How to Know If Youre Really Ready for a Promotion at Work

How to Know If Youre Really Ready for a Promotion at Work You’ve been offered a promotion at work! Congratulations. It’s an honor and a good sign you’ve been doing a lot of things just right. Upward mobility can be tricky to navigate, and you’re one step closer to the top. But before you jump at the chance to make the transition from team member to department supervisor, there are a few things to keep in mind. Managing requires a markedly different set of additional skills. You might even find yourself doing less of the work you love and more of the managing. The perks are pretty easy to spot. You’ll get paid more, for starters- when taking on additional responsibility, you’re almost always rewarded with extra compensation. Your value to the company goes up, so does your paycheck.But there are also a few drawbacks you might not anticipate:Higher risk: The stakes are higher. So are the hazards, if those apply to your line of work. Also, more of your coworkers will be out to try and get your job. Youà ¢â‚¬â„¢ll have to keep your eyes open and deliver more than you have been expected to deliver previously.More company responsibility: Managers are often congratulated when a team produces good results. But they are also often blamed when those results aren’t up to par. No matter how well you directed your team or how hard you all worked, you’ll be expected to own the end results.Leadership: There’s no escaping the fact that you will have to assume a role of leadership. Good managers have to learn to inspire people, motivate them, keep them on track, give them space to do their work- but not enough to shirk it, etc. You’ll be part educator, part mentor, part taskmaster, part disciplinarian. A big portion of your new job will be spent this way.Delegation: If you’re not good at delegating or ceding control. If you’re a slave to details or have a hard time trusting others to perform at your level, be prepared for some anxiety. You will have to d elegate as a manager, and be comfortable with the results.More managing: If you really love the nuts and bolts of your job, keep in mind that your new job will involve a lot more managerial tasks, and a lot less of what you’re used to doing. This can be a tough adjustment.If you’re starting to feel yourself waver after reading this, ask yourself these three questions:1. Can I tolerate these new demands?Am I prepared to assume the new risk, the new responsibilities, shift my focus from what I’m used to doing to managerial tasks? And am I up for additional challenge and, perhaps, uncertainty? If the answer is yes, keep thinking.2. Can I manage others?If you’ve never managed before, try and think about the last time you were on a group project. Did you delegate any tasks? Take the lead in any way? Try to imagine how your coworkers have interacted with you in these situations. Did you easily assume a confident place of leadership? Did you feel you had their r espect and trust? Or did you hate every minute of it?3. What would I like doing more?It’s a fair question. If you really love your daily work and really don’t enjoy being in a leadership or supervisory position, then the extra money and challenge might not be worth it to you. If you’re really just hoping to work your way up the corporate rungs, then it might be a necessary first step.Remember, as you move up and up, you’ll constantly have to shift your skill set and update it accordingly. Don’t make any big leaps before you’re ready. But keep your eye on whatever prize you have in mind and you’ll be fine.

How to Know If Youre Really Ready for a Promotion at Work

How to Know If Youre Really Ready for a Promotion at Work You’ve been offered a promotion at work! Congratulations. It’s an honor and a good sign you’ve been doing a lot of things just right. Upward mobility can be tricky to navigate, and you’re one step closer to the top. But before you jump at the chance to make the transition from team member to department supervisor, there are a few things to keep in mind. Managing requires a markedly different set of additional skills. You might even find yourself doing less of the work you love and more of the managing. The perks are pretty easy to spot. You’ll get paid more, for starters- when taking on additional responsibility, you’re almost always rewarded with extra compensation. Your value to the company goes up, so does your paycheck.But there are also a few drawbacks you might not anticipate:Higher risk: The stakes are higher. So are the hazards, if those apply to your line of work. Also, more of your coworkers will be out to try and get your job. Youà ¢â‚¬â„¢ll have to keep your eyes open and deliver more than you have been expected to deliver previously.More company responsibility: Managers are often congratulated when a team produces good results. But they are also often blamed when those results aren’t up to par. No matter how well you directed your team or how hard you all worked, you’ll be expected to own the end results.Leadership: There’s no escaping the fact that you will have to assume a role of leadership. Good managers have to learn to inspire people, motivate them, keep them on track, give them space to do their work- but not enough to shirk it, etc. You’ll be part educator, part mentor, part taskmaster, part disciplinarian. A big portion of your new job will be spent this way.Delegation: If you’re not good at delegating or ceding control. If you’re a slave to details or have a hard time trusting others to perform at your level, be prepared for some anxiety. You will have to d elegate as a manager, and be comfortable with the results.More managing: If you really love the nuts and bolts of your job, keep in mind that your new job will involve a lot more managerial tasks, and a lot less of what you’re used to doing. This can be a tough adjustment.If you’re starting to feel yourself waver after reading this, ask yourself these three questions:1. Can I tolerate these new demands?Am I prepared to assume the new risk, the new responsibilities, shift my focus from what I’m used to doing to managerial tasks? And am I up for additional challenge and, perhaps, uncertainty? If the answer is yes, keep thinking.2. Can I manage others?If you’ve never managed before, try and think about the last time you were on a group project. Did you delegate any tasks? Take the lead in any way? Try to imagine how your coworkers have interacted with you in these situations. Did you easily assume a confident place of leadership? Did you feel you had their r espect and trust? Or did you hate every minute of it?3. What would I like doing more?It’s a fair question. If you really love your daily work and really don’t enjoy being in a leadership or supervisory position, then the extra money and challenge might not be worth it to you. If you’re really just hoping to work your way up the corporate rungs, then it might be a necessary first step.Remember, as you move up and up, you’ll constantly have to shift your skill set and update it accordingly. Don’t make any big leaps before you’re ready. But keep your eye on whatever prize you have in mind and you’ll be fine.

How to Know If Youre Really Ready for a Promotion at Work

How to Know If Youre Really Ready for a Promotion at Work You’ve been offered a promotion at work! Congratulations. It’s an honor and a good sign you’ve been doing a lot of things just right. Upward mobility can be tricky to navigate, and you’re one step closer to the top. But before you jump at the chance to make the transition from team member to department supervisor, there are a few things to keep in mind. Managing requires a markedly different set of additional skills. You might even find yourself doing less of the work you love and more of the managing. The perks are pretty easy to spot. You’ll get paid more, for starters- when taking on additional responsibility, you’re almost always rewarded with extra compensation. Your value to the company goes up, so does your paycheck.But there are also a few drawbacks you might not anticipate:Higher risk: The stakes are higher. So are the hazards, if those apply to your line of work. Also, more of your coworkers will be out to try and get your job. Youà ¢â‚¬â„¢ll have to keep your eyes open and deliver more than you have been expected to deliver previously.More company responsibility: Managers are often congratulated when a team produces good results. But they are also often blamed when those results aren’t up to par. No matter how well you directed your team or how hard you all worked, you’ll be expected to own the end results.Leadership: There’s no escaping the fact that you will have to assume a role of leadership. Good managers have to learn to inspire people, motivate them, keep them on track, give them space to do their work- but not enough to shirk it, etc. You’ll be part educator, part mentor, part taskmaster, part disciplinarian. A big portion of your new job will be spent this way.Delegation: If you’re not good at delegating or ceding control. If you’re a slave to details or have a hard time trusting others to perform at your level, be prepared for some anxiety. You will have to d elegate as a manager, and be comfortable with the results.More managing: If you really love the nuts and bolts of your job, keep in mind that your new job will involve a lot more managerial tasks, and a lot less of what you’re used to doing. This can be a tough adjustment.If you’re starting to feel yourself waver after reading this, ask yourself these three questions:1. Can I tolerate these new demands?Am I prepared to assume the new risk, the new responsibilities, shift my focus from what I’m used to doing to managerial tasks? And am I up for additional challenge and, perhaps, uncertainty? If the answer is yes, keep thinking.2. Can I manage others?If you’ve never managed before, try and think about the last time you were on a group project. Did you delegate any tasks? Take the lead in any way? Try to imagine how your coworkers have interacted with you in these situations. Did you easily assume a confident place of leadership? Did you feel you had their r espect and trust? Or did you hate every minute of it?3. What would I like doing more?It’s a fair question. If you really love your daily work and really don’t enjoy being in a leadership or supervisory position, then the extra money and challenge might not be worth it to you. If you’re really just hoping to work your way up the corporate rungs, then it might be a necessary first step.Remember, as you move up and up, you’ll constantly have to shift your skill set and update it accordingly. Don’t make any big leaps before you’re ready. But keep your eye on whatever prize you have in mind and you’ll be fine.

DEPARTMENT OF CHILDREN AND FAMILIES (DFC) Essay

DEPARTMENT OF CHILDREN AND FAMILIES (DFC) - Essay Example The department’s yearly budget targets protection of over a hundred thousand youths while at the same time strengthening families around the commonwealth (Working at the Department of Children and Families, 2011). The paper will also focus at the type of work done at the department with the employees who are family centered, child driven, community focused, strength based, commitment to continuous learning as well as being committed to cultural/diversity competences. The paper will also discuss the various national and state policies that aim at preventing mistreatment of the children and preserving their rights. The American citizen as well as professionals associated with child health believes that parents have the responsibility of caring and nurturing their children while protecting them from harm. However, the state may be allowed to intervene in cases where the parents have failed to honor their duties and in cases of abuse. The children and family department aims at ensuring that children thrive and grow in a home environment that is nurturing. The approach sometime often entails making challenging and difficult decisions in which children are removed from their home environment and placed in environment that are more stable. The department is able to deal with numerous problems that affect children and their families such as abandonment, neglect and suspected child abuse. Such issues have raised concerns and the authorities have taken measures to stop them from happening in the community. The children and family departments have put in place various legislations with the intention of ensuring that people who suspects abuse of children have a mandate to report through telephone or any mean so that the children may be rescued and transferred to a better environment. One of the goals of the department is to stop neglect and child abuse. The department receives numerous reports of neglect and abuse of chi ldren

Professional Issue Essay Example | Topics and Well Written Essays - 3000 words

Professional Issue - Essay Example In nursing, a combination of clinical experience, technical skill and theoretical knowledge is required in providing high standard care (Funnell et al 2009). Hence, an Act of Parliament in 2002 created the Nursing and Midwifery Council (NMC) to regulate nurses, and protect the public by ensuring that nurses provide high standard of care to the patients (Kozier et al 2008). NMC code of conduct stipulates that nurses are obligated to act ethically and are accountable for their own actions (NMC 2010). This essay will reflect on the roles and responsibilities of a registered nurse in relation to consent to treatment. For this reflection, I will apply Driscoll’s (2007) reflection model that asks three main questions: What? So what? and Now, what? (Bulman & Schultz 2008). To protect the anonymity of patients and staff, real names shall not be used (NMC 2008). Nurse role in relation to consent What? Luke is an 18 year old male with a diagnosis of major depressive with psychotic sympt oms. He was admitted informally to acute mental health inpatient following an impulsive overdose few months after the death of his father. On a morning shift during my placement, Luke was elated in mood, very anxious and was observed to be experiencing auditory hallucination saying that â€Å"he wants to go and rest with his deceased father". Hence, Nurse A decided to urgently administer his medication after consulting with the duty doctor who prescribed Risperidone 2mg. Luke refused to take the medication stating that his mum has not been informed. However, Nurse A had an informal discussion with Luke where she informed Luke that he would not be allowed to the servery if he does not take his medication. Hence, Luke reluctantly took the medication without formally consenting to it. Hence, Nurse A breached the informed consent requisite to care when she failed to adequately provide information to Luke and his mother and enable them to make an informed decision. So What? Luke was adm itted informally and had previously made an advanced directive to have his mother make the medical decisions for him. Elkin et al (2007) noted that in advance directives, patients communicate their wishes or values about future medical care to help guide decisions that include overwhelming illness, sedating drugs or unconsciousness, when the patient can no longer participate. It is a means of empowering a person with mental illness by increasing autonomy and decreasing coercion in the treatment they receive (Kozeir et al 2008). According to the Department of Health (DoH 2008), patients may want to nominate a person to be notified of, or involved in, decisions related to their treatment and care. The involvement of his mum can have a major benefit for the treatment and care of Luke. DoH (2008) asserts that such involvement can provide reassurance to Luke, who may feel distrustful of practitioners who are relatively unfamiliar and unknown to him, or able to impose compulsory measures on him. However, Nurse A administered the medication without adequately informing the patient and his mother. Thus, nurse A’s actions violate Luke’s right to informed consent. The role of nurses is to gain informed consent based on the provisions on standards of conduct indicated by the Nursing and Midwifery Council (2008). Even if Luke handed the reins of the decision-making authority to his mother, Mental Capacity Act (MCA 2007) stipulates that patients must be informed in which circumstances they can be treated without