BK Shivani - Self Management -change DVD1 - 1of8

Awakening with Brahma Kumaris Self Management Self Management, which is really life management, is learning how to accept total RESPONSIBILITY for our self, have healthy RELATIONSHIPS, play the right ROLE and use the RESOURCES we already have within us in the most effective ways,...



http://www.youtube.com/watch?v=wVbqHZp5swI&hl=en

Six Sigma vs. Total Quality Management

Six Sigma was developed with the intention of replacing the ACT.

E 'by some of the most talented CEOs to business success as much as possible - using the tools and techniques of professional quality.

What is the difference?

"Authority" - the difference between Six Sigma and TQM training can be described with one word. ACT provides general guidelines for management. TQM is often associatedThe development and provision and maintenance of the organization through various processes involved.

Six Sigma is the goal of continuously improving quality to achieve zero defects. ACT helps improve the quality, but we can not continue to improve. A significant difference is visible in the approach.

ACT is more on compliance with internal rules. Six Sigma focuses on continuous improvement and defect reduction. The project is led Six Sigmafor the benefit of the views of stakeholders, customers, shareholders and employees.

The result is the same for both systems, the achievement of better quality. Six Sigma is, however, is limited. It focuses on reducing defects and compliance with customer requirements. In addition, Six Sigma training can lower operating costs.

This is achieved by reducing cycle time, reduce errors and cost savings - but not at the expense ofquality and product value. The costs do not add value, customers are eliminated. Such expenses incurred by the waste.

TQM is usually taken an initiative at every level of operation, and can not be the same process. Six Sigma, meanwhile, aims to improve global operations in a single business process. For these projects, qualified and certified professionals such as Black Belts and Green Belts are required.

There are some team memberswho can work part-time in their daily activities of these projects. Its objective is to achieve the strategic objectives and plans for the alignment of corporate objectives. ACT projects are not necessarily all the specialists. These activities can be operated by non-aligned, with their usual workload.

Six Sigma team members to work temporarily in these projects. The objectives of the law are determined by the quality service and are based on the assumption that the baseThe criteria are good for the quality and organization. These projects are the quality philosophy motivated and carried out by quality professionals.

Six Sigma projects begin with a pre-draft charter and scheduled a review of objectives, highlighting the financial benefits and savings. Too often, organizations have implemented projects under the law, without any idea of ​​the economic benefits. The goal of ACT is in the standard of quality and performance, while Six Sigmastrategic objectives - and the measures are the goals and objectives.

Significant differences exist between TQM and Six Sigma - as well as some tools and techniques of TQM and Six Sigma are similar, Six Sigma often has a different use of these tools. It seems that Six Sigma is growing in popularity, reaching more than ACT.

Six Sigma and Total Quality Management in Healthcare

Improving the quality of health care has gradually developed new ideas have been explored and applied in various clinical and nonclinical. One of the ways to improve the quality, attention to health agencies have been introduced to Six Sigma. Six Sigma is a rigorous set of procedures and techniques to measure, improve and control the quality of nursing care is important for the client (Woodard, 2005, p. 229) is based. "The objective of this approach is the development of procedures for each level without trying to do to eliminate variations in the process. The flaws, as all factors to take into account customer dissatisfaction. Many processes in the health sector is virtually no margin for error, especially in a clinical setting. Bring to a level of trial, error-free benefits for patient care, safety measures, the results Heide, efficiency and cost reduction initiatives.

Six Sigma touchedrange of health functions. care through an example of such implementations to demonstrate the possibility of medication errors, more successful, the response time of the laboratory management of the supply chain of inputs, the impact of recovery, treatment The conservation status of the results of care for patients, and others (Revere and 2003, Black). Although the benefits of these projects are clear, high specificity, analysis and design, it is very resource intensive. Resource requirements involvedfor these projects to create a great challenge. In reviewing the literature on this subject at least one article proposes a solution. Revere and Black suggest existing runways in Six Sigma Total Quality Management (TQM) programs. His reasons, like quality that can be synergistic efforts to achieve better results with fewer interruptions in organizations. "Six Sigma is an extension of the failure mode and effect analysis, weJCAHO can be easily integrated in active quality management (Revere and Black, 2003, p. 377) "This would entail the integration of Six Sigma in an existing program that provides a detailed analysis must be immersed in the process .. ongoing assessment and improvement activities to a more detailed level.

Some TQM programs can not collect and analyze enough data to understand the process of change. Six Sigma can meet these challengesamended with the emphasis on understanding the variation of the process with the application. This aspect of Six Sigma is TQM effectively. "The work of Six Sigma is no different from the law, but its ambitious objectives and methods are better defined (Revere and Black, p. 379, 2003)." These two approaches can be very useful in creating effective programs to improve the quality.

While Six Sigma provides a level of measurement, it is not the only aspect ofcan be successful in health care organizations. parameters to improve the management should be accompanied by skill so that programs to reduce the process of change successfully, the. The programs are designed to change structures and processes that produce real changes in earnings. In addition, there are methods to ensure compliance of this process to ensure that changes are made. These tasks are the responsibility of the participants and program management, andThe measures should be effectively managed to succeed. Six Sigma has gone through the DMAIC approach: define, measure, analyze, improve and control (Riebling and Tria, 2005).

The level of detail and reporting for Six Sigma and challenges for organizations that need, "every part of every service must be informed, measured and recorded regularly (Revere and Black, 2003, p. 388)." The specific problems posed by the nature of matterOrganization are involved, including processes, data sources and data quality. intermediate process may be particularly difficult in the case of many, many levels of interaction and many methods of feedback.

Using Six Sigma organizations in health care has obvious advantages, but not without difficulty. In addition to the potential usefulness of current quality improvement programs, benchmarking and internal prioritization of projectsSix Sigma improve if the parameters are used (Revere and Black, 2003). This can be an advantage, the senior management to decide how to allocate resources to the project. Ultimately, Six Sigma in health care, will only be successful if it improves the quality management systems and to manage the costs of these efforts.

The importance of customer satisfaction, leadership, and benchmarking of Total Quality Management (TQM)

The implementation of TQM:

* The management is to facilitate the proper implementation is critical to the law, including the CEO.
* The next step is to form a circular quality, vision, mission and quality. Middle managers are expected to participate actively in the implementation.
* If an organization of workers, which should include representatives of the process.

The role of management:

Management mustpractical philosophy of management by wandering, or Mbwa. You need to keep our employees. It must be the goal of improving quality by the generation of knowledge of good reading habits. It 'must celebrate the success of the organization. Must seminars, coaching, etc., a customer listening to other settings. Good communication and regular assessment is needed by workers and consumers.

Features quality leader

* L 'leadership qualities to take things in terms of clients and work on changing customer needs.
* Quality is the leader in order to take full control of the work of their subordinates.
* Management believes that it is better to maintain the current position.
* These leaders are more likely to avoid an accident, rather than through them.
* The quality of the leader's ability to develop mutual cooperation rather than mutualCompetition.
* Leader of quality I think, in collaboration with the team and help them from time to time.
* They believe in the concept of quality after learning problems. Strive to improve the ability to disseminate information.

Concepts of leadership

* A good leader is that all employees have the independence to be sure.
* Even if the reward and punishment is an issue that has largely followed the self-motivation.
* There is ageneral tendency for people to feel good about themselves for love. It must be recognized for their achievements.
* A leader is also needed to make things more understandable.
* Trust is the most reliable statistics.
* People do not respect, to fight a leader in his words.

The 7 Habits of Highly Effective People

* The first of these habits is to be proactive, which means looking for alternatives and make decisions, instead of waiting for thingsThis can happen.
* Second, we must begin to keep in mind. It must be true to himself at every stage of life.
* Thirdly, you must do before, which is a record of the car.
* Fourth, we believe that the world is winning. This suggests that we should always be optimistic.
* Second, we think he can do what others say, instead of trying to be understood by all to understand.
* Sixth, we must believe in synergy, is to hit a target with aFeelings of being together, rather than an individualistic approach.
* Finally, we are pleased to sharpen the saw. This means that we can improve the four dimensions of nature, whether physical, emotional, mental and social or emotional.

Board of Directors for:

Quality Council is composed of CEOs, senior executives in functional areas such as finance, production, etc. Regular meetings should be organized to discuss and plan things like:

* Develop a vision and mission assuranceStatement
* Develop a strategy for long-term goal
* Planning and training
* Plan assessing the performance of
* Determine the ongoing process to improve
* Creation of multi-functional working groups and work culture based on developing a system of rewards, etc.

The values and approaches:

Some basic values of law affecting the quality of the client, which contains:

* E 'as the final product quality is not independent
* SecondLeadership, which provides that
Leader or need directions
or continuous improvement and organizational learning and staff
employee recognition or
o A reaction mechanism of dynamic markets
Or focus on design, quality and waste prevention through product development quality
or long-term trends, rather than seek short-term opportunities
O Event Handling
o Development of partnerships
Agreement or businesses and citizensThe responsibility and the concentration in the final result.

Values

Common processes of values is composed of eight principles. They are:

* Treat others with the truth
* A high level of confidence to employees and shareholders
* Create a learning environment with mentoring disinterested (personnel management and vice versa)
* Calls for new ideas
* The personal risks for organizational performance is
* Population estimates as possible
* Honesty
* In the interest of otherbefore his

Ethics

The organization has to leave because of unethical behavior and maintain a program of ethical management.
Quality paper:

Includes vision statement: This is what the organization will seek to achieve in the near future, Mission, he says that the organization, namely the consumers, how it works, and so important that the quality policy statement is a kind of guidance to all members ofTo learn how to service and customer support.
Strategic planning:

Strategic planning is about three to 10 years. There is

* The purpose and objectives: The aims and objectives are the end points.
* Seven steps of the strategic planning required, including consumers, positioning, forecasting the future, the gap analysis, alignment to fill the void and implementation.
* Improving the quality of the annual process

Message:

interactive formbetter when the communication between staff and line managers, formal notification shall contain print and electronic communication, which includes graphics, posters, information adds to the power of effective communication.
Decision:

Here are seven habits of highly effective:

* In proactive
* Remember the result
* Setting priorities
* Think win-win
* First, try to understand that to be understood
* For the race (sharpening the saw) and
*Synergy.

Leadership Survey:

It 'a tool for evaluating driver performance.

Customer Satisfaction

Who are the customers?

A person who employs the services or the purchase of the product is often referred to as consumers or customers. There are two types of customers from the customer: identify internal and external.

* Customers are those inside the organization, such as engineering, order processing, etc.
* The external customers are those outsideorganization and purchase of products and services organization.

consumer perceptions of quality:

Regarding the need for the customer, the expected values and accept the change, there is no need for image quality service to a customer. When the ASQ survey the important factors for the purchase for the customer:

* Features
* Performance
Price *
* Service
* Reputation
* Warranty

Comments:

TQM requires feedback from customers are monitored continuously. ItCustomers need to identify the grievances, needs, opportunities for improvement and comparison with the replacement market.

Methodology for the card includes an overview of information, surveys, focus groups, toll, Witness, Internet, client visits, feedback from employees, and the standard indices, such as customer satisfaction ACSI Index American customers. "ASCI allow the contrast between the company and the industry average.

Complaints from customers:

Studies suggest that the customerThose who do not complain about having to change their product. Any complaint must be fun. The results also show that half of dissatisfied customers to buy again when they feel their complaint has appealed.

Quality of service:

Research suggests that elements of customer service:

* Client: A company needs throughout the customer at the center.
* Communication: Communication with customers is essential.
* Organization: Whilesame quality can be delivered to each.
* From the front line: only the best should be allowed to communicate with customers.
* Leadership: Participation in management is necessary in any process of quality management.

Translating needs into requirements:

Kano model is the basic concept of customer needs. There are three lines to explain, red, blue and green ideology. The red line shows innovation in blue with the words and hopeCompulsory and the green line, requirements and does not speak.

Kano model, where a customer buys, when she needs something, but it is based is not entirely true, is an organization needs the overflow of the client. This can be understood by the "Voice of the" customer concept.

Loyalty:

And 'stronger and more efficient company and the customer's eyes. With activities, which are mainly concernedincrease customer satisfaction to customer loyalty towards the company.

The client moves into top gear to identify what is really important to the customer.

Quality Management Systems

management systems such as ISO are needed to facilitate the exchange of goods between customers and suppliers in different countries.

Benefits of ISO certification

* After inclusion in the ISO-products,Note that most of the internal quality attributes such as scrap metal were measured to be better.
* The reliability of production increases as a fact.
* The external properties, which were measured with customers were high, have improved the adoption of ISO standards.
* The system performance is now dramatically increased accordingly.
* The cost of producing low quality, including ISO and back.

ISO 9001Need

* Scope: ISO 9001 is to meet customer needs, customer satisfaction is achieved.
* Reference Regulation: principles and concepts to present the normative references.
* Terms and definitions: In addition to general conditions and the definition is the provision of customer organization required by the terms and conditions.
* Management Systems (QMS) organizations should seek to identify, document,Implement and maintain an effective QMS.
* Responsibility for the management ISO 9001 provides control, customer focus, quality policy, planning, accountability, and a review by the administration of the general level.
* Resource management: this includes the provision of resources, human resources, infrastructure and working environment to achieve the objectives.
* Product Application: This section of ISO 9001 ensures the planning of product realization secondsQMS requirements of specific treatments for each client, planning and development, purchasing, production and services, control and monitoring and measuring devices.
* Measurement, analysis and improvement: In general, the statistical method and measurement must also use the concept of ISO 9001 is logical. Under the supervision and monitoring should be customer satisfaction, internal audit, monitoring and evaluation process and product and service. ThisIt also includes the control of nonconforming product, data analysis and continuous improvement through corrective and preventive measures.

Execution

To understand the second important factor in this context is the system of quality management. This can be done in the following steps:

* The commitment of management is very important to have the full support of the highest level of organization.
* Appointed by managementRepresentative: After the management is satisfied with the procedure, it is important that the correct representative in terms of quality monitor carefully designated.
* Awareness: In this phase, the time that the organization provides the knowledge and quality systems that are involved in the effects of the organization.
* Identify a team of application: When the levels are essential for the note, the quality of systems, the organization mustPC applications, it is always visible to all employees in the future.
* Training: All the top teams should be able to produce the best results.
* Program: There is no timetable, so that the activity is performed in chronological order and proper to await the outcome of implementation of quality systems are made as needed.

The other procedures are still owns the selection of review articles of currentSystem for the preparation of the paper, install the new system of internal control and management, evaluation and pre-registration.
Documentation

We understand that quality systems are designed to be recognized. This means that it is important to understand the simplicity rather than complexity. You must follow four principles:

* Policy: Define what will be done and why. This should be donecarefully because it is the root of the documentation depends on the overall quality.
* The procedures to decide: you have the necessary means to achieve the task. It includes decisions about when to do it, etc.
* The operating procedures: These are the details of the documentation. On the basis of measures of work instructions, readers come behind the idea that quality systems family.
* Documents: ForAn account of the steps leading to a particular product, it is necessary to maintain the registry.
* Development of document: To ensure the document, you must collect all policies, procedures, work instructions and forms currently in use. These form the basis of the new plant.

Internal audits

The objective of internal controls can be considered as follows:

* E 'in relation to effective performance management system for the quality with whichbe documented.
* It would take corrective measures for it.
* All items that are not first, it would
* Will be provided by the continuing improvement of information management.
* There is also another opportunity to improve the production of one of the reasons you think.

The internal audit was carried out by the auditors to examine the technical documentation and verification process.
Record

Ifquality management systems are designated as the third Chancellor assessed registration is required.

A record of qualifications and experience, the adoption of a certificate of recognition RAB is chosen according to the registry for the purposes of organizing in time and cost constraints and the auditor classification.

It 'important to remember that the file is not a constraint. It is rather a decision that the deficienciesresolved.

Benchmarking

Finally, benchmarking is done with a comparison with the best measurement of the field.

Reason for calibration:

It 'a tool for competition and business objectives. It 'a tool for organizations to reduce their weaknesses and improve strengths. Benchmarking needs external experts, offering significantly reduces the uncertainty due to global competition and external.

The time has come, andprovides a model for cost efficient and functionally better.

The main weakness of benchmarking is to achieve the best practice is like catching a moving target. The main threats are constantly improving technology.
Process:

Benchmarking organization that takes, takes the process with today's culture, and adaptation needs. Six basic steps are:

* Calculate the current yield
* Decide what the organization of reference
* Use a studymore
Try to understand that the data
* Plan
* And the use of results

Two industry standards are famous AT & T and Xerox measures 12. Let's debate the positions mentioned above.
Deciding what to benchmark:

Most companies must decide on a strategy to adopt the benchmarking strategy. This is emphasized especially in view of the vision and mission. These statements identify the "critical success factors." So ifIn deciding a point of reference, you should start with the analysis and reporting of critical vision.
Understand the current performance:

It was established that the calibration requires the implementation of foreign policy of the organization, it is important to first analyze their strategies and their performance. Current performance may be achieved by methods such as cause and effect diagram and flowchart.

The exceptions must be identified. The device must be investigated and appropriate documentationneeded here.
Planning:

After identifying the processes and documentation, the next step is to plan how to conduct the study. A team like the team is well known calibration needed to be selected. And 'responsible for the team to decide which type of calibration must be performed. The team is also preparing the timetable for the process to determine the desired outcome study conducted.
The study includes:

for research studies on the comparative method in two types of data. SonDetails of best practices and results that can be measured by these practices. Disclosure in the form of calibration can be present and there is no need for public research down. But there are still some things that are difficult to study as open source. For this type of information, visits of the team, questionnaires and focus groups, etc., to identify the information applies.
data from a form of learning:

Comparative studies show, can be of three types of resultsas

* The result of the process outside the domain of internal process
* You can be the same
* The internal process can be better established research and external processes

This analysis are the most important parameters of the decision process.
Based on the results:

If the standard benchmarking study, the difference between the internal process and the process will be reflected in the negative, the next step to solve the problem through appropriate measures.
Difficulties andReview:

The obstacle is the most important reference is the other copies. Question is how an organization can be better when more copies? The innovation behind benchmarking.

Sun benchmarking is not a substitute for innovation is the only source of ideas for success.

In general, we see that if the main reason is customer satisfaction, leadership and analysis in accordance with quality management systems should be used for system managementgood.

A management model for the 21st Century Health Care Organization

There is a growing trend of state and government of the old autocratic leadership model for the new models with the concepts of shared leadership and participatory break. With the increasing complexity of medical care and individual news, skilled workers, political leaders have a responsibility to communicate in an environment where the organization has reached a common goal. According to Bennis, Spreitzer and Cummings (2001) in the future landscape of health care organizationis more decentralized, promote flexibility, initiative and autonomy. future leaders can move away from common sense features of networks that can change the foundation of the organization. The requirements for joint management or leadership roles in teams continue to increase organization. Health, people are promoting, developing and strengthening the role of creating teamwork and leadership, collective action at all levels. The leaders of the futureTours, seek advice and exchange of information. People say, what to do and how is a thing of the past (Bennis, Spreitzer and Cummings, 2001 has become.) In the 21st century, the dynamics of the leader to provide health care resources, the ability to motivate others and a platform a human organism is to maximize independence. Leadership must be added a two-way communication in which the vision to meet the two organizations and the promotion of the objectivesEmployee needs. This assignment is a model of leadership for the 21st century, the role that organizations of participation and participatory model of shared leadership in health care.

model of leadership commitment

Fullam, Lando, Johansen, Reyes and Szaloczy (1998) provide effective leadership is an integral part of creating an environment that nourishes the development of a power group. Leader effectiveness is the extent to whichGroup leader was able to achieve their business objectives (Fullam et al., 1998). Organizations need leaders in the 21st century that the Environment Team are committed to developing employees into one. In an environment where leadership is transferable in accordance with the commitment of management by objectives is a common goal. Kerfoot and Wantz (2003) is proposed in which human rights organizations are committed and inspired enthusiastic about their work, respect andconstant search for excellence is done automatically. In these organizations continue to be met if the leader does not exist. This kind of leadership the team leader must use all resources available for people between the three conditions: (create) a common goal, (b) self-direction, and (c) quality of work. to create leaders who are committed to its employees believe in creating a shared vision that creates a sense of common destiny for all (Kerfoot and Wantz,2003).

The involvement of others in the direction of a single process that is deeply rooted in the faith of people is part of the implementation of organizational goals and purpose. Atchison and Bujak (2001) suggests to others is important in the process, to support people as they tend to contribute to the preparation. Regret the change, but will change if they understand and desire for change and process control. The exchange of information promotes a sense of Participation and allows people to feel accepted and respected (Atchison and Bujak, 2001, p. 141).

Toseland, Palmer-Beat, and Chapman (1986) recommends that individual managers cooperate, share their knowledge and skills, a broader decision-making will be achieved when leaders instead of working independently. For example, a group of geriatric psychiatric nurse to lead a group of health problems, enriched by a social worker, group therapy, or start a mentalcan lead> Health Assistant reality therapy group-oriented structure (Toseland et al., 1986). common commitment to provide leadership in the future, develop, coordinate and integrate the complex and changing health scenarios Century 21.

Respect for authority and the work ethic

Haase-Herrick (2005) proposed the shared leadership with the ability to increase or improve the trust between individuals. Leadership is to improve the functions of mobilizationIndividuals to create positive environments for the practice of health) to support the work of the group (Haase-Herrick, 2005. Ability to lead a team so that the moral leadership to strengthen the work ethic, and others build the capacity for their potential in a group to complete. leadership is the ability of people to achieve a common goal. Teams build leadership and member benefits shared commitment to the process of creating the team's common emotions within the group (Pescosolido,2002).

Cooperation between the State and Government in health sector

There are new models that emerge, based on a new approach for producing such an effective collaboration in the direction to add. Wieland et al., 1996) describe (trans-disciplinary teams in health, the members trust each other sufficiently developed in faith and doctrine of exploration and learning at all levels of political leadership. Cooperation is divided, but the ultimate responsibilityEfficiency is up to team members available. collective responsibility, for example, could be a situation to serve the clinical team in a leadership role in all cases, regardless of their disciplinary knowledge (Wieland et al., 1996). The combined efforts of the leadership model allows for independence and equality of relevant professional under pressure, while team members to achieve consensus on the objectives and priorities of the group. It 'importantImportance of cooperation in a complex and changing medical care. The emphasis on the primary is a combination of state and government, ultimately rest on faith in the common objectives of the organization, but a joint effort. Atchison and Bujak (2001) recommended, it is important that the importance of keeping everyone informed of ultimate success, but a concerted effort to emphasize once again. Clarification of expectations and shows how specificamendments relate to the participants' commitment to leadership (important Atchison and Bujak, 2001)

leadership at all levels

Capacity in the 21st century, calling his leadership and motivation skills, and other facts to the competent authorities as possible. According Elsevier (2004) Leadership is the ability of a computer or a number of people in an ethical way of construction, property and energy production and leadTalents to achieve a common goal. Leadership is motivating and encouraging all at the same time meet other goals. Leadership is the vehicle where the vision is clear, although the promotion of communication in both directions at all levels of organization (Elsevier, 2004).

The leaders of the 21st century must change to identify competent and how to encourage others to experience these changes for the mutual benefit of the institutionObjectives. Elsevier (2004) proposed Heads of State and Government must be comfortable with change comes the change, new opportunities for cooperation between the followers and companions (Elsevier, 2004). Improving change initiatives at the same time that these changes are understood and fully exercise a priority for the leadership, commitment to the leadership election.

Leadership as an agent of change

Longer, and Rakic Darr (2000) suggest that organizational changes in healthmaintenance organization does not occur absent certain conditions. The keys are the people who are catalysts for change and who will manage the organizational changes. These people are called agents of change. Anyone can be an agent of change, but this role is usually played by management. Stockbrokers must recognize that organizational change is to change people. We can not change leads to the motivation of change agents. change agents need a jobshared values and attitudes, a new consensus that people with a crucial step for an organization such as the sale and the new type of defense against the opposition (the longest, Darr and Rakic, 2000). As health care organizations in the 21st century, successful leaders must have the skills necessary to make changes in individual computers. Longer, and Rakic Darr (2000) suggested one of the main categories of change is a team or teamsDevelopment, obstacles to effective group of self-sufficiency in managing the group process and facilitate the process of change (the longest, Darr and Rakic, 2000). A leader who supports the effort to try to minimize the strength to build a consensus for change goals with organizational culture.

End

Leadership in health care complex picture in the 21st century, people must be committed to the promotion of teamEfficiency. Sarner (2006) suggest that leadership is a "power-and value judgments relationship between leaders and followers, the real changes that reflect their common goals and objectives." In other words, is the dynamic that galvanized people into groups to do different things, or things better - for themselves, for their company in the world around them. The main components of the guide was more or less constant: intelligence, intuition,Instinct, vision, communication, discipline, courage, firmness (Sarner, 2006). In the 21st century managers must know how to collect and sort information structure, and tap into new ways to create clear objectives, both within the organization and individuals need. The large capacity, which may in the learning process of leadership is the ability to listen to colleagues and staff only to promote a common consensus. To communicate a visionin the future, a commitment to work with other leaders, and may move in the process of achieving the management of organizational goals.

References

Atchison, AT & Bujak, JS (2001). Leading transformational change: the Executive Medical Association. Chicago, IL: Press of health management.

Blackwell, R. (2004). Leadership and change management. The competence and intelligence of 12 (2), 16-17. From October 8, 2006 byhttp://web.ebscohost.com/ehost/delivery?vid=14&hid=16&sod

Haase-Herrick, K. (2005). Opportunities for Stewardship: Leadership for the future. Nursing Administration Quarterly, 29 (2), p. 115-118. As of March 23, 2006, from Ovid Technologies, Inc. e-mail service.

Kerfoot, K., & Wantz, S. (2003). Compliance leadership: the 17th century model that does not work. Dermatology Nursing, 15 (4), 377 June 3, 2005, fromhttp://proquest.umi.com/pqdweb?index

Longest, B., Rakic, JS and Darr, K. (2000). Management of health services and systems of organizations (4th ed.) Baltimore, MD: Health Professions Press, Inc.

Pescosolido, AT (2002). Emerging leaders as managers of group emotions. Leadership Quarterly 185 (2002), xxx-xxx. From October 5, 2006 by 20Leaders http://www.unh.edu/management/faculty/ob/tp/Emergent %%%%% 20AS 20Group 20of% 20Management 20Emotion.pdf

Sarner M.(2006). Perhaps learned leadership? From October 8, 2006 FastCompany.com
of http://www.fastcompany.com/articles/archive/msarner.html

Toseland, RW, Palmer-Beat, J., & Chapman. D. (1986). Teamwork in psychiatric institutions. National Association of Social Workers], Inc. May 29, 2005 [http://www.apollolibrary.com/srp/login.asp

Wieland, D., Kramer, J, Waite, MS, Rubenstein, LZ, and Laurence Z. (1996). The geriatric interdisciplinary teamCare. The behavior of Scientific American. Since 1 May 2005, [http://proquest.umi.com/pqdwebindex=1]