Conflicts in Healthcare Organisations

Conflicts in Healthcare Organisations CONFLICT AND TEAM EFFECTIVENESS INTRODUCTION (SCENARIO) LOCATION :- MIDDLEMORE HOSPITAL Middlemore is a tertiary public care hospital which is managed by Counties Manukau Health Board. It provides several kinds of health and social care services. It is 800 bedded hospital with 24 operation theatres. In the hospital different kinds of departments are present. Around 4700 staff members providing their services in all departments. All the staff members are working as a great team. All the departments are interconnected with each other as all are depend on another departments services e.g. doctor always need help of nursing staff for providing care to the patients as well as radiology, laboratory and physiotherapy departments are also connected in all care facilities which are providing by the hospital. Sometimes team work get affected due to some issues in any workplace which affects on quality of care and on working environment as well. CONFLICT :- It is the major problem in any workplace which occur in two or more persons. Conflicts in healthcare organisations definitely affect patient care and productivity. It is necessary task for a team leader to identify the reason behind that conflict and to figure out a solution to avoid major consequences in the future. (Ramsey, M. 2001 April). Rate of happening conflicts in healthcare profession is higher instead of any other profession. (Barr Dowding, 2016). Our report is on a conflict which occur between two nurses. In the next paragraphs, I am going to submit a report on the whole problem as well as its outcomes. THE SCENARIO Conflict starts between day and night staff nurses Lisa (New Zealand resident working since last 2 years) and Tina (newly joined nurse from India) Tina (day staff) was more sincere and experienced than Lisa (night staff). Soon Tina built good IPR (Inter-personal Relationship) with all the staff members as well as doctors. She got some rewards from management because of her caring nature and working skills. On the other hand, Lisa was not good at her work as Tina was, sometimes she behave rudely with the patients. Lisa starts jealousy from Tina because of her respect in the staff and doctors. She always think Tina to make insulted from management and doctors. One night in the shift of Lisa a surgery planned by doctor for next morning but in the next morning while giving charge to Tina she hide the information about surgery and to keep the patient NPO (nil per orally) as ordered by the doctor. Moreover, she did not show the patients record to Tina in which the surgery was mentioned by the doctor. Tina serve breakfast to patient because she was unknown about the surgery. In the morning doctor came to visit the patient and asked to Tina is patient ready for operation theatre. She got shocked and said that I did not know about surgery, I gave breakfast to the patient. Doctor starts shouting to Tina. She explain that night staff did not tell anything to me about the surgery because it was planned in the night and I was just going to check the patients record than breakfast came and I serve it to patient. The doctor call the incharge nurse (Rosy) explain about the issue. Incharge feel sorry for this troublesomeness and disobliging work as well as for major issue created by her team. RESONS FOR CONFLICT Jealousy Communication gap Racism Competition Misunderstanding Disrespecting behaviour FACTORS AFFECTING WORKPLACE Conflict between Lisa and Tina increases day by day because of Lisas misunderstanding. Many times, it was noticed by incharge also and she warned Lisa several times, but the problem still exist. But today major issue was occur due to misunderstanding and communication gap between her team. These conflicts were going to affect the whole organisation which was not good for patient and the other staff members as well the organisation. Because the workplace environment influence staff satisfaction which is directly co-related to the organisation working environment that affect patient care. LACK OF COMMUNICATION When misunderstandings occur team members starts ignoring one another instructions and sometimes rules of organisation as well which definitely decreases the quality of care. STRESS AND JOB BURNOUT Lack of co-workers co-operation and communication leads to stress which decreases working power resulting in job burnout. EMPLOYMENT INSECURITY With the joining of new staff insecurity in the existing staff leads to stress and negative workplace environment. TEAM ERRORS Team is the first thing which is disturbed with these kinds of errors and misunderstandings. If the team will not work with co-operation, then many more problems are there to occur. EFFECTS OF CONFLICTS :- ON INDIVIDUAL Negative emotions Stress Lack of confidence Lack of emotions Depression ON TEAM / ORGANISATION Decrease productivity Violence among staff members Wastage of time Less focus on work ON PATIENT Stress Insecurity Compromised care Disturbed sleep pattern These all problems can disturb the chain of work and decrease the team effectiveness. So, incharge decided to discuss the problem with manager and to clear the misunderstandings of Lisa about Tina. She goes to manager and discuss about the problem and they planned about a team building day which will give time to all the staff members to communicate with each other and give some time to spend without any work load. They planned about some games and activities which were beneficial for a good team work and effectiveness of team. They choose many activities. ACTIVITIES FOR TEAM EFFECTIVENESS Team members chose some activities for team effectiveness in which all the group members were participated and they get time to introduce with each other and to understand each others behaviour very closely. On the very first stage there was confusion with some team members by doing activities together they form trust on each other and get close, all team members were clear about their roles and objectives which are mainly helpful on their workplace. Some of the team activities which were done on team building day are: BLIND FOLDES NEWS HEADINGSA MINEHUNT HUMAN KNOT BALANCING STICK AIRLOCK TEAM BUILDING All activities were helpful for building a great team but we select airlock team building in which all team members were tie with each other from legs and they have to walk through ring without any fall. We select this team activity to play because it shows automatically the dependency of one team member upon another co-worker. If one person does[A1] any mistake it will affect the whole team. OUTCOMES The major outcome of this activity was building trust on each other and working by co-operation. It shows that all group members are different from each other, their learning style are different, different personalities and traits are there, but this activity ensure that all team member can achieve any task with trust and co-operation, it must be productive as much as possible. Group activity convey a message of internalize as well as it increases team bonding. The main motto of this game was to appreciate of a team member in his/her achievement or strengths and help in weakness. It substitutes possibility thinking on the place of limited beliefs which relieve stress and increase talent of life balance. According to Switzler A (2009) some more things will need to be done on schedule. SCHEDUAL REGULAR TIME TO COMMUNICATE When poor communication occurs in any group or team there must be a written report of problem, its consequences and possible solutions. There will be a weekly or fortnightly meeting to discuss all the problem and their solutions. IDENTIFY AND SHARE BEHAVIOUR PATTERN The second main thing to do is to read team members behaviour. Behaviours to be identify are working, not working as well as missing behaviours. Involvement of team leader in every task is must. Obtaining data by survey Survey should also be involved in weekly meetings. It will help to collect sufficient and correct data to discuss with the group members and will helpful to make the solutions for major issues. GARNER SUPPORT BY TALKING YOUR COLLEAGUES The main role of team leader in this task is to solve a problem according to the situation. Never take any action if a single person complaining about another person in the team, first think about the situation and then take any action. But, if there any problem occur to your group you must have to attend it. If the same problem exists with similar frustration, then make a planned solution according to problem. OUR TEAM LEARNING STYLES AND PERSONALITY Team is a group of people who always work together with co-operation and co-ordination. Same we were a team of 4 members with different learning styles and personalities. One from us was a group leader and others follow the instruction of leader to make the team effective to do the task correctly and timely. First member SUKHDEEP KAUR she always learns from auditory style she has entrepreneur personality. Second member, HARSIMRANJIT SINGH also having great auditory learning and having campaigner personality. Third member JASPREET KAUR having console personality and she always learn through visual learning style. Fourth member was RANDEEP KAUR have mediator personality and she learns from visual activities. Harsimrans personality relates to the behaviour theory because he changes his behaviour according to situation. For instance, during the discussion in the classroom he easily adopt the new learning. Next member Sukhdeep relates to the cognitive theory because in every task she has great problem solving skills. Randeep and Jaspreet relates to constructive theory, at the time of discussion they both build new ideas from their experience. TEAM MEMBERS RECORD Sukhdeep She prepare scenario and workplace situation. She is more experienced than other team members. She had lot of ideas about workplace situations, she knows very well how to tackle that problems and to make team effective. She has done the conclusion of report as well. Harsimranjit He make the rationale and factors affecting workplace task as well as he made slides. He has great computer skills. He knows very well how to use word and what kind of slides are effective in presentation. He also create the team activity. Jaspreet she done the task of team members record. She can easily read the person his personality and style of learning and thinking. She relates theories to the team members in their role in team work. Randeep as Randeep is good in visual learning she searched on you tube as well as read course book to relate the theories with the group members in team. She did the 4th task of assignment about individual and team. MATRIX 22nd February 2017, we started our assignment in the classroom. In this period, we discuss about the task and material during the break time. 23rd February we done some work by own at our homes. Do some research on internet and read some articles about team effectiveness. 24th February we got together at Sukhdeeps home for further discussion. All members are very punctual all came on time but that day Harsimranjit got late because his train was cancelled. All team members great at their tasks and participated in every activity enthusiastically. 26th February all met at Jaspreets home, for preparing the slides and to do some role play activity preparation. In every task, Jaspreet and Randeeps role was related to Hersey Blanchard Theory. They follow all the instruction given by the group leader and done their work at a great level. Group leader explain them about the assignment that includes what to do, how to do for getting positive outcome. The character of Harsimranjit and Sukhdeep was related to transformational theory. While doing the task they motivated all group for concentration and great result. CONCLUSION At last, the whole report says about the conflict within the team members, its solutions as well as the team effectiveness. After doing all the task and activities we realise that a team can work effectively. If the team members are sincere about their role in the team. Bad behaviour of the team members can destroy the team and organisation. on the other hand, co-operative team can increase the productivity of care. [A1]

Famine Relief Essay -- Article Analysis

In response to the recent failure of the international community to prevent the famine crisis in the Horn of Africa since July 2011, Suzanne Dvorak the chief executive of Save the Children wrote that, â€Å"We need to provide help now. But we cannot forget that these children are wasting away in a disaster that we could - and should - have prevented† she added, â€Å"The UN estimates that every $1 spent in prevention saves $7 in emergency spending.† (Dvorak, 2011). Many people who read such statement wonder about our obligation towards famine relief, and ask, whether we are morally obliged to spend one dollar in order to prevent such a crisis or not. Forty years ago, Peter Singer answered this question in his article Famine, Affluence, and Morality; Singer suggested, â€Å"we should prevent bad occurrences unless, to do so, we had to sacrifice something morally significant† (C&M, 827). However, different philosophers and writers have criticized his view and the general idea to help the poor. In this paper, I will argue against two articles which were written against Singer’s view, and against helping the poor countries in general. I will argue against John Arthur’s article Famine Relief and the Ideal Moral Code (1974 ) ,and Garrett Hardin’s article Lifeboat Ethics: the Case Against Helping the Poor ( 1976); I will show that both articles are exaggerating the negative consequences of aiding the poor, as well as building them on false assumptions. Both Arthur and Hardin are promoting the self-interest without considering the rights of others, and without considering that giving for famine relief means giving life to many children. A Case against John Arthur In the article Famine Relief and the Ideal Moral Cod... ... Friedman, U. (2011, July 19). What It took for the U.N to declare famine in Somalia. Retrieved from http://www.theatlanticwire.com/global/2011/07/what-it-took-un-declare-famine-somalia/40152/ Hardin, G. (1974, September ). Lifeboat Ethics: the Case Against Helping the Poor. Retrieved fromhttp://www.garretthardinsociety.org/articles/art_lifeboat_ethics_case_against_helping_poor.html Montgomery, K. (n.d.). The Demographic Transition. Retrieved on August 4, 2011 from http://www.marathon.uwc.edu/geography/demotrans/demtran.htm. White, J. (2009). Contemporary Moral Problems [pp360]. Retrieved from http://books.google.com/books?id=dcK6-h1ngtcC&pg=PA357&dq=Consumption+,+global+warming+and+famine&hl=en&ei=diw7TsOyGoSisQLK_N35Dw&sa=X&oi=book_result&ct=result&resnum=3&sqi=2&ved=0CDcQ6AEwAg#v=onepage&q=Consumption%20%2C%20global%20warming%20and%20famine&f=false.

International Joint Ventures

AR50126 Assignment Name: Mizanur Rahman In submitting this assignment, I certify that all this material is my own work, except where I have indicated otherwise with appropriate references. 0. 0 0. 1 Report on the ‘Sandford’ Joint Venture in East Timor Date: 30th September 2011 For: George Jackson From: Mizanur Rahman 1. 0 Executive Summary Freemantle Construction operates in a domestic environment against ever increasing competition in a saturated market, trying to maintain market share during economic downturn. In contrast Sandford has a strong international presence in the hotel/leisure industry and is looking at diversification to improve their competitive advantage and compliment their current offerings. The opportunity presented by this Joint Venture (JV) will assist both Sandford and Fremantle in entering a new market. It will be challenging mainly because of the fact that both firms are from different industries and may have different goals/objectives along with differing management styles. Furthermore, the JV’s first project is situated in the Democratic Republic of Timor Leste (DRTL), which will have its own complexities to contend with, be it government/business policies or technology/skills shortages etc. The JV will have to consider a decision making processes throughout the partnership, which could be difficult, with each firm’s needs possibly being different. For a successful JV, the partners need to be honest, trustworthy, committed and focus on what will be best for the JV rather than on their own needs. Beamish (2008) quoted that firms enter JVs in order to create new products/services and enter new/foreign markets. This is the key benefit to this JV, whilst there are many risk factors to consider, the rewards will possibly outweigh this but only if all the obstacles and opportunities are correctly assessed and an appropriate strategy is agreed and implemented. 2. 0 Introduction This report was commissioned by Mr Benny Garstead. The objective was to recommend an appropriate ‘Diversification Strategy’ and identify ‘Opportunities and Obstacles’ that will be encountered by the ‘Sandford & Freemantle’ JV in the DRTL. Page 1 of 8 AR50126 Assignment Name: Mizanur Rahman 3. 0 3. 1 Diversification via JV What form of JV Prior to engaging in a ‘Diversification’ strategy both firms will have to agree on the type of JV to be implemented for this project, integrated where profit/loss is shared against an agreed percentage, or non-integrated where profit/loss is not shared. The benefit of an integrated system is that it requires capital investment from all partners and this signifies commitment and can enhance the chances of success. These decisions along with objectives and how to manage the JV will have to be agreed prior to engaging the JV. Pearce (1997) indicated that JVs can become very demanding if the partners have differing objectives. The reasons behind the JV are simple, both parties contribute to the overall scale/skills pool, thus being in a position to penetrate new markets. However local knowledge in respect of the newly formed DRTL will be lacking. This gap will need to be filled, possibly with local partners/advisors if the JV is to be successful. . 2 Diversification Theory Ansoff’s (1965) idea of diversification (see matrix below) highlights that this is when firms enter new markets with new products. The new product here is the combined offering of both firms, in a completely new market. Berry (1975) alternatively states that ‘Diversification’ is an increase in the number of industries a firm is active in. There are numerous other definitions, but in essence it is based on de sire for growth, by expanding a firm’s existing offering with other products/services etc. which can be directly or indirectly related to current offerings or be completely unrelated. The notion that this JV needs to be identified separately from both firm’s existing operations, by diversifying, could improve competitive advantage by providing focus in a niche market, where one service compliments/leads on to the other and thus being able to provide a tailored/total solution to the DRTL, where many international/domestic firms will be vying for the same business. Page 2 of 8 AR50126 Assignment Name: Mizanur Rahman 3. 3 Why Diversify By integrating into related markets (related diversification, infrastructure hotels/leisure = revenue from building & tourism), Freemantle can enter into another market, which could boost their current position and secure cash flow to survive the current downturn. Rather than downsizing, they could potentially increase their turnover, albeit growth not necessarily means more profit. Sandford will also greatly benefit by being able to complement Freemantle’s offering by following on with the required tourism facilities. This type of synergy is called ‘Horizontal Diversification’. A diversification strategy is simply a ‘growth’ strategy and in this instance could be seen as ‘differentiation’. Porter (1985) states in his ‘Generic Strategies’, firms looking for competitive advantage through ‘differentiation’ must consider the additional costs incurred in re-branding, promoting etc. and the chances of recovering these, also the method is not unique and could be replicated by other competing firms. On a positive note Rumelt (1982) developed, from earlier studies of Chandler (1962) and Wrigley (1970), categories for various diversification strategies nd from this, related diversification on average outperformed other diversification strategies. Furthermore, it was found that these firms had a natural advantage by expanding their skills into related areas. In general drivers for Sandford & Fremantle’s choice to diversify would be based on: i. ii. iii. iv. v. Sandford’s desire for growth Freemantleâ₠¬â„¢s need to escape a stagnant market Both need to acquire the skills in the construction/tourism sector Both desire to spread risk Both desire to access a virgin market 3. 2. 1 Advantages & Disadvantage The principle advantages for this JV are: ? ? ? ? ? An increase in value/wealth to the firms, which would not be possible on their own. Economies of scale would be increased, assisting entry into the new market. Construction costs for Sandford would decrease. Economies of scope can be exploited by Freemantle delivering the required infrastructure and then the related tourism/leisure facilities. Provides movement away from declining activities for Freemantle. Spreading risk from interests in one area, as well as the risks involved in international JVs (IJVs). The Principle disadvantages could be: ? ? Slowing growth in its core business, if focus is shifted. Potentially would add to management costs by implementing a separate team to run the JV. Loss could be incurred during market c onsolidation process resulting in some parts of the business being subsidized by other profitable parts. Page 3 of 8 AR50126 Assignment Name: Mizanur Rahman ? ? Diversification across national boundaries could result in the firms having to deal with varying political/legal requirements of the different countries in which the JV firms have controlling interests. May result in failure when there is a mismatch between core competencies/experiences. Freemantle’s lack of international experience and Sandford’s lack of local knowledge/influence. 4. 0 4. 1 Obstacles and Opportunities for the DRTL project Virgin Market The DRTL is a diverse country ecologically and culturally due to its multitude of linguistic and ethnic inhabitants, built up over its history from settlements to colonisation. The DRTL have to deal with many critical issues from the lack of infrastructure, as virtually everything will have to be rebuilt from ruins left from the war. Despite the lack of facilities and the major task ahead, according to Moghe (2001) the success of the country lies with proper infrastructure, security, efficient policy and the ability to make clients and investors feel that they are on ‘neutral territory’. One point to note is that there will be mass influx that will occur from foreign firms looking to capture some market share during construction, along with the firms that will remain and operate businesses (i. e. hotel/leisure and tourist facilities). Aditjondro (2001) criticised this, as it would force the DRTL into a new form of colonisation, an economic one, thus resulting what could be viewed as simply an outpost for globalisation. 4. 2 Globalisation Society today is very global and thus making our domestic markets more competitive. This encourages firms to venture across international boundaries in order to offset seasonal fluctuations (i. e. construction during winter periods) through increased opportunities and ultimately be spreading their risk across various options. The choice to go global has many risks and potential obstacles to consider from cultural/language barriers to economic, legal and political risk. Cartwright and Cooper (1996) underline that compatibility issues may arise from IJVs due to differences in national culture, managerial styles. The proposed JV provides a gateway for international expansion, which maybe a comfortable area for Sandford but Freemantle need to fully assess their capability/competence in a foreign market by fully assessing the risks. 4. 3 Risk Bettis & Hall (1982) successfully demonstrated the link between risk and reward performance and diversification strategies. In their study they calculated return on assets to measure risk and reward performance. The result found a negative risk Page 4 of 8 AR50126 Assignment Name: Mizanur Rahman against return for related firms, which suggested the opportunity to simultaneously reduce risk and increase return. However, a detailed risk/reward analysis needs to be conducted to ensure that the JV is not affected by any change. Areas for consideration (UK & USA ‘v’ DRTL): Culture: Currency: Economy: Government: Legal: Labour: Language: Marketing: Transport: Technology: Homogeneous ‘v’ Heterogeneous Uniform ‘v’ Uniform (? /$) Relatively Stable ‘v’ Variable & unpredictable Stable ‘v’ Maybe Unstable Free movement of goods ‘v’ possible legal restrictions Skilled workers available ‘v’ Impossible to source Generally Single Language ‘v’ Different Languages/dialects Many media streams with little restriction ‘v’ Fewer media Several competitive options ‘v’ inadequate Latest ‘v’ Outdated An appropriate level of competency/ability and motivation is required amongst the staff, for a firm to operate effectively on the international scene. The varying strengths and weakness of both firm’s skill base would need to be fully analysed, in order to compile a competent/capable team. Thus providing a balance of all necessary attributes and improving the chances of success. 4. 4 Corporate Social Responsibility (CSR) DRTL is one of the poorest countries in the world. The country will still be very fragile and under the watch of the UN. Also the population may not trust outsiders as they have repeatedly been under forced control, so gaining trust for a successful JV will be imperative and thus a robust CSR policy needs to be agreed and implemented. If the CSR policy is not followed, the firm’s image be ruined, causing failure abroad and potentially back home. The JV cannot claim to be an ethical setup if it ignores unethical practices linked to its operations e. g. : ? ? ? ? Use of child labour and forced labour Production that effects the livelihoods of indigenous people Violation of the basic rights of workers Ignoring health, safety and environmental standards An ethical business has to be concerned with the behaviour of all businesses that operate in the supply chain – i. e. ? ? ? ? Partners Advisors Suppliers Sub-contractors The sticking point is if any of the above is required to be ignored, either to progress the project or to make profit. The decision needs to remain ethical to maintain long term success. Page 5 of 8 AR50126 Assignment Name: Mizanur Rahman 4. 0 Conclusion The capability/capacity of the existing construction industry in DRTL, like many developing nations, will be in its infancy (World Bank, 1984; Kirmani, 1988; Wells 1986). For success local knowledge will be a necessity. Although there are several strategies available for IJVs, diversification strategies provide firms with high growth potential in international markets (Capar and Kotabe, 2003). Diversification may be a fast track growth solution but if an appropriate strategy is not applied and the management fail to understand the JV, then serious financial impact is inevitable not only to the JV but also the parent firms. Available competencies and capability need to be assessed; also the product that is being provided needs to have resonance with the new market. Hence extensive research rather than internet based research needs to be conducted at ground zero. Are the firms ready for an IJV, or are there skills gaps that need filling? 5. 0 Recommendations The recommendations are, but not limited to: 1. Conduct a thorough PESTEL analysis on the DRTL situation. 2. Conduct a SWOT analysis of the JV in DRTL. 3. Agree on the percentage level of profit/loss sharing for an integrated JV. 4. Agree the JVs Objectives, Decision Making Protocols. 5. Review competencies and capabilities of senior management and assemble the correct team. . Implement a CSR policy. 7. Network with DRTL decision makers and appoint a local partner or advisor. 8. Engage with the community. Once the above has been achieved then the JV can start prospecting for work. (2020 – 24 Citations = 1996 words) Page 6 of 8 AR50126 Assignment Name: Mizanur Rahman Bibliography Aditjondro, G. J. (2001). East Timorese becoming guests in their own land [online]. Indonesia: Jakarta Post . Available from: http://members. canb. auug. org. au/~wildwood/febguests. htm [Accessed 27 September 2011]. Ansoff, H. I. (1965). Corporate Strategy:An Anylytical approach to business policy for growth & expansion. New York: McGraw-Hill. Beamish, P. W. (2008). Joint venturing. Charlotte, NC: Information Age Publishing. Berry, C. H. (1975). Corporate Growth and Diversification. Princeton, NJ: Princeton University Press. Bettis, R. A. , Hall W. K. (1982). Diversification Strategy, accounting determined risk, and accounting determined return, Academy of Management Journal, 25, pp. 254-264. Carpar, N. , Kotabe, M. (2003). The relationship between international diversification and performance in service firms, Journal of International Business Studies. 34, pp. 45-355. Cartwright, S. , Cooper, C. (1996). Managing Mergers, acquisitions and strategic alliances: integrating people and cultures. 2nd ed. Oxford: Butterworth-Heinemann. Haendel, D. (1979). Foreign investments and the management of political risk. Colorado: West View Press. Hill, W. L. (2005). International Business: Competing in the Global Marketplace. International ed. New York: McGraw-Hill. Kirmani, S. S. 1988). The Construction Industry In Development: Issues And Options, Discussion Paper, Report INU 10, February, World Bank. Moghe, C. G. (2001) A framework for East Timor's economic planning [online]. Indonesia: Jakarta Post. Available from: http://www. thejakartapost. com/news/2001/02/22/a-frameworkeast-timor039s-economic-planning. html [Accessed 27 September 2011]. Pearce, R. J. (1997). Toward understanding joint venture performance and s urvival: A bargaining and influence approach to transaction cost theory. Academy of Management Review, 22(1), pp. 03–225. Phatak, A. V. (1989), International dimensions of management, 2nd ed. Boston: PWS Kent Publishing Company. Porter, M. (1985). referred to in Hancock M. R. (2008) â€Å"Strategy in Construction† (ICM Module 6 work file. p. 2. 6, University of Bath. Ronen, S. (1986). Comparative and Multinational Management, 4th ed. New York: John Wiley & Sons Inc. Rumelt, R. P. (1982). Diversification Strategy and Profitability, Strategic Management Journal, 3, pp. 359-369. Page 7 of 8 AR50126 Assignment Name: Mizanur Rahman Scullion, H. 1992), Strategic recruitment and development of the ‘International Manager’: Some European Considerations, Human Resource Management Journal, 3, pp. 57-69 UN (2010). East Timor Country Brief [online]. Australia. Available from: http://www. dfat. gov. au/geo/east_timor/east_timor_brief. html [Accessed 25 September 2011]. Wild, J. J. , Wild, K. L. & Han, J. C. Y. (2000). International Business: an Integrated Approach. New Jersey: Prentice-Hall. World Bank (1984). The construction Industry: Issues and Strategies in developing Countries, Washington D. C. : World Bank. Page 8 of 8

Modal and Phraseological Verbs in Italian

In addition to the Italian auxiliary verbs essere and avere, Italian modal  and phraseological verbs also serve as support to other verbs. Italian phraseological verbs (verbi fraseologici)  include   stare,  cominciare,  iniziare,  continuare,  seguitare,  finire, and  smettere,  which, when used before another verb (mostly in the  infinitive, but also as a  gerund), define a particular verbal aspect. Read on to learn more about these important Italian helping verbs. Modal Verbs The Italian modal verbs are dovere, potere, volere—meaning, respectively: necessity, possibility, and volition—they precede the infinitive of another verb and indicate a mode, such as in the following examples. The sentences show how to use these three verbs in Italian, followed by the type of mode in parentheses, followed by the English translation: Sono dovuto tornare (necessità  )—I had to come back (need).Non ho potuto aiutarlo (possibilità  ).—I could not help him (possibility).Rita vuole dormire (volontà  ).—Rita wants to sleep (will). To underscore the close link between the modal verb and the verb that follows it, the former usually takes the auxiliary of the second: Sono tornato. / Sono dovuto (potuto, voluto) tornare.Ho aiutato. / Ho potuto (dovuto, voluto) aiutare. This translates in English to: Im back. / I had to (have, wanted to) return.  I helped. / I have (had, wanted to) help.. It is common to encounter modal verbs with the auxiliary avere, even when the governing verb requires the auxiliary essere, as in: Sono tornato. / Ho dovuto (potuto, voluto) tornare.—Im back. / I had to (have, wanted to) return. Modal Verbs Followed by Essere In particular, the modal verbs take the auxiliary verb avere when they are followed by the verb essere: Ho dovuto (potuto, voluto) essere magnanimo.—I had to (have, wanted) to be magnanimous. The presence of an unstressed pronoun, which can be placed before or after the servile verb, has an effect on the choice of the auxiliary verb, such as: Non ho potuto andarci.  Non sono potuto andarci.Non ci sono potuto andare. Non ci ho potuto andare. This transelates in English to: I could not go there. I am not able to go there.  I could not go there. I could not go there. In addition to dovere, potere, and volere, other verbs such as sapere (in the sense of being able to), preferire, osare, and desiderare can also support the infinitive forms: So parlare inglese. Preferirei andarci da solo.Non osa chiedertelo. Desideravamo tornare a casa. In English, this translates to: I can speak English. Id rather go alone.  Do not dare ask. We wanted to go home. Phraseological Verbs To understand phraseological verbs, its helpful to view how they are used in context, in brief prases. Each of the following phases in Italian uses a phraseological verb, followed by the type of action being described, followed by the translation of the phrase and type of action in English: Sto parlando (azione durativa) —Im talking about  (action durative)So per parlare (azione ingressiva)—I know from talking  (ingressive action)Cominciai a parlare (inizio dellazione)—began to talk  (onset of action)Continuai a parlare (proseguimento dellazione)—continued to talk  (continuation of)Smisi di parlare (fine dellazione)—I stopped talking  (end of action) Additionally, various phrases and expressions are used idiomatically in Italian: essere sul punto di, andare avanti, a etc.—be about to,  go ahead, and  etc.