Outline Of A Curriculum Proposal - 1296 Words

CURRICULUM PROPOSAL [Part I] Theme: Self-Esteem Grade Level: Kindergarten OVERVIEW OF THIS PROPOSAL: The kindergarten teachers propose that the theme of self-esteem should be a new curriculum unit to be focused on next year. This curriculum will be great to use because it allows the students to learn the importance of feel good about themselves. We believe that including a literature unit on self-esteem not only boost students’ self-worth but it would enhance their performance in class and in life. In kindergarten team meetings teachers will work to coordinate ways the students will be learning about the importance of self-esteem in order to produce an authentic curriculum. The materials proposed for purchase for†¦show more content†¦In 2005, it was named Books That Make You Look: Visual Imagery, Children’s Catalog, Eighteenth Edition, Supplement, and Children s Catalog, Nineteenth Edition the following year. In 2003, the book received the Irma S. and James H. Black Award for Excellence in Children’s Literature, and was the winner for the Borders Origin al Voices Award and Christopher Award in 2004. It was a nominee for the Chickadee Award in 2004-2005. It was also nominated in 2005-2006 for the following awards: Golden Sower Award, North Carolina Children s Book Award, Prairie Bud Award, Prairie Pasque Award, and South Carolina Picture Book Award. Reviewing the book for Children’s Literature Phyllis Kennemer, Ph.D. says, Convinced that she could not draw, Vashti hated art class. When the teacher looked at Vashti’s blank paper, she challenged her to make a mark and see where it would go. Vashti angrily grabbed a marker and made a good, strong jab on the paper. The teacher looked at the paper thoughtfully and then asked Vashti to sign it. When Vashti arrived in art class the following week, she was amazed to see her picture of a dot framed and hanging over the teacher’s desk. Suddenly inspired, Vashti began making pictures of dots. She painted dots of every color. Then she experimented with making designs of lots of dots of different sizes. Vashti’s pictures of dots made quite a splash at the school art show. When a young

Bank Solutions Inc. Security Plan Essay - 1691 Words

Introduction Bank SolutionsInc. is in need of a tailored IT security plan for strategic advantage, regulatory compliance, and risk mitigation. As an organization that relies on IT for innovation and technical advantage, it is essential to invest in necessary security controls. This will ensure the infrastructure supports a layered security posture to detect, deter, eliminate or reduce as many vulnerabilities and exposure as possible. It is the responsibility of executive management to determine the amount of exposure and risk their organization is willing to accept. Objectives The main objectives of this security plan are to describe a security strategy and identify recommended technologies to ensure Bank Solutions has the ability to†¦show more content†¦To ensure that these technologies are implemented and administered properly, it is essential that policies be written and training provided for an effective security program. Here are the following recommended technologies that Bank Solution’s should incorporate into its security plan. Vulnerability Scanning â€Å"Vulnerability Scanning is the art of using one computer to look for weaknesses in the security of another computer† (Houghton, 2003). Just like any other security tool or software available, there are many forms of vulnerability scanning. Each of these methods provides a specific task to help an organization determine the security of their networks. These forms of vulnerability scanning are called: †¢ External †¢ Internal †¢ Active †¢ Passive These forms of vulnerability scanning are then applied by two types of vulnerability scanners that scan an organization’s network, they are: †¢ Network based †¢ Host based Finally, the most important thing to understand about vulnerability scanning is that it is a requirement for Bank Solutions to conduct these scans to meet compliance with Federal regulations. 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Transformational Leadership in Nursing-Free-Samples for Students

Question: Critically analyse the leadership and Management Culture within your Organisation, utilising a leadership/management theory/ framework of your choice. Answer: Introduction: An efficient nurse leader sets the tone of her department acting either as a positive or a negative role model for staffs. In nursing homes, a wide variety of patients gets admitted with their various ailments and disorders. The nursing professionals need to provide the best quality service to each of them to ensure patient satisfaction (Joseph et al. 2013). The patients may suffer from issues of obesity to that dementia and many more. To cover a wide variety of services, nursing professionals require strict guidance to help them carry on their work smoothly. The leaders make each of the nursing professionals as well as the patients feel included in the system and also encourage the team to work together (Irshad and Hashmi 2014). The main rationale of the assessment for selecting this topic is that nurses with transformational leadership styles and high emotional intelligence may develop the safe working environment for the nurses. This reduces any medical errors on the floor and nur ses can provide the high level of care to patients (Goleman, Boyatiz and Mckee 2013). Not only that, the topic shows how it helps in proper communication among the nurse, ensures the development of higher patient satisfaction and reduction in the workload of nurses. Nurses feel less stressed, and as a result, they can dedicate more to the organization. (Bellamy and Bellamy 2016) All these lead to positive patient outcomes. This ensures patient safety. Hence the assignment will mainly describe transformational leadership style and how the use of emotional intelligence makes the workplace safer and healthier. The main aim of the assessment is to provide light on the fact that how emotional intelligence in transformational leadership impacts on nurses and patients. Transformational leadership can be described as the style of leadership where a leader works in association with the employees to identify the needed change in the organization. This is followed by creating a vision and guiding the nurses with the changes through important leadership skills like motivation, inspiration, providing empathy, proper social skills, communication skills and many others (Goleman, Boyatiz and Mckee 2013). Four main components should be followed by nurse leaders in the present generation to ensure the safety of patients and ensure a smooth flow in the workplace. These are intellectual stimulation, idealized influence, inspirational motivation as well as individualized consideration (Spano-Szekely et al. 2016). Emotional intelligence is also high in this type of leaders. Transformational leadership is a model of integrity and fairness where the leaders provide a set of goals. The nursing leaders also have high expectations from their followers and encourage th em to develop their clinical skills, enhance their knowledge and gain more experiences. Such nursing leaders also provide support and recognition by stirring the emotion of people (Follesdol and Hagtvet 2013). However, many other researchers like Dong, Seo and Bartol (2014) are of the opinion that since they have high influencing power, there might arise many situations where nurse leaders make harsh and abrupt decisions out of emotions which can be detrimental to the people. Many researchers also argue that since these leaders are believable and have the charm to entice the subordinates, sometimes decisions are taken by these leaders who are not in the best interests of the majority of the followers. Ultimately, this might have negative impacts on the nurses as well as the patients. Matthew and Gupta et al. (2015) stated that they also motivate their follower for excellent work output. Transformational leadership by nurse leaders in nursing homes are extremely important to guide the employees properly so that they can provide the best care to patients and at the same time enhance their skills and knowledge. Emotional intelligence has been stated by researchers to be a multifactorial array of social as well as emotional competencies which need to be practised by leaders. These are important for determining how effectively, the leader can relate to themselves and also with the others. Shahhosseini, Silong and Ismail (2013) stated that this attribute of emotional intelligence helps leaders to cope with the daily demands of the patients and the organizations as well as with work pressures. Therefore, this leadership inspires workers to go beyond their capabilities and try to achieve the organizational goals of best patient satisfaction. However, many researchers lik e Karimi et al. (2014) are of the idea that since the workers are much influenced and motivated to work beyond their shift hours to meet the expectations of their leaders, they often become tired and may be affected physically. They may develop back pain, body ache, and lack of sleep. They may also have an improper work-life balance which may affect their personal life. Hence, there remains a concern that whether transformational leadership is really helpful or not as it causes employee burnout. Emotional intelligence consists of some components. Barbuto, Gottfredson and Searle, (2014) stated that transformational leaders with emotional intelligence help in bringing effective changes in the organization by developing a working environment where nurses can not only enhance their knowledge and skills but can also communicate with each other effectively. The first component is called the self-motivation. This, in turn, has four important sub components. The first component is called the achievement drive. Here the leaders need to provide tasks which would help employees to improve and meet a standard of excellence. The leaders should set challenging goals for the employees and at the same time take calculated risks. They should pursue information to reduce uncertainty and find strategies to work better. They should also learn how to improve performance (Steigling, Nielson and Petrides 2014). The next component that is followed is commitment where the leaders should find a prope r sense of purpose for a larger mission and use the groups core values in making proper decisions and clarify choices (Lawlor, Batchelor and Abston 2015). The leaders in nursing homes actively seek out opportunities to fulfil the groups' missions. The next component that the leaders in the nursing home should also have is taking initiatives. The leaders are ready to act on opportunities and are also seen to pursue goals which are beyond what is expected of them. Leaders are also seen to cut through the red tape and thereby bend their rules when it is necessary to get the job done (Irshad and Hashmi 2014). One argument has been provided in this context by researchers. Wan et al. (2014) have suggested that developing emotional intelligence specifically with the above mentioned attributes is not an easy task. One individual leader has to overcome a huge number of attributes like personal history, habits as well as fears, self-esteem and beliefs. This help to develop the emotions requi red to lead people. Therefore, developing emotional intelligence requires more time and dedication. Therefore, it might become difficult for an individual to develop such skills while multitasking in busy shifts. One very important subcomponent of self-motivation is optimism. This mainly helps the leaders to maintain their persistence in pursuing goals in spite of the arrival of obstacles and setbacks. The nurse leaders are seen to operate from the hope of success rather than the fear of failure. For treating patients, nurses can never let fear enter inside them and should always provide their best with the highest hope of success. Such leaders in the organization see setbacks as mainly because of manageable circumstances instead of taking them as personal flaws. A leader who is self-motivated can develop a working environment where the employees feel highly motivated and remain filled with enthusiasm (Goldring et al. 2015). Their zeal is providing clinically safe care to patients; ensure patient satisfaction and greater organizational reputation. However, an argument has been provided by many researchers like Ouyang, Sang and Peng, (2015) where they have stated that leaders with emotional in telligence become impulsive. Leaders who are operating from an emotional perspective tend to make impulsive decisions. Instead of relying on hard data as well as logic and facts, sound judgment and reasoning, they make decisions on first impressions as well as emotions. Impulsive emotions can sometimes work out, but sometimes it may fail to do. It is the duty of the leaders to develop decisions form a well rounded analytical point of view. The second component of emotional intelligence is social awareness. It has mainly five important components. The first component of social awareness is empathy. The leaders in the organization have developed the capability of sensing others feelings and developing perspectives. They take an active interest in their concerns. Avolio and Yammarino (2013) are of the opinion that as the junior nurses and senior nurses feel that their feelings and concerns are cared by the leaders, they felt respected and loved in the organization. This makes them feel contented, and they dedicate more to the organization. Such leaders are attentive to the emotional cues and are good listeners. They show sensitivity and thereby understand others perspective. The nursing leader should know about the perspective of the nurses working with the patients so that they can develop an idea about what the nurses think of the condition of the patients. Knowing their perspectives may help the leaders develop the inn ovative approach which may bring out positive effect on the patients (Batool 2013). They also help nurses by understanding their needs and feelings and thereby counselling them properly and helping them to be stress-free. A stress-free environment reduces the chance of improper treatment by the nurses and increases effective and safe care delivery to patients. However many leaders are of the opinion that the concept of empathy and sympathy often becomes wrongly understood by leaders. Many leaders are found to sympathize with the nurses to such a larger extent that it makes the employees operate with more of an emotionally driven foundation. This might affect their service delivery for patients as they would not be able to act in professional manners with patients. Often such kind of leadership of the nurse leaders may allow nurses to use feelings as well as problems as different excuses for their underperformance in caring for patients or to avoid any requisite duties. This may resu lt in the conflicted workplace (Garcio et al. 2014). The second component of social awareness is proper service orientation. Here the leaders help the nurses to correctly anticipate, recognize and thereby meet needs of the patients. Here the leaders guide the nurses to understand the patients needs and match them to the services or products (Batool 2013). The nursing leaders encourage the nurses to seek for different ways by which satisfaction of the patients can be enhanced, and loyalty can be developed. The leaders mentor the nurses in offering appropriate assistance to the patients. The third component is the development of others. Researchers stated that the leaders of the nursing homes acknowledge and thereby reward the strengths of the nurses, their accomplishments and their development. This makes the nurses feel happier and makes them motivated to work harder. The leaders thereby provide effective feedback and thereby identify needs of the nurse for development. However, Gunkel, Schlagel and Engle, (2014) stated that if one loo ks over the aspects of emotional intelligence, it can be seen that this attribute may make the leaders quite manipulative. The leaders by using their skills like empathy, motivation, caring and social skills, they might make the workers perform many functions which might not belong to their job roles or duties. These might make them overwork which is unethical in perspective of human rights. The fourth component is the leveraging diversity where the leaders get the scope of cultivating opportunities for diverse people. The leaders should himself apply and teach the nurses about how to respect as well as relate well to the pupil from a variety of backgrounds. These forms of leaders can understand worldviews and are therefore sensitive to different group differences. They remain very careful that no cultural conflicts arise as they may hamper patient care delivery and makes the working environment stressed. (Tyckzkowski et al. 2015). These would increase patient satisfaction and would also include harmony among the nurses as they can maintain intercultural communication effectively. (Irshad and Hashmi 2014). Many researchers like Chan, sit and Lau (2014) have argued that they find it difficult to define the concepts and differentiate between emotional intelligence and personality. Many of the researchers Park, Seo and Sherf (2015) are also of the opinion that there is no s uch thing as emotional intelligence, but intelligence can be applied to emotions in reasoned ways. They are of the opinion that there exists no link and the rationality and actual intelligence are of more significance than emotional intelligence for effective leadership. Many issues have also been noted by researchers where they stated that emotional intelligence had been defined in vague ways by different individuals and therefore proper instruments to measure such emotional intelligence is not always proper (McCleskey 2014). Since they are always measured on self-reporting, there remains a question about its validity. However, emotional intelligence is still widely valued by researchers and nurse leaders with the emotional intelligence show better leadership skills than those who do not possess the ability. By maintaining transparency and proper communication in transformational leadership styles, a leader ensures that no conflicts arise among professionals and even among patients and nurses. An effective nurse leader treats employees with respect and provides them with clear vision. She also ensures that nurses do not feel stressed and express their concerns. Such leaders also believe that following emotional intelligence makes them more successful in managing nurses and providing care which increases patient satisfaction. Self-awareness, self-regulation, motivation, empathy and social skills are some of the most important traits of emotional intelligence. They reduce work stress of nurses preventing them from burnouts. Moreover, they also help in the development of proper communication that prevents miscommunication and conflicts between employees. All these have positive impacts on patients health. However certain negative aspects have also been noted by researchers. Developing emoti onal intelligence is time-consuming. These skills are also manipulative which might make the leaders influence their workers in performing roles which are not their duties. Also, it has been seen that as transformational leaders influence the workers a lot, they might tend to work beyond their shifts and capabilities which might affect their work-life balance and create job stress. Moreover, as decisions are welcomed from the nurses, it might result in slow decision making as the leaders need to consider everyone's' decisions individually. However, this type of leadership with emotional intelligence is preferred by a huge number of nurses and leaders and brings out positive results on patients health. References: Barbuto Jr, J. E., Gottfredson, R. K., and Searle, T. P. 2014. An examination of emotional intelligence as an antecedent of servant leadership.Journal of Leadership and Organizational Studies,21(3), 315-323. Doi: 10.1177/1548051814531826 Bellamy, A., and Bellamy, A. 2016. The Relationship Between Neurotic Leadership Styles, Transformational Leadership, Emotional Intelligence, and Worker Attitudes.European Scientific Journal,12(22). Retrieved from https://www.eujournal.org/index.php/esj/article/view/7940 Chan, J. C., Sit, E. N., and Lau, W. M. 2014. Conflict management styles, emotional intelligence and implicit theories of the personality of nursing students: A cross-sectional study. Nurse education today,34(6), 934-939. Doi: https://doi.org/10.1016/j.nedt.2013.10.012 Dong, Y., Seo, M. G., and Bartol, K. M. 2014. No pain, no gain: An affect-based model of developmental job experience and the buffering effects of emotional intelligence.Academy of Management Journal,57(4), 1056-1077. doi:10.5465/amj.2011.0687 Fllesdal, H., and Hagtvet, K. 2013. Does emotional intelligence as ability predict transformational leadership? A multilevel approach.The Leadership Quarterly,24(5), 747-762. Doi: https://doi.org/10.1016/j.leaqua.2013.07.004 Garca-Sancho, E., Salguero, J. M., and Fernndez-Berrocal, P. 2014. Relationship between emotional intelligence and aggression: A systematic review.Aggression and violent behavior,19(5), 584-591. Doi: https://doi.org/10.1016/j.avb.2014.07.007 Goleman, D., Boyatzis, R. E., and McKee, A. 2013.Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press. Retrieved from https://books.google.co.in/books?hl=enlr=id=ibQTAAAAQBAJoi=fndpg=PR7dq=Goleman,+D.,+Boyatzis,+R.+E.,+and+McKee,+A.+2013.+Primal+leadership:+Unleashing+the+power+of+emotional+intelligence.+Harvard+Business+Press.ots=Rt2IsxLKw0sig=UMc7CBoxlVK0SDk-JyDMb3DCZzI#v=onepageq=Goleman%2C%20D.%2C%20Boyatzis%2C%20R.%20E.%2C%20and%20McKee%2C%20A.%202013.%20Primal%20leadership%3A%20Unleashing%20the%20power%20of%20emotional%20intelligence.%20Harvard%20Business%20Press.f=false Goleman, D., Boyatzis, R. E., and McKee, A. 2013.Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press. Retrieved from https://books.google.co.in/books?hl=enlr=id=ibQTAAAAQBAJoi=fndpg=PR7dq=Goleman,+D.,+Boyatzis,+R.+E.,+and+McKee,+A.+2013.+Primal+leadership:+Unleashing+the+power+of+emotional+intelligence.+Harvard+Business+Press.ots=Rt2IsxLLrVsig=AXln7Gfl5id3yV_7AIqL5BwktLs#v=onepageq=Goleman%2C%20D.%2C%20Boyatzis%2C%20R.%20E.%2C%20and%20McKee%2C%20A.%202013.%20Primal%20leadership%3A%20Unleashing%20the%20power%20of%20emotional%20intelligence.%20Harvard%20Business%20Press.f=false Gunkel, M., Schlgel, C., and Engle, R. L. 2014. Culture's influence on emotional intelligence: An empirical study of nine countries.Journal of International Management,20(2), 256-274. Doi: https://doi.org/10.1016/j.intman.2013.10.002 Irshad, R., and Hashmi, M. S. 2014. How Transformational Leadership is related to Organizational Citizenship Behavior? The Mediating Role of Emotional Intelligence.Pakistan Journal of Commerce and Social Sciences,8(2). Retrieved from https://www.jespk.net/publications/185.pdf Karimi, L., Leggat, S. G., Donohue, L., Farrell, G., and Couper, G. E. 2014. Emotional rescue: The role of emotional intelligence and emotional labour on well?being and job?stress among community nurses.Journal of advanced nursing,70(1), 176-186. DOI:10.1111/jan.12185 Lawlor, K. B., Batchelor, J. H., and Abston, K. 2015. The moderating role of time on the relationship between emotional intelligence and transformational leadership.Journal of Applied Management and Entrepreneurship,20(2), 28. DOI: 10.9774/GLEAF.1158.2015.00004 Mathew, M., and Gupta, K. S. 2015. Transformational leadership: Emotional intelligence.SCMS Journal of Indian Management,12(2), 75. Retrieved from https://search.proquest.com/openview/2ec4e0510c6e55b65d9f071d0f1473af/1?pq-origsite=gscholarcbl=546310 McCleskey, J. 2014. Emotional intelligence and leadership: A review of the progress, controversy, and criticism.International Journal of Organizational Analysis,22(1), 76-93. DOI: 10.1108/IJOA-03-2012-0568 Ouyang, Z., Sang, J., Li, P., and Peng, J. 2015. Organizational justice and job insecurity as mediators of the effect of emotional intelligence on job satisfaction: A study from China.Personality and Individual Differences,76, 147-152. Doi: https://doi.org/10.1016/j.paid.2014.12.004 Parke, M. R., Seo, M. G., and Sherf, E. N. 2015. Regulating and facilitating: The role of emotional intelligence in maintaining and using positive affect for creativity.Journal of Applied Psychology,100(3), 917. Retrieved from : https://psycnet.apa.org/record/2014-56222-001 Shahhosseini, M., Silong, A. D., and Ismaill, I. A. 2013. Relationship between transactional, transformational leadership styles, emotional intelligence and job performance.Researchers World,4(1), 15. Retrieved from https://search.proquest.com/openview/8fd7b4c217a0faaa77ec51f0007dba29/1?pq-origsite=gscholarcbl=556342 Siegling, A. B., Nielsen, C., and Petrides, K. V. 2014. Trait emotional intelligence and leadership in a European multinational company.Personality and Individual Differences,65, 65-68. Doi: https://doi.org/10.1016/j.paid.2014.01.049 Spano-Szekely, L., Griffin, M. T. Q., Clavelle, J., and Fitzpatrick, J. J. 2016. Emotional intelligence and transformational leadership in nurse managers.Journal of Nursing Administration,46(2), 101-108. doi: 10.1097/NNA.0000000000000303 Wan, H. C., Downey, L. A., and Stough, C. 2014. Understanding non-work presenteeism: Relationships between emotional intelligence, boredom, procrastination and job stress.Personality and Individual Differences,65, 86-90. Doi: https://doi.org/10.1016/j.paid.2014.01.018

King Lear Essays (636 words) - King Lear, Fool, Edmund, Cordelia

King Lear Throughout the first Act of King Lear there is one overwhelming topic, which can not be overlooked. That is to say that the two main families in this play, Lears' and Gloucesters', are both following basically a parallel plot that is developing at different plains of existence. Those plains exist on an aristocratic ladder, Lears' family at the top and Gloucesters' family at the bottom. There are different characters and minor diversities in each family, but at the basic level of events that occur, there is an unmistakable similarity between the lives of the two families involved in King Lear. The first of the three key parallel plot lines in King Lear is in the decision making of Lear and Gloucester. Both of these men make very rash and important decisions in the first act that involve their offspring. First Lear, who after hearing his favored daughter's response to his dowry deciding question, responds; "Nothing will come of Nothing." (Scene 1, Line 93). By this he decides without any hesitation that his favored daughter, Cordelia, shall receive no dowry and thus be banished from the kingdom. Now almost mirror like, Gloucester makes an equally impulsive decision about his favorite son, Edgar. After reading a forged letter by his bastard son, Edmund, Gloucester decides that Edgar does want to kill him and decides that Edmund will instead receive his estate. Those two decisions are both equally unfair to their own favored offspring. Scheming is the next parallel plot line involved in King Lear. Edmund as mentioned above is scheming to get his father's inheritance. He has made several references to this in his soliloquy in Scene 2, like when he said, "Edmund the base shall top the legitimate; I grow; I prosper." (Scene 2, Lines 20 - 21). He then forged a letter on his brother's behalf outlining the plans of Edgar to kill their father. Now in Lear's family, there is Regan and Goneril scheming to make sure that their father will not reverse his decision to split the dowry between them. They make a pact that states, "Pray you let's hit together. If our father carry authority with such disposition as he bears, this last surrender of his will but offend us." (Scene 1, Lines 304 - 306). The daughters wished to keep their father at bay and stay in control. Both families are scheming to get or keep that which should not be theirs. The last, but maybe the most important of the parallels between the two families, is that of Lear and Gloucester both being old and senile. First there is Lear, whose fits and decisions are beginning to make people question his sanity. Although no one seems willing to confront the king for fear of the consequences, the fool knows no such bounds. When the fool does confront him, Lear seems to be aware of it and responds by saying, "O, let me not be mad, not mad, sweat heaven! Keep me in temper; I would not be mad!" (Scene 4, Lines 44 - 45). Lear though aware of it can do little to stop or even slow it down. Now Gloucester, whose sanity may be more stable at the moment is definitely making poor decision and is not thinking clearly. In fact, he is blaming much of the trouble in the kingdom as of late, on such superstitious things as eclipses. He even mentions it to Edmund when he says; "These late eclipses in the sun and moon portend no good to us." (Scene 2, Lines 103 - 104). He is clearly bewildered and overwhelmed by the current events and is too disoriented to clearly evaluate things. Both men are not mentally well, which may lead to more bad decisions in the future. These two families are essentially living out the same plot. Neither meeting yet, but even though the people are different, these two plots are too similar to not have some major underlying connection. The two plots must begin to intersect to complete the play. It will be the way that Shakespeare accomplishes this that makes or breaks this play.