Leadership Discussions First Half
Conflicting Obligations
Identify at least two ethical dilemmas that occur when you are in a position of leadership. What makes the dilemmas ethical? Would you expect each person to react to the dilemma in the same way?
People have different ways of reacting to dilemmas. In my position as a leader, I have encountered a situation where I had to choose tow rights. In this case, I was entangled in a dilemma because I value both student achievement and teacher autonomy when I pursue to enact policies that lower expectations. This was a heightened conflict because all school heads are public officials obligated to various people with competing interests and values. My position comes with dilemmas such as deciding whether to report teachers with questionable grading decisions. This dilemma is ethical because it puts pressure on the need to make ethical decisions. Further, in my response, I must take the least resistant path in implementing official policies, which reflects the ethical norms (Marquis & Huston, 2011).
Describe a time when you have had a conflicting obligation at your place of work. Outline the steps you used to reach your final decision. Identify any legal or ethical issues that may have had an impact in making your final decision. Provide rationale for the choice you made.
Some years ago, I dealt with workers suffering from mental challenges. Under anti-discriminatory law and OHS law, I faced conflicting obligations. This was demonstrated by the decisions made in U.S. employment relations authority. In my case, the company had employed an employee with a bipolar disorder to guard a chemical production factory. I had to sack the employee because the employee did not disclose the illness when he was being hired. I learned about his illness when he provided me with his medical certificates. Under the U.S. employment Act, the employer had to disclose his illness to establish whether he was fit for the job. According to the U.S. employment Act, withholding critical medical conditions from the employer, is a breach of the Act (Marquis & Huston, 2011).
Change Models and Strategies
One of the designs for clearly knowing the changes of an organization was a development of Kurt Lewin that took place back in 1940s, and is today still holding its ground. The design is called unfreeze-change-freeze, this point out to the three stages that are involved in the process of change that he considers. Lewin was a social scientist and a physicist used the analogy of a block ice changing its shape to explain organizational change (Mind Tools, 2012). Necessity for preparation of the organization to recognize change, is the first step, that includes breaking down of the existing status quo before they can think of coming up with a new operation style. The change stage enables people to decide the uncertainty and opt for other ways of supporting the new direction after creating the new way under the unfreeze stage.
The other people will also begin to think in a manner of supporting the new ways. The organization will refreeze when change starts to creep its way into the organization and persons have clinched the new working ways. From the organizational chart, the consistent job descriptions are just but some of the outward signs depicting refreeze. The stage is also supposed to assist people and the organization fit with the incoming changes. This would mean that it ensures that the changes are used daily and instilled in the day-to-day business. Employees will feel at peace with the new changes due to the new sense of steadiness (Mind Tools, 2012).
Magnet Status vs. Accountable Care Organizations
ANCC (American Nurses Credentialing Center) provide the Magnet Status Ward closely linked with the American Nurses Association to hospitals that gratify a set of measures modeled to assess the quality and strength of their nursing. Some nurses are passionate about the new program and think that it supports the significant practices that are outlined above. Nevertheless, it is also important to note that others specifically nursing unions have been very vital (Mind Tools, 2012).
Shared Governance
The system of shared governance enables all participants to contribute towards decision-making. It states that all decisions are made based on the contributions made by employees, managers, governing boards, stakeholders, investors and other players. The main advantage of sharing governance is the recognition of the requirements and contributions of all employees in an organization. This system precipitates a sense of equal partnership, empowerment, and stakes in implementation of decisions. This system guides all financial and physical resources towards a reasonable progress and improvement. However, the program has drawn a number of flaws; shared governance requires extensive consultations, which interferes with job continuation. Stakeholders are avoiding the term, shared governance because it refers to a degree of collaboration, which never exists. Shared governance is the best in nursing because it offers nurses with a means of communicating work and concerns toward a solution expected to be beneficial...
This single entity can also more consistently value the differences of both the students and teachers in a meaningful, useful way. "Good leaders seek to bring together sets of different realities to form a holistic identity for the organization" (Walker & Quong, 1998) it is through the acknowledging and valuing of differences that this leadership can empower teachers to commit fully to the task of self-appraisal, realizing that they
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