Indigenous People And The Media - 1499 Words

Indigenous Studies is a very interesting unit as I am able to learn and discover more in depth about Indigenous People. However, the lecture that got me into deep thoughts was on Indigenous People and the Media. I kept asking myself; why do we view people that way? Why is it we change impressions when it’s a different race to ours? Now thinking back, I’ve come to realise that media has a big influence to our everyday lives. Indigenous Australians in media are not highly recognised for positive news. The way the media interprets sources of information about the Indigenous Peoples has change the views on what we think of them. Now this has become a huge effect on the Indigenous Peoples as it lead to stereotyping, racism and discrimination.†¦show more content†¦Mainstream media tends to focus on the negative side about Indigenous Peoples like the ‘problems’ and the relationship between the Indigenous Peoples and the public (McCallum, Waller, 2013). E ducational systems are the same, as the students learn more on the negative history of the Indigenous Peoples instead of the contemporary arts and performances of Aboriginal history. This leads to the view of many Indigenous children feeling outcast as people stereotype on their race when they don’t (Salote Bovoro, 2008, citied in Korff, 2016). We cannot deny that everyone stereotypes, including myself but I have become more aware that I should think before I do or say something. I was taught in previous years that I should ask myself, what if someone said that to you, how would you feel? That’s the same with Indigenous Peoples, they don’t want to be treated that way because yes, everyone is different, but we don’t need to point it out and criticise about it. RACISM/DISCRIMINATION As the unit is about Indigenous Peoples, people thinks that this is the most sensitive topic as people tend to think before they say something, unlike how they describe people who are the same as them. During the lecture on ‘People and Media’, it was a discussion where we were to describe the picture that is shown to us. For the first half, it showed pictures of the everyday lifestyle of ordinary Non-Indigenous People, whilst the other half were the IndigenousShow MoreRelatedThe Media Of Indigenous Australians1474 Words   |  6 PagesPart A – Media Analysis There is a populace of 18 million in Australia with Indigenous Australians making up roughly one percent of the Australian population. Due to this, the closest that a non-Indigenous Australians will come to have contact with an Aboriginal or Torres Strait Islander person is through representation in the Australian media. Most media stories are viewed as one sided or racist with even the Prime Minster Tony Abbott making comments that it is a ‘lifestyle choice’ for the IndigenousRead MoreLegal And Ethical Issues Of The Media1430 Words   |  6 PagesThe media is a large, diverse means of mass communication. Many legal and ethical concerns arise when representing specific cultural demographics and the complex nature in which they exist. When representing indigenous Australians in the media, a deep understanding of cultural practices, beliefs, consent and privacy are critical in producing content that is both legally and ethically appropriate. Communication practitioners ho ld a specific responsibility to adopt legal and ethical frameworks thatRead MoreThe Impact Of Media On Indigenous Collective Action1725 Words   |  7 Pagesarmed indigenous man leaning over the smaller soldier before a moment of apparent confrontation. On one level, the image itself is colonial portraying the soldier as keeping the peace against the unknowable â€Å"other.† Thereby in many parts this image misrepresents the complex reality of the situation and the history surrounding the Oka confrontation. But this image represents more then merely the Oka crisis, but rather the often one sided portrayal of Indigenous people within the media. The media hasRead MoreMental Health Community Development984 Words   |  4 Pagespolicy so that resources are allocated on the basis of indigenous health. The development of the campaign and the various tactics employed have enabled the issues of indigenous health rights to come to light as a serious matter amongst the general publi c, political parties, organisations, media etc. The campaign and the information kits readily available are a practical way of promoting the indigenous health issue to a wide variety of people. The development of this campaign has enabled the widerRead MoreIndigenous And Non Indigenous Of The Baseball Team, The Cleveland Indians1657 Words   |  7 PagesIntroduction Media, in its many forms, controls how individuals learn about different issues going on around the world. Many of these media outlets tend to have some sort of bias to lead the individual to be either for or against the issue at hand. This essay will discuss how Indigenous peoples are portrayed in the media, both Indigenous and non-Indigenous, and compare how these different sources portray Indigenous people. This essay will focus on one topic that has surfaced recently, the courtRead MoreAustralian And International Legal Systems1347 Words   |  6 Pagesstudying human rights for indigenous Australians now it is vital to also consider this issue in an historical context. The profound injustices since white settlement have left deep scars which are ever present today. The new settlers followed the legal approach that the land was not â€Å"owned† before white settlement (Terra Nullius, meaning â€Å"nobody’s land†) and therefore was theirs for the taking. They not only inflicted systematic physical and mental abuse but they fenced Indigenous Australians out ofRead MoreNew Media Influence in Indegenous Communities945 Words   |  4 PagesIndigenous people groups over the world have been influenced by the presentation of advances of remote societies for several years. Some have not incredibly changed their lifestyles, while others have totally changed identities toward one self, whole social orders and perspectives. Current advances, particularly telecommunication and machine innovations, permit indigenous assemblies to partake in the bigger social orders and economies around them. These innovations likewise, empower them to saveRead MoreAnalysis Of Stan Grant s Speech Racism And The Australian Dream 1280 Words   |  6 Pag esAustralian Dream’ (2015) effectively reminds the Australian population of the racism and harsh inequalities indigenous Australians have faced in the past and still face today. In reminding us of this reality, Grant engages us to discover issues of civic participation in Aboriginal people and in doing so perpetuates a need for social change. More? (topic SENTENCE). Stan Grant is a 52-year-old Indigenous-Australian activist, journalist and author from Griffith, New South Wales. Grant over the past three decadesRead MoreThe Importance Of A Culturally Competent Framework1672 Words   |  7 PagesIntroduction Indigenous social advancement has been a top political issue since the 1960’s. Today Indigenous youth can expect much more support and opportunity within education from pre-school through to University, which can be witnessed from enrolment statistics. This social advancement was made possible through the achievements of Indigenous Elders who overcame disadvantage to provide a pathway forwards for their people. Charles Nelson Perkins (1936-2000), was one such man. He was the first IndigenousRead MoreRedfern Riot Shouldnt Be Prosecuted805 Words   |  4 Pagesof Waterloo must signal the end of society and media depictions that has created an inability to deem the residents’ constant claim of police harassment and violence. It is time we should accept the grim fact that many existing attitudes towards the most disadvantaged people, Indigenous Australians, are part of this mayhem-like problem. The public intensely curved its attention toward what happened in NSW on February 15. A 17-year-old Indigenous boy, Thomas Hickey – the most common being â€Å"TJ†

Intercultural Management - 2155 Words

Topic Review: General Management Effective cross-cultural management has to be grounded in a detailed knowledge of individual cultures. Discuss using examples from two multinational companies. I/ Introduction: In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the â€Å"software of mind† that can influence people’s patterns of thinking and behaving.†¦show more content†¦As a result, it is critical and essential for adaptation to achieve corporate success. According to the works of Chaney amp; Martin (2011) and Harris amp; Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and develop ing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney amp; Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective. III/ Examples of Two Multinational Companies: 1. Wal-Mart: In the United States, there are more than 4,000 Wal-Mart stores. On average, it costs more than $2,000 each year at Wal-Mart for every American household.Show MoreRelatedINTERCULTURAL MANAGEMENT2924 Words   |  12 Pagesï » ¿ INTERCULTURAL MANAGEMENT â€Å"Managers must recognize the values that they share with the people of other cultures in order to understand the values of those cultures different from their own.† Dr. Ian Lawrence. Leads Metropolitan University. Date: 15/06/2014 For Nakib Ahmed Business Management 104 By-Vishwas Kolla Prakash, Vivek Patel, Selina Szito and Shivudu Godda. EXECUTIVE SUMMARY Intercultural management is also called as cross cultural management. 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Usually it is defined as a state of ‘harmony’ – and this state is emphasized byRead MoreImpact Of Communication On Cross Cultural Communication911 Words   |  4 Pagestrained in cultural differences run the risk of ruining a business deal or relationship. Mukherjee and Ramos-Salazar (2014) mentioned, â€Å"The key to global business success depends on effective cross-cultural etiquette and global workforce diversity management† (p.18). Companies that understand differences between cultures have a competitive advantage over others. Communication is important to any company and communication between cultur es has â€Å"invisible barriers† (Guang Trotter). 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Thomason Health System (THS)

Question: Discuss about the proposal to present before Thomason Health Systems board of directors related to establishment of an onboarding team for implementing a new information technology system. Answer: Introduction We at Thomason Health System (THS) are planning to undergo a huge information technology infrastructure update with electronic medical records (EMR) system and policy under the experienced supervision and leadership of Maggie Tweedy (MD), the chief executive officer (CEO) of THS. THSs mission is to practice medicine and care as an integrated team of compassionate, multi-disciplinary physicians, nurses, and health professionals who are focused on the complete health needs of the patients. Thus, developing an accountable integrated healthcare system will help this organization monitor patient needs and outcomes, use performance data and indicators for organizational and staff assessment, and implement new forms of reimbursement that result in improved quality while keeping costs checked, thereby complying with American Medical Association (AMA) standards. EMR will provide crucial information when treating individual patients throughout different points of care as well as provide data r egarding the effectiveness of treatments and staff within the system. However, there is resentment against this new project amongst some staff members. Thus, we have planned to form a team that will aid in implementing this new system in the organization. Team Selection For the attainment of this goal, as the chief operating officer (COO) of THS, it is my responsibility to create an onboarding team charged with the cultural adoption of EMRs by THS. Thus, after thorough review and checking the knowledge, skills, and attitudes (KSA) of the staff members, I have selected Marco Tortello (PhD), Virginia Pavini (MD), Christina Trevor (MD), John Lieberman (radiology technician), and Jennifer Kline (monitor technician) as the proposed members of this team. The reasons for choosing them and their roles are described below. Team leader - Virginia Pavini is an anesthesiologist and the chief of staff. Over time she has set high standards for staffing as well as establishing performance evaluation procedures and professional development polices. She has exhibited strong leadership and many staff members look to her as a mentor. Her belief that majority of the staff will eventually adopt EMR, with training and follow-up, makes her a suitable member of this team. Situation monitoring - Tortello being the chief information officer can be of great help in implementing EMR in the organization with his knowledge and experience of information technology (IT and public management. He has focused on innovation and technologies that are patient-centered while increasing the organizations efficiency through technology, modernization and business process improvements. In fact, he has been the driving force behind THSs acquisition of EMRs as he believes it will help minimize errors and inefficiencies. Mutual support and communication - Christina Trevor is a pediatrician and has worked at other organizations and facilities with EMRs. She fully supports EMRs and believes that EMRs streamline the process and allow doctors to spend more time with their patients. She has been a vocal supporter and has communicated her own experience with many other staff members. Mutual support and communication - John Lieberman is a radiology technician and has been at THS for 17 years. He is a strong advocate for EMRs and believes that it will help increase productivity and care while decreasing errors for the radiology department. He has also maintained very good relationship with the other technicians and labs. Thus, he is an apt member for convincing the lab staff and technicians about the benefits of this technology. Mutual support and communication - Jennifer Kline is a monitor technician and assists the nursing department by monitoring cardiac rhythms. She believes that EMRs will decrease mistakes and inefficiencies between departments. Her position requires Kline to work with other teams and specialists within THS and she has an exceptional rapport with staff and patients. Something that's good for the organization and ultimately good for the patient population is the ultimate goal of the above five members. Thus, they are apt for being the team members in this project. As opposed to this, the other members have ideology of something being good for an individual, their career, a particular constituency. They are more self-focused and are thus not appropriate to be chosen as team members (Nancarrow et al., 2013). Gene Rosario (MD) is a primary care physician and after so many years of experience is opposing EMRs because he feels that they are very burdensome and the doctors would lose autonomy. He also thinks that costs incurred for EMRs will limit community and charity services. Todd Ramos (RN) is a nursing administrator for the hospice facility. He thinks that the staff will be stretched too thin with the necessary training for EMRs. Though he believes the shift is beneficial in the long run, conflict persists. Frances Hays (RN) is a nursing administrator at the hospital. She does not want to use EMRs because she feels it is time-consuming and will cause her staff to lose interpersonal and communication skills. Thus, she needs to be convinced about the organizational benefits of EMRs. Todd Birchman (MD) is a dermatologist who has privileges at the hospital but maintains a thriving private practice with several locations. He is an exception to the team list as his main target is his private practice and he will not be able to give full time support for the project. Though he uses a very similar system to the one THS is planning to acquire. Many staff members have talked to him about his experience when he is at the facility. Team Building In a team, role ambiguity is the commonest cause of conflict. When people don't understand exactly what their roles and responsibilities are, they start doing another's role or doing something differently than someone other's expectation is. This creates miscommunication and conflict. Sometimes, teams develop coalitions. So in a five-member team, three people may gang up on two people. And then the majority will win through competition or coercion as opposed to collaboration. The team leader has important role here. The roles of the members of the team need to be clarified and all team members need to know enough about each member of that team, their aspirations, their skills, and their motivation(Mitchell et al., 2012). The conflicts may arise because in health care we have different expertise on different teams and conflicts may arise due to limited knowledge in particular areas. Thus, an interdisciplinary team needs to learn from each other. There may be cultural or gender conflicts. In such cases the leader needs to make the members understand and respect diversity before we put them together on these teams so that they can respect people for what they bring to the table (Belinsky, Eddy, Lohmann, George, 2014). Team Strategies and Tools to Enhance Performance and Patient Safety (Team STEPPS) is a methodical approach established by the Department of Defense (DoD) and the Agency for Healthcare Research and Quality (AHRQ) to incorporate teamwork into practice (King et al., 2008). The first stage that a team goes through is called forming. In this stage, everyone is ought to be very enthusiastic as it is a new project and all are together for the first time. The leader needs to take charge and be very clear about the goals, timeline, responsibilities, and role clarity. After the group has been working together a little while the team members become comfortable with each other and demonstrate a bit more skill. As a team, they have collected data on the barriers of implementation, what their competitors are doing, what the organization and the physician needs would be for this specific new service. So the team has more data but is not sure about what to do with it, how to analyze it, and how to p ut it into a meaningful pattern. At this stage, a good leader moves the team through a series of questions called storming. This is necessary to invoke performance. It is at this stage that conflicts arise. Thus at this stage the leader needs to recognize the different styles that people have and try to match them in a complementary way, not a way that they're going to conflict. Teams are notorious for having people try to come to a consensus, yet there needs to be discussion. If the conflicts are resolved successfully by the leader, the team enters the third stage, developing. At this stage the team has enough knowledge and has overcome the political nuances and is a bit more comfortable working with each other. Now the leader plays a facilitator role that allows the team to come up with the answers. The team begin to decide what their next steps are, who else needs to be spoken to, what other data do they need, who in the facility needs to be included. The team members are now con fident with each other's skills, they trust each other, encourage each other, are committed, resolve conflicts as a team, are accountable and result-focused. There are no role conflicts (Ć iriĆ¡ RakoviĆ¡, 2010). Engaging the Organization Once the team is built it needs to engage the organization in its processes. This can be done after identifying the key processes, analyzing the processes, identifying the measures to be taken, analyzing the customer feedback, developing scorecard, and monitoring the results. The cause of resistance is usually the presence of certain blind spots and attitudes which the staff members have due to their preoccupation with the technical aspects of new ideas. This can be dealt with by presenting to them the facts and figures of the improvement in the performance of other organizations. Live talks related to the experiences of people using the technology can also be organized to enhance the knowledge of staff members about this technology(Lawrence, 1969). The onboarding team needs prepare a monthly report about the effectiveness of the system and the adoption of THS staffs engagement that will be assessed every three months, half yearly, and annually. With this plan we hope to implement this system successfully in the organization. References Belinsky, M., Eddy, M., Lohmann, J., George, M. (2014). The application of social impact bonds to universal health-care initiatives in South-East Asia. WHO, 219. Ć iriĆ¡, Z., RakoviĆ¡, L. (2010). Change Management in Information System Development and Implementation Projects. Management Information System, 5(1), 2328. King, H. B., Battles, J., Baker, D. P., Alonso, A., Salas, E., Webster, J., Salisbury, M. (2008). TeamSTEPPSTM: team strategies and tools to enhance performance and patient safety. Retrieved from https://www.ncbi.nlm.nih.gov/books/n/aps2v3/advances-king_1/?report=reader Lawrence, P. R. (1969, January 1). How to Deal With Resistance to Change. Retrieved July 24, 2016, from https://hbr.org/1969/01/how-to-deal-with-resistance-to-change Mitchell, P., Wynia, M., Golden, R., McNellis, B., Okun, S., Webb, C. E., Von Kohorn, I. (2012). Core principles values of effective team-based health care. Washington, DC: Institute of Medicine. Retrieved from https://micmrc.org/system/files/Core_Principles_%26_Values_of_Effective_Team-Based_Health_Care.pdf Nancarrow, S. A., Booth, A., Ariss, S., Smith, T., Enderby, P., Roots, A. (2013). Ten principles of good interdisciplinary team work. Human Resources for Health, 11, 19. https://doi.org/10.1186/1478-4491-11-19