Найти книгу: "Effective Communication"

Social care workers in residential or domiciliary settings need to be able to communicate effectively in order to carry out their work. Supporting people with a variety of difficulties including hearing loss, impaired speech, visual impairment, dementia and physical and learning disabilities requires a range of communication skills, such as listening, sign language, writing notes, and using body language, touch and stimulation. This workbook will provide workers with the ability to enable adults with limited or no verbal communication skills to make decisions, and to express their views in their preferred method of communication. Effective Communication includes practical guidance on using communication tools, such as computers, staff photo rota boards and pictorial menu boards, and use of photographs as visual reminders. The workbook meets the requirements of care standards and also refers to the importance of recording and reporting, and dealing with sensitive and complex issues, such as breaking the news of a family bereavement, or communicating with a person who has been abused. Designed to meet the requirements of Health and Social Care (Adults) NVQ Level 3, Unit 31, this workbook is also a valuable source of guidance for any social care worker wanting to improve communication with the people they support.

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.