CAT 1
If you can visualize the path that blood takes through the heart and know what the heart is doing during diastole and systole, many other concepts will be easier for you to understand. The diagram below shows the path of the blood through the heart. Use this diagram and any other sources that you find appropriate to help you to understand this concept. Answer any of the following questions to show your understanding of this concept.
1. Describe the flow of blood through the heart.
2. What happens in the heart during ventricular diastole? What chambers relax and allow blood to fill the chamber? Which chambers contract and push blood out of the chamber? What valves are open during diastole? What valves are closed?
3. What happens in the heart during ventricular systole? What chambers relax and allow blood to fill the chamber? Which chambers contract and push blood out of the chamber? What valves are open during systole? What valves are closed?
4. What is occurring when you hear the S1, S2?
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The flow of blood through the heart
The heart is a complex organ. It uses four chambers, four valves, and many blood vessels to provide blood to the body. Blood flow itself is equally complex. The heart has two upper chambers: the left and right atriums, and two larger lower chambers: the left and right ventricles. The blood first enters the right atrium. The blood then flows through tricuspid valve into the right ventricle. When the heart beats, the ventricle pushes blood through the pulmonic valve into the pulmonary artery. The pulmonary artery carries blood to the lungs where it “picks up” oxygen. It then leaves the lungs to return to the heart through the pulmonary vein. The blood enters the left atrium. It drops through the mitral valve into the left ventricle. They then pumps blood through aortic valve and into the aorta.
model quicker. For short and simple tasks this is an extremely effective way of organising groups, due to the increased short term productivity. However there are significant issues with grouping individuals in this manner, particularly when tasks become more complex, and ultimately the model should mainly be used for monitoring the progress of groups (Pettinger, 2007). Figure 3: Belbin’s Team Roles (PrePearl Training Development, 2019) A more functional approach of grouping individuals is to utilise Belbin’s Team Theory (Belbin, 2017). Belbin identifies 9 key roles that must be fulfilled within a group to ensure success, the roles are summarised in Figure 3. The roles cover a wide spectrum of skills that need to be present within a group to ensure success, and becomes essential when tasks are lengthy and complex. Organisations can find the Belbin roles each individual fits through a questionnaire, and thus balanced groups can be formed covering all the roles. However, like with Fiedler’s contingency model, the theory when translated to practice can often become very impractical for organisations to implement regularly. This is largely because the organisation is constrained by the personalities of their employees, their may be an abundance of one personality type and an absence of another, the only solution is to hire externally to fill the missing roles within teams. This can result in an extensive payroll for an organisation and huge financial implications as they cannot legally dismiss employee’s if they have too many of one personality type. The importance of Belbin roles in a team became apparent for Group 1 on the first day of the outdoor management course, the group had 5 people who filled the completer finisher and implementor roles, however had no-one filling the resource investigator or monitor evaluator role, the group ran out of time and did not complete the task successfully. Obviously running out of time was not the sole cause of the groups failure, however if someone had been monitoring time and performance then the group may have realised their option was unfeasible and could have found an alternative solution. One solution for lack of Belbin roles is to assign specific roles to individuals, this was implemented heavily on the outdoor management course for roles perceived to be essential for success such as time keeping. This method works for simple tasks, however for complex tasks the individual with the assigned responsibility can often become engrossed in the task and forget their role, or the opposite becoming too engrossed with the responsibility they have been assigned. Ultimately, like with leadership ensuring teams are functioning properly is highly dependent on the situation, and becomes the leaders responsibility to analyse the situation and correctly organise g