Strategies for Building Effective Relationships Essay Example for Free

Strategies for Building Effective Relationships Essay Silburn Pitter This paper will look at the constructing of actual relationships with other manager and workers calls for more time and effort put into your work. The most operational relationships yield many different methods and are very successful, operational and substantial most of the time. This only happens when the people involved encourage a level of high trust in their dealings. This paper will discuss the simple skills that a leader must have in order to do well in having an operative rapport. It will also talk over some of the procedures used to shape actual relationships with bosses and their workers. Finally it will talk about the role a leader takes in different participating management approaches. Leader Skills Anyone coming up in management knows that in order for a leader to be effective they must have certain leadership skills. While not all leaders have these skills, we will show how a leader can become successful. These skills will include: Strategic Thinking, Collaboration, Emotional Intelligence, Critical Thinking, Communication, Motivation, Feedback, Tough Conversations, Coaching, and Making Values Visible and Viral. First we have Strategic Thinking, which means that you have to think big or outside the box. You have to step back and take a look at the big picture some times and just watch what is going on. Then you can see where the work is going good and where you need to work on a problem. Next we have Collaboration, which means you have to be a good role model to your peers and co-workers. You have to be a role model for in effective networking by presenting the value of bridging old limitations and breaking old habits. Next we have Emotional Intelligence, which means you have t o build your self-alertness, self-management, social alertness and correlation management. Emotional intelligence is critical. Know that as a leader, you are infectious. Being a source of energy, empathy and earned trust, showing hopefulness and level-headedness can co-exist. Understanding that elasticity is important to  leadership, especially in demanding times. Next we have Critical Thinking. Critical thinkers question orthodox knowledge. They are watchful about recognizing and challenging traditions that motivate actions or inaction. They are routinely cautious of sweeping statements, implications and unproven theories. Their favorite questions are: â€Å"How do we know that?† They make every effort to self-determining thinkers, careful to check how their own biases might shade their decisions. Next we have Communication, which is one of the easiest to understand. Bosses who don’t communicate successfully get in the way of their team’s success. You have to make it your goal to master every form of interpersonal communication and make it powerful: one-on-one, small group, full staff , email, social media, and of course, listening. It becomes a shortfall in establishments and its managers who point out the problem! Next we have Motivation, which means that you have to tell your people that they are doing a good job, give them a pat on the back, and sometimes giving them a bonus for their good work. You have to show your people that doing a good job is productive and sometime it can be fun. You can set up a program that when people come to work at the beginning of their shift, there is a dance that you do and sing a song that involves the job that they are doing. Next we have Feedback, which means that you are always on the lookout for opportunities to deliver specific, helpful information to people about their performance and their value to the business. Improvement of the quality of all of your communications by using them as chances for modified and operational feedback is good. Next we have Tough Conversations, which mean that you can’t avoid tough talks. Learn to do them skillfully, sidestepping the many drawbacks that they can present. Become an expert at addressing challenges and p roblems early and often. Don’t let problems stand for too long or bullies triumph. Build trust as a leader so people recognize your good intentions even in the midst or wake of stimulating talks. Next we have Coaching; this is totally unlike the skill of fixing. It helps people learn to progress their work and make decisions for themselves. Fixing is when you do the work for the people, but coaching is when you show them what they did wrong and you let them fix it. You can’t fix everyone, but you can coach all of your workers to be self-thinkers. And last we have Making Values Visible and Viral which means that you let people know what you stand for and you make discussions a part of your daily work.  Make it safe for your people to talk about values like integrity, diversity, community, and service. All we have to do is start those talks, and they always take off spontaneously. It should happen in the workplace, too. Each of these is a skill anyone can learn. And there’s nothing more satisfying than seeing professions progress as people grow from b eing all right managers to being great bosses who understand the key skills of leadership. If you don’t motivate, who will? No one that is who. Methods You will have to work with other leaders at your level to discover these openings. Generate strong associations with your peers and bosses. Generate strong associations with your peers and bosses. You will need to treat your peers and bosses with the same admiration and honesty as the other people in your team. Frequently this becomes a hard task because you are competing with them for serious assets. You will have to find new ways to help them in the ways they know. Imagine yourself walking around your office with a bunch of olive branches fastened to your back. Every day you go out and see how many olive branches you can give away to people that would quarrel with you. Whenever possible, be a verbal ally of their situations in gatherings. If you act like a supporter, it is harder for them to see you as an opponent. If you think of them as the opponent, they will give it back. You might have to go that extra mile to help them resolve their problems. Sometimes that means taking badly behaved people off their hands and let them make a fresh start in your business. It might mean that you have to loan them some of your equipment, or other possessions. Be generous with your support. You might have to Substitute excessive associations with the key reserves of your peers. They might have high impact and might be able to help your reason if they see you as a friend. You might have to Bond with your peers whenever possible in common surroundings. Get to know their families, their hobbies, their likes and dislikes, and their can dos and their can’t dos. The closer you are as friends, the more they will want to help you at work. You will have to discuss things often with your peers for means. Create a record of when you are being reasonable and looking for the win-win chances. Never try to win at another person’s expense. It will always come back to bite you on the butt and you will lose in the end. You will need to be noticeable with your allowances. Prove that you will always deal with  impartiality. Fight the offer to blow the whistle on a co-worker when they mess up. It might feel good at the time, but then you will have made a rival, and you never want to have a rival if it can be avoided and it almost always can be. Some people go about making rivals to please their self, their desire to just to have fun. They don’t last very long. If a peer makes a blunder, then this is a great chance to help them recover steadiness, kindness pays off.

Nucor Case Analysis :: Finance Business Essays

Nucor Case Analysis Case summary: Nucor is the world’s largest recycler, recycling over 10 million tons of scrap steel annually. Nucor descended from auto manufacturer Ransom E. Olds, who founded Oldsmobile. The company evolved into the Nuclear Corporation of America, which was involved in the nuclear instrument and electronics business in the 50’s and early 60’s. Over the next five years, Valley Sheet Metal, Vulcraft Corporation and U.S. Semi-conductor Products joined the Nuclear Corporation. After suffering several money-losing years, in 1964 F. Kenneth Iverson was installed as president. Management then decided to integrate backwards into steel making, and in 1972 they adopted the name Nucor. Since then Nucor has established itself as a leader in the steel industry through efficiency and innovation. It now employs more than 7,000 people worldwide and has experienced tremendous growth under its new CEO Daniel R. DiMicco. SWOT Analysis Strengths †¢ Low Cost Producer †¢ Employee/Manager ial Relations Leading Innovator †¢ Low Debt Load †¢ Overall industry leader Weaknesses Dependency on scrap metal Company Profile - Nucor Corporation is the largest steel producer in the United States and had net sales of $11.3 billion in 2004. -Nucor's origins are with auto manufacturer Ransom E. Olds, who founded Oldsmobile and then Reo Motor Cars. -The reorganization resulted in restructuring and eliminating money-losing businesses which left only the steel joist business called Vulcraft -Vulcraft operated in Florence, South Carolina and Norfolk, Nebraska -Management then decided to integrate backwards into steelmaking by building its first steel mill in Darlington, South Carolina in 1968 -In 1972 the company adopted the name Nucor Corporation -By 1985 Nucor was the seventh largest steel company Situational Analysis General External Environment ï  ¶Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Sociocultural - Nonunion workers got paid more than 85% of the states they worked in -Recycled more than 10 millions tons of scrap metal annually ï  ¶Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Technological -Began using a twin shell electric furnace to increase production and lower costs and increase market share -Developed and implemented strip casting overseas to eliminate a step in the steel making process ï  ¶Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Demographic -Economic slow down in early 90’s led to a decreased demand for steel -By 1995 the steel industry was the best it was for 20 years ï  ¶Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Economic -Import values decreased for all steel products from 1998 to 1999 -U.S. steel producers facing higher energy costs ï  ¶Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Global -Increasingly tough environmental rules -Cheaper imports for steel Industry Analysis – Nucor has established itself as a leader in the steel industry through efficiency and innovation. Industry Driving Forces of Change ïÆ' ¼Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Increased demand on a global scale due to increase in manufacturing across the world, opposite in U.

Notes for Nursing Eyes and Ear

Chapter 51 and 52- Understanding the Sensory System- Med Surgical- EYES External eye structures Eyelids-protective cover for thr eyeball * Has a thin transparent membrane called â€Å"conjunctiva† Eyelashes-keep dust out of eyes Each eyelid has a lacrimal gland at the upper outter corner of the eyeball Question: how do tears come in front of the eyeball? A: small ducts bring tears to the front and blinking help spread the tears over the surface Q: what enzyme inhibits the growth of bacteria on the surface of the eyes?A: tears have enzymes called lysosome How to collect tears? Tears from Lacrimal canalsdrain into lacrimal sac nasolacrimal ductnasal cavities Question: How do we do a nursing assessment of the eyes? Answer: Inspect and palpate of the external eye Internal Anatomy of the Eye Eyeball Layers: Outer Sclera Middle Choroid Inner Retina Choroid layer: Prevents glare Ciliary Body: Circular Muscle changes the shape of lens Circular Iris: Dilates, Constricts Pupil Eyeball C avities Vitreous Humor: Holds Retina in PlaceAqueous Humor: Nourishes Lens/Cornea Retina: Lines Posterior Eyeball Contains Rods (Light) black and white Cones (Color) for Vision Fovea: Most Acute Color VisionOptic Nerve: Transmit Image Color Blind * Retina: Lines Posterior Eyeball, Problem with * Cones (Color) for Vision * Usually can not see colors red, green, blue or a mix of these colors. * Mostly men * Genetic predisposition Internal Eye The retina is a light-sensitive layer at the back of the eye that covers about 65 percent of its interior surface.Photosensitive cells called rods and cones in the retina convert incident light energy into signals that are carried to the brain by the optic nerve. In the middle of the retina is a small dimple called the fovea or fovea centralis. It is the center of the eye's sharpest vision and the location of most color perception. Eye Movements: There are 6 intrinsic muscles that moves the eyeball are attached to the orbil and outter surface of the eyeball The cranial nerves that innervate these muscles are: * Oculomotor 3rd * Trochlear 4rth * Abducens6th EYEBALL has 3 layers . Outter fibrous tunic( sclera and cornea) -sclera- white part of the eye/cornea- no capilliaries and 1st part refract light rays 2. Middle vascular tunic(choroid, ciliary body, and iris) * Choroid=has BV and dark pigment melanin(prevent glare)/anterior of chroid is mmodified into ciliary body and iris 3. Inner nervoous tunic (Retina) * Lines 2/3of eyeball, has rods and cones, photoreceptors, fovea= only see color b/c only has cones. * Rods are more abundant toward periphery vision see best at night at side of visual field Nursing Assessment forCranial Nerves of the eyes by eye movements: Physiology of Vision: * Involves Focusing of Light Rays on Retina and transmission of Subsequent Nerve Impulses to Visual Areas of Cerebral Cortex * Light rays strike the retina, it stimulates chemical RX in rods and cones. Retinal( a receptor) bonds to a protein cal led a opsin. In rods, the light rays stimulate the breakdown of rhodopsin into opsin and retinal resulting to chemical changes and generates a nerve impulse for transmission. Cones have a similar RX that takes place.Nursing Assessment of the eye and visual status: * Peripheral vision/by confrontation – how far you can follow the light while looking straight. decreases as age increases * Visual Fields- * Full peripheral fields * Movements in all 6 cardinal fields of gaze * Corneal light reflex test ( light is at the same place in both pupils) * Cover test- steady gaze ** Also test with Snellen’s chart- read from smallest letter to biggest. 20/20- the vision is normal 20/70visual impairmentit takes the eye 70 ft to read what a normal eye is able to 20/200legal blindness * THE E chartpt that has literacy problemsask to indicate what direction E shape figure. Muscle Balance and Eye movement Instruct pt to look straight ahead and follow examiner’s finger w/o moving h ead. Examiner moves finger in the 6 cardinal fields of gaze, coming back to each point of origin between each field of gaze * Patient follow examiner finger w/o nystagmus(involuntary rapid movements of the eyes vertical, horizontal, or rotary) pt have adequate extraocular muscle strength and innervations Corneal reflex test assess muscle balanceshine penlight toward cornea while pt stare straight ahead.The light reflection should be at the same place for both pupils Cover Test- evaluate muscle balance Pupilary Reflex PEARRL- Pupils, Equal, Round, and, Reactive, to Light PERRLA- Pupils equal round reactive to light accommodation Pupils should constrict when pen light is shownconsensual response Test for ACCOMONDATIONability of pupil respond to far and near distances. * Pt, focus on object that is far awayexaminer observe size and shape of pupil 5 inches away * Pt focus on near object examiner observe size and shape of pupil 5 inches away * NORMAL= eyes turn inward and pupil constrict Internal Eye Examination * Only for advanced practitioner * LPN explains procedurePt should hold head still looking at a distant object. The instrument called â€Å"opthalmoscope† will maginify structure of eye to see internally. The bright light might be uncomfortable for the pt * Intraocular Pressure- tonometer testing using a puff of air to indent cornea and measure pressure. Above normal range may indicate glaucoma Diagnostic Tests for the EYE Culture- ordered when exudate from eye are present/rule out infection * Fluorescein Angiography- Asses for dye allergies B4 starting/ fluorescence dye inject into venous system * Electroretinography- evaluate difference of electrical potential between cornea and retina in response to wavelengths and intensities/contact electrode on eye to check rods and cones * Ultrasonography- eye instill with anesthesia drops, and perform ultrasound with transducer probe/picture by sound * Radiologic Test- Xray, CT, MRI to view bone and tissue aro und eye * Digital Imaging- take digital pictures of retina in 2 seconds/ eyes don’t need to be dilated VISUAL FIELD ABNORMALBILITIES A. Normal vision B. Diabetic Neuropathy C. Cataracts-blurry D. Macular degeneration- can’t see middle E. Advanced Glaucoma- can only see middle AMSLER GRID: Q: What are we testing? – Used to identify central vision distortions and blind spots * If you can see the middle dot in the grid then you pass Nursing Assessment of the Eyes- SUBJECTIVE DATA * Family History * Glaucoma * Diabetes General Health * Trauma to Eyes * Medications * Data on Visual Acuity * Double Vision * Difficulty seeing things near? Far? Visual Acuity * Snellen’s Chart/E Chart/Rosenbaum * Visual Impairment – 20/70 * (You must be at 20 feet to see what a normal person sees at 70 feet) * Legal Blindness – 20/200 or Less with Correction Question: A patient is diagnosed with a refractive error and asks the nurse what this mean. What would be the appropriate explanation by the nurse? A: You will need corrective lenses in order to see clearly RERACTOR ERRORS: – Bending light rays as they enter the eye 1. Emmetropia: Normal Vision A. Hyperopia: FarsightednessEyeball is too short, causing image to focus beyond the eyeball (Can see objects far away) B. Corrected with convex lense C. Myopia: Nearsightedness (can see near objects) D. Corrected myopia * Astigmatism: Unequal Curvatures in Cornea * Presbyopia: Loss of Lens Elasticity Normal aging after age 40 become- farsighted Astigmatic Mirror If you a â€Å"typical† astigmatic, you may see the lines near the horizontal are clearer and darker than the lines vertically. You may also find the lines near the horizontal are spaced further apart and the vertical spaced closer together. You might also find the inner circle in not quite round. Nursing Assessment for the EYE: * Usually test for children Corneal Light Reflex * To test for lazy eye or strabismus: * A condition in which the visual axes of the eyes are not parallel and the eyes appear to be looking in different directions. Nursing Assessment of the eye OBJECTIVE DATA * Pupillary Reflex * Pupil size ___ mm * PERRLA? * Pupils * Equal * Round * Reactive to * Light and * Accomodation * Consensual? – reaction of both pupils when only one eye is expose to change in light intensity EYES CHANGE AS WE AGE * Decreased Elasticity of Lens: Presbyopia * Difficult peripheral vision: Narrowed visual field * Decreased pupil size and response to light * Poor night vision * Sensitivity to glare Yellow lens – harder to differentiate colors * Distorted or poor depth perception * Decreased lacrimal secretions or tears Eye Health Promotion Regular Eye Examinations Nutrition for eye health * Eye Protection * Safety goggles * Sunglasses * Avoid eye strain from computer use * Keep contact lenses clean * Eye hygiene is hand hygiene! * Eye irrigation INFECTIONS AND INFLAMMATION 1. Conjunctivitis â€Å" PINK EYE† * Inflamed conjunctiva * Cause: virus, bacteria, or allergic RX * S/Sx: red conjunctiva, crusting exudate, itchy or painful eyes, excessive tearing * Tx: Antibiotic drops or ointments 2. Blepharitis- inflammation of the eyelid margins, chronic inflammatory process 3.Hordeolum- eyelid infection due to staph abscess in the sebaceous gland at base of eyelash 4. Chalazin- eyelid infection2nd type of abscess form in connective tissue of eyelid 5. Keratitis- inflammation of cornea Blindness- complete or almost absence of the sense of light aka visually Impaired * Types include Glaucoma and Cataracts GLAUCOMA Pathophysiology: abnormal pressure in the eye causing damage to the optic nerve Most common: Primary (primary open-angle vs. acute angle-closure glaucoma) * Secondary caused by infections, tumors, or trauma * Third kind: congenital Risk factors: family hx, African-American race Signs and Symptoms: Acute angle-closure: unilateral and rapid onset; severe pain, blurred vi sion, rainbows around lights, nausea and vomiting * Primary open-angle: bilateral and gradual onset, no pain, aching eyes, headache, halos around lights, visual changes not corrected by eyeglasses * Early detection may require tx to PREVENT optic nerve damage during asymptomatic period. Medications/Prescriptions: * Cholinergic agents (miotics) * Cause pupil constriction * Isopto (carbachol) * Carbonic anhydrase inhibitors * Slow production of aqueous fluid * Diamox (acetazolamide) * Adrenergic agonists * Slow production of aqueous fluid * Propine (dipivefrin) * Beta blockers * Slow production of aqueous fluid * Timoptic (timolol) * Surgery, if treatment is not successful. CATARACTS * Pathophysiology: opacity in the lens that can cause loss of vision; light can’t get through to the retina * Ultraviolet rays damage lenses over time. S/sx: painless, halos around lights, difficulty reading fine print, difficulty seeing in bright light, sensitivity to glare, double vision, hazy vi sion, decreased ability to see colors * Tx: Surgery: surgical removal of clouded lens and replacement or accommodation with special eyeglasses or contact lenses Pt Teaching after Cataract Surgery: * Make sure you make arrangements for a ride. * You may need to instill eye drops or take pills to help healing and to control pressure inside your eye. * You will need to wear an eye shield or eyeglasses to help protect the eye. * Avoid rubbing or pressing on your eye. * Try not to bend or lift heavy objects because bending increases pressure in the eye. * You can walk, climb stairs, and do light household chores. Macular Degeneration Pathophysiology: It’s age relatedleading cause of visual impairment in US adults older than age 50 * Deteriorate in the maculaarea where retina light rays converge for sharp, central vision, needed for reading and seeing small objects * 2 types of ARMD * Dry (atrophic): photoreceptors on the macula fail to function and aren’t replaced secondary to advancing age * Wet (exudative): retinal tissue degenerates allowing vitreous fluid or blood into subretinal space; new blood vessels form -; subretinal edema -; scar tissue * LIMITED CENTRAL VISION Dry: cellular debris accumulate behind retina Wet: blood vessels grow behind the retina Without treatment the retina can become detached * S/sx: Dry: slow, progressive vision loss of central and near vision * Wet: sudden onset of central and near vision, blurred vision, distortion of straight lines, dark or empty spot in the central field of vision * Tx: * Dry: no treatment * Wet: argon laser photocoagulation EYE MEDICATIONS: Ophthalmic antibiotics * Bacitracin * Erythromycin Cholinergic agents (miotics) * Carbachol * Pilocarpine Beta blockers timolol NURSING CARE: * Post a sign over bed or door that identifies the patient’s visual status * Identify and announce yourself as you enter the room and leave the room * Ask the patient, â€Å" Is there anything I can do for you? â⠂¬  * Orient the pt to the room Keep objects in the same location on the bedside table at all times per patient preference. * Explain procedures before you begin * Tell the pt what you are doing before you touch them * At mealtime, explain location of food like the hands of a clock (your milk is at 2 o’clock) * Keep call light within reach! Do not play with the Seeing Eye dog that is working * Teach patient how to properly administer eye drops and/or ointment. * Teach patients to get regular eye examinations. * Allow patients to talk about their anxiety and fear. * When ambulating with the patient place the patient’s hand on your elbow. * Assist blind patient with objects such as audio books or watch with audio.

Sociological Perspective of Good Will Hunting - 1475 Words

Social Location Determines Life The sociological perspective examines the hidden reasons for one’s actions and identities that people have. It stressed how they are influenced by their society and most of all their social location. Social location predetermines all aspects of one’s life and there are rules that come with social location, and with rules come social control mechanisms and social stratification that keep people in line. With social location also come institutions that provide roles which form one’s identity. In the movie, â€Å"Good Will Hunting,† the main character Will Hunting is a young deviant what grows up in a rough neighbourhood and has the intellect of a genius. Role theory and other concepts from the sociological†¦show more content†¦The formal mechanisms are used by the political, legal and economic systems, most resulting in violence or against one’s will, and informal mechanisms which are used by family and friends, using instruments of gossip, r idicule, banishment or shunning. These mechanisms consist of an agent and an instrument. The agents are roles, positions, and institutions which serve as a model of how to do things properly. An instrument is what the agent uses in order to keep the person in line (therapy, violence, etc.) Social stratification also ties in with social location because depending on one’s social location one is thrown into, their class system is assigned, â€Å"†¦any society will consist of levels that relate to each other in terms of superordination and subordination, be it in power, privilege or prestige† (78). This is a system of ranking, and one’s position is usually determined though economic criteria. One’s level may change however; â€Å"†¦a class society is one in which there is typically a high degree of social mobility† (79). A persons class position will determine their life experiences based on their opportunities available, Max Weber explain that â€Å"ones class position yields certain probabilities or life chances†¦Ã¢â‚¬  (79). Role theory explains how one’s actions and identity is socially bestowed and sustained. A role is defined as â€Å"a typified response to a typifiedShow MoreRelatedAmeric An Interesting A nd Different Perspective On American Democracy998 Words   |  4 PagesDemocracy: From Tocqueville to Town Halls to Twitter by Andrew J. Perrin offers an interesting and different perspective on American democracy. The ideas in the book are engaging and easy to grasp. Perrin uses the idea of a ladder to represent his idea of democracy throughout the book, and makes a compelling argument for the use of it. 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