Elements of a valid informed consent include all except

Participant is informed of the economic benefit to society

Participant experiences no coercion

Participant is adequately informed

Participant is capable of consent

Adequate disclosure in informed consent consists of

Informing the participant of the purpose of the research

Informing the participant which medication he will receive

Informing the participant how many subjects are involved in the study

Informing the participant of the ideal outcome of the study

Patient information sheets are

Reinforces information given verbally

Describes the professional qualification of the resarchers

Should be provided as soon as the subject consents

Is a mandatory element of informed consent

Can be withdrawn until the study begins

Can be withdrawn until the all data have been collected

Persons with developmental disabilities

Should have surrogates consent for them

Should never be the subject of research

The role of the research nurse in informed consent is to

Administer experimental treatments

Cosign when the physician obtains consent from the patient

Henrietta Lacks became famous

When scientists realized that her her tumor cells replicated quickly and abundantly

When she contracted cervical cancer

When her daughter sued researchers

The original study which used Henrietta Lacks cells involved investigation of cervical cells in order to

Distinguish between cancerous and normal cells

To establish a line of cells with which to do research

To develop a cure for cervical cancer

A principle ethical aspect of the Henrietta Lacks story is that

Her cells were taken and used without her informed consent

She did not receive curative treatment because she was poor

Her cells are significant to research

Her family did not receive any monetary compensation

HeLa cells are invaluable for research because

They can be cultured and kept alive indefinitely

They are the only human cells to grow in culture

Rebecca Skloot wrote about Henrietta Lacks because

She wanted to describe the person, Henrietta Lacks

She believes genetic research is unethical

The wanted to demonstrate the importance of HeLa cells

She hoped to obtain monetary compensation for the family

Informed Consent | Quizalize

Ethics -Quality Assurance, Informed Consent, Medicare & HIPAA

Medicare, Quality Assurance, Informed Consent & Death/Dying Review

Medikolegal, Kerahasiaan Medis, Informed Consent

Policy for Bloodborne Pathogen Exposure Incident as per OSHA regulation (29 CFR 1910.1030) Purpose: To ensure that ASC staff members are protected against potential exposure to bloodborne pathogens per OSHA regulations (29 CFR 1910.1030). Scope: This policy applies to all ASC staff members who may be exposed to blood or other potentially infectious materials during their duties. Policy: An exposure incident is defined as a specific eye, mouth, other mucous membranes, non-intact skin, or parenteral contact with blood or other potentially infectious materials that results from the performance of an employee's duties. Any spill or accident that results in an exposure incident must be immediately reported to the Infection Control Nurse, first-line leader, or another responsible person. The employer shall make available the hepatitis B vaccine and vaccination series to all employees who have occupational exposure and post-exposure evaluation and follow-up to all employees who have had an exposure incident. The employer shall provide a confidential medical evaluation and follow-up for the exposed employee, which shall include at least the following elements: • Documentation of the route(s) of exposure and the circumstances under which the exposure incident occurred. • Identification and documentation of the source individual, unless the employer can establish that identification is infeasible or prohibited by state or local law. The source individual's blood shall be tested as soon as feasible and after consent is obtained to determine HBV and HIV infectivity. • Collection and testing of blood for HBV and HIV serological status. • If the employee consents to baseline blood collection but does not consent to HIV serologic testing, the sample shall be preserved for at least 90 days. If, within 90 days of the exposure incident, the employee elects to have the baseline sample tested, such testing shall be done as soon as feasible • Post-exposure prophylaxis, when medically indicated, as recommended by the U.S. Public Health Service. • Counseling. • Evaluation of reported illnesses. The employer shall ensure that the healthcare professional evaluating an employee after an exposure incident is provided with the following: A copy of OSHA regulation 1910.1030 A description of the exposed employee's duties as they relate to the exposure incident Documentation of the route(s) of exposure and circumstances under which exposure occurred Results of the source individual's blood testing, if available. All medical records are relevant to the appropriate treatment of the employee, including vaccination status, which is the employer's responsibility to maintain. The employer shall obtain and provide the employee with a copy of the evaluating healthcare professional's written opinion within 15 days of the completion of the evaluation. The healthcare professional's written opinion for Hepatitis B vaccination shall include the following: Whether it is indicated for the employee If the employee has received such a vaccination The healthcare professional's written opinion for post-exposure evaluation and follow-up shall include the following: That the employee has been informed of the results of the evaluation That the employee has been told about any medical conditions resulting from exposure to blood or other potentially infectious materials which require further evaluation or treatment All other findings or diagnoses shall remain confidential and not be included in the written report. An employer must establish and maintain accurate medical records for each employee with occupational exposure. Records should include the employee's Name, hepatitis B vaccination status and dates, results of medical testing and follow-up procedures, healthcare professional's written opinion, and information provided to the healthcare professional. Records must be kept confidential and not disclosed without the employee's written consent, except as required by law. Records must be kept for at least the duration of the employee's employment plus 30 years. Form 7.041 Employee Consent Form for Testing for HBV and HIV Serological Status Following Accidental Exposure I, __________________________, understand that I have been involved in an accidental exposure incident and may be at risk for contracting Hepatitis B Virus (HBV) and Human Immunodeficiency Virus (HIV) under 29 CFR 1910.1030. Therefore, following OSHA standards, I am being offered the opportunity to be tested for these viruses. I understand that the testing will involve a blood sample and that the results will be kept confidential and will only be shared with authorized personnel. I also understand that testing is voluntary and that I have the right to refuse to test. By signing this form, I consent to be tested for HBV and HIV following the accidental exposure incident. Signed: __________________________ Patient's Name: __________________________ Form 7.042 Patient Consent Form for Testing for HBV and HIV Serological Status Following Accidental Exposure I, __________________________, understand that a staff member involved in an accidental exposure incident may be at risk for contracting Hepatitis B Virus (HBV) and Human Immunodeficiency Virus (HIV) following 29 CFR 1910.1030. Therefore, by OSHA standards, the staff member may be offered the opportunity to be tested for these viruses. I also understand that testing of my blood is necessary to determine if I am infected with HBV and HIV. The results will be kept confidential and only shared with authorized personnel. I understand that testing is voluntary and that I have the right to refuse to test. By signing this form, I consent to the staff member being tested for HBV and HIV and to my blood testing following the accidental exposure incident. Signed: __________________________ Form7.043 Refusal of Testing Patient/Employee (Circle One) I,_____________________________________, understand that I have the right to refuse testing for Hepatitis B Virus (HBV) and Human Immunodeficiency Virus (HIV) following an accidental exposure incident per 29 CFR 1910.1030. I understand that if I refuse to test, it may impact my ability to receive appropriate medical treatment and the healthcare facility's power to respond to the exposure incident. Following 29 CFR 1910.1030, The source individual's blood shall be tested as soon as feasible and after consent is obtained to determine HBV and HIV infectivity. The employer shall establish that legally required consent cannot be obtained if permission is not obtained. When the source individual's consent is not required by law, the source individual's blood, if available, shall be tested, and the results documented. Signed: __________________________

Instructions: Please answer the following questions to test your understanding of aptitudes and interests. 1. What are Core Drivers (Talents) in the context of aptitudes and interests? a) Abilities that are developed through education b) Natural gifts that predict job effectiveness and contentment c) Interests that change over time d) Personality traits 2. Determine how effective and satisfied you'll be doing a particular kind of work. a) Visual Comparison Speed b) Numerical Reasoning c) Spatial Visualization d) Sequential Reasoning 3. Which Core Driver is associated with the knack for organizing things in a sequential and systematic manner? a) Visual Comparison Speed b) Numerical Reasoning c) Spatial Visualization d) Sequential Reasoning 4. What is the primary role of Space Planners in careers? a) They are responsible for interior design b) They read maps and blueprints c) They generate creative ideas d) They manage financial accounts 5. Which Core Driver relates to the ability to mentally translate two-dimensional images into three-dimensions? a) Visual Comparison Speed b) Numerical Reasoning c) Spatial Visualization d) Sequential Reasoning 6. What type of individuals are known as 3D Visualizers? a) Those who excel in visual art b) People who can quickly process numerical data c) Individuals who can mentally create 3D models from 2D representations d) Creative writers 7. How do Brainstormers differ from Concentrated & Focused individuals in terms of generating ideas? a) Brainstormers generate more ideas b) Concentrated & Focused individuals generate more ideas c) They generate ideas at the same rate d) Both groups struggle to generate ideas 8. What is the primary advantage of having high Visual Comparison Speed? a) It helps in artistic endeavors b) It is useful in complex mathematical problems c) It aids in tasks requiring clerical detail and accuracy d) It enhances spatial visualization 9. Which career is NOT associated with the Core Driver: Visual Comparison Speed? a) Fire Inspector b) Astronomer c) Creative Writer d) Orthoptist 10. What is the main focus of Numerical Reasoning? a) Identifying numerical patterns and trends b) Analyzing historical data c) Solving abstract problems d) Communicating effectively 11. Which Core Driver involves the ability to rapidly draw conclusions from seemingly unrelated pieces of information? a) Numerical Reasoning b) Idea Generation c) Spatial Visualization d) Inductive Reasoning 12. What is the primary characteristic of Diagnostic Problem Solvers? a) They follow a logical step-by-step method of problem-solving b) They rely on specific information and observed experience c) They intuitively leap to conclusions based on limited information d) They are meticulous and deliberate in decision-making 13. What is the role of Fact Checkers in the problem-solving process? a) They intuitively provide solutions b) They rely on specific information and observed experience c) They enjoy acquiring new information and learning d) They make conclusions based on limited facts 14. In what type of role are Abstract Thinkers most comfortable? a) Counseling b) Law c) Marketing d) Construction 15. How can understanding your Core Drivers benefit collaborative work? a) It allows individuals with similar aptitudes to work together more effectively b) It creates conflicts within the team c) It doesn't affect collaborative work d) It makes collaboration more challenging 16. Which Core Driver is associated with processing complex mathematical problems logically? a) Visual Comparison Speed b) Numerical Reasoning c) Sequential Reasoning d) Idea Generation 17. What are Collaborative Planners more likely to do in a team project? a) Lead the team b) Create individual pieces of a project c) Solve abstract problems d) Generate creative ideas 18. How can understanding your aptitudes and interests help you make informed career choices? a) It guarantees job satisfaction b) It allows you to align your career with your strengths c) It helps you choose any career at random d) It has no impact on career decisions 19. Which Core Driver affects whether your thoughts go in several directions at once or follow single ideas more readily? a) Visual Comparison Speed b) Numerical Reasoning c) Idea Generation d) Inductive Reasoning 20. What is the primary characteristic of Idea Contributors? a) They generate creative ideas b) They discuss the big picture and next steps c) They are highly focused and detailed d) They follow a logical step-by-step approach 21. What is the role of Space Planners in the problem-solving process? a) They intuitively provide solutions b) They rely on specific information and observed experience c) They quickly organize information d) They create abstract plans 22. Which Core Driver is linked to the ability to see relationships in seemingly unrelated pieces of information? a) Spatial Visualization b) Inductive Reasoning c) Idea Generation d) Visual Comparison Speed 23. Which career is NOT associated with the Core Driver: Numerical Reasoning? a) Statistician b) Survey Researcher c) Chef d) Actuary 24. What are Core Drivers, and why are they important in the context of aptitudes and interests? a) They are educational qualifications b) They are interests that change over time c) They are natural gifts that predict job effectiveness and contentment d) They are personality traits 25. How can understanding your Core Drivers benefit collaborative work? a) It allows individuals with similar aptitudes to work together more effectively b) It creates conflicts within the team c) It doesn't affect collaborative work d) It makes collaboration more challenging Answers: b) Natural gifts that predict job effectiveness and contentment a) Visual Comparison Speed d) Sequential Reasoning b) They read maps and blueprints c) Spatial Visualization c) Individuals who can mentally create 3D models from 2D representations a) Brainstormers generate more ideas c) It aids in tasks requiring clerical detail and accuracy c) Creative Writer a) Identifying numerical patterns and trends d) Inductive Reasoning c) They intuitively leap to conclusions based on limited information b) They rely on specific information and observed experience b) Law a) It allows individuals with similar aptitudes to work together more effectively b) Numerical Reasoning b) Create individual pieces of a project b) It allows you to align your career with your strengths c) Idea Generation b) They discuss the big picture and next steps c) They quickly organize information b) Inductive Reasoning c) Chef c) They are natural gifts that predict job effectiveness and contentment a) It allows individuals with similar aptitudes to work together more effectively

Land warfare is a complex domain that involves the application of military power on the ground to achieve political and strategic objectives. Modern military doctrine, such as that used by the U.S. Army and the Indian Army, categorizes these elements into Combat Power and the Principles of War. 1. The 8 Elements of Combat Power Combat power is the total means of destructive, constructive, and information capabilities that a military unit can apply. It is typically broken down into eight key elements: ElementDescriptionLeadershipThe "multiplier" of all other elements. It provides purpose, direction, and motivation to soldiers.InformationEnables commanders to make informed decisions and creates opportunities to achieve results.Mission CommandThe system used to integrate the other elements. It focuses on decentralized execution based on the commander's intent.Movement & ManeuverThe movement of forces to gain a positional advantage over the enemy to deliver lethal or non-lethal effects.IntelligenceThe understanding of the enemy, terrain, weather, and civil considerations.FiresThe use of weapon systems (artillery, mortars, air support) to create specific lethal or non-lethal effects.SustainmentThe logistics required to maintain operations, including ammunition, fuel, food, and medical support.ProtectionThe preservation of the force so that the commander can apply maximum combat power.2. The Principles of War These are the enduring "rules of thumb" that guide how land forces are employed strategically and tactically: Objective: Direct every operation toward a clearly defined and attainable goal. Offensive: Seize, retain, and exploit the initiative. You cannot win by defending alone. Mass: Concentrate the effects of combat power at the most advantageous place and time. Economy of Force: Allocate the minimum essential combat power to secondary efforts so you can "mass" elsewhere. Maneuver: Place the enemy in a position of disadvantage through flexible movement. Unity of Command: Ensure all forces operate under a single responsible commander toward a common objective. Security: Prevent the enemy from gaining an unexpected advantage. Surprise: Strike the enemy at a time, place, or in a manner for which they are unprepared. Simplicity: Prepare clear, uncomplicated plans to minimize confusion in the "fog of war." 3. The Modern Legal Framework Land warfare is also governed by the Law of Land Warfare (International Humanitarian Law), which rests on four pillars: Military Necessity: Actions must be necessary to achieve a legitimate military goal. Distinction: Forces must distinguish between combatants and non-combatants (civilians). Proportionality: The anticipated harm to civilians must not be excessive in relation to the concrete military advantage gained. Unnecessary Suffering: Weapons and methods must not cause gratuitous or superfluous injury. Note: Contemporary land warfare is increasingly "Multi-Domain," meaning land forces must now integrate with cyber, space, and electronic warfare to be effective. , While land warfare uses many tools, the two primary "philosophies" of how to win a war are Attrition and Maneuver. Most modern conflicts are a spectrum of both, but understanding the pure form of each helps explain military strategy. 1. Attrition Warfare: The "Sledgehammer" Attrition warfare is a strategy where one side attempts to win by wearing down the enemy to the point of collapse through continuous losses in personnel, equipment, and supplies. Core Logic: "I have more than you." It assumes that if you can destroy the enemy’s resources faster than they can replace them, you will eventually win. Focus: Firepower and mass. Success is measured by "body counts," equipment destroyed, and the steady seizing of terrain. Command Style: Usually centralized and methodical. It requires strict synchronization of massive resources (artillery, logistics, manpower). Historical Example: The Battle of Verdun (WWI). German Chief of Staff Erich von Falkenhayn famously stated his goal was to "bleed France white" by forcing them to defend a position they could not afford to lose, regardless of the cost in lives. 2. Maneuver Warfare: The "Scalpel" Maneuver warfare seeks to shatter the enemy’s moral and physical cohesion—their ability to act as a unified force—rather than simply destroying every soldier. Core Logic: "I am faster and more unpredictable than you." It aims to create a state of chaos where the enemy's leadership can no longer make effective decisions. Focus: Speed, surprise, and dislocation (forcing the enemy to be in the wrong place at the wrong time). The OODA Loop: Developed by Col. John Boyd, this is the heart of maneuver theory. It stands for Observe, Orient, Decide, Act. The goal is to cycle through these steps faster than the enemy, essentially "getting inside" their decision-making process until they collapse from confusion. Historical Example: The 1940 Invasion of France (Blitzkrieg). Instead of fighting a line-by-line battle of attrition, German forces used speed and concentrated armor to bypass strongpoints, cut communication lines, and cause a total systemic collapse of the French military in weeks. 3. Key Differences at a Glance FeatureAttrition WarfareManeuver WarfareObjectivePhysical destruction of the enemy army.Functional/Psychological collapse of the enemy.TargetThe enemy's strength (mass).The enemy's weakness (vulnerability).Primary ToolMassed Firepower.Movement and Tempo.Command"Command Push" (Top-down, rigid)."Recon Pull" (Decentralized, flexible).Success MetricExchange ratios (Kill counts).Disruption and loss of enemy control.4. The Modern Synthesis: "Schwerpunkt" In practice, no army is purely "maneuver" or "attrition." To maneuver successfully, you often need a period of attrition to punch a hole in the enemy's line. A critical concept here is the Schwerpunkt (Center of Gravity/Focus of Effort). A commander identifies the single most important place to strike and concentrates all available "elements of power" there. While the rest of the front might look like attrition, the Schwerpunkt is where the maneuver happens to achieve a breakthrough. Modern Reality: In high-intensity conflicts today (like the war in Ukraine), we see a "return to attrition" because modern sensors (drones, satellites) make it very difficult to achieve the surprise needed for pure maneuver warfare. When you can see everything, it's hard to be "unexpected."

Peas  Peas are one of the most important vegetables Zimbabweans can grow for export.  They are legumes  Legumes fix Nitrogen  IMPORTANCE OF PEAS  Peas have a lot of health benefits for human consumption.  They can be eaten raw or added to a variety of dishes  Peas have vitamins and antioxidants.  They are good for heart performance.  They are good for dealing with high blood pressure.  They have a very high protein content VARIETIES  Some of the common varieties to grow are Snowbird, Sabre, Serge, Alaska, Greenfeast and Recruit  Varieties are also called cultivars FAVOURABLE CLIMATE  Peas prefer cold conditions to grow well.  Temperatures of 22 degrees or below (starting at 13 degrees Celsius) are the best for peas farming.  The best temperature is 22 degrees Celsius.  Extremely hot temperatures will lead to lack of growth or hard pods. SOIL REQUIREMENTS  Soil should be fertile.  The soil should have good drainage.  Soil pH must be in the range of 6 to 7.5.  The best soil type is sandy loam – clay soils can also cut it  The soil should be deep LAND PREPARATION  Land preparation includes the following  Dig or plough to aerate the soil and improve drainage  Harrow to break the clods (big lumps)  Make ridges to keep water within the bed  level the bed to ensure equal water distribution SOWING AND PLANTING  Seeds must be sown about 2 to 3 centimeters into the ground  The germination process takes place within at most 1 week.  When sowing seeds, the in-row spacing should be 5 – 10 centimeters whereas the inter-row spacing should be 25 centimeters. Management Practices  Watering is necessary but does not overdo it – water depending on the state of the pea plants.  Generally, peas do not require lots of water.  WEEDING - Weeding should be done occasionally as informed by the state of the field.  MULCHING – to conserve soil moisture  PEST CONTROL – to protect crops from damage  DISEASE CONTROL – to protect crops from damage  TRELLISING – to support indeterminate varieties PEST, DISEASE AND WEED CONTROL  Aphids, beetles, leaf weevils, nematodes, and leaf miners are some of the common pests to look out for.  Powdery and Downey mildew, fusarium wilt are some of the common diseases to look out for.  As much as you can use chemical methods to deal with pests, diseases and weeds you can still use biological and cultural control methods.  Most of the pests and diseases that affect peas can be dealt with by usingcultural methods like weed control.  getting rid of affected plants and plant debris can control pest and diseases control.

Chapter 7 - Review Data and Decision Making *Glow bus due at midnight, name and student number: answer questions using content in class People have created wonderful things for centuries, and management Management can be traced as far back as 500 bc when the ancient Sumerians used written records to improve government and business activities Why is it important to lean from the past Not to repeat our mistakes Classical management approaches Scientific management Administrative Principles Bureaucratic organisation Behavioural Management Approaches Follett’s Organizations as communities The Hawthorne studies Maslow’s theory of human needs Mcgregor’s Theory x and Theory Y Argyris Personality and organisation Modern Management foundations Organises as systems Contingency thinking Quality management Quantitative and analysis and tools Evidence-based management Contributions Frederick Taylor - Father of Scientific management He noticed that workers often did their jobs with wasted motions and without a constant approach. His resulted in inefficiency and low performance He believed the problem could be fixed if workers were taught to do their jobs in the best ways and ten were helped and guided by supervisors Four guiding principles of scientific management Rules of motion, standardized work and proper working conditions Select workers with the right abilities Train workers and give them incentives Support workers by planning and smoothing the way as they do their work Frank and Lillian Gilbreth Pioneered use of motitono studies as a management tool In one famous case, the gilbreaths cut down the number of motions used by bricklayers adn tripled their productivity Contributions from scientific management Make results-based compensation a performance incentive Carefully design jobs with efficient work methods Carefully select workers with the ability to perform the job Trian workers to execute activities to the best of their abilities Train supervisors to support workers so they can perform jobs to the best of their abilities Classical Management Adiminstative principle (Henro Fayol) 1919, after a career in French industry, Henri F published “adminisration Industrielle et Generale” (General and industrial management) in which we out like his views on the management of organiztion and workers Rules and duties in management Foresight - to complete a plan of action for the future Organization - To provide and mobilize resources to implement the plan Common- to lead, select and evaluate workers to get the best work toward the plan Coordination- to fit diverse efforts together and ensure information is shared and problems solved Control- to make sure things happen according to plan and to take necessary corrective action Classical management Bureacratic organiztion (Max Weber) Max weber (Bureaucrativ organization) - late 19th century German political economist who had a major impact in the fields of management and sociology Bureaucratic Organization An ideal, intentionally rational adn very efficient form of organization Based on the principles of logic, order and legitimate authority Characteristics of BO Clear division of labour Clear hierarchy of authority Formal rules and procedure Impersonality Careers based on merit What are some disadvantages of bureaucracy Takes a long time for problems to become solved bec there are procedures and there is a chain of people in command Having the power Rules have to follow Excessive paperwork or “red tape” Slowness in handling problems Rigidity in the face of shifting needs Resistance to change Employee apathy Behavioural Management Approaches (focus on understanding the elements that affect human behaviour in organisations) Follett’s Organizations as communites Mary park follett contributed to the transition from classical thinking inot behavioural management Groups and human cooperation Groups allow individuales too combine their talents for a greater good Organizations are cooperating “communites” of managers adn workers Managers job is to help people copperate and achive an integration of goals and intrests Forward-looking managment insight: Making every emploee an owner creates a sense of collective responsibility Prescursor of employrr ownership, profit sharing and gain sharing Buniess problems invovle a varity of inter realted factors Prescursor of systems thinking Private profits realtive to public good Precursor of managerial ethics and social respinsibility Hawthorne studies Took place at western electric chicago plan, a tran led by Harvards Elton Mayo set out to learn how econmic incentives and workplace conditions affected workers output Maing objective Intial study examined how ecomoin incentives adn physical conditions affected worker output (productivity) No consistent relationship found During experientmetn they had 2 groups The expertiant groups (impoved wokring ocnditions ) The control group ( no changes to original working conidtions) No consitant relationship found, perfomance in both groups increased even after removing incentives Social setting and human relations Concluded New “social setting” led workers to do good job Good “Human relations” = higher productivity The contect - The Great Depression (1929-1940) Employee attitudes and groups processes Osme thinsf satisifed some workers but not others People resticited output to adhere to groups norms (Avoid layoffs) Lessons from he hawthrone stufirs Social and human concerns are keys to prductivity Hawthrone effect - People who are singled out for special attention perform as expected Maslow’s Theory of human needs Human needs The work of psychologist Abraham Maslow in the area if human “needs,” also has had a major impact in the behavioual apporach to management Maslow’s hierarchy of human needs Self actualization needs Higherst level: need foe self fulfillment to grow and use abilites to fullest and most creative extent Esteem needs Needs fro esteem in eyes of others need for respect, prestige, recognition; need for self esteem, personal sense of competence, mastery Social needs Need for love, affection, sense of belongingness in ones relationship either other people Safett needs Need for security, protection and stability in teh events of day to day life Physiological needs Most basic of all human needs: need for biological maintence; food, water and phydical well being Principles Defict principle: A satidifed need is not a motivator of behaviour Progress principles: A need becomes a motivator once the preceding lower-level need is satisfied Both principles cease to operate at self actulilzation level McGregor’s Theories Thepry x assumes that workers; Dislike work Lack ambition Are irresponsible Resist change Prefer to be led Theoyry y assumes that workers are Willing to work Willing to accept responsibility Capable of self control Capable of self direction Imaginative and creative According to McGregor, Managers create: Self fulfilling prophecies Implications of Theory x and y Theory x managers: Create situations where workers become dependent, passive and reluctant Theory y managers create situations where workers respond with initiative and high performance Central to notions of empowerment and self management Argyris’s theory of adult personality Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality Management practices should accommodate the mature personality: Increasing task responsibility Increasing task variety Using participative decision making Modern Management Foundation Quantitative analysis and Tools Analytics: the use of large data bases and mathematics to solve problems and make informed decision using systematic analysis Organization as systems System Collection of interrelated parts that function together to achieve a common purpose Subsystem A smaller component of a larger system Open systems Organisations that interact with their environment Contingency thinking Tires to maths managerial responses with problem (situation) No “one best way” to manage The “appropriate way to to manage depends on the situations Quality management Qality anc competitive advantafe are linked Total quality managment (TQM) Comprehensive approach to contiou impovment on teh entire organization ISO certification Gloval quality management standards Refine and upgrade quality to meet ISO requirments Evidednce Based Managment Making management decision on “hard facts” about what really works

Related quizzes

Related quizzes