Research Paper Case Study Example | Topics and Well Written Essays - 1250 words

Research Paper - Case Study Example Fortunately or unfortunately, West contacted the boy and the conversations turned sexually explicit once the expert informed West that he had just turned 18 years old. As a consequence, three reporters wrote several stories concerning the West scandal. However, things did not turn out to be good on the side of West as he was forced to take a leave from office, and was charged, although the charges were dropped some two months later on the argument that the issue of limitations had expired. Several editors from spokesman-review posted several of private and sexually explicit web chats and emails involving West and the teenage boys. Indeed, it is eminent that three online chats concerning the scandal were moderated by Steven Smith, who is mandated to oversee operations of the newspaper and website. Among other things, Smith and other editors posted hyperlinks that mentioned issues related to West, spokesman-review’s coverage and community members’ blogs on the matter. Vie ws from other journal articles On his review on how journalist behaves, Brainard, (2012) argued that, media watchdog Jim Naureckas was right when he noted that journalism is one of other means of uncovering untold or unclear stories. However, the worry is that people have stopped putting their whole trust on such stories due to concern about violation of journalism ethics. An example given by Brainard is the one involving deceptive and undercover reporting by Sun Times’ Tavern sting, whereby exposure of corruption deals by city inspectors was exposed, but failed to win a Pulitzer prize due to violation of journalism ethics (Brainard, 2012). In this regard, it is apparent that although journalist engage in such activities to uncover the untold stories, one thing that is evident is that media is there to exercise practices of showing the power of determining experiences of others. To some extent, such actions like the once involving spokesman-review and West brings about concer ns about journalism ethics and cyberspace ethics. For example, it is apparent that spokesman-review postings about West could have a lot of implications on West’s life. Journalism calls for integrity on their reporting. Matters involving private life are a bit sensitive. Although the legitimacy and legality of what a journalist publishes highly depends on the certainty and the level of investigation done, matters involving invasion of private life become sensitive (Whiteman, 2007). For example, just because a journalist can pull up some information concerning a politician’s private life does not mean that is ethical practice. Some of the major areas of concern when such issue arise includes invasion of individual’s personal habits, medical condition, and sexual preferences, among others (Whiteman, 2007). In relation to cyberspace ethics, there are many issues surrounding what social sites regulations due to increased level of cyber crime and identity theft. Alth ough famous social sites have facilitated and changed the way people interact, in the wake of these developments, several ethical issues have been of concern (Brainard, 2012). In particular, it is apparent that ethics in cyberspace focuses on the consequences of certain interactions in the cyberspace. However, due to lack of international legal framework that defines cyberspace ethics, many of issues regarding what is ethical and what is not

The British Association for Counselling and Psychotherapy Essay Example for Free

The British Association for Counselling and Psychotherapy Essay The British Association for Counselling and Psychotherapy (BACP) have a Code of Ethics called the ‘Ethical Framework for Good Practice in Counselling and Psychotherapy’. The framework was first published in 2002 and was reviewed in 2013. Within the Code of Ethics it states what the ethical principles and personal moral qualities are (in this piece of work I shall be explaining 4 of them). The ethical principles that I found in the BACPs Ethical Framework were (as follows): Being trustworthy Autonomy Beneficence Non-maleficence Justice Self-respect The personal moral qualities that I found in the BACPs Ethical Framework were (as follows): Empathy Integrity Respect Competence Sincerity Resilience Humility Fairness Courage The ethical principles and personal moral qualities that I shall be explaining are: Autonomy Beneficence Humility Non-maleficence Autonomy is â€Å"respect for the client’s right to be self-governing† (that is what the framework says). This means allowing the clients to make their decisions independently if they wish to. This principle highlights the importance of reinforcing a client’s ability to be independent in all aspects of their live. Beneficence is â€Å"acting within the best interests of the client based upon the  assessments† (that is what the framework says). This means working closely on an individual’s level of competence and ensuring that there are services that the individual can access with the suitable training/experience. Humility is â€Å"the ability to assess accurately and acknowledge one’s own strengths and weaknesses† (that is what the framework says). This means working to the best of a counsellor’s ability and knowing their own strengths and weaknesses and knowing that if they cannot manage something then they must seek advice from supervision. Non-maleficence is â€Å"avoiding sexual, financial, emotional or any other form of client exploitation; avoiding incompetence or malpractice; not providing services when unfit to do so due to illness, personal circumstances or intoxication† (that is what the framework says). This means that the counsellor has the responsibility to prevent the client from any harm that may happen whilst the client is in their care due to them being vulnerable. Reference: http://www.bacp.co.uk/admin/structure/files/pdf/9479_ethical%20framework%20jan2013.pdf This is the website/document that I used to access the information to help me write this piece of work on 09/09/2014 at 14:19

Native American Creation Story versus Christian Creation Essay

When I was a child I had been told a Christian creation story is different from the one that I had read in the book ? Iroquois. The differences between these two creation stories are: at the beginning of creation of the world, the type of people, and the meaning of the story. At the beginning of the story about the creation is different: in Christian story, the first day God created the heavens and the earth. God created the world in seven days, and the world has day time, night time, plants, trees, sky, seas, lands, water, birds, wild animals, foods, the man ? Adam, and his wife ? Eve. On the other hand, in Iroquois, that has two worlds in ancients already ? the lower world was in great darkness and humankind inhabited the upper world. It means there was no creation of the world for Iroquois. In Christian story, the man ? Adam was working alone at the garden ? Eden. God though it was a good idea for him to be alone, therefore, God caused Adam to fall into a deep sleep, and God took his ribs and made a woman ? Eve. They become a couple, living and working together. On the ...

Does Delegation Help or Hurt Nursing?

The first nursing school was established in India in about 250 B.C., and only men were permitted to attend because men were viewed to be more pure than women. If you think of a woman dressed in scrubs with a stethoscope around her neck and a clipboard in her hands, you aren’t alone. An overwhelming majority of nurses in the United States today are women. However, nursing began as a practice reserved for men. It wasn’t until the 1800's that nursing became an organized practice.During the Crimean War, Florence Nightingale and 38 volunteer nurses were sent to the main British camp in Turkey. Nightingale and her staff immediately began to clean the hospital and equipment and reorganized patient care. Nightingale pushed for reform of hospital sanitation methods and invented methods of graphing statistical data. When she returned to Britain, Nightingale aided in the establishment of the Royal Commission on the Health of the Army. As a woman, Nightingale could not be appointed to the Royal Commission, but she composed the Commission’s report. (Travel Nurses of America, 2010) Completed, the report was over 1,000 pages in length and included detailed statistical information.Nightingale’s work led to drastic changes in army medical care, the establishment of an Army Medical School and medical records, and ignited the growth of nursing as an organized profession. For these contributions, Nightingale is widely accepted as the founder of nursing. Ironically, nursing has been taken on as a feminine profession, although as aforementioned, that was not its intention. Nursing are an extremely vital component of health care settings. According to the World Health Organization, nursing is defined as such: â€Å"Nursing encompasses autonomous  and collaborative care of individuals of all ages, families, groups and communities, sick or well and in all settings. It includes the promotion of health, the prevention of illness, and the care of ill, disabl ed and dying people.† (WHO, 2011)Keeping that definition in mind, nurses ensure that patients are being taken care of properly and efficiently. It is obvious that one nurse alone cannot do all the work that a health setting requires. This is where the idea of delegation comes into play. One of the vitals skill required by the Registered Nurse is the skill to assign tasks to subordinates (Saccomanos and Pinto-Zipp, 2011). When tasks are delegated to subordinates, the RN remains accountable (Nursing and Midwifery Council 2008). This concept of work delegation has positive and negative effects.On one hand, it helps the RN (Registered Nurse) do more work in a shorter period of time, yet the downfall is that if the subordinate makes any mistakes, the results could be fatal and would still rest solely on the hands of the RN. Hence, delegation involves â€Å"responsibility, accountability and authority† (Sullivan &ump; Decker 2005, p. 144). This research paper will analyze the role of a RN in relation to delegation.Chapter Two: Nursing and Delegation- Who Does What? This essay will examine the role of the registered nurse in relation to delegation. Areas that will be examined include definitions of delegation, benefits of distributing workloads, management in relation to delegation, nursing process and procedures when delegating, common mishaps of delegation, five rights of delegation, and barriers nurses must break through when to delegating. In conclusion, this paper will hopefully convey the importance of an RN, delegation, and how this effects the quality of care patients receive.Delegation can be a useful tool that cuts costs, or a costly disaster waiting to happen From a management prospective, delegation is the idea of assigning tasks to other employees that a manager is currently undertaking. While delegation can be extremely helpful for speed, the question of efficiency and accuracy come into play. Delegation is seen as a daily routine in clinic al settings which can be traced back even to the Bible. Moses delegated to his Father-in-Law Jethro, asking why would everyone sit around and have you work alone? But what does delegation mean to Nursing? Delegation, as defined by the American Nurses Association, is  the ability to handover responsibility for the performance of a duty from one person to another while being held accountable for the outcome. (ANA, 2005)While effective, delegating another person in a health setting has its risks. Supervision is an essential tool in delegation because it involves direction, evaluation and follow up which must be provided by the RN to those she/he is delegating the task to (Finkelman 2006). However, the National Council of State Boards of Nursing (1995) also defines delegation as giving authorization to a capable individual to execute a particular nursing task in a particular situation. According to Lookinland, author of Team Nursing, the Registered Nurse was solely responsible for the care of the patients but due to staff shortage, budgetary constraints and high rate of sicker patients, the need to delegate duties to other Non-Registered personnel arose.(Team Nursing, 2005)Delegation provides a lot of benefits for both the organization and the staff. Cost effectiveness and time savings have been identified as the benefits of delegation as these helps the organization to utilize resources and staff in an appropriate manner (Finkelman 2006). Consequently, Pearce (2006) suggested that delegating repetitive tasks could lead to RN’s time being used efficiently for other tasks. Moreover, when tasks are assigned to others, it leads to the tasks being done in an efficient manner and an increase in productivity (Finkelman 2006).In the same light, Potter et al. (2010) stated with delegating duties to other staff, professional growth can occur as these staff have the opportunity of learning new skills, and having enough time in engaging in other activities. When del egation is used in an effective way, it builds up teams and improves quality care (Finkelman 2006). Chapter Three: Nursing and Delegation- Management Theory.Delegation can be direct (such as verbal instructions e.g. assisting patients with activities of daily living) and indirect which involves activities carried out based on hospital policies (Masters 2009). Nursing management, when referring to Maslow’s Hierarchy of Needs, is a useful organizational framework that can be applied to the various nursing models for assessment of a patient’s strengths, limitations, and need for nursing interventions. (Smeltzer SC, Bare BG, 2004) It is noteworthy to state that in relation to delegation, the registered nurse who delegates task retains accountability and responsibility for such task (ANA 2005).Due to the risks and various factors in a health setting, it is important that a RN keeps in mind that when delegating task to any individual, the task should be well understood and t hat the individual carrying out the task should be knowledgeable, trained and competent enough to carry out the task being delegated (Masters 2009). Accordingly, and when good management is implemented among the nursing staff, when authority is passed from the RN to the delegate during delegation, it is appropriate to inform other members of the organization as they need to be aware of which task has been allocated and to who. It is also imperative for the employee to have access to resources as well as for the RN to allow the employee to take control of the task (Finkelman 2006).Also, in the textbook, Fundamentals of Nursing, Patricia Potter stated that when delegating task, the RN must ensure adequate two way communication. Communication should be clear, brief and complete as effective communication is a key element of delegation (Potter et al. 2010). As a result, good communication allows the unlicensed personnel to ask question and seek clarifications where necessary. The RN sho uld ensure that the unlicensed personnel understands what the delegated task entails and that he/she readily accepts the delegation as well as the responsibility that goes with (Finkelman 2006). Therefore, where the RN feels that when delegating task to unlicensed personnel may be unsafe, or that the person lacks competency or if she/he feels they may not be available to supervise such task, she/he has the right to inform the manager and refuse to delegate the task to any person they deem unfit. (NMC 2008)Furthermore, as indicated by the NMC (2008), no one should be under any form of pressure to either delegate or agree to do a delegated task. Many times nurses have strengths and weaknesses in their profession. It is important to understand or recognize a nurse who is uncomfortable with a task or struggling. Management should also make it clear that staff should communicate to management if they need assistance.Chapter Four: How is Nursing Organized? How is delegation run? In nursin g, there are several categories that an RN can fall into. There are matron nurses, director of nursing, nurse managers and charge nurses. The matron nurse is the head senior nurse and in charge of delegation and subordinate  tasks. If tasks and duties fail to be met, they are held accountable. The director of nursing is also a senior nurse, but tend to report to the CEO of the hospital. They oversee all tasks done by the matron, registered nurses and nurse managers. They are responsible for producing data and ensuring standards are being met.Nurse Managers are responsible for a nursing unit and typically report to the matron. They are given a unit of nurses and delegate tasks and patients to them. And then there is a charge nurse who is the frontline of management for the nurses on a shift. The charge nurse oversees all the RNs. Registered nurses are extremely important in terms of delegation. Registered nurses are above certified nurse’s assistants and licensed nurse pract itioners. It is crucial that an RN supervises and gives feedback on tasks that are performed because this creates an avenue for the subordinate to know where or what went wrong and how it could be improved upon to deliver quality health care. (Pearce 2006)In delegating tasks to an unlicensed personnel, the RN decisions should be based on the delegation process (that is assessment, planning, implementation and evaluation) which will help in reducing the risk associated with delegation (Newmann 2010). The assessment stage looks at if the delegated task is suitable for the delegate. The planning stage involves determining the competence of the individual to carry out the task and ensuring safety measures, implementation deals with the RN observations through supervision and evaluation gives a breakdown of the completion of the task (Neumann 2010). This process as indicated by Neumann (2010) is done to protect the nurse and employers against any legal issues that may arise as well as fo r the safety of the patients.Chapter Five: Nursing Delegation to Unlicensed Persons. Delegated duties to unlicensed personnel must be within their scope of practice for which that person has the training and not tasks that may require having a certificate or license (Zimmerman 2001). Tasks which may be delegated to unlicensed personnel’s include tasks like activities of daily living, taking vital signs, errands and clerical duties (Zimmerman 2001). Other tasks which Zimmerman mentioned should not delegate by the RN to unlicensed personnel include duties such as nursing skills that involve invasive procedures, expert knowledge and professional decisions relating to  patients care.If the RN delegates tasks inappropriately, it could lead to the loss of her/his registration license and issues of liability may need to arise (Finkelman 2006). Before an RN delegates a task to individual or unlicensed personnel, care must be taken into consideration in relation to assessing proper training and level of competency of the individual regardless of how easy the delegated task may appear to be (NCSBN 2005). Unfortunately, the results of a failed task or malpractice do rest on the RN. It is important to delegate to knowledgeable individuals who understand their task fully.Chapter Six: Procedure, Policies, and Error. There are certain errors and mistakes that occur during delegation. The most reported errors include over delegation, under delegation and improper delegation (Feldman et al. 2008). Over delegation arises when time management skills are not properly developed in an individual or where one is not too sure about their own capability to carry out a task (Feldman et al. 2008). Under delegation as stated by Feldman (2008) happens when the RN has no confidence in the subordinate to perform the task which is to be delegated while improper delegation means delegating task outside an individual’s expertise.In order to avoid such common mistakes and being a professional, when delegating task, the RN must be familiar with the five rights of delegation which the NCBSN (1995) identified as right task, right circumstance, right person, right direction and communication, right supervision and evaluation. The right task has to do with deciding if a task should be delegated for a specific patient. The right circumstances looks at the client’s environment, client’s conditions and available resources. The right person takes into account the right individual delegating the right task to the right person to carry out the task on the right patient.The right direction or communication focuses on communication being clear and having a concise description of the task explained including all expectation for having the tasks accomplished. The right supervision deals with monitoring the task, implementation, evaluating task and also providing feedback in relation to the task (ANA 2005). These rights as noted by the NCBSN (2005) assists t he RN to determine a suitable and appropriate method to use during delegation. Delegation is seen as a process which the RN has  to be properly equipped and well educated in (Finkelman 2006). However, delegation can become problematic in relation to shortage of staff, having to do obnoxious task and the inexperience of the subordinates (Curtis and Nicholl 2004).Chapter Seven: Impact on Administration. Administration will then face a barrier such as lack of trust in the subordinates which leads to the attitude of â€Å"doing it all by myself† (Feldman 2008). This can affect effective delegation because when leaders lack trust in their subordinate’s capabilities, they are likely to make mistakes (Feldman, 2008). Similarly, some RNs may feel they are perfectionist and as a result are unlikely to delegate because of the fear of having to deal with any negative outcomes by the subordinates (Curtis and Nicholl 2004). This causes hostility within administration. It is very expensive to have head nurses on the floor, yet if they won’t delegate workload, they must be there.This causes cost to go up, speed to go down, and employee trust to diminish. In relating this to clinical practice, some nurses may not be willing to delegate tasks to student nurses for fear of being held accountable for any mistakes. As stated by the NMC, the RN who decides to delegate is held accountable for such delegation. It causes a lack of trust on the floor from one employee to another. Another barrier as identified by Curtis and Nicholl (2004) occurs when there is shortage of staff or having inexperienced staff members. This leads to staff being overburdened with work load. As suggested by Curtis and Nicholl (2004), when there is shortage of staff, it is imperative for the work load to be lessened until there is an improvement in the availability of staff.Chapter Eight: Impact on Management. Many nurses may feel that tasks that are beneath them can be constituted as a barrier in delegation. As indicated by Feldman (2006) when managers discriminate by delegating tasks which may be unpleasant or boring to certain subordinates and keep the better or interesting tasks for certain people, it leads to subordinates refusal to perform such tasks. For this reason, it is essential to assign task which are interesting and task should be assigned equally and fairly to all individuals concerned taking into account their skills and ability (Kourdi 1999).This impacts management negatively. It causes the head nurses to get away with picking and choosing their tasks while the employees beneath them become frustrated and annoyed. Tasks must be divided up fairly, not just because the head nurse does not want to do them.Conclusion: In conclusion, delegation as discussed in the essay is considered to be an essential aspect of nursing and play an important role for the RN. As Marquis and Hustin (2008) stated, â€Å"delegation is a necessity and not an option†. So it is important that nurses as well as students preparing to become nurses are well trained and equipped in this field. As someone who is going to school in September for Nursing, I am fully aware that delegation is vital. If there is a team effort, then tasks will get done much faster and much more accurate.Delegation is an important nursing skill which requires a systematic plan to ensure optimal patient care (Finkelman 2006). Referring back to Maslow, nursing needs to be organized and delegated appropriately. Delegation is a skill that can be calculated to minimize costs, maximize quality, and ensure effectiveness. More management courses in health care should be given to depict how to delegate properly, not just with nursing, but perhaps with all health care personnel. Since delegation improves with practice, it is important for nurses understand when to delegate and how.Learning these skills will also prepare the nurses in future to delegate task when they qualify and becom e RN’s. In relation to nursing practice, registered nurses should help other nurses by delegating tasks to them that are within their level of competence as well as making sure that all tasks assigned to them are duly supervised and follow up on the delegated task.

Convict in Great Expectations Essay

Great Expectations starts off with Pip, the young poor boy-whose parents are dead-who lives with his aunt. He is poor and his aunt treats him badly and harshly. One day down at marshes by the churchyard Pip come into contact with a convict who is supplied food by Pip, later on the convict gets caught and this is the last we hear of him for a while.  One day he gets asked to go and play with Estella’s at Miss Havisham’s house in return for money. Miss Havisham was a lady who was going to get married and get let down on the day of the marriage. Miss Havisham has never seen daylight since; she does her best with help from Estella to break as many male hearts as feasible. The novel continues with Pip being a poor person and he visiting Estella’s but one day his luck changes. He receives a lot of money-becoming a gentlemen- from an anonymous benefactor, but Pip thinks is benefactor is Miss Havisham but he later comes to realise that his benefactor is the convict he met on the marshes.  The convict later traces Pip to London and illegally comes to meet him. The convict then tells Pip that he is Pip’s benefactor, much to Pip’s disenchantment. Pip then tries to get the convict back home to New South Wales (Australia) but they get caught and the convict gets sentenced to death but dies of a natural death before his allocated death. In a way Pip was happy that the convict (Magwitch) died of his natural death because it was less painful than being hung. Magwitch became a convict with a collaborator called Compeyson but Compeyson got a shorter sentence because he was a gentleman; â€Å"And when we we’re sentenced, ain’t it him as gets seven year, and me fourteen, and ain’t it him as the Judge is sorry for†.As Compeyson was a gentleman the judge blamed his wrongs on Magwitch, the peasant. Magwitch and Compeyson became enemies from that day forward. The differences between the two convicts’ sentences are symbolic to what was happening to convicts in the real world at the time of Dickens and this was the only way of pointing this out to people without getting into trouble. If you were rich then you got treated well whereas if you were poor you got treated badly; you were considered to be lower than the rich are. In this essay I will be examining how imperative the role of Magwitch is in Great Expectations. The ways in which his character develops, the way in which he makes Pip’s character develop and how he affects the plot’s development.  Magwitch has four major manifestations in the novel. Firstly he appears in the marshes by the courtyard where he first encounters Pip. Secondly when Magwitch comes to visit Pip in London to tell him that he is Pip’s benefactor. Thirdly when Magwitch goes to trial for trying to escape back home to Australia. Lastly when Magwitch dies in the infirmary. In each of these four sections I will be discussing how Magwitch’s appearances affect Pip’s feelings and the plot development.  Charles Dickens wrote this novel, but wrote in first person, we are told the story through Pip hence all our knowledge of Magwitch comes from Pip and we are always told Pip’s feelings. This style of writing is important because it makes us as the reader for sorry for Pip. During the opening chapter web meet the convict for the very first time. The convict comes over as a malevolent person; â€Å"The man, after looking at me for a moment, turned me upside-down and emptied my pockets. There was nothing in them but a piece of bread.† When Pip says â€Å"nothing in them but a piece of bread† we get the idea Pip didn’t need the bread but the convict obviously did and hence the later friendship. Pip’s fear for the convict continued throughout the first meeting; â€Å"I earnestly expressed my hope that he wouldn’t, and held tighter.† This meeting between Pip and the convict is in the churchyard and it is dark and rainy which creates an image of a typical horror genre. The darkness also suggests pathetic fallacy towards the convict’s feelings; the weather is dark and so is his manner towards Pip. The rain suggests imagery and pathetic fallacy towards Pip’s feelings; it is raining and Pip is raining, he is crying; â€Å"and beginning to cry was Pip.†

Canada and Cannabis Prohibition Essays

Canada and Cannabis Prohibition Essays Canada and Cannabis Prohibition Essay Canada and Cannabis Prohibition Essay The prohibition of cannabis needs to stop, now. In Canada, possession of any quantity of cannabis is illegal and punishable by up to six months in federal prison, unless it has been prescribedby a doctor. Recreational cannabis should be legalized in Canada because it will reduce criminal activity, it is already very commonplace in society, it is a very effective and safe alternative to many modern medications, and it will bring in billions of tax dollars to the government. The legalization of recreational cannabis use would drastically alter the criminal justice system. It is no secret all prisons are overcrowded. According to an infographic recently released by the Federal Bureau of Prisons, over 50 percent of inmates currently in federal prison are there for drug offenses. To put things into perspective, in 1970, only 16 percent of inmates were drug offenders. â€Å"Between October 2012 and September 2013, 27.6 percent of drug offenders were locked up for crimes related to marijuana, followed by powder cocaine (22.5 percent), methamphetamine (22.5 percent), crack cocaine (11.5 percent), heroin (8.8 percent) and other (7.2 percent), according to the Sentencing Commission.† (Miles ). Legalizing recreational cannabis would cut down on half of all drug-related arrests. Instead of having these mostly innocent men and women locked up, they could be could be contributing to society and paying taxes. If any skepticism arises when the fact that legali zing cannabis would have a positive impact on the criminal system, just ask Colorado. All forms of cannabis use were legalized in January of 2014 in the state of Colorado, and they are enjoying the benefits: â€Å"Just three months after Colorado voters helped pass the legalization of cannabis, Denver is enjoying a 14.6% decrease in crime from the same time last year† (Sarich ). Legalizing recreational cannabis would reduce crime rates and save the failing prison system. Moreover, cannabis use i

Change is a consistent issue for the modern organisation. Discuss the various ways in which the employee may offer effective resistance to this change. The WritePass Journal

Change is a consistent issue for the modern organisation. Discuss the various ways in which the employee may offer effective resistance to this change. Abstract Change is a consistent issue for the modern organisation. Discuss the various ways in which the employee may offer effective resistance to this change. : 1). Whilst change is often viewed positively, this is not always the case and change is sometimes resisted by employees. This happens for a number of different reasons with one of the main ones being surprise. Employees generally don’t appreciate changes being made unexpectedly as it provides them with a threatening sense of imbalance in the workplace (Kreitner, 2008: 434). A lack of understanding and a lack of skills are further reasons why employees may want to resist change and unless effective training on change is provided, employees will most likely view positive changes negatively (Kreitner, 2008: 434). The various ways in which the employee may offer resistance to change will be discussed in this essay by analysing a range of models and frameworks that help to establish the effectiveness of change. Introduction Employee resistance to change can be undesirable as it places an obstacle in the way of business development and organisational change. However, there are certain circumstances where employee resistance to change is viewed in a positive light. By resisting change and demonstrating their reasons for doing so, employees may actually be encouraging change by offering alternative solutions and options. As pointed out by de Jager; the idea that anyone who questions the need for change has an attitude problem is simply wrong, not only because it discounts past achievements, but also because it makes us vulnerable to indiscriminate and ill-advised change (de Jager, 2001: 25). Therefore, whilst some may consider employee resistance to change disrespectful and unfounded (Piderit, 2000: 26), others may be consider it to be very effective, very powerful and a very useful survival mechanism (de Jager, 2001: 25). An employer may want to instigate organisational change that is inappropriate or wro ng and just as conflict can sometimes be used constructively for change, legitimate resistance might bring about additional organizational change (Folger and Skarlicki, 1999: 37). This essay will demonstrate how employees can offer legitimate resistance to change by suggesting alternative organisational change structures that will help to promote sustainability and assist in business development. This will be done by looking at various organisational change models and frameworks that will provide employees with the ability to resist change by offering additional options, which they believe will be in the best interests of the organisation. Employee resistance may lead to proposed change initiatives being revaluated by management who may then consider the most appropriate change for the business, as recommended by the employee. The process of change within an organisation isn’t just about creating a change that individuals will be able to resist, but rather the transition that will accommodate the change (Bridges, 1991: 3). Unless transition occurs, it is unlikely that the change will be effective. It is thus important that employees are capable of resis ting change so that they can offer alternative solutions that may be better suited to organisational needs. Consequently, employee resistance to change is an important contributor to implementing effective change within an organisation. Main Body Burke-Litwin Model (1992) The Organisational Transformation Process, developed by Burke and Litwin (1992: 1), is one of the main models that can be used to implement change within an organisation. Employees can use this model to offer resistance to change by offering alternative solutions that would be better suited to the organisation. Employees can use this model to show the various drivers of change by ranking them in terms of importance (Jex, 2002: 442). The most important factors are featured at the top, with the lower layers becoming progressively less important. By using this model, an employee will be able to demonstrate that all of the factors for change are interrelated and that a change in one factor will affect a change in all of the other factors. Organisations therefore have to consider whether the impact a change will have upon the other factors will help the business to remain sustainable (Hertwich, 2006: 10). As the external environment is at the top of the model, this is the main factor that is likely to influence change. An employee can resist change by offering an alternative solution that takes into account the needs of the external environment (World Commission on Environment and Development, 2011: 1). Porras and Robertson’s Model (1992) Porras and Robertson’s Model of Organisational Change was developed in 1992 to help individuals understand how to approach organisational change. This model is similar to the Burke-Litwin model in that it suggests that the external environment is the main influencer of organisational change. However, this model also suggests that the objectives of the organisation are the main drivers of change and that organisational arrangement, physical setting, social factors and technology all contribute to the changing environment of any organisation. In effect, an employee will be able to rely on this model to effectively resist change by signifying how the change is not in accordance with the overall objectives of the business. Instead they can offer an alternative change solution that is more akin to the organisational arrangement and physical setting of the business as well as social factors and technology. A change can be offered that improves the performance of the organisation, wh ilst also seeking to advance individual development. Hence, as has been established; â€Å"behaviour change is the key mediating variable in organisational change† (Jex, 2002: 444). If an employee can demonstrate that individual behaviour will be modified in accordance with the needs of the external environment, organisational change will most likely occur. As this model focuses on individual behaviour, desired work behaviours will   be better achieved, which will affect the disposition of the organisation overall. This theory does not, however, focus on modern ways of thinking and subsequently fails to adapt to take into account the changing environment. Lewins Force Field Analysis The Force Field Analysis model, developed by Lewin in 1951 will help an employee to resist change by providing a framework which looks at the restraining factors (forces) to change. In this analysis, there are two different types of forces, which are forces for change (driving forces) and forces against change (resisting forces). An employee can use the resisting forces to prevent a particular change from happening and use the driving forces to offer an alternative change. These forces can help the employee to alleviate any problems that are likely to arise with change management by helping the organisation to understand the effects a change will have upon the organisation. In demonstrating why a particular change should not take place, the employee will be required to show that the restraining forces exceed the driving forces. If this can be ascertained then the organisation change should not take effect. If the employees want to propose an alternative change, they will be required to show that driving forces of the new proposed change exceed the restraining forces. If they can establish this, then the new change should take place as it would be considered beneficial to the organisation. This model is useful to frame a process of change as it is easy to understand, though it seems as though each stage could in fact be expanded so that individuals can understand the process of change a lot more easily. Porters Generic Value Chain Analysis The Value Chain Theory, developed by Michael Porter, helps organisations to decide whether changes to the structure of the organisation are required (Porter et al; 2007: 706). An employee can use this model to demonstrate how the organisation does not need the change it wants to resist. The employee can do this by analysing the activities of the organisation, and the costs associated with them, to decide whether the proposed activity is profitable or not. The value chain activities consist of primary and support activities. Whilst the primary activities consist of inbound logistics, operations, outbound logistics, marketing and sales and service, the support activities consist of procurement, infrastructure, human resource management and technological development (Porter et al; 2007: 706). The aim of reviewing these activities is to consider whether the customer can be offered a level of value that exceeds the costs of the activities, resulting in a profit. This will also depend upon whether the organisations activities can be performed efficiently. By using this concept, the employee will be able to demonstrate that the customer cannot be offered a level of value that exceeds the cost of the activities and that no profit can be obtained from the change as a result. This is an effective way an employee will be able to resist change as it provides the employee with the chance to demonstrate how the proposed change does not have any profitable value. Nonetheless, it is likely to prove extremely difficult for an employee to implement this model due to the fact that employees will not have access to certain information about the organisation and the change. Change Analysis Process Because of how important it is for organisational changes to be properly analysed before they are implemented in order to minimise any associated risks, an employee could employ the change analysis process to deny the changes they wish to resist. Because an organisation needs to be able to adapt to change (Brier et al, 2011: 1) the identification and codification of change scenarios is necessary for the change process to take effect. The process of change requires organisations to adapt to current situations, as opposed to the creation of solutions (Brier et al, 2011: 1). The change analysis process can therefore be used analyse the change by considering the impact the change is likely to have and then subsequently considering whether it should be approved or denied. In resisting change, employees can use this analysis process to put forward their reasons why the change ought to be denied. Whether an employer will take into account the views of the employee is another matter and it s eems as though the employee will still be required to overcome many obstacles when putting forward its views and opinions. Realistic Evaluation Model The Realistic Evaluation Model could also be used to demonstrate the ineffectiveness of the proposed change. This will provide the employee with the ability to demonstrate the impact the change will have upon the organisation through proper evaluation. This model is suitable for employees to offer effective resistance to change as the evidence will be based upon realistic ideas and concepts about the change. A proper assessment can then be made about the ineffectiveness of the change so that it can be resisted (Rycroft-Malone et al, 2010: 38). This model is quite similar to Lewin’s Force Field Analysis in that it will enable the employee to review what is expected from the change, whilst also identifying any problems. The employee will also be able to put forward any associated risks with the change, which will most likely ensure that their resistance is effective. This approach provides a useful framework for helping employees to develop explanations about why the change shou ld be resisted, which it will then be able to present in a coherent way† (Rycroft-Malone et al, 2010: 38). Summary/Conclusions Given the impact organisational change has upon employees, it is unsurprising that resistance to change will often occur. Whilst such resistance to change can have a negative impact upon the organisation, it can also be considered positive on the basis that employees may be encouraging further change by offering alternative solutions and options. In resisting change employees may consequently be able to demonstrate alternative options for change, which may generate better ideas that are more suited to organisational needs. Not only do organisations need to be able to satisfy the needs of its consumers, but they will also be required to satisfy the needs of their employees. This will not only promote the success of the business but it will also lead to economic growth. Employees need to be able to identify and develop change strategies which help to meet organisational objectives and prevent undesirable changes from being made. Any risks that are associated with change will be capable of being overcome by the adoption of alternative change structures. In order to effectively resist change, employees will thus be required to adopt various change management models and frameworks so that they can offer appropriate solutions to the proposed changes. Not only will this prevent undesirable changes from being implemented, but additional strategies will also be developed. In resisting change, employees will be able to demonstrate that the possible risks associated with the particular change outweigh any benefits. Once this can be established, it is unlikely that the organisation will implement the change and any alternative suggestions will most likely be welcomed. It is important that organisations listen to the views of employees as they may be able to offer solutions that are more applicable and better suited to the needs of the organisation. References Bridges, W. (1991). Managing transitions: making the most of change. Reading, MA: Wesley Publishing Company. Brier, J. Rapanotti, L. and Hall, J. G. 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