Sunday, January 26, 2020

Sickle cell disease, an disease of red blood cells

Sickle cell disease, an disease of red blood cells Introduction This paper presents a detailed overview of sickle cell disease, an inherited disease of the red blood cells. The paper begins with a brief discussion of the aetiology, prevalence of sickle cell disease. Next the paper investigates the pathophysiological aspects of the disease and the physical manifestation of symptoms the patient presented with. The paper then discusses how sickle cell disease affects suffer. Finally the paper presents and evaluates treatment and management of care. The conclusion will provide a summary of the points discussed. Sickle cell disease (SCD) encompasses a group of haemo ­globinopathies. There is currently no cure for adults with this hereditary disease, which mainly affects people of Afro-Caribbean origin and, to a lesser extent, Mediterra ­nean, Middle Eastern and Asian groups. There are large numbers of people around the world who suffer from acute or chronic pain, or indeed both, as a result of sickle cell disease. Sickle Cell Society (2008) estimates that sickle cell disease affects approximately 10 000-12 500 people in the UK. Sickle cell disease comprises of a group of inherited blood disorders that alter a persons haemoglobin, causing chronic haemolytic anaemia and producing acute and chronic pain as a result of reoccurring episodes of vascular occlusion (Lal. and Vichinsky, 2005). Adult haemoglobin consists of two alpha globin and two beta globin chains wrapped around a haem (iron containing) molecule. Haemoglobin is the main substance of the red blood cell. It helps red blood cells carry oxygen from the air in the lungs to all parts of the body. Normal red blood cells contain haemoglobin A. Haemoglobin S and haemoglobin C are abnormal types of haemoglobin. Normal red blood cells are soft and round and can squeeze through tiny blood tubes (vessels). Normally, red blood cells live for about 120 days before new ones replace them. People with sickle cell conditions make a different form of haemoglobin A called haemoglobin S (S stands for sickle). This is caused by mutation in the beta chain which means the haemoglobin has a lower affinity for oxygen that causes sickle cell anaemia is the most common (Serjeant Serjeant, 2001). The mutation causing sickle cell anaemia is a single nucleotide substitution (A to T) in the codon for amino acid 6. The change converts a glutamic acid codon (GAG) to a valine codon (GTG). The form of haemoglobin in persons with sickle cell anaemia is referred to as HbS (Bain, 2002). The nomenclature for normal adult haemoglobin protein is Hb. Red blood cells containing mostly haemoglobin S do not live as long as normal red blood cells (normally about 16 days) (De, 2005). They also become stiff, distorted in shape and have difficulty passing through the bodys small blood vessels. De (2008) explains when sickle-shaped cells block small blood vessels, less blood can reach that part of the body. Tissue that does not receive a normal blood flow eventually becomes damaged (Serjeant Serjeant, 2001). This is what causes the complications of sickle cell disease. People who inherit the mutation from both parents or the mutation from one and thalassaemia (lack of a beta chain) from the other will suffer sickling. Those who inherit the mutation from only one parent will be sickle cell disease carriers and rarely display symptoms (Information Centre for Sickle Cell and Thalassaemic Disorders, 2008). Patient X presented in accident and emergency (AE) in sickle cell pain crisis. Vaso-occlusive pain is caused by the tendency of sickle haemoglobin molecules to crystallise, distorting the red cells into crescent shapes on deoxy ­genation, occluding small blood vessels. Disrup ­tion of normal circulation leads to acute tissue ischaemia and secondary inflammation and, when prolonged, infarction of bone, joints and vital organs (Elander et al, 2004). According to Information Centre for Sickle Cell and Thalassaemic Disorders (2008) vaso-occlusive pain episodes experienced by patients with sickle cell disease vary tremendously in frequency and severity. Some patients rarely have painful crises, while others spend the greater part of a given year in the hospital receiving analgesics (Anglin, 2007). The cooperative study of the natural history of sickle cell disease showed that about 5% of patients accounted for one-third of hospital days devoted to pain control (cited in Johnson, 2004) . To complicate matters further, the pattern of pain varies over time, so that a patient who has a particularly severe year may later have a prolonged period characterized by only minor pain. According to Sickle Cell Society (2008) the frequency and severity of vaso-occlusive pain episodes often change as a person moves from childhood to being an adult. The breakpoint often occurs during the late teens or early 20s. Changes in hormonal status that occur during these years could contribute to the changes in severity of sickle cell disease (Information Center for Sickle Cell and Thalassaemic Disorders, 2008). However, no causal relationship has been established, so the association remains only temporal. The mode of onset of sickle cell pain crises likewise varies. Roberts de Montalembert (2007) states patients can develop agonisingly severe pain in as little as 15 minutes. In other instances, the pain gradually escalates over hours or even days. Acute tissue ischaemia is associated with extreme pain, which may last from hours to weeks. The average duration is 5-7 days (Johnson, 2004) and the episodes are usually self-limiting. Streetly (2005) stresses prolonged infarction can lead to a multitude of compli ­cations, such as organ damage, degeneration of the spine and joints, and ischaemic leg ulcers. These compli ­cations are associated with chronic pain and disability. The sites affected in acute painful crises vary for each patient. Pain occurs commonly in the extremities, thorax, abdomen, and back (Oni, 2009). Pain tends to recur at the same site for a particular person. For each person, the quality of the crisis pain is usually similar from one crisis to another. Patient X had been managing the pain at home with paracetamol, heat rubs and 50mg of diclofenac a non-steroidal anti-inflammatory drug (NSAID). Sickle Cell Society (2008) states most patients manage episodes of pain at home. Oral analgesics, combined with rest and fluids often allows a person to ride out the pain episode. Some patients report that warm baths or warm compresses applied to aching joints ameliorates the severity of the pain (Roberts de Montalembert, 2007). Patient Xs pain became progressive worse so presented in AE for stronger opioid medication. According to the Trust policy a comprehensive, multidisciplinary team strategy is essential, particularly for managing patients with fre ­quent acute or chronic pain. Therefore, on admission patient X was assessed by the doctor and a pain assessment was undertaken by the nurse. According to Wright Adeosun (2009) patients presenting in accident and emergency departments with a painful episode should be immediately triaged and administered analgesia within 15 minutes of arrival and a prompt, accurate pain assessment is the cornerstone of effective pain management. It should include pain site, duration, score, character, exacerbating and relieving factors, associated symptoms, previous analgesia and physical examination. Ideally, the assessment tool would be locally recognised and used and therefore be familiar to patients. Moreover assessment should be prompt to expedite pain relief and allow life-threatening syndromes, such as acute sickle chest syndrome, to be treated urgently (Johnson, 2004). During the assessment patients will benefit from reassurance that they are believed when they report pain and that med ­ication will be delivered swiftly. De (2005) however reports incidences where healthcare professionals have not believed the patient report of pain which resulted in the patient displaying pseudo-addictive behaviour in an attempt to manage their pain and receive appropriate analgesia. This behaviour is an iatrogenic syndrome resulting from poorly treated pain (Serjeant Serjeant, 2001). According to Stuart Nagel (2004) without adequate knowledge of prompt assessment and management and how this can manifest, pseudo-addictive behaviour, such as groaning or other physical behaviour where the patient is trying to demonstrate that they are in pain, can be misconstrued as behaviour associated with substance addiction. Such behaviour could be, for example, aggression, conflict and arguments about analgesia. Wright Adeosun (2009) contends it is important to remember tha t this behaviour, although similar to behaviour found in substance dependence, is actually a result of poor pain management and is an indicator that this person needs their pain management approach reviewed urgently. In line with the Trust policy patient X was triaged within 15 minutes and during the evaluation, the doctor asked patient X whether the pain feels like typical sickle cell pain. Most patients can distinguish back pain due to pyelonephritis or abdominal pain due to cholecystitis, for instance, from their typical sickle cell pain (Anglin, 2007). De (2005) contends if the quality of the pain is not typical of their sickle cell disease, other causes should be investigated before ascribing it to vaso-occlusion. As this was typical of patient Xs sickle cell disease the doctor prescribed morphine 10mg titrated against the level of pain. Opioid-agonist drugs like Morphine are the mainstay of treatment for acute sickle cell disease pain and can be given orally. The dose must be titrated appropriately to reflect the drugs thera ­peutic duration of action and the intensity of the pain. Johnson (2004) contends patients whose pain is severe enough to warrant hospitalisation usually require opio ids. Morphine an agonists, opioid and it works by attaching to opioid receptors. There are four types of receptor: mu (ÃŽÂ ¼); delta (ÃŽÂ ´); kappa (ÃŽÂ º); and opioidreceptor- like (ORL). The ÃŽÂ ¼ receptors are thought to be responsible for most of the analgesic effects of the opioids and for some of the main unwanted morphine derivatives which include respiratory depression, hypotension, sedation, nausea, pruritis, constipation and dependence (Hall, 2009). Drugs may then need to be given to relieve and prevent analgesic side-effects (Hall, 2009). The morphine was administered intramuscularly (IM) however Johnson (2004) argues that pain relief occurs more slowly with intramuscular injections, and the injections themselves can produce substantial discomfort. Consequently, intravenous administration of analgesics is usually preferable. Maxolon 10mg was prescribed intravenously (IV) because of the undesirable side effects commonly associated with opioids. Opioids may induce nausea and vomiting by stimulating the chemoreceptor trigger zone, reducing gastrointestinal motility or increasing vestibular sensitivity (Hall, 2009). Evidence shows that nausea and vomiting can negatively affect the quality of life of patients in term of functional outcomes, patient-perceived care by hospital staff and patient satisfaction with regard to overall hospital stay (Information Center for Sickle Cell and Thalassaemic Disorders, 2008). Identifying the incidence of nausea and vomiting and characterizing the prescribing of antiemetics are necessary in an effort to improve tolerability of opioids. Maxolon injection contains the active ingredient metoclopramide hydrochloride, which is a type of medicine called a dopamine antagonist (British National Formulary, 2010). Metoclopramide works primarily by blocking dopamine receptors found in an area of the brain known as the chemoreceptor trigger zone (CTZ). The CTZ is activated by nerve messages from the stomach when an irritant is present (Hall, 2009). Once activated, it sends messages to the vomiting centre in the brain which in turn sends messages to the gut, causing the vomiting reflex. Blocking the dopamine receptors in the CTZ prevents nausea messages from being sent to the vomiting centre. This reduces the sensation of sickness and prevents vomiting (Finlay, 2004). Once both drugs had been administered the role of the nurse was to monitor effectiveness and to reassess the pain score. Patient X was encouraged to report any further pain accordingly. According to Johnson (2004) as pain control improves, the analgesia should be maintained to prevent the patient from slipping back into a painful cycle. Patient X was then nursed in the observation unit and after 2 hours reported increasing. After being reviewed by the pain team a patient controlled analgesia (PCA) was offered. The popularity of PCA has generally risen since a report published by the Royal College of Surgeons of England and the College of Anaesthetists (1990), and PCA is now regarded as a routine, safe modality associated with high levels of satisfaction among postoperative patients (Ballantyne et al, 1993). While much has been written about PCA in connection with postoperative pain, comparatively little has been reported in connection with sickle cell disease pain. Of the few studies focusing on PCA use by sickle cell disease patients, Gonzalez et al (1991) has attempted to measure patients acceptance of PCA, and then only as the secondary goal of a clinical trial. In a much early pilot study of three adolescents with sickle cell disease Schechter et al (19880 suggested that drug usage may dramatically reduce as pain subsides, but the intended trial was never conducted because doctors feared it might fuel patients propensity for addiction. The Society Cell Society (2008) however report that some sickle cell patients actually disliked receiving morphine because of its association with drug abuse and addiction and Johnson (2003) findings indicate that some sickle cell disease patients prefer to receive PCA to promote fast and predictable pain relief and give themselves a degree of control over their pain. Moreover, continuous subcutaneous infusions have been used to counteract any delays between intramuscular and intravascular injections (Hall, 2009). This also takes away the reliance on the next dose having to be delivered by health professionals and thus promotes patient autonomy. The role of the nurse was to teach patient X and his family about the medication: description, action, effects, and possible side effects. Johnson (2003) stresses the importance of reinforcing that analgesics make pain manageable and it may not take the pain away completely. The subcutaneous route was used for the PCA. Diamorphine was prescribed because it has the advantage of being more water and lipid-soluble, making it more rapid acting, easier to inject in smaller volumes such as 5-10mg per ml subcutaneously (Hall, 2009) and avoids absorption problems (Rees et al, 2002). Typically, bolus doses of diamorphine need to be higher than in postoperative PCA regimens, for example 5-30mg, and lockout times longer, which can be 20-60 minutes. To increase safe practice around the use of PCAs, a double check of pump settings and medication orders is required when a new syringe is loaded into the PCA system and with subsequent dosage changes. This double check was performed by the nurses and documented on the PCA chart on an hourly basis. Hall (2009) points out that patient can become drowsy as their pain is controlled. Often, this reflects the fatigue that comes with one or more sleepless nights with pain crisis at home. Johnson (2004) reinforced by Oni (2009) argue that the analgesics should not be discontinued automatically for somnolence as long as the patient is easily aroused. A common misconception is that if a patient with sickle cell disease is sleeping, the analgesics are controlling the pain. Rees (2003) contends sickle cell disease patients often sleep despite severe pain. Therefore, when a PCA has been commenced the nurse should evaluate the patient for respiratory status (rate and depth), sedation level, side effects, and pain severity 2 hours x 12 hours, then 4 hours thereafter (De, 2005). A pulse oximetry was used to monitor saturations levels and patient X was commenced on 2 litres of oxygen as it is in their deoxygenated state that red blood cells containing Hb S take on their abnormal, rigid half-moon-like state (Information Center for Sickle Cell and Thalassaemic Disorders (2008). Research suggests that sickled cells can actually regain their normal disc shape when exposed to a higher oxygen concentration (Zipursky et al, 1992 cited by Sickle Cell Society, 2008). When oxygen therapy is being administered De (2008) advocates an upright position as this position optimises and maintains ventilation and perfusion. Patient X needed assistance due to the pain to sit upright and a mouth care tray was provided due to the side effect of oxygen therapy causing dryness of the nasal and oral mucosa (Sheppard and Davis, 2000). A jug of water was also made available at the bedside and the call buzzer was left in easy reach. Effective management of an episode of painful sickle crisis according to Lal and Vichinsky (2005) requires intravenous fluids as this will help to decrease blood viscosity, improve blood flow and reduce risk of renal compromise. Providing adequate hydration is a component of almost every treatment protocol for vasoocclusive crises (De, 2005). Dehydration is one of the principal precipitating factors for pain crises. However, overcorrection of fluid balance can have a negative effect, including possibly increasing the risk of acute chest syndrome. This syndrome, characterized by cough, chest pain, dyspnoea, fever, and radiographic changes, is the most common cause of death for patients with sickle cell disease (Information Center for Sickle Cell and Thalassaemic Disorders, 2008). Stuart and Nagel (2004) suggest hydration should be provided to correct deficits, replace any ongoing losses, and maintain normal body fluid volume (euvolemia). In addition, to this the patients pain may improve with oral hydration. Patient X was prescribed 1 litre of intravenous (IV) normal saline over 8 hours and oral hydration was encouraged by the nursing staff. This was monitored on the fluid balance chart. Patient Xs vital signs temperature, pulse, blood pressure were continuously monitored to detect any changes. Patients with sickle cell disease are susceptible to overwhelming infection (Wright Adeosun, 2009; Stuart Nagel, 2004). The most significant factor is splenic autoinfarction during childhood (Sickle Cell Society, 2008). Functional asplenia leaves patients vulnerable to infections with encapsulated organisms such as Streptococcus pneumoniae and Hemophilus influenzae. Further, some studies suggest that neutrophils do not function properly in patients with sickle cell disease (Information Center for Sickle Cell and Thalassaemic Disorders, 2008). How the mutation in sickle cell disease might lead to a defect in neutrophil function is unclear. Patients with SCD and unexplained fever should be cultured thoroughly. If the clinical condition suggests septicaemia, the best action is to start broad spectrum antibiotics after complete culturing. Signs of systemic infection include fever, shaking chills, lethargy, malaise, and hypotension (Oni, 2009). Patient remained apyrexial and 2 days after admission the quantity of analgesia was slowly reduced as patient Xs symptoms improve. While the tapering of intravenous analgesics can require only two or three days, control of a full blown crisis often requires 10 to 14 days. Less commonly, bouts of sickle vaso-occlusive pain require several weeks to control. In conclusion this paper has presented a detailed overview of the management of pain in sickle cell disease, an inherited disease of the red blood cells. Sickle cell disorder can have a profound effect on a persons life. Acute painful episodes among patients with sickle cell disease may occur in any body part or several sites simultaneously. A thorough pain assessment will indicate the type of pain management approaches that are most likely to be effective. Patients should always be encouraged to engage in activities that will help them manage their own pain and boost their confidence rather than make them dependent on health care professionals. This case profile has highlighted the importance of optimal care for a patient with sickle cell disease which should be a comprehensive, multidisciplinary team approach with prompt, accurate pain assessment as this is the cornerstone of effective pain management.

Saturday, January 18, 2020

Crossing the West and Unite Essay

Is Pan- Africanism merely an ideology of beliefs that belongs to a past?   Historically it can be traced that Africans in their country of origin have a great civilization but why in the world would this great people need to walk a crusade like one of its forerunner’s Du Bois when he said that: â€Å"The Last Battle of the West† in liberation of the Africans.   This was reechoed to the world when racial ideologies become severe in the West, in Latin America, and under the British Colony.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the paper written by Araia it was mentioned in detail how Pan-africanism followed throughout history how the Africans were discriminated from repatriation towards the movement of the Diaspora.   Some of them are also the black slaves who are treated well and given freedom by some of their masters.   This loyalty taught the Diaspora to adapt the ways their masters taught them. The Africans and Diaspora experienced the same discrimination and both have adjusted to their present environs.     It was also proven that one color is not a proof of unity since man seeks to have different clichà ©s or the need to belong to a certain group.   In some cases, adoption to a certain laws and culture makes a person get antagonized by two identities especially if the one being introduced is exactly opposed to his or her tradition.   And with that, instead of unification a person has the guilt of having adulterated ones culture or we may say to experience a culture shock.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   That shock divides, and Pan-African organizations have travelled a long way to reunite its brood. An issue that goes with identity crises is repatriation which has bad and good consequences like founding its way for a new black republic in the western hemisphere.   That beginnings fostered confidence to the Diaspora and to the Africans in the continent.   These are somehow, providential that the Africans scatter the world like someone says that from evil there is an abundance of good.   In this scenario, we can conclude that those early Africans who crossed the continent have struggled, though some may loose their birth right marks, many have hold on to his true identity.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In one of the conferences, African’s echoed the need to be respected like all other humans as Malcolm X stated that â€Å"†¦, so that Africa too becomes respected as other huge continents are respected, then, wherever people of African origin, African heritage or African blood go, they will be respected – but only when and because they have something much larger that looks like them behind them (GAraia).†Ã‚   His words explained the impact of Pan-Africanism ideology towards the African experience and the Black Diaspora. To him, the proof of a good race is the good examples that will be left behind by that color and creed.   Malcolm X words mean to say, the need for the Africans to show to the world that the race came from a good and descent stock while explaining that respect begets respect.   But first and foremost respect for oneself should come first.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The elevation of the human nature is based on its dignity, and for this reason it is necessary to look back to where this race belongs.   It is important to see how the older ones have struggled and how did they fought squarely the battle of searching for one’s identity.   Thus when it is found, is it an experience of neither dismay nor courage.   The integral part of this soul searching is whether it is accepted or not but the most important thing is to gain confidence and repair whatever damage is done.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The reformist Du Boisian pan-Africanism had more influence and ideological impact on Africans in the Continent during the early part of reunification but on the later part the transatlantic Pan-Africanism focused on nationalist ideologies thru Nkrumah.     Ã‚  Ã‚  Ã‚   However, the vision of Garvey became relevant until today because it has promoted unity and well-being among Africans, re-examination of public policy against racism and other forms of discrimination which has resulted to security and equality, and provision of sovereignty and respect towards individual culture.   Identity crisis was changed into acceptance in spite that points of view can not always be the same.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Brazzaville and Casablanca could have been fueled by the so called identity crisis too which could have gotten down to the marrow of the new generations of the Africans in the middle of the 19th Century. The former against the bearing of a socialist mentality and the other gets intimidated of begging or having dependence on the Western aid.   Those are two opposing ideological differences that have affected the political and economic perspectives of that time.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, in the course of time different Africans groups learned to focus on their similarities to bridge the gap that has existed due to various groupings.   This meeting of the minds ended in the formation of the African Unity which led by Nkrumah created the UNIA under the influence of the philosophy of Marcus Garvey to the Negritude of Cesaire and Senghor.   This movement led to the search of the African identity till it is known today as African Union (AU) which was previously called Organization of African Unity (OAU).   Today, we may say that the Pan-Africanism movement has matured and was able to handle whatever difficulties they would get entangled within their individual principles and personal circumstances.   Through viable global communications brought by new technology, a connection was built between Africa and its Diasporas which forge Pan-African unity transcending all unproductive dichotomies. Today’s relevance of the Pan-African   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Pan-Africanism will remain the instrument of fostering unity and empowerment as long as there is marginalized Africans and Diaspora that has been continually growing in numbers.   It will be the voice to call and unite, and to remind wherever this colored men are, telling each one is his brother’s keeper.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   With the growing world spearheading towards globalization, there is a great need for Pan-Africanism to be a state led project in the emancipation of its great role in the 21st Century. There will be new challenges facing the Africa and the Diaspora despite of its historical achievements of decolonization and civil rights.   The ideology of collective empowerment can provide a great leap for Pan-African states and societies who are merely pawns in the world arena.   According to Nkrumah there is a need to pull all resources like the socio-cultural, eco-political aspects and demographic capitals to attain the Pan-African vision of the socio-economic development of all its civil societies namely the Africans and the Diasporas.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is very striking to know that African migrants (Diaspora) today are very much educated as compared to people of its country’s origin.   Making the brain drain problem severe in Africa but these international migrants who are skilled are assets for the developing countries in terms of remittances and brain mobility.   Those who migrated towards the north are very much educated however they only comprise of the minority.   Majority migrated to other African countries.   In other words, the Diaspora represents a growing mighty force for the development of Pan-Africanism today.   The African Diasporas because of their dual identities acquired from their host countries became more flexible and at the same time equipped with enormous social capital that could defend the future of Africa.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, the government only views the Diasporas as an economic resource or by way a dollar remittance arm.   They do not only exceed foreign investments cash capital but with their civic and cultural awareness could access global markets, create a more vigorous democracy that could strengthen a society that encourages growth of new philanthropic cultures.   Diasporas are regarded as people with multiple identities but with commitments firmly rooted to their country of origin.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The new generation of the African Diasporas will surely bridged the gap of the Atlantic and Africa and the African American created by prejudices and the racist media.   One can perceived today the growing awareness in the Pan-American consciousness for instance the assertiveness of the blacks in Brazil, the affirmation of Afrocentric culture in the US, and Afropolitan identities of the diasporas in European Countries.   They are collective struggles that show the world that these African migrants are reconstructing their identities by renegotiating their place in wherever host societies they belong which is in congruent that they will attain full democratic citizenship and status, a dream that has been long awaited by their peers and fore parents.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the long run, this presence of the Diaspora will be felt by the whole world and in order to facilitate their presence, African policy makers and Pan-Africanism should take the Diaspora options seriously.   This requires networks that facilitate brain mobility, formation of diverse knowledge, and the defense to Africa which have been defamed in Euro-America.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   AU with its 20 councils, promoted social and cultural contexts towards its civic organizations in order to unify and integrate Africa, an enduring dream for Pan-Africanism derived from the rising of the Diaspora’s homogenization from one’s host country.   The AU is more robust organization, and is more people friendly.   The OAU was preoccupied with politics, sovereignty and elite’s camaraderie. However, both are achievers in the vision of Pan-Africanism.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In its present trend, AU launched the â€Å"African Union-African Diaspora Summit at all levels of the State and Governments, with a theme â€Å"Towards the realization of a united and integrated Africa and its Diaspora† in short, after crossing the West – the African will be united.   This unity hopefully will lead to a full cooperation and better understanding of every member of the Pan-African nations including the cooperation of the Diaspora host countries worldwide.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The self acceptance of the Diaspora rejuvenated Pan-Africanism with its contemporary dictum of being able to combine the old and new.   Their demands are no longer driven by political independence but learning the complex ties that separate and unites them to their origin.   With this knowledge, unity will not be an elusive dream to the Pan-Africanism but a way of life transcending global marginalism that has been caused by inequality of power and privileges.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The passing of time may have healed the wounds in the past; the present generations are no longer alienated to the prejudices, but men and women who are proud of their colors and traditional beliefs.   These Africans are more capable of confronting the problems of today than merely following the course of history.   These are men who see the world, fair and square but able to form kinship and friendship even with those who had inflicted wounds on them.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Pan-Africanism is not just an ideology it’s praxis, a chain that links all Africans of the world.   It has guided the race through out history and will always be a gleaming light for those who find that multiple identities seem quite confusing.   It will be a bosom for all Africans to convene, and to learn that adopting other technologies and means is not to be come inferior but teaching this race the value of genuine patriotism.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The so called ideology came from a long journey, it infiltrated the West and the Atlantic continent, and it has surrounded the world as bent on becoming a one and united dynamic race.   They will be people who will not be saddened by their past mistakes but more of a people who have stand and struggled to gain respect.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These are people with human culture that is unique and these beliefs are needed to be upheld and preserved. The Pan-African vision will guide these beliefs through time which must be guided by wisdom.   Loving ones country does not hate the other; nationalism is not wrong as long as we do not hate or inflict wrong another nation.   Better still, we must love our own country but also loving the rest of the world and that’s what you call patriotism.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   For those who are lucky to cross the West, and the other Diaspora, and those who belong to each others continent – it is time to unite.   After all, man belongs to one single stock – the human being with a body and soul.   Diasporas from all parts of the globe or Africans alike wherever continent they belong, they are just one brother and sister who belongs to one and the same human race.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To all Africans and Diaspora the ideology of Pan-Africanism will always be behind, until the time that this race received the respect its forerunners has long waited for.  Ã‚   It will always be the shadow that will unite every Africans and the Diaspora who has been nurtured and taught by its adoptive nation.   In turn, both will be teaching the other their ways combining new and old and giving good examples that the rest of the world will learn to admire and accept. Works Cited Ghelawdewos Araia. â€Å"The Historical and Ideological Foundations of Pan-Africanism.†Ã‚   2006.

Friday, January 10, 2020

DEVELOPING STRATEGIC MANAGEMENT AND LEADERSHIP SKILLS Essay

Introduction Leadership and management, these are two words we use on daily basis. But the questions like how do we realise good leaders, what qualities, attitude, style and behaviour do they exhibit, are frequent. The ability to lead is not connected to education, although most leaders are intelligent people. Many qualities required for a leader are also possessed by managers. There are interconnection between leaders and managers. Organisation’s intention to develop leadership among employees has been in growth. It is because they realised the potentials of good leaders. Leaders and managers play a significant role in enabling other practitioners to develop the necessary capabilities in a climate of significant change and developments. I think, by developing our leadership skills, we are assured a more rewarding and successful career. There is no doubt that, leadership potential can be developed. With commitment, effort and practice, anybody can move beyond the skills you are born with t o be an excellent leader. â€Å"The most dangerous leadership myth is that leaders are born—that there is a genetic factor to leadership. Myth asserts that people simply either have certain charismatic qualities or not. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.†Ã¢â‚¬â€Warren G. Bennis. Globalisation has resulted in diversity. To maximise contribution, each organisation and its managers are now challenged with creating inclusive working environment. They need to understand effective leadership style and culture to build trust and effective relationship. Rapid economic changes pose new opportunities and threats. Leaders are supposed to face those situations. â€Å"For managers the world keeps changing. It changes from hour to hour, day to day and week to week. The strategies that were effective yesterday are not necessarily effective in the same situation today†-Quinn Look more:  strategic management process essay In order to face the growing competition in the market, it is very urgent for organisations to build potential leader. Developing strategic management and leadership skills should be a part of organisations’ actions. 1.1 Explain the link between strategic management and leadership Strategic Management consists of the analysis of any organisation, decision making and necessary actions in order to create and sustain competitive advantages. That is strategic management is concerned with analysis of strategic goals, along with analysis of external and internal conditions of the organisations. Then taking necessary decisions and implementing those decisions systematically to get the competitive advantages. Strategic management, popularized during 1980s. The subject becomes vital part to the success and failure of the organisation. Usually it is considered as the responsibility for the overall direction of the organization sums up what strategic management is all about. It can also define as the process of identifying and executing the organisation’s strategic goals (mission, vision and objectives) by matching its capabilities with the demand of its environment. Strategic management contains a set of managerial decisions. Leadership is the ability of a person to get other willingly to follow. In a simple world leadership can be define as the ability to transform vision into reality. Strategic leadership provides the vision and direction for the growth and success of an organization. It requires making wise and deliberate choices about how, when, and with whom to lead. A good manager is now by definition a leader. Equally, a good leader will also be a manager. Majority of practical people are interested primarily in what they have to do, and not whether it should be labelled ‘leadership’ or ‘management’ or both. â€Å"It is very true that I have said that I considered Napoleon’s presence in the field equal to forty thousand men in the balance† —Duke of Wellington. Difference between strategic management and leadership Management| Leadership| Intended to plan, organize, co-ordinate and evaluate| Job is to inspire and motivate| management administrate the organisation| Leaders innovate | Management tries to maintain the organisation| Leaders tries to develop| Focused on system and structure| Focuses on people| They focus on the present situation | They look towards future| React to problems and issues| Proactive to issues and problem| Prefer to control| Knows how to delegate| Minimising risk| Taking risk|  There are thousands of examples for leaders in the world. Jack Welch, he worked magic at GE in the 1990s. Lou Gerstner, the brain behind the successful turnaround of IBM. Their books about their exploit, success and philosophies of leaderships became best sellers. 1.2 Analysis of impact of management and leadership styles on strategic decision There are different leadership and management styles. Different styles work well in different situations. They are based on different assumptions and theories. Strategic decisions taken by leaders depend upon their style. The style used by each individual will be based on their beliefs, values, ethical views and preferences as well as the organizational culture and norms which will encourage some styles and discourage others. 1. Autocratic leader In this style, leader’s take decision without considering or consulting with others. This style work well when there is no need of discussion or the discussion would not bring any changes or the motivation of people will not affected with or without discussion. 2. Democratic style The leader involves employees in the decision making. This kind of style is usually appreciated by the employees or subordinate. This style would bring problems in a situation where there are wide ranges of opinion and there is no well-defined way of taking the final decision. 3. Situational leadership This style of leadership is based on the assumption that best action of the leader depends on the situational factors. When a decision is needed, an effective leader does not fall into a single style. 4. Transactional leadership The assumption behind this kind of leadership is that people are motivated by rewards and an organisation work well with a clear chain of command. This kind of leader works thorough creating clear structures. Subordinates duty  will be well defined and also the reward they get for following the orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place. The first stage of Transactional Leadership is in negotiating the contract whereby fixing the salary and other benefits of subordinates, and the company (and by implication the subordinate’s manager) gets authority over the subordinate. After allocating works to subordinates, they are responsible to do it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). 5. Transformational leader This style is based on the assumption that employees will follow a leader who motivates them and a person with vision and passion can achieve anything. Transformation leadership start with the development of a vision, a view and path to future. That will excite and converter the employees. Transformational leaders are so committed always. They continuously work to motivate the followers. Decision making can be affected by leadership style. The key elements of leadership are 1. Understanding their own personality and understanding others 2. Understanding the situation 3. Applying appropriate skills and techniques. Leaders having different styles can have different levels of key elements. So the way and level in which they identify their personality can differ. They responds to a same situation by different leaders can vary. Leadership and management style getting important in the sense that you can’t lead people in the same way as you did in the past if you want to get their talents and obtain efficient performance. Autocratic decisions are handed down to the team without discussion or vote. But that decision is necessary sometimes. Especially when a strategic decision needs to made quickly. The impact of this style is for many people, this style feels harsh, a great possibility of demotivation. Rest of people  assured leader can demonstrate consideration and compassion for team while using the Autocratic style, even though the team is not directly involved in the decision. There are situations in which leader wants input from employees or teams. Leaders, uses democratic style workout that situation well. This kind of decision-making allows for active participation from the team. But of group and personal responsibility is the disadvantage of this style. IBM prefers transformational leadership style, so that leaders are culturally adaptable and can unleash IBM’s energy and can execute strategies well. There is a common thought that leaders who listen considerately to their follower’s opinion before making final decision get good result as compared to non-listeners. In the case of democratic style, the leader gives up ownership and control of a decision and allows the group to vote. Advantage of this style is fairly fast decision, and an amount of group participation. No organisation or leader can implement a single style to deal with the multitude of decision that needs to be made during change process (Nancy, 2007). British petroleum, a major energy company globally in terms of oil and gas deserves, company’s growth has been accompanied by a number of accidents and safety-related violations which have had tragic environmental and personal consequences. Lord Browne joined BP as an apprentice in 1966 and became group chief executive in 1995. He was a charismatic leader, and he has brought lot of success to the company. But he was forced to resign in 2007 due to a personal scandal. Charismatic leadership style got few drawbacks. The complaint against Lord Browne was administration by media and business associates fuelled his charismatic style and he ignored day to day core business activities. 1.3 How leadership styles can be adopted to different situations? Success of an organisation or a group dependent on the effectiveness of the leader. Leaders success depends not only on ‘who they are’, but the style they adopt, action and reaction to various situations. None of the leadership style is appropriated in all situations. Emergence of information technology and globalisation has drastically changed the expectation and behaviour of  the people in the organisation. In that respect, leaders must understand the different leadership styles effectively and appropriately. Leaders must be up to date of the situations. Leaders must be prepared to step in and show the way in all kind of situations. Different style can be adapted to different situations in relation to 1. Business- situations 2. Types of team players involved 3. Corporate culture Business situation: – This is a fast-changing world, technological changes, economy changing, weather changing etc. In such a situation a leader cannot lose the sense of changes. Business situation means competition, market changes, market share, financing, world economy, sense of urgency in fiancà © and talents. We know that high risk situation needs very strong and active involvement by the leader to keep it control. The people or team members: – In every organisation, there will have different kind of employees or members. Differ by characters, talents, skills, attitude etc. identifying the team members is a tough task. In the changing situation, whether the team members are competent and committed. The corporate culture: – There is no doubt that the culture in the organisation will influence the leadership style. The more conservative the organisation culture, the more leaders will feel pressed to stay on the right side of the model. Jack Welch’s Leadership Style Jack Welch, he was the youngest CEO of General Electric’s history. He made a resolution to transform GE into one of the world biggest firm. With his unique leadership style and character, Welch made history during his 2-decade journey at GE. His way of leading was based on some concepts. Lead, not manage:- according to him leadership can be found in as long as they come up with good ideas and can energize rather than depress and control. Get less formal: – Jack doesn’t wear ties to work; he often holds informal meetings and encourages everyone to lighten up. Informality inspires people to have more ideas and it is one of the keys to GE’s success. No bureaucracy: – Welch wished that each employee should work on getting rid of bureaucracy every day. Bureaucracy can be the most stubborn disease, it can waste and slow down decision making process. Face reality: – company was losing its market values and there was too much bureaucracy when Jack Welch joined the company. He realised the realities and brought out strategies and  initiatives that made things better. Simplify the business: – his goal at GE was simplify the business. He didn’t think that business had to be complicated. He tried to eliminate complicated memos and letters. Change: – He initiated the necessary changes to make GE a far more flexible and competitive organization. He made ‘change’ a part of GE’s shared value. Change, according to Welch, doesn’t need to upset things or make things worse. It can mean opportunities, good ideas, new business or new products (kevin, 2007). Lead by energizing others, not managing by authority: – Welch called his leadership ideal ‘boundary less’, which means an open organization, free of bureaucracy and anything that prevents the free flow of ideas, people and decisions (kevin, 2007). His choice was inspiring others to perform well. Lead by doing- one of the leadership style adapted by GE Information technology is critical to the future of GE. As a key pipeline for future leaders of GE’s world-class global IT organization, the Information Technology Leadership Program delivers continued education with over 12 weeks of technical, project management and leadership training over the two years (GE, 2013). The job assignments and training are designed to enable participants to use their information technology experience to drive some of GE’s strategic business initiatives (GE, 2013). Each assignment and training experience is global allowing participants to travel to other countries, work with colleagues from around the world, and make an impact on products and services that make the world better (GE, 2013) 2.1 Review the impact that selected theories of management and leadership have on organisational strategy Situational theories or contingency theories  Those theories began in 1960s. The basic assumption behind the theory is that individual characteristics’ make them suitable leaders only in certain situations. Each situation requires a leader to vary behaviour to fit the conditions. In other words, there is no right or wrong way in leading all the time. Fred Fiedler’s contingency theory In 1967, Fred Fiedler proposed his contingency theory. His objective was to find out when a task oriented approach would be more effective and when a  relationship oriented approach would be more effective. He explained that task oriented leader very effective when conditions are either very favourable or which are very unfavourable to the leader. When conditions are favourable, member relations are strong; there is a positive relationship between the group and the leader; and the task is clear and structured; the group members are ready and willing to work, and their energies can be focused on the goal. Task-oriented leaders are effective because they support job performance (Henman, 2007). According to Fielder, the relationship oriented style is more effective in situations which are intermediate in favourableness. When an intermediate situation is present, the leader can help to build confidence and cohesion by focusing on the personal needs of the individuals (Henman, 2007). Hersey and Blanchard theory It is another situational theory. This theory was introduced 10 year after Fiedler’s theory. First of all Paul Hersey and Kenneth Blanchard assume that leaders are more flexible than Fiedler does. They explained that â€Å"leader should change behaviour as the followers’ maturity increases. This is the first of the situational theories to address the element of follower maturity†. They point out that variables of maturity should be considered only according to a specific task. That is, followers are not mature or immature in any total or chronological sense; rather, they have varying degrees of maturity depending on knowledge of or experience with a specific goal (Henman, 2007). Leader-style theory This theory was introduced by Vroom and Yetton. They explain the different ways leader can make decisions and necessary guidelines for leader in order to determine the extent to which subordinate should participated in decision making. Charismatic leadership Charisma, as explained by Max Weber, is a certain quality of individual personality, by virtue of which he or she is apart from ordinary people and treated as a personality with exceptional power or qualities. On the basis of this, they are considered as leaders. Each theory differs slightly. That indicates that there is no one best among all types of style. Successful leader is the one who can adapt to the changes. An effective leader needs to diagnose the needs and wants of followers and then react accordingly. The impact of different theories of management on organisational strategy will be different. IBM needs extraordinary leaders who can create high-performance work climates and foster employee engagement; people who not only succeed but enable others to as well. A disciplined process of identifying and developing high achievers and leaders has been a main stone of IBM’s strategy to regain market leadership in the IT industry. In order to build a pool of leader for the future strategies, IBM has been establishing periodically refreshed core competencies for all IBM employees. They have a pervasive use of competencies for development, succession planning and selection. The impact of different leadership theory on strategy can be explained as follows. For example let’s consider contingency theory. As Fiedler explained, task oriented leaders are very effective when conditions are favourable or unfavourable. When conditions are favourable, members relations are strong, there is a positive relation between team and leader. Hence new strategies can bring and work it out well so easily. In unfavourable circumstances or in stressful situations, a leader’s structure and control can remove undesirable ambiguity and the anxiety that goes with it. Hence effectiveness of strategy can be maintained. In an intermediate situation, relationship oriented style is best. The leader can help to build confidence and cohesion by focusing on the personal needs of the individuals. That was the approach adopted by Jack Welch, GE. 2.2 Create a leadership strategy that support organisational direction Leadership strategy for General Electrics The General Electric Company, or GE, is an American multinational conglomerate corporation incorporated in New York. Company operates in five sectors via energy, technology infrastructure, capital finance, consumer and industrial. It has been almost a decade since Jack Welch retired as GE’s chairman and CEO, the brain behind the success of GE. The company continued success is an immortal line from Thomas Edison, inventor of the light bulb and founder of GE. The current CEO of GE is Jeffrey Immelt. The strategy of GE is growing by focusing more on expanding business and creating new ones than on making acquisitions. Jack Welch and Jeffrey immelt are considered to be the most influenced business leaders. If we consider their way in which they lead, and their decisions, it is clear that they preferred transformational leadership style. Even though both used the same style, Jack Welch had been more extreme than his successor. Leadership strategy: – choosing a best leadership style is the major step in leadership strategy. Leadership at company like GE is very crucial. Transformational leadership style is better for GE. They have the story of success using the same style. Transformational leader is able to influence his followers and make them do more than what is expected from them, what they were willing to do and often more than what they thought they were capable of. Transformational leadership is, â€Å"a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals and includes assessing followers’ motives, satisfying their needs, and treating them as full human beings†- (Northouse). The reason behind the selection of this leadership style is this style motivates the followers. The leader and followers are well aligned in this system. A transformational leader can motivate the followers by setting challenging goals. Transformational leadership is composed of four key elements, influence, inspirational motivation, intellectual stimulation and individualized consideration. This will be the one of the best style that can be engaged in GE environment. The transformational leader has also the capacity to involve his followers to envision the future of the company by communicating them attractive goals and expectations and by showing them a strong commitment to reach these expectations and to be in line with the  vision he shares (Riggio). Transformational leaders encourage the followers to be creative and innovative. We have seen the different leadership style and their impact on organisation. Even though, no particular leadership style is better always. It depends on the situations. The best style GE can use is transformational leadership because of its unique advantages. Transformation leader can take risk, as Jack Welch did in GE. Leadership strategy makes explicit the number of leaders required, and what kind of, where, with what skills and styles. GE’s corporate strategy is to expand instead of alliances. So they need thousands of leaders all around the world. The leaders should have collective capabilities like providing direction, motivate the followers, engaging employees in decision making and to gain their active support in implementing planned cross-functional actions, implementing successful innovations, adapting to change, ensuring transparency just like former leaders, developing talents and being responsive to customers like Jeffrey Immlet. Since the corporate strategy is becoming more global, it require greater cultural sensitivity among leaders, enhanced representation of different geographies at top level, enhanced language skills to enable cross cultural relationships and greater understanding of local laws and business arrangement in strategy making. 3.1 Use appropriate methods to review current leadership requirement We know the important of leaders. It is very necessary to identify the leadership gap in any organisation so that top management can take necessary actions. Some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future because of the reason that they failed to forecast the leadership requirement. Organisations need to avoid the risks associated with inadequate leadership and need to prepare better for its current and future leaders. Leadership requirement for General Electrics Leadership programs are amazing within GE that are designed to build the next generation leaders. These programs build perfect foundation for accelerating  learning and development in a particular domain, from commercial to operations, from human resources to information management, from finance and communications to technology (GE, Leadership Programs, 2013). There are more than 300,000 employees in GE. The company operates through different sector. GE consistently ranks as the most admired and respected company in the world. Profit of GE grows consistently. Company serves customers in more than 100 countries. Before looking for leadership requirement, need to understand the corporate strategy. Leadership requirement can be planned based on that. CEO of GE believes that ideal situation for a global firm was to have its factory on a barge that you could move around the world to wherever it was the best competitive environment at the time. Their strategy is to expand business globally, instead of just looking for alliances. Fast moving Globalisation opens new opportunities for a global firm like GE. Hence leadership requirement at GE is tremendous. They need leaders at various levels. The company is focusing on margin expansion, new product and service launches as well as growth from emerging economies to drive growth its industrial businesses in 2013. Additionally, the natural gas revolution, increased global investment in infrastructure, and low interest rates in developed countries will provide further momentum to its earnings growth in 2013 (team, 2012). These new strategies hopefully drive them to big success. But they need leaders not only in quantity but also in quality. 3.2 Plan for the development of future situations requiring leadership Requirement of leaders in the GE increases. Leaders are not only required in the top level but also in the various bottom levels also. A good leader is always prepared for the any kind of challenge. He acts quickly and accurately according to the given situation. We can say that a good leader takes the right decision at the right time. Leadership plan and programs are necessary for the development of future situations requiring leadership. Leadership Programs: – GE has various leadership programs. As part of their strategy to achieve commercial excellence and drive organic growth, they are developing a pipeline of strong sales and marketing leaders at GE through  the Commercial Leadership Program (CLP). CLP offers a curriculum that boosts the development of commercial skills and techniques that are critical to success in all GE businesses. CLP prepares candidates for a successful career in sales or commercial operations by providing the opportunity to learn about GE’s products, industry, and customers while making valuable contributions to the on-going success of GE. Those programs are very effective. They need to add more values to those programs. Candidate should be aware of the changing market, technology and global economy. Leadership opportunities: – even though, GE spent more than $1 billion annually in training and development of programs, a global company having more than 300,000 employees and serving in more than 100 countries, that one billion is not an adequate amount. As compared to their profit growth, they need more to build leadership qualities in their employees. Human resource leadership program: – In GE’s Human Resources Leadership Progr am people are gaining real-world business experience, contributing to GE businesses and getting in line for HR leadership roles across the company. HRLPs can build countless HR leaders within GE. Experienced commercial leadership programs: – The Experienced Commercial Leadership Program (ECLP) prepares MBA graduates and experienced professionals for GE leadership roles in marketing and sales. The two-year rotational program offers opportunities for individuals to drive growth within a business, receive world-class commercial and leadership training, and be part of a global network of marketing and sales leaders 4.1 Plan the development of leadership skills for a specific requirement Leadership skills are the key ingredient required for a good leader. Some would say key ingredient in management. The basic leadership skills required in most situations are same. But under certain specific condition, they need specific skills. The basic skill required for leaders are explained below. Integrity: – this is the basic quality of a leader. This quality makes people trust the leader. Trust is essential in all human relations. Confidence: – it is essential quality for all leaders. Developing self-confidence is the preliminary to becoming a leader. Self-awareness: – People who have a high degree of self-awareness recognize how their feelings affect them, other people, and their job performance. They can speak openly and accurately about their limitations. Self-regulation: – People who are in control of their feelings and sudden  temptation are able to create an environment of trust and fairness. Appropriate self-regulators are usually thoughtful and resist making impulsive decisions. These are definite qualities of a good leader. Motivation: – it is an important skill required for skills. Only effective leaders can motivate followers. Social skills: – social skill is necessary to build relations. Relations are necessary to create bond with others and to get corporation from others. Communication skills: – to deliver leader’s idea properly, communication skill is very necessary. A good communicator can pay attention and listen carefully. Lead by example: – One of the best ways to lead is by example – use where needed, lending a helping hand, and making sure that the work you do is clearly understood by your team. Leadership skills strataplex: – Leadership skill requirements are often described as being stratified by organizational level. The term strataplex captures the stratified and complex nature of the leadership skill requirements and their relationship with level in the organization. Leadership skill requirement is classified into four groups. 1. Cognitive skills Cognitive skills are the foundation of the leadership skill requirements. They are comprised of those skills related to basic cognitive capacities, such as collecting, processing, and disseminating information and learning and are the fundamental skills required for a large portion of the activities in which leaders are engaged (Mumford, 2007) .These skills include skills like oral communication, written communication, ability to learn and adapt etc. 2. Interpersonal Skills These are skill relating to interacting with and influencing others. Examples are skills required for coordination of actions, negotiation skills etc. 3. Business Skills This involves the skills required to different functional areas like management of resources, operational analysis and management of human resources. 4. Strategic Skills Strategic skill requirements are highly conceptual skills needed to take a systems perspective to understand complexity, deal with ambiguity, and to  effect influence in the organization (Mumford, 2007). This includes skills for planning, visioning etc. â€Å"Leaders are not born, they are grown†- this is the word by the father of management, Peter Drucker. Leadership ability is not an inborn skill most times. This can develop through practices. Doesn’t require talents, but commitment is necessary. The great leaders have chosen to be just that, and then developed the skills that are required. Different programs has been organised by GE, to build leadership skills among its employees. 1. Entry level program or Commercial leadership program (CLP) is an example for it. The CLP is a 12 to 24 month program that develops marketing and sales skills through a strong core curriculum and challenging assignments. 2. Experienced program: Human Resource Leadership program (HRLP). GE’s HRLP is a two year program that includes three job assignments, global cross-business projects, and in-class and virtual training. 3. Experienced Commercial Leadership program (ELCP). The ECLP program consists of three, eight-month rotational assignments within the marketing and sales functions of one of GE’s businesses (GE, Experienced Program, 2013).4. Operation management Leadership program (OMLP): OMLP accelerates development of entry-level talent and produces leaders capable of meeting the challenges facing the Operations, Supply Chain, Manufacturing and Quality functions at GE (GE, Entry level program, 2013). 4.2 Report on the usefulness of methods used to plan the development of leadership skills There are lot of methods to plan the development of leadership skills. Different methods are useful in different situations. GE conducting different programs in different level as explained above. Leadership programs are amazing platforms within GE that are designed to build the next generation of leaders. Commercial leadership program (CLP) provides candidates with valuable training, experience and exposure to a team of motivated colleagues and helpful mentors that can accelerate their careers. HRLP (Human Resource Leadership program) has created countless generations of HR leaders at GE. The program continues today and still focuses on taking talented people, providing them with globally diverse challenging experiences, and developing them into world-class HR leaders. Candidates will have formal training, rotation, seminars, business simulations and community service activities. Experienced Commercial  Leadership Programs (ECLP) offers opportunities for individuals to drive growth within a business, receive world-class commercial and leadership training, and be part of a global network of marketing and sales leaders (GE, Experienced Program, 2013). OMLP (Entry level Program) is a two-year program consisting of four six-month rotations that allow members to build leadership and functional skills through challenging rotational assignments and world-class training (GE, Entry level program, 2013) . Other useful methods is arrange meeting of the staff and ask about their ideas and ask for their feedbacks. The best method, however, is getting feedback from the staffs. Another way of developing leadership skills is to get familiar with your followers. It will help you in understanding their feelings and their needs, which in turn will help you in managing their needs. Different plan for the development leadership skills includes conducting seminar, training programs, meetings, job rotations etc. Conclusion This assignment is used to explain the link between strategic management and leadership. Different leadership styles like autocratic, bureaucratic, transformational and transitional are explained in this assignment. The effects of various styles on strategic decision making are explained. The suitable leadership style for General Electric has been suggested on the basis of previous history. Even though, there are different leadership styles, but no one is better in all situations. Style should be adapted according to the business situation, team members and culture of the organisation. Different leadership theories are discussed in the assignment. Situational theories and contingency theories have been applied. The situations in which different theories can be applied are explained. Different leadership styles and their role are explained. Anyone can become a good leader by adopting certain skills and techniques and applying them in their daily life. Because leaders are not born, but they are grown, great word by Peter Drucker. Good leaders know how to use different styles in a balanced way. In this competitive world, organisation can only sustain if and only if they can bring strong leaders. There are different ways of enhancing the leadership skills for future requirements. And there should be a plan of developing these skills. The plan should cover all the current and  future needs for leadership and is helpful in the overall progress of the organization. A leader is a person who provides the vision for the future. Developing leadership skills in our personality will help us to explore more opportunities in our future. Bibliography Claudel, P. (2011). Leadership style : A powerful model. TJ. Derue, S. (2011). Trait and behavioural theories of leadership. Michigan. GE. (2013). Entry level program. Retrieved 2013, from www.ge.com: http://www.ge.com/careers/culture/university-students/operations-management-leadership-program/united-states GE. (2013). Entry level program. Retrieved may 5, 2013, from www.ge.com: http://www.ge.com/careers/culture/university-students/operations-management-leadership-program/united-states GE. (2013). Experienced Program. Retrieved 2013, from www.ge.com: http://www.ge.com/careers/culture/university-students/experienced-commercial-leadership-program/india GE. (2013). Experienced Program. Retrieved May 5, 2013, from www.ge.com: http://www.ge.com/careers/culture/university-students/experienced-commercial-leadership-program/india GE. (2013). Leadership program. Retrieved May 4, 2013, from www.ge.com: http://www.ge.com/careers/culture/university-students/information-technology-leadership-pro gram/india GE. (2013, January 1). Leadership Programs. Retrieved May 5, 2013, from www.ge.com: http://www.ge.com/in/careers/leadership_program/index.html Goleman, D. (2004). Leadership That Gets Result. Harvard Business review. Henman. (2007). Leadership theories. London. J.Goertzen, B. (2010). Contemporary theories of leadership. kevin. (2007, March 6). 12 lesson from Jack Welch’s leadership style . Retrieved March 28, 2013, from www.vietnamworks.com: advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0 Mumford, T. V. (2007). The leadership skills strataplex. United states. Nancy. (2007, April 7). Leadership style: Decision making. Retrieved May 5, 2013, from www.springboard.com:

Thursday, January 2, 2020

Essay on Revenge in Hamlet - 892 Words

Revenge in Hamlet It is natural human instinct for a son to feel offended over the death of his father. So is the instance of the two young princes, both spurned by the sudden death of King Hamlet toward destinies of avenging fallen fathers, which emerge to permit comparisons in Shakespeares great tragedy Hamlet. In the first act of the play Hamlet, Prince of Denmark, and Fortinbras, Prince of Norway, both are fatherless heirs whose uncles occupy the throne of their respected countries. Both princes seek revenge for the events relating to the death of their fathers while their uncles and kings oppose their nephews, plotting to accomplish their own objectives. However, by what is learned in the brief sidelined accounts of†¦show more content†¦Whereas Fortinbras directs his vengeance toward a target outside his family and country, Hamlets enemy is exposed within the very core of Denmark, his own family. As a ghost from the grave, King Hamlet returns to reveal to his son that Claudius, the kings very brother caused his death by pouring poison into his ear while he slept. This earth quaking news is compounded with the recent marriage of now King Claudius to Hamlets short mourning mother, Gertrude. If the offenses of treason, parricide murder, and adultery were not enough to incite Hamlet to avenge his father, the ghost gives a fourth reason. This unexpected death was most untimely for King Hamlet because he had not repented for the sins he had accumulated throughout his life; thus, a sentence of suffering in purgatory withholds his entrance to heaven. Unlike Prince Fortinbrass goal of seeking retribution by recovering what was lost upon his fathers death, the ghost of King Hamlet calls his son to avenge him for deeds and responsibilities that remained even after his life left his body. For this most foul, strange, and unnatural(1.5.29) murder Prince Hamlet pledges to avenge his father by killing his uncle, king, and mothers husband, Claudius, without harming the Queen. By gathering a list of lawless resolutes for food and diet to some enterprise that hath a stomach in t, which is no other... Fortinbras sought to accomplishShow MoreRelatedRevenge in Hamlet1070 Words   |  5 Pagesmost tragic story lines of Shakespeare’s plays, Hamlet is definitely one of them. In William Shakespeare’s play Hamlet, Fortinbras, Hamlet and Laertes each demonstrate the ways revenge leads to tragedy when they are unable to cope with the loss of a loved one. Young Fortinbras has intentions of honoring his father’s loss by gaining the territory that was rightfully theirs. The lengths he is willing to go compare to Hamlet’s determination to seek revenge upon his uncle, and father’s murderer, ClaudiusRead MoreEssay on Revenge in Hamlet912 Words   |  4 Pageslanguage. Shakespeare wrote hundreds of pieces, from sonnets to plays. Hamlet is one of his most well-known plays. There isn’t any shortage of revenge in Hamlet, and so that is the theme we’ll be discussing. Hamlet and Laertes are the most obvious character with revenge in their minds, and that’s who we’ll be focusing on throughout the essay. Two months before the beginning of the play, the King Hamlet dies. The King shows himself to two guards, Barnardo and Francisco, atRead MoreTheme Of Revenge In Hamlet1763 Words   |  8 PagesRevenge is one of the deepest instincts common to humanity. Different people emit different purposes of revenge and are most likely filled with an internal confliction of emotions. Once that individual gets his/her revenge, a feeling of justice is established in the mind. Unfortunately, many people blindly take revenge without thinking of their actions or the consequences and believe that they will be able to move on after they take revenge. Revenge is ultimately placed in the hands of the impatientRead MoreRevenge Themes in Hamlet1077 Words   |  5 PagesIn the play ‘Hamlet written by William Shakespeare in Elizabethan times, the theme of revenge is a constant throughout the plot. Not only does it underlie almost every scene, but it also has a major effect on the story as a whole. Two of the main revenge plots within the play are Hamlets aim to avenge his father by killing his uncle, the king Claudius, and Laertes aim to avenge the murder of his father by killing Hamlet. These two revenge plots play a major role in presenting to the audience theRead MoreRevenge In Hamlet Essay1900 Words   |  8 PagesHamlet is visited by his father’s ghost who ultimately gives him the task of enacting revenge upon Claudius, but because of his suppressed resentment he clashes with the idea of achieving retribution for his father. In addition â€Å"Sigmund Freud, in a letter to Wilhelm Fliess, announced that he had found in his own development all the symptoms of the Oedipus complex and that he was coming to consider â€Å"love of the mother and jealousy of the father† (Faber pg. 79). Hamlets impulsive actions seem to beRead MoreTheme Of Revenge In Hamlet792 Words   |  4 PagesRevenge is something most people seek when they are hurt by someone or a loved one of theirs is hurt. Revenge can be a physical or verbal action toward someone. In William Shakespeare’s play, Hamlet, the play has a major theme of revenge. Many of the characters in the play are seeking revenge, such as Hamlet, Claudius, and Laertes. Some of the characters are seeking revenge due to their father’s deaths, and others are encouraging someone to seek revenge. The theme revenge can lead to death is seenRead More Revenge In Hamlet Essay1109 Words   |  5 Pages Hamlet nbsp;nbsp;nbsp;nbsp;nbsp;Hamlet is a classic example of a tragedy as Hamlet suffers while trying to avenge his fathers death and eventually dies at the end while attempting to do so. Hamlet feels empty without resolution to his fatheramp;#8217;s death and since there is no justice system that is going to reveal the truth about his fatheramp;#8217;s death, he must take it into his own hands. Hamlet delays killing Claudius for a long time after the ghost appears. Hamlet delays hisRead MoreRevenge And Justice In Hamlet968 Words   |  4 Pagessaid, â€Å"Revenge is the act of passion, vengeance is an act of justice.† Many people seek revenge and try to disguise it as justice. Revenge can either be justifiable or unjustifiable based on the circumstances of the offense. Someone’s vengeance can be the establishment of justice, but revenge is not always justice. Revenge is defined as the action of inflicting hurt or harm on someone for an injury or wrong suffered at their han ds (Webster Dictionary). Justice is based on actions while revenge is basedRead MoreRevenge in Hamlet Essay1152 Words   |  5 PagesIn his play Hamlet, William Shakespeare frequently utilizes the word â€Å"revenge† and images associated with this word in order to illustrate the idea that the pursuit of revenge has caused the downfall of many people. He builds up the idea that revenge causes people to act recklessly through anger rather than reason. In Hamlet, Fortinbras, Laertes and Hamlet all seek to avenge the deaths of their fathers. Hamlet and Laertes manage to avenge their father’s deaths and in doing so, both rely more on theirRead MoreEssay On Revenge In Hamlet723 Words   |  3 Pages Hamlet essay â€Å"An eye for an eye, and a tooth for a tooth† is a widely known statement referring to revenge, though many don’t know the origins of the saying. The thing is, however, is it truly that simple? Or does revenge cause more problems than it solves? In the case of the play Hamlet, written by Shakespeare in the sixteenth century, it could be argued that it changes the way that people would look at revenge and put a spotlight on its complexities. In Hamlets quest for revenge for his father’s