Job

I am a Reader in English and earn my livelihood by delivering at least 35 lectures a week to undergraduate major degree students.

Apart from my daily schedule, I enjoy writing for a reputed Essaywriters Company of United States and dabbling into creative writing along with that. Whatever the case may be, I am keen on taking my classes regularly with much devotion. My seniors are well-established academics. They love me and adore my dedication to this job.

But things began to change as and when I earned my PhD from Wisconsin. I began to take Postgraduate classes, 6 in average per week and surprisingly enough I was offered  supervisor-ship by my immediate boss.

As I took to guide a PhD student, I began to draw the ire of a spiteful colleague who thought that taking classes might be my forte but not, of course, guiding a PhD scholar. He began to look for my pitfalls. A month ago, when I was coming back from my class, the Dean of the Faculty sent a message to me asking me to meet him after the classes. My heart missed a beat or two.

 However, I went to his cubicle after my day’s lecture-schedule. I found him engrossed in a book and as I entered he shot me a glance of nonchalance. A fear of some unknown flashed past my mind. He lifted his face from the book he was reading, and said, “So, Dr. Wilson, how do you feel to interact with the new students?” I hummed and hawed to answer. At last I said, “I enjoy really, I do.” He resumed, “Hmm, but I heard that you are neglecting these classes and devoting much time in guiding two PhD scholars.

But your appointment in this college entails a regular class-schedule with the undergraduate students.” I could see ulterior motive of my envious, mischievous colleague behind it. And, of course, it was not totally baseless. However, I rejoined in an instant, “ I know, and I never shirk my duties.” He reminded me again of my primary duties and I left his room mutely, feeling a bit enraged.

I came straight to my cubicle where I found an undergraduate bursar was waiting for my return. I took up the matter he was in need of clarifying and as he went out, I fished out a pen and a sheaf of loose sheets from my drawer. I went on scribbling, lighting up a cigar and holding it in between my left fore-and mid-fingers—

An individual must be aware of his duties first of all. Maybe he is capable enough of accomplishing too many jobs at one go, i.e. putting too many irons in the fire, he must yet be deterred in doing so. After successful completion of his scheduled works if he yet finds time to do that he is at liberty to do so.

I stopped, touched my lips with the pen and continued, If he is honest to his profession, he must not any room for any criticism. Yet, if any sneaky colleague comes to cast a pner in his way, he must not leave any hole unplugged for him to take an opportunity to commit any mischief. He should resolve that duty is his foremost concern. And after that, he must enrich himself in accomplishing something of his choice. He must be free to choose a work he likes to be engrossed with.

 What on earth was I up to? I put out the light and buried my head in my hands , crushed the last butt of the cigar in the ashtray and went on recounting . No doubt, I was deeply hurt by the Dean’s remonstrating attitude. But I was no less surprised by the jealous, denigrating backbiting of my colleague. However, though it is case in point, I must not attack or inflict any harm on him.

If a superfluous suavity is maintained , he may not get any wrong signal. And again, he may change his line of action. However, no loophole in work might be allowed.  Later on, I faced no difficulty in smooth-sailing with my work.

Job design refers to the content of the job along with its nature, requirements, in short it is the job that the hired employee is expected to perform in the organization. This has held a lot of attention from the managers, as their prime goal is to maximize their profits which can be done only when there is good job concerning designing and structure. In the light of ever increasing competitiveness, job designing has gained even more importance as it got in early 1970’ around which time it started gaining some attention.

The reason for the switch in interest and its mounting popularity is that in early 1970’s the competitive edge started gaining momentum which caused other serious problems. To cater to this change in the market, the managers choose to improve their internal processing before hiring consultants or blaming the outside party. So the word job description was very important in that era. After the 1970’s, came the period of major changes of the stock market along with overall recession period in 1980’s which further increased and leaned upon job designing factors. In this period the recession acted as a fuel to further increase in this stuff.

Then comes the 1990’s and the current year, in which it is obvious that the gain in job designing occurred because of the recession in the previous decade whose effect has spilled upon the next (1990’ era). In this era the managers are experiencing the optimal level of risk and challenge for which highly defined and formal job description is now being required by the organizations. So the word job description moved through these era’s where in each specific area it underwent a slight change and had more risks and importance attached to it. Because of this increase in the risk the managers are giving it more and more importance.

It’s 9 p.m. on a Friday night. Instead of going out to relax and grab drinks with friends, I’m sitting at my home office doing stacks of paperwork left over from a job I started at 9 a.m. The job description and salary are calculated off of 40 hours a week of work, but somehow I am expected to do 50 to 60 hours.

It’s exhausting and mind numbing to the point where I’d just like to throw my paperwork in the air like those memes. Instead, I’ll exercise what better judgment I have and turn up the gangster rap music that I’m listening to.

I’m a single guy who grinds at two jobs. During the day I work as a psychotherapist intern. The official title, for legal purposes, is Registered Marriage & Family Therapist Intern #91687, and I’m employed by Victor Community Support Services. I help my clients identify and modify their behavior. At night, I release digital marketing campaigns and persuade consumers to buy products they’ll love.

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Here’s the problem:

As much as I enjoy helping all my clients live richer lives, I’m working a seemingly suffocating schedule and find myself drowning in routines. I could probably change careers, or figure out how to make more income, but that’s not up for analyzing in this article.

If you’re like me, your goal is to have more time to do the things you enjoy most. For you, it might be making memories with your children, traveling to all the spots on your bucket list, exercising and focusing more on your health or simply watching sports with friends.

I think it’s safe to say that often what we want is better than what we currently have. That middle ground of this struggle is where all of us find our coping strategies. In other words, the way we deal with all the crap seemingly holding us back from our dreams and even how we maintain a positive outlook — that temporary equilibrium of frustration mixed with hope is the key.

In this article I’m going to share ways for you to love the job you hate. For some it’s nearly impossible, but latching on to just a few of these tips can help you when the times are tough and when you want to quit.

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While you work towards better opportunities here’s what to consider on the job:

1. What are you working for?

Besides the cash-flow to pay bills, you’re most likely doing this for someone you care about or to invest in an entrepreneurial dream. The purpose for your grind has to be as clear as possible. It has to be so clear that you have pictures or inspirational words of your ideal outcome. These things need be close enough to nudge you away from giving up. Some people have pictures of their cute kids on their desks, while I keep quotes by Steve Jobs, 2Pac and David Ogilvy on my cell phone.

2. Can you get in the zone?

The zone, also known as “flow”, is a mystical state of mind where you’re able to stay focused, get goals accomplished, feel exhilarated and speed the day up so you can go home. As an extrovert, I get in the zone by talking to others or chugging tall monster energy drinks to build momentum. Figure out what activity you can do while at work to reach this mood.

For some, it can be positive self-talk phrases which they can scream out loud inside their cars. I recommend trying: “I can handle this. I am confident!” As silly as this may seem, you’ll notice your feelings and behaviors transform around the idea of work no longer being tough, but being manageable.

3. What’s good about your job besides the money?

Money is important because it buys freedom. There is no argument with that, but you need more reasons to decrease the chances of feeling miserable. It doesn’t have to be a passion, because passion doesn’t always make you money either.

I was discussing with a good college buddy of mine, Justin Ponce, how much control we have over how positively or negatively we feel about our work. The more upset you become at the circumstances you face on the job, the easier it becomes to reinforce that. Justin thinks it goes both ways, too.

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His forces him out of his comfort zone regularly, and he’s noticed that “the universe” seems to throw more of whatever he’s focusing on the most. His personal solution is to focus on what he does, and how it benefits him and the people around him on a daily basis.

When you focus on what you already like about your job, you are given clarity on how to improve the aspects you might not like as much, as well as the will power to tolerate them.

If you have trouble finding something you enjoy off the top of your head, add in something new to make it fun. Because Justin also works while traveling throughout Southeast Asia, his detox involves checking out new coffee spots and meeting new people.

If Justin had staff, he would be able to find some fun by socializing with them. If you have coworkers, you can participate in bingo, potlucks, fantasy football, team building activities or celebrate happy hour by venting about frustrating clients or managers.

You can also try rewarding yourself on the job as you accomplish tasks. A short break to stretch your legs or listening to music can promote a positive mood.

4. What are you currently grateful for?

Reframing the situation is one way people cope. Plus, focusing on the negatives isn’t going to take you any closer to where you want to go. Instead, it’ll just make you feel like crap.

As entrepreneurs, we are notorious for challenging the status quo, but we’re never short on reasons to appreciate what we already have. Someone working at a gas station with dreams to start her own clothing line can appreciate that she has income. She can notice that she’s healthy, has shelter, able to feed herself, clothing and isn’t homeless unlike so many others around the world.

It could always be worse, right?

These are just some of the ways you can find love in a less enjoyable job as the entrepreneur in you looks toward the next move. Though reprogramming your coping won’t happen overnight, the potential gains in your mental well-being far outweigh not trying at all. As with most things related to entrepreneurship, it all starts with you.

You have just gotten a job at a hospital working in the reception area of the emergency department. You wonder what type of healthcare personnel will add documentation to a patient’s medical record and what their scope of practice is that will provide a focus for charting. Instructions: Do a web search using the key words `scope of practice. ` Based on your findings, describe the meaning of the term `scope of practice. ` Select a healthcare professional you might encounter on the cancer floor and provide examples of his/her scope of practice and types of documentation in a medical record.

Include a discussion on licensing limitations for his/her practice. Website references only. Wikipedia not accepted. In the emergency department, the scope of practice would be quiet different from the scope of practice of other departments. In the emergency department, focus is given to the patient’s condition or complaint for all age groups. Often, there are strong interactions between the healthcare providers and the family members (or friends and relatives) rather than the patient itself. This type of interactions would ensure greater patient care and improve the level of satisfaction.

The Emergency department needs to ensure that there is greater support and communication with the emergency medical services such as ambulance, disaster management, critical care, etc. To enable greater improvements of patient care, the emergency department needs to collaborate with other departments within and outside the hospital. These include the outpatient wards, the hospital community, insurance companies, EMR manufacturers and vendors, medical equipment, support systems and supplies vendors, etc.

The scope of practice of the emergency department is meant for use by the specialists, physicians, nurses, allied personnel, patients, general public, and other stakeholders. The scope of practice would consider the service delivery, third-party payment issues, education of the patients, use of laws, any regulatory issues, licensure issues, relationship between various professionals, etc (UUHSC, 2008). For a nurse to work in the oncology department of any hospital she has to have strong requirements in the form of training and experience.

The state boards require that nurses fulfill certain qualifications that may vary from one state to another, in order to work in the oncology field. For instance, in order to take up the AOCNS nursing certification examinations (that would permit the nurse to work in the oncology sector), she should be working as a registered nurse, should have a master’s degree in nursing or higher qualification, and should have worked for at least 500 hours in an advanced cancer care facility.

The requirements may vary from one state to another leading to variations in the scope of practice, leadership provided by the physician and the freedom to which prescriptions that can be given. Several nursing Associations in the US have come up with different criteria that would permit nurses to work in specialized sectors such as oncology. Frequently, it is found that the variations that may be present from one state to another would act as obstructions.

Often a nurse working in the oncology department and possessing qualifications/experience pertaining to that field would be known as the OAPN or ‘oncology advanced practice nurse’. Having a nurse in this specialized field would permit a continuum of care required by the cancer patients. A nurse possessing such qualifications may also be known as a clinical nurse specialist (CNS) or a nurse practitioner (NP). A nurse designed as an OAPN or CNS should possess or masters degree in nursing science pertaining to that particular field.

In some states clinical experience for many years duration may help to fulfill the licensure criteria. The OAPN would directly or indirectly help provide care to the patient. The scope of the practice may often be determined by the licensure board, which would permit the nurse to work in a particular field. The OANS should be able to use evidence-based methods in practice. They should also have appropriate communication skills to interact strongly with the patient and the relatives. The licensing board would also take disciplinary action in case there is any breach of the laws.

The presence of the requirements to work for at least 500 hours in the clinical specialty would restrict nurses who have worked in the field of administration for entering into specialty fields such as cancer care (Yarbro, 2005). In today’s oncology practice, frequently a telephone triage would be organized for managing cancer patients. It is an important aspect of emergency management of cancer patients with nurses. Several concerns including control of pain and management of the adverse effects of chemotherapy can effectively be dealt with through telephone triage.

They can effectively help to reduce hospitalizations and admission of the patient to the emergency room. Studies have shown that effectively between the nurse and the patient, more often telephone triage calls are directed towards psychological support, management of symptoms and problems, and knowing how the patient is faring after the treatment. In the EMR, certain algorithms work in the back-end which would provide the information to the trained nurse as to when she should be making a triage call to an oncology patient. The nurse has to ensure that the patient information in the EMR is updated and current.

Telephone triage not only helps prevent unnecessary visits of the patient to the hospital, but effectively helps to reduce the problems that arise at home. Telephone triage also helps reduce the cost of treatment for the patient. The nurses should have strong communication skills and should have an understanding of the various problems with a particular diseases process (Courson, 2005). The nurse would have to closely assess the severity or intensity of the patient’s problems and accordingly guide the patient to future measures.

The nurse should not diagnose over the phone, but should be able to use algorithms that would suggest the measures that are required. As the nurse would be using the EMR, she would have to enter the complaints during the call, and she would be presented with several options that can be given to the patient. It is important that the nurse documents each and every aspect of the telephone triage similarly as she would be doing for the bedside patient. Some of the EMR would also notify the physician of some of the measure taken by the nurse during a telephone triage call (Towle, 2009).

Reference

Crouson, S.(2005). What is Telephone Nurse Triage? , Connections Magazine, November. http://www. connectionsmagazine. com/articles/5/090. html Towle, E. (2009). Telephone Triage in Today’s Oncology Practice, Journal of Oncology Practice, 5(2), 61. http://jop. ascopubs. org/cgi/content/full/5/2/61 University of Utah Health Sciences Center (2008). Scope of Practice, Retrieved on June 7, 2009, from Web site: http://uuhsc. utah. edu/ed/scope. html Yarbro, C. H. (2005). Cancer Nursing, Jones ; Barlett Publishers. http://books. google. co. in/books? id=HXsl_PhXG0kC;dq=nurse+licensure+for+oncology;source=gbs_navlinks_s

Employees are spending more and more time at work but less time doing the actual tasks they were hired to do  The , a Workfront survey released in July, found that, of the 606 employees participating, the average work week was 45.1 hours.

Describing their typical work day, respondents said that they spent only 39 percent of it on primary duties.

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When tasks outside employees’ normal workloads take up a majority of their work day, tensions can rise. And, although collaboration is certainly a huge part of the modern workplace, employers should step in, to ensure that employees aren’t wasting valuable time, or feeling overworked:

1. Simplify the work process.

Employees can waste a lot of time cutting through red tape. Performing redundant steps in order to conform to someone else’s process can be exhausting and frustrating. Companies should allow their team members a bit of freedom to follow through in a way that’s most productive to them.

It’s also crucial to check in and make sure employees are not making extra work for themselves. Recognize and suggest to employees the shortest amount of steps possible for each task. Some staffers may take each step literally; others may add a few extra steps to help their own individual process.

However, if it seems like people are taking too much time to wrap things up, check in to see if they’re creating unnecessary complicated steps.

2. Reevaluate team responsibilities.

Even managers are spending time on tasks they shouldn’t be doing, according to the of 1,000 managers by ServiceNow. Managers in the survey said they spent at least 15 hours a week — almost two days’ worth — on administrative duties. This imbalance creates an issue within the structure of the system and prevents leaders from completing strategic work.

Sit down with employees to see what duties they’re completing every day. Look at what is actually part of their job description and what is being unnecessarily passed on to them due to a poorly structured work system. Create a newly-defined list of functions for each person based off these responses.

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Many managers, however, don’t have time to sit down to figure out what every employee is, should be and needs to be doing. If that’s the case, try a habit-coaching tool, like , to keep employees accountable for tasks that matter, and incentivize them to keep on track.

3. Assess unrealistic goals.

Unrealistic goals may stress out employees, making them feel negative about their job. Workers want to do well and hit their goals, so any feelings they may have that they’ll never reach them or don’t have the tools to do so can create a negative work environment.

Wrike’s October 2015 revealed that, out of 1,464 workers surveyed, 49 percent said they were unhappy with their jobs due to unrealistic goals, while 51 percent were even more discouraged with the prioritization of tasks.

Look at how well employees are hitting their goals. If it seems that they’re being met but only after employees stay at work for 46 hours each week, those goals need reassessment. Have an open-door policy where each team member can feel comfortable discussing his or her concerns about goals.

Discuss management’s expectations, but also encourage employees to express what they themselves believe can be done to help hit their goals without spending extra time at work.

Ignoring unrealistic goals can cost organizations some of their best employees.

4. Be realistic about talent needs.

Spending extra time at work because managers don’t want to hire or are unaware of hiring needs is discouraging for current employees. Performing their own tasks on top of what another person should be doing can prove unnerving and tiring.

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Look into how many extra hours are being logged at your company. How much extra time are employees spending at work? Is this happening only during busy weeks or is it a regular occurrence? If the normal work day structure is eight hours, and employees are staying 11 hours almost every day for weeks, the time to take another look at hiring is now