A Beginners Guide to the French Revolution

A Beginner's Guide to the French Revolution Between 1789 and 1802, France was wracked by a revolution which radically changed the government, administration, military, and culture of the nation as well as plunging Europe into a series of wars. France went from a largely feudal state under an absolutist monarch through the French Revolution to a republic which executed the king and then to an empire under Napoleon Bonaparte. Not only were centuries of law, tradition, and practice wiped away by a revolution few people had been able to predict going this far, but warfare spread the revolution across Europe, changing the continent permanently. Key People King Louis XVI: King of France when the revolution began in 1789, he was executed in 1792.Emmanuel Sieyà ¨s: Deputy who helped radicalize the third estate and instigated the coup which brought the consuls to power.Jean-Paul Marat: Popular journalist who advocated extreme measures against traitors and hoarders. Assassinated in 1793.Maximilien Robespierre: Lawyer who went from advocating an end to the death penalty to the architect of the Terror. Executed in 1794.Napoleon Bonaparte: French general whose rise to power brought the revolution to an end. Dates Although historians are agreed that the French Revolution started in 1789, they are divided on the end date. A few histories stop in 1795 with the creation of the Directory, some stop in 1799 with the creation of the Consulate, while many more stop in 1802, when Napoleon Bonaparte became Consul for Life, or 1804 when he became Emperor. A rare few continue to the restoration of the monarchy in 1814. In Brief A medium-term financial crisis, caused partly by Frances decisive involvement in the American Revolutionary War, led to the French crown first calling an Assembly of Notables and then, in 1789, a meeting called the Estates General in order to gain assent for new tax laws. The Enlightenment had affected the views of middle-class French society to the point where they demanded involvement in government and the financial crisis gave them a way in to get it. The Estates General was composed of three Estates: the clergy, the nobility, and the rest of France, but there were arguments over how fair this was: the Third Estate was far larger than the other two but only had a third of the vote. Debate ensued, with a call for the Third getting a bigger say. This Third Estate, informed by long term doubts over the constitution of France and the development of a new social order of bourgeoisie, declared itself a National Assembly and decreed the suspension of taxation, taking French sovereignty i nto its own hands. After a power struggle which saw the National Assembly take the Tennis Court Oath not to disband, the king gave in and the Assembly began reforming France, scrapping the old system and drawing up a new constitution with a Legislative Assembly. This continued the reforms but it created divisions in France by legislating against the church and declaring war on nations which supported the French king. In 1792, a second revolution  took place, as Jacobins and sansculottes forced the Assembly to replace itself with a National Convention which abolished the monarchy, declared France a republic and in 1793, executed the king. As the Revolutionary Wars went against France, as regions angry at attacks on the church and conscription rebelled and as the revolution became increasingly radicalized, the National Convention created a Committee of Public Safety to run France in 1793. After a struggle between political factions called the Girondins and the Montagnards was won by the latter, an era of bloody measures called The Terror began, when over 16,000 people were guillotined. In 1794, the revolution again changed, this time turning against the Terror and its architect Robespierre. The Terrorists were removed in a coup and a new constitution was drawn up which created, in 1795, a new legislative system run by a Directory of five men. This remained in power thanks to rigging elections and purging the assemblies before being replaced, thanks to the army and a general called Napoleon Bonaparte, by a new constitution in 1799 which created three consuls to rule France. Bonaparte was the first consul and, while the reform of France continued, Bonaparte managed to bring the revolutionary wars to a close and have himself declared consul for life. In 1804 he crowned himself Emperor of France; the revolution was over, the empire had begun. Consequences There is universal agreement that the political and administrative face of France was wholly altered: a republic based around elected- mainly bourgeois- deputies replaced a monarchy supported by nobles while the many and varied feudal systems were replaced by new, usually elected institutions which were applied universally across France. The culture was also affected, at least in the short term, with the revolution permeating every creative endeavor. However, there is still debate over whether the revolution permanently changed the social structures of France or whether they were only altered in the short term. Europe was also changed. The revolutionaries of 1792 began a war which extended through the Imperial period and forced nations to marshal their resources to a greater extent than ever before. Some areas, like Belgium and Switzerland, became client states of France with reforms similar to those of the revolution. National identities also began coalescing like never before. The many and fast developing ideologies of the revolution were also spread across Europe, helped by French being the continental elite’s dominant language. The French Revolution has often been called the start of the modern world, and while this is an exaggeration- many of the supposed revolutionary developments had precursors- it was an epochal event that permanently changed the European mindset. Patriotism, devotion to the state instead of the monarch, mass warfare, all became solidified in the modern mind.

Production Planning & Quality Management- MGMT430 - 1401A 01 Unit 3 Essay

Production Planning & Quality Management- MGMT430 - 1401A 01 Unit 3 - Essay Example 1-55). Therefore, the lesser defects, the higher the quality. Cost is a crucial metric of production in terms of considering that costs of materials and labor would be an input to the unit price of the products being offered. Thus, the lower the costs of the materials and labor, the lower the unit price that the organization could peg to the consumers. This cost component would be instrumental in the pricing strategy that would be designed to ensure competitive advantage within the specialty memory chip market. Timeliness was described as â€Å"whether a unit of work was done on time† (Section 1: Development Process, n.d., p. 1-55). This metric measures the ability of the organization to produce in the most limited number of time and within the stipulated delivery period. Since there is a noted pre-order of as much as 10 million units of a new cellular phone memory chip, the time element is crucial to ensure that these parts are delivered within the given time frame. Currently, flexibility is a metric that needs evaluation and focus. With the identified six key products and 24 distinct products, customers who might require specialized parts that cater to their distinct needs and requirements. Thus, there is a need to evaluate standardization of products produced using similar machines; or producing more varied products with standardized machines. Productivity is actually defined as â€Å"the amount of a resource used to produce a unit of work† (Section 1: Development Process, n.d., p. 1-55). This is an important metric since it defines the number of output produced using the amount of inputs (raw materials and labor). The organization’s productivity would therefore be measured according to how efficiently the resources are used to produce the needed products. Efficiency is deemed an important metric of production since it ensures that a task (production) is undertaken with the minimum use of resources but that which optimized the outcome. It

Developing and Managing Performance (Organisation Essay

Developing and Managing Performance (Organisation - Essay Example In order to enhance performance, it will be essential to develop a reward system whereby the best performing individuals will be rewarding, thus promoting competency in their undertakings. (Chartered Institute of Personnel and Development, 2012, p.1). The senior management team will also undergo extensive training on various management perspectives, which will ensure that they will guide their juniors appropriately. This will be implanted in line with the current technological developments to ensure that efficiency is enhanced, which would consequently improve the overall performance of the company. 6 Strategies to Implement 6 Reward System 8 Challenges and How to Overcome Them 8 Conclusion and Recommendations 10 Developing and Managing Performance in an Organisation Executive Summary This report contains a detailed and comprehensive analysis of the different challenges faced when implementing and developing performance management and reward strategy. It puts forward the Bath model e laborating on how it can be used for performance management; moreover, a reward strategy has also been put in place with its significance being indicated. Significantly, the report starts by evaluating the challenges that are known to initiate from implementation, since this is known to be the basis of all the other problems, and proposed a number of ways that they can be countered so as to ensure that the strategic plan goes through to the end without any difficulties altogether. Introduction Over the years, there has been a lot of attention given to performance management and development with the demand for thorough information being actually intensified with the economic downfall. Human resources specialists have toiled to make sure that they keenly evaluate performance between relevant and fair measures putting most of their focus and efforts on essential aspects of any business. Essentially, the different efforts have circled around making sure that the processes are similar in nature with the requirements of a changing breed of line manager, and stream line the systems that are paper based and facilitate admittance through media. Nonetheless, most of the human resource strategies that have been implemented in the past are also focused on ensuring that managing the performance delivers in an environment where the evolution of numbers and effect on organisational brand and innovation is based on the ways of the business success. Concurrently, the report focuses on evaluating the challenges an organisation may incur when putting into place a performance and reward strategy using knowledge from the results of past case studies and theories from different specialists on the field, but mostly on human resources. Currently, the nature of work is altering with diverse organisations and corporations operating in more of a specialized network that is also flexible and natural; basically, the frequency of strategic partnering arrangements between organisations incr easing the need for management relationships to be managed beyond the organisation and hence further work is required. On the other hand, reward systems are also a critical part of any organisations design and how well they are compatible with the rest of the systems has an equal effect on to what extent they will be

Imogene king Essay Example for Free

Imogene king Essay As Hall (1965) says; â€Å"To look at and listen to self is often too difficult without the help of a significant figure (nurturer) who has learned how to hold up a mirror and sounding board to invite the behaver to look and listen to himself. If he accepts the invitation, he will explore the concerns in his acts and as he listens to his exploration through the reflection of the nurse, he may uncover in sequence his difficulties, the problem area, his problem, and eventually the threat which is dictating his out-of-control behavior. † Major Concepts The individual human who is 16 years of age or older and past the acute stage of a long-term illness is the focus of nursing care in Hall’s work. The source of energy and motivation for healing is the individual care recipient, not the health care provider. Hall emphasizes the importance of the individual as unique, capable of growth and learning, and requiring a total person approach. Health can be inferred to be a state of self-awareness with conscious selection of behaviors that are optimal for that individual. Hall stresses the need to help the person explore the meaning of his or her behavior to identify and overcome problems through developing self-identity and maturity. The concept of society/environment is dealt with in relation to the individual. Hall is credited with developing the concept of Loeb Center because she assumed that the hospital environment during treatment of acute illness creates a difficult psychological experience for the ill individual (Bowar-Ferres, 1975). Loeb Center focuses on providing an environment that is conducive to self-development. In such a setting, the focus of the action of the nurses is the individual, so that any actions taken in relation to society or environment are for the purpose of assisting the individual in attaining a personal goal. Nursing is identified as consisting of participation in the care, core, and cure aspects of patient care. Subconcepts The Care Circle It represents the nurturing component of nursing and is exclusive to nursing. Nurturing involves using the factors that make up the concept of mothering (care and comfort of the person) and provide for teaching-learning activities. The professional nurse provides bodily care for the patient and helps the patient complete such basic daily biological functions as eating, bathing, elimination, and dressing. When providing this care, the nurse’s goal is the comfort of the patient. Providing care for a patient at the basic needs level presents the nurse and patient with an opportunity for closeness. As closeness develops, the patient can share and explore feelings with the nurse. The Core Circle It is based in the social sciences, involves the therapeutic use of self, and is shared with other members of the health team. The professional nurse, by developing an interpersonal relationship with the patient, is able to help the patient verbally express feelings regarding the disease process and its effects. Through such expression, the patient is able to gain self-identity and further develop maturity. The professional nurse, by the use of reflective technique (acting as a mirror to the patient), helps the patient look at and explore feelings regarding his or her current health status and related potential changes in lifestyle. Motivations are discovered through the process of bringing into awareness the feelings being experienced. With this awareness, the patient is now able to make conscious decisions based on understood and accepted feelings and motivation. The Cure Circle It is based in the pathological and therapeutic sciences and is shared with other members of the health team. During this aspect of nursing care, the nurse is an active advocate of the patient. Assumptions The motivation and energy necessary for healing exist within the patient, rather than in the health care team. The three aspects of nursing should not be viewed as functioning independently but as interrelated. The three aspects interact, and the circles representing them change size, depending on the patient’s total course of progress. Strengths/Weaknesses Strengths: The use of the terms care, core, and cure are unique to Hall. Hall’s work appears to be completely and simply logical. Weaknesses: Hall’s work is simple in its presentation. However, the openness and flexibility required for its application may not be so simple for nurses whose personality, educational preparation, and experience have not prepared them to function with minimal structure. This and the self-imposed age and illness requirements limit the generalizability. Analysis Hall imposed an age requirement for the application of her theory which is 16 years of age and above. This limits the theory since it cannot be disregarded that nurses are faced with pediatric clients every now and then. Even though Hall confined her concepts for that age bracket, the concepts of care, core and cure can still be applied to every age group but again, none was specified. The only tool of therapeutic communication Hall discussed is reflection. By inference, all other techniques of therapeutic communication are eliminated. Reflection is not always the most effective technique to be used. The concept of a patient aggregate such as having families and communities as the focus of nursing practice was not tackled. It is purely on the individual himself. Although, the role of the family or the community within the patient’s environment was modestly discussed. In the focus of nursing care in Hall’s concepts, the individual must pass an acute stage of illness for you to successfully apply her theory. Therefore, this theory relates only to those who are ill. This indicates that no nursing contact with healthy individuals, families, or communities, and it negates the concept of health maintenance and disease prevention.

Native Americans Essays -- essays research papers fc

People have been living in the Americas for thousands of years. Only fairly recently, the past few hundred years, have foreigners begun to arrive and drastically disrupt the way of life of the aboriginal population. The situation has become so severe that a population that was one believed to be numbered in the millions, was at one point reduced to as few as 220,000 in 1910, and entire tribes have been either irretrievably warped or have disappeared altogether. While Native American Indians have almost completely recovered population-wise, they will never catch up to the rest of the world, and their culture can never fully recuperate. At the time the United States was settled by Europeans, it was abundantly populated by dozens of separate nations with diverse civilizations and cultures. Like other colonized regions, the indigenous people suffered first from the introduction of diseases that were common in the regions that the settlers were from, to which the Indians had no immunity. It is believed that millions died of smallpox, measles, whooping cough, and influenza. Some estimate that such epidemics were responsible for more than 80 million deaths during the early colonial period alone. Although The Indians numbers were never accurately recorded (estimates have ranged from in the low millions to as much as around a hundred million) it is certain that they are far from a complete recovery. For nearly 300 years the population of Native Americans had been declining, since shortly after Columbus arrived in the Western Hemisphere to a while after the civil war. But starting in the beginning of the 20th century the United States census bureau has reported an almost continuous increases in native populations (with some exceptions, notably an influenza epidemic that occurred in 1918). From the 1980’s to the 1990’s there is reported a growth of almost 500,000; from 1,478,523 in 1980 to 1,937,391 in 1990. Despite these promising statistics the population of Native Americans is only a small fraction (0.8 percent) of the hundreds of millions of other inhabitants in the United States. Despite their initial confusion to their situation after the arrival of Europeans, the Native Americans did not take their disenfranchisement from their own land lying down. Native Americans have a long history of "fighting back" against invaders encroaching on the land that ... ... remained of their once vast civilization, Native Americans were beginning to make a recovery. Despite a long history of disease, broken treaties, and constant removal from their own land Native Americans can finally focus within their own society to try to rebuild what they have lost. Although they may never fully recover, Native American Indians are at the best position they have ever been in since their exposure foreign influences. Bibliography Bibliography Zinn, Howard. A Peoples History of The United States. 1980, pp. 124-146. Josephy, Alvin M. The Indian Heritage of America. New York, 1968. Pp. 53, 116. _________. Through Indian Eyes. New York, 1995, Pp. 330-332, 383. Oswalt, Wendell H. This Land Was Theirs: A Study of The North American Indian. 1966, Pp. 399-400. "Indian Images." News report. ________. "First Nations Histories." http://www.tolatsga.org/compacts.html ________. "Top 25 Native American Tribes." US Census Bureau. http://www.census.gov/population/socdemo/race/indian/ailang1.txt (1995) ________. "The Native American Peoples: A History of Genocide." Boabab Press http://www.africa2000.com/bndx/ba0320.htm (2000)

A Critical Reflection of My Own Experience of Leadership

Introduction This critical reflection is focused on my own experience of leadership whereby I suggest areas for my own development. I am also using herewith leadership theory and concepts in analysing and evaluating the leadership case that I am presenting. Leadership is a process or series of actions directed toward group goals; it is a consistently demonstrated pattern of behaviour with certain objectives (Ricketts and Ricketts, 2011). The leadership experience that this paper tackles is centred on my previous supervisor in a previous job, who I call â€Å"Mr. M.† I deem it interesting to use my experience with his leadership case as I believe this would allow me to suggest areas for my own development. The case is therefore an observation of leadership in action where I am not a leader. Critical Reflection: Analysis and Evaluation Mr. M delegates tasks as a way to manage the myriad responsibilities within the workplace. Often, meetings are called for in order to update the whole team on the work that members have accomplished. Mr. M’s listening skills were excellent, in that he never missed any single point of information being related to him. From this set of information, he was able to synthesise clearly the ideas being presented to him; regard each chunk of information as a potential contribution to what the team was trying to achieve, and identify the problems and challenges along the way. He did all this with the help of the team, in which it must also be noted that teamwork is a necessary element of leadership, which must be considered in successful leadership (Parker, 2008). A good attribute that was commendable of Mr. M was his ability to see positively a certain scenario despite our perceived griminess of it. He was a democratic leader who held the final responsibility whilst delegating authority to others. With his leadership, our communication – both upward and downward – was active. There was likewise high employee commitment because we were able to participate in the decision-making process of our team. This way, Mr. M. was able to encourage employees to function beyond just being rank-and-file workers. This concept of leadership was also present in Pride and colleagues (2010) in their discussion of leadership styles. Moreover, this scenario was harmonious with transformational leadership theory, which is focused on people’s interaction with others as they create a solid relationship that leads to trust, which in turn leads to increased intrinsic and extrinsic motivation in both the leader and the followers (Gittens, 2009; Lu ssier and Achua, 2010). Job autonomy was also encouraged much in the team and the organisation itself, with a minimum space for supervision from the supervisor himself. This way, as a member of the team, I was able to enhance my commitment to the job as I likewise felt being the one who owned the tasks and felt a sense of achievement in return. Greater job autonomy certainly created identity in the job amongst us who were tasked to fulfill them. This atmosphere of responsibility and autonomy made me and the others appreciate our jobs better. This was also parallel to what Bligh and Riggio (2013) say about autonomy and job control in which they claimed that they (autonomy and job control) lead to employee empowerment. May I say that my own engagement with my work was drawn from high levels of empowerment and autonomy, which my supervisor helped to foster, especially in leader-follower distance, with the leader not always being present to look over the followers’ shoulders (e.g. Bligh and Riggio, 2013 ). Transactional theory could be found in the case example, whereby it demonstrates a transaction between the leader and the followers, giving importance to a positive and mutually beneficial relationship (Martin et al., 2006). The effectiveness of this theory is found in the development of a mutually reinforcing environment, for which individual goals and those of the organisation are in synch. Furthermore, problem solving was not a sole task of our supervisor, but one that involved everyone in our team; thus, a group-shared activity. Mr. M acted as much to take the role of a facilitator in his intention to involve everyone in problem solving, laying down his views and opinions toward a particular direction, without dismissing others’ perspectives. The path-goal theory is seen in this example, whereby the leader directs activities, with varying manners. The theory maintains that the leader sees a path that needs to be trod and gets the group to accomplish it by commanding, rewarding, soliciting suggestions, etc. (Griffin and Moorhead, 2012). However, I came to know that he did not go through development programmes for creative problem solving, which I think is necessary, considering that for a leader, the use of collaborative skills and creativity techniques is part of the leadership strategy, just as what Higgins (2012) had suggested. In this regard, since Mr. M enabled his people to work well in delegation, he was able to function well as a coach. He was the kind who was willing to delegate and was comfortable to hand off assignments to the team. The kind of matters he delegated to those he led was not simply those referring to tasks but to responsibilities, which also harmonised with the discussion of Lussier and Achua (2010). Mr. M was not the kind of leader who would think that he was the boss with adequate knowledge and experience as an approach to problem solving. Solving problems by a leader because he thinks he is the most capable one is what Tracy (2013) called reverse delegation. Instead, Mr. M avoids committing this reverse delegation by making us define the problem clearly, developing a range of solutions, and selecting a solution being recommended. I believe Mr. M was able to grow his staff – which was one of his major responsibilities as a leader – by helping them develop problem-sol ving skills. I once asked him for a solution to a certain problem, and his responses was (as always) â€Å"What do you think must be done in this situation?† Thus, in many cases, he was able to make team members determine the best course of action for a certain problem or situation. There were times when a problem seemed too overwhelming to be handled by a member and would seek his help, to which his usual response would be to insist that the person must learn how to do it, with his guidance. Incidentally, Tracy (2013) stated that in case an employee returns to the leader with a complain that he/she could not do the job rightly, it is better for both of them if the leader guides the person in accomplishing the job rather than taking it back and adding it to his load, which is probably full. As much as he could, Mr. M does not take sides or intervene in interpersonal problems, to which some people in our team would attempt to make him a mediator or a counselor. His tendency was not to express an opinion showing favour to one party over the other. This stance was also taken as positive by Tracy (2013), who said that as a rule, one would not be able to have the full story, and once a leader takes a particular position, it might mean weakening his authority with both persons in the future. As a result of good performance, the performing employee was rewarded by the leader. Areas for My Own Development Based on the case presented, the suggested areas for my own development as a leader are: delegating responsibilities to my team members, promoting decision-making through problem solving, and motivating the workforce through a high degree of autonomy and job control. I have learned through this exercise that delegating responsibilities is not only to free or unburden the leader of the many workloads but to provide opportunities for growth. Similarly, involving the whole team toward a problem-solving activity results in providing an opportunity for decision making. Noteworthy here is the fact that decision making allows employees to become more involved in the job (Bhattacharya and McGlothlin, 2011). I am also noting that a high level of autonomy in the job necessitates corresponding skills sets for the work, in which employees with high job autonomy tend to perceive greater responsibility for either the success or failure of their efforts, and are also likely to experience increased job satisfaction (Lewis et al., 2007). My members’ skills must therefore be in synch with the level of autonomy required in their job, and that I could help them work on developing their skills through related training and coaching. Conclusion To conclude, the leader plays a crucial role in the development of members and in achieving organisational goals. This insight was demonstrated by this critical reflection through its discussion of delegation, problem solving, job autonomy, and maintaining one’s authority by not taking sides in members’ problems with interpersonal relationships. Mr. M was able to promote trust and motivation both for himself and for his team members, typical of transformational leadership theory. Transactional theory had also demonstrated a specific transaction based on a mutually beneficial relationship between the leader and the followers. This case also complemented with the path-goal theory in which the leader guides the members in treading a desired path. The case led to identification of my own areas for development. References Bhattacharya, A. and McGlothlin, J. D. (2011) Occupational Ergonomics: Theory and Applications. Second Edition. NW: CRC Press. Bligh, M. C. and Riggio, R. E. (2013) Exploring Distance in Leader-Follower Relationships: When Near is Far and Far is Near. NY: Routledge. Gittens, B. E. (2008) Perceptions of the Applicability of Transformational Leadership Behavior to the Leader Role of Academic Department Chairs: A Study of Selected Universities in Virginia. Parkway: ProQuest LLC. Griffin, R. W. and Moorhead, G. (2012) Organizational Behavior. Mason, OH: South-Western Cengage-Learning. Higgins, J. M. (2012) The role of HR in fostering innovation in organizations. In G. M. Benscoter (Ed.) The Encyclopedia of Human Resource Management: Thematic Essays (pp. 226-238). NJ: John Wiley & Sons. Lewis, P., Goodman, S., Fandt, P., and Michlitsch, J. (2007) Management: Challenges for Tomorrow’s Leaders. Mason, OH: Thomson Higher Education. Lussier, R. and Achua, C. (2010) Leadership: Theory, Application, and Skill Development. Mason, OH: South-Western Cengage Learning. Martin, B., Cashel, C., Wagstaff, M., and Breunig, M. (2006) Outdoor Leadership: Theory and Practice. IL: Human Kinetics. Parker, G. M. (2008) Team Players and Teamwork: New Strategies for Developing Successful Collaboration. NJ: John Wiley & Sons. Pride, W., Hughes, R., and Kapoor, J. (2010) Business. Tenth Edition. Mason, OH: South-Western Cengage Learning. Ricketts, C. and Ricketts, J. (2011) Leadership: Personal Development Career Success. Third Edition. Mason, OH: South-Western Cengage Learning. Tracy, B. (2013) Delegation and Supervision. NY: AMACOM.

Essay on Communication Processes - 754 Words

Communication Processes Communication occupies up to 75% of every working day and can occur in verbal and non-verbal means. In order for an organization to be successful, it must demonstrate successful communication among staff members. Communication is considered to be successful when the desired objective is attained. All communication has a purpose, whether to inform, to convince or to serve some other purpose; communication is what ties all departments within an organization together. Without communication an organization is sure to fail. Within the University of Texas- University Health Services, one can observe several means of successful communication. It is this form of communication that ensures quality patient care,†¦show more content†¦The policies are sent as an attachment to a message that instructs the staff members to review the policy changes. Once the manager feels the staff has had an adequate amount of time to review the policy, he will then personally ask each employee if they u nderstand the changes or if they have any questions. If there are questions the manager will take the time to answer them and then he will send out an additional email regarding the question and answer to the rest of the staff. This additional email ensures all staff members are completely informed. According to shamanic teacher and healer Don Miguel Ruiz, one should not make assumptions (Four Agreements, 1997). When assumptions are made, mistakes or misunderstanding are likely to occur. This is evident at UHS when unsuccessful communication occurs. When the sender of a message assumes the receivers will understand the message completely, miscommunication can occur. One recent example of this occurred between an employee from the benefits department and a nursing staff member. During communication via email, the benefit employee lined up the numbers regarding the nurses insurance premiums. The benefit employee assumed the nurse would understand what all the numbers represented; ther efore, she did not follow-up with the nurse. When the nurse questioned the numbers, she emailed the benefit employee with her concerns. Again the benefit employee lined up the numbers with explanations via another email. AfterShow MoreRelatedOrganizational Communication: Processes Underlying Communication Success and Failure2587 Words   |  11 Pagesfor assessment must have this cover sheet attached. Please type in your details then copy and paste to the front of your assignment and save the file ready to upload. 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TheseRead MoreThis is an overview of the Human Resource Management module. This essay is going to be focused on1000 Words   |  4 Pagesof the task. The primary areas that straightforwardly impacted the way we met expectations are as follows: Below is an account of the dissimilar models of group formation processes by Lewin, Tuckman, McGrath, and Gersick which includes the major features, steps, and characteristics. Tuckman (1965) stated these rules/processes are needed for group formation: Formation: This is the initial phase when the group gets together and members begin to grow their relationship with one another and find outRead MoreDomestic Violence Organization : Organization1218 Words   |  5 Pagesgroup, formation can reduce the intensity of conflict which allows for some improvement for the welfare of individuals. Applying the theory of endogenous coalition structure will allow for stability of group formation. When it comes to communication problems among group members there are a variety of reasons that can explain how group characteristics may influence work group effectiveness. According to a recent article â€Å"there are longitudinal designs that can be used to examine how group members’