This document provides information about a three-day Health Management Master Class programme, including an outline of the daily sessions and speakers. The Master Class will use interactive discussions and problem-oriented scenarios led by faculty members to discuss topics relevant to health management. Some of the session topics include understanding what it means to be a manager, managing personal stress, communicating difficult messages, decision-making, and crisis management. The document lists the faculty members and their backgrounds, and provides a registration form for delegates.
The document discusses counseling as an alternative approach to discipline in the workplace. It provides 3 key points:
1) Counseling aims to solve performance problems by exploring why issues have arisen, encouraging employees to accept responsibility, and jointly finding solutions rather than taking a punitive approach.
2) Effective counseling involves preparing for sessions, exploring problems and feelings, challenging gaps in performance, discussing solutions, and agreeing on future actions.
3) Counseling skills like active listening, creating trust, and focusing on solutions help change employee behavior more successfully than discipline alone. When used properly, counseling can reconcile relationships and improve performance.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Counselling Approach".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Moving On".
Taking regular breaks from repetitive office work provides benefits such as reduced stress and increased productivity. A job analysis identifies priorities and allows even distribution of tasks. Regular breaks, prioritizing tasks, and reducing waste can significantly lower work-related stress. Soft skills like communication, teamwork, and problem solving are also important for effectiveness and should be regularly developed along with technical skills. Maintaining work-life balance through proper time management, communication, and attitude helps individuals and organizations continuously improve.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
Sample Report on Introduction to Management | Assignment PrimeAssignment Prime
The negative culture of workplace directly affect the productivity management ,morale and employee performance. This document report describes the effective solution for the negative culture of organization.
https://www.assignmentprime.com/management-assignment-help
Employers are encouraged to make simple workplace adjustments for employees with mental health conditions to support retention and return to work. Reasonable adjustments could include changes to hours, duties, workstation, or support services. Employers should discuss adjustments with employees, focusing on abilities rather than limitations. Creating a supportive environment where mental health is understood can help adjustments succeed. A variety of resources provide guidance on determining and implementing reasonable adjustments.
The document discusses counseling as an alternative approach to discipline in the workplace. It provides 3 key points:
1) Counseling aims to solve performance problems by exploring why issues have arisen, encouraging employees to accept responsibility, and jointly finding solutions rather than taking a punitive approach.
2) Effective counseling involves preparing for sessions, exploring problems and feelings, challenging gaps in performance, discussing solutions, and agreeing on future actions.
3) Counseling skills like active listening, creating trust, and focusing on solutions help change employee behavior more successfully than discipline alone. When used properly, counseling can reconcile relationships and improve performance.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Counselling Approach".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Moving On".
Taking regular breaks from repetitive office work provides benefits such as reduced stress and increased productivity. A job analysis identifies priorities and allows even distribution of tasks. Regular breaks, prioritizing tasks, and reducing waste can significantly lower work-related stress. Soft skills like communication, teamwork, and problem solving are also important for effectiveness and should be regularly developed along with technical skills. Maintaining work-life balance through proper time management, communication, and attitude helps individuals and organizations continuously improve.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
Sample Report on Introduction to Management | Assignment PrimeAssignment Prime
The negative culture of workplace directly affect the productivity management ,morale and employee performance. This document report describes the effective solution for the negative culture of organization.
https://www.assignmentprime.com/management-assignment-help
Employers are encouraged to make simple workplace adjustments for employees with mental health conditions to support retention and return to work. Reasonable adjustments could include changes to hours, duties, workstation, or support services. Employers should discuss adjustments with employees, focusing on abilities rather than limitations. Creating a supportive environment where mental health is understood can help adjustments succeed. A variety of resources provide guidance on determining and implementing reasonable adjustments.
This document discusses stress management and defines what it entails. Stress management aims to understand stress, minimize its effects through workplace design, quickly address issues, and recognize work-life interactions. Stress is caused by a physical and psychological response to stimuli and has subjective elements. Effective stress management requires understanding stress sources and symptoms, designing low-stress work environments, creating conditions to quickly resolve issues, and acknowledging work-life interplay.
Delegation involves assigning responsibility or authority to another person, usually a subordinate, to carry out specific tasks. Effective delegation can save managerial time, utilize employees' strengths, develop skills in subordinates, and engage and motivate staff. To delegate properly, managers must be willing to share control and trust that others can complete tasks successfully. The key aspects of delegating include choosing the right person for each task, providing clear instructions and resources, offering training, and recognizing the employee's contributions.
The document provides guidance on leadership and communication. It discusses the meaning of leadership, different leadership styles, and leadership roles. It also covers setting objectives, checking progress, providing information to employees, managing time, controlling and delegating tasks. The document outlines communication models and techniques for effective conversations including active listening, questioning, and feedback. It promotes the use of Citrix collaboration tools to improve communication and team productivity.
Consultation involves a consultant, consultee, and client, with the goal of bringing about positive change in the client. The consultant works through the consultee to indirectly serve the client. There are different types of consultation including client-centered, consultee-centered, program-centered, and consultee-centered administrative consultation. Effective consultation follows phases including entry, defining the problem, analyzing alternative actions, dealing with barriers, and termination. Consultation can also involve working with groups.
The document discusses the art of delegating work to others. It defines delegation as assigning responsibility and decision-making authority to others. It outlines the benefits of delegation, such as allowing managers to achieve more and develop employees' skills. It also notes potential disadvantages like losing control. The document provides tips for effective delegation, such as clearly communicating expectations, establishing checkpoints, and providing resources and feedback.
For 20 years Pat has been delivering keynotes and facilitating transformational programs that change lives by creating high trust environments and using conversational and emotional intelligence. Her recent work is captured in this case study that demonstrates profound change among 450 leaders in a company of 26,000 people.
Group work can suffer from "group flu" which cripples performance. The document discusses causes and prevention of group flu. The key causes are lack of clear purpose, poor leadership, and flawed group processes. The prevention involves giving the group a clear understanding of the project scope and rationale, and involving the full group in developing a purpose statement through discussion to build commitment and alignment. This process should explore differences, agree on goals and responsibilities, and establish group processes.
As a worker within the community services, you have created a booklet entitled “How to Support Yourself Whilst Supporting Others”. This booklet is designed to help workers care for themselves, manage stress and fatigue and maximise the likelihood of working safely and sustainably.
This document summarizes a presentation on leadership skills for technical professionals. It discusses concepts learned from business school like matrix management, interviewing styles, and conflict resolution modes. It also covers lessons learned from experience such as hiring the best people, developing them, and creating an engaging work environment. Finally, it provides tips and strategies for managing direct reports, including holding one-on-one meetings, providing feedback, effective delegation, and building trust through communication.
This document discusses conflict between nurses and physicians in healthcare settings. It provides definitions of conflict and describes several types of conflict including latent, perceived, felt, and manifest conflict. Frameworks for assessing conflict are presented, including components like parties involved, issues/events, power, regulation of conflict, and style of management. Factors that can influence conflict between nurses and physicians are examined, like individual characteristics, interpersonal relationships, and organizational stress. Styles of managing conflict are also outlined, such as avoidance, accommodation, compromising, collaboration. The document argues that the collaborative approach is best for resolving conflicts as it leads to improved relationships, satisfaction, and patient safety compared to other styles.
Case study - Workplace wellbeing - Mental health in the workplace Australia...Pat Armitstead
It was my privilege to work with 450 leaders from Programmed, a company with 26,000 staff delivering a program that fulfilled on their need for matured thinking around mental heath states and conditions. A one day program designed to build a safe, supportive 21st century workplace culture where leaders are educated and skilled to embrace vulnerability and
the human condition with empathy, compassion and confidence .
Organisation status post engagement
Consistently in upper quartile for EAP usage in Australia
General upskilling senior and middle managers and supervisors around mental health and similar issues
Supervising groups educated and aware behaviour changes and charged to take action with empathy
Increased understanding and use of tools and allowed to take action and use them
Matured thinking on mental health and psychosocial hazards and effect on wellbeing, and now using service readily available in the business such as Super, Gym, medical care and discounts
Most significant though was the vulnerable sharing in every session as people were able to open up in the high trust environment created!
Disasters are inevitable, the outcomes aren't.
Our subconscious does it's best to distract us from taking objective view on future risks. Anyone who gets passed the psychological block can see that it is easy to avoid loss when actions that can reduce disruption are taken in advance. Unfortunately, they often don't recognize that others just can't see that. Motivating a company to prepare won't work by just trying to point out the existence of future risks, you need to build a strong business case.
The X Factor In Wellbeing And Performancederekmowbray
The document discusses the relationship between wellbeing and performance in organizations. It introduces the XABC formula, which emphasizes the importance of context (X) in how individuals respond to adverse events (A) at work. The context refers to an organization's culture (X), which influences thoughts, emotions and behaviors (B) in response to events, and ultimately impacts consequences (C). Rather than focusing only on supporting individuals, the document argues organizations should implement a "Positive Work Culture" that promotes wellbeing and engagement as part of their overall strategy. This approach, known as the X-Factor, can help eliminate issues like presenteeism that undermine performance.
Having trouble demonstrating to your employer that you have the skills required for the job? Dont have enough work experience within your field? Try focusing on your Transferable skills and have them be the selling point of your qualifications.
The document discusses counseling techniques for Air Force leaders. It emphasizes that counseling is a process of assisting others through mutual trust and understanding, rather than just giving advice. A good counselor displays sincerity, active listening skills, and integrity. Counseling methods can be direct, with the counselor taking initiative to identify and resolve problems, or non-directive, allowing the counselee to freely express themselves. Effective counseling techniques include asking open-ended questions, providing encouragement, and being aware of nonverbal communication. A counseling plan should include clear objectives, an appropriate method, and an opening statement to set the tone.
This document contains a collection of short phrases and sayings related to management and leadership. Some of the key ideas discussed include:
- Planning your work and working your plan is important for success.
- Treating everyone equally but not necessarily the same, as different situations may call for different approaches.
- Small, quick victories can help achieve early positive notice in a new position.
- Integrity, involvement, and protecting your rear while sharpening your elbows are important principles.
- When evaluating opportunities, consider factors like problem, policies, people, and place that influence job satisfaction.
According to Mind, 1:4 of people in the UK will encounter a mental health problem in the UK, each year. Although awareness of mental health as a physical illness is starting to increase, many organisations are still unaware of the impact such illnesses can have on the individual, and the devastating effect poor management practices can have on colleagues in certain situations. Such ignorance is concerning – in far too many cases, anxiety, depression and other conditions are treated with ‘lip service’ at best; or as taboo at worst. This session will try and tackle some of the main, down-to-earth matters surrounding mental health in Higher Education Institutions. Sometimes, performance is affected, and this can have a serious adverse effect on the morale and performance of a team or department at large. How straightforward is it to identify and help people who might be struggling? How is it best to tackle poor performance while, at the same time, help an individual or individuals cope with mental health difficulties? Should HEIs introduce transparent strategic mental health awareness policies at the very top? How would one do that? How might it be possible to change an institutional or departmental climate for the better, with other positive knock-on effects this could have on welfare, happiness and performance? How would it be possible to transform understanding and practice at a local and institutional level? Following a brief presentation, this session will be an open forum for the sharing of experiences, suggestions and best practice.
Collaborative Communication Skills Programme - evaluation reportAlex Clapson
Collaborative Communication Evaluation Report.
The programme aims to help practitioners think about the how, why and what of their engagement with individuals, families and colleagues and learn to build on their most effective practice. The programme also supports the development of mentors who
champion change and continue to build confidence with their colleagues, embedding the practice and influencing the wider system through multi agency workshops and addressing practicalities in system change.
The course considers the theories of human behaviour that inform professionals in their responses, the skills and strategies that effective practitioners utilise in engaging with people at times of challenge and stress and raises questions about
how well organisational systems support effective practice.
Dear students get fully solved SMU MBA Fall 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
This document discusses strategic sustainability consulting and provides tips for consultants. It addresses six key issues consultants may face: 1) dealing with the fast-moving sustainability agenda, 2) working with organizations that have not integrated sustainability, 3) understanding the wider boundaries required by sustainability strategies, 4) clarifying what clients want from a sustainability strategy, 5) focusing on strategic vs. tactical sustainability, and 6) ensuring successful delivery of sustainability strategies. The document provides an overview of each issue and offers recommendations consultants can use to effectively help clients develop strategic sustainability.
This document summarizes an advocacy strategy planning workshop. It covers defining advocacy and setting goals and objectives, analyzing issues and stakeholders, developing messages, identifying opportunities, and monitoring outcomes. Participants worked in groups to plan advocacy on issues like child separation. The workshop aimed to provide tools and a process for developing effective advocacy strategies to create positive change for children.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Counselling Interview".
This document discusses stress management and defines what it entails. Stress management aims to understand stress, minimize its effects through workplace design, quickly address issues, and recognize work-life interactions. Stress is caused by a physical and psychological response to stimuli and has subjective elements. Effective stress management requires understanding stress sources and symptoms, designing low-stress work environments, creating conditions to quickly resolve issues, and acknowledging work-life interplay.
Delegation involves assigning responsibility or authority to another person, usually a subordinate, to carry out specific tasks. Effective delegation can save managerial time, utilize employees' strengths, develop skills in subordinates, and engage and motivate staff. To delegate properly, managers must be willing to share control and trust that others can complete tasks successfully. The key aspects of delegating include choosing the right person for each task, providing clear instructions and resources, offering training, and recognizing the employee's contributions.
The document provides guidance on leadership and communication. It discusses the meaning of leadership, different leadership styles, and leadership roles. It also covers setting objectives, checking progress, providing information to employees, managing time, controlling and delegating tasks. The document outlines communication models and techniques for effective conversations including active listening, questioning, and feedback. It promotes the use of Citrix collaboration tools to improve communication and team productivity.
Consultation involves a consultant, consultee, and client, with the goal of bringing about positive change in the client. The consultant works through the consultee to indirectly serve the client. There are different types of consultation including client-centered, consultee-centered, program-centered, and consultee-centered administrative consultation. Effective consultation follows phases including entry, defining the problem, analyzing alternative actions, dealing with barriers, and termination. Consultation can also involve working with groups.
The document discusses the art of delegating work to others. It defines delegation as assigning responsibility and decision-making authority to others. It outlines the benefits of delegation, such as allowing managers to achieve more and develop employees' skills. It also notes potential disadvantages like losing control. The document provides tips for effective delegation, such as clearly communicating expectations, establishing checkpoints, and providing resources and feedback.
For 20 years Pat has been delivering keynotes and facilitating transformational programs that change lives by creating high trust environments and using conversational and emotional intelligence. Her recent work is captured in this case study that demonstrates profound change among 450 leaders in a company of 26,000 people.
Group work can suffer from "group flu" which cripples performance. The document discusses causes and prevention of group flu. The key causes are lack of clear purpose, poor leadership, and flawed group processes. The prevention involves giving the group a clear understanding of the project scope and rationale, and involving the full group in developing a purpose statement through discussion to build commitment and alignment. This process should explore differences, agree on goals and responsibilities, and establish group processes.
As a worker within the community services, you have created a booklet entitled “How to Support Yourself Whilst Supporting Others”. This booklet is designed to help workers care for themselves, manage stress and fatigue and maximise the likelihood of working safely and sustainably.
This document summarizes a presentation on leadership skills for technical professionals. It discusses concepts learned from business school like matrix management, interviewing styles, and conflict resolution modes. It also covers lessons learned from experience such as hiring the best people, developing them, and creating an engaging work environment. Finally, it provides tips and strategies for managing direct reports, including holding one-on-one meetings, providing feedback, effective delegation, and building trust through communication.
This document discusses conflict between nurses and physicians in healthcare settings. It provides definitions of conflict and describes several types of conflict including latent, perceived, felt, and manifest conflict. Frameworks for assessing conflict are presented, including components like parties involved, issues/events, power, regulation of conflict, and style of management. Factors that can influence conflict between nurses and physicians are examined, like individual characteristics, interpersonal relationships, and organizational stress. Styles of managing conflict are also outlined, such as avoidance, accommodation, compromising, collaboration. The document argues that the collaborative approach is best for resolving conflicts as it leads to improved relationships, satisfaction, and patient safety compared to other styles.
Case study - Workplace wellbeing - Mental health in the workplace Australia...Pat Armitstead
It was my privilege to work with 450 leaders from Programmed, a company with 26,000 staff delivering a program that fulfilled on their need for matured thinking around mental heath states and conditions. A one day program designed to build a safe, supportive 21st century workplace culture where leaders are educated and skilled to embrace vulnerability and
the human condition with empathy, compassion and confidence .
Organisation status post engagement
Consistently in upper quartile for EAP usage in Australia
General upskilling senior and middle managers and supervisors around mental health and similar issues
Supervising groups educated and aware behaviour changes and charged to take action with empathy
Increased understanding and use of tools and allowed to take action and use them
Matured thinking on mental health and psychosocial hazards and effect on wellbeing, and now using service readily available in the business such as Super, Gym, medical care and discounts
Most significant though was the vulnerable sharing in every session as people were able to open up in the high trust environment created!
Disasters are inevitable, the outcomes aren't.
Our subconscious does it's best to distract us from taking objective view on future risks. Anyone who gets passed the psychological block can see that it is easy to avoid loss when actions that can reduce disruption are taken in advance. Unfortunately, they often don't recognize that others just can't see that. Motivating a company to prepare won't work by just trying to point out the existence of future risks, you need to build a strong business case.
The X Factor In Wellbeing And Performancederekmowbray
The document discusses the relationship between wellbeing and performance in organizations. It introduces the XABC formula, which emphasizes the importance of context (X) in how individuals respond to adverse events (A) at work. The context refers to an organization's culture (X), which influences thoughts, emotions and behaviors (B) in response to events, and ultimately impacts consequences (C). Rather than focusing only on supporting individuals, the document argues organizations should implement a "Positive Work Culture" that promotes wellbeing and engagement as part of their overall strategy. This approach, known as the X-Factor, can help eliminate issues like presenteeism that undermine performance.
Having trouble demonstrating to your employer that you have the skills required for the job? Dont have enough work experience within your field? Try focusing on your Transferable skills and have them be the selling point of your qualifications.
The document discusses counseling techniques for Air Force leaders. It emphasizes that counseling is a process of assisting others through mutual trust and understanding, rather than just giving advice. A good counselor displays sincerity, active listening skills, and integrity. Counseling methods can be direct, with the counselor taking initiative to identify and resolve problems, or non-directive, allowing the counselee to freely express themselves. Effective counseling techniques include asking open-ended questions, providing encouragement, and being aware of nonverbal communication. A counseling plan should include clear objectives, an appropriate method, and an opening statement to set the tone.
This document contains a collection of short phrases and sayings related to management and leadership. Some of the key ideas discussed include:
- Planning your work and working your plan is important for success.
- Treating everyone equally but not necessarily the same, as different situations may call for different approaches.
- Small, quick victories can help achieve early positive notice in a new position.
- Integrity, involvement, and protecting your rear while sharpening your elbows are important principles.
- When evaluating opportunities, consider factors like problem, policies, people, and place that influence job satisfaction.
According to Mind, 1:4 of people in the UK will encounter a mental health problem in the UK, each year. Although awareness of mental health as a physical illness is starting to increase, many organisations are still unaware of the impact such illnesses can have on the individual, and the devastating effect poor management practices can have on colleagues in certain situations. Such ignorance is concerning – in far too many cases, anxiety, depression and other conditions are treated with ‘lip service’ at best; or as taboo at worst. This session will try and tackle some of the main, down-to-earth matters surrounding mental health in Higher Education Institutions. Sometimes, performance is affected, and this can have a serious adverse effect on the morale and performance of a team or department at large. How straightforward is it to identify and help people who might be struggling? How is it best to tackle poor performance while, at the same time, help an individual or individuals cope with mental health difficulties? Should HEIs introduce transparent strategic mental health awareness policies at the very top? How would one do that? How might it be possible to change an institutional or departmental climate for the better, with other positive knock-on effects this could have on welfare, happiness and performance? How would it be possible to transform understanding and practice at a local and institutional level? Following a brief presentation, this session will be an open forum for the sharing of experiences, suggestions and best practice.
Collaborative Communication Skills Programme - evaluation reportAlex Clapson
Collaborative Communication Evaluation Report.
The programme aims to help practitioners think about the how, why and what of their engagement with individuals, families and colleagues and learn to build on their most effective practice. The programme also supports the development of mentors who
champion change and continue to build confidence with their colleagues, embedding the practice and influencing the wider system through multi agency workshops and addressing practicalities in system change.
The course considers the theories of human behaviour that inform professionals in their responses, the skills and strategies that effective practitioners utilise in engaging with people at times of challenge and stress and raises questions about
how well organisational systems support effective practice.
Dear students get fully solved SMU MBA Fall 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
This document discusses strategic sustainability consulting and provides tips for consultants. It addresses six key issues consultants may face: 1) dealing with the fast-moving sustainability agenda, 2) working with organizations that have not integrated sustainability, 3) understanding the wider boundaries required by sustainability strategies, 4) clarifying what clients want from a sustainability strategy, 5) focusing on strategic vs. tactical sustainability, and 6) ensuring successful delivery of sustainability strategies. The document provides an overview of each issue and offers recommendations consultants can use to effectively help clients develop strategic sustainability.
This document summarizes an advocacy strategy planning workshop. It covers defining advocacy and setting goals and objectives, analyzing issues and stakeholders, developing messages, identifying opportunities, and monitoring outcomes. Participants worked in groups to plan advocacy on issues like child separation. The workshop aimed to provide tools and a process for developing effective advocacy strategies to create positive change for children.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Counselling Interview".
1Developing Organizational policies and PracticesIjeoma Nwok.docxherminaprocter
1
Developing Organizational policies and Practices
Ijeoma Nwokoro
Nurs 6053
3/15/2020
Walden University
DEVELOPING ORGANIZATONAL POLICIES AND PRACTICE
Identify and describe at least two competing needs impacting your selected healthcare issue/stressor
Among the numerous occupations held by people in our nation, the field of Nursing has been seen to yield perhaps the most elevated risk of staff"burnout", prompting an across the nation nurse retaining emergency in medical clinics and centers.Burnout is a blend of fatigue, skepticism and inefficacy coming from prolonged haul work pressure. The variables that are legitimately connected with nurse "burnout" include: (mental and physical fatigue); the furious condition where they work; the requesting jobs and hours they are relied upon to keep up; absence of trust in work accomplishment; and absence of time to accomplish composed and need setting plans. Two competing needs that affect stress and burnout are working long hours and working short staffed. The purpose of this paper is to review the analysis of stress and burnout in healthcare.
Describe a relevant policy or practice in your organization that may influence your selected healthcare issue/stressor
As the frontline caregivers in healthcare today, nurses accomplish a myriad of tasks and responsibilities, but often at high personal cost," according to The Joint Commission publication. The need to shuffle contending needs in frequently high-stress circumstances can bring about inclination overpowered or burnout. The negative impact of these stressors can influence the capacity of healthcare experts to think about others "The organization I work with recognizes the high risks of stress and burnout. The right amount of education via computer in-services, staff, wellness programs, and healthy eating is encouraged by my organization.
Critique the Policy for Ethical Considerations, and Explain the Policy’s strength and Challenges in Promoting Ethics
As stated earlier, some of the policy initiated in my organization to eliminate stress and burnout are access to wellness programs, healthy food options in the cafeteria, and an attempt to increase staff on the unit. Some of the strengths involved are: increased moral on the unit, decreased work load, decreased call-outs, and better communication within staff. However, some challenges are an inability to keep up with having enough staff on the unit consistently.
Recommend one or more Policy or Practice Changes designed to balance the Competing Needs of Resources
Another policy I would recommend is to have a counselor/psychological therapist available at all times. That way, whenever a staff member feels overwhelmed, exhausted, or burnout, they have someone to talk to.
Also encouraging at least 15 minutes break every two hours as a means to distress from the chaos. Sometimes the employee comes in with a heavy mind, and is stressed out before the shift starts. For .
This document provides information about getting fully solved assignments for an MBA course. It lists an email address and phone number to contact to receive assignments. It then provides details of Assignment Code MS-26/TMA/SEM-II/2014, which covers all blocks and must be submitted by October 31, 2014. It includes 5 questions on topics like group development, organizational stress, transformational leadership, social responsibility of organizations, and strategic alliances. Students are instructed to answer all questions and submit the completed assignment to their study center coordinator.
This document provides information on work-based peer mentoring support. It defines mentoring and outlines the roles of mentors and mentees. The implementation of mentoring is described as occurring in four stages: building the relationship, setting goals, working towards goals, and ending the formal relationship. Examples of mentoring programs and their positive outcomes are also provided.
Creating Sustainable High Performance for OrganisationsDavid Charlton
Below are a variety of options available for management teams, board of directors, senior managers or lower ranking employees deisgned to boost performance
Bba602 management and development skillssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "People Problems".
A presentation about the 6-month follow-up we carried out after the Impact on Depression training. Within eight months, 2 out of 5 managers reported that they had put what they had learnt into practice. This training is now called Centre for Mental Health Workplace Training.
Originally uploaded on 14 December 2010.
This document discusses effective communication and public relations strategies for organizations. It emphasizes building trust through honesty, being proactive rather than reactive, and maintaining open communication with stakeholders. A key strategy discussed is using a "dynamic public relations approach" which involves setting goals and objectives, communicating them externally, gathering feedback, and adjusting the public relations program based on how stakeholders perceive the goals and objectives. The document stresses that maintaining good public relations requires flexibility and responsiveness to change over time.
This document discusses challenges facing public servants and proposes an "intrepreneurial" approach to address issues like risk aversion, lack of accountability, and low productivity. It argues traditional training is failing because it focuses on classroom-style modules rather than embedded, experiential learning. The document advocates building an alternative "pole of attraction" in bureaucracies through training programs that develop emotional intelligence, relationships, and direct responsibility for outcomes by asserting risk-taking and innovation. This approach aims to cultivate intrepreneurs within organizations and counter natural bureaucratic tendencies towards self-preservation and inaction.
Professional Communications Major & Potential OpportunitiesVictoria LaRoche
The document discusses the benefits of majoring in communications, including gaining communication skills that are useful in many careers. It explores potential job titles in communications like Vice President of Public Relations and their salaries and responsibilities. The document aims to inform incoming college students about opportunities in the communications field and how communication abilities can never be taken away.
This document provides instructions for a management and organizational behavior assignment with 7 questions. It gives answers to questions 1-3, providing explanations of strategic management in response to challenges of uncertainty, applying organizational behavior concepts to healthcare institutions, and detailing the Managerial Grid model. Questions 4-7 are listed without answers, relating to theories of motivation for healthcare staff, indicators of an organization's human resource development climate, and describing elements of HRD systems. Students are instructed to send their semester/specialization details to receive fully solved assignments via email or phone.
I want to share with you a wonderful leadership program (L.A.L.P), and I am sure it will have an effective add value to your company.
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Guide to Emotional Resilience & well-being - Great as a reference guide in Su...Alex Clapson
The Guide to Emotional Resilience written by Louise Grant & Gain Kinman & published in Community Care Inform. The article is written in a really accessible format & whilst the target audience was Health & Social Care workers, the messages apply to a much broader audience. Ideal to give out to your direct-reports / for use in supervision.
Mind & Matter 2015 - 3rd December 2015
The UK’s most authoritative business mindfulness conference, now in its third year, will explore:
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Strategic Planning and Business Plan Please respond to the followi.docxjensgosney
"Strategic Planning and Business Plan" Please respond to the following:
Ascertain the importance of strategic planning for an organization. Next, suggest one (1) strategy you may use to structure the strategic planning session for a not-for-profit mid-sized health organization that is competing with several for-profit facilities in the area. Then determine your approach to communicate the mission, vision, and value statements for the strategic planning. Provide a rationale for your response.
Use the Internet or Strayer databases to research articles on business plan creation within health organizations. Next, based on your research and analysis, recommend three (3) best practices of business plan creation and support your response.
HSA525 Week 10 Script
Strategic Planning and the Healthcare Financial Manager
Creating a Business Plan That Is Strategic
Slide #
Scene/Interaction
Narration
Slide 2.1-2.4
Scene 1:
Introduction 1
HSA525_10_S1_ProfQuan-1:
Hello everyone.
Welcome to week ten of the course! We have covered a significant amount of information throughout the course. Up to this point, we have taken a look at the various “pieces of the puzzle” or individual components that are critical to health financial management. Today, however, we will focus on strategy. The difference between strategy and what we have covered thus far is simple; strategy enables us to view the organization holistically, as opposed to each individual element that makes up the financial picture of the organization.
HSA525_10_S1_ProfQuan-2:
It is often stated that failing to plan is the equivalent of planning to fail. In the latter part of the 1970s, a new concept of retail clinics emerged in the United States as a means of reducing costs, improving quality, and eliminating barriers to accessing care to those who had limited access or those who were unintentionally disenfranchised from the health system. The concept was known as a “doc in the box” because of the ease in which patients can receive care when they were not able to get appointments with their primary provider or in the absence of a primary provider. The idea was to relieve the overburdened emergency departments for non-emergent care needs. The growth of these clinics rapidly slowed due to changes in reimbursement structure.
HSA525_10_S1_Tyler-1:
Professor, the idea seems to be quite innovative. I would think that those clinics would be a very good solution to the problems that you have indicated. What accounts for the failures of these changes? How did reimbursement structure change so much so that these clinics did not survive?
HSA525_10_S1_Sophia-1:
I agree with Tyler. I, too, would have imagined that these clinics would solve the challenges that we saw during this time.
HSA525_10_S1_ProfQuan-3:
You both have great points…but, it is important to note that the structure of reimbursement is critical to the clinics’ ability to remain viable.
The increased costs of providing services to patients opp.
The document provides information on conflict resolution training courses, workshops, and webinars offered by the Federal Mediation and Conciliation Service (FMCS). It describes various training programs focused on mediation skills, facilitation skills, communication skills, and dealing with difficult behaviors like bullying. Live and web-based trainings are available on topics such as basic and advanced mediation, managing emotions in conflict, using interest-based problem solving techniques, and developing self-awareness. The goal is to provide federal employees and managers with effective tools for resolving workplace conflicts.
Similar to Health Management Master Class Program (20)
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Health Management
Master Class Programme
The Master Class will consist of interactive sessions with an initial input from a faculty member
followed by interactive small group discussions of illustrative problem-orientated scenarios each
lead by a faculty member. While the scenarios have been developed from the personal experience
of the presenters, course participants are encouraged to bring to the sessions issues and
challenges they are experiencing in their day to day management lives.
Note: The programmeis a total of 30 hoursover 2.5 days.
DAY 1
Understanding what it means to be a manager
Professor Househam will introduce the master class concept reflecting
on his personal experiences over 20 years as a manager heading two
provincial health departments through times of political transition and
health system transformation. He will draw practical lessons from
episodes in his career when faced with budgetary crises, service delivery
challenges and political change he led these two departments to financial
stability and quality service delivery during his term of office. He will also
outline the challenges he faced as a senior health service manager both in
his personal and professional life during this time once gain drawing
lessons for the master class participants from these experiences
Professor Craig
Househam
A roadmap out of personal stress
An experienced life coach and management consultant, Mr. William
Elliott, will provide advice on understanding and managing oneself as a
prerequisite for a productive and fulfilling personal and professional life.
He will briefly outline behavioural principles that advance a greater self-
understanding and awareness. Together with Professor Househam who
has worked with Mr. Elliot on a personal level over a number of years, he
will discuss the path to greater self-awareness. Within the time available
while the subject cannot be fully developed, master class participants will
be able to consider where they are in their personal and management
lives, and how they could consider developing themselves further.
William Elliott
Launching your own path of “Getting Things Done
Building on the previous session, Managing your Personal and Work Life
Better, Mr. William Elliott, who is trained in the “Getting Things Done”
(GTD) methodology, will focus on this methodology developed by the best-
selling author, David Allen, which aims to promote stress-free
performance at work and in life. The premise of this method is that
productivity is directly proportional to the ability to relax. A clear mind
with organized thoughts allows the individual to deliver effective results.
While in the short time available to the master class participants these
concepts cannot be fully developed, the session aims through practical
examples to sensitize participants to the value of self-understanding and
self-management for success in managerial positions.
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Howto lead and manage organizational change
Dr. Nicholas Crisp will lead this discussion illustrating from his own
experience both in senior health management and a varied career as a
consultant what is required from a senior manager to lead and manage
change. He will present a number of scenarios derived from actual
experience which will be analyzed further in a facilitated small group
discussion format by the master class participants each lead by a member
of the master class faculty. Lessons drawn for these scenarios as well as
scenarios contributed by master class participants will enable them to
identify potential pitfalls and opportunities in their work situations.
Dr Nicholas Crisp
Managing challenging and difficult people better
This session, which will be facilitated by all 3 of the master class faculty,
Drs. Crisp, Lilhakanyane and Professor Househam, will focus on the
often vexed issue of managing your immediate colleagues, both superiors
and subordinates, particularly when this relationship is proving to be
challenging due to non-performance. Even when performance is adequate
an improved relationship with colleagues and subordinates will unlock
even better performance from both you and your colleagues. For this
session the master class participants will encouraged to analyze their own
workplace relationships and bring to the small group discussions
particular challenges they have experienced and/or successes they have
achieved in resolving conflict with colleagues or difficult employees and
improving performance.
DAY 2
Howto communicate the difficult message
A seasoned communications and reputation management consultant and
previous Director of Strategic Communications for the Premier of the
Western Cape, Mr. Nick Clelland, will lead a discussion focusing on
communicating effectively. Senior managers are often required, without
specific training, to communicate an uncomfortable message that others
would wish to avoid, either to the media or in many cases directly to a
patient or relative. While the message must always be truthful, the
manner in which it is communicated, which is not “spin”, has the potential
to either resolve the issue or exacerbate the problem. The aim of this
session is to provide guidance to managers that will assist in their future
interactions with the media and other parties.
Nick Clelland
Practical pointers to effective decisionmaking
Led by Professor Househam and Dr. Crisp this session will illustrate the
process of reaching a conclusion that allows the manager to take a
decision when confronted with a difficult issue. The ability to take a
decision is one of the key attributes of in particular a senior manager and
at times when that decision has to be taken, the loneliness of a senior
management position becomes apparent. Real life scenarios from the
experiences of both Dr. Crisp and Professor Househam will be used to
develop an approach to decision-making and once gain master class
participants will be encouraged to share their experiences in the
facilitated small group discussions.
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Howto manage the funds under your control
Financial management is for many health managers one of the greatest
challenges and yet the principles which govern financial management are
simple although at times difficult to apply. Both at a personal and
professional level the dictum that one cannot spend what one does not
have holds true, but recent history in the South African Public Sector
illustrates that this has not been the case with over-expenditure and
accruals leading to an inability to deliver health services. In the private
sector where shareholders expect a return on their investment there is
similarly an intolerance for a negative bottom line on the balance sheet.
Drs. Crisp, Litlhakanyane and Professor Househam using scenarios
extracted from personal experience will illustrate how to remain in
control of expenditure and remain within the allocated budget.
Ensure that the supply side of your organizationworks
Stock-outs of medication and essential medical supplies have occurred in
South African health services with unfortunate regularity. Failure to
procure equipment and effect the necessary maintenance has lead to
inability to deliver healthcare all of which point to challenges faced with
regard to supply side issues within health service organizations.
Professor Househam and Dr. Crisp will address the challenges of
ensuring efficient supply chain processes and logistics through illustrative
scenarios with a focus on problem-orientated solutions. Master class
participants are encouraged to present the challenges they face with
procurement and supply side logistics for discussions in the facilitated
small group sessions.
DAY 3
Howto reduce and manage medico-legal risks
Medico-legal litigation has been identified in both the private and public
health sector as a major risk to the public profile and financial stability
of health departments and companies operating in the healthcare sector.
Dr. David Bass, medico-legal advisor in the Western Cape Department
of Health will present case studies that illustrate how medico-legal risks
can be avoided or how they are exacerbated. He will also provide
guidelines on the handling of incidents of medical malpractice when they
occur and the subsequent legal claims that may arise. Master class
participants are again encouraged to contribute their own experience
with medico-legal cases in the small group discussions.
Dr. David Bass
Understanding the political managerial interface
Whether in the private or public sector a senior manager may at some
time be required to interact with a political office bearer. Whilst in some
cases the political office bearer may have a health background in many
instances this is not the case. An efficient management of the
managerial/political interface requires a good understanding of the
roles and functions of the various role-players. Professor Househam who
has an extensive experience in this regard having worked with many
national and provincial politicians together with Drs. Crisp and
Litlhakanyne will lead a discussion of both the challenges in this
relationship and strategies to ensure that the interface is effectively and
confidently managed.
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Strategies that will assist you when faced with a crisis
Unfortunately, in the life of a health manager it would be rare not have
faced at least one if not more “crisis” situations. In dealing with a crisis
for many the initial reaction is either to deny or to ignore its existence.
Professor Househam and Dr. Crisp will address the first step in dealing
with a crisis is to confirm that it is indeed a crisis. “Is it a crisis? … and if
so … “What is the crisis?” Once this has been established it is necessary to
devote one’s full attention to the matter despite other pressures and not
to deviate from the matter until the crisis has been resolved. Having
experienced crisis situations of varying nature, the course facilitators
will challenge the master class participants to solve various crisis
scenarios extracted from their personal management experience.
THE FACULTY
Professor Craig
Househam
Professor Craig Househam, the course leader, has worked for 40 years in the
South African health sector as a clinician, academic and for 18 years at the most
senior management level in the South African public service. He was the head of
the health departments in both the Free State and the Western Cape and has
worked closely with several National Ministers, provincial Premiers and MEC’s
during this period. Over the last 12 years he headed the Western Cape that
returned eleven consecutive unqualified audits with a record of effective service
delivery. He is currently an independent consultant engaged with both government
and the private sector.
Dr Victor
Litlhakanyane
Dr. Victor Litlhakanyane has wide and varied experience in both the public and
private health sector. He is a medical practitioner and specialist radiation
oncologist. He previously worked with Professor Househam in the Free State
Health Department management team and succeeded Professor Househam as
Head of Department. He subsequently worked as a senior executive at Netcare for
7 years. Thereafter he founded the consulting firm Ditau Health Solutions of which
he is currently the Managing Director.
Dr Nicholas Crisp
Dr. Nicholas Crisp has extensive experience both as a health manager and
consultant in South Africa and elsewhere in Africa. He was the head of the Limpopo
health department and subsequently established an independent health
consultancy. He has worked with the National Department of Health, National
Treasury, various provincial health departments, other health structures in South
Africa on a wide range of projects and in addition worked extensively in Nigerian
health sector. He is currently an independent consultant and entrepreneur.
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William Elliott
Mr. William Elliott is a sought after executive coach and psychologist in Cape Town,
and director of ActionCo (Pty) Ltd. He holds an honours degree in Business Science
from University of Cape Town, and a master’s degree in psychology from University
of Stellenbosch. William did four years of community service in the Department of
Labour in the 80’s for refusing to serve in the SADF at the time. After working in
various managerial roles in an NGO providing employment and services to the
disabled, he completed his Masters at Stellenbosch and launched his executive
coaching and psychology practice in Cape Town.
Nick Clelland
Mr. Nick Clelland is the CEO of Resolve Communications and a communications
expert with experience on three continents defending and enhancing reputations
in the most aggressive media and public environmentsHe was previously Director
Strategic Communications in the Western Cape Government and before that the
Chief of Staff to the Mayor of Auckland in New Zealand. Nick is an experienced
communications trainer and a member of the teaching team at the Academy for
Leadership for Leadership in Germany.
Dr David Bass
Dr David Bass is Head of the medico-legal unit at Western Cape Health and has
extensive experience of medical claims handling, clinical risk management and
as an advisor to health professionals both locally and nationally. Dr Bass, a
qualified surgeon, was appointed surgical consultant and head of medical
emergency and trauma services at Red Cross Children’s Hospital where he
practiced from 1987-1999. Numerous Court appearances as a medical witness,
medical expert witness and assessor sparked an interest in medical law. He was
appointed as a part-time consultant to the Medical Defence Union for 3 years
before joining the Western Cape Department of Health as a full-time advisor in
1999. Since then, Dr Bass has worked closely with the State Attorney and
Counsel in managing over 400 medical negligence cases before the High Court.
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4-6 JULY 2016 @ Protea Hotel Tygervalley
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Health MasterClass
No Accommodation. This is a day rate only. Please note that it
does include meals and drinks from 08:00am till 20:00am for 2
days and 08:00am till 14:00 on day 3.
R8500.00 (excl. VAT 14%)
We have negotiated a special rate of R1350.00 per night including breakfast for delegates requiring
accommodation. Please mention the masterclass when booking.
Group Bookings
For groups booking 5 and more delegates from the same company the rate per delegate is:
R7480.00 (excl. VAT 14%) A 12% saving on each booking.
I confirm that I have read, understood and accept the terms and conditions
Signed: Date:
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Health MasterClass Terms and Conditions
1. PROMOTIONS AND PRESENTATIONS
The Organiser shall organise and promote the Exhibition in such manner as it considers appropriate and reserves the right at
any time to amend or vary the manner or methods of such organisation and promotion.
The Exhibitor acknowledges that the Organiser shall not be held responsible for the failure of all or any other contracted
exhibitors to attend the exhibition or the failure of any number of attendees to attend the Exhibition for any reason beyond
the reasonable control of the Organiser. The name of any exhibitor which may appear on any floor plan or stand number or
any statement made by or on behalf of the Organiser that any exhibitor is booked to attend any Exhibition provisionally or
otherwise shall not constitute any warranty, representation or undertaking by the Organiser that any such exhibitor shall
attend any Exhibition or attend any particular location. Any application for space shall not be conditional on the presence or
location of any other exhibitors at the same or any other Exhibition.
2. POSTPONEMENT OR ABANDONEMENT
The Organiser at any time, without prior notification, may change the location of the venue, the date, the opening and
closing times of the Exhibition. The Exhibitor shall not have any claim against the Organiser in respect of any loss or damage
whatsoever consequent upon the Exhibition failing to be held for any reason outside the Organiser’s control or the Exhibition
venue being or becoming wholly or partially unavailable for the holding of the Exhibition for any reason. If by rearranging
the venue, the period of the Exhibition, the size or location of the stands, postponing the Exhibition or by doing any other
reasonable thing the Exhibition can be held, the contract for space shall be binding save that it shall be deemed to be varied
to allow for the necessary change in venue, dates or period of the Exhibition, stand size, location or otherwise.
3. CANCELLATION OR DEFAULT BY THE EXHIBITOR
An Exhibitor shall not be at liberty to cancel or withdraw his application for a Stand once it has been confirmed by the
Organisers. Such confirmation will be effectiveupon receipt of a completed booking form. If any Exhibitor notifies the
Organisers in advance that, owing to unforeseen circumstances he is unable to occupy the Stand allotted to him, the
Organisers may, at their discretion, cancel the allotment without prejudice to any claim by the Organisers against the
Exhibitor. Should the Organisers succeed in re-letting any such cancelled space they may, at their discretion, relieve the
Exhibitor of any part of his responsibility for payment of the vacated space. If any Exhibitor shall fail to pay any sum due to
the Organisers or shall contravene or fail to observe any of the requirements of these rules and regulations, the Organisers
reserve the right to revoke his allotment of space and to exclude the Exhibitor, his agents and property, at his expense from
the Exhibition premises and to re-allocate the Stand space. Such action by the Organisers shall not prejudice any other
remedy they shall have against the Exhibitor nor reduce the amount paid or owing by him, the Exhibitor, to the Organisers.
4. DELEGATE BOOKINGS
You may substitute delegates at any time by providing reasonable advance notice to the organisers. For any cancellations
received in writing not less than one (1) month prior to the conference, you will receive a 90% credit to be used at another
One Point Six conference which must occur within one year from the date of issuance of such credit. An administration fee of
10% of the contract fee will be retained by the organisers for all permitted cancellations. No credit will be issued for any
cancellations occurring within fourteen (14) days (inclusive) of the conference.
In the event that the organisers cancels an event for any reason, you will receive a credit for 100% of the contract fee paid.
You may use this credit for another One Point Six event to be mutually agreed with One Point Six, which must occur within
one year from the date of cancellation. In the event that One Point Six postpones an event for any reason and the delegate
is unable or unwilling to attend in on the rescheduled date, you will receive a credit for 100% of the contract fee paid. You
may use this credit for another One Point Six event to be mutually agreed with One Point Six, which must occur within one
year from the date of postponement.
Except as specified above, no credits will be issued for cancellations. There are no refunds given under any circumstances.
One Point Six is not responsible for any loss or damage as a result of a substitution, alteration or cancellation/postponement
of an event. One Point Six shall assume no liability whatsoever in the event this conference is cancelled, rescheduled or
postponed due to a fortuitous event, Act of God, unforeseen occurrenceor any other event that renders performance of this
conference impracticable, illegal or impossible. For purposes of this clause, a fortuitous event shall include, but not be limited
to: war, fire, labour strike, extreme weather or other emergency. Please note that while speakers and topics were confirmed
at the time of publishing, circumstances beyond the control of the organizers may necessitate substitutions, alterations or
cancellations of the speakers and/or topics. As such, One Point Six reserves the right to alter or modify the advertised
speakers and/or topics if necessary without any liability to you whatsoever. Any substitutions or alterations will be updated
on our web page as soon as possible. Payment is due in full at the time of registration and includes lunches, refreshments
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and detailed conference materials. Your registration will not be confirmed until payment is received and may be subject to
cancellation.