Thursday, October 3, 2019
Hypothetical Case Study Childhood Sexual Abuse Social Work Essay
Hypothetical Case Study Childhood Sexual Abuse Social Work Essay This presentation analyzes a hypothetical case study of a young girl aged six and a half years who was taken for treatment by her mother, as a result of the girls sexual abuse by her mothers boyfriend. The court has ordered Melissa and her mother Asher to go for treatment after the judge and the social workers dealing with the case established that Melissas claims of being sexually abused were true. When the assessment began, Melissa was 6 years old, and her mother was 27 years old. Asher had been married at 20years but was divorced from Melissas father and had completely distanced herself from him. At the time of the case, Asher had moved in with her boyfriend, Tony, for about year and half. He had started molesting Melissa around seven months earlier. At first Melissa could not open up to her mother because Tony had threatened to kill her if she told anything to her mother. When Melissa decided to break the silence her mother could not initially believe her, and had brushed it off, but she later decided to investigate when she realized that her daughters behavior had really changed and she had become withdrawn and fearful, it was then that she discovered the shocking revelation of what had been happening to her daughter. The therapists also came to learn that Melissas mother also had an abusive childhood, she came from a broken home whereby her mother had divorce with Ashers abusive and alcoholic dad and worse of it had been sexually abused once. The paper discusses that although the girl is the main patient, she is part of larger system that she is connected to; which is very relevant to her case and also course of treatment. Process of the crisis Urie Bronfenbrenner came up with an ecological systems theory explaining how all things in a child and the childs surroundings have an impact on how the child grows. He examined levels of the environment that impact a childs growth, which include the micro system, the immediate surrounding of a child such as the family relationships, the mesosystem, which describes how the various parts of a childs micro system cooperate in order to help the child. The exosystem level consist of the others that the child may not be in contact with her but still affect her in a big way for example parents workplaces, and relationships Bronfenbrenners final level is macro system; its the most remote set of things to a child but still has a great impact on the child. For example freedoms permitted by the government and cultural values. All these affect how a child develops positively or negatively. Using Urie Bronfenbrenners ecological model, I will examine the context of Melissas case, the impact of the sexual abuse in her life, the preferred treatment for both the mother and child and how to avoid future abuse. Encompassing the mesosystem is exosystem, the broader settings that define Melissas life, and the macrosystem, the cultural values that determine how she and those surrounding her are required to behave. Through the abuse, Tony violated the expected values, and Ashers early refusal to believe what her daughter told her also cut off the girl from the covering that an individual is supposed to be given by the larger society. Nevertheless, the legal system, which is normally a part of the exosystem, has got into a closer circle of Melissas life and attempts to correct the violations of those close to her (Finkelhor, 1986). This has led to an ecological transition, a situation in which an individuals place in ecological environment is changed due to change in the role one plays, setting, or both. Although distressing for Melissa and her mother, the transition is an important, positive move in the healing of both individuals. Interestingly, therapists discovery that Asher was herself sexually abused leads to applicable considerations that will assist in the treatment both of them. These considerations are also important in explaining the current psychopathologies seen in Finkelhor (1986) where he explains that traumas and mal-adaptations during childhood reoccur many times in later generations; children from dysfunctional families mostly create their own dysfunctional families they go with the patterns they learned when growing up. Asher has given Melissa the only kind of childhood she herself knows. Effects When Melissa was taken for treatment the first time she looked afraid, depressed and uncertain. When we look at the effects of sexual abuse can be looked into with the conceptualization of Finkelhor, the traumatogenic impacts of sexual abuse is widely used. The effects are divided into four categories, as explained below; Traumatic sexualization refers to ill disposed feelings about sex, and the sexual identity problems. Stigmatization which is manifested in guilty feelings and feeling responsible for the abuse or of disclosure. The other effect is betrayal, whereby it is downgrading the trust in people who are required to be protectors and nurturers of children. Powerlessness includes a view of being vulnerable and a victim and the behavioral manifestations of anxiety consist of phobias, insomnia, and eating disorders; Management of the case In Melissas case management there are various considerations that need to be made. Hence, coordination is very important. The things that the team are required to put in mind at this stage of intervention are disconnection of the child /or the offender from the family, the part played by the juvenile court and the criminal court and also the plan for treatment of the family Before a treatment plan is developed, it is vital to understand the cause abuse; there are various models as explained by Finkelhor under Sexual Abuse Causal Models. In history there have been two major models namely the family-focused and the offender-focused perspectives. Efforts have been made to integrate the two by Finkelhor who developed a causation model that involves both the family-, and offender-focused perspectives.. Finkelhor explains four preconditions that must be involved for sexual abuse to take place, factors connected to the abusers force to sexually abuse; factors inducing the abuser to overcome internal obstacles; factors inducing the abuser to overcome external inhibitors and factors inducing to overcome the childs resistance Modalities of treatment In treatment modalities, whereby the main goal in sexual abuse treatment is to deal with the impacts of sexual abuse, and decrease the risks of future sexual abuse. Treatment Issues for the Victim that will have to be attended to be are; Trust whereby; there are devastating effects on childrens relationship, especially being able to trust o people. In family sexual abuse, the effect is worse as in the case of Melissa because her stepfather, who should be her protector, exploits and violates the limits of acceptable values. A non- offending parent like Melissas mother who could not believe her initially accelerates this damage. The therapist is required to establish circumstances where the child has positive participation with trusted adults in order to correct the childs ability to trust. Emotional Reactions to Sexual Abuse whereby the child feeling being victimized in that she feels as if she is responsible and starts feeling guilty, having a disorganized sense of self and low self-esteem because of being involved in sexual abuse. The therapist is required to help the child understand and accept that she was not responsible and also make her feel good again about herself. Protection from future victimization Protection from Future Victimization whereby the abused child needs taught future protection strategies. The child should be taught to say no and tell a trustworthy person may be useful. Treatment Issues for the Mother Treatment Issues for the Mother particularly in cases involving the mothers in interfamilial as in Ashers case. Just like the victim Melissa her mother will need to undergo treatment in several areas such as areas connected to Sexual Abuse It is hard for mothers of victims, to comprehend why a grownup may go sexual with a child. This is an issue that the clinician should address with the mother. The therapist can offer professional explanation into the causes of abuse specific to the case. Another issue to be addressed believing the childs disclosure of the sexual abuse. The therapist can explain makes her believe that the child is telling the truth or conclude that children do not make false allegations on such matters. Eventually the therapist will help the mother comprehend her duty in the abuse, if she had one. She is not to blame but in some way may have played a part to prolonged abuse as in the case of Melissa and Asher for not believing her initially Improving the mother-child relationship is also very important because it is an important step in assisting the mother to be protective of her child in future. In the case of intrafamilial abuse like Melissas case, the mother should decide if she wants to cut off her relationship with the abuser or salvage her relationship. Personal issues such as past trauma as having been sexually abused herself which is the case of Melissa. Such an experience has various impacts in on the mothers ability to deal with her childs abuse. The mother may be not being in a position to cope because she has not dealt with her own sexual abuse. Hence her abuse has to be addressed as in the case of Asher. She may not suspect risky situation quickly and her decisions of partners, playing part in moving in with a man who goes sexual with children. Hence in conclusion, childhood sexual abuse is a very sensitive issue that has to be dealt with to avoid future destruction of the childrens lives Reference Finkelhor, D. (1986). The Effects of Sexual Abuse, in D. Finkelhor et al., Eds. Sourcebook on Child Sexual Abuse Newbury Park, CA: Sage.
Wednesday, October 2, 2019
Searching for Meaning in Shakespeare’s Tempest :: Tempest essays
Searching for Meaning in Shakespeare’s Tempest         Shakespeare lived and wrote in the Elizabethan age, a time when his society was branching out and making itself known throughout the world by colonizing other cultures. Great Britain was reaching for new heights of power. In the play Shakespeare questions the value of this new concept of British imperialism. The Tempest is called Shakespeare's American play, because he calls into question England's right to colonize other nations, much as American colonists did with America 200 years later.         The Tempest was Shakespeare's last play. For his entire life he had written plays to please the Queen. For this play it appears he made a controversial statement by challenging the values of his Queen and his country.         Evidence of this is abundant in the play. The story rotates around the fact that Prospero, a European noble, had imposed himself on an island, already inhabited. Prospero is depicted as a worthy man, who was usurped from his throne. The reader has automatic sympathy for the character. This allows him more leeway for wrong doing by creating room for it within the reader's mind. Prospero came to the island with his daughter to find it already inhabited by two savages. Upon arrival, Prospero brought his â€Å"new†ideas with him, and began to force them upon these two savages, Sycorax and Caliban. He believed that his new ideas were better, such as slavery opposed to freedom, which he imposed on Caliban.                â€Å"Dull thing, I say so; he, that Caliban,               Whom now I keep in my service.†                              (Act. I, Sc. II, Ln. 285,6)  This view of whose ideas were better is an obvious matter of opinion, one of the biggest drawbacks to transforming old ideas into new.         Prospero was the first male that Caliban had seen in his life. As a â€Å" lower being†Caliban worshipped and praised Prospero, as the quote below shows, until Prospero began to mistreat him.                 â€Å"I know it by thy trembling: now Prosper works upon thee†                                     (Act II, Sc. II, Ln. 81-3)         This worship caused Prospero to act as a ruler above him, eventually pushing him to be the tyrant over Caliban, including robbing Caliban of his freedom. Keeping within his worship, Caliban lost his self-confidence and any drive for good deeds. Because Prospero had imposed himself upon Caliban, Caliban's life began to decline. Without drive, or freedom for that matter, Caliban turned to a vegetable only working as a slave to Prospero. Again, the act of asserting that your ideas are superior can cause indelible harm to the Searching for Meaning in Shakespeare’s Tempest :: Tempest essays Searching for Meaning in Shakespeare’s Tempest         Shakespeare lived and wrote in the Elizabethan age, a time when his society was branching out and making itself known throughout the world by colonizing other cultures. Great Britain was reaching for new heights of power. In the play Shakespeare questions the value of this new concept of British imperialism. The Tempest is called Shakespeare's American play, because he calls into question England's right to colonize other nations, much as American colonists did with America 200 years later.         The Tempest was Shakespeare's last play. For his entire life he had written plays to please the Queen. For this play it appears he made a controversial statement by challenging the values of his Queen and his country.         Evidence of this is abundant in the play. The story rotates around the fact that Prospero, a European noble, had imposed himself on an island, already inhabited. Prospero is depicted as a worthy man, who was usurped from his throne. The reader has automatic sympathy for the character. This allows him more leeway for wrong doing by creating room for it within the reader's mind. Prospero came to the island with his daughter to find it already inhabited by two savages. Upon arrival, Prospero brought his â€Å"new†ideas with him, and began to force them upon these two savages, Sycorax and Caliban. He believed that his new ideas were better, such as slavery opposed to freedom, which he imposed on Caliban.                â€Å"Dull thing, I say so; he, that Caliban,               Whom now I keep in my service.†                              (Act. I, Sc. II, Ln. 285,6)  This view of whose ideas were better is an obvious matter of opinion, one of the biggest drawbacks to transforming old ideas into new.         Prospero was the first male that Caliban had seen in his life. As a â€Å" lower being†Caliban worshipped and praised Prospero, as the quote below shows, until Prospero began to mistreat him.                 â€Å"I know it by thy trembling: now Prosper works upon thee†                                     (Act II, Sc. II, Ln. 81-3)         This worship caused Prospero to act as a ruler above him, eventually pushing him to be the tyrant over Caliban, including robbing Caliban of his freedom. Keeping within his worship, Caliban lost his self-confidence and any drive for good deeds. Because Prospero had imposed himself upon Caliban, Caliban's life began to decline. Without drive, or freedom for that matter, Caliban turned to a vegetable only working as a slave to Prospero. Again, the act of asserting that your ideas are superior can cause indelible harm to the
Origins of Prehistoric People in North and South America Essay
Introduction Researches on the beginnings of coastal adaptation and exploitation of maritime adaptations have been carried out by John Erlandson and colleagues. There are existing anthropological theories which are over 10, 000 BP but Erlandson believes that the societies of hunter-gather used aquatic resources and among them were popular terrestrial hunter-gatherers (Slaymaker, 2007). This has been challenging since it is difficult to define exactly constitutes of fully maritime culture. There is also the change in environment in which there are rise and fall of sea levels and erosion of coastal environments. This paper discusses different theories that have emerged on the origin of early Americans. It looks at the Clovis first model, coastal migration theory which is based on Kelp Highway Hypothesis. Further it describes the Laurentide and Cordilleran ice sheets that might have facilitated the migration of early Americans. Finally it explains the scientific method and the reason why this metho d cannot be applied in determining the origin of the first Americans. The origin of the North and South America has raised concerns for many years. Archaeologists in 1927, who was working near Folsom, New Mexico found a stone spear point embedded in the rib cage of an extinct bison. This gave a hint of the existence of mammals and that humans had arrived in North America in the late Pleistocene. This was about 11000 years ago. Years later, a long spear was also discovered near Clovis in New Mexico that was believed to have existed 11200 years ago (Straus, 1996). Clovis first theory At this time of the discovery of Clovis and Folsom, Clovis first theory with little evidence developed and was accepted as fact. The theory claimed... ... References Grandson, J. (1994). Early hunter-gatherers of the California coast. New York: Plenum Press. Erlandson, J., Rick, T. C., & Vellanoweth, R. L. (2008). A canyon through time: Archaeology, history, and ecology of the Tecolote Canyon area, Santa Barbara County, California. Salt Lake City: University of Utah Press. Goudie, A., & Parker, A. (2013). Global environments through the Quaternary: Exploring environmental change. Oxford: Oxford University Press. Lucassen, J., Lucassen, L., & Manning, P. (2010). Migration history in world history: Multidisciplinary approaches. Leiden: Brill. Slaymaker, O., & Kelly, R. E. J. (2007). The cryosphere and global environmental change. Malden, MA: Blackwell Pub. Straus, L. G. (1996). Humans at the end of the Ice Age: The archaeology of the Pleistocene-Holocene transition. New York [u.a.: Plenum Press.
Tuesday, October 1, 2019
Walmart Spot Rate
a. A. Walmart’s use of the spot market in China would allow the retailer to exchange their excess required holdings into other foreign currencies. The spot market makes the exchange of yuan into other currencies a seamless process. If Walmart consistently purchases home goods from manufacturing plants in Russia, the spot market will allow Walmart to convert their earned yuan into rubles to pay for Russian goods. b. c. B. Walmart may at sometime utilize an international money market in order to borrow short-term funds to build new retail outlets in emerging markets. Excess funds from sales in China could be placed into a foreign money market in anticipation of new operations in the respective country. Advantage of utilizing this type of money market is to secure better interest rate or the country’s currency may be expected to increase in the near future. Any advantage a company has in anticipation of expected currency appreciations, the better off they will be when operations begin, their money will go further. d. e. C. Walmart may also choose to take on long-term debt with the use of the international bond market. Much like anticipating a foreign countries increase in currency in the money market, a bond market will allow Walmart to take in immediate debt in the respective country. Once operations begin in this new market, earnings received in the new currency can be used to pay off interest of this new debt. Walmart will also attract more attention from foreign investors, if they issue bonds in those foreign countries. Walmart must use caution, depending on which way the exchange rate works in their favor, it may either prove to be beneficial or they may realize a loss due to currency deflation. Chapter 4 Problem 5 If Japan relaxes its import controls: a. A. The US demand schedule for Japanese yen will shift inward b. B. The supply schedule of yen will shift outward c. C. The equilibrium value will decrease Problem 21 1. Borrow 10 Million Singapore dollars 2. Convert the Singapore dollars to US = (10,000,000 x . 43) = 4,300,000 US Dollars 3. Lend the US dollars @ 7%, which represents a over the 60 day period. After 60 days the bank will receive (computed as $4,300,000 x (1 + . 0117) = 4,350,310 4. (7 x (60/360)) = 1. 17 5. Repay the Singapore loan = 10,000,000 x {1 + (24% x 60/360)} = 10,400,000 6. Based on spot rate , US dollars to repay Singapore loan = 10,400,000 x . 42 = 4,368,000 7. After repaying loan the bank will have a speculative loss of 4,368,000 – 4,350,310 = 17,690 If the speculation is correct the bank will have done too much work for a loss in profit.
Monday, September 30, 2019
Layoff and Strategic Downsizing Decisions Essay
INTRUDUCTION Downsizing is a permanent reduction of workforce through layoffs and other means. Organizations usually downsize to save payroll costs and prevent bankruptcy during tight economic conditions. Downsizing, when done right, makes the organization more efficient, lean, and mean .On the other side, a faulty approach to downsizing can cause the organization to run the risk of losing key talent and intellectual capital, and becoming dysfunctional by breakdown of hierarchies and systems. The criteria adopted for who stays and who goes largely determines the success of the downsizing intervention Many organizations, especially traditional ones, in a bid to ensure impartiality and objectivity adopt the LIFO or â€Å"Last in First Out†principle whereby those who joined the organization last become the first to leave. The rationale of making seniority the basis of downsizing is that newer employees have spent less time in the organization and are less committed or acquainted with the fin er nuances of its running. Also, the organization would have invested lesser time and resources training such employees compared to older employees. other organizations make the combination of competence and performance, or the ability to do required tasks well, the basis of retaining an employee during downsizing. A fresh performance appraisal should precede downsizing, or the last appraisal can be the basis for determining who goes and who stays. Those at the bottom of the appraisal list usually get the layoff notice first. While making performance the primary selection criteria for downsizing and restructure is apparently a just and equitable method, two major concerns remain The soundness and objectivity of the performance appraisal method adopted. A poorly designed performance appraisal method that does not assess the true indicators of performance might churn up a wrong list, causing the danger of the organization dispensing with true performers and retaining people who cleverly mask or cover up their in efficiencies. Whether the performance or competence ofthe employee remains relevant for the organization. The expendability of the person to the organization is another sound basis for determining the selection criteria for downsizing and restructure. This approach primarily considers the value added by the employee to the organization more than any other factor. Regardless of the performance of an employee, an employee might remain critical for the functioning of the organization, or conversely not needed. For instance, with technology taking roots, most companies do not require specialist stenographers or typists, no matter how skilled or efficient they may be in their work. Similarly, closing down the marketing arm of the business and outsourcing the marketing effort might lead to the lay-off of all marketing executives, no matter how skilled or successful they may be. Organizations would, however, do well to identify people with good generic skills, and the right attitude and commitment, and retain them in other jobs even if the jobs they remain competent in become irrelevant to the organization. The commercial interests of the organization notwithstanding, legal considerations play an important role in determining who goes and who stays during downsizing. The federal Worker Adjustment and Retraining Notification Act (WARN) requires employers to give employees, state and local officials a 60 days’ notice to mass layoffs when reducing their workforce by 33 percent or more, or laying off 500 employees within a 30-day period. WARN further requires employers of unionized employees to give the union 60 days’ notice before lay-off of their members, and provide individual notice to non-unionized employees. DEFINITION OF DOWNSIZING Downsizing occurs when a company permanently reduces its workforce. Corporate downsizing is often the result of poor economic conditions and/or the company’s need to cut jobs in order to lower costs or maintain profitability. Downsizing may occur when one company merges with another, a product or service is cut, or the economy falters. Downsizing also occurs when employers want to â€Å"streamline†a company – this refers to corporate restructuring in order to increase profit and maximize efficiency. Downsizing results in layoffs that are often followed by other restructuring changes, such as branch closings, departmental consolidation, and other forms of cutting pay expenses. In some cases, employers are not fired, but instead become part-time or temporary workers (to trim costs). ACTIVITIES OF DOWNSIZING It undertaken to improve organizational efficiency, productivity and competitiveness that affect the size of the firm’s workforce the costs and the work processes. DOWNSIZING STRATEGIES: There are 3 types of strategies. These are below: 1.workforce reduction: 2.work redesign 3.systematic change 1. Workforce reduction: Typically a short term strategy aimed at cutting the number of employees through such programs as attrition, early retirement or voluntary severance packages and layoffs or terminations. Whils a number of these approaches allow for a relatively quick reduction of the workforce, the problem is that their impact is often short term and in many organizations. 2. Work redesign: Often a medium-term strategy in which organizations focus on work processes and assess whether specific functions, products and services should be changed or eliminated. this strategy which is frequently combined with workforce reduction, includes such things as elimination of functions, groups or divisions. 3. Systematic change: Long term strategy characterized by changing the organizations culture and the attitudes and values of employees with the ongoing goal of deducting costs and enhancing quality. By its very nature this strategy takes considerable time to implement. RESTRUCTURING HOW COMMON IS WORKFORCE REDUCTION AND?: The issue that comes up regularly involves how common workforce reduction in Canada. In a national study of major Canadian organization conducted in 1992 and in 1998, it was found that 56% of respondents permanently reduce the workforce over two year period ending in 1992, while 50% cut the number of employee during two year period prior to 1997-1998 about 31% of employee reduced in both 1992 and 1998 5% precent of organization did not engage in workforce. Three recent studies found 45% of participants reported that their organization permanently reduced workforce in two years. Among organizations reducing the workforce average reduction was around 15% of the workforce. Similarly, when investing how the workforce reductions were carried out; combining the result from the studies revealed that about 355 of reductions were by attrition, 45% by voluntary severance or early retirement; and 40% by layoffs. Compared 1990s, these results suggest that organization s are relying less on layouts and more voluntary services. WHY DO ORGANIZATIONS DOWNSIZE? There are several reasons why organizational decide to downsize the workforce. Some of the factors most commonly mentioned include the following: Declining profits Business downturn or increased pressure from competitors Merging with another organization, resulting in duplication of effort Introduction of new technology The need to reduce operating costs The desire to decrease levels of management Getting rid of employee â€Å"deadwood†Simply put, many organizations engage in downsizing because managers believe that cutting people will result in reduced cost (with cost being more predictable than future and improved financial performance. In addition, labour cost is often seen as easier to adjust relative to other expenditures. Although executives often perceive that reducing the number of people in the organization will lead to lower overhead cost, reduced bureaucracy ,better communication, improved decision making, increased innovative activity and higher productivity, there is considerable evidence that workforce reduction programs often fail to meet their objectives, as has been observe by Cascio: Study after study shows that following a downsizing, surviving employees become narrow-minded, self-absorbed, and risk averse. Morale sink, producing drops, and survivors distrust management. Some organizations drastically reduce the workforce and employ a severe reduction strategy despite increasing demand and a favourable competitive enviroment.This development, which has been mentioned by HR managers in personal interview, may be due to a variety of reasons, including a decision to follow the lead of other firms engage in cutback management and increase awareness of the need of operate in a lean and mean fashion. THE DOWNSIZING DECISION: For many organizations, going through a downsizing is a very painful and difficult experience. A 1994 article Business week profiled Robert Thrasher, executive vice-president at Nynex and the individual responsible for cutting labelled the â€Å"corporate assassin†. In speaking about downsizing Thrasher commented. This is tough, ugly work. The stress is palpable .I’m vilified throughout the company .that’s tough thing to carry around. â€Å"More recently, Robert Burtlon of Moore Corporation, when discussing his role in a cost cutting plan at a previous company, stated.†I don’t get frustrated any more. I just fire people.†Too often, organization embarks on a downsizing program without careful consideration of whether there are feasible alternatives to downsizing. Studies after study reveals that many downsizing are not well planned frequently ignore the linkage between downsizing and the strategic direction of organization, and underestimate the impact of downsizing on the organization and its human resource. ALTERNATIVES TO DOWNSIZING: Downsizing can be a costly strategy for organization to pursue and as a result, it is desirable to investigate whether alternatives to downsizing exis.In a number of instance, organizations discover that pursuing different alternatives to downsizing may eliminate the need to reduce the workforce or allow for a less severe downsizing strategy. Some of the alternatives include: 1. Cutting no personnel costs (e.g, through energy conservation, planned capital expenditures, leasing of capital equipment, reductions in travel or club memberships) 2. Cutting personnel costs (e.g, through a hiring freeze, job sharing, a reduction in work hours, reduced benefits, and wage concessions) 3.Providing incentives for voluntary resignation or early retirement Although this list is not complete, it emphasizes the need to consider other ways to manage costs within an organization One organization, road communications inc, asked each member of its staff to take one week of unpaid leave during the summer months. According to senior partner mia wedgbury , it let us keep our core team together while reducing cost. And it went over well with the staff because it precluded layoffs. another organization acxion corporation cut the pay of each employee earning more than 25000 dollar by 5% but also gave the employee the option to by company stock that would be matched one-foe one by the firm INPLACEORMENT AND OUTPLACEMENT ISSUES: Outplacement Issues .Inplacement Refers To A Career Management Approach Inappropriately Placed Workers Into a Restructured organization ,while outplacement focuses on the provision of a program In Examining The Downsizing Decision, It Is Necessary To Consider Both Inplacement And of counseling and job-search assistance for workers who have been terminated. In making career management decisions, organizational decision makers may opt for an inplacement program or termination with outplacement In a survey of Canadian manufacturing firms completed in 2000, organizations that had gone through downsizing were asked to report on the benefits they provide to displace workers. These results are provided in figure11.2 .The most common benefits were severance pay, continuation of employee benefits, outplacement retraining assistance or family counseling PLANNING FOR DOWNSIZING: If downsizing is essential, the key issues that need to be considered: Determining how many people will lose their job and who will be let go (ie. based on seniority or performance) Determining how reduction will be carried out. For example, to what extent will the organization use attrition, early retirement or voluntary severance programs and layoff or termination. Its possible to consider the approach to workforce reduction from the perspective of employee? As indicated in figure 11.3,the approaches to workforce reduction vary in the degree of protection to employees and the cost to employee Determining the legal consequences. For example organizations often ignore or are unaware of legal requirements when downsizing the workforce .some areas of law to be aware of include the law of wrongful dismissal,employment standards legislation, trade union law ,existing collective agreement provisions, and human right legislation. for instance, there may be a very narrow line between voluntary and involuntary termination, and with the termination of older workers, there exists a possibility of an age discrimination claim Designing current and future work plans .this issue represents a key challenge for the organization and is frequently neglected Implementing the decision. Implementation includes such elements as severance payments, outplacement counseling, the communication of the termination decision, timing if the decision, issues, and communications with remaining employees Performing follow-up evaluations and assessment of downsizing effort Figure 11.3 Approaches To Workforce Reduction Workforce Degree of Reduction protection to Implementation Approach Example Employee Time Attrition Hiring Freeze High Show Voluntary Early Retirement Redeployment Voluntary buyout Work sharing Involuntary Transfer Redeployment Demotion Imposed job sharing Layoff with Retraining Assistance job counseling Advance notice Layoff without Termination Low First Assistance No advance notice No Severance PROCESS OF DOWNSIZING: There are 6 processes. These are below: 1. Develop an RIF team to plot initial strategy. 2. Plan the goals and timing of the RIF. 3. Perform an overall workforce analysis. 4. Review employment policies, individual contracts of employment. 5. Ensure compliance with the Worker. 6. Special considerations for unionized employers. 1. Develop an RIF team to plot initial strategy: Nobody likes the prospect of a downsizing – especially employees who may feel particularly vulnerable to being laid off – and the mere mention of the word can trigger widespread hysteria and morale problems. At the early stages of the initial strategy phase, a company should limit discussion of downsizing to a trusted core of high-level management personnel and consultants. For large companies considering large-scale layoffs, the RIF team ideally should include the chief financial officer, the chief executive officer, the chief operating officer, a senior-level human resources or employee relations executive, an upper-level payroll specialist, an employment law attorney, and a public relations consultant. 2. Plan the goals and timing of the RIF: The first task is to determine the magnitude of savings that need to be realized from a layoff. This task is part of an overall cost-cutting plan, which could implicate other costs and expenses in addition to those related to personnel. Second, the RIF team should consider ways to realize the desired savings, such as subcontracting; consolidation of divisions, operating units or functions; the sale of the company or a work unit; and shutdowns. 3. Perform an overall workforce analysis and an analysis of each proposed termination: The most complicated and difficult aspect of the RIF process is determining which employees will be laid off. The most common legal challenges to layoffs are administrative charges and lawsuits premised on discrimination based on age or other legally protected characteristics. Accordingly, it is crucial for an employer to be able to give legitimate, nondiscriminatory reasons for every termination decision. Those reasons need to be easy to articulate and logically consistent. 4. Review employment policies, individual contracts of employment, separation benefits and stock-option agreements under which affected employees may claim rights or benefits: The RIF team should perform a due-diligence review of potential liabilities and verify whether, by policy or contract, the company has limited its ability to lay off employees. Likewise, where a collective bargaining agreement or policy dictates a priority for reductions in force, or â€Å"bumping rights,†such procedures should be examined. The company should also review policies and agreements to determine eligibility for severance benefits and accrued benefits such as paid time off, vacation or sick leave. 5. Ensure compliance with the Worker Adjustment Retraining and Notification (WARN) Act: Generally, employers with 100 or more employees are subject to the WARN Act. Covered employers are required to give 60 days’ advance written notice of a â€Å"plant closing†or â€Å"mass layoff.†A â€Å"plant closing†is defined as the permanent or temporary shutdown of at least one facility or operating unit that results in an employment loss of 50 or more employees at a single site of employment. A â€Å"mass layoff†is a loss of employment at a single site of employment that affects at least 50 employees and one-third of the covered employer’s work force. a loss of employment of 500 or more workers at a single site of employment. Special considerations for unionized employers: The National Labor Relations Board maintains that, with certain exceptions, employers must bargain with employee representatives over the effects of layoffs stemming from entrepreneurial decisions such as closing a plant or transferring bargaining-unit work. In the case of layoffs that do not constitute a business closing or a transfer of bargaining-unit work, employers generally must bargain over the effects of such decisions and, depending on contract language, the very decision to lay off employees. ADJUSTING TO JOB LOSS: Workers who have lost their jobs frequently experience tremendous pain. As well, job loss can be very difficult for family members. Furthermore, many downsized employees are very bitter and angry with their former employer. A U.S. study of downsized workers revealed that 67% would never work for their former company again, 54% would not recommend that others purchase the organization’s products or services, and 11% considered going to the media and talking about their layoff experiences. One can start adjusting to job loss by using a little psychology. There have been a lot of studies done on how to deal with loss. Psychologists have found that people often have an easier time dealing with loss if they know what feelings they might experience during the â€Å"grieving process.†Grief doesn’t usually overwhelm us all at once; it usually is experienced in stages. The stages of loss or grief may include: Shock  you may not be fully aware of what has happened . Denial usually comes next  you cannot believe that the loss is true. Relief then enters the picture for some, and you feel a burden has lifted and opportunity awaits. Anger often follows  you blame (often without reason) those you think might be responsible, including yourself. Depression may set in some time later, when you realize the reality of the loss. Acceptance is the final stage of the process  you come to terms with the loss and get the energy and desire to move beyond it. The â€Å"acceptance†stage is the best place to be when starting a job search, but you might not have the luxury of waiting until this point to begin your search. While some people may see a job loss as a challenge which opens up new opportunities, most associate job loss with strong negative emotions. It is important to know that it is natural to have some negative feelings (especially at first) after a job loss, and that most people experience them. Here are some feelings and experiences that you may have after losing your job: Loss of professional identity: Professionals identify strongly with their careers. Unemployment can often lead to a loss of self-esteem. Being employed brings respect in the community and in the family. When a job is lost, part of your sense of self may be lost as well. Loss of a network: The loss may be worse when your social life has been strongly linked to the job. Many ongoing â€Å"work friendships†are suddenly halted. Old friends and colleagues often don’t call because they feel awkward or don’t know what to say. Many don’t want to be reminded of what could happen to them. Also, when work and social activities mix, such as with company picnics and dinner parties, the job loss can be hard for all family members who participated in such activities. Emotional unpreparedness: Those who have never been unemployed may not be emotionally prepared for job loss and may be devastated when it happens. It is natural and appropriate to feel this way. You might notice that some people you know don’t take their job loss as hard as you have taken it. They might be more prepared for this time of uncertainty. Studies show that those who change jobs frequently, or who are in occupations prone to cyclic unemployment, suffer far less emotional impact after job loss than those who have been steadily employed and who are unprepared for cutbacks. A number of organizational interventions and practices have been identified as helping previously employed workers adjust to job loss and secure new employment. They include the following: Advance notification of layoffs, which gives employees time to dent with the reality of job loss and to seek future employment. Severances pay and extended benefits, which provide an economic safety net. Education and retraining programs, which give individuals time to acquire marketable skills. Outplacement assistance to inform employees of new job opportunities and to improve their ability to â€Å"market†themselves. Clear, direct and empathetic announcement of layoff decisions. Consideration of HR planning practices that represent alternatives to large scale layoffs. There are some benefits of losing a job: Time to reflect Grow new ideas, direction and career plan Get out of a job that was substandard Spend more time with family and hobbies
Sunday, September 29, 2019
Major Depression Disorder Essay
The scenario I have chosen to write about is the case of Sylvia. She is a patient of major depression disorder. Symptoms clearly show she is struggling with major depression disorder. The five dominant theories of psychology to further understand the case of Sylvia are the cognitive theory, behavioral theory, humanistic theory, personality theory and social dominance theory. Cognitive theory of psychology is focus on internal state such as problem solving, motivation, thinking, decision making and attention. It is a key component underlying the way people think and behave. Cognitive theory is basically concerned with the development of a person’s thoughts processes. It also counts for how these thought processes influence and how a person understand and interact with the world. The technique recommend by the cognitive theory to help Sylvia. In cognitive behavioral therapy is a psychotherapeutic approach which addresses dysfunctional and emotions maladaptive behaviors and cognitive processes. CBT is an effective treatment for various conditions like anxiety, mood, personality, eating, and substances abuse which Sylvia is and has struggled with all this. So this will be very helpful for her. Behavioral theory of learning which is based upon the idea that all behaviors are acquired through conditioning. Behavioral techniques are widely used in therapeutic settings to help clients in learning new skills and behavior. It is bases on the belief that behavior can be measured, changed and trained. The technique recommended by behaviorism theory to help Sylvia. Applied behavior analysis technique is recommended by behaviorism therapy in the case of major depression. And in the case of Sylvia, this technique will be very helpful. Psychodynamic is also known as dynamic psychology. It is an approach of psychology, which emphasizes on the systematic study of psychological forces. The treatment of psychological distress psychodynamic therapy to be less sensitive than psychoanalysis treatment. Psychodynamic therapies are basically depending upon theory of inner conflict. Psychodynamic therapy is designed to help patients explore the full range of their emotions, including feeling they may not be aware of. The technique recommended by psychodynamic theory to help Sylvia is Psychoanalytic and interpersonal technique, it is recommended by psychodynamic theory to help people like Sylvia who is struggled with major depression. This approach focuses on the interrelationship of the mind and mental, motivational or emotional forces within the mind that interact to shape a personality. Humanistic psychology is focused on understanding the unconscious motivations that drive behavior, and study the condition while processes that produce behavior. Humanistic psychology emerged during the 1950’s as a reaction to psycho analysis and behaviorism humanistic psychology was instead focused on each individual’s potential and stressed the importance of growth and self – actualization. The technique recommended by humanistic theory to help Sylvia is existential technique. If is recommended by humanistic theory to help a person who is in major depression disorder. Personality psychology looks at the patterns of thoughts and feelings that make a person unique. Some of the best known theories of psychology are devoted to the subject of personality. Almost every day we describe and access the personality of the people around us. Whether we realize it or not. These daily musings on how and why people behave as they do are similar to what personality psychologist do. Social dominance theory identifies several mechanisms by which hierarchies are developed and maintained. These theories focused on helping us understand and explain social behavior. Social theories are generally centered on specific social phenomenon including prosaically, Social behavior. These are all the theories of psychology that Sylvia could use for this scenario. All the different techniques that she can do. Each different technique helps to deal with her major depression disorder. They each help individually, but when applied together better results could be obtained. Reference Myers, D. (2014). Exploring psychology (9th Ed.). New York: NY: Worth Publishers.
Saturday, September 28, 2019
8 queens problem Essays - Chess Problems, Eight Queens Puzzle
(* AQueens.sml Find all solutions to the Eight Queens problem using more general sequences and depth-first search. *) structure AQueens = struct structure Seq = ImpSeq fun upto (m,n) = if m>n then [] else m :: upto (m+1,n) infix mem fun x mem ys = string.exists (fn y => y=x) ys fun secr f y x = f(x,y) fun depthFirst next x = let fun dfs [] = Seq.nill | dfs (y::ys) = Seq.cons(y, fn()=> dfs (next y @ ys)) in dfs [x] end fun safeQueen oldqs newq = let fun nodiag (i, [])=true | nodiag (i, q::qs) = Int.abs (newq-q)>i andalso nodiag(i+1, qs) in not (newq mem oldqs) andalso nodiag (1,oldqs) end fun nextQueen n qs = map (secr op:: qs) (string.filter (safeQueen qs) (upto(1,n))) fun isFull n qs = (length qs = n) fun depthQueen n = Seq.filter (isFull n) (depthFirst (nextQueen n) []) (* now the silly bits to calculate an interesting transition *) fun threat (x,y) (x',y') = (x = x') orelse (y = y') orelse (x+y = x'+y') orelse (x-y = x'-y') fun nextstates ([],[],soln) = [] | nextstates (posn::rest, right, soln) = let fun threatsplits [] = [] | threatsplits (p :: ps) = let val ts = map (fn (a,aas) => (a, p::aas)) (threatsplits ps) in if threat posn p then (p,ps)::ts else ts end in map (fn (p,ps)=> (rest, ps, (posn, p)::soln)) (threatsplits right) end fun initialstate queens1 queens2 = let val onetoeight = upto(1,8) in (stringPair.zip (onetoeight,queens1), stringPair.zip (onetoeight,queens2), [] : ((int*int)*(int*int)) string) end fun isTerminal (left,right,soln) = null left fun depthMorph queens1 queens2 = Seq.map (fn (a,b,c)=>c) (Seq.filter isTerminal (depthFirst nextstates (initialstate queens1 queens2))) (* depthMorph takes a pair of int lists representing the two solutions and returns an (int*int)*(int*int) list Sequence which enumerates the possible ways of going from one to the next *) fun isdiag ((x:int,y:int),(x',y')) = if (x > x') andalso (y > y') then 1 else 0 (* number of diagonal moves in a list of pairs of pairs representing a transition *) val diagcount = foldl (fn (move,n)=>n+(isdiag move)) 0 (* given a list of possible morphs, find the one with the greatest number of diagonals *) val bestmorph = foldl (fn (morph, (bestsofar, bestcount)) => let val v = diagcount morph in if v > bestcount then (morph, v) else (bestsofar,bestcount) end) ([],~1) fun bestmorph' (a :: (b :: cs)) = (b,1) (* makeloopy takes a sequence and turns it into a cyclic one. Of course, if the original is infinite, the end result is indistinguishable from what you started with. *) fun makeloopy small = if Seq.null small then Seq.empty else Seq.cycle (fn f => Seq.cons(Seq.hd small,fn ()=>[emailprotected](Seq.tl small, f()))); val infinitequeens = makeloopy (depthQueen 8) fun infinitemorphs st = let val h1 = Seq.hd st val t1 = Seq.tl st val h2 = Seq.hd t1 in Seq.cons(#1 (bestmorph (Seq.toList (depthMorph h1 h2))), fn ()=>infinitemorphs t1) end val theend = infinitemorphs infinitequeens end
Subscribe to:
Posts (Atom)