Hollywood main stream cinemas treatment of gender in the 1980s Essay Example for Free

Hollywood main stream cinemas treatment of gender in the 1980s Essay To what extent is Rambo: First Blood Part 2 typical of Hollywood mainstream cinemas treatment of gender in the 1980s? Action films in the 1980s reflected the changes and insecuritys within American society. There had been a rise in feminism meaning that the masculine form and dominance was being undermined and white working class males did not know where their place was in society. It was also in the immediate time after the Vietnam War and confusion and anger still lingered. The Vietnam War divided the American nation as a whole because, as it has been in recent times with the war in Iraq, people didnt fully understand why America needed to impose their presence in a country where they felt they had nothing to gain. The action film in the 1980s introduced a hero that differentiated masculinity and femininity using the form of the body as a way of ensuring power, dominance and self-respect. Rambo: First Blood Part 2 is a typical film of this era in terms of masculinity and the ways in which men and women are portrayed. In the film Rambo: First Blood Part 2 Sylvester Stallone portrays a typical action hero of the war film genre in the 1980s but also an outcast of society after the Vietnam War. He is a veteran of Vietnam and came home to find that everything he had known had changed and he was no longer considered an honourable soldier but more as a war criminal. Rambos mission in this film is to go back to Vietnam and see if he can find a camp that he is told has many POWs. If he finds the men, he can only take photographs but he has a problem with this and risks his own life to save them. He is very strong and muscular and is able to defeat the soldiers, Russian and Vietnamese, single handed. Douglas Kellner states that the film; Follows the conventions of the Hollywood genre of the war film, which dramatizes conflicts between the United States and its enemies and provides a happy ending that portrays the victory of good over evil. (Kellner, 1994, p.10) This means that America always won no matter who the enemy was. In reality this is something that America could not accomplish. There was no happy ending and there were no immediate heroes. Rambo is allowed to bring glory upon America and diffuse a situation that could have cost the American military even more respect and dignity. America had lost some of its power within the world and they strived to get it back. It had lost its first war and it had become important to remasculinize America. There was a growing fear of communism in the country and displaying male heroes which went against the communist regime was their idea of establishing the ideal throughout the world by a means of globalization. Globalization had been taking place throughout the history of cinema by a means of film that was imported and exported to places around the world. In effect most of the action films set in Vietnam, and other films which hold a strong view of patriotism and heroism within America in the 1980s, can be seen as propaganda films against the rise of communism. The purpose, with or without the knowledge of the audience, was to get the idea across to a mass audience that communism was against the principles of the country. In Rambo the evil characters are the Vietnamese and Russian soldiers and ironically, it turns out that the greatest threat to Rambo is not the Vietnamese, although they do pose a strong force, it is the Russians. The Russians are shown as being extremely strong, relentless, and willing to put a man through torture to get what they want. Nevertheless, whatever the Russians do you cannot beat a man with as much physical and mental strength as Rambo. This follows a pattern throughout action films in the 1980s. One film that is suggestive of this is Rocky 4. Rocky 4 (1985) also stars Sylvester Stallone but this time he is a boxer. He is fighting against a strong Russian fighter named Ivan Drago. Drago is very tough and stands at over 6ft tall. The Russian crowd all stand behind their fighter but when the final fight is over and Rocky defeats him with all of his strength the Russians begin to show support for Rocky and boo their fighter. This is the film industrys way of evoking patriotism and the ever-growing fear of the communist regime after the Cold War. Philip L. Gianos states that; The advent of Vietnam in film provided an opportunity for filmmakers who were denied an actual shooting war: a parallel, surrogate setting in which cold war themes could be played out. (Gianos. 1998, P.159) The first response from the film industry during this time was a set of anti-communist films to respond to the changing political environment. The villains are almost always portrayed as foreign internationals such as Russian, German, and sometimes English and they are usually a communist operative. They are never American in these films because the hero is American. He is fighting for his country and if it were another American he is fighting against he is effectively fighting against America. Other action films that were released at that time include, The Terminator, Rocky, Predator, and Die Hard. Millions of people worldwide, mainly consisting of young males went to see these films at the cinema. They gave them a chance to latch on to big, muscular, violent men as cinematic heroes. (Katz, 1994, p134) These heroes gave the audience the chance to gain self-respect and security as it represented a masculinity that was unaffected by the rise of feminism. Gender roles had been reversed due to the growing rise of a feminist movement that showed women were increasingly moving into the workplace rather than staying at home. The displaying of the male physique and the physical torture it goes through to enable glory and victory over evil is further suggestive of masculinity in crisis and the gain of global respect. Women could not gain this kind of respect because they could not attain that degree of physical strength and endurance so therefore this was one thing that they couldnt take away from men. The female role in the action film of the 1980s appears at first glance to be on equal footing with the male. However, there are some differences in the ways in which they go about their missions. In Rambo: First Blood Part 2 the main female character, Co Bao, is strong, resourceful and a very capable fighter. She is Rambos contact in Vietnam and later becomes his love interest. During the film she cautions Rambo to follow his orders and when she goes to save him from the Russians in the POW camp she uses a different technique than Rambo. While Rambo attacked her captor from behind and overpowered him she sneaked into the camp as a prostitute. Therefore the issue of strength and power is present in the male character but in the female character it is more about subtlety and intelligence. Rambo is the definitive male of 80s cinema and was joined by characters such as John McLain (Die Hard) and Rocky Balboa (Rocky). In these films the main action centres around one hero and the female character is usually the love-interest or accomplice. In previous war/actions films and Vietnam films the veterans were seen as either psychopaths, such as Travis Bickle in Taxi Driver, or tragic characters, Bob Hyde in Coming Home. In the films of the 1980s, however, the hero fights back. In Rambo Part 2 Rambo can be seen as an anti-hero because of his rebellious behaviour by going against his orders to leave the POWs and by telling Murdock that he will come and get him when he gets back from the jungle. This makes his character more dangerous and exciting to the audience as you dont know what he is going to do. He has many people after him in Vietnam but he also has enemies at home. He has to deal with home-grown discrimination because of the war and in effect he is no longer fighting for his country. He is doing it for the comrades that he fought with; In these films the enemy is not the enemy in a war that is officially over but rather the civilian and military leadership that failed to win the war (Gianos. 1998, p.166) After Co Bao is killed Rambo channels his emotions into retaliation and thus becomes a fighting machine that is only out for revenge. Before she was killed he was ready to leave after finding that Murdock sent him out just to get free of him and stem reports that there were POWs still in Vietnam. The style of the film helps to build the perception that he is a god and that he is invincible. The use of lighting and camera angles are used to enhance his physique and the fast paced editing in the action shots are used to show that he is fast, strong and practical in the ways he attacks his enemies. Rambo shows us the ideal, very well-built muscular body of the white male in a place where he appears to belong. Commonly used iconography for Vietnam films included dense jungle, camouflage equipment and hi-tech weaponry. He uses the jungle to an advantage and appears to know it better than those who live there. He uses his initiative and intelligence in the jungle and is able to use it to gain the upper hand in a battle. One example of this is the scene in which he attacks a US soldier after he hides in a bank of mud with his eyes being the only thing visible. The male body in these films constructs the white man as physically superior, yet also an everyman, built to do the job of colonial world improvement (Dyer, 2002, p.269) The fact that the superior build of the heros body establishes him as an everyman means that it is something that any man can attain as long as you are white. Black men are rarely portrayed in this manner and if they are they are usually the villains of the movie and end up being defeated. In conclusion, the gender representation in the film is an effort from the United States to fulfil the growing need of remasculinizing American society, in particularly, in the dominant white majority of the working class. With the rise of feminism, fear of communism, political scandals and the Vietnam War, it became imperative for America to try and rebuild the image of men in a positive light. Rather than focusing on men as a collective these films focused on one individual and therefore a view of machismo, strength and determination became the norm. The films of the 1980s became a kind of vessel of the ideal and most of these films are still popular in todays society and may still be what some men aspire to be. If you were like these men you were considered to be manly and if you werent you were understood to be weak and not the typical American male. The male hero in these films was put there to win. America needed a hero and they found him in these films. The masculine form was in crisis and the wholesomeness and fearless heroes could make an impact on the male audience who would then seek to be like the characters they watched on screen. Bibliography Gianos P.L (1998) Politics and Politicians in American Film, London, Greenwood Press Dyer, R, (2002) The White Mans Muscles in Adams. R and Savran. D (eds) (2002) The Masculinity Studies Reader Oxford, Blackwell Publishers Jeffords S. (1989) The Remasculinization of America: Gender and the Vietnam War Indianapolis and Bloomington, Indiana University Press Kellner D. and Katz. J (1994) in Dines G and Humez J.M (eds) (1994) Gender, Race and Class in Media London, Sage Publications

Hardys dramatic dialogue Essay Example for Free

Hardys dramatic dialogue Essay Denying the harsh moral codes set upon you can at times improve your material circumstances; however it can reduce you to a situation lower than poverty. Hardys dramatic dialogue The Ruined Maid attempts to portray the injustices and ironies of Victorian morality. Hardy is able to achieve this through his elaborate control over language. The class distinctions and moral codes placed upon women in the Victorian era have a large degree of irony. In the first stanza Hardy introduces two women: an unnamed, impoverished farm maid and a relatively wealthy ruined woman. The fact that the farm maid is unnamed shows her relatively insignificant life in comparison to the ruined woman who is named. The ruined woman (Melia) is said to have acquired fair garments, illustrating her affluence as the adjective fair suggests her clothes were of great beauty. The farm maid also wonders how Melia has come across such prosperi-ty emphasising her newfound wealth. Melia states that she has acquired this wealth as she has been ruined. By crossing the Victorian morality line and selling herself she has been rewarded instead of being looked down upon. In the second stanza Hardy contrasts the two womens lifestyles to illustrate their vast differences. Hardy uses negative diction such as the noun tatters to describe the poverty-stricken woman clothing which contrasts to the description of the wealthier woman in the first stanza. Hardy also contrasts this in the second stanza where Hardy uses positive diction with vibrant connotations such as gay bracelets and bright feathers to again describe the ruined womans clothing. The use of juxtaposition between the poverty of one woman and the relative wealth of Melia emphasises their class differences. The ruined woman, obviously gaining from her denial of normal moral codes, states thats how we dress when we are ruined. This illustrates that all women in her profession wear wealthy clothing, portraying the ironies of Victorian moral rectitude. Restrained in the entrenched Victorian class system with its moral and economic confines women at times have to escape in order to improve their situation. In the third stanza Hardy illustrates the ruined womans original poverty. She is described to have had a home in the barton, illustrating her initial lack of wealth through the use of the noun barton. Melia is said to have in the past used archaic, colloquial language such as thee and thou portraying her earlier impoverishment; only those of the lower classes would have used these words. However Hardy contrasts this with the womans talking which now fits ee for high company, again emphasising her gain from selling herself. Melia says that some polish is gained with ones ruin. The noun polish suggests the woman has gained refinement by becoming ruined, illustrating the potential gains from defying Victorian moral codes. This can also portray the hypocrisy of Victorian society as pure, virginal women are approved of; however happen to live depressing, miserable lives. In the fourth stanza Hardy again contrasts the womans current position with her past one, describing how she used to have paws and a face blue and bleak. The fact that her hands are said to have been paws illustrates the strenuous work she had to endure. The adjective bleak is an example of a synecdoche as it is used to illustrate Meilas former emotions. However she is now said to have little gloves and a delicate cheek portraying her dramatic improvement both in her occupation and emotionally. The last line: we never do work when were ruined emphasises her lack of taxing labour after becoming ruined. Crossing the morality line can at times result in improvements to ones position economically. By defying Victorian morality ones situation is condemned to being lower than the poverty of those who are pure and righteous. In the fifth stanza Hardy again uses negative diction to describe Melias past position. Hardy illustrates that she used to view her life as a hag-ridden dream portraying her past depressive outlook on life due to her previous poverty. She is said to have sigh[ed] and sock[ed] emphasising her negative view on life. However now she know[s] not of melancholy. This shows her emotional improvement as a result of becoming ruined. In the last stanza the farm girl says she wished she was like her former friend and had feathers and a fine sweeping gown. This illustrates her misunderstanding of Melias new profession due to her poverty. She is unable to see through the vivacious fai ade of Melias wealthy clothing in order to see the realities of her occupation. Melia however separates herself from her former friend stating that she is but a raw country girl. The adjective raw again emphasises the girls righteousness and innocence contrasted to the other womans ruined morality. The two women are completely different due to the chasmic nature of the Victorian class distinctions and Melias decision to sell herself. Melias also denies the farm maid of her dreams stating that she cannot quite expect that. Although she wishes she could become wealthy she cant escape the class which she was born into. Melia says that you aint ruined showing that to become rich after being born into the lower classes you must become ruined. However this could also be seen as a warning to the other woman to hold on to her maidenly modesty due to its huge worth in Victorian society. Furthermore Hardy uses the colloquial expression aint to show the reader that the ruined woman hasnt escaped her poor origins. Women of the Victorian times held a very insecure position in society; one which could change dramatically just by defying ironic moral codes. In The Ruined Maid Hardy attempts to show the ironies and injustices place upon women in the Victorian era. He shows that although one may improve their economic situation by defying the moral codes of their society they are condemned to a fate worse than poverty.

Hardys dramatic dialogue Essay Example for Free

Hardys dramatic dialogue Essay Denying the harsh moral codes set upon you can at times improve your material circumstances; however it can reduce you to a situation lower than poverty. Hardys dramatic dialogue The Ruined Maid attempts to portray the injustices and ironies of Victorian morality. Hardy is able to achieve this through his elaborate control over language. The class distinctions and moral codes placed upon women in the Victorian era have a large degree of irony. In the first stanza Hardy introduces two women: an unnamed, impoverished farm maid and a relatively wealthy ruined woman. The fact that the farm maid is unnamed shows her relatively insignificant life in comparison to the ruined woman who is named. The ruined woman (Melia) is said to have acquired fair garments, illustrating her affluence as the adjective fair suggests her clothes were of great beauty. The farm maid also wonders how Melia has come across such prosperi-ty emphasising her newfound wealth. Melia states that she has acquired this wealth as she has been ruined. By crossing the Victorian morality line and selling herself she has been rewarded instead of being looked down upon. In the second stanza Hardy contrasts the two womens lifestyles to illustrate their vast differences. Hardy uses negative diction such as the noun tatters to describe the poverty-stricken woman clothing which contrasts to the description of the wealthier woman in the first stanza. Hardy also contrasts this in the second stanza where Hardy uses positive diction with vibrant connotations such as gay bracelets and bright feathers to again describe the ruined womans clothing. The use of juxtaposition between the poverty of one woman and the relative wealth of Melia emphasises their class differences. The ruined woman, obviously gaining from her denial of normal moral codes, states thats how we dress when we are ruined. This illustrates that all women in her profession wear wealthy clothing, portraying the ironies of Victorian moral rectitude. Restrained in the entrenched Victorian class system with its moral and economic confines women at times have to escape in order to improve their situation. In the third stanza Hardy illustrates the ruined womans original poverty. She is described to have had a home in the barton, illustrating her initial lack of wealth through the use of the noun barton. Melia is said to have in the past used archaic, colloquial language such as thee and thou portraying her earlier impoverishment; only those of the lower classes would have used these words. However Hardy contrasts this with the womans talking which now fits ee for high company, again emphasising her gain from selling herself. Melia says that some polish is gained with ones ruin. The noun polish suggests the woman has gained refinement by becoming ruined, illustrating the potential gains from defying Victorian moral codes. This can also portray the hypocrisy of Victorian society as pure, virginal women are approved of; however happen to live depressing, miserable lives. In the fourth stanza Hardy again contrasts the womans current position with her past one, describing how she used to have paws and a face blue and bleak. The fact that her hands are said to have been paws illustrates the strenuous work she had to endure. The adjective bleak is an example of a synecdoche as it is used to illustrate Meilas former emotions. However she is now said to have little gloves and a delicate cheek portraying her dramatic improvement both in her occupation and emotionally. The last line: we never do work when were ruined emphasises her lack of taxing labour after becoming ruined. Crossing the morality line can at times result in improvements to ones position economically. By defying Victorian morality ones situation is condemned to being lower than the poverty of those who are pure and righteous. In the fifth stanza Hardy again uses negative diction to describe Melias past position. Hardy illustrates that she used to view her life as a hag-ridden dream portraying her past depressive outlook on life due to her previous poverty. She is said to have sigh[ed] and sock[ed] emphasising her negative view on life. However now she know[s] not of melancholy. This shows her emotional improvement as a result of becoming ruined. In the last stanza the farm girl says she wished she was like her former friend and had feathers and a fine sweeping gown. This illustrates her misunderstanding of Melias new profession due to her poverty. She is unable to see through the vivacious fai ade of Melias wealthy clothing in order to see the realities of her occupation. Melia however separates herself from her former friend stating that she is but a raw country girl. The adjective raw again emphasises the girls righteousness and innocence contrasted to the other womans ruined morality. The two women are completely different due to the chasmic nature of the Victorian class distinctions and Melias decision to sell herself. Melias also denies the farm maid of her dreams stating that she cannot quite expect that. Although she wishes she could become wealthy she cant escape the class which she was born into. Melia says that you aint ruined showing that to become rich after being born into the lower classes you must become ruined. However this could also be seen as a warning to the other woman to hold on to her maidenly modesty due to its huge worth in Victorian society. Furthermore Hardy uses the colloquial expression aint to show the reader that the ruined woman hasnt escaped her poor origins. Women of the Victorian times held a very insecure position in society; one which could change dramatically just by defying ironic moral codes. In The Ruined Maid Hardy attempts to show the ironies and injustices place upon women in the Victorian era. He shows that although one may improve their economic situation by defying the moral codes of their society they are condemned to a fate worse than poverty.

Reflection on Demand and change in Nurse Manager

Reflection on Demand and change in Nurse Manager Over the last decade management in nursing has become increasingly demanding (Hyrkas et al 2005). The role of nurse managers has undergone significant change as nurse managers have taken on more administrative roles. Restructuring and specialization of healthcare organizations has had an impact on the role of the nurse manager. If preparation of nurse managers is inadequate, potential for role confusion and role stress increases, undermining role effectiveness in this key position (McCallin Frankson, 2010). Within the hospital and specialized clinic setting a synergy between business practice and clinical practice is vital to the success of the organization. In my experience as a nurse manager, while attending monthly management meetings, I have experienced hospital administrators (CEOs and CFOs) that understand that nurses are essential for a hospital or health clinic to function, and to maintain a high quality of care. But at the same time these administrators express concerns tha t department managers are not as responsive as they would like in relation to alignment with organizational resource management and objectives. In these instances it appears that the administrators and department managers are out of sync in what they understand the job role to be. This perception does not negate the clinical expertise of the manager but may demonstrate a lack of business skill, or understanding of the business objectives and expectations of the role for the clinical manager. Healthcare is a business and, like every business, it needs good management to keep the business connected and running smoothly. The aim of this paper ..As part of my personal development plan, using the example of cardiac care clinics, role challenges are discussed, and implications for nursing management that present a new approach to nurse manager development I will explore the challenges that face nurse managers to better understand the integration of business expectations and the role of the nurse manager in the setting of cardiac care and identify possible improvements that could close perceived training gaps being experienced. I see this knowledge as being helpful in my personal development but also in developing templates to assist other managers to improve as they embark into managing specialty clinics. Healthcare organizations are working to provide optimal care in cost effective ways. The tension between these two objectives is challenging for all levels of management. In my experience with cardiac care, I see nurse managers being challenged to develop optimal planning algorithms, patient satisfaction surveys, or building new clinical paths, such as cardiac care service lines for focused cardiac management. Choices ultimately have to satisfy clinical objectives of optimal care, outstanding communication, collaboration and transparency of information. At the same time organizational issues need to be addressed in order to deliver products and services in a sustainable way (cost effective, evidence based, and state-of-the art). Nurse Managers are required to become experts in the fundamentals of business management which often is beyond the education and experience of a registered nurse (Wright, Rowitz, Merkle, 2000) (Mathena, 2002) (Douglas, 2008). To address these concerns within the setting of a specialized clinic, specialized training and support could be designed to develop the skills and models to support the development of effective nurse managers. As nurses, much of how we learn to manage and lead is learned informally as we advance in our careers. However, this does not mean that it cannot be done better. Management skills may be learnt on the job but are also skills that should not be left to chance. The gap in management and business preparation among nurse managers is an area that could be improved (Noyes, 2002). One argument is that these skills are acquired in the University of Life (Pedler, Burgoyne, Boydell, 2007, p. 13). Education and support of clinical nurse managers received considerable attention in the 1980s, with accounts of preparatory courses which were considered to have been effective at the time (Gould, Kelly, Goldstone, Maidwell, 2001). In the years since much has changed in healthcare. Continuing ill preparedness for nursing management and leadership continues to be documented (Douglas, 2008). As the span of the role has expanded, nurse manager workloads have increased (Lee Cummings, 2008). This can lead to role fatigue that threatens individuals, the role itself, along with the clinical objectives of the cardiac program. The situation is sustained when nurses are promoted into management roles without any formal management training at all (Platt Foster, 2007). In my experience, the cardiac specialty clinic has intense challenges; the scope of the role is wide-ranging. A nurse manager enters a cardiac specialty role with advanced clinical expertise and must promptly become a strategic planner, human resource authority, quasi-business manager, financial analyst, risk manager, operations manager, quality specialist, and clinical expert (Crowther, 2004). Other competencies include staffing management, performance evaluation, team development, delegation, conflict re solution, change management and problem solving (Mathena, 2002). Research suggests that nurse managers receive little management support and little is done to set expectations, track performance, or offer feedback (Tuglan, 2007) Poor access to formal organizational support suggests that a nurse managers management skills are learnt utilizing trial and error methods (Paliadelis, Cruickshank, Sheridan, 2007) To better understand the integration of business expectations and the role of the nurse manager in the setting of cardiac care, I conducted semi-structured discussions with key stake holders and support experts (CMO, CFO, DON, Purchasing Manager, and Nurse Managers). With the permission of the individuals I documented field notes to later review and analyze systematically, to identify recurrent themes and understand perceived gaps existing between the clinical and the business aspects of management within the specialized cardiac clinic. A simple thematic approach was utilized where the notes were coded according to similarities and differences that were grouped into categories and then arranged into themes. Three themes emerged from the notes namely, understanding of the managerial role, management and business training deficits, and a general feeling of management overload. The discussions were structured based on clinic management, operational management, value proposition, market segment, strategic position, and clinical strategy. This structure provided a framework to categorize the differing responses to identify the applicability of clinical and business theory to establish a clearer understanding of the elements required to build a nurse manager development strategy. In understanding the cardiac clinic managers role, administrators acknowledged Within the cardiac arena, healthcare knowledge that nurse managers must possess has changed and continues to change dramatically, these changes are more complex, frequent and rapid than ever before CEO. The clinic managers themselves identified a lack of clarity; comments indicated that the managers role is diverse when compared to the job description. Within the cardiology specialty, the cardiac managers role has become more challenging today than in the past, mainly due to the numerous changes that are occurring in cardiac care today Cardiac Clinic Manager. The lack of preparedness for the role was an area that reinforced what the literature stated. Common comments included: Not all nurse managers are successful in the transition from staff nurse to management. The successful nurse managers achieve results through their ability to develop leadership skills, critical thinking skills, and over time, a development of mutual respect. Director of Cardiac Services. I was the go-to person for the cardiology step down unit; I had good clinical skills, and was promoted into a management position. You could describe my transition as baptism by fire Cardiac Clinic Manager. When asked what a successful nurse manager would look like, the majority of answers indicated that success was interpreted as maintaining staff satisfaction, avoiding patient complications, and dealing with the day to day problems associated with the patient flow through the clinic. Integrating specialized cardiac clinical experience with management skills is identified as challenging, management role descriptions need to be supported and aligned with organizational objectives. I see this as having implications for the development of cardiac clinic nurse managers because if roles are vague managerial communication and leadership will be challenging. The second theme evident was a business management deficit. Business and financial management was identified as being an area of nurse management that made the role demanding. As a manager I have had to manage information technology, finances, human resources, business strategies and organizational operations. This is a very wide subject potentially requiring knowledge of many aspects of business as it relates to, health economics, quality, value, reimbursement, and strategy. Although some nurse managers identified a familiarity with budgeting and performance improvement, they also expressed that these were areas that they had no formal training, and that were viewed as outside of their control. There was no formal business training. My problems are figures, budgets and reports. I was completely computer illiterate, and am not much better today Clinical Manager. Situations were also described where nurse managers dont speak up, or attend organization planning, or strategy meetings, and as a result the organization bypasses them when making key decisions. Nurse Managers are not taught how to influence business practices within a healthcare organization. Many clinic nurse managers dont seem to take ownership of the operational management of their departments Purchasing manager, Several hospital administrators identified that the Nurse Manager are rarely considered experts in the logistics associated with the supply, operational, and fiscal management. Administrators agreed that nurse managers have a difficult position, in that they have 100% accountability for quality care, and productivity within the specialized clinic, but not 100% authority. Connecting the clinical aspect of cardiac services to funding is essential for financial managers to select appropriate working capital strategies to support the overall business strategies and objectives (Marsh 2009). As I consider the nurse mangers role in todays specialized healthcare environment, it is important to place the subject into context of what has happened and what is happening in our field of work, because managers in todays cannot simply emulate managers of the past (Ellis, 2005, p. 3). Key stakeholders (administration, CEO, CFO) interviewed identified that trends in cardiac healthcare are being affected by such things as: the global market place, the impact of information technology, demands for higher quality and faster service, shorter implementation times on healthcare initiatives, increasing specialty focus and disease management customization, external relations: consumers and industry. High expectations challenge managers asked to stretch resources and time beyond what can be effectively managed. Managers speak of feeling overwhelmed. Common comments included: There are not enough hours in the day, to complete the report, budgets, planning and meetings Cardiac Service Line Manager. And Its about what is achievable and what is not you have to deal with it Cardiac Clinic Nurse Manager. Quality management was a phrase that was identified by all, and appears to be a priority in todays healthcare arena, describing a level of management or service. Some philosophers Plato 2500 years ago to Robert Pirsig in 1975, in Zen and the art of motorcycle maintenance, argue that quality cannot be defined, that we just know it when we see it. In striving to provide, and document proof of quality services nurse managers are pressured to manage and identify the key performance indicators that would be most valuable and then report formats that would be most useful to users, all with little or no training in this area. The role of todays specialized healthcare manager is seen as even more complicated due to the rapidly changing environment surrounding cardiovascular services. Literature supports the fact that managers of previous generations did not have to deal with the rapidity, complexity, and frequency of change that managers are faced with today (Ellis, 2005, p. 13). As new management roles are created, in response to change, the clinician, transitioning to management must give up their role as an individual contributor. As an individual contributor success is measured by the accomplishments of the individuals work. As a manager, you are no longer responsible for what you alone accomplish. You must now work with your direct reports to achieve the goals of the department and the organization. Specialized clinics should not have to reinvent the wheel, with the adoption of methods, tools and techniques the specialized clinic could evaluate current strategy and test future scenarios. There must be a perceived need for change with decision makers. During informal field discussions I discovered many instances that indicated a need for change as well as the need for inclusive ways of framing seemingly complex problems. This was verbalized through feelings of frustration and inadequacy; these situations could be categorized as general inadequate knowledge and preparation. Understanding the role of the manager, is important and in broad terms, I see this as achieving results through, and with others, to help their healthcare team be productive and effective in providing quality care. To do this, competencies such as guiding, supporting, and development of others to higher levels of performance are needed. Managers need to create an environment that encourages and motivates individuals to perform (Chief Nursing Officer) When you create the right environment, achieving results through others becomes much easier. (Boyette Conn, 1992) Data from the interviews indicated that clinical nurse managers appeared to feel clinically competent but generally experienced lack of concordance when dealing with a range of issues, in particular; human resources, managing budgets, communicating at a business level and using information technology in everyday practice. The most effective nurse managers are identified as those who accept full accountability for their own training and development within the clinic and for the outcomes that the clinic achieves. This paper has attempted to explore the issues affecting a nurse manager, specifically as it could relate to a specialized clinical area. I have found that the need for educational support is compounded by a business management deficit and high expectations (possibly unrealistic) that may be causing work overload among nurse managers. It can be stated that the nurse manager role encompasses both management and leadership, and that managers are appointed without the essential organizational management skills or support, making these managers vulnerable in their positions. Obtaining, training, and retaining nurse managers who have the skills and knowledge to manage specialized cardiac clinics is extremely important. Management development is a highly necessary pursuit (Tanner, 2002) (Srsic-Stoehr, Rogers, Wolgast, Chapman, 2004) for nurse managers to assist in addressing the challenges in their positions. Drucker 1967 on developing managers believes that development is not about identifying talent for todays requirements, but it should embrace developing managers to manage the future. It is important to ensure that a policy of developing the management and leadership potential in all and particularly of newly appointed managers. Individuals should also ensure that they focus on developing their own management skills through training, reading, analyzing, and following the example of good managers and by assessing, monitoring, and improving their own performance. The best managers increase the health of the workers whom they manage (Maslow, 1998, p. 94). There are a number of possibilities in up skilling nurse managers, self development or personal development, with the nurse manager taking primary responsibility for their own learning and for choosing the means to achieve this. Ultimately it is about increasing your capacity and willingness to take control over, and be responsible for, ones own development. Self development can mean many things, developing specific qualities and skills, improving performance in your job, advancing your career or, achieving your full potential as an individual. The question here is can an individual be willing and disciplined enough to identify and complete the ambitious goals that would be required here? There are many suggestions in the literature that guide and recommend models and methods to train and develop nurse managers; one suggestion is to develop in-house leadership through a Nurse Leadership Academy, as outlined in appendix II. Once a hospital initiates this kind of program, it can expand it to other leaders in the organization, and also begin developing an internal cadre of coaches and mentors. It has been suggested that one way to manage and assist the specialized cardiac clinic organizations improvement process is by implementing concepts such as Lean Six Sigma to improve performance, core process or quality service (Womack and Jones 1996, 2005). These programs assist in organizational development but not the individual. Six Sigma courses are designed to teach employees and management ways to eliminate wasteful processes, automate processes, minimize error and better utilize resources. Training of managers in Lean Six Sigma can facilitate positive change but the process has also been likened to trying to build a plane while trying to fly in it. There have been many suggestions on training needs for the nurse manager, from information gathering and design specific programs to meet areas of concern such as communication, finance, information technology, leadership and quality, to subsidizing formal academic education through higher education, but sometimes these pathways are over engineered and do not designed with a supportive structure that facilitates practice adoption. Higher education is essential for managers to further branch out and develop professionally, programs such as MBAs, Informatics, Masters programs in hospital administration offer much opportunity, but are also often not supported or backed up with mentoring programs and resources from within the managers clinical workplace. Passionate as I am about the potential contribution of specialized cardiac care programs and management education of the leaders for tomorrow, I remain convinced that a supportive approach is the foundation within this specialty area. In the foreseeable future specialized clinics are going to own the problem of training and developing managers, a component of this will involve support and encouragement of nurse manager personal development, with the nurse manager being encouraged to take primary responsibility for their own learning. Tertiary healthcare education programs, rightly or wrongly, are not about to relieve healthcare of this burden or, I should say opportunity, but has the potential to support an individuals quest for professional development as a manager. Much of this can be supported with the initiation of individual development plans IDPs (Appendix III). This is not what I had envisioned as I started this evaluation looking into new approaches to nurse manager development and education. I see that a personalized approach is needed for both my own development and the development of other managers; the approach would not necessarily incorporate a generic formalized education plan, but would encourage the goals, with the support of organizational resources, backed up by an E-learning capability and personal mentor. I see clinical management in specialist centers is not merely for the intellectually curious. Management should be for those who are not content to follow, for those who believe that the best way to win is to rewrite the rules, for those who are unafraid to challenge orthodoxy, for those who are more inclined to build than cut, for those more concerned with making a difference than making a career, and for those who are absolutely committed to staking out the future first. David Roffe the CIO of St Vincents Hospital group in Sydney identifies the goal for managers may be identified as enlarging their personal development to fully encompass the emerging healthcare reality. Appendix I In many instances a cyclic self evaluation has us going back to evaluate how to move forward. Boydell 2003 doing things well, doing things better, doing better things, Sheffield interlogics Appendix II Nurse Leadership Academy Outline The program could include but is not limited to the following elements: 1. Selection of high-potential candidates. Many hospitals start with the existing Nurse Managers to create a common language and way of thinking about leadership. Then they involve a second group of high-potential Assistant Nurse Managers and Staff Nurses. 2. Initial welcome, orientation, and content delivery. A two or three day retreat grounds participants in the key elements of being a successful leader in the hospital. At the same time, participants choose ambitious goals to improve quality, service, and cost at the organization. Note that time must be reserved to prepare for this retreat. For instance, we will assess an organization in order to tailor our existing Nurse Managers Performance Leadership Program to the specific needs of the organization. Also, we will work with leadership to determine key areas for improvement. 3. Monthly follow up meetings to discuss progress on goals, hear presentations from hospital leadership (e.g., a board member might discuss the role of the board), and learn additional content. 4. Ongoing one-on-one coaching as needed. 5. Some form of recognition after a year. Appendix III

Paris Miki :: Business Marketing

Capitalization  Ã‚  Ã‚  Ã‚  Ã‚  5.91075 yen (as of March 2001) Sales  Ã‚  Ã‚  Ã‚  Ã‚  79.36 billion yen (term ended March 2001) Employees  Ã‚  Ã‚  Ã‚  Ã‚  4,639 (as of March 2001) Outline of Operations  Ã‚  Ã‚  Ã‚  Ã‚  A specialized eyewear chain handling mainly glasses and related products. Outlets in Japan and overseas include suburban retailers, tenant shops, and "built-in" shops. Strengths †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Technologically advanced †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  #1 in Japan and #3 globally †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Extremely well known in Japan for its all retails that pursue of individual customer satisfaction and needs, from beginning to end †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  "Web-mimir" service that allows customers to seek out their ideal eyewear via the Internet, and then actually try the glasses on at the nearest shop †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Industry leader in innovation Weaknesses †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Maintenance issues for their eyewear system †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Turnover as a result of technology †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Customization takes longer Opportunities †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Expand to the US and elsewhere †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Internet customers globally †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Increasing senior population in Japan †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The increase in computer/video usage leading to bad vision Threats †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Lasik surgery †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Higher priced eyewear †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Designer eyewear not available through them †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Competitors Paris Miki sells to everyone that can access the web or go into a store. Paris Miki places great emphasis on the concept of "brick & click." "Brick" refers to real outlets, while "click" refers to a computer mouse; that is, Internet operations. The emphasis is on how to establish a link between real shops and e-commerce---in other words, between the real world and the "network world." In the not-too-distant future, we may very well see the day when customers can receive exactly the same services at Internet shops as they do at actual retail outlets. The degree of rivalry can be seen through their suppliers. Paris Miki developed its own in-house applications, while NIC and the NEC Group was responsible for the development and modification of driver modules for the various peripheral devices, thus completing the construction of a Linux system with connections to widely varied peripherals. These suppliers could be lured away to competitors if the price is right. This can create problems with buyers as well due to the fact that it could take longer to receive your glasses due to the customization in their lenses. New entrants into the internet sales force are continually sprouting up because of the allure of not having to have the overhead of a storefront. This could raise the competition that could possibly do things cheaper and more efficiently.

The way it goes :: essays research papers

In 1940, George Santayana looked back on his forty years in America, and remarked morbidly: "If I had been free to choose, I should not have lived there, or been educated there, or taught philosophy there or anywhere else."1 He had come to Harvard in 1882 when it was in the middle of its most dynamic transformation; he succeeded both academically and socially as an undergraduate, and, in the company of William James and Josiah Royce, he became one of the most prominent and well-recognized participants in perhaps the greatest department of philosophy that ever existed. Yet Santayana found something horribly wrong with the changing University. He worried that the mass movement towards practicality and specialization, which he equated with President Charles William Eliot's attempts to make Harvard a nationally-recognized institution, was draining the university of the aestheticism and humanism that had made higher education worth pursuing. He saw in Harvard's atmosphere of excessive materialism and utilitarianism an ailment of American society as a whole, an ugly new trend that had separated the national "will" from imagination, and rendered the intellect irrelevant. Unlike most other critics of the new university, the academic and cultural environment was so intolerable to Santayana that he decided to escape it altogether. He left for Europe in 1912, and although he would continue to write about America until his death in 1952, not once did he return. Academia is still not at rest. The public's widespread admiration for higher education once prevalent in the postwar era has begun to reverse itself, and between harsh budget cuts on the one hand and Alan Bloom's vicious denunciation of the university on the other, the future of higher learning in America may look as bleak to the prospective graduate student as it ever has in recent history. Crisis, however, is nothing new to the American university, and Bloom is not the first to warn of the "collapse of the entire American educational structure,"2 which, at last observation, was still standing. The very revolution in education that gave the university its modern, recognizable form found itself confronting similar forecasts of gloom and doom at the turn of the century. Along with the adoption of the free elective system and specialization of knowledge that came to be the staples of higher learning there emerged a small but vocal force determined to curtail the excesses of utilitarianism and abstract research. Known as the "advocates of liberal culture," these men reacted to an institution they believed had lost its sense of purpose, and their opposition, like today's, was testament to the growing and deeply felt fragmentation of the university. The way it goes :: essays research papers In 1940, George Santayana looked back on his forty years in America, and remarked morbidly: "If I had been free to choose, I should not have lived there, or been educated there, or taught philosophy there or anywhere else."1 He had come to Harvard in 1882 when it was in the middle of its most dynamic transformation; he succeeded both academically and socially as an undergraduate, and, in the company of William James and Josiah Royce, he became one of the most prominent and well-recognized participants in perhaps the greatest department of philosophy that ever existed. Yet Santayana found something horribly wrong with the changing University. He worried that the mass movement towards practicality and specialization, which he equated with President Charles William Eliot's attempts to make Harvard a nationally-recognized institution, was draining the university of the aestheticism and humanism that had made higher education worth pursuing. He saw in Harvard's atmosphere of excessive materialism and utilitarianism an ailment of American society as a whole, an ugly new trend that had separated the national "will" from imagination, and rendered the intellect irrelevant. Unlike most other critics of the new university, the academic and cultural environment was so intolerable to Santayana that he decided to escape it altogether. He left for Europe in 1912, and although he would continue to write about America until his death in 1952, not once did he return. Academia is still not at rest. The public's widespread admiration for higher education once prevalent in the postwar era has begun to reverse itself, and between harsh budget cuts on the one hand and Alan Bloom's vicious denunciation of the university on the other, the future of higher learning in America may look as bleak to the prospective graduate student as it ever has in recent history. Crisis, however, is nothing new to the American university, and Bloom is not the first to warn of the "collapse of the entire American educational structure,"2 which, at last observation, was still standing. The very revolution in education that gave the university its modern, recognizable form found itself confronting similar forecasts of gloom and doom at the turn of the century. Along with the adoption of the free elective system and specialization of knowledge that came to be the staples of higher learning there emerged a small but vocal force determined to curtail the excesses of utilitarianism and abstract research. Known as the "advocates of liberal culture," these men reacted to an institution they believed had lost its sense of purpose, and their opposition, like today's, was testament to the growing and deeply felt fragmentation of the university.

Educational Goals and Philosophy :: Teaching Education Careers Essays

Educational Goals and Philosophy There is only one incentive that makes me want to be a teacher, but that one incentive comes along with so many everlasting rewards that I have enough motivation to teach for a lifetime. I have always felt a strong desire to help people, so when I began my college career I decided to major in Psychology. Unfortunately, the yearning I felt to help people was not being fulfilled. I wanted to interact with people young and old, male and female, and of all different ethnicities. I needed to be able to touch someone’s life and allow them to touch mine in the same way. The opportunity to help students, parents, other faculty members, and the community is my incentive to teach. One of the most important factors of teaching is being able to understand the nature of students. It is my personal belief that no two students are alike. You will find students that share similar interests, have values that are alike, and some students that even use the same learning techniques, but the point is, no two students are exactly the same. The diversity of a classroom allows for more than just textbook knowledge to be learned. It is my opinion that students who learn respect for each others cultures, values, and individual traits will become more knowledgeable than those who can regurgitate their curriculum in their sleep. My personal educational philosophy directly ties into this; I am a firm believer in Progressivism. I feel that schools and curriculum both should be directly tied with the matters, interests, and real-world experiences of students. The nature of a student’s knowledge should be constructed, dependent, discovered, and true regardless of any person, place, or thing. I once had a teacher tell me that there was no such thing as a stupid question. I have never heard such a true statement. The curriculum that we teach to our students should be structured and dependent on each child’s individual needs, abilities, and skill levels. At the same time we need to allocate students enough liberty so that their knowledge can also become true, regardless of when, where, or how they reach the information. As a progressive teacher I hope to assist learning by aiding students to form their own significant inquiries and discover the paths to solve those matters. Educational Goals and Philosophy :: Teaching Education Careers Essays Educational Goals and Philosophy There is only one incentive that makes me want to be a teacher, but that one incentive comes along with so many everlasting rewards that I have enough motivation to teach for a lifetime. I have always felt a strong desire to help people, so when I began my college career I decided to major in Psychology. Unfortunately, the yearning I felt to help people was not being fulfilled. I wanted to interact with people young and old, male and female, and of all different ethnicities. I needed to be able to touch someone’s life and allow them to touch mine in the same way. The opportunity to help students, parents, other faculty members, and the community is my incentive to teach. One of the most important factors of teaching is being able to understand the nature of students. It is my personal belief that no two students are alike. You will find students that share similar interests, have values that are alike, and some students that even use the same learning techniques, but the point is, no two students are exactly the same. The diversity of a classroom allows for more than just textbook knowledge to be learned. It is my opinion that students who learn respect for each others cultures, values, and individual traits will become more knowledgeable than those who can regurgitate their curriculum in their sleep. My personal educational philosophy directly ties into this; I am a firm believer in Progressivism. I feel that schools and curriculum both should be directly tied with the matters, interests, and real-world experiences of students. The nature of a student’s knowledge should be constructed, dependent, discovered, and true regardless of any person, place, or thing. I once had a teacher tell me that there was no such thing as a stupid question. I have never heard such a true statement. The curriculum that we teach to our students should be structured and dependent on each child’s individual needs, abilities, and skill levels. At the same time we need to allocate students enough liberty so that their knowledge can also become true, regardless of when, where, or how they reach the information. As a progressive teacher I hope to assist learning by aiding students to form their own significant inquiries and discover the paths to solve those matters.