342 – Support Positive Risk Taking For Individuals

Unit 4222-342 Support positive risk taking for individuals (HSC 3066) Outcome 1 Understand the importance of risk taking in everyday life : 1. Explain ways in which risk is an integral part of everyday life For many people risk is an accepted part of everyday life. Every day activities such as catching the bus, travelling on holiday, playing football, setting up home and starting a family all carry some element of risk. Risk plays a part in our health, safety, security, well-being, employment, education, daily activities, using resources and equipment and in community participation.But some adults, for example disabled people or older people, are often discouraged from taking risks. Traditionally they are not encouraged to take risks in areas such as budgeting, planning, employment and daily living skills. This may be either because of their perceived limitations or fear that they or others might be harmed. Everyone has a right to take risks and make decisions about their lives. There is a balance to be found between service user’s participation in everyday activities and your duty of care.Changes in social care and health policy mean that all adults are being actively encouraged to increase their independence by, for example, travelling independently, and by being fully involved in mainstream society through education, work and leisure. It is impossible ever to fully eliminate risk. It is however possible to minimise and prepare for risk by preventative action. To support people to live independently or to travel independently or take part in everyday activities means accepting that there are risks that cannot be avoided but can be minimised and prepared for.2. Explain why individuals may have been discouraged or prevented from taking risks.For disabled people, a move away from a medical model to a social model of disability now means that there is an emphasis on the discrimination and exclusion created by social and cultural barriers. For some services, approaches to risk have in the past been concerned with avoiding potentially harmful situations to service users and staff. People may need to take risks to achieve their aspirations but people who need su pport can be discouraged from taking risks.This may be because of their perceived limitations or because of fear that they or others might be harmed, resulting in criticism or compensation claims. A more positive approach to risk is now being developed, recognising that in addition to potentially negative characteristics, risk taking can have positive benefits for individuals, enabling them to do things which most people take for granted. Risk can be beneficial, balancing necessary levels of protection with preserving reasonable levels of choice and control.A balance has to be achieved between the wishes of those who use services and the common law duty of Care.3. Describe the links between risk-taking and responsibility, empowerment and social inclusion. Personalised care is for everyone, but some people will need more support than others to make choices about how they live their lives. Everyone has the right to personalised care and as much choice and control as possible. As the p ace on personalisation is picked up it is necessary to ensure that this includes the most vulnerable members of our society, including those who may lack capacity.With effective personalisation comes the need to manage risk for people to make decisions as safely as possible. Making risks clear and understood is crucial to empowering service users and carers, recognising people as ‘experts in their own lives’. Risk management does not mean trying to eliminate risk. It means managing risks to maximise people’s choice and control over their lives. True empowerment means that people might make decisions service providers disagree with.If the outcomes are part of the support plan and all risks have been fully discussed and understood, this can lead to real choice and control and a better quality of life for the individual. With support for positive risk taking it can help the individual to:gain self-confidence-achievement, development, new skills and knowledgedevelop skills-goals setting, new activities, supporttake an active part in their community-involvement, participation, inclusionOutcome 2Understand the importance of a positive, person-centred approach to risk assessment . explain the process of developing a positive person-centred approach to risk assessment Every opportunity contains risks – a life without risk, is a life without opportunities, often without quality and without change. Traditional methods of risk assessment are full of charts and scoring systems, but the person, their objectives, dreams and life seem to get forgotten. A person centred approach focus’ on the individuals rights to have the lifestyle that they chose, including the right to make ‘bad' decisions.It is about helping people and those who care about them, think in a positive and productive way in order to achieve the changes they want while keeping the issue of risk in its place. Risk management is finding a balance between â€Å"positive ri sk taking† based on autonomy and independence and a policy of protection for the person and the community based on minimising harm. Bates and Silberman give a list of 7 criteria that any such approach would have to fulfil, these being:Involvement of Service Users and Relatives in Risk Assessment. Positive and Informed Risk Taking.Proportionality.Contextualising Behaviour.Defensible Decision Making.A Learning Culture.Tolerable Risks. .2. explain how to apply the principles and methods of a person-centred approach to each of the different stages of the process of risk assessment Working in a personalised way and developing a positive person-centred approach means accepting there are risks that cannot be avoided but which can be prepared for.Reasonable risk is about striking a balance in empowering people with support needs to make choices ensuring that the person has all the information, tailored to their specific needs, in the appropriate format, to make their best decisions â €Å"Involvement of service users and relatives in risk assessment†: Involving the person concerned and the people that care about them most is one of the most fundamental tenets of any person centred approach.The process uses the ‘Relationship Circle' to help the person and their allies identify key people who could form the persons ‘circle of support'. This group of people is involved from the outset, in the initial gathering of information, in the framing of what the risk under discussion actually is, in thinking that generates ideas and solutions, in evaluating these solutions, in decision making around the risk, in implementing the actions and in the learning that takes place during these actions.Staff must understand what service users and others want, how they view their own risks and what responsibilities each person has in managing risks effectively. The Person Centred Approach meets this by asking for a clear picture of what the person wishes to achieve, why this is important to the person, what success would look like, a history of the risk and uses the ‘doughnut' tool and decision making agreement tools to look at staff roles and responsibilities, and at who will be responsible for different important decisions in relation to the risk. Positive and informed risk taking†: The process is built around a positive view of the person – it seeks to learn what the person's gifts and skills are, what people like and admire about them, as well as investigating what would be necessary to keep them and others safe while taking the risk. The process is based on finding creative solutions rather than simply ruling things out.Bates and Silberman argue here that quality of life should be â€Å"maximised while people and communities are kept as safe as can be reasonably expected within a free society† Thinking around what it would take to keep the person and others safe while taking the risk is a key part of the Positive and Productive Process, as is the use of the ‘Happy/Safe' grid, which looks at how much solutions would make the person happy, by meeting what is important to them, and how much they would keep them and others safe, by meeting what is important for them. One section of the process includes a question â€Å"What does the law say? enabling the process to be informed by the current law, including legislation such as the Human Rights Act. â€Å"Proportionality†: â€Å"The management of the risk must match the gravity of potential harm† Using the person centred thinking tools means flexibility. The more serious the issue, the more people and the more time can be spent considering it in greater detail. Unlike conventional risk assessment, the approach explores the consequences of NOT taking the risk, to the person, to their family, community and services, balancing these against the potential consequences of taking the risk. Contextualising Behaviour†: â€Å"wh y did the person behave in this way? At this time? In this Situation? † Part of the process involves gathering together previous information about the person, including a history of the person's experience of the risk issue from their own perspective, as well as other historical data, gleaned from a variety of sources including learning logs which look at what has worked and what has not worked in particular situations, and communication charts which explore a person's words and behaviours, seeking their meanings and considering what the best response to these messages should be.The ‘4+1 Questions' (What have we tried? what have we learned? What are we pleased about? what are we concerned about? ) help not only to gain an understanding of a person's behaviour in different contexts, but also to build a picture of what has been learned about what is the best support for that person. Defensible Decision Making†: â€Å"there is an explicit and justifiable rationale fo r the risk management decisions† Following the person centred approach generates a clear trail of written records of what has been discussed, the different perspectives, issues and solutions that have been considered, along with any legal issues, such as the human rights act or the mental health act that might affect the risk decision. The paperwork generated during the process provides a clear rationale for why the decisions that emerge during the process have been taken, and why other options have been rejected.The rationale for decision making is also more clearly expounded and recorded than in traditional risk assessment forms in common usage. â€Å"A Learning Culture† The positive and productive approach to risk has a deep emphasis within it on ongoing learning using learning and reflective tools like the learning log, the 4+1 Questions and What's Working/What's not working, and by clearly defining for staff their core duties and their zone of judgement and creativ ity in relation to the risk.If it is part of a serious and concerted attempt by services to change their philosophy and practice in a person centred direction, it can contribute significantly to building a learning culture within organisations. â€Å"Tolerable Risks† A key aspect of the Person Centred Approach is that it uses creative thinking techniques around methods to mitigate the risk and improve quality of life, moving from situations which make the person happy but unsafe, to where they and the community are safer, and from strategies where the person is ‘safe but unhappy', to where they can be happier.Experience of using the process is that it enables participants to take a more balanced and rational approach to risk, finding ways to enable the person to achieve what is important to them while considering what keeps that person and the community safe in a way that makes sense for that individual. 3. explain how a service focused approach to risk assessment would differ from a person centred approach A risk assessment can only identify the probability of harm, assess the impact of it on the individuals, and pose intervention strategies which may diminish the risk or reduce the harm.Assessments cannot prevent risk. Risk is a normal and often beneficial part of everyday life, but while it enables learning and understanding, in the case of potentially destructive consequences it may need to be monitored and restricted. Traditional methods of risk assessment are full of charts and scoring systems, but the person, their objectives, dreams and life seem to get lost somewhere in the pages of tick boxes and statistics. A service focused approach seeks to avoid all risks as far as possible.Staff would be expected to behave and act in a synchronised way with regards risk, not taking into account the individuals wishes. It has no flexibility and is not a responsive approach to meet peoples` changing circumstances. A service centred approach to risk as sessment would be guided by a standard procedure and can compromise individuals rights to make choices and take risks. Often concerns about minimising and attempting to eliminate risks are in the interests of the organisation, but not necessarily in the interests of the person they are attempting to support.A person centred approach seeks to focus on people's rights to have the lifestyle that they chose, including the right to make ‘bad' decisions. Person centred planning, requires that staff have a flexible and responsive approach to meet peoples` changing circumstances, guided by the principles of good planning rather than a standard procedure. Staff need to be constantly problem solving in partnership with the person and their family and friends. Person centred planning seeks to develop a better, shared understanding of the person and her situation.A person centred approach to risk taking will find the balance between what is important to the person, their aspirations and t he supports that they require. 4. identify the consequences for individuals of a service focused approach to risk-assessment. Risk is a normal and often beneficial part of everyday life. Risk taking can have positive benefits for individuals, enabling them to do things which most people take for granted. While risk taking enables learning and understanding, in the case of potentially destructive consequences, it may need to be monitored and restricted.The problem with a service focused approach to risk assessment, is it reduces an individual’s independence and can reduce the positive benefits for the individual. A service focused approach to risk taking tends to have a negative focus on what the individual is not able to do or what they cannot achieve and has a limited outlook on identifying the benefits of positive, person-centred risk assessment. It does not empower the individual or encourage independence.Outcome 3Understand the legal and policy framework underpinning an i ndividual’s right to make decisions and take risks . explain how legislation, national and local policies and guidance provide a framework for decision making which can support an individual to have control over their own lives There are many Legislation and policies which promote the human rights of individuals which support the individual’s right to make their own decisions and to take risks. Some are as follows: The Equality Act 2010 is the law which bans unfair treatment and helps achieve equal opportunities in the workplace and in wider society.The act replaced previous anti-discrimination laws with a single act to make the law simpler and to remove inconsistencies. This makes the law easier for people to understand and comply with. The  act also strengthened protection in some situations. The  act covers nine protected characteristics, which cannot be used as a reason to treat people unfairly. Every person has one or more of the protected characteristics, so the  act protects everyone against unfair treatment. They protected characteristics  are:Age Disabilitygender reassignmentmarriage and civil partnershippregnancy and maternityracereligion or beliefsexsexual orientationHuman Rights Act 1998 – The Human Rights Act means that residents of the United Kingdom will now be able to seek help from the courts if they believe that their human rights have been infringed. It is likely that anyone working within health and social care will be working within the provision of the Human Rights Act, which guarantees the following rights:The Right to life The right to freedom from torture and inhuman or degrading punishmentThe right to freedom from slavery, servitude and forced or compulsory labourThe right to liberty and security of personThe right to a fair and public trial within a reasonable timeThe right to freedom from retrospective criminal law and no punishment without lawThe right to respect for private and family life, home and co rrespondenceThe right to freedom of thought, conscience and religionThe right to freedom of expressionThe right to freedom of assembly and associationThe right to marry and found a familyThe prohibition of discrimination in the enjoyment of convention rightsThe right to peaceful enjoyment of possessions and protection of propertyThe right to access to an educationThe right to free electionsThe right not to be subjected to the death penaltyMental Capacity Act 2005 – The MCA applies to England and Wales. The primary purpose of the MCA is to promote and safeguard decision-making within a legal framework.It does this in two ways:By empowering people to make decisions for themselves wherever possible and by protecting people who lack capacity by providing a flexible framework that places individuals at the heart of the decision making processBy allowing people to plan ahead for a time in the future when they might lack the capacity for any number of reasons Mental Capacity and Dep rivation of Liberty Safeguards 2005.  The safeguards provide a framework for approving the deprivation of liberty for people who lack the capacity to consent to treatment or care in either a hospital or are home that, in their own best interests, can only be provided in circumstances that amount to a deprivation of liberty. The safeguards legislation contains detailed requirements about when and how deprivation of liberty may be authorised. It provides for an assessment process that must be undertaken before deprivation of liberty may be authorised and detailed arrangements for renewing and challenging the authorisation of deprivation of liberty. The Code of Practice contains guidance on the deprivation of liberty safeguards.It is particularly intended to provide guidance for professionals involved in administering and delivering the safeguards, who are under a duty to have regard to the Code. The Code is also intended to provide information for people who are, or could become, su bject to the deprivation of liberty safeguards, and for their families, friends and carers, as well as for anyone who believes that someone is being deprived of their liberty unlawfully. Mental Health Act 2007 – amends the Mental Health Act 1983 and the Mental Capacity Act 2005.It introduces significant changes which include:Introduction of Supervised Community Treatment. This new power replaces supervised discharge with a power to return the patient to hospital, where the person may be forcibly medicated, if the medication regime is not being complied with in the community.Redefining professional roles: broadening the range of mental health professionals who can be responsible for the treatment of patients without their consent.Nearest relative: making it possible for some patients to appoint a civil partner as nearest relative. Definition of mental disorder: introduce a new definition of mental disorder throughout the Act, abolishing previous categoriesCriteria for Involunt ary commitment: introduce a requirement that someone cannot be detained for treatment unless appropriate treatment is available and remove the treatability test.Mental Health Review Tribunal (MHRT): improve patient safeguards by taking an order-making power which will allow the current time limit to be varied and for automatic referral by hospital managers to the MHRT. Introduction of independent mental health advocates (IMHAs) for ‘qualifying patients'.Electroconvulsive Therapy may not be given to a patient who has capacity to refuse consent to it, and may only be given to an incapacitated patient where it does not conflict with any advance directive, decision of a donee or deputy or decision of the Court of Protection. Safeguarding Vulnerable Groups Act 2006 – is in response to the Bichard Inquiry 2005, into the failings around the Ian Huntley case.The SVG act is intended to prevent unsuitable people from working with vulnerable people and to reform current vetting an d barring practices. The act sets out a legal framework for the Independent Safeguarding Authority (ISA) scheme which was to be introduced in 2009 (but is currently under review as a result of the 2010 General Election). Valuing People (Department of Health, 2001) – was the first Government White Paper on learning disabilities in England for 30 years.It stresses the important role that Person Centred Planning can play in helping people with learning difficulties take charge of their own lives. The Guidance (Department of Health, 2002) stressed that Person Centred Planning is not a professional activity done to people; instead people themselves and their friends, families or other allies, must lead it. However, professional services still have an enormous role to play in responding in a more person centred way to people with learning difficulties. For 2009 -10 the key priorities include: to ensure that the Personalisation agenda is embedded within all local authority services and developments for people with learning disabilities and their family carers, and is underpinned by person centred planning. † ‘Valuing People Now', is the ‘refresh' of this white paper in 2009 and is a new three-year strategy for people with learning disabilities (2009), DH and clearly state that good person centred planning should be happening, and will lead to better lives for people.Putting People First – â€Å"A shared vision and commitment to the transformation of Adult Social Care (2007), Department of Health. † In the UK the government policy ‘Putting People First' stated that person centred planning must become mainstream. Putting People First recognises that person-centred planning and self-directed support are central to delivering personalisation and maximising choice and control. In 2010 guidance was issued to help councils use person centred thinking and planning to deliver the personalisation agenda.Putting People First is a pub lic service reform programme, which is co-produced, co-developed and will be co-evaluated. It recognises that to achieve real change, users and carers must participate at every stage. This marks a change in status of people who use services, from ‘consumers’ to ‘co-producers’. set out four areas on which councils and their partners should focus in order to personalise services. These areas are: universal services – transport, leisure, health, education, housing and access to information and advice; * choice and control – shaping services to meet people’s needs, rather than shaping people to fit in with the services on offer; * social capital – care and support that individuals and their carers can get from their local community (friends, family, neighbours or community groups); and * early intervention and prevention – support that is available for people who need help to stay independent for as long as possible, to keep t heir home or garden tidy, or to start taking regular exercise. 2. escribe how a human rights based approach supports an individual to make decisions and take risks. A human rights based approach (HRBA) to risk management means ensuring individuals know their rights and are being supported to participate in making choices and decisions. A human rights based approach to risk assessment balances the human rights of service users, their carers, and members of their communities. This is so risks can be managed more positively. A HRBA looks at risk through a ‘Human Rights’ lens, identifies relevant equality and diversity issues, and maximises service user participation and empowerment.A human rights based approach to risk, means ensuring service users are as involved as they can possibly be in their own risk assessment process. Whether the service user participates fully or contributes to a small aspect of their risk assessment, some involvement will almost always be possible . The ways in which you possibly apply this in your work practice is through things such as advocacy, direct payments, personalised services, person centred planning and support planning. Outcome 4 Be able to support individuals to make decisions about risks 1. upport an individual to recognise potential risk in different areas of their life 2. support the individual to balance choices with their own and others’ health, safety and Wellbeing Positive risk taking is a process which starts with the identification of potential benefit or harm. The desired outcome is to encourage and support people in positive risk taking to achieve personal change or growth. The individuals could face risks in many different areas of their life including, risks relating to their health, their social life and also their finances and it is important to support the individual to recognise those potential risks.The risk assessment looks at four areas of risk; risks to self, risks to others and risks from other and risks to property. Within each area of risk, common risk issues and difficulties (for example self harm, physical aggression, abuse issues) are itemised. It is also important that the individual realises that although they have a right to take risks they also have a responsibility towards themselves and others, including:ColleaguesFamilies or carersFriendsOther professionalsMembers of the publicAdvocatesAnd it is important that whilst maximising their quality of life they also need to maintain their safety, responsibilities to themselves and others for social emotional and physical reasons. Supporting an individual to recognise potential risks whilst balancing the choices with their own and others health, safety and well-being involves:Empowering people to access opportunities and take worthwhile chances.Understanding the person’s perspective of what they will gain from taking risks and understanding what they will lose if they are prevented from taking the ris k. Ensuring the individual understanding the consequences of different actions – An informed choice means that a person has the information and support to think the choice through and to understand what the reasonably expected consequences may be of making that choice.Helping the individual to make decisions based on all the choices available and accurate information – It is important to remember that too much information can be oppressive and individuals have differing needs in relation to how information is presented to them.Being positive about risk taking. Understanding a person’s strengths and finding creative ways for people to be able to do things rather than ruling them out.Knowing what has worked or not in the past and where problems have arisen, understanding whysupporting people who use services to learn from their experiences.ensuring support and advocacy is availablesometimes supporting short term risks for long-term gains.ensuring that services pro vided promote independence not dependenceassuming that people can make their own decisions (in line with the Mental Capacity Act) and supporting people to do so working in partnership with adults who use services, family carers and advocates and recognise their different perspectives and viewsdeveloping an understanding of the responsibilities of each partypromoting trusting working relationships. 3. describe how own values, belief systems and experiences may affect working practice when supporting an individual to take risks Giving people who use services choice and control over the care they receive is important if personalisation is to become a reality.The responsibility for encouraging  risk-taking can make you feel they are being put in a difficult position trying to balance personalisation with your own values and beliefs and also your duty to keep people safe. Because of your own past experiences you may feel that the risks involved, will result in problems, but you should not let this interfere with the individual’s desires. Because you had a bad experience following a course of action does not necessarily mean this will happen to others. An example could be an individual wanting to join a ‘lonely hearts’ club.Your own thought may be negative towards this course of action, possibly because you have personally had a bad experience or possibly because you feel this is not the best way to meet people. Your beliefs and experiences should not cloud the issue. It is important that you feel confident and equipped to support people you are caring for to assess and evaluate their own risks. Advice is readily available when facing difficult cases in the form of risk enablement panels, which can share responsibility for making complex decisions when signing off a person's support plan.The panel would usually involve the individual or any advocates or carers representing them; members of the local safeguarding adults board; the allocated soci al worker; and specialists such as a psychiatrist.4. record all discussions and decisions made relating to supporting the individual to take risks. It is important to ensure that any discussions and decisions made relating to supporting the individual to take risks or concerning risks, are recorded in their support plan. Records will need to be understandable to all the members of the team.The aim of record keeping is to ensure that the right people have the right information to provide the best care for the service user and they also provide a record of what you and the individual have discussed and decided with regards risk taking. The records should also record any incidents which have taken place. The reason for keeping the records are:To show that you have offered the individual choicesTo show that you have agreed the desired outcomesTo show that the individual has given their consent.This is important for two very important reasons: Responsibility – The records will ind icate who is responsible for what parts of the plan, this avoids confusion as everyone is clear of what their responsibilities are (Responsibility (for) can be defined as a set of tasks or functions that an employer, professional body, court of law or some other recognised body can legitimately demand. ) Accountability – means the person is contractually accountable to their employer and also accountable to the law, for any actions or ommissions in their practice and must always be able to justify their decisions.When work is being either distributed or delegated, the individual who carries it out needs to be competent to do so. Competence is an individual’s ability to effectively apply knowledge, understanding, skills and values within a designated scope of practice. (Accountability describes the mechanism by which failure to exercise responsibility may produce sanctions such as warnings, disciplining, suspension, criminal prosecution, or deregistration from professio nal status. It can be called ‘answerability’).Where a professional or organisation makes a decision not to support an individual to pursue a particular decision or course of action, they must be able to explain this and demonstrate that they have thought through and discussed in a balanced and proportional way the potential consequences of refusing to support the risk Where the individual is able to make an informed choice and still wishes to pursue a high risk decision or choice, having a signed risk assessment is one way of showing that they are aware of the risks and are willing to take them.This provides organisations and professionals with a significant degree of protection for their support of the decision should things go wrong.Outcome 5Be able to support individuals to take risks 1. complete a risk assessment with an individual following agreed ways of working Risk assessment is the activity of collecting information through observation, communication and invest igation.It is an ongoing process that involves considerable persistence and skill to assemble and manage relevant information in ways that become meaningful for the users of services (and significant other people) as well as the practitioners involved in delivering services and support. To be effective it needs disabled adults and older people, their families, carers, advocates and practitioners to interact and talk to each other about decisions that have been taken and their appropriateness in the light of experience.Where a risk assessment is needed, a decision then has to be taken about whether or not positive risk-taking is necessary to achieve certain outcomes for the person concerned. It will not always be appropriate to take positive risks but this has to be determined in partnership with the person affected, and their family where appropriate. It is a professional judgement that should not be influenced by an overly cautious approach to risk. At the same time though, positiv e risk-taking is not negligent ignorance of the potential risks – nobody benefits from allowing risks to play their course through to disaster. . communicate the content of the risk assessment to others It is important to communicate and work in a consistent way with all those supporting the individual. Information gathering and sharing is important. It is not just an essential part of risk assessment and management, but also key to identifying a risk in the first place. It is important to communicate the content of the risk assessment to all relevant staff. It will also be important to discuss and explain the risk assessment with the individual’s carer and family.The individual’s goals and targets should be discussed with all concerned, to aid understanding regards the risk assessment and to ensure all those involved are aware of the desired outcomes. However, the use and sharing of information must respect the principles outlined in the Data Protections Act 19 98.3. support the individual to take the risk for which the assessment has been completed Once the support plan has been completed and the risks defined it is important to support the individual to take the risks. This may involve discussing the risk assessment in depth with the individual’s family.The individual’s desired outcomes could conflict with those of carers, especially when the latter placed more emphasis on safety while the individual was prepared to accept a greater level of risk in order to maintain independence. Differences in attitudes to risk had to be tackled through ‘good social work’, to reinforce the individual’s preferences while helping the family to distinguish between unconventional and dangerous behaviours. Another way of supporting the individual to take the risk in the first instance, could involve a trial run.An example could be where the individual wants to make an independent trip in to town using public transport.On th e first trip you could accompany the individual on each step of the journey.On the second trip, you could accompany them to the town and then arrange to meet with them later in the day.On the third trip, you may just accompany them to the bus stop. Gradually you can reduce the amount of support you provide. Another method of support could be to have a contingency plan in case things don’t quite go according to plan.If we look again at the last scenario, what would happen if the individual missed the last bus home? By ensuring they have a pre-arranged telephone number of their next of kin or carer they can make them aware of the problem. Alternatively they may have the telephone number of the local mini cab office who would bring them home as an alternative. It is also important that the individual knows what to do if things do go wrong. You can support them to take risks by ensuring they have clear information and advice about what to do if they have any concerns.For example they should be aware of and be able to recognise and identify abuse or neglect and know where and how they should seek help if necessary. Your support doesn’t end once the risk assessment has been carried out. 4. review and revise the risk assessment with the individual After each risk assessment has been agreed it is important that it is monitored and reviewed in case any revisions are necessary. Risks may change as circumstances change, so they should be reviewed regularly. An assessment is a snapshot, whereas a risk assessment is an ongoing thing.Risk assessments should be reviewed periodically and whenever circumstances change to ensure they remain current. At the time the risk assessment is made it should include the signatures of everyone involved in the assessment and a review date should be identified. It is important to review and revise risk assessments so that the success of the positive risk taking can be assessed and any necessary adjustments can be made. It may be necessary for the individual to have access to further resources to enhance the plan or adaptations could be made to help the individual meet their planned outcomes.When positive risk-taking has a negative consequence, it is necessary to identify what has gone wrong and how the assessment and management of the risk contributed to this. Inevitably if we are supporting individuals to have more choice and control in their lives through positive approaches to managing risk, things are likely to go wrong from time to time. If this happens and the risk taken results in a negative outcome for the individual, there is no doubt that the risk taking process will come under scrutiny and the way in which this process worked to minimise the foreseeable risks will be considered.If the risks taken do not meet the planned outcomes for the individual then they may have to be reviewed and revised. 5. evaluate with the individual how taking the identified risk has contributed to their well-being. W ell-being describes the way we think and feel about ourselves and others, our confidence, and our ability to control things in our life. We all need to protect our wellbeing and this can be done by taking part in physical activity and having opportunities for relaxation and social activities. These can increase our resilience to cope with life's difficulties and ability to enjoy life.You will need to evaluate, with the individual, how taking the identified risks has contributed to their well-being and quality of life. This will involve looking at the positive and the negative consequences and outcomes of their choices. Has taking the risks met the individual’s needs and achieved their desired outcomes. Taking the identified risks should result in the individual feeling empowered and having greater independence, control and a sense of ‘normality’ about their lives. By supporting an individual to take positive risks, it can help them to evaluate alternative courses of action and can build confidence.The experience of failure, as a result of risk taking in a safe environment, can help to build resilience to setbacks and help individual’s to manage risk better in the future.Outcome 6Understand duty of care in relation to supporting positive risk-taking 1. explain how the principle of duty of care can be maintained while supporting individuals to take risks Ultimately, you have a statutory duty of care and a responsibility not to agree to a support plan if there are serious concerns that it will not meet an individual’s needs or if it places an individual in a dangerous situation.Whilst an individual can choose voluntarily to live with a level of risk and is entitled to do so (with the law treating that person as having consented to the risk) the local authority is not obliged to fund it. There is an important distinction between putting people at risk and enabling them to choose to take reasonable risks. Inevitably if we are suppo rting individuals to have more choice and control in their lives through positive risk taking, things may go wrong from time to time.A defensible decision is one where those involved in the risk assessing process:Used reliable assessment methodsActed responsibly in relation to their duty of careWere not negligentAssessed and took steps to manage and minimise foreseeable risksRecorded decisions and subsequently checked they were carried outFollowed policies, procedures and guidanceInvolved the person and other relevant people in the processSupported people to make informed decisionsIdentification of positive and negative risksInvolvement of people who use services and those who are important to them – this includes people who form the individual's informal ‘circle of support', who are involved from the beginning to gather information, define what the risks are from the individual's point of view and to discuss ways to enable and manage these risks.   Positive and infor med risk-taking – this is built on a strengths-based approach to the person and looks at creative ways for people to be able to do things rather than ruling them out. Proportionality – this means that the time and effort spent on managing a risk should match the severity of that risk.The approach should also explore the consequence of not taking the risk in question, such as loss of autonomy or restriction of choice. Contextualising behaviour – this means knowing about the person's history and social environment, their previous experience of risk, what has and has not worked in previous situations.   Defensible decision making – this means recording a clear rationale for all the decisions made and the discussions that led to the decisions, including reference to relevant legislation such as the Mental Capacity Act or the Human Rights Act. A learning culture – this require a commitment to ongoing learning and the use of reflective practice for peo ple working at the frontline. Tolerable risks – this involves negotiating and balancing issues of risk and safety to identify what is acceptable for everyone concerned (the individual and others including the community) on a case by case basis.2. describe what action to take if an individual decides to take an unplanned risk that places him/herself or others in immediate or imminent danger. Imminent danger† refers to any danger or dangerous condition that would not normally take place. If you think an individual is about to take an unplanned risk which will place them or others in immediate or imminent danger it is important to take appropriate corrective and preventative action and stop the activity immediately. An individual who is injuring himself/herself or is threatening physical harm to others may be restrained in an emergency to safeguard the individual and others. Risk assessments should include contingency measures that address risks arising from unplanned even ts.Physical intervention is:  Ã¢â‚¬Å"A method of responding to the challenging behaviour of people with a learning disability and/or autism, which involves some degree of direct physical force. † Physical intervention may be the only course of action. Staff should be equipped with a range of skills to deal with and de-escalate potentially violent situations, as well as a range of restraint techniques that will allow for use of the minimum level of force possible. Physical intervention is only used in response to challenging behaviour and to restrict the movement and mobility of the person concerned.

Psych Approach to Othello Essay

Approach of William Shakespeare’s Othello â€Å"Jealousy is bred in doubts. When those doubts change into certainties, then the passion either ceases or turns absolute madness,†- Francois De La Rochefoucauld. All people have the seed of jealousy inside them. However, the doubts of one’s self help grow the seed of jealousy. Othello was never what seemed to be a jealous man but when Iago led him to believe Desdemona was being unfaithful, Othello started to show his side of jealousy which ultimately led to his self destruction. Othello’s ego is shown through his indecisive decision and the wavering of his judgement. Othello’s primal instincts take over consuming his ego and superego leading him to his downfall. Finally, Othello superego prevails in his reasonable decisions throughout the play. In William Shakespeare’s Othello, Othello starts off as a rational and moral character. As the play progresses, Othello becomes consumed by jealousy and he deteriorates resulting in his overactive ID and superego leading to his destruction. Othello appears as a fair and reasonable character from what the audience can see. His psyche is initially balanced and he does not seem like a character that would be despicable by Iago. Initaly, Othello’s ego becomes visible when he get brought to court and Brabantio is accusing Othello of â€Å"witchcraft† on his daughter Desdemona, to make her fall in love with him. Othello reacts calmly and says â€Å"hold your hands, both you of my fight, i should have known it without a prompter. Whither will you that i go to answer this your charge. † ( Shakespeare 1. 84-86 )Through the use of words, Othello is able to communicate reason towards the court showing his prevailing ego. In addition, Othello once again reveals his ego, when he’s in the court and allows Desdemona to speak on his behalf, showing his reasonable and mature actions. Othello says, â€Å"And till she come as truly as to heaven I do confess the vices of my blood†. ( Shakespeare 1. 3 124- 125) Othello responds very reasonably as he states his opinions rather than starting an argument. Therefore displaying his ability to control his ID like qualities. Finally, before Othello kills Desdemona, he experiences self conflict as he is trying to decide weather or not to act on this murder, thus displaying his ability to decipher between good and bad. Overall Othello demonstrates his ego because no one is manipulating him in the beginning of the play Othello is his own person, and his love for Desdemona is so strong that nothing is getting in the way. However this changes when Iago starts his lies into othello. Othello started off as the character that compassion could not shake but quickly his character took a turn for the worse and an immense character change occurred. Through out the middle of the play ID has overcome his character which ultimately causes his falling point. For instance, during the last acts of the play,Othello slaps Desdemona and says, â€Å"devil†¦. if that the earth could teem with women’s tears, each drop she falls would prove a crocodile. Out of my slight. â€Å"(Shakespeare 4. 1 231- ) His character looks horrific and this kind of violence was frown upon. Othello striking Desdemona shows his ID like qualities coming out and not being able to control his anger at all times. Towards the end of Othello, after he questions Emilia on Desdemona’s loyalty, Othello says to Desdemona, â€Å"oh, ay as summer flies are in the shambles, That quicken even with blowing. O thou weed, who art so lovely fair and smell’st so sweet that the sense aches at thee, would thou hadst ne’er been born! † ( Shakespeare 4. 2 69-73 ) Othello is stating that Desdemona is unfaithful and wishes she was never born, nonetheless Othello has lost all of his moral and values through his desires caused by Iago. In addition, Iago dominates over Othello’s psyche creating an ID behaviour by informing the idea that othello should kill his innocent wife. After Iago tells him about Cassio using the handkerchief this prevailed othello into killing him own naive wife, † get me some poison Iago this night, ill not expostulate with her, lest her body and beauty unprovided my mind- this night Iago†. (Shakespeare 4. 1 194-196) This demonstrates the ID behaviour for the reason that his desire overpowers his voice of restraint ultimately leading to him killing desdemona. Othello’s id is fuelled by Iago since his reputation and needs to not be seen as a fool are eventually more important to him than his own wife. In the last sense on the play Othello’s ID developed even stronger into an overactive Id this is shown when othello walks into the room when Desdemona is sleeping in her wedding sheets. Othello begins to speak to himself to justify his reason to preform an immoral action, † it is the cause, it is the cause my soul â€Å". ( Shakespeare 5. 2 1 ) Othello reputation is more essential to him because he is well liked in Cyprus ultimately leading him to killing Desdemona. Overall, Othello’s ID grew stronger as Iago fabrications became more believable and forced upon him. Othello’s strong conscience and internalized moral standards begin to take over Othello’s ego and ID which results into his downfall. His sense of morals are processed in the play when his voice of restraint becomes predominate over his desires and reputation. This is seen in the beginning of the play when Othello removes Cassio’s rank in cyprus. â€Å"†¦ Thy honesty and love doth mince this matter, Making it light to Cassio. Cassio I love thee, but never more be office of mine† ( Shakespeare 2. 3. 26-28), this is demonstrating his super ego because there is a slight voice of restraint when he says † i love thee†. In particular this proves his superego because although Cassio’s status is important it is the friendship between Cassio and himself that makes him feel guilt. Eventually this leads to his superego becoming more existent when Iago begins to plot that Cassio and Desdemona are having an affair. Othello begins to believe it however, he demands proof showing his sense of right from wrong, â€Å"†¦.. i think that thou art just and think thou art not, ill have some proof† (Shakespeare 3. 3 392-394 ). His superego is shown because he is demonstrating that he has a sense of morals by telling Iago he will not believe it until he has proof. Although there might be slight truth on what Iago is saying he still believes his wife is faithful unless Iago provides him with the proof he needs because ultimately he does not want to believe that his wife would do such a thing. After killing his wife Desdemona, Othello realizes that he will never have her back again, he can’t regain his ego which ultimately leads to his suicide. Before committing suicide othello states, â€Å"†¦. of one that loved not wisely, but to well. Of one not easily jealous, but being wrought, perplexed in the extreme. Of one whose hand†. ( Shakespeare 5. 360-363) This eventually demonstrates his overactive superego because finally knowing the truth about Iago’s lies developed a heavy guilt leading to his death. His superego becomes predominant over the others which is eventually grown as a neurosis. Othello’s overactive superego is ultimately shown through his guilt of killing his wife since he now knows the truth of Iagoà ¢â‚¬â„¢s evil schemes. In the final analysis of William Shakespeare’s Othello, Othello starts of as a rational and moral character but as the play progresses his ID and superego result in his own destruction. Othello begins to be consumed by jealousy which ultimately leads to his decline within himself. In the beginning of the play Othello’s ego since is able to balance out his ID and superego. As the play continues on Othello’s ID becomes essential to him through Iago’s unethical lies, however at the end of the play it is his overactive superego and guilt that leads to his suicide. William Shakespeare is trying to state that those who have an ego and are able to withhold themselves will ultimately be okay, but if individual allows others to manipulate them it will lead to a downfall within one, this is proven in Othello.

Marketing Techniques Essay Example | Topics and Well Written Essays - 500 words

Marketing Techniques - Essay Example This brings to light the aspect of understanding the potential which the 15-inch LCD TV systems have within them and the manner in which the same could be exploited upon by the company rests on the shoulders of the advertising programs, sponsorship packages and rigorous sales promotions – both above the line and below the line activities could be used over a period of time. Price cuts for the 15-inch LCD TV system would not be a fair ploy since reduction in prices usually mean an inferior product produced on the part of the company which is simply not the case. Thus the best aspect of advertising programs would be to manifest that the 15-inch LCD TV system is indeed a viable option for young ones and the office places. This would immediately trigger positive sale as well as corrective word of mouth within the relevant circles. More than anything else, it will facilitate the 15-inch LCD TV system in making a mark for its own self in a short period of time. Since 70% of the potential customers opt for the 17-inch LCD TV system, it would be feasible if the 15-inch LCD TV system goes for a different segment altogether and tries its best to get in touch with them through tailored advertising messages which play a creative trick during the whole activity. It could look to entice its relevant target market with the purchase of the 15-inch LCD TV system in order to satisfy its need as well as the completion of ego or self-esteem issue. A 15-inch LCD TV system would surely live up to their expectations and indeed would look to outdo the rivals, both direct and indirect in the long run. Thus it is advisable for the managers to adopt the manner in which launch of better planned and sound advertising programs is in place – one which aims to pinpoint the campaigns in a narrow-casting fashion, aiming to find the exact audience for its purchase and then hammering the

Cultural studies Essay Example | Topics and Well Written Essays - 2000 words

Cultural studies - Essay Example In the present situations, media has adopted diversified roles, and has therefore got immense popularity among the public, the media had offered much beyond entertainment to its viewers and readers, and has included different programs and articles with particular reference to business, modern technology, healthcare, space and many other happenings around the world (Arthur, 2005). The commercialization of the media is regarded as the excessive involvement of the advertisements into product, in the present days very element within the media is in quest to secure maximum financial gains through advertisement campaigns, but such media agencies have been cautious enough not to affect the quality of their product, and therefore such advertisement campaigns are preferred through which maximum financial benefits can be achieved by the media (Tharp, 2001). The advertisement plans has adopted a major shift, the focus from the publication of the characteristics of the brand has shifted to the psychological needs of the consumer. The consumer of the specific brand is highlighted for the brand promotion purpose, against the attributions of the brand itself. It is common to observe the photographs of the female models with every brand advertisement, the women body adds more spice to the brand, and be it foods or automobiles. The advertisement industry has observed success in their brand promotion for specific campaigns that involved women models in particular. Several factors have been identified which shall bring about appropriate understanding of the women inclusion on brand promotion i.e. the women itself is source of attraction for the male consumers, therefore the inclusion of the women in any of the advertisement ensures reasonable market shares of the male community. The women portrayed in these brands are glamorous and sexy; such p rojection is regarded as the convenient method for the brand promotion (Tharp, 2001). The inclusion of the

Sexuality and violence Essay Example | Topics and Well Written Essays - 250 words

Sexuality and violence - Essay Example A perfect example took place in 1931 with the Scottsboro Boys case (Pratt, 2010): two police runaway women, Bates, a minor and Prince, an adult, claimed to have been raped by black Americans after a fight between two gangs; blacks and whites after they were discovered to be wearing men’s attire by officials. A crowd was waiting at the train terminus in Alabama to lynch the nine black men arrested of the rape act but the National Guard Forces prevented it. Nevertheless, they were tried by a white jury and found guilty labeling the crime as the most heinous against whites. A second example is the Central Park Jogger case where the victim, Trisha Meili was raped and beaten severely leaving her in a coma and without memory of what happened. Police assumed that the crime was committed by several Latinos and black Americans. Consequently, an arrest of five men followed and all were imprisoned. In 2003, Matias Reyes, one of the five convicts confessed to have committed the crime alone and despite a match in DNA evidence collected, the initial prosecutor verbally opposed cancelling of the initial convictions. Furthermore, a panel of police from New York City Police Department claimed that the initial number of suspects (five) was guilty. ii. The accused are assumed to be guilty (Davis, 1981). For instance, Prince claimed to have been raped by twelve black men and instead of police looking for the twelve men specifically, all black Americans on the train were taken captive. Similarly, Meili’s case saw Matias confess of being guilty yet the other four convicts were not voided and still assumed guilty. In both cases, the victims were imprisoned despite the court failing to find sufficient evidence. From the non-white point of view, the harsh decisions made against the four men in the Meili’s case led them to believe that any sexual activity against a white woman will be considered the most heinous of

Critically iscuss how Best Practice HRM Can Contribute to Improved Essay

Critically iscuss how Best Practice HRM Can Contribute to Improved Organisational Performance - Essay Example Following this, the discussion examines the link between HRM and enhanced organizational performance. The paper examines the arguments and evidence that HRM policies and practices aid in promoting higher levels of organizational performance and studies whether the advanced arguments are convincing. The constantly evolving business environment coupled with the growing competition fuelled by globalization demands adoption of an effective human resource practice, which avails the organization a competitive edge. Human leverage is a significant contributory factor in attaining competitive edge through customer satisfaction and organization performance. Over the years, interest has been building in the notion of â€Å"best practice† human resource management (HRM). The overriding idea hinges on the notion that a certain bundle of HR practices bears the potential to contribute to enhanced employee attitudes and behaviour, ultimately decreasing the degree of absenteeism and workforce turnover. In the last two decades, a number of publications have explored the links between HRM and performance (Guest et al 2003, p. 294). Organization performance encompasses indicators such as financial performance and excellence and productivity, as well as outcomes in aspects such as competence, commitment, and flexibility. Enhanced organizational performance refers to enhanced employees attitudes and behaviours, minimized degree of absenteeism and labour turnover and enhanced degree of productivity, quality and customer service (Armstrong 2012, p.56). Ultimately, enhanced organizational performance has the capability of generating higher levels of profitability. Literature Review Human resource management (HRM) deals with the personnel policies and managerial practices and systems that control the workforce. HRM details a strategic and coherent approach of an organization’s most dear assets-the employees, who personally and collectively add to the attainment of the org anization’s set objectives. Human resource correlate with business performance, especially â€Å"best or high performance† HRM practices, whose goals is to enhance employees’ abilities and motivation (Sturm 2007, p.3). Nevertheless, the correlation tends to be relatively minute in statistical terms, besides the fact that literature does not agree on the reason why, on implementation, some human resource practices fail. This raises a critical question as to whether human resource systems bear the capability to create a competitive edge by themselves, or they must be continued or reinforced by with other variables. Performance in the context of the organization applies and is synonymous with productivity, efficiency, effectiveness, and competitiveness. HRM theorists have attempted to establish a causal link between HRM and performance. High performance human resource practices bear a positive effect on organizational learning, which impacts positively on organizat ional performance. Nevertheless, it has been complicated to institute a direct linkage of human resource practices on business performance (Lopez, Peon and Ordas 2005, p.147). As a result, there has been growing interest in studies examining the potential contribution of effective human resource policy in aiding enhancement of organizational performance. This has made the impact of human resource management on performance an essential research issue in the field of HRM. Similarly, there has been a continual search

Discussion Essay Example | Topics and Well Written Essays - 500 words - 8

Discussion - Essay Example They develop socio-psychological problems, resulting in low confidence and low adjustment within the given paradigm and become ‘depressed’. The widespread implications of depression amongst the employees significantly impacting the economic performance, socio-psychological well being of the workforce and organizational capabilities become urgent issues that need to be addressed. Effective interventions and treatment of the mental illness needs to be taken by from the holistic point of view because holistic approach treats the disease, not as an isolated event but as part of the wider perspectives that takes into account the physical, mental and social aspect of the individuals. Harter, Schmidt and Keyes (2003) assert that ‘presence of positive emotional state and positive appraisals of the workers and his or her relationships within the workplace accentuate workers performance and quality of life’. The job satisfaction, encouraging work environment and leadership initiatives that work towards mutual respect, shared learning and understanding become major facilitating agents of improved performance. Empowered workforce and proactive management promote positive attitude and impetus for higher level of achievement. Thus mental and physical wellbeing of the workers becomes important consideration for management, consultants and employees. (279) Through the ages behavioral scientists have tried to explain human behavior for the wider welfare of human race. Human behavior under normal and excruciating circumstances differ widely and is often subject to one’s approach and understanding of the issue that broadly confines to individual’s choice and thereby his or her actions. Some scientists broadly categorize abnormal behavior in terms of 4 Ds of human behavior described as: deviation from the generally acceptable social behavior or acts considered ‘normal’ by people at large; deviation from the social

Fundacin Chile Essay Example | Topics and Well Written Essays - 1250 words

Fundacin Chile - Essay Example In 1997 Dr. Eduardo Bitran assumed the office as general director of Fundacin Chile. He faced the difficult task of administering the institution, which was constituted as a private non-profit institution with 50% state ownership. One of the most innovative mechanisms that the foundation used, unique in Chile and probably in Latin America, was to create new businesses as a main means to diffuse and transfer technology. Dr. Bitran played a major role in Chile's economic development. , Chile had managed to keep to its course and to maintain growth and stability amidst enormous turbulence, in a period of economic decline that had affected all of Latin America. Recognition of the importance of new knowledge as the base of future businesses was gaining importance and Venture capital funds became the focus. Local innovation clusters were formed around the wine and salmon industries, and specialized fruit production was beginning to reveal the benefits of biotechnology and sophisticated pro duction methods. Immediate challenge for Dr. Bitran was to identify the path and direction for Fundacin Chile. His main challenge would be administer the institution to generate social benefits, as required by the mission entrusted to it as a quasi-public entity, while at the same time acting as a private business to obtain the necessary resources that would permit it to grow and develop. Fundacin Chile's promoted innovation and technology transfer emphasizing agribusiness, forestry and marine resources. It followed several modalities like demonstration businesses, technology transfer groups, training and diffusion, and providing services such as consulting to quality control. Chile encouraged the participation from its associates and strategic allies both national and international; financing originating from the private sector was diminishing with time, while that obtained through state grants increased. Financing provided by sales of services to the public sector had not changed for several years. Fundacin Chile, besides creating innovative business and developing the programs mentioned, began to develop financial innovations for the national market. The institution sought, with these innovations, to more efficiently mobilize savings for investment in the sectors in which Fundacin worked. The foundation also created a venture capital fund for regional investments in medium-size growth businesses and new projects. Besides these venture capital funds, the foundation also fulfilled a seed financing role for innovative projects originating within the institution. Fundacin Chile was structured in four sectoral directorates: agro-industry, marine resources, secondary wood products, and forestry. The operational model was re-defined to distinguish and specify the concepts of technological centre, business units, companies and endowment management, establishing differences in objectives and in plans of management and interaction among the

BMW new change program Case Study Example | Topics and Well Written Essays - 1000 words

BMW new change program - Case Study Example Also we can observe that the management also has redesigned the job of the workers. The hierarchical structure has been diminished and the teams hold more responsibility. Eventually, this will create new challenges for the members of the team. There is also evidence that the jobs of the workers no longer involve monotonous tasks. The jobs of the team members are halved so that they can concentrate on the development of the team. Every fortnight the team members talk for 45 minutes to solve problems and to gather new ideas. The assembly line workers who were previously responsible only in the production levels were now having additional roles in tackling problems and suggesting solutions which has resulted in huge gains for the organization. By making the job more challenging and providing opportunities for achievement, recognition, responsibility and growth, the job itself becomes a source of motivation. b) The management of BMW has taken the approach to maintain the hygiene and motivational factors as suggested by Herzberg's motivation-hygiene theory. In this theory, Herzberg explains that there are hygiene factors, which are not intrinsic part of the job but the conditions under which a job is performed. These factors do not help in the improvement of efficiency of the organization, but they prevent losses in the performance of the workers. These factors help in maintaining a reasonable level of output from the workers. At BMW the hygiene factors are already well established. Hence, to heave a motivated workforce, the management decided to improve the motivational factors such as increasing the responsibility, achievement and recognition. By dividing the workers into teams and empowering them to solve problems and make decisions, the management has increased the presence of motivational factors in the organization. The jobs of the workers now include a variety of tasks and the formal structures have given way to more people oriented teams. This creates job enrichment. The idea of maintaining the motivational factors hs lead to job rotation, job enrichment and job enlargement, which has benefitted the company to a major extent. By increasing the scope of responsibility and recognition the management has created more value to the job of the assembly line worker. The Herzberg's approach can often motivate the members to achieve new heights which the human resource policies fail to achieve. c) Working in groups benefits both the employees and the organization. For the employees it is very useful by creating a participatory work environment. At BMW, the management also takes part in the production process, hence the environment of participatory work is established. Next, there is improved organizational processes and procedures. The teams are empowered to make decisions, hence the processes and procedures followed become more effective. The worker satisfaction is increased because of the additional roles played by the team members. Working in empower teams helps to establish a positive work environment which gives room for better human relationships. Hence, this helps the workers to reduce stress, increase shares responsibility and trust amount the members of the team thus increasing the quality of the work life. Also, the workers are made to attend workshops and training programs by the management, which gives them opportunity to develop themselves. For the

Mumbai-the City of Dreams Essay Example for Free

Mumbai-the City of Dreams Essay Mumbai – the city of dreams, the city of broken dreams. Millions go unnoticed like sand castles washed away at the beach, millions are attracted by the skyscrapers of Elphinstone, and millions are immortalized like the Elephanta-s. From Haji Ali to Siddhivinayak, from local trains to the Vada Pav, from the boulders of Bandstand to the sands of Juhu, from Mangeshkar to Tendulkar, from the Khans to the Bachchans, it is ‘Aamchi Mumbai’ all the way. From the trawlers’ struggle for fresh catch to the country’s top CEO-s’ meetings, India’s business capital doesn’t seem to sleep. With fruit juice at Rs. 5 a glass outside railway stations, to Rs. 200 a cappuccino at the Trident, life in Mumbai sails smooth with all its diversity. The night remains young from DJ jamming sessions to ek chaalis ki last local. Almost a hundred Bollywood movies have had as their opening scene a long shot of Victoria Terminus, introducing Mumbai as sapno ki nagari. Arvind Swami’s lovelorn ‘Tu Hi Re’ on old fort reminds us of Bombay, whereas Ranbir Kapur’s ‘Wake up Sid’ sketches Mumbai on a realistic canvas. Dreams come true here, dreams shatter here, but life doesn’t go off the tracks. The locals move on, carrying few lakh dreaming hearts every day. The Churchgate slow local arrives on platform 3 of Lower Parel station at 11am with about a dozen hanging on each footboard; the ladies compartments have decked up corporate women in formals and topknots to Marathi fisherwomen rushing to the markets to sell their fresh catch. In fact, Mumbai traffic compels few office goers to park their cars at stations and take the reliable local to office everyday! ‘Bombay to Goa’ to ‘Saathiya’, the local train has repeatedly come on the silver screen. Even the Oscar winning Indian movie ‘Slumdog Millionaire’ had one of its popular songs shot at the famous Chatrapati Shivaji Terminus platform. Over the decades, it has turned out to be Mumbai’s lifeline. The tracks take a three hour daily break from 1:40am to 4:45am, CST to Khopoli, Churchgate to Dahanu. There are three main lines — the Western, Central and the Harbour line. Life in Mumbai revolves around local trains; the truth about which was felt when the Motormen strike on May 3rd, 2010 had left Mumbai chaotic and overturned. Another thing that raises tourist’s eyebrows is the ‘on-track’ vendors and their items. The ladies on their way buy household items to earrings to kurti-s. There is trial option also; anyone can try a kurti before choosing to buy! Another familiar face in the 9:01am Ambernath-Lower Parel II class ladies compartment is a lady who sells home-made sweets. She has an amazing style of calling out the names of the sweets, a shrill loud voice coming unexpectedly out of her frail structure, and women indeed go berserk buying her delicacies. It is perhaps correctly said, â€Å"You will find answers to all the mysteries of the world, except one— What does a woman want?† The engine siren pierces through the silence of the night, the bogies rattle on the tracks, the signals go red and green, the pebbles on the fishplates turn and overturn, and the Mumbai locals go on and on.

Differences Between Leadership And Management Management Essay

Differences Between Leadership And Management Management Essay 2.1 Introduction The aim of this chapter is to provide the brief overview of management, leadership and the differences between leadership and management. How these concepts work in any organisation and to elaborate the notion transformational leadership? This objective of this chapter is to focus on business leadership rather than a political leadership, military leadership and religious leadership and illustrate exhaustive treatment of this topic. 2.2 The Differences between Leadership and Management 2.2.1 Management In 1980, the organisational leadership has no difference between the leading and managing any organisation. Any person who has leading post in an organisation is a leader. A person who holds power and authority is a leader. It was different and novel idea that leadership and management have different approaches and different role, behaviour and responsibilities (Hernez-Broome and Hughes, 2007). There are many literatures those differentiate between leadership and management but they dont give you any clear understanding e.g. Bartol and Martin (1994), Bennis and Nanus (1985), Kotter (1982), Locke (1991), and Schein (1985) were those unable to draw a clear understand between leadership and management. They even did not provide any clear distinction between these concepts. There is no particular line of differentiate (Centre for Labour Market studies) (CLMS), 2009. Management is consisting of planning, organising, staffing, budgeting, co-ordinating and reporting and directing and known as an acronym POSDCORB (CLMS) 2009. All these heads come under management. However, management classifies as scientific concept. It is also argued that management is an art to thing get done through people. These are the priorities of the management to do all things in time efficiently. If we see in the above mentioned perspective management is about guiding, instructing, influencing, persuading and other skills related to the behavioural skill through different processes. Pedler et al. (1994), and Quinn et al. (1996), suggest that the nature of work is complex in the modern global environment and it is hard to have rare qualities of self awareness, self motivation and self knowledge, but it is important to have all these qualities for better and reliable management. These qualities nourish the management. These are the qualities which persuade the employees to the better work environment and can make organisation profitable. In addition, Quinn (1996) link modern management role with: develop the skills and abilities in subordinates of vision, creative thinking and positive change in the organisation. These also make subordinates innovative and knowledge sharing individuals, not just this many other positive changes as well. 2.2.2 Leadership Leadership is also difficult to define; it is not easy to give assumption or qualities which can anyone leader. Because leadership qualities vary according to the situation there is not fixed or planned situation for any person where he can show his leadership qualities that is why definition varies and depending upon the purpose of the author, as Stogdill(cites in Yukl, pp 251-289) observed there are almost many definitions of leadership as there are persons who have attempted to define the concept. There many concepts but three concept to be consider the fundamental concepts of leaderships are vision, inspiration and followers. But these concepts are the outside the boundary of the management. Management does not match these concepts (Burmeister, 2003). On the basis of these concepts we might be able to differentiate between leadership and management. Yukl (2008) attempts to justify and clarify the leaders role in an organisation and explaining the persuasive vision is tough at his best and leader does not lend itself to the management process. He makes and implements policies for the management to achieve the quantitative objective. Management does have the mission for the organization but does not have the dynamic vision which leader has. Leaders think beyond the boundary and their visions are impressive and more grip able. May be is not compelling argument that managers are unab;le to communicate or they think in a specified frame of mind. Maccoby (2000) described an interesting and useful factor which is helpful to differentiate between leaders and managers this point highlighted the difference between strategic leaders and operational leaders. He argued that the strategic leaders dream of the company in future and make the optimal use of all resources to get maximum output, while the role of the operational leaders to implement the vision. This might be the good categorisation to understand the difference between leadership and management. Regarding inspiration, Yukl (1998) stated that such this approach appeal to stimulus and linking to a persons proposal to understand the needs, values, hopes and ides of individual. According to Burmeister (2003) this type of approach is very different from the standard approaches like orders, logical arguments and other approaches which most of the mangers use. On the other hand, we can say that managers are unable to use their interpersonal skills; they can influence people to do any actions. So we can say most of the managers follow directive approach rather than the participative approach. Durcan and Kirbbride (1994) in the direct contrast suggestions that participative approach is mostly and widely practised, especially in US and other Anglo nations2, there are challenges to this notion that manager can be stereotype as directive and order givers. Even in Yukls (1998) managers are unable to influence on emotional level inspirational motivation (Bass 1995) is main objective of a leader. All these ideas tell us that leaders do not employ rational logic as a primary stimulus tool. This is the most crucial distinction which can be made between followers and subordinates. Subordinates are bound to follow the instructions but the followers are the influenced and inspired individuals. The term subordinates is used to determine the activities of a individual, who is directed by a supervisor (Bermiester 2003) 2 Anglo cultures include the U.K, Canada, Australia, and New Zealand (Hofstede, 1980) Yukl (1981) emphasize that leadership is a process whereby intentional influence (power) put on the followers by leaders; so the source to influence others will be discussed in chapter after. The Use of Power and Influence Subordinates and Followers The power and influence which leader use on their followers and manager use on their subordinates? French and Ravens (Gerloff, 1985) to list the following five point which can draw the power and influence on others. Coercive Power: This power comes from the reaction. If you are expecting something else and you get unrespectable or you can say your power to punish someone. Legitimate Power: Legitimate power comes from your rank or designation which you have. As big your position in any organisation same bigger would be your legitimate power. As power increase your responsibilities increase as well. Referent Power: This power you have if you are the boss or your personality is charismatic. This based on persons attractiveness and friendship with others. Reward Power: This power based on access to reward. People love that person how has this power because they want reward and power holder can offer this. Expert Power: This power comes from your knowledge, expertise, competence and information in particular field. Other people know that you have this power and they believe the power holders knowledge. Abstractly, the authority give an individual a power in any organisation called legitimate power; this power uses to control all the matter which needs to be solved from subordinates on a workplace. Legitimate power which establishes the relationship between the supervisor to subordinate and these ideas can easily clarify the difference between leader and manager. Furthermore, the legitimate power holder has also the reward and coercive power which is given by the organisation. (Bermiester, 2003). On the other hand, expert and referent powers are the ability of an individuals expertise, knowledge and their relations which he has with other individuals. He built all these quality by his own effort rather than he had any position in any organisation (David, Schoorman, and Donaldson 1997). Burmeister (2003) argues that the expert and referent power can create the relationship of follower to leader this relation would be based on acceptance and commitment, rather than a relation in legitimate power of a supervisor and subordinate where problems and resistance occur. It is also suggested that leadership conferred on person or a group or possibly a person of group. Therefore, leadership can be exercised on group of people which may not have the quality of a leader. This effort may be able to generate the leaders as a particular field of business. Furthermore, the vision, inspiration, follower, and some authors included goals are those qualities which leader should have. As Shackletons described in his definition; .leadership is a process in which an individual influences other group members towards the attainment of group or organisational goals. In this definition, three main component pointed out which Shacklton believes are the main and fundamental to leadership; existence of group, influence, goals, and set of goals which should be achieved under through proper channel. Other writer like Bartol and Martin (1994) define that how the leader influences the work of people to get the organisational goals. it is also noted that leader of any organisation influence the worker of organisation positively towards the achievement of goals banefully. There is possibility that leader can influence the people negatively which can be inappropriate toward the goal achievements. Sometimes they influence negatively to get achieve their personal goals which is totally unethical. In these words it is been tried to discuss the positive factors of leadership, controversial issues, and also tried to discuss the ethical problems also which can be faced. These are some issues which can be faced by any organisation from their leadership and there is a need to address all these issues. 2.2.4 Summary of Debate Even though many writers used the term leader and manger exchange ably (CLMS 1999), Shackleton (1995) argued there is no automatic link between these terms leader and manager because the managerial core function are planning, organising, scheduling, etc but these will not necessarily be the part of leadership qualities (CLMS, 1999). Other writers like Lcoke (1991), and Yukl (1998), suggests that leaders leader are those who make the vision for any organisation and the managers are those who implement that vision. However, this implies that leaders is not common it only exists only at the executive level and assumes a limited range process or role derives for mangers none of these theories, methods and concepts is helpful by the preceding decisions and analysis, Bennis and Nanus (cited in Shackleton, 1995:4) provide the neat distinction and leadership is path finding and doing the right things while management is path following and doing things right, but Maccoby (200) described a more useful difference between management and leadership which clarify the difference; he stated: Management is a function that must be exercised in any business, whereas leadership is a relationship between leader and led that can energise an organisation. 2.3 Transactional and Transformational Leadership Schein (1985) argued that a function of leadership which is major factor to contrast from management, it is creation of management and innovation and many dynamic organisational changes and dynamic organisational culture which accept every change. The main role of a leader is a change agent which is responsible for creation and the management of vision, and motivates the employees towards the organisational goals achievement. If we say this could be most important quality which a leader should have that is vision? This is most important theory of Leadership and which are overall known as New Leadership (Gronn 1995). Charismatic Leadership (Conger, 1989, Conger and Kanungo, 1988), Visionary Leadership (Sashkin, 1998) Servant Leadership (Greenleaf, 1977, 1996; Spears, 1998), and Transformational Leadership (Bass, 1985, Tichy and Devanna 1986) Transactional leadership is the major and vital factor which develops has scholarly quality in the leadership (Bryman 1992). To understand this concept more properly we would discuss transactional and transformational leadership in depth in following section. 2.3.1 Overview The historian James MacGregor Burns (1978) mentioned first time in his book Leadership the concepts and theories of transactional and transformational leadership (Humphreys and Einstein 2003), initially, his interest was preliminary political leadership, this term got popularity in political authorities and organisational management circles. Bernard Bass (1985) Burns explained the broader range of transactional and transformational leadership and furthers their behaviour towards organisation and the effectiveness of behaviour. In addition, Bass (1985) was not satisfied with Burns model and he challenged the model, he made assumption that transactional and transformational leader were mutually exclusive. While, Burn (1978) said that a leader could be once either transactional or transformational. But Bass (1985) argued that transformational leadership is a complement to the transactional leadership rather than a substitute. How does leader use these qualities and take out the organisation beyond the boundaries. 2.3.2 Transactional Leadership Transactional leader works under a specified environment and there is proper and clear structure of work and it also clear what is does he expect from their subordinates. What would be exchange between them and what reward they will be awarded? The initial stage of transactional leader is to discuss all the related matter with subordinates which need to be discusses before to start any work. Transactional leader allocates the work to the relevant person after that they are responsible to get the things done in time. Transactional leaders main responsibilities are the things get done in time, fulfilment of every requirement, any advancement if required and the reward to encourage people. You can ideally, these is decision between leader and follower that are u want reward or punishment (Bass, 1985; Daft, 1999). Even though, the transactional leadership is an effective approach. There is no emotional relationship between the leader and followers and also no commitment, no personal development not any other social relation (Podsakoff at el 2003). There is a transactional relation between the leader and follower. The person who holds the power gives orders to their employees or followers to get things done. So we can say simply the main focus of transactional leadership is get thing done. In addition, Bass (1990) also warned that the transformational leadership can be a prescription for mediocrity. He also defends that leadership emphasise on massive output and to reduce the shortfalls and they mostly relies on passive management. The performance and the efficiency of the transactional leadership governed that how they are controlling the rewards and penalties, because these are main objectives of a leader. We can also notice that the followers want rewards or they have any kind of penalty fear. Yukl (1989) also argue that when any leader manipulates their followers through reward and punishment, he is not a leader in real sense. In the above mentioned scenario, when a leader uses legitimate, reward and coercive power to handle their followers, it is look more common to the management rather than the leadership. Apparently, there is not a major difference between leadership and management. 2.3.3 Transformational Leadership On the other hand, Burns (1978) argued that the transformational leaders have different types of relation, duties and objective according to diverse environment but the political leaders, they engage with their followers through their involvement, emotions, trust, commitments and their identifications. Bass (1985) elaborate that, in the organisation the transformational leadership occurs when the leaders mission, vision and the development ideas matches with the followers for the boom of any organisation and also provide resources for the personal development as well (Bass 1985, Avolio 1994). Transformational leadership is a method or process where the both followers and leaders move their self towards the process of development with the standard level of trust and motivation. In Transformation leadership the relation is based on fairness, justice innovation, motivation, equality and integrity and Burns (1978) called them end values. End values are those which cannot be negotiate and exchange between leader and followers on transactional basis. This shows that transformational leaders most commonly work for social and ethical manners. The transformational leaders do not manipulate results through deception and conditional reinforcement (Bass 1997). The followers response totally in free given environment and do not want any return in transactional leadership (Mullin, 1992). After expressing all these standards, the transactional leader unites their followers and the most important they can potentially change the goals, objectives and beliefs of their followers (Humphreys and Einstein, 2003). Bass (1995) asserts that transformational leadership, followers work beyond exception because of the leaders influence. According to Bass (1985), transactional leaders achieve all this by using the combination of behaviour, which are known as the four Is of the transformational leadership (Avolio et al, 1991) Idealised Influence (Charisma) Inspirational Leadership Intellectual Simulation; and Individualised Consideration Charisma seems to be a necessary element but it is not enough for the transformational leadership. Attaining the Charisma in the eyes of followers is considered as central to succeeding as a transformational leader (Bass 1990). The behaviours which are linked with the charismatic leadership need to be explained more detail now. Especially, House and Shamir (1993) argued in charismatic leadership there is degree of confidence and articulation. In this way leaders work through high admirable, ideological, classical moral values and communication and high performance. They keep followers in a systematic and highly manageable relation. They linked in a very persuasive and less stress able environment. They also guide to followers towards denigrate their opponents (e.g. competitors). The leader has very clear set of goals for their followers to become a role model (Gardner and Avolio, 1998). Emphasising value and collective identification, taking extraordinary risks, and making substantia l personal sacrifices in the interest of the charismatic mission are also behaviours associated with charismatic leadership (House and Shamir, 1993). For the growth of any business we need inspired and motivated work force. Inspiration is associated with charismatic leaders; these leaders are able to excite their followers and can carry out great feats with extra efforts (Bass, 1990). There are some qualities which a inspirational leader should have to inspire any workforce, these qualities can be strong planner, lateral thinker, grip on vision and communication, principled and disciplined. Although inspirational leadership was initially subsumed by charisma (Bass, 1985). It is been separated there should be higher level of motivation among followers which occurs in the start from charismatic leadership, before being combined again from the charismatic-inspirational dimension (Avolio, 1994, Bass, 1998). Therefore, it is observed that charisma is necessary and major quality of inspirational leadership. But on other hand, Bass (1990) also discussed that some leaders may have charisma but they do not have inspirational quality to affect their followers. Charisma is necessary but not sufficient for the transformational leadership. Collins (2001) in his book Good to Great discussed about the successful executive (level 5) leaders, they were those who were modest and humble, without inspiring personalities. However, Collin recognises that these leaders had inspired standards. These standards with goals, objectives, trust that influence the followers through high performance, took risk which considered being extraordinary and this sacrifice made organisation exceptional. There is a possibility that the |Collins leader may not have the quality of persuasive communication, nevertheless they can possess the charismatic qualities. According to Tichy and Ullrich (1984) the transformational leader are who can convert a bankrupt company to profitable company. Transformational leaders are those who can bring any positive change in the organisation. As many other things are linked with transformational leader same as intellectual simulation, Bass (1985) considered this as the third factor of which is associated with transformational leadership by the promotion of intelligence, rationality, logical thinking and careful problem solving. A leader which is equipped with the quality of intellectual simulation has capability to show their follower the new way for the problems solution and would involve followers in problem solving (Avolio et al, 1988). Bass (1990) also believe that such type of leaders are tolerant and for the followers mistake and open new ideas for them. Bass (1985) the fourth dimension or factor of a transactional leader is individualised consideration. This identifies the role of a leader the role which a transformational leader plays for the developing followers, pay full attention to their needs towards their achievement and benefits. A transformational leaders struggle hard to create new opportunities for their developing followers and act as a coach and mentor for the development of an individual (Bass 1990). Under this dimension, Boehnke et al. (2003) emphasise the importance of entrust challenging and interesting tasks to followers to promote them and their development as well. Kuhnert (1994) further added that delegating authority is a necessary component when delegating tasks, it is a way to enable individuals to get educated from the decision making process. Collins (2001) also suggested that the real effective leaders who pay particular attention to the development of their followers as a necessary requirement for supporting continued organisational success after they leave. Regarding these last two aspects of transformational leadership, Bass concurs that intellectual stimulation and individualised consideration are not entirely charismatic in nature (Smith et al. 2004). In recent times, there has been interest in the concept of emotional intelligence (Goleman, 1995), and how it links to transformational leadership. This topic is explored in the following section. 2.3.4 Transformational Leadership and Emotional Leadership Goleman (1998) has strongly argued that is a requirement for the successful leadership and goes so far as to describe emotional intelligence as the sine qua non of leadership. Golemans (1998) components of emotional intelligence at work at work are described in table 2.1 on the following page. Table 2.1: The five Components of Emotional Intelligence at Work Component Definition Hallmarks Self Awareness The ability to recognise and understand owns moods, emotions, and drivers, as well as their effect on others. Self-confidence. Realistic self assessment. Self-deprecating sense of humour Self Regulation The ability to control or redirect disruptive impulses and moods. The propensity to suspend judgement to think before acting. Trustworthiness and integrity. Comfort with ambiguity. Openness to change. Motivation A passion to work for reason that goes beyond money or status. A propensity to pursue goals with energy and persistence. Strong drives to achieve. Optimism even in the face of failure. Organisational commitment. Empathy The ability to understand the emotional makeup of other people. Skill in treating people according to their emotional reactions. Expertise in building and retaining talent. Cross-cultural sensitivity. Service to client and customers. Social Skill Proficiency in managing relationships and building networks. An ability to find common ground and build rapport. Effectiveness in leading change. Persuasiveness. Expertise in building and leading teams. (Source: Goleman, 1998) Barling et al. (2002) declare that there are many reasons why individuals high in emotional intelligence and they are more likely to use transformational leadership behaviour. The main and first step a leader who has ability to manage their own emotions and who shows self control and hold-up enjoyment which could serve as a role model for the followers. In that way, enhancing followers belief and respect their leader; this would be dependable with the spirit of idealised influence (Barling et al., 2000). Secondly, it focuses on the understanding ok others emotions, leaders with high emotions intelligence would preferably placed to realise the extent to which followers expectations raised, that is major feature of inspirational motivation (Barling et al., 2000). Third and major element of individualises consideration is the quality to understand followers needs and cooperate accordingly. To put more focus on empathy and ability to manage relationships positively, leaders are apparent towards emotional intelligence and they would likely to apparent individualised consideration (Barling et al., 2000). Barling et al. (2000) were able to provide experimental good reason for this position. And this was further imposed by Palmers (2001) research which have found similar correlation, 2.3.5 Transformational Leadership: Controversial Issues It is proven that charisma is regarded as a necessary quality for transformational leadership to occur, this implies that Basss third and fourth dimensions are not transformational in and of themselves, by his own definition. Some other questions which comes in existence when charismatic dimension analysed closely. For instance, because charisma is not an only the characteristic of transformational leaders but this is an additional factor which distinguish leaders from managers (Zaleznik, 1977), then there is possibility exists that the transformational and transactional typology communicate to nothing more than the distinction between work leaders and managers (Gronn, 1995). Furthermore, to the core build of the transformational leadership model, Gronn (1995) and other observer, like as Keeley (1995), and Lakomski (1995), have putted in to question its legitimacy, ethical applicability and experimental toughness. In terms of legitimacy of transformational leadership concept, Gronn (1995) emphasize that the transformational leader model described by Bass and his believers revive that leader is a type of hero or a great leader. He assert that these is no more than a tenuous casual connection between the exercise of a transformational leadership and desired organisational outcomes, such as performance effectiveness, and claims that what little empirical evidence exists derives from an extraordinary narrow methodological base (Gronn, 1995) 2.4 Development of Leadership in the Global Business Priority In the contribution of the 1996 collection of paper on leadership; the Leader of the Future, Bolt remarks; at the same time leadership is very vital for any organisation and there is no one to lead the organization because of the shortage of leadership. Drucker States: the lessons are unambiguous. The first is that there may be born leader, but there are surely too few to depend on them. To support this argument, approximately 75 percent (500) firms Gregersen et al. (1998) surveyed and did not think that they have an enough number of effective leaders (see also Brake, 1997). If we consult from DDI Leadership Forecast 2008/2009 than we can understand how much improvement is needed to develop the leadership in any organisation? The research shows that from 76 countries of the world 1,493 HR professional and 12,208 leaders participated in this survey. This summary shows us the short fall of leaders all over the world. The DDI Leadership forecast also shows that only 41 percent leaders are agree that the organisations are helping them to enhance leadership capabilities. Most of the organisation have been failed to provide chance to improve. Harvey et al, (1999) argued that there would be great competition for competent leadership in organisations in future, and this position is reinforced by the DDI leadership forecast 2008/2009. The leadership forecast indicated that the qualified leadership is becoming more and more difficult day by day. Iles (2001) sees improvement in the three major fields which need the Leadership improvement in the organisation. The increasing importance of HRM The increasing importance of knowledge and knowledge management. Changes in careers and career development. 2.4.1 The Increasing Importance of HRM The HRM is mostly view on the basis of competitive advantage basis Storey (1989) specifically focused on the gaining of employees commitment. He stated that the main factors of HRM (the deployment of human resources, evaluation of performance and reward etc.) as we discussed the earlier the legitimate, reward, coercive power to obtain compliance were mentioned are management techniques and these are the characteristics of transactional leadership. On the other hand, it was also argued that the expert and referent power could leader and follower relationship. Firms are using commitment oriented practice to gain competitive advantages, which further described how the attention of people is led (Iles, 2001). This shows that modern leadership competencies based on the more likely on the interaction (to gain commitment) rather than commanding and controlling (to gain compliance) (McGregor et al, 2004), and to implement transformational leadership rather than transactional leadership in the organisation. Stoerys (1989) described the types of HRM as hard and soft. These approaches linked with transactional and transformational styles of leadership. HRM which comes under the hard types of HRM mostly focus on the specific defined policies and procedure. These policies are cost effectiveness, lean production and use of labour. Legge (1995) called this a utilitarian instrumentalism in the relationship with employees. Transactional leadership considered as a utilitarian in nature and hard HRM practises associated with the transactional leadership (Bass, 1990). Conversely, the soft HRM is considered as development humanism (Legge, 1995) in this approach individuals integrated into work processes under such values trust, commitments and to communicate with each other. Therefore, the transactional le