Co-supervision Model of Placement

Co-supervision Model of Placement Discussion The aim of the study wasto explore clinicians perspectives as students of their experience of co-supervision practice education placements.   This was done by exploring the challenges and benefits of the co-supervision model as experienced as a student across locations and/or with two therapists.   The emerging themes were generally synonymous with previous research in the area.   The discussion will provide an overview of the key themes identified, and their significance to both advance practice in clinically based education, and to enhance students experiences and learning. Clear Communication Due to the co-supervision models multitude of diverse communication channels between co-supervisors, the student, the agency, and the university, open and clear communication is key to the models effective working (Coulton and Krimmer 2004).   The findings show thatcommunication is essential in enabling the co-supervision model to work well.   The evidence demonstrates that practicing the co-supervision model of placement improves and encourages students communication skills (NHS 2007).Agreeing on clear communication lines between the student and the educator is essential in the success of practice placements (Barr et al. 2006).   The current results show that communication between the student and the Educators, both formally, in supervision, and informally, was crucial in the development of the students learning.   The research shows that a vital component of successful communication was an open and unthreatening environment.   This is in-line with Henderson (2006), who su ggests that a supportive positive working environment created by the practice educator plays an important role in the transfer of learning to the student in a clinical context. An open environment offers the student an opportunity to make mistakes and learn from these mistakes without the fear of being reprimanded (Richardson et al. 1997).   Communication between the educator and the student is not only essential in carrying out a split model of placement, but it is also crucial in managing the safety of the client group (Clouder and Daly 2002).   Open communication has been shown to nurture learning among students on clinical educational placements (Bates, Bates and Bates, 2007; Richards, Sweet and Billett, 2013 cited in Grace and O Neill 2014). Preparation The results demonstrate that the preparation of both the educators and the students play an important role in the 2:1 model of placement.   When educators failed to prepare for the arrival of their student, it resulted in the students negative experience on placement.   Whereas, when educators were fully prepared for their students, students reported an overall positive experience on placement by the student.   The results indicate that clinical supervisors must allow themselves sufficient preparation time to put supports in place to ensure the optimum learning of the student (Grace and O Neill 2014).   Preparation for the student on placement means to allow the student the time and resources to gather information on their client group and setting, envision any obstacles they may face, and develop strategies and coping skills to manage these difficulties (Tuenissen and Westerman 2011).   Evidence in the area highlights that organisational and preparation skills learned prio r to placement plays an important role in the utilisation of the 2:1 model (Sevenhuysen 2014).   In the absence of adequate preparation, the student is entering a placement with an increased risk of anxiety and stress (Kaneo and Keoske 2010). Poor fieldwork preparation by students results in the negative emotions of anxiety and strain which lead to poorer performance overall on placement (Gelman 2004). Increased Workload Students preferred the learning opportunities of the co-supervision model at a later stage of placement.   This is in line with Cahill et al. (2012) who shows that the timing of the clinical education model is an important factor while on placement.   The results stated that the co-supervision model of placement was not suitable for a students initial placement, as the student had to manage a variety of factors, which included learning styles, varied populations and locations.   The co-supervision model of placement is more suitable at a later stage of placement, when the student has accumulated the skills to manage a fast pace environment (O Connor et al., 2012).   The findings suggest that working across two sectors on a split placement had both its strengths and weaknesses.   A strength of the co-supervision model across two sectors was that it allowed for the student to maximise their learning experience of different client groups and settings. The advantages of an incr eased workload provide the student with broader fieldwork experiences (Occupational Therapy Outreach 2004).   However, the results show that a challenge of this was that the student experienced a less a structured placement, which led to a challenging feeling of switching mindsets between client groups and locations.   This is in line with Gaiptman and Forma (1991), who highlight that switching between two practice areas can cause the student frustration and make it difficult for the student to follow through on client care plans.   Further challenges identified that the co-supervision model of placement was not suitable for a short placement as it did not allow the student sufficient time to become familiar with the setting, the client group, and/or the educators. Influence of Learning Styles An unexpected theme of the importance of the influence of learning styles on the student and educator relationship and learning, emerged from the research.   The facilitation and identification of the students different learning styles and needs allows for a professional relationship and interaction with clinical educators (Murphy et al. 2012; Kelly 2007).   This was also apparent in the current study, which emphasized that differing student and educator learning styles, in some cases, proved beneficial as it made for more dynamic supervision.   In agreement with these results, previous research indicates that for the student and educator to work well together they must negotiate roles and workings styles (Coulton and Krimmer 2005).   However, the results also showed that negotiating different learning styles can also be difficult.   Evidence demonstrates that in other cases students found it difficult to learn if their learning styles were not compatible with that of their clinical instructor (Secomb 2008).   The relationship between student and educator is a critical factor that impacts learning while on placement (Andrew and Roberts 2003).   Thus, the relationship and the negotiation of learning styles of the student and educator is crucial to the success of the placement. Enhanced Learning In line with the current research, the results show that experiencing a co-supervision model of placement may improve clinical ability in the workplace (DeClute and Ladyshewsky 1993), as it offers the student a real-life experience of managing fast working environments and different working styles.   In addition to this learning, the student experiences problem solving and treatment styles, which increases their learning opportunities (NHS 2007).   The co-supervision model offers the student potential to enhance learning, and can be used throughout diverse clinical settings (Baldry, Currens and Bithell 2003).   Participants stated that the co-supervision model can add value to placement when having two educators as it can provide the student with double the support and increased confidence.   Practice educators acknowledged that it is of benefit to the student to learn from other Occupational Therapists and team members while on placement (Rodger 2011).   Turner (2001) adds to this acknowledgement by stating that more than one assessors can also be beneficial for the staff and for the student as if offers more attentive and productive educators when they are not overburden and over-worked. Future Recommendations for implementation of the model The results of the study show that more formal training of the use of the co-supervision model of placement could benefit both the supervisor and the student.   This result is reflected in other research, which purports that less than half health care professionals are conà ¯Ã‚ ¬Ã‚ dent in their supervisory skills and would have more confidence in facilitating supervision if more resources were put into formal training (McMahon 2014).   On-going training and support for practice educators is essential for ensuring higher standards of supervision for health care students (Plenty and Gower 2013). Participants stated that acknowledging the experience of other students who went on placement before them may be helpful as it may provide them with a knowledge base of what to expect before going on placement.   Previous research highlights that preceding students in health care disciplines represent a positive role model for the students in clinical training (Dale et al. 2013).   Hearing other students experiences of their clinical practice provide greater understanding for the prospective student going out on placement (Shariff 2005). Conclusion The findings from this descriptive qualitative study are generally consistent with previous work in co-supervision models.   The results of the current study informed best practice; this was carried out by focusing on three recommendations from the results.   Best practice of the co-supervision model of placement can include a welcoming environment for the student to work in.   Preparation on the part of the educator and the student is essential in creating a working environment that is free from anxiety.   Communication is a key component is facilitating the co-supervision model of practice placement.   Formal training of educators is important for establishing higher standards of supervision for students. The result show challenging factors of co-supervision to be the students difficulty with adapting to different learning styles, multiple practice educators, settings and client groups.   Whereas, the benefits of a co-supervision placement highlight the preparation for real-life situations, managing fast paced work environments and increased learning opportunities. Limitations The findings of this study are limited because the respondents were self-identifiedand not randomly selected. Snowball sampling does not allow for random selection. Implications for Occupational Therapy Education This data provides valuable information for the Occupational Therapy profession, notably clinical education placements, regarding needs and resources to adopt collaborative relationships between the student and the educator in fieldwork education.

The Time Machine :: essays research papers

As fabled as fairies and dryads, only slightly more scientific, the imaginary device referred to as the â€Å"time machine† has gained many prospective engineers over the years. Young boys ponder thoughts of returning to Jurassic times in a time machine of their own, while little girls dream of princesses in castles. Even as we grow older, we fancy that such an appliance might help us revoke that angry diatribe towards our boss, or take us back to yesterday when we bought that lotto ticket. Certainly, the contraption has procured a wonderful spot on our list of â€Å"Things I Wish Bill Gates Would Hurry Up And Design.† But who exactly was it that first conjured up such an idea? Most definitely not Bill Gates. In the late 1800s, H.G.Wells entertained many, as well as making a reputation for himself in the writing business, when he composed his â€Å"extraordinary voyage† The Time Machine. The Time Machine was perhaps the first book that allowed the world to accep t the thesis that seeing is not believing. Our â€Å"voyage† begins much like any other book of the 1800s, with many respectable people gathered together in a drawing room. Not only is it redundant, but it is the forecast of a positively boring book. However, we must remember that just as weather forecasts have a way of being uncannily incorrect, book forecasts are commonly wrong as well. There is a psychologist, a medical man, a very young man, Filby, a provincial mayor, our narrator, and the Time Traveller himself. The group listens rather skeptically as the Time Traveller attempts to convince them of the validity of such trekking, even when he presents them with a miniature replica of the time machine he claims to have built for himself in the laboratory. When the â€Å"mini-machine† seems to disappear in mid air, they pass it off as a clever party trick. However, the resolute scientist invites the group back for a second dinner party the following week where he hopes the true device will be completed. The following week, the assemblage returns only to find that their host is absent. Mid-way through the main course, the Time Traveller appears, looking rugged and distressed. After shoveling the entrà ©e into his mouth in a manner very much resembling a feasting lion, he sits to tell his story. The group listens intently as he divulges the details of his experience traveling to the year Eight Hundred and Two Thousand Seven Hundred and One A.

Japanese Management System Essay

  Management Styles Corporation management is necessary for an institution to survive during times of change as it is the role of management to provide a plan of action, leadership and delegation of authority. Management structure ensures growth will be maintained for the organization and that the corporation will continue to function. Multiple styles of management are determined by who has the responsibility for the delegation of responsibility for decision-making as well as the degree of participation in the decision-making processes across the company. In general, management systems appear to be impacted upon by the aims of the corporation, the magnitude of the organization and the cultural context the organization operates within (Kim, pp. 538-39). Optimal management style is essential to a corporation as the style used will determine how the institutions processes are organized, as well as how efficiently employees will work cooperatively or in competition with each other. Work experiences such as employee cooperation, corporation leadership and employee loyalty to the company will be dependant on the style of management used by the corporation. As such, it is important for different nations to develop human resource management practices that reflect their local circumstances and socio-cultural, political and economic situations. For example, some Asian nations such as South Korea, Taiwan and Japan have adopted a HRM strategy that is grounded in Confucian values of respect for the family foremost, and an emphasis on obligations to the collective (Rowden, pp. 163-64). Japanese Management System Japan is a democratic nation and has a highly refined and formalized culture that is in many ways restrained. The work ethics of Japanese business appears to focus dealing with work pressures in ways that are remarkably different to those of western industries. This is due to the lifetime socialization of Japanese citizens to think in terms of the collective, and behaviours that resemble individualism are highly discouraged. One way to ensure that its people conform to the practice of â€Å"maintaining face† is by the use of ostracism to disengage the non-conforming individualist from the group. Hence, team work and cooperative practices are very salient within the Japanese society. Especially, employees work with a high commitment to their organization, and also display a commitment to the economic welfare of their nation. The Japanese legal system maintains the labour standards that currently exist, a principle one being lifetime employment. Although some employees would prefer a different system to lifetime employment, the ingrained cultural management means that the practice is likely to remain. In fact the government and industry work together most cooperatively. The overall aim of the nation and its industries appears to be steady and continuous growth rather than a focus on profits, shareholder interests are secondary, and investors appear to be content with making minimal profits as long as growth is the focus. The form of management appears to be quite paternal and authoritarian (Mroczkowski, pp. 21-22). Japan tends to be very authoritarian in management style, and so there is little dispersion of power sharing across the company. Redundancy does not seem to be a concern for employees, as lifetime employment ensures that they are receiving a wage at home or they are relegated to another part of the company. As part of lifetime employment the homes of employees may likely be owned by the corporation that they work for. Employees tend to go on leisure trips as a group. Many areas of employee’s lives are influenced by the corporation that they work with. This is one of the ways conformity is expected. There is an emphasis on a team-oriented approach to corporate running. This incorporates Common and consistent goals, Organizational commitment, Role clarity among team members, Team leadership, Mutual accountability with the team, Complementary knowledge and skills, Reinforcement of required behavioural competencies and shared rewards. It s expected that such approaches fulfil the familial and community need that there is a gap present in today’s society, and so the company can fulfil a basic human need. Kaizen   The Japanese style of management is clearly characteristic of its collectivist cultural background. Foremost, the most prominent characteristic of the Japanese corporation is that it is family like in quality. As such, the Japanese corporation can be described as an â€Å"entity† firm, in contrast to a â€Å"property† firm. As an entity, the corporation functions as an institution in that it is maintained across time and has an identity of its own, that is separate and non-dependant on the employees and managers who work within it. This system of corporate governance has existed by way of lifetime employment, seniority of wages and promotion, as well as enterprise-based unions. Lifetime employment is characterized by management being primarily of employees who have spent their entire career within the firm. In this way the seniority wage system could be utilized as a promotion process by way of seniority of age and on the job task ability. Performance merit remained and rivalry was highly dependant on ones ability to cooperate with others (Bamber, p. 303).    What Is The Japanese Management System? This segment sketches the chief management practices that are mostly agreed to have applied in Japan until now, at least in large corporations in the manufacturing sector. As we shall notice afterward, the system as illustrated here is currently experiencing significant amendments. Employment and Personnel Practices Amongst many prominent features of the Japanese management structure, one is the lifetime service. The expression is, however, something of a misnomer and is better expressed as enduring employment with a particular firm. In comparison with much western practice, large firms in Japan aim to sign up all their employees, both blue and white collar, directly from the learning system. ‘Regular’ workers enter the firm at its minor levels and are then projected to keep with it for the rest of their operational lives. Though some movement between firms is bearable, this is generally restricted to immature employees at the start of their profession. Apart from this, there is an indulgent between employer and employee that to depart the firm amounts to a severe contravene of mutual commitment. This system is self-maintaining because large firms hardly ever enlist personnel from other corporations. Once the preliminary ‘exploration’ phase is over, employees cannot leave without rigorously damaging their profession prospects. To westerners, life span employment seems perplexing, not least because it appears to restrain a firm’s capability to amend its employment costs in response to varying business surroundings. But the system is underpinned by the use of transitory workers who can be laid off as the need arises. Lifetime service is therefore far from worldwide in Japan, even in large manufacturing companies. Furthermore, women are expelled from the system. Some approximations have indicated that only 40 to 60% of those functioning in large firms and trading houses are covered by lifetime employment (Coad, pp. 314-16). New employees are given exhaustive technical guidance plus a more general orientation into the firm’s culture covering such subjects as its history and values. Additional training is offered during each step of the employee’s livelihood, and is anticipated to be taken very sincerely. For example, upgrading to better levels may depend on successful completion of the firm’s encouragement examinations. Job-rotation is another major trait of Japanese management approach and is not limited to ground levels and carries on all the way through an employee’s live of business. Besides rewards of job-security, pay and position, Japanese firms offer a broad range of safety benefits. These may consist of financial support with housing and schooling, medicinal facilities, free transportation and social conveniences. Retirement profits are, however, insufficient by western principles. As with life span employment, welfare necessities express the paternalistic relationship among employer and employee, although momentary workers are not permitted to obtain these benefits. They are also disqualified from membership of the organization union.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Finally, the Japanese policy to decision-making involves wide communication and discussion. Suggestions for change are disseminated within the organization and intricate attempts are made to secure agreement from the parties that are likely to be influenced. Ideas for enhancement to operating actions are encouraged from underneath and are considered at every stage until an agreement is completed (House, pp. 6-7). Taken collectively, practices such as lifetime service, constant teaching and job-rotation, seniority-based pay and sponsorship, wide-range welfare necessities, and agreement decision-making provide centre employees with employment sanctuary, non-stop upgrading in pay and status over a long period, extensive all-encompassing safety benefits, proficiency development through training, and a grade of contribution in decision-making. In return, employees are predicted to display full commitment to their job and to their company. Japanese Management in Japan The well-known advocates of learning from Japan be predisposed to assume that Japan’s employment and personnel practices and the Japanese management style were the foremost causes of the success of large firms, and hence of national success. Although Japan’s economy has been triumphant, its industry has not been uniformly so. Industrial and hi-tech competitiveness is one of the burning current issues in Japan. Japan’s dominance in manufacturing has been displayed chiefly in the mass-production and high-technology industries. This could signify that firms in less successful industries have not applied the employment and personnel practices of Japanese management in the way that those in flourishing industries have (Grein and Takada, pp. 19-20). But an alternative and more reasonable possibility is that these practices are less important to success than has been assumed. Conclusion Yet, the Japanese management system should not be conceptualized as if it is composed only by practices within firms. Japan’s system of ‘alliance capitalism’ comprises commonly supportive networks of industrial and financial firms and relations with government which play a momentous role in the economy’s operation.   Theorists argued that Japan’s system is adjusting to new conditions but that its basic model of corporate governance, struggle and employment remains largely intact. So even if the personnel practices practiced by large Japanese firms are uniting with those of the Western States, Japan’s overall management system looks likely to retain its pre-eminent character. Works Cited Bamber, G. and Leggett, C. (2001), â€Å"Changing employment relations in the Asia-  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Pacific Region†, International Journal of Management, Vol. 22 No.4, pp. 303. Coad, A.F. (2002), Not everything is black and white for falling dominoes, Leadership and Organization Development Journal, Vol. 21 No.6, pp. 314-16. Grein, A.F. and Takada, H. (2001), â€Å"Integration and responsiveness: marketing strategies of Japanese and European automobile manufacturers†, Journal of International Marketing, Vol. 9 No.2, pp.19-20. House, R. (2002), â€Å"Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE†, Journal of World Business, Vol. 37 No.1, pp. 6-7. Kim, J. (2000), â€Å"Perceptions of Japanese organizational culture†, Journal of Managerial Culture, Vol. 15 No.6, pp. 538–39. Mroczkowski, T. and Hanaoka, M. (1998), The End of Japanese Management: How Soon? Human Resource Planning, Vol. 21 No. 3, pp. 21-22. Rowden, R.W. (2002), â€Å"The strategic role of human resource management in developing a global corporate culture†, International Journal of Management, Vol. 19 No. 2, pp.163-164.   

Motivation in Nestle - 6683 Words

Stage 1—Planning 3 I. Brief 4 ÃŽ » Title of the Project 4 ÃŽ » Objectives of the Project 4 ÃŽ » Statement of the Issues to be Investigated 4 ÃŽ » Reasons for the Choice of Issue 5 ÃŽ » Covered as Part of the Graded Award 5 ÃŽ » Justification to the Business Chosen 5 ÃŽ » Explanation to the Sources of Information 6 ÃŽ » Explanation to the Methods used for the Investigation 6 ÃŽ » Statement of the Criteria 7 II. Plan 8 ÃŽ » Timescales for Conducting the Investigation and the Identification of the Resources 8 Stage 2—Developing 10 I. Executive Summary 11 II. Introduction 12 III. Statement of facts 12 1. The Vision of Nestlà © S.A. 12 2. The Mission of Nestlà © S.A. 13 3.†¦show more content†¦Therefore, this issue is chosen to be investigated. Covered as Part of the Graded Award Based on the knowledge learned before, the issue of Motivation Policy is directly related to the relevant motivation theories (e.g. the Maslow Theory, Hertzberg’s Motivation-hygiene Theory, etc.) in the course of Management People and Organization. Justification to the Business Chosen In the field of food, NESTLÉ is the biggest food company around the world, and at the same time, the Motivation Policy of NESTLÉ is the most well-known also. Like some examples, the personnel pay in NESTLÉ is higher than any other company in the food industry, which to meet the physiological needs of employees. Moreover, among the motivation policies of NESTLÉ, it insists that the superb working environment which can encourage, support, communicate and co-operate staffs with others is the best way to meet the employees’ social needs and motivate staffs. In term of self-actualisation, NESTLÉ offers a considerable of promotion opportunities for their staff to compete the post vacancies, and besides, it makes the specific and scientific training plans for the career of the employees. Through these ways, the workforce in NESTLÉ will obtain the enough respect. Explanation to the Sources of Information In this report, the primary information and the secondary information will be both utilized to finish the investigation. Specifically speaking,Show MoreRelatedMotivation, The, Health, And Wellness Company Essay1602 Words   |  7 PagesCharlotte Cowie Motivation is the will to work. This comes from the enjoyment of the work itself and/or from the desire to achieve certain goals. There are many ways in which a manager goes about increasing motivation to improve many aspects of the business such as efficiency. My chosen business to study is Nestle. Nestle is the world s leading Nutrition, Health and Wellness company. 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