You are a doctor in a hospital, and a patient is experiencing trouble with her skin repairing itself from a cut. The patient is also expecting a child, but the cells in the reproduction development are experiencing malfunction in cell division.
Describe the stages of each type      of cell reproduction process from a normal patient whose body cells can      repair themselves and normal cell division during the reproductive      development of the unborn baby.
Explain the disadvantages and      advantages of each type of cell division.
Discuss how the patient      experiencing problems with the cells repairing from the cut and the      child’s reproduction development malfunctions can alter haploid and      diploid cell development.
Sample Solution
n this essay I will discuss the connections between leadership, motivation and teamwork theories, how they connect to practice in organisations and their limitations, offering solutions where impracticalities arise. The essay aims to draw conclusions on the suitability of Fiedlerâs Contingency Theory of Leadership, Tuckmanâs Model of Group Development, Belbinâs Team Theory, and Herzbergâs Two Factor Theory in practice, and how complexities like power and influence shape how they can be applied to best suit the situation a leader faces. Leadership Contingency based theories of leadership suggest that there is no correct or best way to lead a group, or organisation, due to the significant number of constraints on a situation (Flinsch-Rodriguez, 2019). Fiedler, in his Contingency Theory of Leadership (Fiedler, 1967), suggests that the effectiveness of a group is dependent on the leadership styles of the leader and their favourability to the situation. Much of the theory is established around the least preferred co-worker scale (LPC). The LPC aims to quantify a potential leaders approach to a task on a scale of relationship motivated to task motivated, where the leader fits on the scale allows their most favourable situation to be deduced, and thus allows the identification of suitable leaders for tasks. The favourableness of the situation depends on three characteristics: leader-member relations, the support and trust the leader as from the group; task structure, the clarity of the task to the leader; and positional power, the authority the leader has to assess a groups performance and give rewards and punishments (Fiedler, 1967). If the leaders approach matches what is required from the situation then success is predicted for the group. Fiedlerâs contingency model offers a very austere categorisation of leadership, clearly defining which situations will and will not result in success for a potential leader. At the senior management level of a hierarchal structure within an organisation the theory can be applied freely, firstly due to the ease at which persons c>
n this essay I will discuss the connections between leadership, motivation and teamwork theories, how they connect to practice in organisations and their limitations, offering solutions where impracticalities arise. The essay aims to draw conclusions on the suitability of Fiedlerâs Contingency Theory of Leadership, Tuckmanâs Model of Group Development, Belbinâs Team Theory, and Herzbergâs Two Factor Theory in practice, and how complexities like power and influence shape how they can be applied to best suit the situation a leader faces. Leadership Contingency based theories of leadership suggest that there is no correct or best way to lead a group, or organisation, due to the significant number of constraints on a situation (Flinsch-Rodriguez, 2019). Fiedler, in his Contingency Theory of Leadership (Fiedler, 1967), suggests that the effectiveness of a group is dependent on the leadership styles of the leader and their favourability to the situation. Much of the theory is established around the least preferred co-worker scale (LPC). The LPC aims to quantify a potential leaders approach to a task on a scale of relationship motivated to task motivated, where the leader fits on the scale allows their most favourable situation to be deduced, and thus allows the identification of suitable leaders for tasks. The favourableness of the situation depends on three characteristics: leader-member relations, the support and trust the leader as from the group; task structure, the clarity of the task to the leader; and positional power, the authority the leader has to assess a groups performance and give rewards and punishments (Fiedler, 1967). If the leaders approach matches what is required from the situation then success is predicted for the group. Fiedlerâs contingency model offers a very austere categorisation of leadership, clearly defining which situations will and will not result in success for a potential leader. At the senior management level of a hierarchal structure within an organisation the theory can be applied freely, firstly due to the ease at which persons c>
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