Corporate Social Responsibility and Business Ethics in Barclays Bank Dissertation

Corporate Social Responsibility and Business Ethics in Barclays Bank - Dissertation Example The three concepts were discussed in relation to the roles they play in the strategic management of businesses, indicating that while they are generally viewed as peripheral issues to the maximisation of profits – the generally conceded principal aim of going into business – these concerns are actually central to the generation of revenues that lead to higher profits. CSR and stakeholder satisfaction, in particular regarding employees and customers, appeal to the market and therefore contribute significantly to the strategic and, ultimately, the financial success of the business. 24 List of Tables Table 1: Values and behaviours at Barclays Bank 33 Table 2: Performance of Barclays vs. Industry Leaders 34 Table 3: Frequency distribution of respondents according to age 38 Table 4: Frequency distribution of respondents according to gender 39 Table 5: Frequency distribution of respondents according to educational attainment 39 Table 6: Frequency distribution of respondents a ccording to length of association with Barclays Bank 40 Table 7: Customer satisfaction ratings 42 Table 8: Employee satisfaction ratings 45 Table 9: Respondents' perception of Barclays’ CSR for employees 47 Table 10: Respondents' perception of Barclays’ CSR for customers 49 Table 11: Respondents' perception of Barclays’ CSR for society 49 Table 12: Respondents’ perception of Barclays’ CSR for Government 50 Table 13: Respondents' perception on Barclays’ CSR for competitors 52 Table 14: Respondents' perception of Barclays’ CSR for the environment 53 Table 15: Respondents' perception of Barclays’ CSR for sustainability 54 Table 16: Respondents' perception of Barclays’ CSR for civil society 57 Table 17: Summary of mean scores for CSR perception 58 Table 18:Table of Pearson correlation coefficients between CSR & EMPSAT/CUSTSAT 60 Chapter 1: Introduction 1.1 Chapter overview The introductory chapter of this dissertation sets t he context within which the research problem is to be viewed. Specifying the context of the study delimits the perspective that an issue may be viewed, and sets the focal point and the boundaries for the study. The background of the research problem shall be discussed, leading to a statement of the purpose and objectives of the study. From the objectives, the research questions are articulated, in order to lead to findings that would eventually support the conclusion. Any assumptions made by the study are included, as well as the definitions of specific words and phrases relevant to their use in the dissertation. The significance of the study and its relevance to the industry and the broader social environment is thereafter discussed. 1.2 Background of the research problem The banking industry is a pillar of the nation’s economy and a vital determinant of the health and viability of business activity. Banks perform four critical functions: (1) their intermediation function, w here the banks intermediate between economic units with excess and deficient financial resources; (2) they adapt and modify terms and risks to the market

Death Cap mushroom Essay Example for Free

Death Cap mushroom Essay If you took RNA polymerase out of the equation? Human cells use RNA polymerase to make a template of a cell’s DNA. It is one of the first steps in the process of eventual protein production. RNA is the enzyme that makes RNA chains using genes found in DNA as a pattern. These specific genetic codes are  expressed on mRNA. When the toxin blocks the action of RNA  polymerase, it by default, stops the production of mRNA in the transcription phase. mRNA, if available, goes on to the translation phase and is read by tRNA. In the reading of the mRNA pattern, tRNA matches the correct amino acid to that specific pattern. The amino acids are read and placed three at a time to match the mRNA codon. From these codon of amino acids, polypeptides are formed with the help of the cell’s ribosome. In turn, these polypeptides form to make proteins. (Hudon-Miller, 2012) What’s the big deal about protein? Proteins, the performers of the cell, cause action at all levels of cellular functioning. At the cellular level protein is needed to reproduce that cell, for cell structure and functioning. Proteins are also used as enzymes to begin other biochemical functions that affect everything from immunity to electrolyte balance. The liver’s function has decreased because the proteins needed to make it’s cells work have been blocked by alpha-amanitin’s ability to stop protein production simply by blocking the function of RNA polymerase. These proteins are so important that without them you die as they destroy first your body’s filters, the liver and the kidneys. (Hudon-Miller, 2012; Santi, et al., 2012) References Luca Santi, Caterina Maggioli, Marianna Mastroroberto, Manuel Tufoni, Lucia Napoli, and Paolo Caraceni, â€Å"Acute liver failure caused by amanita phalloides poisoning.† International Journal of Hepatology, vol. 2012, Article ID 487480, 6 pages, 2012. doi:10.1155/2012/487480 Hudon-Miller, S. (2012) Death cap mushrooms. Retrieved from http://www.youtube.com/watch? v=vXONgeDC31Afeature=youtu.be

Psychological Contract Of Generation Y Management Essay

Psychological Contract Of Generation Y Management Essay The mutual expectations people have from one another in a relationship of employer employees are commonly referred to as a psychological contract. The content of these contracts can be changed over time and can affect the behavior of the two. The origins of these psychological contracts go beyond thousands of years back. Amidah (1998) was one of the initial writers who used the term psychological contract as the mutual understanding between employees and their employers. The psychological contract between employers and employees related to job security has been facing changes due to the economic down grading. The increasing rate of short term and contractual employment has forced employees to seek self actualization sort of psychological contracts. The changing nature of psychological contracts of generation Y has certain implications on organizations which have always been interesting to a workforce committed to the organizational goals and objectives. According to recent literature, psychological contract is an individuals beliefs necessary to perform commitment that may exist between employee and the organization (Lester, Turnley et.al. 2002). Individuals perception and expectations from the organization in terms of receiving benefits, wages and opportunities against the services provided to the organization by the employee used to form the foundation of any psychological contract (Lester, Turnley et.al. 2002). The inherent perceptual nature of the psychological contract between employers and employees may have contrasting implication about obligations of the contract (Lester and Kickul, 2001). Nowadays companies are more focused on the achievement of corporate goals and profit margins while noticing stock market prices because of the competitive business environment all around the world (De Meuse, Bergmann et. Al., 2001). This is because of the fact that world has seen the problem of corporate downsizing, restructuring and mergers since 1980s and 1990s (De Meuse, Bergmann et. al 2001). This current scenario of doing business has absolutely changed the nature of employee and employer contract and the demand of this relationship. In past, these psychological contracts were of long term where employees were committed with an organization where they continued to learn as well as they got high job ranking but now the psychology of the contract has seen changing nature because of the availability of short term employment with upscale designation for professionals and technical workers (Smithson and Lewis, 2000, Lester and Kickul, 2001). Hiring of high skilled professional(s) for specific task completion is one of the emerging trends in business community (Lester and Kickul, 2001) and consequent termination of the staff with the attainment of work objectives. This phenomena has made the modern workplace a source of stress and extra work load and job insecurity and decreased commitment to organizational goals and objectives in return (De Meuse, Bergmann et. al). The need of personal growth, development of transferable skills, networking opportunities and career management for immediate job has been gaining potential among professionals due to the current scenarios of job insecurity (De Meuse, Bergmann et.al., 2001, Lester and Kickul, 2001). The changing environment of employment has considered another driver of the change in nature of psychological contracts of generation Y. The previous employees to employer psychological contracts were relational in nature and their specific features were trust, respect and loyalty between the employee and the employer. But this new insecure job environment has randomly changed the nature of psychological contract from relational to transactional nature. This transactional exchange has been defined by De Meuse and Begmann et.al (2001) as an explicit or an implicit promise having capacity of maintaining information about monetary remuneration available to employee against his services to the organization. This periodical change in nature of psychological contract was predicted by Rousseau and Parks in a research conducted during 1993 with explanation of change in the nature of contract from relational to transactional in case of occurrence of any violation of the contract. However, it is important to maintain the equilibrium of trust between the employee and the employer either in relational psychological contract or in transactional psychological contract. But in present situation of job insecurity it is hard to have any trust on employer or employee. Therefore, the lack of job security has brought the concentration of employee to acquire transferable skills and techniques and contracts of transactional type (De Meuse, Bergmann et al). Impacts of the changing nature of psychological contract of generation Y on organizations With the emergence of new markets, competitors and technologies have been increasingly changing the behavior of organizations towards the hiring of skilled employees at every level of the organization (Lester and Kickul, 2001). Businesses of today are only selecting skillful employees for short term periods to make their projects accomplished by utilizing the skills and expertise of professionals (Lester and Kickul, 2001). It is because of the use of new technologies in business processes and to get competitive edge in the market. To achieve this desired level, organizations have to keep track of professionals and motivated and committed workforce to efficiently achieve their goals. It has been studied that changing nature of psychological contracts is because of the reducing commitment of employees due to job insecurity and enhanced competition faced by todays employers (Bunderson 2001, Lester and Kickul, 2001). However, high level of commitment and satisfaction is enjoyed by the employees who have long term psychological contract as per studies conducted during 1998. There are measures to be taken by the organization to retain and motivate their employees even on presence of economic pressure and new organizational structure (Lester and Kickul, 2001). The level can be achieved by just understanding the elements of psychological contracts as well as the fact that it is a continually changing and evolving contract and organizations have the right of making a choice regarding an employee to get committed and motivated workforce and employment. According to Maslows hierarchy theory, the highest need for humans is self-actualization. Lester and Kickul (2001) states that today  employees are  becoming increasingly aware of the non-monetary rewards that companies are willing to provide  in exchange for their skills. This suggests that employees are now at a point in time where they are able to seek out the self-actualization. Self-esteem or self actualization is the highest need of humans as stated by Maslows hierarchy theory. Employees are increasingly getting awareness of the behavior of organizations of giving non-monetary rewards to employees against the skills of professionals and technical persons (Lester, Kickul, 2001). This is the time when it can be suggested that employees are gradually heeding towards the state of self actualization. Stalker (2000) stated that successful companies of the day are keeping balance between the needs of the employee and the needs of the organization. To achieve this, companies are needed to maintain a balance between their efforts and time investment. Managers are responsible to achieve this balance while keeping the workforce committed and motivated (Lester, Turnley et, al., 2002). It is a fact that nowadays job insecurity has made psychological contracts a dynamic and evolving one and can be handled by the organization by just understanding the causes of changes and timely changes in the contract according to the needs and demand of the sources (Lester and Kickul, 2001). Lester and Kickul (2001) shows that a  proactive approach to the psychological contract is likely to reduce an employees intention to leave since their needs are more likely to be met by the organization. The other step that can be an effective support to minimize the gap of psychological contract is communication. Better and timely communication between the contracting bodies can reduce the conflict and can reduce the gap of psychological contracts (Lester and Kickul, 2001). Open book management techniques are an effective communication tool between the organization and employees and help in the formation of an effective communication framework for the organizations. Successful organizations are required to start working on the psychological contract before the hiring of the employee. The organizations publications, interview processes, contract negotiation and orientation processes are some of the ways that can help the organizations to make better changes in the psychological contract and keep it up to date (Niehoff and Paul 2001). An organizations publications and literature creates the first impression of the values espoused by the employer.  The interview process then establishes an image of the organization for potential employees (Niehoff, Paul, 2001), while promoting expectations  ranging from the tangibles  such as pay and benefits,  to the intangibles such as  treatment of employees or degree of empowerment etc (Niehoff, Paul, 2001). As suggested by Niehoff and Paul (2001), by  providing Realistic Job Previews such as that done by Cisco Systems  (Lester and Kickul, 2001), candidates can be given a  clear and realistic view of the actual expectations of the duties, work hours and performance levels  (Niehoff and Paul, 2001).  The negotiation process after an offer is made to a candidate  provides a further  opportunity to clarify the specific details of the expectations of both parties  (Niehoff, Paul, 2001). Finally the orientation program (either formal or informal) gives an o pportunity to re-enforce the psychological contract that has been formed. By having all of these in line with each other and in line with the companys expectations allows the company to form a contract that is more likely to be clearly understood by both parties and has a less chance of being breached. Conclusion Changed psychological contract is the demand of the modern economic environment. It is the demand of both the organization and employees. The psychological contract of generation Y are more transactional and related to self actualization. This change in the nature of the contract has been considered by the management of an organization and employees with the increasing demand of giving more time and effort in the formation of psychological contract acceptable to the organization and employees. As it has been seen that psychological contracts are formed on the basis of trust but it can be strengthened by the two following factors: Internal factors External factors Internal factors can be the individuals perception that can be the outcome of his or her cultural behavior. But external factors include situations that how the organizations are shaping their policies in the interest of employees and how much they are acknowledging the perceived obligations according to the formal contract of employment with those professionals or skilled technicians. These measures can be used to determine the commitment of employees to the organizational goals and objectives and any violations can lead to job satisfaction depletions actions. However, the choice to be in employment contract can be up to individual employee. The long lasting employer to employee relationship can only be possible if there is a strong build up credibility between employer and employee. This credibility can give the contract more and more reliance and can be effective to build up a long lasting relationship. Psychological contract will remain strong till the time they remain in favor of the employees orientation towards the life and can be the source of strong commitment of the individuals to be or not to be the part of an organization. But with the change and any amendments in organizational structure, strategy, and the job role, the individual can shift to new works and job roles and this new work role can be the source of better return on relationship (ROR) than on return on investment (ROI). Strong and reliable psychological contract can provide the organization with a healthy and fruitful relationship between employee and employer that would be helpful in the sustainability of the organization. Whatsoever it can be better concluded in a way that changing nature of psychological contract of generation Y is only the result of changing nature of job environment and increasing insecurity to jobs. Therefore employees have transformed their interest from signing relational contract to transactional contract. This transformation of contract nature has caused the o rganization to bear the loss of committed and loyal workforce for long period of time on one hand while getting benefit of having highly skilled professionals for the completion of their project within short period of time.

World of the Work Essay -- Literary Analysis, Song of Solomon

Toni Morrison’s novel Song of Solomon tells the account of an African American male's hunt for his individuality through a discovery of his ancestor’s past. Morrison tells this legend through the character of Solomon, the great-grandfather of Milkman Dead. Through learning of the tale of Solomon and his capability to soar, Milkman discovers a strong sense of satisfaction in his heritage and realizes he must treasure his community and family. While most of the narrative occurs from 1931-1963, there are intermittent flashbacks from the late nineteenth century. Two distinct settings in Song of Solomon play a key but contrasting role in identifying and understanding the personality of its inhabitants and the importance of human interaction as a whole. While the town close to Lake Superior is never given a title, the reader imagines it is Detroit, Michigan. In the beginning of the novel, the narrator focuses on the Southside and the road the residents call â€Å"Not Doctor Street†, a primarily black area (Morrison 4). This street name gives â€Å"Southside residents a way to keep their memories a...

Children Should Be Placed with Adoptive Parents

This report will be discussing the views on parent adopting children of difference races and colour. It will also be explaining the word used to describe for parents adopting children of different race and colour. Additionally, the report will also mention the history and meaning of ‘trans-racial adoption’ and the arguments that surround this topic. The terminology used for parent to adopt a child of another race or colour is trans-racial adoption (TRA) or inter-racial adoption.The meaning of TRA is to place a child from a race or ethnic group with adoptive parents of another race or ethnic group. The question within society has been arisen whether children should always be placed in a home where the parents are from the same race or colour, which is where issues of whether TRA is practical in the long run. The most heated controversy throughout the history of TRA, has been to do with black children being adopted by white adoptive parents.Andrew Morrison states from his 2004 Journal â€Å"Trans-racial Adoption: The Pros and Cons and the Parents’ Perspective† that black families rarely adopt white children as there are considerably more white parents who are generally looking to adopt. Up to 40% of children who are up for adoption are black, and social workers often refuse to accept the idea of black parents adopting white children In the public record, the first publicly recorded documentation in the United States that white parents adopted a Black child shows that such an adoption took place in 1948, in Minneapolis, Minnesota.Until the 1950s, TRA was almost unheard-of; the prevailing policy and practice of adoption agencies discouraged such adoptions. The justification for these policies and practices was the prevailing belief that race matching would increase the chances of a good parent child relationship. Although TRA of Native American children had occurred frequently over the past century, formal placement of Native American chi ldren with white parents was particularly prevalent in the late 1950s (Andrew Morrison, 2004)

History of Cocaine

One of the most widely used illegal drugs in the United States is cocaine, and like many other drugs, it comes from a plant that has been used for thousands of years in other parts of the world. Cocaine comes from the coca leaf, a plant that has a long history in spiritual rituals. It used to be that in the Andean Indian culture, the coca plant was linked to a sacred goddess. These cultures believed that they had to please the coca goddess in order to have a successful harvest.The leaves of the coca plant were chewed or smoked to help these natives connect with spiritual beings, as well as provide magical protection and powers. Coca leaves were chewed only by the leaders or royalty. Over time lower classes were encouraged to chew the leaves to experience the benefits. Over the course of the next several years the American majority became more and more aware of the dangers of cocaine. As this problem got eventually so bad it came to no choice but to ban the social use of cocaine. This public pressure forced Pemberton to remove cocaine from Coca Cola in 1903.Eventually the public pressure became so great as to place a national prohibition on cocaine and in 1920 cocaine was added to the list of narcotics to be outlawed by the passing of The Dangerous Drug Act of 1920. Unfortunately with other drugs like heroin, the dangers of cocaine abuse were recognized by law makers after the fact. The market for cocaine had already been established into American history and culture and is with us today. Cocaine has had a rocky history in the United States. There has been much controversy about the connection between the United States government and cocaine dealers.There have been articles and books written about the CIA working with cocaine dealers to help win the war on communism. Others argue that the aggressive role the U. S. government played in banning the drug actually led to the smuggling of it into our country. In fact, it was the negative side effects of cocaine use t hat was responsible for the phrase, â€Å"dope fiend†. This came about because of the behavior of a person abusing cocaine for prolonged periods of time. Because cocaine is such a powerful stimulant, prolonged daily use of the drug creates severe sleep deprivation and loss of appetite.A person might go days or sometimes weeks without sleeping or eating properly. The user often experiences psychotic behavior. Coming down from the drug causes a state of depression for the person in withdrawal. This person can then become so desperate for more of the drug that they will do just about anything to get more of it, including murder. If the drug is not readily available the depression experience in withdrawal can become so great the user will sometimes become suicidal. It is because of this effect on the user that the word â€Å"fiend† became associated with cocaine addiction.

Organizational Change

Organizational Change Plan-Part One The use of mobile technology for health care professionals, including personal digital assistants (PDAs) has increased exponentially in both clinical practice and nursing education (Farrell & Rose, 2008). Some evidence exists that the use of a PDA in health care settings may improve decision-making, reduce the numbers of medical errors, and enhance learning for both students and professionals (Nilsson, 2008); for these reasons, the Learning Technology Committee (LTC) at Sinclair Community College (SCC) explored the benefits of nursing students using the PDA at the bedside in the clinical setting.The committee proposed a change, Project PDA, to implement the use of PDA among novice nursing students and faculty. The following paragraphs will focus on the assessment and plan of the Project PDA; and examine the rationale for the change, barriers to change, influences on change, application of a theoretical model and resources available to support t he change initiative. Rationale for Change Healthcare is a dynamic and evolving field of knowledge. Nursing students are trying to learn and implement this large amount of information at a rapid pace.Nursing students are generally unsure of their skills, feel insecure about their knowledge level, and lack self-confidence (Fisher & Koren, 2007). Many advantages have been seen with the use of the PDA, such as time savings, reduction of errors, and ease of use (Miller, Shaw-Kokot, Arnold, Boggin, Crowell, Allegri, Blue, & Berrier, 2005). Through the use of the PDA, it is thought, the nursing student will have reduced stress, fear, and improved self-confidence (Martin, 2007). Students will benefit from gaining immediate access to resources at the point of care, become more efficient, and spend more time focusing on patient care.PDAs will provide a bridge for students to apply theoretical learning to practice and foster the development of critical reasoning skills and professiona l autonomy. Nurse educators will need to develop creatively new, innovative models of teaching to keep up with changing society and technological advances in nursing practice (Jeffries, 2005). Adopting this new technological process will ensure SCC is keeping up with the trends of technology in nursing education. Organizational and Individual Barriers to Change Organizational change is a complicated process and is likely to be met with resistance.According to Borkowski (2005), resistance may originate from two sources: organizational barriers and individual barriers. These barriers threaten to impede change success. In an effort to avoid change failure, management must identify and understand potential barriers to change. Organizational barriers are typically beyond the control of management and may be perceived as insurmountable, which in the early stages of change can prove to be futile (Borkowski, 2005). Two potential organizational barriers to implementing Project PDA are cultur al complacency; and the lack of financial and technology resources.The first barrier was cultural complacency. Spector (2010) suggests that organizational culture may enable and create barriers to change. The nursing department has functioned like a well oiled machine as result of shared values and beliefs among faculty and students; subsequently creating a complacent atmosphere. Management must change the culture of the nursing department to engage faculty and students; and promote behaviors in line with the proposed change. The second barrier was the lack of financial and technology resources.The college was in the midst of a new levy campaign and there were no current funds allocated in the nursing department budget for technology improvements including the purchase of equipment. The college does not own PDAs for the students or faculty to use. No process was in place for technical support if students were to experience challenges with the device. The individual barriers identifi ed included lack of motivation, staff support, and computer competency. Faculty and students may lack motivation if they perceive the change will disrupt the status quo, or the preference for the current situation (Borkowski, 2005).The lack of support and acceptance of the new technology by other clinical staff and faculty is one of the key challenges of implementing new technology into educational programs (Farrell & Rose, 2008). Some students and faculty are computer literate, but many are less familiar and lack experience with computer systems. As a result, it will take time for students, faculty, and clinical staff to become comfortable with using the PDA. Factors of Influence The college’s readiness to change could lead to success or failure.The change itself is not the reason, but the organization’s culture of environment and the employees respect, trust, and attitude toward the management implementing the change (Krause, 2008). The attitudes of faculty and s tudents may directly affect how responsive and committed they will be to the change process. The factors of influence within any organization may originate or draw in part on the quality of leadership (Krause, 2008). The leaders must implement strategies to communicate the value of the change, establish a coalition, and empower all participants to become change agents.Theoretical Model Kurt Lewin’s change theory was the theoretical framework selected for analyzing the change process involved in adopting the use of PDAs in the clinical setting as planned in Project PDA. Lewin’s change theory identified three stages in the change process-unfreeze, move, and refreeze. To unfreeze leaders must create a sense of disequilibrium to motivate change. A pre-pilot survey completed by the LTC revealed students and faculty believed time management was the priority challenge for students in the clinical setting.PDA use is expected to improve time management skills. In stage two, cha nge is implemented. Students and faculty will be required to use the PDA during clinical for access required textbooks and other resources. The final stage, refreeze, the change is cemented into the organization’s culture (Spector, 2010). The LTC will evaluate the change process, communicate progress, maintain support structures, reinforce required behaviors and encourage continued commitment to sustain the change. Internal and External ResourcesBorkowski (2005) noted managers must be certain adequate resources are available to implement change and ensure organizational goals are met. The nursing department at SCC is fortunate to have access to internal and external resources needed to support efforts to implement Project PDA. A strong organizational structure facilitates collaboration within the department. Webinars will be used for faculty and student development. The nursing department secured grant funding to purchase 16 i-Touch devices for faculty. Students will use fina ncial aid to purchase the PDA and software undle. E-book resources will be made available through contracted publishing vendors. Learning and troubleshooting tutorials will be included with the software as well as the Sinclair Help Desk will be available for technical support. Information technology has integrated in the health care delivery systems to include the use of personal digital assistants (PDA) and other computer devices (Fisher & Koren, 2007). Teaching institutions are being challenged to keep up with the trends in technology and meet demands for use of hand held devices.In response to this challenge, SCC proposed to implement Project PDA. Students and faculty will begin using PDAs in the clinical setting. The use of these devices will provide real-time access to important resources enabling medical personnel and students to manage point of care activities more efficiently (Lee, 2006). As a result, students will be less stressed, more confident, and more competent hea lth care providers. Change may be complicated by organizational or individual barriers.The specific barriers were identified as cultural complacency, lack of financial and technology resources, employee motivation, staff support, and computer competency. Organizational change in the nursing department at SCC could be influenced by the nursing department’s readiness for change; and the attitudes of faculty, students, and clinical staff toward the change. The Kurt Lewin change theory was applied to Project PDA examining the three stages of the change process. Leaders at SCC have access to internal and external resources necessary to implement the proposed change.The presence of a solid organizational structure, access to grant funding, technology resource vendors, and on-site technical support will facilitate the success and sustainability of Project PDA. Organizational Change Organizational Change Plan-Part One The use of mobile technology for health care professionals, including personal digital assistants (PDAs) has increased exponentially in both clinical practice and nursing education (Farrell & Rose, 2008). Some evidence exists that the use of a PDA in health care settings may improve decision-making, reduce the numbers of medical errors, and enhance learning for both students and professionals (Nilsson, 2008); for these reasons, the Learning Technology Committee (LTC) at Sinclair Community College (SCC) explored the benefits of nursing students using the PDA at the bedside in the clinical setting.The committee proposed a change, Project PDA, to implement the use of PDA among novice nursing students and faculty. The following paragraphs will focus on the assessment and plan of the Project PDA; and examine the rationale for the change, barriers to change, influences on change, application of a theoretical model and resources available to support t he change initiative. Rationale for Change Healthcare is a dynamic and evolving field of knowledge. Nursing students are trying to learn and implement this large amount of information at a rapid pace.Nursing students are generally unsure of their skills, feel insecure about their knowledge level, and lack self-confidence (Fisher & Koren, 2007). Many advantages have been seen with the use of the PDA, such as time savings, reduction of errors, and ease of use (Miller, Shaw-Kokot, Arnold, Boggin, Crowell, Allegri, Blue, & Berrier, 2005). Through the use of the PDA, it is thought, the nursing student will have reduced stress, fear, and improved self-confidence (Martin, 2007). Students will benefit from gaining immediate access to resources at the point of care, become more efficient, and spend more time focusing on patient care.PDAs will provide a bridge for students to apply theoretical learning to practice and foster the development of critical reasoning skills and professiona l autonomy. Nurse educators will need to develop creatively new, innovative models of teaching to keep up with changing society and technological advances in nursing practice (Jeffries, 2005). Adopting this new technological process will ensure SCC is keeping up with the trends of technology in nursing education. Organizational and Individual Barriers to Change Organizational change is a complicated process and is likely to be met with resistance.According to Borkowski (2005), resistance may originate from two sources: organizational barriers and individual barriers. These barriers threaten to impede change success. In an effort to avoid change failure, management must identify and understand potential barriers to change. Organizational barriers are typically beyond the control of management and may be perceived as insurmountable, which in the early stages of change can prove to be futile (Borkowski, 2005). Two potential organizational barriers to implementing Project PDA are cultur al complacency; and the lack of financial and technology resources.The first barrier was cultural complacency. Spector (2010) suggests that organizational culture may enable and create barriers to change. The nursing department has functioned like a well oiled machine as result of shared values and beliefs among faculty and students; subsequently creating a complacent atmosphere. Management must change the culture of the nursing department to engage faculty and students; and promote behaviors in line with the proposed change. The second barrier was the lack of financial and technology resources.The college was in the midst of a new levy campaign and there were no current funds allocated in the nursing department budget for technology improvements including the purchase of equipment. The college does not own PDAs for the students or faculty to use. No process was in place for technical support if students were to experience challenges with the device. The individual barriers identifi ed included lack of motivation, staff support, and computer competency. Faculty and students may lack motivation if they perceive the change will disrupt the status quo, or the preference for the current situation (Borkowski, 2005).The lack of support and acceptance of the new technology by other clinical staff and faculty is one of the key challenges of implementing new technology into educational programs (Farrell & Rose, 2008). Some students and faculty are computer literate, but many are less familiar and lack experience with computer systems. As a result, it will take time for students, faculty, and clinical staff to become comfortable with using the PDA. Factors of Influence The college’s readiness to change could lead to success or failure.The change itself is not the reason, but the organization’s culture of environment and the employees respect, trust, and attitude toward the management implementing the change (Krause, 2008). The attitudes of faculty and s tudents may directly affect how responsive and committed they will be to the change process. The factors of influence within any organization may originate or draw in part on the quality of leadership (Krause, 2008). The leaders must implement strategies to communicate the value of the change, establish a coalition, and empower all participants to become change agents.Theoretical Model Kurt Lewin’s change theory was the theoretical framework selected for analyzing the change process involved in adopting the use of PDAs in the clinical setting as planned in Project PDA. Lewin’s change theory identified three stages in the change process-unfreeze, move, and refreeze. To unfreeze leaders must create a sense of disequilibrium to motivate change. A pre-pilot survey completed by the LTC revealed students and faculty believed time management was the priority challenge for students in the clinical setting.PDA use is expected to improve time management skills. In stage two, cha nge is implemented. Students and faculty will be required to use the PDA during clinical for access required textbooks and other resources. The final stage, refreeze, the change is cemented into the organization’s culture (Spector, 2010). The LTC will evaluate the change process, communicate progress, maintain support structures, reinforce required behaviors and encourage continued commitment to sustain the change. Internal and External ResourcesBorkowski (2005) noted managers must be certain adequate resources are available to implement change and ensure organizational goals are met. The nursing department at SCC is fortunate to have access to internal and external resources needed to support efforts to implement Project PDA. A strong organizational structure facilitates collaboration within the department. Webinars will be used for faculty and student development. The nursing department secured grant funding to purchase 16 i-Touch devices for faculty. Students will use fina ncial aid to purchase the PDA and software undle. E-book resources will be made available through contracted publishing vendors. Learning and troubleshooting tutorials will be included with the software as well as the Sinclair Help Desk will be available for technical support. Information technology has integrated in the health care delivery systems to include the use of personal digital assistants (PDA) and other computer devices (Fisher & Koren, 2007). Teaching institutions are being challenged to keep up with the trends in technology and meet demands for use of hand held devices.In response to this challenge, SCC proposed to implement Project PDA. Students and faculty will begin using PDAs in the clinical setting. The use of these devices will provide real-time access to important resources enabling medical personnel and students to manage point of care activities more efficiently (Lee, 2006). As a result, students will be less stressed, more confident, and more competent hea lth care providers. Change may be complicated by organizational or individual barriers.The specific barriers were identified as cultural complacency, lack of financial and technology resources, employee motivation, staff support, and computer competency. Organizational change in the nursing department at SCC could be influenced by the nursing department’s readiness for change; and the attitudes of faculty, students, and clinical staff toward the change. The Kurt Lewin change theory was applied to Project PDA examining the three stages of the change process. Leaders at SCC have access to internal and external resources necessary to implement the proposed change.The presence of a solid organizational structure, access to grant funding, technology resource vendors, and on-site technical support will facilitate the success and sustainability of Project PDA. Organizational Change Organizational Change Plan-Part One The use of mobile technology for health care professionals, including personal digital assistants (PDAs) has increased exponentially in both clinical practice and nursing education (Farrell & Rose, 2008). Some evidence exists that the use of a PDA in health care settings may improve decision-making, reduce the numbers of medical errors, and enhance learning for both students and professionals (Nilsson, 2008); for these reasons, the Learning Technology Committee (LTC) at Sinclair Community College (SCC) explored the benefits of nursing students using the PDA at the bedside in the clinical setting.The committee proposed a change, Project PDA, to implement the use of PDA among novice nursing students and faculty. The following paragraphs will focus on the assessment and plan of the Project PDA; and examine the rationale for the change, barriers to change, influences on change, application of a theoretical model and resources available to support t he change initiative. Rationale for Change Healthcare is a dynamic and evolving field of knowledge. Nursing students are trying to learn and implement this large amount of information at a rapid pace.Nursing students are generally unsure of their skills, feel insecure about their knowledge level, and lack self-confidence (Fisher & Koren, 2007). Many advantages have been seen with the use of the PDA, such as time savings, reduction of errors, and ease of use (Miller, Shaw-Kokot, Arnold, Boggin, Crowell, Allegri, Blue, & Berrier, 2005). Through the use of the PDA, it is thought, the nursing student will have reduced stress, fear, and improved self-confidence (Martin, 2007). Students will benefit from gaining immediate access to resources at the point of care, become more efficient, and spend more time focusing on patient care.PDAs will provide a bridge for students to apply theoretical learning to practice and foster the development of critical reasoning skills and professiona l autonomy. Nurse educators will need to develop creatively new, innovative models of teaching to keep up with changing society and technological advances in nursing practice (Jeffries, 2005). Adopting this new technological process will ensure SCC is keeping up with the trends of technology in nursing education. Organizational and Individual Barriers to Change Organizational change is a complicated process and is likely to be met with resistance.According to Borkowski (2005), resistance may originate from two sources: organizational barriers and individual barriers. These barriers threaten to impede change success. In an effort to avoid change failure, management must identify and understand potential barriers to change. Organizational barriers are typically beyond the control of management and may be perceived as insurmountable, which in the early stages of change can prove to be futile (Borkowski, 2005). Two potential organizational barriers to implementing Project PDA are cultur al complacency; and the lack of financial and technology resources.The first barrier was cultural complacency. Spector (2010) suggests that organizational culture may enable and create barriers to change. The nursing department has functioned like a well oiled machine as result of shared values and beliefs among faculty and students; subsequently creating a complacent atmosphere. Management must change the culture of the nursing department to engage faculty and students; and promote behaviors in line with the proposed change. The second barrier was the lack of financial and technology resources.The college was in the midst of a new levy campaign and there were no current funds allocated in the nursing department budget for technology improvements including the purchase of equipment. The college does not own PDAs for the students or faculty to use. No process was in place for technical support if students were to experience challenges with the device. The individual barriers identifi ed included lack of motivation, staff support, and computer competency. Faculty and students may lack motivation if they perceive the change will disrupt the status quo, or the preference for the current situation (Borkowski, 2005).The lack of support and acceptance of the new technology by other clinical staff and faculty is one of the key challenges of implementing new technology into educational programs (Farrell & Rose, 2008). Some students and faculty are computer literate, but many are less familiar and lack experience with computer systems. As a result, it will take time for students, faculty, and clinical staff to become comfortable with using the PDA. Factors of Influence The college’s readiness to change could lead to success or failure.The change itself is not the reason, but the organization’s culture of environment and the employees respect, trust, and attitude toward the management implementing the change (Krause, 2008). The attitudes of faculty and s tudents may directly affect how responsive and committed they will be to the change process. The factors of influence within any organization may originate or draw in part on the quality of leadership (Krause, 2008). The leaders must implement strategies to communicate the value of the change, establish a coalition, and empower all participants to become change agents.Theoretical Model Kurt Lewin’s change theory was the theoretical framework selected for analyzing the change process involved in adopting the use of PDAs in the clinical setting as planned in Project PDA. Lewin’s change theory identified three stages in the change process-unfreeze, move, and refreeze. To unfreeze leaders must create a sense of disequilibrium to motivate change. A pre-pilot survey completed by the LTC revealed students and faculty believed time management was the priority challenge for students in the clinical setting.PDA use is expected to improve time management skills. In stage two, cha nge is implemented. Students and faculty will be required to use the PDA during clinical for access required textbooks and other resources. The final stage, refreeze, the change is cemented into the organization’s culture (Spector, 2010). The LTC will evaluate the change process, communicate progress, maintain support structures, reinforce required behaviors and encourage continued commitment to sustain the change. Internal and External ResourcesBorkowski (2005) noted managers must be certain adequate resources are available to implement change and ensure organizational goals are met. The nursing department at SCC is fortunate to have access to internal and external resources needed to support efforts to implement Project PDA. A strong organizational structure facilitates collaboration within the department. Webinars will be used for faculty and student development. The nursing department secured grant funding to purchase 16 i-Touch devices for faculty. Students will use fina ncial aid to purchase the PDA and software undle. E-book resources will be made available through contracted publishing vendors. Learning and troubleshooting tutorials will be included with the software as well as the Sinclair Help Desk will be available for technical support. Information technology has integrated in the health care delivery systems to include the use of personal digital assistants (PDA) and other computer devices (Fisher & Koren, 2007). Teaching institutions are being challenged to keep up with the trends in technology and meet demands for use of hand held devices.In response to this challenge, SCC proposed to implement Project PDA. Students and faculty will begin using PDAs in the clinical setting. The use of these devices will provide real-time access to important resources enabling medical personnel and students to manage point of care activities more efficiently (Lee, 2006). As a result, students will be less stressed, more confident, and more competent hea lth care providers. Change may be complicated by organizational or individual barriers.The specific barriers were identified as cultural complacency, lack of financial and technology resources, employee motivation, staff support, and computer competency. Organizational change in the nursing department at SCC could be influenced by the nursing department’s readiness for change; and the attitudes of faculty, students, and clinical staff toward the change. The Kurt Lewin change theory was applied to Project PDA examining the three stages of the change process. Leaders at SCC have access to internal and external resources necessary to implement the proposed change.The presence of a solid organizational structure, access to grant funding, technology resource vendors, and on-site technical support will facilitate the success and sustainability of Project PDA.