similar situation to when Currie and Procter researched the role of personnel within the NHS and highlight the differing perceptions that the personnel department, and its subsequent human resource strategies, had within a trust: â€Å"Both executive directors and middle level managers see an advisory role as appropriate†¦They differ in their views as to whether the emphasis of the personnel department should lie with operational or strategic issues in an advisory role†¦middle managers view the personnel department unfavourably because it is distant from the operational aspects of health care†¦Ã¢â‚¬ (1998:383-384) Indeed, many of the participants found it difficult to summarise the role of HRM and during the research the role was often described as ‘personnel or ‘medical staffing. This lack of clearly defined role for some within The Trust may, as suggested by the HR staff, stem from minimal contact with the HRM department, other than in specific situations such issues with recruitment and pay-role[2]. â€Å"†¦lower grade staff will still see the HR as a sort of mini police force within the organisation and if you do anything naughty you get disciplined and I guess a lot of the lower grade staff dont have a real idea of what the HR department does†¦Ã¢â‚¬ ( Human Resources Staff2) Perhaps another reason could be the constantly changing title of the head of the HR department. Initially The Trust employed a Director of HRM but as the Director developed and expanded the remit and function of the HR departments role his title developed to one of Director of Workfor

Virtual Reality Technology :: Internet Online Communication Essays

Virtual Reality Technology The World of Virtual Reality is getting closer and closer to Neal Stephenson’s idea of the Metaverse in Snow Crash. In Snow Crash, the Metaverse is a world very similar to the world that we know it as, but with one major difference, none of the Metaverse exists. All of the Metaverse is a simulation. The Metaverse has everything that today’s world has, with may additional features. It has all of the buildings, streets, homes, and everyone is represented in what is called an avatar. An avatar is a digital representation of oneself in the Metaverse. The nicer or fancier the avatar normally means the more time or many spent on designing it. In some ways this is happening already. On the internet there are many games where a person can compete against another person, or a person can play a type of social game in which people get to meet others from around the world. The internet has simple chat rooms and there are also social games in which users will interact with each other. In Snow Crash, Stephenson tells how Hiro, the protagonist in the story, runs into two couples on a double date. Each person is represented as their avatar, and they go out on the town in the Metaverse just and in real life. The social setting to the Metaverse exists in many online environments in which many people meet online and date online.. A MUD would be very comparable to the Metaverse in the sense that a person can be the people in which they are playing. A person can navigate their way in Multi-User Dimension to meet other people and chat with individuals. â€Å"Life in a virtual world is s mix of creative playfulness, purpose and serendipity that needs to be experienced firsthand† (Dyril 1). A closer representation of the Metaverse is what is called a virtual world. Dan Costa sums up a virtual world best by describing virtual worlds as having â€Å"smooth chat features and realistic graphic environment, and they offer subscribers the ability to create unique avatars and wander freely† (Costa 1). This is very similar to Stephenson’s Metaverse in the sense that it gives users the opportunity to socially interact with other users without being physically present.