Barclays Bank’s Decision-Making And Leadership Sample Assignment

Barclays Bank Board comes up with the vision for the bank. It could be the expansion plans into the Middle East or the African continent. The Board Chairman would lead the board meeting into accessing the need for the expansion, the method of expansion, and the time it would take for the plans to succeed. The board would also appoint people who would be responsible for the success of the project.

The board members approve the acquisitions, mergers or disposals (Robbins and Coulter 148). Most of the decisions the board has made so far have been for expansion purposes. For instance, it made the decision to expand Barclays Bank International by taking over America Credit Corporation and renamed it Barclays American Corporation. It vets new board members applicants to find a suitable candidate. It also removes board members through a well-structured process.

The board meets to lay down the procedures for success planning. They assign key positions on the board with specific roles. They appoint an individual or individuals to understudy the existing leader before he or she exits. The board appoints the successful candidate to take over from the predecessor. They provide the remuneration policy guidance for the executives with the help of the externally contracted financial consultants

The board members ensure that they maintain an effective system of internal control by setting timelines and targets to achieve the goals. They do this through the board committees. The board committees take orders from Board. They maintain an effective risk control and oversight process across the company (Robbins and Coulter 205).

The Board Committee chairman has to update the Board about the deliberations of the committee meetings. They hold independent meetings at the committee level. The bank allows the top down and the down up decision making process. For instance, if there is a need to open a new branch, they include their recommendations at the committee meeting and pass it to the board for further deliberations.

The Board may approve, reject or return the committee’s proposals for further clarifications. The board committees can also do the same for the decisions that arise from the management team. The Board Committee meets and assigns the Chief Executive Officer to supervise its decisions. The CEO works with the bank’s management team to ensure that they meet the objectives and targets. The communication can be through the bank’s information technology system.

Whenever there are problems with serious misconduct, fraud or illegal activities, anyone can raise such concerns in confidence with the Compliance team using the hotline or the email. The line managers and or the officers from the compliance team conduct the investigation. The committee hands over the report to the disciplinary department and then they lay down the disciplinary measures (Docherty and Viort 267). If the incidence is a false accusation, then the committee takes disciplinary action against the person or persons responsible.

The bank started a programme called The Lens to enhance the decision-making process. It helps the bank to set a standard regarding legal status, regulatory and compliance requirements. The citizenship lens helps colleagues identify, anticipate and manage the risks. It also examines the impact of their decision.

Works Cited

Docherty, Adrian, and Franck Viort. Better Banking, Hoboken: Wiley, 2013. Print.

Robbins, Stephen P., and Mary K. Coulter. Management, 11th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2012. Print.

Hospital-Acquired Pressure Ulcers Minimization

EBP Prevention of Pressure Ulcers

Essential Ideas

  • Hospital-acquired pressure ulcers (HAPU) development is listed among the crucial concerns of contemporary health care;
  • Seven stages of HAPU (stages I-IV, unstageable, deep tissue injury, and Kennedy terminal ulcer) are typically identified;
  • As a rule, the assessment of the entire skin area is carried out to diagnose the problem;
  • Braden Scale and the Norton Scale are traditionally used to assess the problem and determine the tools for addressing it;
  • Lack of mobility is usually viewed as the key cause of ulcers;
  • Individual factors, such as pressure applied to bony prominences (e.g., the coccyx, the heels, etc.) can be prevented by using a turning schedule;
  • Length of stay in the ICU may affect the development of HAPU;
  • Pulmonary rotation is often used to stop HAPU development;
  • HAPU can be prevented by lowering the bed and allowing for a change in the patient’s position (Cooper, 2013).

Developing the Information: Opportunities and Risks

The development of HAPU is among the primary concerns for the healthcare department in most facilities. Although prevention techniques are regularly used, they seem to be rather dated and, therefore, have little effect on the patients’ situation. Therefore, there is a pressing need to introduce new strategies that can prevent the development of HAPU. Particularly, the process of communication between the service members and the patient could use enhancement so that the former could inform the healthcare service employees about the problem. Furthermore, additional tools for enhancing patient’s mobility need to be incorporated into the current ICU design. As a result, the instances of severe HAPU development can be prevented successfully.

Reducing Hospital-Acquired Pressure Ulcers

Key Concepts and Ideas

  • Despite the high frequency of its occurrence, HAPU remains a problem area in the contemporary healthcare;
  • By evaluating specific risk factors, one may prevent the emergence of HAPU successfully;
  • The application of the evidence-based strategies (EBS) as the means of managing the issue can lead to the successful prevention of the phenomenon;
  • Regular skin assessments are the first step toward improving the quality of care and avoiding HAPU;
  • The strategy involving turning the patients is currently the main means of managing the HAPU issue;
  • The SKIN (Skin assessment, Keep turning, Incontinence management, and Nutrition) model is considered the most efficient men of addressing the problem of ulcers;
  • The present culture of nursing care, which views HAPU as an unavoidable occurrence needs to be altered so that HAPU could be prevented successfully (Crawford, Corbett, & Zuniga, 2014).

Developing the Information: Adjusting Tactics

The application of the EBS practice, the SKIN principles, and the tenets of the patient-centered philosophy are likely to have a tremendous effect on addressing the problem of ulcers. However, the research carried out by Crawford et al. (2014) shows that the current attitude toward ulcers among nurses needs to be changed so that the new strategy could have a direct effect on the patients’ wellbeing. Nurses have to realize that ulcers can and must be prevented so that the quality of care could increase. For these purposes, the very values and ethics of the healthcare environment have to be changed. Specifically, the significance of professional growth and skills acquisition must be explained to nurses. In addition, the members of the modern healthcare environment must be provided with an opportunity to acquire relevant skills and use them to prevent the issue of HAPU.

Reference List

Cooper, K. L. (2013). Evidence-based prevention of pressure ulcers in the Intensive Care Unit. Critical Care Nurse, 33(6), 57-66. Web.

Crawford, B., Corbett, N., & Zuniga, A. (2014). Reducing hospital-acquired pressure ulcers a quality improvement project across 21 hospitals. Journal of Nursing Care Quality, 29(4), 303-310. Web.

Scientific Evidence And Clinical Practice

In his article entitled “Closing the Time Lag between Evidence and Clinical Practice”, Thomas Sharon (2015) pointed out that there exists a lag between the time when scientific evidence is reported and its practical implementation in clinical settings; and this time lag is as long as 17 years. This issue has been known and discussed for a while, and many different researchers have published articles referring to its root causes and outcomes.

For instance, Morris, Wooding, and Grant (2011) conducted research evaluating the information known about this time lag and concluded that when it comes to the practicality of the knowledge about the time lag available to the agencies that work on its minimization, it is extremely scarce and does not translate into any effective actions or strategies. Also, Hanney et al. (2015) noticed that even though it is commonly accepted that the reduction of the time lag is required to maximize the benefits for both the medical practice and patients, no reliable ways are helping to measure the time lags and evaluate the reasons why they are registered and whether or not they occur within the general timelines.

It was pointed out by Hanney et al. (2015) that there are different approaches to the measuring strategies applied to research-practice time lags. To be more precise, the evidence required to reduce time lags is the information contributing to a better understanding of the nature of the lags by the researchers. The process marker model is one of the newer approaches to the problem. This model allows creating a matrix of the activities involved in the time lags and monitoring the tracks of activities that overlap, facilitating a delay between the research and implementation stages of different practices (Hanney et al., 2015). In turn, knowing these overlapping tracks, the researchers become able to influence them with the help of new policies and regulations. In other words, this approach could help the researchers understand why the lags appear and address the root causes to minimize the prevalence of delays.

When it comes to the barriers to the practical implementation of the research results, it is critical to review the number of studies published annually, and this rate of publication has been growing steadily over the last several years enabled by the rapid development of the information technologies (Sharon, 2015). As a result, the body of research available to the practitioners and policy-makers is very large, and due to this reason, it is impossible to access all the published studies and put their findings into practice. This tendency can be named as one of the most significant barriers preventing the timely implementation of the research knowledge. This problem could be addressed with the help of systematizing and synthesizing the enormous amount of new information that appears regularly. However, there is a risk that the researchers involved in the systematization process (the reviewers) could impact the information adding biases or misinterpreting the results.

To sum up, the lag between the time when the research findings are published, and their implementation or addition to practice has been estimated; its length equals 17 years. This gap prevents the potential benefits for the patients and slows down the progress in practical clinical settings. It also has a complex nature that needs to be fully understood for the researchers to be able to minimize the lag.

References

Hanney, S. R., Castle-Clarke, S., Grant, J., Guthrie, S., Henshall, C., Mestre-Ferrandiz, J., … Wooding, S. (2015). How long does biomedical research take? Studying the time taken between biomedical and health research and its translation into products, policy, and practice. Health Research Policy and Systems, 13(1).

Morris, Z., Wooding, M., Grant, J. (2011). The answer is 17 years, what is the question: Understanding time lags in translational research. Journal of the Royal Society of Medicine, 104(12): 510–520.

Sharon, T. A. (2015). Closing the time lag between evidence and clinical practice. Web.

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