Servicescape analysis of a function

Servicescape analysis of a function Executive Summary Purpose: The purpose of this report is to critically analyse an establishment’s different servicescape dimensions and to provide an overall assessment of its servicescape. Analyses: The report aims to find out the different servicescape being utilised by the establishment which makes them successful and what’s need to change. The information in this report is collected through literature reviews mostly journal articles and an actual participation in each experience. Overall Assessment: Discussion will provide a value insight and practical knowledge regarding the topic and will provide more qualitative understanding of the findings to help future researchers improve upon the present study. Conclusion: In conclusion The servicescape plays a major part in shaping customers’ perception of the firm’s image and positioning. A service quality is often difficult to assess as customers frequently use the servicescape as an important quality signal. A well designed servicescape makes customers feel good and boosts their satisfaction and allows the firm to influence their behaviour on enhancing the productivity of the service operation. Numerous tactical decisions must be made when designing the organisation’s environment. Individuals based perceptions of the organisation’s services on sensory cues that exist in the organisation’s environment. Specific tactical decisions must be made about the creation and sometimes the avoidance of scent appeals, sight appeals, sound appeals, touch appeals and taste appeals. The design of management of the organisation’s sensory cues are critical to its long term success. The servicescape must be designed with consideration of the impact on each of the five (5) senses. The Saints Brasserie is located at Edensor Road, serving lunches and dinner, Saints offers Australian and French cuisine with spectacular views. Their staffs provide guests with unsurpassed service, sumptuously prepared dishes served in a warm and friendly atmosphere. It can be a favourite destination spot and a great place to enjoy delightful meals, share a cocktail or glass of wine with friends. Their extensive wine cellar offers a wide selection of vintages and elegant food pairing possibilities. With inside seating, guests can enjoy expertly prepared poultry, fresh seafood, and meats all cook to order. For dessert, enjoy fresh fruits, cappuccino, simple chocolate and deep dark espresso or relax under the stars. Introduction The term â€Å"brasserie† is a French word meaning a French restaurant serving singled dishes with a relaxed seating. This gives Saints a French appeal. Saints Brasserie has a simple servicescape. The restaurant is designed to target the average income class and anyone who is looking for great food at affordable prices. Physical Dimension A.1 Signs, symbols artifacts As soon as patrons arrive at St. John’s RSL, they are given immediate directions on where to go. The plentiful amount of signs throughout the establishment show where things are located and how to get around. One of the highlights at Saints is the use of collaterals highlighting the daily specials hanging high up on the wall outside of the entrance for everyone to clearly see. This will gain the attention of patrons and track those who are interested with the special being offered. Patrons also need to first find a table before ordering. However, the signage is so small and unnoticeable which creates confusion and disorganisation to both the cashier and customers especially during their peak hours, which is from 11PM – 1PM and 5PM-8PM. There is a signage that says â€Å"Order here† which clearly shows where to line up for dining in or taking out. Customers can only make one line, but there are two cash counters that speed up the ordering process. Guests are assisted by friendly staffs who have knowledge both the menu and food. Also, outside the entrance is the monitor with the entire menu of the restaurant with every item Saints has to offer. Though occasional, it is poorly chosen as it is in the middle of the line and those who choose to see the menu without waiting in line are not able to as there is no crowding allowed in that hall. Moreover, the menu of Saints is detailed with few visual aids and variety. Included in the menu is their monthly specials. The menu is not cluttered so customers can easily find the desired items. Here is the sample of what Saints has to offer for dinks and food. Both are presented well and taste great. A.2. Space/ Function Saints does an excellent job of transforming the BINGO area into seating and therefore utilises it for more than one purpose. This is made available when the area is not being used for gaming. However, Saints has no separate room for special events and larger party. There are three different types of atmospheres and tables within the restaurant. There is the regular seating, the boost banquet seating which is located along the windows of the bar near the back as well as the bar seating which are raised tables and taller chairs. In every meal, patrons can get a free drink which you have to claim at the RSL’s main bar. The bar is central to seating which is beneficial as it allows customers to have easy access to the bar without going all the way into the restaurant. It is accessible right by the door so if one wanted to just attend the bar then they could do so. However, the restaurant does not offer seating at the bar. That is why instead of the usual bar set-up where TVs are located just above the bar, the television at Saints are located on the right side of the main bar where customers can wait for their orders and drinks. The televisions in Saints are often displaying sports channels, which is very indicative of the Sports bar appeal the restaurant has. Different TVs often shows different sports so customers can choose what is most important to them to watch and focus on that. A.3 Ambient Conditions During the day, there is a non- direct natural light from the windows while the general view of the interior lights provide a warm bright atmosphere. The entire restaurant is very clean with modern styling. There is a lot of available space and is open in concept. For the dinner atmosphere, the lighting is reduced to a more amber special area lighting approach creating a more comfortable atmosphere for customers can feel that they can stay longer. The restaurant music and noise stays at reasonable levels allowing for table conversations. The creative and vibrant lighting at the bar changes further emphasising the nightlife mode. It is suggestive of a fun, upbeat nightclub and a place to let loose and grab a drink with friends. After dinner is over, the lights are reduced further for the bar crowd. Lighting is changed to spotlighting approach for areas that need vision. Reducing the lighting makes people feel less self-conscious and more inclined to dance and drink. The music and people of the night time bar are all of similar age as expected at a RSL. B. Social Dimension Employees at Saints know the responsibilities and are delegated to specific tasks such as clearing and serving food orders. The main bar is spacious enough where bartenders can easily move behind the bar to efficiently make drinks and take orders. However, Saints has its downfalls and unfortunately there are unnoticeable faults that hindered my experience during atleast one of my visits. The first being, keeping the cleaning supplies out of the eyes of the guests especially not putting the dirty rags right beside the clean cutlery. The initial greeting and wait times can take very long and guests never know how long they actually have to wait. Moreover, food orders also take too long to come out. We have waited for more than an hour before it came out. Socially – symbolic Dimension D. Natural Dimension Overall Assessment First impressions are key to a positive experience. Luckily, a solution to each negative influence to the servicescape can easily be made. Overall, Saints has transformed into a bar with a true identity. One that is connected and integrated with its customers with modern sports bar dà ©cor, functional layout with various seating options and a conveniently located bar among other great features. Staffs are friendly, the aromas are enticing and food are delicious. Knowing this, Saints has a solid foundation but does need some direction to really make it a place to be.

The Concept of the Digital Marketing

The Concept of the Digital Marketing Digital marketing is the very innovative and novel concept in the 21st century. Through this form of media products and services are promoted with the use of database-driven online distribution channels to reach consumers in an appropriate, significant, individual, and lucrative manner. The term digital marketing has not any specific definition or meaning but it can be well explained with the examples such as emails, online advertisements, pay per clicks, wireless text messages, instant messages, RSS, blogging, fax, video streams, podcasting, broadcast, etc. All these examples are included in the definition of digital marketing. Apart from its inclusive list, there are few traditional forms of marketing which are not included in the term of digital marketing. They are TV, radio, print and billboard as they are not the instant or quick forms of marketing. It means with these forms of marketing the advertiser could not get the immediate response from the end consumers. The traditional forms of marketing could not give the accurate number of responders. Perhaps, there is a little improvement has achieved with the devices such as TiVo which records the statistics like website but, still the desirable result has not gained. Nevertheless, this became possible with the introduction of digital marketing. Digital marketing has become so powerful network of advertising, that with the introduction of Double click strategy of Google for internet, the world has become very close linking to each and every place conveniently. With the help of digital marketing, campaigns for promoting any product through internet has become very cost-effective and convenient. With the feature digital technology, in digital marketing, the advertiser easily comes to know how many times and how long the campaign has been showed on internet, also it comes to know how many people have seen this campaign, how many responses have received, and how many purchases have been made though online mode. With this fast-end technology, marketing of any particular products becomes easier, the consumers convenience become possible and the organization makes huge profits, too. The improved versions of these digital marketing are broadband internet, Wi-Fi network, and mobile phone access. The usage of these techniques has drastically increased, worldwide. The web usage has increased 10% all over the world, from January 09 to January 10, as per the recent report. The attitude of management has changed. From traditional form of advertising, they have shifted to the digital marketing. Billions of dollars have been spent by organizations on digital marketing for promotion of their ad campaigns. They are taking huge benefits out of digital marketing and earning high revenues. Critical analysis of audit findings, using relevant diagrams and appropriate models to support analysis From the audit it is found that AECOM has considered for brand repositioning for its short term marketing project through digital marketing with Yahoo! Answers. But, AECOM has not considered any particular brand repositioning strategy for that. AECOM needs to consider the proper brand repositioning strategy for successful results in digital marketing. The strategy for AECOM can be New Logo and Tagline. AECOM is into financial and management services over the last 20 years but, during that period AECOM has not considered for brand repositioning. Now, if it has decided for it, then the best strategy for AECOM is new logo and tagline. AECOM should come up with new taglines such as Finest Service Provider, or Services Delivered. Anywhere. Anytime., or Leaders in Service Delivery. Along with its tagline, AECOM also can change its logo. By adopting any of the tagline, the scenario of consumers may change and consumers feel free to contact AECOM at any point of time. The tagline itself shou ld look so attractive that more and more consumers can be fascinated towards AECOMs services. Apart from this, AECOM has considered Yahoo Answers for its digital marketing promo. But, in the market there are various digital marketing services providers are available such as Google, Hotmail, Face book, You Tube, etc. The cost of services of all these service providers should also be considered, the quality of their services should be checked, the further discounts in finalizing the particular services should be checked and only after that the decision should be taken whether the particular service provider is economic in cost or not. AECOM should have to consider Face book for undertaking digital marketing project for brand repositioning. Over 400 millions of users the website has over socialized. AECOM could be able to take benefit out of it in fascinating more consumers towards its brand. The below diagram shows that the use of Face book has increased to that extent, if any company selects this digital marketing media for promo then definitely it will remain beneficial from the view point of growth, development, revenue, publicity, and of course profits. Facebook The use of social media for digital marketing is more compared to other websites which can be proved with the following diagram. If AECOM could have undertaken the brand repositioning through social media digital marketing, then the chances of its promo would be higher compared to Yahoo! Answers. AECOM is specifically into financial and management services to valued consumers. For further growth and development purposes, AECOM should consider the policy of diversification into new business segments such as AECOM should enter the new business of aviation industries or automobile industry for manufacturing of luxurious cars. A business case, with justification, including a cost benefit analysis, for the short term marketing project and show how the marketing project will support the delivery of the organizations marketing strategy Even though, AECOM is on number one position in providing financial services and management services to consumers, to survive in a huge market competition, brand repositioning of AECOM through innovation and technology via digital marketing is must. To maintain the market share and its position in the market, AECOM needs to consider brand repositioning. But, along with brand repositioning, the fear of high costs and high risks are increased with launching of new brand. As per Biel, brand positioning is building or (rebuilding) an image for a brand. Brand repositioning is nothing but managing the existing brand in better and advanced ways. Repositioning helps in introducing new opportunities and market changes. While going with the brand repositioning, there are certain risks factors which need to be considered. While brand repositioning, there is a high risk of losing trustworthiness and consistency of consumers. Because, it may become possible that many consumers are not aware of brand repositioning strategy of a company. During the period, if any consumer contacts through website, and the logo, tagline, advertisement, etc. changes, then consumers fall in the twisted atmosphere whether to contact or not. As per few analysts, the successful brand repositioning is impossible because during the repositioning period, most of the loyal consumers shift to other brands. The basic aim of brand repositioning is safeguarding and improving brand equity to un derstand the better vibrant of it. Repositioning of brand is modification of something which already exists in the market and the minds of consumers. Brand repositioning represents uniqueness in the companys existing products and services. Repositioning strategy exist in three stages known as introductory stage, elaboration stage, and fortification stage. The stages can be explained in the below diagram: Diagram 1: Stages in brand strategy development Selecting Appropriate Marketing mix Establishing the Brand proposition Rolling out the Strategy Introductory Stage Elaboration Stage Fortification Stage Modifying the Proposition Repositioning Updating the personality Repositioning helps in moving the organization to a newer and more attractive position than before. The objective of this movement depends from organization to organization. It differs particularly for the sake of understanding what the company wants to achieve. In case of AECOM, the company wants to become innovative in terms of technology and designing to the extent possible compared to its competitors. The brand positioning helps company in taking to the higher position than before. This can be explained with below diagram: Diagram 2: The principle of repositioning New Position Price Previous Position Experienced quality As the organization shifts to new position after brand repositioning, the company tries to meet the new demands of consumers, newer and stronger arguments of consumers by convincing them to stay as loyal. To achieve the benefits out of brand repositioning such as better value, relevant status in the market, great image, updated personality, etc. AECOM needs to undertake a four-phased brand repositioning approach which is as follows; Phase 1: Determining the current status of the brand Phase 2: What does the Brand stand for today? Phase 3: Developing the brand positioning platforms Phase 4: Refining the brand positioning and management presentation. Now, combining this repositioning strategy with digital marketing approach, the more accurate results will be delivered for AECOM. For this purpose, the Yahoo! Answers should reach beyond its pure online territory and initiate this conversation. For digital marketing of AECOMs brand repositioning campaign on Yahoo!, AECOM should conduct the following activities: Stage 1: On-ground video shoot of consumers At this stage, AECOM should visit major 3 countries UAE, USA, and UK. The campaign should be conducted for three days in each of the countries at well-known places asking questions to consumers about AECOMs brand repositioning event. While conducting this event, 5 questions to be asked to all respondents provided by the AECOM. All the answers to the above questions should be captured on the video and must post to the Yahoo! Answer. The response to the event will show that, whether AECOM has got tremendous response than expected or not and the target is achieved properly or not. Stage 2: Posting all the responses on Yahoo! The second stage in digital marketing for AECOM brand repositioning campaign is posting the responses on Yahoo! Answers. Accordingly, the top 50 answers from the list should be uploaded on Yahoo! Answers with AECOM brand. On each page total 10 answers to be displayed with AECOM promotional video. This can make it possible that users or consumers may watch the video responses posted on the website or answer the questions themselves which can foster more responses in the future. Stage 3: Promoting all the responses on Yahoo! All the questions selected should be posted on Yahoo! Answers for more promotion and advertising to create awareness amongst consumers about AECOMs brand repositioning strategy. For this promotion through digital media networking AECOM may get huge response. The strategy can be used here by AECOM and Yahoo!, is for every response to an answer the promo will be added more for 12 minutes which is the highest time given by Yahoo! Other than these responses, the other creative promos can also be added by AECOM on Yahoo! These creative promos include The promo of AECOMs featured services on Yahoo! Homepage The promo of AECOMs video answers on Yahoo! Homepage These promos are covered not only on Yahoo! Homepage but also on Messengers, E-mails, Answers and Groups. Stage 4: Invite maximum users to give their views and ask questions related to the AECOMs brand repositioning. The final stage in successful digital marketing campaign of AECOMs brand repositioning with Yahoo!, is invitation to maximum users to give their views about AECOMs financial and management services to others or those who are not aware about AECOM. Also, this stage includes the questions about AECOMs brand repositioning. The trusted consumers those have queries why AECOM is carrying brand repositioning, they can post the related questions on Yahoo!, and they may get the reasonable answers to their questions by responsible management team of AECOM through Yahoo! Answers. Accordingly, the promo of AECOMs brand repositioning can be conducted successfully via Yahoo! Answers with the expected unbelievable result. Cost-benefit analysis for the short term marketing project The cost-benefit analysis for AECOMs brand repositioning campaign in the context of digital marketing through Yahoo! Answers is highly depends upon the expected benefits out of it over its cost. Cost-benefit analysis (COBA) is a technique where the assessment of monetary social costs and benefits of any specified capital project is conducted over a given period of time. In case of this short term marketing project of AECOMs brand repositioning, if the benefits out of digital marketing are expected to be huge then the project is beneficial for AECOM and vice versa. For this purpose, the basic principles of COBA are required to understand which are as follows: Appraisal of a project For conducting cost-benefit analysis for any project, its evaluation is must. COBA is an economic technique for project appraisal. Incorporates externalities into the equation This characteristic of COBA invites for the social as well as private economic costs and benefits of the projects. It also measures the social welfare of the investment. Value of Time Time is very important factor while undertaking COBA analysis. The economy of time is considered in the future of the project. Uses of COBA : COBA is traditionally being used only for big public sector projects such as water, dams, railways, bridges, by-passers, new motorways, tunnels, power-stations, flood relief schemes, etc. But, now the scenario has changed and COBA has been applied to small projects, to public health programs, in reduction of long-term unemployment, to understand the cost or benefits in new business deals, etc. The main aim of conducting COBA is whether the project leads to an increase in social benefits in future or not. If the answer is Yes then the result of COBA is positive and vice versa. Main steps in calculating COBA Approach: Step1 (a): Calculation of social costs and benefits: In this step, the social costs and benefits include all the direct and indirect costs, expenditures, profits, and gains. It involves all the significant costs. Step1 (b): Sensitivity analysis of events occurring: In this step it is to be marked that how much is the profit and cost involved in particular transaction and what is the outcome of it? If it will occur what is the scale of uncertainty about the actual values of the costs and benefits? Step 2: Discounting the future value of benefits: The next step involved in COBA is discounting of future benefits. Since the benefits are enjoyed in present, the future value of it is discounted over a period of time. Step 3: Comparing the costs and benefits: This step helps to understand the net returns on investment. Step 4: Comparing net rate of returns: Under this step, the returns from different projects are collected and accordingly the best out of it is selected. The COBA decides about ranking to the projects on the basis of its highest expected net returns in social welfare. As per these characteristics, uses, and steps of COBA, the AECOMs brand repositioning in the context of digital marketing through Yahoo! Answers represents that the cost involved for digital marketing may be high but the expected returns is definitely more than its cost. In this project, the major cost involved is only for digital marketing, the returns are in variety of forms such as high returns and profits to AECOM, huge publicity which creates awareness about AECOM brand in the mind of diverse consumers, people come to know about the existence of AECOM and its wide-ranging services in all the possible sectors through its expert employees. Also, the time involved in digital marketing is less compared to traditional form of marketing. So, from all the view points, one point is very clear that the benefits involved in this project are expected to be very high compared to its cost. So, the results of cost-benefit analysis are positive. Based upon recommendations, an outline of project plan to effectively implement proposals with a risk management program The recommendation to AECOM in its brand repositioning of short term marketing project through digital marketing, where AECOM has considered Yahoo! Answers as strategic tool for digital marketing should be replaced by social media networking which is also a digital marketing tool. In social media marketing, AECOM can either go with Face book or can create companys own blog for publicity and advertising of its brand repositioning. The revised outline project plan for AECOM for implementing proposal of digital marketing successfully in its brand repositioning inclusive of risk management program is as follows: Objective: The objective of AECOM is successful brand repositioning for a short term marketing project through digital marketing. Vision: The vision of AECOM is to become pioneer in the delivery of financial and management services in the entire world. To attain the leadership position in the entire human resource industry also has to be the vision of AECOM. Strategic management: To achieve above objectives AECOM must utilize the complete structured approach to undertake strategic management. Nike must undertake the brand repositioning strategy of New Logo and Tagline in the context of digital marketing through social media networking of Face book or companys blogs. Digital marketing through Face book AECOM has decided the promo and publicity of its brand repositioning strategy of New Logo and Tagline through Yahoo! Answers which is very expensive compared to other social media networking websites such as Twitter, Linked in, and Face book. Maximum are the people using these social networking websites and if AECOM refers one of these websites for its promo then the outcome will be greater compared to Yahoo! Answers. Around 400 million users are using the Face book networking. The companies using social networking website for business purpose and their market share for twitter is 41%, Linked in is also 41% but for Face book it is 44% which is highest compared to others. Digital marketing through Companys blog Other than the use of Face book, company can create its own blobs and can post the questionnaire for promo and publicity purpose on AECOMs blog only. The interested consumers can get information about AECOMs activities from its blog and also if any queries can be posted directly to the blog of AECOM. The companies using own blogs for digital marketing purpose is very high with its market share 46% higher than Face book, too. Since, company has its own blog, the cost of hiring any digital marketing media also reduces. But, the limitation to this strategy is company cannot attract new consumers who are not aware of AECOM and its brand repositioning. Risk Management Program AECOMs brand repositioning marketing project through digital marketing has the risk of system failure and not meeting the business need. In such a situation, AECOM is required to design a risk management program. The risk management program for AECOM in case of system failure is recovery, back up, and disaster recovery procedures. In case of risk of not meeting business need involved then AECOM should ensure about the representatives and resources involved for good participation and collaboration from all concerned areas of business. Implementation AECOM can implement its plan of digital marketing through social media networking instead of Yahoo! Answers. By implementing this plan, AECOM can reduce its high cost and as a result, the COBA will also give the higher returns compared to digital marketing with Yahoo! AECOMs brand repositioning through digital marketing via social media networking will lead to gain higher profits and AECOM will be in a position to attract maximum consumers through social media. This option will ensure to attain AECOMs objective of market leadership in human resource industry. Conclusion It is concluded that the best strategic option for AECOM is social media networking for digital marketing and amongst it, Face book is better than companys blog because Face book may offer AECOM maximum consumers to get availed of AECOMs excellent services. Recommend, with justification, appropriate methods of effectively monitoring and measuring progress throughout the project, to ensure that it is completed on time, within budget and to specification Now days the share of marketing through digital media has increased compared to traditional media of marketing. As a result, the demand for tools for measurement of growing selection of online marketing channels has increased. Garners maturity model for Web Analytics has provided the tool for measurement of web site analytics but it has not included the social media networking and other digital marketing media. This gap has been filled by the Webtrends Digital marketing Optimization Team by providing an appropriate method for measuring the progress throughout the digital marketing project. The Digital Marketing Maturity Model (DM3) has provided the framework for measurement of any digital media marketing project. DM3 is the best model for measurement of progress of any digital marketing project. The DM3 beta measures the progress through six core areas. They are the six pillars of digital media measurement. They are as follows; 1. Measurement Strategy The first core area in measurement progress is measurement strategy. A formal measurement strategy should be placed by organization and should make sure about aligning the overall objectives of organization. This assists in meeting all the digital marketing activities to the companys bottom line and the manifestation of digital measurement becomes possible. 2. Analytics Resources and Domain Expertise The success of digital marketing analytics program become possible because of analytics resources and domain expertise. The employees of organization make it possible through their dedication towards measurement and analysis, the resources at their disposal, their capability to troubleshoot issues, and response to requests throughout the organization. 3. Data Integration and Visualization Through data integration and visualization, the effective measurement of digital marketing becomes possible. For successful measurement, organizations required to integrate the multiple sources of data to gain a more complete picture of their consumers and business. Data integration is the core chain of values between the systems. It enables organizations to generate an absolute image of their marketing efforts. Data visualization helps in arrangement and release of digital marketing facts in meeting the requirements of various groups throughout an organization. 4. Data Analysis and Insight Data Analysis skills are very important in twisting the web-based data into perceptive or organizations wants to optimize their websites and compel elegant marketing and business verdicts. Nevertheless, diverse data entail special types of analysis skills. 5. Adoption and Governance The value of digital marketing data is minimal unless the rules of digital marketing are in place to ensure its consistency and quality over time and if it helps in getting the right people at the right time throughout an organization. The training to people according to their roles is necessary for those who want know how to utilize the data. The assistance from government for managing various types of aspects in context to digital marketing programs becomes possible inclusive of change management, security, and data consistency programs. 6. Ongoing Optimization Organizations placed the data measurement processes consistently over a period of time which are ensured by ongoing optimization. The optimization opportunities are recognized and diverse iterations of sites are tested by using digital marketing data. Prior to implementation, grown-up organization extents all digital marketing channels from web sites to paid research and also includes A/B testing of multiple marketing updates. Critical assessment of the main techniques for evaluating the success or failure of the marketing project on its completion The main techniques in evaluation of success or failure of the marketing project on its completion are Critical Path Analysis (CPA) and PERT Charts. These both techniques are very powerful tools to schedule and manage the complex projects. Both the techniques were developed in 1950s and till now they are used successfully. Lets discuss these techniques in details. Critical Path Analysis (CPA) This technique helps to plan all the tasks which require to be completed as a part of project. CPA acts as a basis for beginning of program, and of resource planning. CPA helps in observing the achievement of project objectives. CPA also helps to keep a track whether any corrective action requires to be taken to get a project back on course. The benefit of using CPA within the planning process is to get assistance in developing and testing the plan to ensure whether it is vigorous or not. CPA takes care of tasks for timely completion of project. CPA also takes care which task to be delayed if at all resource requires to be modified to catch the missed tasks. CPA also helps in identification of minimum length of time for completion of project. The major drawback of CPA is, the management of tasks with time in relation to the project plans is not that easy and obvious like that with Gantt Charts. As a result the difficulty in understanding increases. The effective CPA makes the differences between the success and failure on composite projects. CPA is very useful technique for assessing the importance of problems faced during the implementation period. PERT Charts (Program Evaluation and Review Techniques) PERT is a deviation on CPA which takes a somewhat more cynical outlook of time approximations made for each project stage. To make use of PERT charts, the shortest possible time is required to estimate for each activity and also the most likely length of time is also required. Appendix Appendix A: Introduction of organization History and Background The founders of AECOM are Richard G. Newman and few employees of Ashland Inc. and about 20 years ago on 6th April, 1990; they established AECOM with the merger of five Ashland enterprises. In 2007, around 30 companies joined AECOM and it became public limited company on the New York Stock Exchange. AECOM is listed in a fortune 500 company currently ranking # 352 and provides the services of architecture, building engineering, design and planning, economics, program management, and transportation in all over the world having approximately 46000 expert employees in more than 100 countries. The revenues of AECOM are flowing in billions of dollars with $6.3 billion at the year ended 30th June, 2010. But, in 2009, AECOM introduced a new brand repositioning with the context of digital marketing. The employees of AECOM are so talented and skilled that their excellence and originality has come from the affluent history of some of the worlds premium engineering, environmental, planning, and design companies. The vision of the AECOM to make a world better place by providing services through excellent employees in the areas of transportation, energy, and water systems by developing environment properly and by creating new buildings and communities. AECOM is well-known for its professional service providing facility all over the world. AECOM has taken over many mergers and acquisitions with some of the greatest companies such as Tishman Construction, INOCSA Ingenieria, and Ellerbe Becket. The excellent expertise brought together from these companies to serve more clients in a better way. AECOM wanted to tell the truth to its clients that AECOM is the number one design firm by Engineering News-Record (ENR) magazine, a McGraw-Hill Publication and with brand repositioning in the context to digital marketing; it will establish its brand in such a way to become a market leader. Consumer Base of AECOM AECOM has consumers all over the world. Majorly, the consumers are in the America, Europe, Asia, Middle East, Africa, Australia and New Zealand. AECOM is specialized in providing the expert financial and management services to its consumers. AECOM has maintained a record in retaining the industrys most talented professionals for the ease of its consumers. Apart from these, AECOM has won various excellence awards during such a small tenure of 20 years. In 2009 itself, AECOM has won the awards like best large project, best small project, best technical innovation, best win, and so on. Not only excellence awards, AECOM has achieved CEO awards, too. This proves that AECOM is a huge enterprise with a vast consumer base of it. AECOMs position in the market AECOM stands on number one position all over the world in the services of designing among top 500 companies. It is the number one designing firm all over the world. AECOM is on top position in all the services such as pure designing, transportation, mass transit and mail, general building, government and commercial offices, and education. Only in green designs, it stands on 4th position as per ENR magazine. Range of products and services AECOM provides services in the streams of architecture, building engineering, design and planning, economics, energy, environment, government, program management, transportation, and water. In the field of architecture, AECOM provides services of interior designing, master planning plus urban designing, and renovation. In building engineering, AECOM builds the commercial and educational buildings, data centers, government, healthcare, and pharmaceutical buildings. AECOM conducts designing and planning for landscape architecture, environmental plus ecological planning, master planning plus urban designing, and strategies. In the stream of economics, AECOM facilitates services for capital planning, economic planning plus real estate, entertainment plus leisure, hotels and resorts. AECOM facilitates energy efficiency and carbon management, energy for hydropower and dams, thermal, geothermal and nuclear. AECOM also takes care of environment by providing services of air quality, environme nt health and safety management, waste services, water and natural resources, and so on. AECOM helps to government in all over the world by providing necessary services in the development and infrastructure of particular country and same alike many more services. In the field of program management, AECOM provides services of knowledge transfer, training, risk management, and web-based program management systems. AECOM takes care of

Comparing Four Electronic Tuners Essay -- Compare Contrast Comparison

Comparing Four Electronic Tuners One in every 10,000 Unites States citizens are born with what doctors refer to as perfect pitch and those born with this ability are able to accurately identify any note they hear. In other words, a person with pitch perfect has built-in tonal memory that allows them to correctly label pitches. Unfortunately, most musicians lack this ability, and they work very hard to develop what is known as relative pitch. Relative pitch refers to a musician’s ability to identify pitches in relation to one or two memorized pitches. Therefore a person with relative pitch might memorize what an â€Å"A† sounds like and use that pitch as a marker to identify additional pitches heard. Unlike perfect pitch, relative pitch is not instantaneous, and it can become compromised if the musician does not continue to practice the skill. Fortunately, technology is making it far easier for musicians to strive for the perfection expected of live music today, and where once musicians had to rel y entirely on their own senses to identify and play pitches in tune, devices known as tuners are helping to correct and develop the occasionally unreliable senses of humans. A tuner is simply electronic device that can except an audio input and translate it into some type of visual aid for the musician. The most common displays consist of either a strobe or some sort of LED/LCD display that indicates the pitch played and whether or not the pitch is accurate. The accuracy of the pitch is measured in cents. For instance if a ‘C’ is played into the tuner, twenty cents sharp would mean that on a scale of 0 – 100, the pitch being played is 20/100 or 1/5 higher than what is considered to be an accurate ‘C’. This also implies that the... ...ge where as the Seiko and Korg have no such guarantees. When evaluated on sensitivity, the Peterson is the clear winner of the four. Finally, it is difficult to objectively rate the value of each tuner. Certain features are more important and useful to some individuals while not to others. Therefore what may seem like a reasonable price to one person may seem unreasonable to another. However, it seems that the Sabine is the best product for the price it is being sold at ($29.99). Despite the fact that it is the only tuner that has a sub 8-octave range, it features a built-in metronome which when bought separately would most likely cost $35.00 (price of a metronome with comparable features). Therefore the recommended personal tuner is the Sabine tuner/metronome. For supplemental photos, tables, and graphs, please see the accompanying PowerPoint slideshow.

The Arrival Of Blu-Ray Technology :: Technology

Formatting Problems The Arrival of Blu-ray Technology Blu-ray- also known as Blu-ray Disc (BD), is the name of a next-generation optical disc format which was jointly developed by the Blu-ray Disc Association (BDA), a group of the world's leading consumer electronics, personal computer and media manufacturers (including Apple, Dell, Hitachi, HP, JVC, LG, Mitsubishi, Panasonic, Pioneer, Philips, Samsung, Sharp, Sony, TDK and Thomson). As compared to the current optical disc format such as DVD, this new format allows users to record, rewrite and playback high-definition (HD) video and store large amounts of data. In fact, Blu-ray’s storage capacity is five times more than traditional DVDs, which can hold up to 25GB on a single-layer disc and 50GB on a dual-layer disc. This high storage capability has also allowed additional content and special features such as downloading extras, updating content via the web, and watching live broadcasts of special events. In addition, when combined with the new BD-J interactivity layer, the users’ experience in watching a Blu-ray movie will be greatly enhanced. For instance, while the director explains the shooting of a scene, we are able to view the scene playing in the background simultaneously. Besides storage capacity and interactivity, high-definition is another reason why Blu-ray is better; a blue-violet laser (405nm) has a shorter wavelength than a red laser (650nm), hence the laser spot is able to focus with greater precision. Compared to DVDs, which only supports standard-definition (SD), Blu-ray supports HDTV and offers five times more detail in the clarity and sharpness of picture, and as well as better enhancement effects in HD video and audio quality. Besides Blu-ray, HD-DVD is the other new high-density DVD format competing to be the next-generation optical disc format. The HD-DVD format which is supported by NEC, Toshiba, and Sanyo, relies on the blue-laser technology as well. However, as compared, Blu-ray has a much bigger storage capacity and a higher data transfer rate for both video and audio. So do consumers prefer Blu-ray or HD-DVD? According to an independent study conducted by Cymfony (a market influence analytic company) on the new HD video formats and players, between October 1, 2006 and November 23, 2006, there are 46 percent (in a total of 17,664 posts) higher positive discussions about HD-DVD with authors stating being â€Å"impressed with HD-DVD† vs. â€Å"impressed with Blu-ray†. On the other hand, few posts has discussed the high storage capacity and advance interactivity.

Tv And Violence :: essays research papers

Violence on Television We hear a great deal about violence on television these days. Nearly everywhere you turn there is something being written about it, or a program dealing with the issue of it, or a news story about a child somewhere who was influenced by it to do something harmful. The subject permeates our collective consciousness. Maybe this is due to the ever-increasing number of gangs in our urban centers. Maybe it's due to the ever-increasing crime rate that we hear about almost nightly on the news. Whatever the reasons behind its being such a concern, the fact remains that violence on television is a very real problem that is quite definitely a contributing factor to increasing violence among children and, yes, even among adults. Cartoon violence has been around as long as cartoons have - and that's a long time. The first animated Disney cartoons featured a rabbit named Oswald back in 1928 and the cartoon industry grew from there. So for seventy years now we've been treated to the antics of various characters, either through the opening Looney Tunes at the movies or the five hours of Saturday morning cartoons that were a ritual with us all growing up. There was Tweety Bird always getting the best of Sylvester the Cat, Bugs Bunny always outsmarting Elmer Fudd and Daffy Duck, Foghorn Leghorn constantly getting bruised by the awkward antics of his little chicks, Yosemite Sam getting his head blown off at least once a week and of course, the memorable Wyle E. Coyote who never, in all his forty-odd years of pursuing the Roadrunner ever bought anything from the Acme Co. that ever worked right (Siano, 20). They were truly funny and, in some respects, cathartic for us and it is this writer's opinion that cartoon violence is quite probably the least of our worries as far as what is corrupting the minds of our children today. We grew up on it and there is not one single documented case of a violent criminal who ever claimed that he ended up the way he did because he ingested a steady diet of Roadrunner episodes. Let's get serious. Most of these violent criminal types weren't home with the family watching Saturday morning cartoons when they grew up. They were out tying cats' tails together and throwing them over somebody's clothesline so they could watch them kill each other. Or they were torturing the neighbor's new puppy while Mom was at work, Dad was non-existent, and all 3 or 4 or 5 kids were left to raise themselves. Or they were busy learning violence first-hand from their alcoholic father whose chief mission in life seemed to be

Computer-Human Interaction Essay

Speech input/voice recognition has been a long standing area of research. While progress is being made, it is slower than optimists like IBM (spear headers of the early device â€Å"Shoebox†) and members of the health care domain originally predicted, and further work remains in this field. Although the goal of continuous speech recognition remains difficult to master, unnatural, isolated-word speech recognition is appropriate for some tasks and even natural for communicating with a computer, rather than another human. Speech recognition has been best utilized as of late with telephony and other domains such as computer gaming. The improvement of mobile processor speeds made feasible the speech-enabled Symbian and Windows Mobile Smartphones. Speech is used mostly as a part of User Interface, for creating pre-defined or custom speech commands (Wiki, July 2010). Research is needed not only in the actual speech recognition technology but also in how to use speech in an interface (Kamel, 1990). The ideal that a perfect computer is one that behaves and communicates just like a personal assistant is a naive one: people should only expect computers to behave like the tools they are, not like other people; and furthermore the computer-as-person approach ultimately limits the usefulness of the computer to that of the person being mimicked. The obstacle in improving the usefulness of interactive systems such as speech recognition software gradually lies in communicating requests and results between the system and its user. The best hope for progress in this area now lies at the user interface, rather than the system interior. Faster, more natural, and more convenient means for users and computers to exchange information are needed. Is speech recognition where it’s at? On the user’s side, interactive system technology is bridled by the nature of human communication devices; i. e. brain, lips, tongue, etc. and abilities; on the computer side, it is constrained only by input/output devices and methods that we can invent. The challenge is to design new devices/software and types of dialogues that better fit and take advantage of the communication-relevant characteristics of humans. So where does that leave us as we look forward to bigger and better ways of utilizing speech recognition (SR)? What is the future of SR? DARPA has three teams of researchers working on Global Autonomous Language Exploitation (GALE), a program that will take in streams of information from foreign news broadcasts and newspapers and translate them. It hopes to create software that can instantly translate two languages with at least 90 percent accuracy. (Grabianowski, July 2010). At some point in the future, speech recognition may become speech understanding. Computers could potentially not only translate what was said and annotate it, but actually grasp the meaning behind the words. The staggering amount of computing power needed behind such a feat is just too far out to believe we are close to that at this time though. Accuracy of speech recognition stopped improving in 2001, well before reaching human levels. Funders stopped many projects. In the early 1990s, the newly minted Microsoft Research organization developed a system called MindNet which traced out a network in a dictionary from each word to its every mention in the definitions of other words. MindNet was shelved in 2005. The Defense Advanced Research Projects Agency (DARPA) financed investigations into conversational speech recognition but shifted priorities and money after accuracy plateaued. Attention has now shifted from speech recognition to research to â€Å"understand and emulate relevant human capabilities† as well as understanding how the brain processes language. This fundamental shift in direction acknowledges that â€Å"speech recognition† is not the answer. (Baker, Deng, Glass, Khudanpur, Lee, Morgan, O’Shaughnessy, May 2009). References: Shoebox,. IBM Shoebox (1960-1962) Retrieved 12 July 2010 from www03. ibm. com website http://www03. ibm. com/ibm/history/exhibits/specialprod1/specialprod1_7. html Kamel,. R. Kamel, (vol. 23, no. 8, pp. 8-9, August 1990 )‘‘Guest Editor’s Introduction: Voice in Computing,’’ IEEE Computer, Retrieved 12 July 2010 from www. computer. org website http://www. computer. org/portal/web/csdl/doi/10. 1109/MC. 1990. 10081 Wiki,. Retrieved July, 2010 from en. wikipedia. org website http://en. wikipedia.org/wiki/Speech_recognition Grabianowski,. Ed Grabianowski (July 2010): How Speech Recognition Works Retrieved July, 2010 from electronics. howstuffworks. com website http://electronics. howstuffworks. com/gadgets/high-tech-gadgets/speech- recognition4. htm Baker, Deng, Glass, Khudanpur, Lee, Morgan, O’Shaughnessy (May 2009): Research Developments and Directions in Speech Recognition and Understanding, Part1 Retrieved July, 2010 from research. microsoft. com website http://research. microsoft. com/pubs/80528/SPM-MINDS-I. pdf

Leadership Framework

Leadership Academy Leadership Framework A Summary  © 2011 NHS Leadership Academy. All rights reserved. The Leadership Framework is published on behalf of the NHS Leadership Academy by NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL. Publisher: NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL.This publication may be reproduced and circulated free of charge for non-commercial purposes only by and between NHS-funded organisations in England, Scotland, Wales and Northern Ireland staff, and their related networks and officially contracted third parties. This includes the right to reproduce, distribute and transmit this publication in any form and by any means, including e-mail, photocopying, microfilming, and recording. No other use may be made of this publication or any part of it except with the prior written permission and application for which should be in writi ng and addressed to the Director of Leadership (and marked ‘re. ermissions’). Written permission must always be obtained before any part of this publication is stored in a retrieval system of any nature, or electronically. Reproduction and transmission of this publication must be accurate, must not be used in any misleading context and must always be accompanied by this Copyright Notice. Warning: Unauthorised copying, storage, reproduction, adaptation or other use of this publication or any part of it is strictly prohibited. Doing an unauthorised act in relation to a copyright work may give rise to civil liabilities and criminal prosecution. Similar essay: Describe How Own Behaviour Could Impact NegativelyThe Clinical Leadership Competency Framework was created with the agreement of the NHS Institute for Innovation and Improvement and the Academy of Medical Royal Colleges from the Medical Leadership Competency Framework which was created, developed and is owned jointly by the NHS Institute for Innovation and Improvement and the Academy of Medical Royal Colleges. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2010) Medical Leadership Competency Framework, 3rd edition, Coventry: NHS Institute for Innovation and Improvement. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010 The Leadership Framework The Leadership Framework provides a consistent approach to leadership development for staff in health and care irrespective of discipline, role or function, and represents the foundation of leadership behaviour that all staff should aspire to. Fundamental to its development was a desire to build on existing leadership frameworks used by different staff groups and create a single overarching leadership framework for all staff in health and care.In developing the Leadership Framework detailed research and consultation with a wide cross section of staff and stakeholders has been undertaken, including those with a patient perspective and those involved in healthcare outside the NHS such as professional bodies, academics, regulators and policy makers. Those consulted embraced the concept of the Leadership Framework because it affords a common and consistent approach to professional and leadership development, based on shared values and beliefs which are consistent with the principles and values of the NHS Constitution1.The Leadership Framework is based on the concept that leadership is not restricted to people who hold designated leadership roles and where there is a shared responsibility for the success of the organisation, services or c are being delivered. Acts of leadership can come from anyone in the organisation and as a model it emphasises the responsibility of all staff in demonstrating appropriate behaviours, in seeking to contribute to the leadership process and to develop and empower the leadership capacity of colleagues2.This document provides a summary of the seven domains of the Leadership Framework. A full and web based version can be found at www. leadershipacademy. nhs. uk/If Design and structure of the Leadership Framework Delivering services to patients, service users, carers and the public is at the heart of the Leadership Framework. The needs of the people who use services have always been central to healthcare and all staff work hard to improve services for them. However, if we are going to transform services, acting on what really matters to patients and the public is essential and nvolves the active participation of patients, carers, community representatives, community groups and the public i n how services are planned, delivered and evaluated3. The Leadership Framework is comprised of seven domains. Within each domain there are four categories called elements and each of these elements is further divided into four descriptors. These statements describe the leadership behaviours, which are underpinned by the relevant knowledge, skills and attributes all staff should be able to demonstrate.To improve the quality and safety of health and care services, it is essential that staff are competent in each of the five core leadership domains shown at right: demonstrating personal qualities, working with others, managing services, improving services, and setting direction. The two other domains of the Leadership Framework, creating the vision and delivering the strategy, focus more on the role and contribution of individual leaders and particularly those in senior positional roles. 1 Department of Health (2010) The NHS Constitution: the NHS belongs to us all.The NHS Constitution can be accessed via http://www. nhs. uk/choiceintheNHS/Rightsandpledges/NHSConstitution/Pages/Overview. aspx NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2009) Shared Leadership: Underpinning of the MLCF Patient and Public Engagement, Department of Health (2009) Putting Patients at the Heart of Care: The Vision for Patient and Public Engagement in Health and Social Care. www. dh. gov. uk/ppe 2 3 Leadership Framework: A Summary 3 The word ‘patient’ is used throughout the Leadership Framework to enerically cover patients, service users, and all those who receive healthcare. Similarly, the word ‘other’ is used to describe all colleagues from any discipline and organisation, as well as patients, service users, carers and the public. The leadership context The application and opportunity to demonstrate leadership will differ and the context in which competence can be achieved will become more complex and demanding with care er progression. We have therefore used four stages to describe this and to help staff understand their progression and development as a leader.They are: Stage 1 Own practice/immediate team – is about building personal relationships with patients and colleagues, often working as part of a multi-disciplinary team. Staff need to recognise problems and work with others to solve them. The impact of the decisions staff take at this level will be limited in terms of risk. Stage 2 Whole service/across teams – is about building relationships within and across teams, recognising problems and solving them. At this level, staff will need to be more conscious of the risks that their decisions may pose for self and others for a successful outcome.Stage 3 Across services/wider organisation – is about working across teams and departments within the wider organisation. Staff will challenge the appropriateness of solutions to complex problems. The potential risk associated with t heir decisions will have a wider impact on the service. Stage 4 Whole organisation/healthcare system – is about building broader partnerships across and outside traditional organisational boundaries that are sustainable and replicable. At this level leaders will be dealing with multi-faceted problems and coming up with innovative solutions to those problems.They may lead at a national/international level and would be required to participate in whole systems thinking, finding new ways of working and leading transformational change. Their decisions may have significant impact on the reputation of the NHS and outcomes and would be critical to the future of the NHS. 4 Leadership Framework: A Summary Application of the Leadership Framework and supporting tools The Leadership Framework is designed to enable staff to understand their progression as a leader and to support fostering and developing talent.There are many ways it can be applied, for example: †¢ To raise awareness t hat effective leadership is needed across the whole organisation †¢ To underpin a talent management strategy †¢ As part of an existing leadership development programme †¢ To inform the design and commissioning of training and development programmes †¢ To develop individual leadership skills †¢ As part of team development †¢ To enhance existing appraisal systems †¢ To inform an organisation’s recruitment and retention processes.To assist users the full and web based version have a suite of indicators across a variety of work place situations which illustrate the type of activity staff could be demonstrating relevant to each element and stage as well as examples of behaviours if they are not. Supporting tools A self assessment and 360 ° feedback tool support the Leadership Framework; in addition an online development module signposts development opportunities for each of the seven domains.The 360 ° is a powerful tool to help individuals id entify where their leadership strengths and development needs lie. The process includes getting confidential feedback from line managers, peers and direct reports. As a result, it gives an individual an insight into other people’s perceptions of their leadership abilities and behaviour. To assist with integrating the competences into postgraduate curricula and learning experiences, there is the LeAD e-learning resource which is available on the National Learning Management System and through e-Learning for Healthcare (www. -lfh. org. uk/LeAD). The Clinical Leadership Competency Framework and the Medical Leadership Competency Framework are also available to specifically provide staff with clinically based examples in practice and learning and development scenarios across the five core domains shared with the Leadership Framework. A summary version of the Leadership Framework follows, which includes the domains, elements and descriptors. Work-place indicators that demonstrate h e practical application of the framework at the four stages are included as tables in the back of the document. The examples in practice are not included, however these are available in the full document as well as on the website (www. leadershipacademy. nhs. uk/If). Leadership Framework: A Summary 5 1. Demonstrating Personal Qualities Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service.To do so, they must demonstrate effectiveness in: †¢ Developing self awareness by being aware of their own values, principles, and assumptions, and by being able to learn from experiences †¢ Managing yourself by organising and managing themselves while taking account of the needs and priorities of others †¢ Continuing personal development by learning through participating in continuing professional development and from experience and feedback †¢ Acting with integrity by behaving in an open, honest and et hical manner. 1. 1 Developing self awareness 1.Recognise and articulate their own value and principles, understanding how these may differ from those of other individuals and groups 2. Identify their own strengths and limitations, the impact of their behaviour on others, and the effect of stress on their own behaviour 3. Identify their own emotions and prejudices and understand how these can affect their judgement and behaviour 4. Obtain, analyse and act on feedback from a variety of sources 1. 2 Managing yourself 1. Manage the impact of their emotions on their behaviour with consideration of the impact on others 2.Are reliable in meeting their responsibilities and commitments to consistently high standards 3. Ensure that their plans and actions are flexible, and take account of the needs and work patterns of others 4. Plan their workload and activities to fulfil work requirements and commitments, without compromising their own health 1. 3 Continuing personal development 1. Actively seek opportunities and challenge for personal learning and development 2. Acknowledge mistakes and treat them as learning opportunities 3. Participate in continuing professional development activities 4.Change their behaviour in the light of feedback and reflection 1. 4 Acting with integrity 1. Uphold personal and professional ethics and values, taking into account the values of the organisation and respecting the culture, beliefs and abilities of individuals 2. Communicate effectively with individuals, appreciating their social, cultural, religious and ethnic backgrounds and their age, gender and abilities 3. Value, respect and promote equality and diversity 4. Take appropriate action if ethics and values are compromised 6 Leadership Framework: A Summary 2. Working with OthersEffective leadership requires individuals to work with others in teams and networks to deliver and improve services. To do so, they must demonstrate effectiveness in: †¢ Developing networks by working in partnership with patients, carers, service users and their representatives, and colleagues within and across systems to deliver and improve services †¢ Building and maintaining relationships by listening, supporting others, gaining trust and showing understanding †¢ Encouraging contribution by creating an environment where others have the opportunity to contribute †¢ Working within teams to deliver and improve services. . 1 Developing networks 1. Identify opportunities where working with patients and colleagues in the clinical setting can bring added benefits 2. Create opportunities to bring individuals and groups together to achieve goals 3. Promote the sharing of information and resources 4. Actively seek the views of others 2. 2 Building and maintaining relationships 1. Listen to others and recognise different perspectives 2. Empathise and take into account the needs and feelings of others 3.Communicate effectively with individuals and groups, and act as a positiv e role model 4. Gain and maintain the trust and support of colleagues 2. 3 Encouraging contribution 1. Provide encouragement, and the opportunity for people to engage in decision-making and to challenge constructively 2. Respect, value and acknowledge the roles, contributions and expertise of others 3. Employ strategies to manage conflict of interests and differences of opinion 4. Keep the focus of contribution on delivering and improving services to patients 2. Working within teams 1. Have a clear sense of their role, responsibilities and purpose within the team 2. Adopt a team approach, acknowledging and appreciating efforts, contributions and compromises 3. Recognise the common purpose of the team and respect team decisions 4. Are willing to lead a team, involving the right people at the right time Leadership Framework: A Summary 7 3. Managing Services Effective leadership requires individuals to focus on the success of the organisation(s) in which they work.To do so, they must b e effective in: †¢ Planning by actively contributing to plans to achieve service goals †¢ Managing resources by knowing what resources are available and using their influence to ensure that resources are used efficiently and safely, and reflect the diversity of needs †¢ Managing people by providing direction, reviewing performance, motivating others, and promoting equality and diversity †¢ Managing performance by holding themselves and others accountable for service outcomes. . 1 Planning 1. Support plans for clinical services that are part of the strategy for the wider healthcare system 2. Gather feedback from patients, service users and colleagues to help develop plans 3. Contribute their expertise to planning processes 4. Appraise options in terms of benefits and risks 3. 2 Managing resources 1. Accurately identify the appropriate type and level of resources required to deliver safe and effective services 2.Ensure services are delivered within allocated resour ces 3. Minimise waste 4. Take action when resources are not being used efficiently and effectively 3. 3 Managing people 1. Provide guidance and direction for others using the skills of team members effectively 2. Review the performance of the team members to ensure that planned services outcomes are met 3. Support team members to develop their roles and responsibilities 4. Support others to provide good patient care and better services 3. Managing performance 1. Analyse information from a range of sources about performance 2. Take action to improve performance 3. Take responsibility for tackling difficult issues 4. Build learning from experience into future plans 8 Leadership Framework: A Summary 4. Improving Services Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services.To do so, they must demonstrate effective in: †¢ Ensuring patient safety by assessing and m anaging risk to patients associated with service developments, balancing economic consideration with the need for patient safety †¢ Critically evaluating by being able to think analytically, conceptually and to identify where services can be improved, working individually or as part of a team †¢ Encouraging improvement and innovation by creating a climate of continuous service improvement †¢ Facilitating transformation by actively contributing to change processes that lead to improving healthcare. 4. 1 Ensuring patient safety 1.Identify and quantify the risk to patients using information from a range of sources 2. Use evidence, both positive and negative, to identify options 3. Use systematic ways of assessing and minimising risk 4. Monitor the effects and outcomes of change 4. 2 Critically evaluating 1. Obtain and act on patient, carer and user feedback and experiences 2. Assess and analyse processes using up-to-date improvement methodologies 3. Identify healthcare i mprovements and create solutions through collaborative working 4. Appraise options, and plan and take action to implement and evaluate improvements 4. 3 Encouraging improvement and innovation 1.Question the status quo 2. Act as a positive role model for innovation 3. Encourage dialogue and debate with a wide range of people 4. Develop creative solutions to transform services and care 4. 4 Facilitating transformation 1. Model the change expected 2. Articulate the need for change and its impact on people and services 3. Promote changes leading to systems redesign 6. Motivate and focus a group to accomplish change Leadership Framework: A Summary 9 5. Setting Direction Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values.To do so, they must demonstrate effective in: †¢ Identifying the contexts for change by being aware of the range of factors to be taken into account †¢ Applyi ng knowledge and evidence by gathering information to produce an evidence-based challenge to systems and processes in order to identify opportunities for service improvements †¢ Making decisions using their values, and the evidence, to make good decisions †¢ Evaluating impact by measuring and evaluating outcomes, taking corrective action where necessary and by being held to account for their decisions. . 1 Identifying the contexts for change 1. Demonstrate awareness of the political, social, technical, economic, organisational and professional environment 2. Understand and interpret relevant legislation and accountability frameworks 3. Anticipate and prepare for the future by scanning for ideas, best practice and emerging trends that will have an impact on health outcomes 4. Develop and communicate aspirations 5. 2 Applying knowledge and evidence 1. Use appropriate methods to gather data and information 2.Carry out analysis against an evidence-based criteria set 3. Use inf ormation to challenge existing practices and processes 4. Influence others to use knowledge and evidence to achieve best practice 5. 3 Making decisions 1. Participate in and contribute to organisational decision-making processes 2. Act in a manner consistent with the values and priorities of their organisation and profession 3. Educate and inform key people who influence and make decisions 4.Contribute a clinical perspective to team, department, system and organisational decisions 5. 4 Evaluating impact 1. Test and evaluate new service options 2. Standardise and promote new approaches 3. Overcome barriers to implementation 4. Formally and informally disseminate good practice 10 Leadership Framework: A Summary 6. Creating the Vision Effective leadership involves creating a compelling vision for the future, and communicating this within and across organisations.This requires individuals to demonstrate effectiveness in: †¢ Developing the vision of the organisation, looking to the future to determine the direction for the organisation †¢ Influencing the vision of the wider healthcare system by working with partners across organisations †¢ Communicating the vision and motivating others to work towards achieving it †¢ Embodying the vision by behaving in ways which are consistent with the vision and values of the organisation. 6. 1 Developing the vision for the organisation 1.Actively engage with colleagues and key influencers, including patients and public, about the future of the organisation 2. Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future 3. Create a vision which is bold, innovative and reflects the core values of the NHS 4. Continuously ensures that the organisation’s vision is compatible with future developments within the wider healthcare system. 6. 2 Influencing the vision of the wider healthcare system 1.Seek opportunities to engage in debate abo ut the future of health and care related services 2. Work in partnership with others in the healthcare system to develop a shared vision 3. Negotiate compromises in the interests of better patient services 4. Influence key decision-makers who determine future government policy that impacts on the NHS and its services. 6. 3 Communicating the vision 1. Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others 2.Express the vision clearly, unambiguously and vigorously 3. Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them 4. Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it. 6. 4 Embodying the vision 1. Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision 2. Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision 3.Challenge behaviours which are not consistent with the vision 4. Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are. Leadership Framework: A Summary 11 7. Delivering the Strategy Effective leadership involves delivering the strategy by developing and agreeing strategic plans that place patient care at the heart of the service, and ensuring that these are translated into achievable operational plans.This requires individuals to demonstrate effectiveness in: †¢ Framing the strategy by identifying strategic options for the organisation and drawing upon a wide range of information, knowledge and experience †¢ Developing the strategy by engaging with colleagues and key stakeholders †¢ Implementing the strategy by organising, managing and assuming the risks of the organisation †¢ Embedding the strategy by ensuring that strate gic plans are achieved and sustained. 7. 1 Framing the strategy 1. Take account of the culture, history and long term underlying issues for the organisation 2.Use sound organisational theory to inform the development of strategy 3. Identify best practice which can be applied to the organisation 4. Identify strategic options which will deliver the organisation’s vision 7. 2 Developing the strategy 1. Engage with key individuals and groups to formulate strategic plans to meet the vision 2. Strive to understand others’ agendas, motivations and drivers in order to develop strategy which is sustainable 3. Create strategic plans which are challenging yet realistic and achievable 4. Identify and mitigate uncertainties and risks associated with strategic choices 7. Implementing the strategy 1. Ensure that strategic plans are translated into workable operational plans, identifying risks, critical success factors and evaluation measures 2. Identify and strengthen organisational capabilities required to deliver the strategy 3. Establish clear accountability for the delivery of all elements of the strategy, hold people to account and expect to be held to account themselves 4. Respond quickly and decisively to developments which require a change in strategy 7. 4 Embedding the strategy 1.Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and challenges, and to remain focused 2. Create a consultative organisational culture to support delivery of the strategy and to drive strategic change within the wider healthcare system 3. Establish a climate of transparency and trust where results are discussed openly 4. Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy 12 Leadership Framework: A Summary The following tables combine the indicators of behaviours at different leadership stages from each domain section.Please refer to the full domain pages f or the element descriptors. 1. DEMONSTRATING PERSONAL QUALITIES Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service. To do so, they must demonstrate effectiveness in demonstrating self awareness, managing themselves, continuing their personal development and acting with integrity. 2 Whole Service/Across Teams 3 Across Services/Wider Organisation Element Appreciates the impact they have on others and the impact others have on them. Routinely seeks feedback and adapts their behaviour appropriately.Reflects on their interactions with a wide and diverse range of individuals and groups from within and beyond their immediate service/organisation. Challenges and refreshes own values, beliefs, leadership styles and approaches. Overtly role models the giving and receiving of feedback. Successfully manages a range of personal and organisational demands and pressures. Demonstrates tenacity and resilience. Overcomes s etbacks where goals cannot be achieved and quickly refocuses. Is visible and accessible to others. Acts as an exemplar for others in managing their continuous personal development.Facilitates the development of a learning culture. 1 Own Practice/Immediate Team 4 Whole Organisation/Wider Healthcare System Uses sophisticated tools and sources to continuously learn about their leadership impact in the wider health and care community and improve their effectiveness as a senior leader. Understands how pressures associated with carrying out a high profile role impact on them and their performance. Remains focused on strategic goals when faced with competing and, at times, conflicting demands arising from differing priorities.Identifies where they need to personally get involved to achieve the most benefit for the organisation and wider healthcare system. Develops through systematically scanning the external environment and exploring leading edge thinking and best practice. Applies learnin g to build and refresh the service. Treats challenge as a positive force for improvement. 1. 1 Developing Self Awareness Reflects on how factors such as own values, prejudices and emotions influence their judgement, behaviour and self belief. Uses feedback from appraisals and other sources to consider personal impact and change behaviour.Understands personal sources of stress. 1. 2 Managing Yourself Plans and manages own time effectively and fulfils work requirements and commitments to a high standard, without compromising own health and wellbeing. Remains calm and focused under pressure. Ensures that own work plans and priorities fit with the needs of others involved in delivering services. Demonstrates flexibility and sensitivity to service requirements and remains assertive in pursuing service goals. Leadership Framework: A Summary Puts self forward for challenging assignments and projects which will develop strengths and address development areas.Acts as a role model for others in demonstrating integrity and inclusiveness in all aspects of their work. Challenges where organisational values are compromised. 1. 3 Continuing Personal Development Takes responsibility for own personal development and seeks opportunities for learning. Strives to put learning into practice. 1. 4 Acting with Integrity Behaves in an open, honest and inclusive manner, upholding personal and organisational ethics and values. Shows respect for the needs of others and promotes equality and diversity.Creates an open, honest and inclusive culture in accordance with clear principles and values. Ensures equity of access to services and creates an environment where people from all backgrounds can excel. Assures standards of integrity are maintained across the service and communicates the importance of always adopting an ethical and inclusive approach. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Demonstrates behaviours that are counter to core valu es of openness, inclusiveness, honesty and equality †¢ Lacks confidence in own abilities to deliver results Does not understand own emotions or recognise the impact of own behaviour on others †¢ Approaches tasks in a disorganised way and plans are not realistic †¢ Unable to discuss own strengths and development needs and spends little time on development 13 14 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Works across boundaries creating networks which facilitate high levels of collaboration within and across organisations and sectors.Builds and maintains sustainable strategic alliances across the system and other sectors. Has high impact when interacting with others at all levels. Uses networks to bring individuals and groups together to share information and resources and to achieve goals. Identifies and builds effective networks with a range of influential stakeholders internal and external to the org anisation. Builds and maintains relationships with a range of individuals involved in delivering the service. Manages sensitivities between individuals and groups.Creates a supportive environment which encourages others to express diverse opinions and engage in decisionmaking. Constructively challenges suggestions and reconciles conflicting views. Helps lead others towards common goals, providing clear objectives and offering appropriate support. Shows awareness of team dynamics and acts to promote effective team working. Appreciates the efforts of others. Integrates the contributions of a diverse range of stakeholders, being open and honest about the extent to which contributions can be acted upon.Builds and nurtures trusting relationships at all levels within and across services and organisational boundaries. Creates systems which encourage contribution throughout the organisation. Invites contribution from different sectors to bring about improvements. Takes on recognised positio nal leadership roles within the organisation. Builds high performing inclusive teams that contribute to productive and efficient health and care services. Promotes autonomy and empowerment and maintains a sense of optimism and confidence. Contributes to and leads senior teams.Enables others to take on leadership responsibilities, building high level leadership capability and capacity from a diverse range of backgrounds. †¢ Does not encourage others to contribute ideas †¢ Does not adopt a collaborative approach 2. WORKING WITH OTHERS Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. This requires them to demonstrate effectiveness in developing networks, building and maintaining relationships, encouraging contribution, and working within teams. Element 1 Own Practice/Immediate Team . 1 Developing Networks Identifies where working and cooperating with others can result in better services. Endeavours to work co llaboratively. 2. 2 Building and Maintaining Relationships Communicates with and listens to others, recognising different perspectives. Empathises and takes into account the needs and feelings of others. Gains and maintains trust and support. 2. 3 Encouraging Contribution Seeks and acknowledges the views and input of others. Shows respect for the contributions and challenges of others. Leadership Framework: A Summary 2. 4 Working within TeamsUnderstands roles, responsibilities and purpose within the team. Adopts a collaborative approach and respects team decisions. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Fails to network with others and/or allows relationships to deteriorate †¢ Fails to win the support and respect of others 3. MANAGING SERVICES Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. This requires them to be effective in planning, managing resources, managing peo ple and managing performance. Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Anticipates the impact of health trends and develops strategic plans that will have a significant impact on the organisation and wider healthcare system. Ensures strategic objectives are translated into operational plans. Strategically manages resources across the organisation and wider healthcare system. Element Works collaboratively to develop business cases and service plans that support organisational objectives, appraising them in terms of benefits and risks.Leads service design and planning processes. Communicates and keeps others informed of strategic and operational plans, progress and outcomes. 1 Own Practice/Immediate Team 3. 1 Planning Contributes ideas to service plans, incorporating feedback from others including a diverse range of patients, service users and colleagues. 3. 2 Managing Resources Understands what resources are availabl e and organises the appropriate type and level of resources required to deliver safe and efficient services. Identifies resource requirements associated with delivering services.Manages resources and takes action to ensure their effective and efficient use. Forecasts resource requirements associated with delivering complex services efficiently and effectively. Manages resources taking into account the impact of national and local policies and constraints. Motivates and coaches individuals and teams to strengthen their performance and assist them with developing their own capabilities and skills. Aligns individual development needs with service goals. Leadership Framework: A Summary Provides others with clear purpose and direction.Helps others in developing their roles and responsibilities. Works with others to set and monitor performance standards, addressing areas where performance objectives are not achieved. †¢ Does not effectively manage and develop people †¢ Fails to identify and address performance issues 3. 3 Managing People Supports others in delivering high quality services and excellence in health and care. Inspires and supports leaders to mobilise diverse teams that are committed to and aligned with organisational values and goals. Engages with and influences senior leaders and key stakeholders to deliver joined up services. . 4 Managing Performance Uses information and data about performance to identify improvements which will strengthen services. Establishes rigorous performance measures. Holds self, individuals and teams to account for achieving performance standards. Challenges when service expectations are not being met and takes corrective action. Promotes an inclusive culture that enables people to perform to their best, ensuring that appropriate performance management systems are in place and that performance data is systematically evaluated and fed into future plans.Generic behaviours observed if individual is not yet demonstratin g this domain: †¢ Disorganised or unstructured approach to planning †¢ Wastes resources or fails to monitor them effectively 15 16 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Creates a culture that prioritises the health, safety and security of patients and service users. Delivers assurance that patient safety underpins policies, processes and systems. Reviews practice to improve standards of patient safety and minimise risk.Monitors the impact of service change on patient safety. Develops and maintains audit and risk management systems which will drive service improvement and patient safety. Engages with others to critically evaluate services and create ideas for improvements. Synthesises complex information to identify potential improvements to services. Identifies potential barriers to service improvement. Benchmarks the wider organisation against examples of best practice in healthcare and other sectors . Evaluates options for improving services in line with future advances.Acts as a positive role model for innovation. Encourages dialogue and debate in the development of new ideas with a wide range of people. Challenges colleagues’ thinking to find better and more effective ways of delivering services and quality. Accesses creativity and innovation from relevant individuals and groups. Drives a culture of innovation and improvement. Integrates radical and innovative approaches into strategic plans to make the NHS world class in the provision of healthcare services. Focuses self and others on achieving changes to systems and processes which will lead to improved services.Energises others to drive change that will improve health and care services. Actively manages the change process, drawing on models of effective change management. Recognises and addresses the impact of change on people and services. Inspires others to take bold action and make important advances in how servi ces are delivered. Removes organisational obstacles to change and creates new structures and processes to facilitate transformation. †¢ Maintains the status quo and sticks with traditional outdated ways of doing things †¢ Fails to implement change or implements change for change’s sake 4.IMPROVING SERVICES Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services. This requires them to demonstrate effectiveness in ensuring patient safety, critically evaluating, encouraging improvement and innovation and facilitating transformation. Element 1 Own Practice/Immediate Team 4. 1 Ensuring Patient Safety Puts the safety of patients and service users at the heart of their thinking in delivering and improving services. Takes action to report or rectify shortfalls in patient safety. . 2 Critically Evaluating Uses feedback from patients, carers and service users t o contribute to healthcare improvements. Leadership Framework: A Summary 4. 3 Encouraging Improvement and Innovation Questions established practices which do not add value. Puts forward creative suggestions to improve the quality of service provided. 4. 4 Facilitating Transformation Articulates the need for changes to processes and systems, acknowledging the impact on people and services. Generic behaviours observed if individual is not yet demonstrating this domain: Overlooks the need to put patients at the forefront of their thinking †¢ Does not question/evaluate current processes and practices 5. SETTING DIRECTION Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values. This requires them to demonstrate effectiveness in identifying the contexts for change, applying knowledge and evidence, making decisions, and evaluating impact. 2 Whole Service/Across Teams 3 Across Services/Wi der Organisation 4 Whole Organisation/Wider Healthcare System Synthesises knowledge from a broad range of sources.Identifies future challenges and imperatives that will create the need for change and move the organisation and the wider healthcare system in new directions. Influences the context for change in the best interests of services and service users. Uses knowledge, evidence and experience of national and international developments in health and social care to influence the future development of health and care services. Ensures that corporate decision-making is rigorous and takes account of the full range of factors impinging on the future direction of the organisation and the wider healthcare system.Can operate without all the facts. Takes unpopular decisions when in the best interests of health and care in the long term. Identifies gains which can be applied elsewhere in the organisation and incorporates these into operational/ business plans. Disseminates learning from ch anges which have been introduced. Synthesises learning arising from changes which have been introduced and incorporates these into strategic plans. Shares learning with the wider health and care community. Element Identifies the external and internal drivers of change and communicates the rationale for change to others.Actively seeks to learn about external factors which will impact on services. Interprets the meaning of these for services and incorporates them into service plans and actions. 1 Own Practice/Immediate Team 5. 1 Identifying the Contexts for Change Understands the range of factors which determine why changes are made. 5. 2 Applying Knowledge and Evidence Gathers data and information about aspects of the service, analyses evidence and uses this knowledge to suggest changes that will improve services in the future. Involves key people and groups in making decisions.Actively engages in formal and informal decision-making processes about the future of services. Obtains and analyses information about services and pathways to inform future direction. Supports and encourages others to use knowledge and evidence to inform decisions about the future of services. Understands the complex interdependencies across a range of services. Applies knowledge to set future direction. Leadership Framework: A Summary Evaluates and embeds approaches and working methods which have proved to be effective into the working practices of teams and individuals. 5. 3 Making DecisionsConsults with others and contributes to decisions about the future direction/vision of their service. Remains accountable for making timely decisions in complex situations. Modifies decisions and flexes direction when faced with new information or changing circumstances. 5. 4 Evaluating Impact Assesses the effects of change on service delivery and patient outcomes. Makes recommendations for future improvements. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Makes poor decisions about the future †¢ Fails to evaluate the impact of previous decisions and actions Unaware of political, social, technical, economic, organisational factors that impact on the future of the service/organisation †¢ Does not use an evidence-base for decision-making 17 18 ELEMENT DESCRIPTORS (see also page 11) 4 Whole Organisation/Wider Healthcare System Actively engages key stakeholders in creating a bold, innovative, shared vision which reflects the future needs and aspirations of the population and the future direction of healthcare. Thinks broadly and aligns the vision to the NHS core values and the values of the wider healthcare system.Actively participates in and leads on debates about the future of health, wellbeing and related services. Manages political interests, balancing tensions between organisational aspirations and the wider environment. Shapes and influences local, regional and national health priorities and agendas. Clearly communicates t he vision in a way that engages and empowers others. Uses enthusiasm and energy to inspire others and encourage joint ownership of the vision. Anticipates and constructively addresses challenge. Consistently displays passion for the vision and demonstrates personal commitment to it through their day-to-day actions.Uses personal credibility to act as a convincing advocate for the vision. †¢ Misses opportunities to communicate and share understanding of the vision with others †¢ Lacks enthusiasm and commitment for driving the vision 6. CREATING THE VISION Those in senior positional leadership roles create a compelling vision for the future, and communicate this within and across organisations. This requires them to demonstrate effectiveness in developing the vision for the organisation, influencing the vision of the wider healthcare system, communicating the vision and embodying the vision.Element 6. 1 Developing the Vision for the Organisation †¢ Actively engage with c olleagues and key influencers, including patients and public, about the future of the organisation †¢ Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future †¢ Create a vision which is bold, innovative and reflects the core values of the NHS †¢ Continuously ensures that the organisation’s vision is compatible with future developments within the wider healthcare system . 2 Influencing Vision in the Wider Healthcare System †¢ Seek opportunities to engage in debate about the future of health and care related services †¢ Work in partnership with others in the healthcare system to develop a shared vision †¢ Negotiate compromises in the interests of better patient services †¢ Influence key decision-makers who determine future government policy that impacts on the NHS and its services Leadership Framework: A Summary 6. 3 Communicating the Vision Communicate their ideas an d enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others †¢ Express the vision clearly, unambiguously and vigorously †¢ Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them †¢ Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it 6. 4 Embodying the Vision Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision †¢ Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision †¢ Challenge behaviours which are not consistent with the vision †¢ Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are Generic behaviours observed if individual is not yet demonstrating this domain: Does not involve others in creating and defining the vision †¢ Does not align their vision with the wider health and care agenda 7. DELIVERING THE STRATEGY Those in senior positional leadership roles deliver the strategic vision by developing and agreeing strategic plans that place patient care at the heart of the service, and ensuring that these are translated into achievable operational plans. This requires them to demonstrate effectiveness in framing the strategy, developing the strategy, implementing the strategy, and embedding the strategy. ElementELEMENT DESCRIPTORS (see also page 12) 4 Whole Organisation/Wider Healthcare System Critically reviews relevant thinking, ideas and best practice and applies whole systems thinking in order to conceptualise a strategy in line with the vision. 7. 1 Framing the Strategy †¢ Take account of the culture, history and long term underlying issues for the organisation †¢ Use sound organisational theory to inform the development of strate gy †¢ Identify best practice which can be applied to the organisation †¢ Identify strategic options which will deliver the organisation’s vision . 2 Developing the Strategy †¢ Engage with key individuals and groups to formulate strategic plans to meet the vision †¢ Strive to understand others’ agendas, motivations and drivers in order to develop strategy which is sustainable †¢ Create strategic plans which are challenging yet realistic and achievable †¢ Identify and mitigate uncertainties and risks associated with strategic choices Integrates the views of a broad range of stakeholders to develop a coherent, joined up and sustainable strategy.Assesses organisational readiness for change. Manages the risks, political sensitivities and environmental uncertainties involved. Leadership Framework: A Summary 7. 3 Implementing the Strategy †¢ Ensure that strategic plans are translated into workable operational plans, identifying risks, critic al success factors and evaluation measures †¢ Identify and strengthen organisational capabilities required to deliver the strategy †¢ Establish clear accountability for the delivery of all elements f the strategy, hold people to account and expect to be held to account themselves †¢ Respond quickly and decisively to developments which require a change in strategy Responds constructively to challenge. Puts systems, structures, processes, resources and plans in place to deliver the strategy. Establishes accountabilities and holds people in local, regional, and national structures to account for jointly delivering strategic and operational plans. Demonstrates flexibility when changes required. 7. 4 Embedding the Strategy Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and challenges, and to remain focused †¢ Create a consultative organisational culture to support delivery of the strategy and t o drive strategic change within the wider healthcare system †¢ Establish a climate of transparency and trust where results are discussed openly †¢ Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy Enables and supports the conditions and culture needed to sustain changes integral to the successful delivery of the strategy.Keeps momentum alive by reinforcing key messages, monitoring progress and recognising where the strategy has been embraced by others. Evaluates outcomes and uses learnings to adapt strategic and operational plans. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Absolves oneself of responsibility for holding others to account †¢ Fails to enable an organisational culture that embraces the strategy †¢ Does not align the strategy with local, national and/or wider health care system requirements †¢ Works to develop the strategy in isolation without input or feedback from others 19