Create an acronym to identify the project name.
Get creative! A good acronym is memorable and distinct.
Justify the selection of departmental and executive sponsors.
Describe briefly why you chose these sponsors (fiscal, political, other support?).
Describe the overarching aim of the project, including the impact on a process or systems change.
Include a specific goal you hope to achieve by the end of the project.
Summarize the specific project strategy or intervention that will be used to accomplish the goal or aim.
Identify and provide a brief description of project team members and reasons for your choices.
Describe the impact the project will have on stakeholders, including patient safety and quality.
Be sure to note how you will include the voice of the patient or consumer.
information between staff which then leads to different approach’s being used within the setting. McClelland (1961) established his motivational theory of need shortly after Hertzberg’s theory. He emphasised three types of needs that everybody should have as seen in leaders and managers. The need of affiliation (N-affil) is the need for friendly relationship and human interaction. This need could be seen as to feel liked and accepted by others. This person is generally best as a team player and they need friendly relationships and are motivated by interaction with others. The second type was the need of power (N-Pow), this need can exhibit in two ways, and this person may feel the need to have power over others and are driven by status and importance and feel the need to impact and be influenced. The second type of “need of power” is the need for institutional power. People with the need for institutional power; want to direct the efforts of their team, to further the objectives of their organisation. And lastly the third type of need is the need to achieve (N-Arch), excel and succeed. A person with this type of need, will set goals that are challenging but realistic. The goals should be challenging so that the person can feel a sense of achievement. However, the goals also have to be realistic as the person believes that when a goal is unrealistic, its achievement is dependent on chance rather than personal skill or contribution. From looking at (appendix 1) how the Manager and deputy manager approached and managed the staffing situation to resolved concerns, they both mainly showed a need of N-affil with some qualities of an N-Arch. This is might illustrate to staff that the manager comes over friendly and approachable but also sets realistic goals that the staff will meet. However, the manager may need to show signs of N-Pow, so that there is a sense of power, impact and strong leader as the deputy manager appears more diverse in decisions needing to be implemented. The deputy manager appears to use the John Adair theory. Adair (2009) found that effective leaders need to concentrate on three specific areas of their business at any one time and these are the task in hand, the group’s needs and the needs of the individual. Adair (1973) believes that the task needs a team because one person alone cannot accomplish, if the team needs are not met the task will suffer and the individual will not be satisfied and if the individual needs are not met the team will suffer and performance of the task will be impaired. McCelland (1961) affirms that within my case study there is a clear team below the deputy, the needs were met as the staff members had a chance to express their opinion and concerns their individuals needs were also met as the manager provided a comfortable environment for the discussion.>GET ANSWER