Corporate strategy of pirelli Essay Example | Topics and Well Written Essays - 750 words

Corporate system of pirelli - Essay Example It is a pioneer in the field of elastic related ventures. It has scrutinized extensions in tire and telecom industry both vertically and on a level plane. Pirelli produced enormous business openings since the time its initiation. Indeed, even in 1872 it utilized near one thousand individuals, a sign of the financial commitments, since their commencement. Pirelli’s development guaranteed monetary thriving in Italy as well as in different pieces of the World. Pirelli extended its business and spread thriving by expanding the GDP of the nation’s it works. Created countries were more than intrigued to profit the administrations of Pirelli as it would carry monetary thriving to their countries. At the point when an association needs to extend, it can seek after development systems. A portion of the development systems are an) Expansion through incorporation b) Expansion through enhancement c) Expansion through collaboration. Pirelli’s development plans comprised of all the previously mentioned alternatives. Mix essentially implies consolidating exercises based on the worth chain identified with the current action of the organization. From elastic sheets, belts, pieces, and vulcanized items at first to creation of bike and four wheeler tires is a case of their vertical forward coordination. Pirelli was likewise seen making fast improvement in its level reconciliation. Pirelli was a pioneer in expansion of its organizations. Indeed, incorporating in the lines of the current business it self is a demonstration of concentric expansion. Aside from that Pirelli began developing topographically at a quick, yet in a deliberate way. Pirelli’s internationalization began from the earliest starting point of 1900 onwards. Its extension to Barcelona in Spain was trailed by a comparable endeavor in Britain in 1914, and by 1920 production lines had additionally been set up in Brazil, Greece, Argentina, Turkey, and German is a reality of Pirelli’s clinical methodology towards internationalization of their organizations. Activities were likewise made

Mangrove Habitat Profile

Mangrove Habitat Profile Their abnormal, dangling roots make mangroves look like trees on braces. The term mangrove can be utilized to allude to specific types of trees or bushes, a natural surroundings or a marsh. This article centers around the meaning of mangroves and mangrove swamps, where mangroves are found and marine species you can discover in mangroves.â What Is a Mangrove? Mangrove plants are halophytic (salt-lenient) plant species, of which there are in excess of 12 families and 80 species around the world. An assortment of mangrove trees in a territory makes up a mangrove natural surroundings, mangrove marsh or mangrove forest.â Mangrove trees have a knot of roots which are frequently uncovered above water, prompting the moniker â€Å"walking trees.† Where Are Mangrove Swamps? Mangrove trees develop inâ intertidalâ or estuarine regions. They are found in hotter territories between the scopes of 32 degrees north and 38 degrees south, as they have to live in zones where the normal yearly temperature is over 66 degrees Fahrenheit. It is imagined that mangroves were initially found in southeast Asia, yet have been dispensed the world over and are currently foundâ along the tropical and subtropical banks of Africa, Australia, Asia, and North and South America. In the U.S., mangroves are regularly found in Florida. Mangrove Adaptations The underlying foundations of mangrove plants areâ adaptedâ to channel salt water, and their leaves can discharge salt, permitting them to endure where other land plants can't. Leaves that tumble off the trees give food to occupants and breakdown to give supplements to the habitat.â Why Are Mangroves Important? Mangroves are a significant territory. These regions give food, safe house and nursery territories for fish, fowls, scavangers and other marine life. They additionally give a wellspring of vocation to numerous people the world over, including wood for fuel, charcoal and timber and territories for angling. Mangroves additionally structure a support that protects coastlines from flooding and disintegration. What Marine Life Are Found in Mangroves? Numerous kinds of marine and earthbound life use mangroves. Creatures occupy the mangrove’s verdant overhang and waters underneath the mangrove’s root framework and live in close by tidal waters and mudflats. In the U.S., bigger species found in mangroves incorporate reptiles, for example, the American crocodile and American gator; ocean turtles including the hawksbill, Ridley, green and loggerhead; fish, for example, snapper, tarpon, jack, sheepshead, and red drum; scavangers, for example, shrimp and crabs; and seaside and transitory winged creatures, for example, pelicans, spoonbills and bald eagles. Likewise, less-noticeable species, for example, creepy crawlies and shellfish live among the roots and parts of the mangrove plants. Dangers to Mangroves: Characteristic dangers to mangroves incorporate storms, root stopping up from expanded water turbidity, and harm from exhausting life forms and parasites.Human impacts on mangroves have been serious in certain spots, and incorporate digging, filling, diking, oil slicks, and spillover of human waste and herbicides. Some waterfront advancement brings about all out loss of living space. Protection of mangroves is significant for the endurance of mangrove species, people and furthermore for the endurance of two different environments †coral reefs and seagrass beds. References and Further Information: American Museum of Natural History. What Is a Mangrove? Also, How Does it Work?. Gotten to June 30, 2015.Coulombe, D. A. 1984. The Seaside Naturalist. Simon Schuster. 246pp.Law, Beverly E. what's more, Nancy P. Arny. â€Å"Mangroves-Florida’s Coastal Trees†. College of Florida Cooperative Extension Service. Recovered online October 17, 2008 (as of August 2010, the record appears to never again be on the web).

Boston Calling

Boston Calling This entry is ostensibly a guide to purchasing an appropriate cell phone and carrier intended for incoming 09s and even for prospective students. In reality, however, its just an excuse for me to advertise this great new cell phone I got, because Im really excited about it. Well, I dont really have my finger on the pulse of American youth culture (and Im not premed anyway), but my experience was that in high school, a few people had cell phones but nobody really used them that much. Then, suddenly, when I got to MIT, they became completely ubiquitous. The first week of orientation, I had to get out my cell phone all the time to give people my number because I had given it out so infrequently in the past that I never bothered to memorize it. Starting next month, MIT is going to start charging $17 per month for any non-MIT calls (I believe this includes even receiving long-distance calls, and placing them costs extra), so getting a $40 per month cell phone plan isnt as staggeringly costly as it once seemed. Even if you do already have a cell phone, figure that when you come to MIT youll be moving to a different area code and might want to look into getting a new area code or a different carrier. As far as carriers go, Sams Mom and I both had Cingular up until last month and we both found that its service in Boston was generally atrocious. I couldnt get reception anywhere east of Massachusetts Avenue (basically every academic building on campus) and found a fair number of dead spots throughout Boston while I never had any probelms with dropped calls, I was in general surprised at the lack of service in such a large urban area. Even though I like Catherine Zeta-Jones, Ive heard that other people have similar trouble with T-Mobile, which is unsurprising since even their own literature seems to admit that their coverage area is much smaller than that of their competitors. An informal poll conducted by Sams Mom outside of Pizzeria Regina last month revealed that Sprint customers are, in general, very satisfied in Boston. However, it seems that, by far, Verizon the most popular cell phone provider amongst MIT students. Since getting my new phone two weeks ago, Ive been able to get reception in subway stops, in my underground laboratory (where I work), and even in an elevator once. Their $40 Americas Choice plan is on par with similarly-priced plans offered by Cingular and T-Mobile, and gives you free nights, weekends, and in-calling (which is great, because everybody seems to have Verizon at MIT). Cingular does seem to offer better rates on family plans, but, as I noted before, having Cingular service in Boston is like eating ice cream and an onion. Even if you have a cell phone already now is definitely the time to get a new one on Amazon.com if your contract is running out. I found out from economic genius Spencer 07 that theyre currently running a promotion that gets you a $200 rebate on a wide selection of phones with the purchase of a one-year contract for a $40 plan. Well, let me tell you, my old cell phone was so old that it predated the invention of keyguard, so itd randomly call people by brushing against my wallet and waste tons of minutes and then theyd call me and wonder why I left a voice message consisting of 25 minutes of scraping noises and mufffled conversation. Now, I got a new flip phone with a built-in camera (I hate camera phones), a color monitor, and, well, a lot of other cool stuff that I dont really care about for the low price of -75.00. If you hate cell phones like me and just want to find a cheap, simple phone, the LG VX7000 and the Samsung A670 seem to get the best customer reviews from a variety of sites. If you want more features, of course, they seem to be offering this $200 rebate promotion on a wide selection of phones. Of course, I actually paid $125, but its gonna take a while before Im able to claim the two rebates associated with the product. In particular, the $150 Amazon.com rebate requires you access your digital locker and then to send a copy of your paid second months phone bill and the packing slip included with your phone. Hmmm almost like they dont really want you to claim the rebate. Its a little difficult, but since youre either already an MIT student or planning on applying to MIT, I think youll be able to figure it out. Well, thats my experience with cell phones at MIT, which I figure to be pretty representative since I really dont like them and just wanted a simple phone for making plans, calling Sams Mom (you should call your parents once a week) and ordering Thai food. However, Im sure its possible that Im way off base here, since, after all, Im just a chemical engineer. If any of you MIT people have found a much better place to buy cell phones or get service, just let me know and Ill add it here. Well, see you tomorrow. This entry was not sponsored by Verizon or Amazon.com. Its just that, seriously, dude, Cingular is horrendous for Boston students. I think. and I do live by the river. EDIT: In her comment, Stephanie brings up an excellent point that I forgot to mention abovethe inconvenience of switching phone numbers. If you already have a cell phone in your hometown and buy a new one in Boston, Im pretty sure that youll have to change your phone number entirely because of the area code difference. This wasnt a huge issue for me because I only had about 40 contacts, so I just sent them all a mass e-mail. If you have a cell phone at home and then buy a new one at home, keeping it in the same area code, I believe that its possible to keep your phone number even if youre changing your carrier. The whole business is a little hard to understand, but I looked into this a lot when buying my phone and was told that theres basically no way to keep your number if you change area codes. For information on keeping your number when switching carriers, look here: Heres the Lowdown on Keeping Your Number.

Nafta At 20 Overviews And Trade Effects By Villarreal...

In the article â€Å"NAFTA at 20: Overviews and Trade Effects† by Villarreal and Fergusson, we are given and account of the North American Free Trade Agreement (NAFTA). Specifically, the article is broken down into four main sections. They are: trade liberalization before the implementation of NAFTA, an overview of NAFTA provisions, trade trends and economic effects, and policy considerations respectively. In each of these sections, the article discusses in detail how what NAFTA is and how it has affected the US, Canadian, and Mexican economies. Therefore, let us briefly examine NAFTA. NAFTA has been in effect since January 1, 1994 and is of continued importance because of the importance of Canada and Mexico as trading partners and due to the†¦show more content†¦The most significant of changes took place in the following industries: textiles and apparel, agriculture, and automotive industries. For instance, NAFTA, over a 10-year period, phased out all duties on both textile and apparel goods while for the automotive industry NAFTA phased out the restrictive auto decree imposed by Mexico. As for the agriculture industry, there were separate bilateral undertaking. One was between Canada and Mexico and one between the U.S. and Mexico. The latter eliminated many of the non-tariff barriers by imposing either ordinary tariffs or by converting to tariff-rate quotas with some tariffs being phased out. Now NAFTA also removed significant investment barriers. Apart from this, it ensured basic protections and established a mechanism for settling disputes between the country and investors. The agreement also extended to protect intellectual property such as protecting patents and copyrights, and trademarks and trade secrets Finally, NAFTA established dispute settlement procedures and government procurement. The purpose of these were to resolve disputes that may arise from antidumping and countervailing duty determinations and to open up, on a nondiscriminatory basis, government procurement to suppliers from other NAFTA countries. Now that we are familiar with some of the NAFTA provisions, let us briefly examine some of the trade trends and economic effects. While it is extremely

Standard Definition and Examples in Science

The word standard has several different definitions. Even within science, there are multiple meanings. In metrology and other sciences, such as chemistry and physics, a standard is a reference that is used to calibrate measurements. Historically, each authority defined its own standards for systems of weights and measures. This resulted in confusion. Although some of the older systems are still in use, modern standards are internationally recognized and defined under controlled conditions. Examples of Standards In chemistry, for example, a primary standard may be used as a reagent to compare purity and quantity in a titration or other analytical technique. In metrology, a standard is an object or experiment that defines the unit of a physical quantity. Examples of standards include the international prototype kilogram (IPK), which is the mass standard for the International System of Units (SI), and the volt, which is the unit of electrical potential and is defined based on the output of a Josephson junction. Standard Hierarchy There are different levels of standards for physical measurements. The master standards or primary standards are those of the highest quality, which define their unit of measure. The next level of standards in the hierarchy is secondary standards, which are calibrated with reference to a primary standard. The third level of the hierarchy encompasses the working standards. Working standards are periodically calibrated from a secondary standard. There are also laboratory standards, which are defined by national organizations to certify and calibrate labs and educational facilities. Because laboratory standards are used as a reference and are held to a quality standard, they are sometimes (incorrectly) referred to as secondary standards. However, that term has a specific and different meaning.

The Hunters Moonsong Chapter Sixteen Free Essays

When Stefan walked by Elena’s room again, the daisy was gone, and the subtle scent of her citrusy shampoo lingered in the hal way. No doubt she was out with Meredith and Bonnie, and he could depend upon Meredith to protect her. He wondered if Damon was watching them, if he’d approach Elena. We will write a custom essay sample on The Hunters: Moonsong Chapter Sixteen or any similar topic only for you Order Now A bitter strand of envy curled in Stefan’s stomach. It was hard being the good one sometimes, the one who would abide by the rules, while Damon did whatever he wanted. He leaned back against the door to Elena’s room. There was a window across the hal , and as he watched the cold crescent of the moon sailing high in the sky, he thought of his silent room, of the books of economics and philosophy waiting for him. No. He wasn’t going back there. He couldn’t be with Elena, but he didn’t have to be alone. Outside, there was a chil in the air for the first time since school had started; the sultry heat of a Virginia summer was final y giving way to autumn. Stefan hunched his shoulders and tucked his hands into his jeans pockets. Not real y knowing where he was going, Stefan headed off campus. Vague thoughts of hunting in the woods crossed his mind, but he wasn’t hungry, just restless, and he turned away from the trail that led that way. Instead he wandered the streets of the smal town around the col ege. There wasn’t much to do. There were a few bars hopping with col ege kids and a couple of restaurants, already closed up. Stefan couldn’t imagine wanting to press into a hot and crowded bar right now. He wanted to be around people, maybe, but not too many, not too close, not close enough to sense the thrum of blood beneath their skins. When he was unhappy, like tonight, he could feel something hard and dangerous rising up inside him, and he knew he needed to be careful of the monster he carried within him. He turned down another block, listening to the soft pad of his own steps against the sidewalk. Near the end of the street, a faint thud of music came from a dilapidated building whose buzzing neon sign read EDDIE’S BILLIARDS. None of the few cars in the parking lot had a Dalcrest parking sticker. Clearly a townie spot, not a student one. If Stefan hadn’t had this burning, angry loneliness inside him, he wouldn’t have gone in. He looked like a student – he was a student – and this didn’t look like a place that welcomed students. But the ugly thing inside him stirred at the thought of maybe having a reason to throw a punch or two. Inside, it was Welllit but dingy, the air thick and blue with smoke. An old rock song was playing on a jukebox in the corner. Six pool tables sat in the middle of the room, with smal round tables around the sides, and a bar at the far end. Two of the pool tables and a few of the round tables were occupied by locals, who let their eyes drift over him neutral y and then turned away. At the bar, Stefan saw a familiar back, a sleek dark head. Even though he’d been sure Damon would be fol owing Elena, he wasn’t surprised to see him. Stefan had reined his Power in, concentrating on his own misery, but he’d always been able to sense his brother. If he had thought about it, he would have known Damon was there. Damon, equal y unsurprised, turned and tipped his glass to Stefan with a wry little grin. Stefan went over to join him. â€Å"Hel o, little brother,† Damon said softly when Stefan sat down. â€Å"Shouldn’t you be holed up somewhere, crying over your loss of the lovely Elena?† Stefan sighed and slumped on the barstool. Propping his elbows on the bar, he rested his head on his hands. Suddenly, he was terribly tired. â€Å"Let’s not talk about Elena,† he said. â€Å"I don’t want to fight with you, Damon.† â€Å"Then don’t.† Patting him lightly on the shoulder, Damon was up and out of his seat. â€Å"Let’s play some pool.† One thing about living for hundreds of years, Stefan knew, was that you had time to get real y good at things. Versions of bil iards had been around as long as he and Damon had, although he liked the modern version best – he liked the smel of the chalk and the squeak of the leather tip on the cue. Damon’s thoughts seemed to be running on the same track. â€Å"Remember when we were kids and we used to play bil iart on the lawns of Father’s palazzo?† he asked as he racked up the bal s. â€Å"Different game, though, back then,† Stefan said. â€Å"Go ahead and break.† He could picture it clearly, the two of them fooling around when the adults were al inside, shoving the bal s across the grass toward their targets with the heavy-headed maces, in a game that was a cross between modern pool and croquet. Back in those days, Damon was wild, prone to fights with stable boys and nights prowling the streets, but not yet as angry as he would be by the time they grew into young men. Back then, he let his adoring, more timid younger brother trail after him and have a share in his adventures. Elena was right about one thing, he admitted to himself. He liked hanging out with Damon, being brothers again. When he’d spotted Damon at the bar just now, he’d felt a little lightening of the loneliness he was carrying around with him. Damon was the only person who remembered him as a child, the only person who remembered him alive. Maybe they could be friends, without Katherine or Elena between them for a while. Maybe something good could come out of this. Bil iart, bil iards, or pool, Damon had always liked playing. He was better than Stefan, and, after hundreds of years of practice, Stefan was pretty good. Which was why Stefan was so surprised when Damon’s break sent bal s spinning merrily al over the table, but none into the pockets. â€Å"What’s up?† he asked, cocking an eyebrow at Damon as he chalked his own cue. I’ve been watching the locals, Damon said silently. There are a couple of slick hustlers in here. I want to draw them over to us. Hustle them for a change. Come on, Damon added quickly when Stefan hesitated. It’s not wrong to hustle hustlers. It’s like killing murderers, a public service. Your moral compass is seriously skewed, Stefan shot back at him, but he couldn’t keep himself from smiling. What was the harm, real y? â€Å"Two bal in the corner pocket,† he added aloud. He made the shot and sank two more bal s before intentional y scratching and stepping back to let Damon take his turn. They went on like that, playing pretty Wellbut not too Well, careful to look like a couple of cocky col ege kids who knew their way around a pool cue but would be no chal enge to a professional hustler. Damon’s pretense of frustration when he missed a shot amused Stefan. Stefan had forgotten, it was fun to be part of Damon’s schemes. Stefan won by a couple of bal s, and Damon whipped out a wal et ful of money. â€Å"You got me, man,† he said in a slightly drunken voice that didn’t sound quite like his own and held out a twenty. Stefan blinked at him. Take it, Damon thought at him. Something about the set of his jaw reminded Stefan again of the way Damon was when they were children, of the way he lied to their father about his misadventures, confident Stefan would back him up. Damon was trusting him without even thinking about it, Stefan realized. Stefan smiled and slipped it into his back pocket. â€Å"Rack’em up again?† he suggested, and realized he was also pitching his voice a little younger, a little drunker, than he normal y would. They played another game, and Stefan handed the twenty back. â€Å"Another?† he asked. Damon started to rack the bal s, and then his hands slowed. He flicked a glance up at Stefan and then back down at the bal s. â€Å"Listen,† he said, taking a deep breath, â€Å"I’m sorry for what’s happening with Elena. If I – † He hesitated. â€Å"I can’t just stop feeling the way I do about her, but I didn’t mean to make things harder for you. Or for her.† Stefan stared at him. Damon never apologized. Was he serious? â€Å"I – thank you,† he said. Damon looked past him and his mouth twitched into his sudden, bril iant smile. Bait taken, he said silently. So much for the heartfelt brother moment. Two guys were coming toward them. One was short and slight with sandy hair, the other big, bulky, and dark. â€Å"Hi,† the shorter one said. â€Å"We wondered if you guys wanted to play teams, mix it up a little.† His smile was bright and easy, but his eyes were shrewd and watchful. The eyes of a predator. Their names were Jimmy and David, and they were real pros. They kept the games close, waiting until after the third game to suggest raising the stakes to make things a little more interesting. â€Å"A hundred?† Jimmy suggested casual y. â€Å"I can just about do it, if you want.† â€Å"How about more?† Damon said, sounding drunk again. â€Å"Stefan, you stil got that five hundred in your wal et?† Stefan didn’t, nowhere near it, but he didn’t think he’d need to pay up. He nodded but, at a glance from Damon, played reluctant. â€Å"I don’t know, Damon†¦Ã¢â‚¬  he said. â€Å"Don’t worry about it,† Damon said expansively. â€Å"Easy money, right?† Jimmy was watching them, his eyes alert. â€Å"Five hundred it is,† he agreed, smiling. â€Å"I’l break,† Damon said, and went into action. After a moment, Stefan rested his pool cue against the wal . He wasn’t going to get a chance to shoot, none of them were; Damon was moving with clockwork precision to pocket one bal after another. He wasn’t making any effort to hide that he and Stefan had been running a hustle, and Jimmy’s and David’s faces darkened dangerously as the last few bal s rattled into their pockets. â€Å"Pay up,† Damon demanded sharply, setting down his cue. Jimmy and David were moving toward them, scowling. â€Å"You two think you’re real smart, don’t you?† David growled. Stefan poised himself on both feet, ready to fight or run, whatever Damon wanted. They wouldn’t have any trouble fending off these guys, but with the disappearances and attacks al over campus, he’d rather not cal attention to themselves. Damon, cool and relaxed, gazed at Jimmy and David, his hands open. â€Å"I think you want to pay us the money you owe us,† he said calmly. â€Å"Oh, that’s what you think, do you?† Jimmy said sarcastical y. He shifted his grip on his pool cue, and now he was holding it more like a weapon. Damon smiled and unleashed a wave of Power into the room. Even Stefan, who was half expecting it, was chil ed as Damon lifted his human mask for a moment, his black eyes cold and deadly. Jimmy and David staggered backward as if they’d been shoved by invisible hands. â€Å"Okay, don’t get upset,† Jimmy said, his voice shaking. David was blinking as if he had been slapped with a wet towel, clearly unsure of what had just happened. Jimmy opened his wal et and counted out five hundred dol ars in fifties into Damon’s hand. â€Å"Now it’s time for you to go home,† Damon said softly. â€Å"Maybe you don’t want to play pool for a while.† Jimmy nodded and didn’t seem to be able to stop nodding, his head bobbing like it was on a spring. He and David backed away, moving quickly toward the door. â€Å"Scary,† Stefan commented. There was a hol ow place inside his chest stil , an empty ache of missing Elena, but he felt better than he had since that day she walked out the door alone. Tonight, he realized with a slight shock, he’d had fun with Damon. â€Å"Oh, I’m a terror,† Damon agreed lightly, pocketing al the money. Stefan raised an eyebrow at him. He didn’t care about the money, but it was typical of Damon to assume it was his. Damon grinned. â€Å"Come on, little brother, I’l buy you a drink.† How to cite The Hunters: Moonsong Chapter Sixteen, Essay examples

Leadership in Healthcare

Question: Write an essay on "Leadership in Healthcare". Answer: Introduction With the continuous reforms in the industry of healthcare to drive a fierce pace of uncertainty and change, healthcare team leaders are adapting and evolving new sets of skills for successfully leading the healthcare organizations. Team leaders face challenges of the dizzying array that ranges from filling the vacant positions to meeting reforms. For successfully facing these challenges, the team leaders from the healthcare industry should possess a wide range of leadership skills (Mitchell et al., 2012). Apart from the reforms of the industry, the team leaders continue to battle various complicated issues demanding personality traits, leadership qualities and specific skills. They should have a very clear knowledge about the mission, vision and goals of the organization and should design a plan for overcoming the challenges for achieving them. Innate agility is the virtue a team leader should exhibit in times of changing conditions and uncertainty (Kilpatrick, 2014). They should be flexible enough for maximizing and recognizing the opportunities as the healthcare reforms are reshaping the traditional care models. Efficient team leaders accept the challenges of change as the opportunities for propelling forward with their vision (Lewis et al., 2014). The present report will analyze and discuss the knowledge, skills, attitudes and values required by an effective team leader and the potential consequences of poor leadership. A leadership analysis tool will be used for evaluating the leadership style of the team leader along with the other members of the healthcare team. The challenges and complexities of the present healthcare industry will be taken from the perspective of the present analysis and discussion. Knowledge, Skills, Attitude and Values of Team Leaders The team leader of a healthcare organization should possess the necessary knowledge, skills, attitudes and values of the current healthcare reforms for becoming an effective leader. Knowledge Leading a team of healthcare professionals requires the maintenance of the advanced and current knowledge of the healthcare systems and diseases. The leader must be able to support, recognize and encourage the team members to achieve the maximum level of performance by creating a positive environment of work (Hoch Kozlowski, 2014). The leader must be able to define the terms that are related to coding, billing and documentation and articulate why it is necessary for the team members to get familiar with these terms. For example, the terms like authorization, relative value units and compliance are important to know by the healthcare leaders to pass over the information to his team members. Skills Efficient team leaders must possess the important skills required for the treatment and care coordination of the critically ill patients in a safe and effective manner for both the transition and hospital phase of care. The leaders should develop the leadership skills for ensuring that the care is rendered in an interdisciplinary and collaborative manner. The leaders must possess the relevant diagnostic and procedure skills for providing mentorship. They should be able to effect the change of systems by the application of the various quality improvement tools (Yoder-Wise, 2014). For example, Failure mode effects analysis and Plan do study act are the quality improvement tools that the team leaders should be aware of and possess the required skills for implementing them to improve care. They should also possess time management skills. Attitude The attitude of the team leader should promote the perceptions of teamwork for improving the quality of care in the hospitals to a wide range of audience that will facilitate social change. They should demonstrate a consistent level of accountability, responsibility and commitment for rendering care to the patients (Kessel, Kratzer Schultz, 2012). They should maintain a professional behavior and respect the contribution and skills of the members of the team. Exhibit the development of leadership skills by providing training opportunities to the team members. Lack of the appropriate attitude of the team leader adverse the patient outcome (Weaver, Dy Rosen, 2014). For example, the conveying of the clinical information between the team members during the care of a critically ill patient in ICU needs the right attitude of the leader for the accountability, professional responsibility and clinical handover of the patient. Values The team leader should possess a clear set of values that they utilize to drive the direction of the care and services provided. They should understand and respect their roles of team working, autonomy and sharing of responsibilities. They must ensure that appropriate care procedures are followed for upholding the service vision (Huber, 2013). For example, the team leader should reduce the barriers to team-based healthcare for the patients in intensive care units and facilitate effective teamwork and quick recovery. Consequences of Poor Leadership Poor leadership has the most disastrous consequences on the team members. It is nothing but the lack of vision and is often misleading. The team members become aimless without a direction from their team leaders. They fail to realize the motive of their work and cannot trace the goals of the organization. They start working mechanically and cannot implement any intelligent direction for achieving the goal (Schyns Schilling, 2013). The part of patient care faces the maximum damage in a work environment that is ambiguous. Poor leadership brings about frustration among the team members as their ability of decision making either biased or crippled. Finally, this results in extreme employee dissatisfaction and consequent attrition. Poor leadership causes significant gap in the work process, strategy making, the capability for the execution of the strategies and interdepartmental communications. Cognitive gaps are created due to poor leadership as preference is given to the members of the team who are identical to the leaders from the perspectives of acting and thinking. This results in the formation of homogeneous settings in the team and significant gaps are created in the execution and making of the strategy (Johnson, 2013). Thus, the members who are not identical to the leaders become stressful and develop a lack of trust. The team members working in various departments of the hospital are not communicated properly and this results in lack of co-ordination in treatment. When the members approach the leader with an idea or issue, the poor leader either under deliver or over promise, thrust their self-agenda on the members or keeps on postponing their decision (Krasikova, Green LeBreton, 2013). Thus, executio n and communication gaps are the results of this attitude of the poor leaders. Poor leadership leads to the development of the mediocrity culture. It affects the improvement of the team members and they continue to stay with the similar performance unless the management for resolving the leadership issues acts upon it. The members are not assured of their growth due to the poor leadership skills of their leaders and they start emulating the business decisions and maneuvering styles (Skogstad et al., 2014). For example, a nurse working in the ward for a long time will be ignored by a poor leader and not be promoted to managing ICU patients unless the management recognizes the talent. This continues and over the time flows down the command chain to become an organizational culture, breeding mediocrity and contempt where the quality is low and the costs are high with an increased rate of customer dissatisfaction. Another serious consequence is that the good and talented team members will be leaving the organization and would migrate to another environment with gro wth opportunities. The team will be left behind with the undesired employees with poor performance profile (Alvesson Spicer, 2013). Soon the bottom line is exposed bringing about the attrition of all the deserving team members who were striving with a hope of changing procedures and processes. Eventually, the morale and performance of the team are degraded and all because of the poor leadership of the leader. Impact of Poor Leadership Skills Contemporary healthcare settings are often confronted with the challenges of the workforce, changing demands and expectations of the consumers and fiscal constraints. The prime issues faced by the healthcare teams are the challenges concerned with the safety and quality levels of healthcare and the mandate for improving the patient-centered care. All these issues and challenges can be effectively met by able leadership skills of the leader. However, the reverse can happen with poor leadership skills and it can have a wide impact on the staff members, patients and the organization (Northouse, 2014). Poor leaders are found to be toxic to an organization, as they tend to decrease the job satisfaction among the team members. They also affect the quality of patient care and client service, decrease the turnover, increase the attrition, and finally, decrease the patient satisfaction. Three characteristics can be attributed to a poor leader. A poor leader lacks the direction and a clear vision that makes the job stressful and makes the team members feel controlled, defensive and manipulative (Yeung et al., 2012). Poor leadership makes the progress of the organization limited and the existing clients start leaving. The bottom line of the organization starts to flounder and have a detrimental effect due to poor leadership. All these because a poor leader lacks the required skill, overall qualities and ability to effectively lead. If the team leader starts micromanaging the staff members at the lower level, they may get little opportunity to contribute towards the direction of the compan y and they do not feel invested in the long-term welfare of the organization (Nixon, Harrington Parker, 2012). If the team leader limits the advancement opportunities, the members start leaving the organization for furthering their careers. Poor leadership has a deep impact on the failure of the organization that includes the time wasted in correcting the mistakes, monetary loss for the unproductive performance, wastage of potential and talent due to mismatch of the right jobs with the right people. The bottom line of the organization gets damaged which in turn lowers the productivity, motivation and the morale of the team members (Fullan, 2014). They do not value the communication factor, neither with the employees not with the patients. This creates a big gap in understanding as well as care. Poor leaders tend to spend a considerable period away from his office or desk and ignore the messages and emails of the staff members. They give lower priority to the points raised by his team members cut short the conversation. Staff opinions are not regarded and their inputs are ignored. New information is not passed over about the changed procedures and policies of the company and it negatively affects the performance of the p erformance of the staff members (Woodrow Guest, 2014). Poor leadership skills can hamper the patient care as well as frustrated employees fails to give their maximum devotion towards their services and therefore, the client satisfaction decreases. This is turn brings down the business of the organization. Therefore, the poor leaders should be identified and should not be offered the leadership position for the interest of the staff, patients and the organization. Leadership Analysis Tool A leadership analysis tool is used for critically evaluating the leadership style of a team leader and other members of the healthcare team. The tool is designed for identification of the areas of strength and the leader can include them in his personality development plan and for the evaluation of the leadership style, as per the autocratic, democratic and liberal styles of leadership (Santos, Caetano Tavares, 2015). The team leader can use the tool for assessing the leadership competencies of the team members and help them grow as future leaders. The tool can be used as a powerful means to facilitate the collection of information about the existing gaps and helps in developing the necessary skills for optimization of performance. The tool can be implemented for the healthcare leaders for a range of settings and roles and they define the field clearly. The critical evaluation of the leader and his team helps to improve the performance and it works by sharing the knowledge and commo n skills among the members that are complimentary (Ladegard Gjerde, 2014). The various parameters provided by the leadership analysis tool have been discussed below. Personal Characteristics Positive attitude and self-confidence are the two critical aspects of personal development and growth of a leader. Leaders who are self-confident are often found to be inspiring and an optimistic and positive leader makes the best of any situation for motivating the team members. Emotional Intelligence It includes communication and soft skills that a leader must possess. It helps to identify the feelings of the leader and his team members and manage those feelings and emotions for creating strong bonds of relationships. Transformational Leadership In this form of leadership, the leader tends to create a futuristic vision that is inspiring. This motivates the team members of the healthcare team to achieve the goal and helps to manage the successful implementation of the leadership skills for creating the future leaders among his members. Relationship and Communication Management The ability of the leader to communicate concisely and clearly for interacting with the external and internal clients and patients, maintain and establish relationships and facilitation of the constructive interactions with the groups and individuals (Western, 2013). The leadership criteria include communication skills, relationship management, negotiation and facilitation. Knowledge of the Environment of Healthcare The leader must have sound understanding and knowledge of the system of healthcare and its respective environment where the providers and managers of healthcare function. The leader should have the knowledge about the healthcare organizations and systems, the perspective of the patients, healthcare personnel and the healthcare community. Business Knowledge and Skills The healthcare leader should possess the general business knowledge and skills that include financial management, general management, governance and organizational dynamics, human resource management, information management, marketing and strategic planning, quality improvement and risk management (Renko et al., 2015). The healthcare leaders and the team members must demonstrate the competence in all the parameters of the leadership analysis tool of the critical evaluation of the leadership styles. The style should ensure that the healthcare team fulfills the objectives of the organization and achieve the self-realization and satisfaction as well. Therefore, the tool helps to identify the leadership styles of the leaders for required growth and success of the organization. Conclusion There is no definition for a successful leader in the healthcare industry. However, there are tendencies and practices that the leaders share to exhibit their personality. Successful and efficient team leaders have a strategy and vision for the future and they strive to become a role model for the team in terms of humility and confidence. They know the tactics to inspire performance of the team members and help them pursuit their goals. The primary mandate of the healthcare leaders is the improvement of the quality of patient care in their respective communities. Although the goals and visions vary according to the individuals, efficient team leaders tend to exhibit the core skills that are strikingly similar to building success. The personality, conduct and actions of the leader set the tone for the team and consequently, for the organization. Efficient and successful leaders create a culture of security and inclusion for the collection and interpretation of good ideas. The team mem bers tend to share good ideas only when they gain the confidence of safety and security from their leaders. 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