Strategic Management of Downsizing

Strategic Management of Downsizing Introduction This has become a major strategic alternative by well known firms such as DuPont, ATT and IBM (Hopkins, S Hopkins W., 1999). It is not only told in the daily newspapers but as well as in the entertainment industry. The recent movie entitled â€Å"Up in the Air† starred by George Clooney wherein his job was to tell employees that their position is no longer available. Top management plays an important role in this course of action. The strategic decision to downsize implies some ethical issues: first, the managers obligation for the best interest of the company and secondly, making sure not to violate the rights of the employees. It is in fact, the most preferred option of companies to sustain operating costs and comply with the existing scope of the business. It is an important management venture and requires large assistance from the human resource management team. Downsizing is extremely difficult. No one looks forward to being laid off. The extremely difficult decisions of who must be laid off, how much notice they will be given, the amount of severance pay, and how far the company will go to help the laid-off employee find another job are given less than adequate attention. These are critical decisions that have as much to do with the future of the organization as they do with the future of the laid-off employees. How It All Started Downsizing is the conscious use of permanent personnel reductions in an attempt to improve efficiency and/or effectiveness (Budros 1999, p.70). Since the 1980s, downsizing has gained strategic legitimacy. Indeed, recent research on downsizing in the US (Baumol et al. 2003, see also the American Management Association annual surveys since 1990), UK (Sahdev et al. 1999; Chorely 2002; Mason 2002; Rogers 2002), and Japan (Mroczkowski and Hanaoka 1997; Ahmakjian and Robinson 2001) suggests that downsizing is being regarded by management as one of the preferred routes to turning around declining organizations, cutting cost and improving organizational performance (Mellahi and Wilkinson 2004) most often as a cost-cutting measure. Euphemisms are often used to â€Å"dsoften the blow† in the process of firing and being fired, (Wilkinson 2005, Redman and Wilkinson, 2006) including â€Å"downsize†, â€Å"excess†, â€Å"rightsize†, â€Å"delayering†, â€Å"smartsize†, â€Å"redeployment†, â€Å"workforce reduction†, â€Å"workforce optimization†, â€Å"simplification†, â€Å"force shaping†, â€Å"recussion†, and â€Å"reduction in force† (also called a â€Å"RIF†, especially in the government employment sector). â€Å"Mass layoff† implies laying off a large number of workers. â€Å"Attrition† implies that positions will be eliminated as workers quit or retire. â€Å"Early retirement† means workers may quit now yet still remain eligible for their retirement benefits later. While â€Å"redundancy† is a specific legal term in UK labor law, it may be perceived as obfuscation. Firings imply misco nduct or failure while lay-offs imply economic forces beyond ones control. During the past several weeks, major staff reductions taking place across the world. Tens of valued professional Jewish communal workers along with competent and loyal administrative and support staff have received pink slips in some cases they were given just two days notice to clear out their offices as their jobs were being retrenched. These costs saving measures are not unique to Jewish organizations and have been seen thorough-out the public, private and not-for-profit sectors the world over. However, these massive layoffs raise the issue of the ethics of downsizing and whether or not there is a Jewish approach to these practices, particularly when it concerns employees who work for the Jewish community. Why Downsizing is an Ethical Issue Anytime were faced with a decision that can affect the rights or well-being of others, were looking at an ethical issue. No matter how strong the justifications for reducing the workforce are or seem to be, laying off loyal and productive employees is an upsetting experience for all concerned, and those on the receiving end face not just financial but psychological injury. How so? For many of us, the workplace isnt just a place for work; its where we develop and maintain some of the most important relationships we have. During the week, we spend more time with co-workers than with our families, and for better or worse, work is how many of us define ourselves and give meaning to our lives. Getting laid off compromises all of these things, so managers should think of downsizing as a deep and painful trauma for those being let go, and not as a mere setback or reversal of fortune. Yes, downsizing has legal implications, and it is understandable that companies want to minimize their liability when they downsize. Yes, there are economic matters to consider, which makes downsizing a management issue, too. But at its core, downsizing is an ethical issue, and the good manager is concerned not just with protecting the companys financial and legal interests but also with honoring the dignity and integrity of the human beings who work on the front lines and who are the lifeblood of the organization. What Are Your Ethical Responsibilities Downsizing successfully is immensely difficult. The following ideas can help to focus thinking for anyone considering such a move. Treat all employees with respect. Communicate too much rather than withhold information. Research applicable laws and follow the spirit of the legislation. Then afterwards, give employees the psychological space to accept, and discuss, Downsizing refers to a companys decision to reduce its workforce not because of poor performance, criminal conduct, or unethical behavior on the part of those being let go. The word is a euphemism meant to soften the blow as much for the company as it is for the soon-to-be eliminated. There is nothing wrong with making a difficult task easier to bear. In fact, there are good ethical reasons for doing so, as well soon see. Still, there is no getting around the fact that downsizing is a type of layoff, with all that this implies. The ethical manager will keep in mind what is really going when he or she is charged with letting good people go. Do it the right way. Showing compassion for these employees is the right thing and ethical thing to do no matter what the ultimate decision of the outcome. Do it in person. This seems obvious thing to do, but surprisingly a number of reports said about employees who were downsized on the phone or by e-mail. Managers who use this method claim it makes the whole thing easier to deal with. Yes, but for whom? Certainly, not for the employee being let go. As uncomfortable as it is to end someones employment, the right thing to do is to have a private conversation with him or her in person. The ethical principle of respect for others (BusinessWeek.com, 1/31/07) requires nothing less. Do it privately. Respecting others means honoring their wishes and values, and it is reasonable to assume that most people would prefer to have troubling news delivered in private. This means in your office, with the door closed. Ive heard of managers who broke the bad news at the employees cubicle within earshot of everyone in the vicinity. Again, one would think that this would be a matter of common sense and common decency, but apparently neither is all that common. Give the person your full attention. Interrupting the conversation to take phone calls, check your BlackBerry, or engage in other distractions isnt just rude, it tells the other person that the matter at hand isnt all that important to you. Thats yet another violation of the principle of respect. The impulse to turn your attention to less troubling matters is understandable, but along with the privileges of being a manager come responsibilities, and downsizing with integrity is one of the most important obligations you have. Be honest, but not brutally so. Must you always tell the truth, the whole truth, and nothing but the truth? Yes, if youre giving sworn testimony in a court of law, but beyond the courtroom the duty to tell the truth is constrained by the duty to minimize harm. In practical terms, this means being forthright with the employee but also choosing with the care the words, tone of voice, and demeanor you use. Compassion (BusinessWeek.com, 2/22/07) literally, â€Å"suffering with† someone honors the dignity of your employee and speaks to the better part of your nature. We cant always make things better (BusinessWeek, 1/18/07), but we shouldnt make things worse. Dont rush. A shock takes time to absorb. Imagine that your physician says you have a serious illness. Wouldnt you expect him or her to allow the news sink in, rather than to summarily dismiss you and call for the next patient? Being let go isnt as serious as getting a diagnosis of cancer or heart disease, but it is still a major, life-changing event. You owe your employee the space to absorb the information, and you may have to explain more than once what is happening and why. You would demand nothing less if it were happening to you, and you would be right to do so. These guidelines assume that the organization has good reasons for downsizing but what if you dont see things this way? For example, suppose your company believes that it is necessary to shift its customer service jobs overseas (BusinessWeek.com, 9/27/07), and you believe that doing so is both unethical and bad for business. In this case, you not only have a right to object, you have an ethical obligation to object. Does this mean that you should be prepared to give up your job on moral grounds? Not necessarily. Depending on your personal circumstances, your duties to your family or to yourself might justifiably override the value of making a statement by quitting. Even if you are committed to keeping as many jobs in the U.S. as possible, this goal will take time to achieve, and it may be easier to do so from within the company than from the outside. Conclusion There are two main issues to keep in mind when planning a layoff: respecting employee dignity and business planning. No one, from the mailroom to the board-room, take pleasure in downsizing; but when the need for a reduction in staff is unavoidable, a layoff can be accomplished in such a way that the problem is fixed and the organization excels. The bottom line is important, but so are the values of respect, compassion, and simple human decency. The good manager takes all of these into account always. Derivative terms Downsizing has come to mean much more than job losses, as the word downsize may now be applied to almost everything. People describe downsizing their cars, houses and nearly anything else that can be measured or valued. This has also spawned the opposite term upsize, which means to grow, expand or purchase something larger. Ask the Ethics Guy! September 12, 2008, 11:57AM EST text size: TT References: Hopkins, S. Hopkins, W. (1999) Journal of Ethics : Perception of Rights and Responsibilities http://www.springerlink.com/content/m80p7mv83x110376/ Byron, W. (2009) Philadelphia Business Journal: The Ethics of Operating in downturns and downsizing http://philadelphia.bizjournals.com/philadelphia/stories/2009/01/12/smallb4.html From Alan Downs in Business: The Ultimate Resource Downsizing or doing layoffs is a toxic solution. Used sparingly and with planning downsizing can be an organizational lifesaver, but when layoffs are used repeatedly without a thoughtful strategy, downsizing can destroy an organizations effectiveness. How you treat people really matters to the people who leave and the people who remain. One outcome of downsizing must be to preserve the organizations intellectual capital. How downsized employees are treated directly affects the morale and retention of valued, high-performing employees who are not downsized. Downsizing should never be used as a communication to financial centers or investors of the new managements tough-minded, no-nonsense style of management the cost of downsizing far outweighs any benefits thus gained. So what happens? These decisions are handed to the legal department, whose primary objective is to reduce the risk of litigation, not to protect the morale and intellectual capital of the organization. Consequently downsizing is often executed with a brisk, compassionless efficiency that leaves laid-off employees angry and surviving employees feeling helpless and de-motivated. Ineffective methods of downsizing abound. Downsizing malpractices such as those that follow are common; they are also inefficient and very dangerous. Furthermore, attorneys advise against saying anything more than whats absolutely necessary to either the departing employees or the survivors. This caution is designed to protect the company from making any implied or explicit promises that arent then kept. By strictly scripting what is said about the layoffs, the company is protecting itself from verbal slips by managers who are themselves stressed at having to release valued employees. This approach may succeed from a legal perspective, but not necessarily from the larger and more important concern of organizational health. First, laying off employees by a flat percentage across different departments is irrational. How can it be that accounting can cope with the same proportion of fewer employees as human resources? Could it be that one department can be externalized and the other left intact? The decision of how many employees to layoff from each department should be based on an analysis of business needs, not an arbitrary statistic. The concept of laying off employees strictly on the basis of seniority is also irrational. The choice of employees for a layoff should be based on a redistribution of the work, not the date the individual employee was hired. Sometimes an employee of 18 months has a skill far more valuable than one with 18 years seniority. Always Respect Peoples Dignity The methods employed in many poorly executed layoffs treat employees like children. Information is withheld and doled out. Managers control over their employees is violated. Human resource representatives scurry around from one hush-hush meeting to another. How management treats laid-off employees is how it vicariously treats remaining employees everything you do in a layoff is done in the arena, with everyone observing. How laid-off employees are treated is how surviving employees assume they may be treated. Why does this matter? Because successfully planning for the new organization will keep it going and improve its results. You must keep that exceptional talent, who are also the employees most marketable to other organizations. When they see the company treating laid-off employees poorly, theyll start looking for a better place to work, fearing their heads will be next to roll. While its important not to allow the legal department to design a layoff, its nevertheless important that you respect the employment laws. In different countries such laws include entitlements tied to civil rights, age discrimination, disabilities, worked adjustment, and retraining. These laws are important and should be respected for what they intend as well as what they prescribe or proscribe. If you have planned your lay-off according to business needs, and not on head count or seniority, you should have no problem upholding the law. You will almost always find yourself in legal trouble when you base your layoff on factors other than business needs. The method of separation may have an effect on a former employees ability to collect whatever form of unemployment compensation might be available in their jurisdiction. Unemployment claim and receive compensation. unemployment benefits, as are those who are fired for gross misconduct. Also, lay-offs due to a firms moving production overseas may entitle one to increased re-training benefits. Certain countries (e.g. France), distinguish between leaving the company of ones free will, in which case the person isnt entitled to unemployment benefits and leaving the company voluntarily in the frame of a RIF, in which case the person is entitled to them. An RIF reduced the number of positions, rather than laying off specific people, and is usually accompanied by internal redeployment. A person might leave even if their job isnt reduced, unless the employer has strong objections. In this situation, its more beneficial for the state to facilitate the departure of the more professionally active people, since they are less likely to remain jobless. Often they find new jobs while still being paid by their old companies, costing nothing to the social security system in the end. There have also been increasing concerns about the organizational effectiveness of the post-downsized anorexic organization. The benefits, which organizations claim to be seeking from downsizing, centre on savings in labor costs, speedier decision making, better communication, reduced product development time, enhanced involvement of employees and greater responsiveness to customers (De Meuse et al. 1997, p.168). However, some writers draw attention to the obsessive pursuit of downsizing to the point of self-starvation marked by excessive cost cutting, organ failure and an extreme pathological fear of becoming inefficient. Hence trimming and tightening belts are the order of the day (Tyler and Wilkinson 2007) Here are your ethical responsibilities By Bruce Weinstein, PhD Most discussions about downsizing focus on the legal, economic, or psychological issues raised by this practice. These are essential concerns, but we rarely consider how or why downsizing is also an ethical issue. The next two columns are an attempt to redress that problem. Here, well consider your ethical responsibilities if you are the one charged with giving the bad news. In the second column, well look at what you ought and ought not to do if you are the one being downsized. (Weinstein, 2009) March 17, 2009 by Stephen G. Donshik http://ejewishphilanthropy.com/the-ethics-of-downsizing/ No one is oblivious to the massive firings that have been taking place over the last eight months. As the recession has been felt in countries throughout the world we have witnessed not only the collapse of financial markets but also the retraction taking place in multi-national corporations and among the largest manufacturers on all continents. More and more people are finding themselves unemployed, either the result of firms closing or staff reductions. In dealing with the ethics of downsizing our communal organizations we have an opportunity to demonstrate both our leadership and our commitment to Even though a number of Federations have already implemented cuts and made difficult decisions it is not too late to assist others who are yet to face the need to retrench staff members. This is an area that is clamoring for both clarity and direction. Lets hope we can rise to the occasion. After all, it is in our tradition that we are a light unto the nations. Stephen G. Donshik, D.S.W., Managing Leadership The strategic role of the senior executivehttp://managingleadership.com/blog/2006/10/25/corporate-ethics-and-downsizing/ Ethics cannot survive the retention in the management team of anyone who is responsible for the downsizing dilemma. They must resign, or, at a minimum, the CEO must resign. Furthermore, any member of the board of directors complicit in the development of the crisis forcing this decision must resign also. Indeed, in the absence of a board that creates and enforces such an environment of ethical acknowledgement and acceptance of responsibility for executive and managerial decisions, there is not only no corporate ethics in the conventional sense there is also a fundamental lack of executive fiduciary responsibility; a lack that will ineluctably continue to damage its shareholders, and as a result of that, also 1) the company; 2) its employees, customers, and vendors; and 3) its community. The unethical environment arises in the absence of a board that establishes and supervises this fiduciary responsibility. In such an unethical environment, the real specific ethical violations occur well before the dilemma such as the need to downsize that attracts all the attention. This is in seemingly better times, when the CEO, executive teams, and consultants inflate the role and capabilities of the companys senior management, leading to what can only be described as juvenile ill-discipline and playing to the crowd. This is when they make the ill-advised decisions evaluated more for the force of the impact they create about the pseudo-gravitas and paradigm-shifting vision of these great personages, than for their contribution to the advancement of corporate aims and the growth of shareholder value both of which should be delineated to management by the board. These are the decisions that create the inflated work force. In the current environment of non-accountability, where half of a board consists of company management, and the other half of managers of other companies familiar with the game, it is only the work force that is downsized, and, possibly junior levels of management who have not yet attained the corporate version of tenure in this collusion. In such circumstances, the only possible outcome is downsizing, and this is not unethical in and of itself, taken as a distinct business decision. Taken as a whole, however, as Ive attempted to portray it, it is an extension of an unethical situation and of a chain of unethical decisions. Crocodile tears will be shed by a management team professing to be compelled to oh-so-reluctantly make tough business decisions and effect practical remedies that cannot be avoided and which must be taken to discharge their executive duties and serve the company and its shareholders considerations which neither concerned nor motivated them sufficiently, if at all, when they created the circumstances leading to the crisis. This was written by Jim Stroup. Posted on Wednesday, October 25, 2006, at 10:02 am. Filed under Boards, CEOs, Ethics, Organizational Leadership. Bookmark the permalink. Follow comments here with the RSS feed. Post a comment or leave a trackback. 42k-6 sec @ 56kwww.buzzle.com/articles/reasons-for-downsizing.htmlwww.buzzle.com/articles/reasons-for-downsizing.html Reasons for Downsizing Corporate downsizing has been the biggest fallout of the troubled times, the world is witnessing. As we continue our efforts to fight the global downturn, downsizing has become a stark reality. Downsizing refers to a process where a company or a firm simply reduces its work force in order to cut the operating costs and improve efficiency. It has become a legitimate option for business growth strategies, especially after the 1980s. It is in fact, the most preferred option of companies to sustain operating costs and comply with the existing scope of the business. It is an important management venture and requires large assistance from the human resource management team. There are a number of reasons why a company downsizes its employee base. Merging of two or more firms: When a certain firm combines its operations with another firm and operates as a single entity, in order to stay in profit or expand the market reach, it is called a merger. In case of a merger, certain positions become redundant. The same work is done by two different staff members. Usually in such a case, the company cuts staff to eliminate redundancy in work. It is characterized by some employees leaving an organization voluntarily, or by lay-offs, especially in case of higher management positions. Acquisition: If one organization purchases another one, there is a definite change in the management and the acquired company staff has to face unemployment. The reason for this is the same as the earlier case, viz to cut costs and and increase the revenues. Change in management: The change in the top brass of a company can also result in downsizing. The working methods and procedures vary with the management. Therefore, a significant change in the management roles may drastically affect the employee size to suit a particular style of working. Economic crisis: This is the single biggest cause of downsizing. Often, it consists of huge lay-offs by a number of organizations across various domains. The recent economic recession facing the world, has triggered a number of lay-offs in many reputed and popular firms in the world. According to a survey conducted by the US Bureau of the Census, organizations consisting of higher percentage of managerial staff downsize more than the ones with higher percentage of production process employees. Strategy changes: Some companies may reduce certain areas of operation and focus on other areas. For example, if a company is working on a project in which there are no assured returns, it may downsize its employees working on that particular project. It focuses its resources on specific projects, which could be profitable ventures. Excessive workforce: In a period of high growth, a company hires excess staff, to meet the needs of a growing business. However, in times of recession the business opportunities dwindle, leading to downsizing of the surplus staff that was hired. Increase in efficient work flow and computerized services: If an organization work process is extremely fast and easily meets the requirements of the market, it may downsize some of its workforce. Similarly, if manual work can be done by a machine, in a much better and cost-efficient way, it also results in the reduction in the number of employees. Outsourcing practice: Organizations catering to international markets require a huge and efficient employee base. If this labor can be obtained by ‘exporting the job to other countries, a huge downsizing takes place in the parent country. For instance, if a certain job can be done more effectively in India and is more viable economically there, than in the United States, the business is operated from that country. These practices result in downsizing, which is a rampant practice prevalent these days. Efficient management of the existing skill set and constantly acquiring new skills and education is a sure way to beat the effects of downsizing. By Prashant Magar In todays business world downsizing, outsourcing, and combining of jobs to eliminate headcount is more prevalent than ever. As the economy swings down, companies find themselves needing to cut costs and increase their return on net assets (RONA). All too often, the easiest way to reduce costs and increase RONA is through reducing staff. The elimination of jobs, or finding more cost effective ways to perform their functions through job integration and outsourcing, reduces the salary expense as well as reduces benefits costs, human resources or payroll costs, and frees up those funds for additional investment activity if needed. Many companies, however, do not look at the potential long term ramifications before making these decisions. Among them are the potential for substandard customer service, costs associated to unemployment claims or placement strategies, potential for higher turnover of remaining employees, or loss of customer confidence. While cost reduction through job elimination or restructuring poses no legal implications or policy violations, it certainly presents many ethical problems. How the company proceeds could greatly affect the consumer view of their business practices. They also have the potential to place some employees in a position of being ethically challenged should they inform some parties of the possible downsizing but insist the information be kept from others. That will leave those employees who are aware with the ethical dilemma of telling what they know to those who will be affected or of keeping the company secret. The feeling though, that others know more and will not share the information, leads to extreme paranoia and dissatisfaction among lower level employees. If the best decision for the business financially is to centralize functions, the Kantian model of ethical thought would support full disclosure to the affected employees. This would provide them the dignity and respect they deser ve. Helping them with counseling for the self esteem issues presented in their job elimination and placement services seems to me the soundest ethical solution. Allowing them to prepare themselves financially for a potential loss of income would show respect for them as people as well as for the time they have spent as loyal, hard working employees. Potential attrition after the announcement might prove to be a challenge but will provide the same end result, less staff. To keep this information completely from the affected employees would fall under Ethical Egoism theories. It would serve only the officers of the company from having to deal with their own lack of ethics in this circumstance. The employees become a means to an end rather than the end itself. This school of thought tends to violate the morals taught through religious and parental guidance to most individuals. It directly violates all the major principles of the other moral theories. Consequently, following this path would likely lead to moral repercussions for those choosing to venture down this road. Living with the decision you have made and must stand by could be as emotionally traumatic in the end as the damage caused to the employees sacrificed for the company benefit. All too often the Utilitarianism approach is followed by not disclosing the full details but sharing information only as changes are closer to being implemented. This eliminates the likelihood of employee loss due to fear of the impending changes. A high turnover could cause those remaining employees to become overworked with no relief available. It would be vital though that the company effectively communicate what changes are coming with an accurate timeline of when they would occur in order to still be fair to the affected employees. The company should not hide the coming changes from the employees affected in any solution with a dissolution that trust will remain in tact for other employees unaffected by the changes. Character ethics would support at least this minimal amount of disclosure. The only fair thing to do is treat the employees as those making these decisions would want to be treated if they were in the same position, essentially following the Golden Rule. References: Baston, Ted Blake, J. Neff. (2007). Business ethics, Sunday ethics-Monday world. Triangle Publishing: Marion, Indiana The New York Times reports that the unlucky employees of fob Inc. received a bloodless e-mail informing them of their demise. Some employees of New York Times Digital learned of their fate in The New York Times itself. Dotcoms from Boston to Silicon Alley to San Francisco have behaved thoughtlessly and, yes, unethically as they frantically scrambled to salvage their companies. The idea of â€Å"downsizing† needs no introduction. Although borrowed from the automotive vocabulary, â€Å"downsizing† is a feared and familiar term throughout the employment ranks. It targets people. In all cases of downsizing anticipated, actual, or past the corporation have ethical obligations to its people. Not least among these obligations is telling the truth. Here are some principles for employers to consider whenever downsizing is a possibility or has, in fact, happened: keep employees informed; help employees to keep themselves employable; honor all pro

Different Approaches to Promoting Wellbeing and Resilience

Unit 512 Lead practice in promoting the well-being and resilience of children and young people Understand how different approaches to promoting positive well-being and resilience in children and young people. Explain the importance of well-being for children and young people. â€Å"Child well-being and deprivation represent different sides of the same coin. From a child rights perspective well-being can be defined as the realisation of children’s rights and the fulfilment of the opportunity for every child to be all she or he can be.The degree to which this is achieved can be measured in terms of positive child outcomes, whereas negative outcomes and deprivation point to the denial of children’s rights. † Bradshaw et al. Young people's social and emotional well-being is important in its own right but also because it affects their physical health and can determine how well they will do at school.Good social, emotional and psychological health helps protect young p eople against emotional and behavioural problems, violence and crime, teenage pregnancy and the misuse of drugs and alcohol (‘Systematic review of the effectiveness of interventions to promote mental well-being in children in primary education’ Adi et al. 2007) If young people don't have positive outcomes of well being then some young people who have low levels of happiness are much less likely to enjoy being at home with their family or carer, feel safe when with their friends, like the way they look and feel positive about their future.Children unhappy in this way are also more likely to be victimised, have eating disorders or be depressed. Explain the importance of resilience for children and young people. Resilience is important because young people who are resilient have the ability to adapt  despite experiences of significant risk or trauma. If young people are resilient they will be able to cope better with problems, they will have better health and they will b e happier and more fulfilled. They will also be less likely to develop emotional problems like depression or anxiety. Resilience: qualities which cushion a vulnerable child from the worst effects of adversity in whatever form it takes and which may help a child or young person to cope, survive and even thrive in the face of great hurt and disadvantage†. Adoption and Fostering, 21, 1997,pp. 12-20 Critically analyse different approaches to promoting well-being and resilience of children and young people. I researched that ideas about resilience are increasingly being applied to practice from a professor at at Brighton University suggest a framework based on four ‘noble truths’; accepting, conserving, commitment and enlisting.They continue to explore how resilience can be built in five ‘compartments’; basics, belonging, learning, coping and core self. These ideas, and the very pragmatic approach that accompanies them, can be helpful in working with yp fr om even the most difficult environments and offer a hopeful context for practice. Strongly based on the research evidence, resilient therapy involves a partnership between Child and Adolescent Mental Health Services (CAMHS), academics, social workers, youth workers, nurses, teachers, learning support assistants, the parents and carers young people themselves.As such, it is ideally suited to a whole school, whole system approach that promotes well-being for all and addresses the needs of young people with behavioural, emotional or social difficulties. This appears like a good framework to work with and breaking it down into steps when working with a young person. In 2009 I went on Resiliency training in Cambridge. I was trained by top psychologist professors from America. We realised that a lot of what we researched or learnt is already what we were putting into practice but didn't label it. We learnt how to put some of what we learnt into practice when supporting young people.There were 5 levels of an iceberg which is called the ABC module. One part taught you skills into showing a young person not to over think situations that might not of actually happened or that has been over exaggerated or blown up. You teach the young person to think differently and break it down to simplify it and help the young person understand it and to support them to overcome it. Every Child Matters promotes the 5 outcomes, which all sync with meeting the needs a young person well-being and resiliency especially around achieve economic well-being and promote positive contribution.Promoting and supporting young people in regards to their health, self esteem, attachment issues, emotional security and relationships is very important to help the young person develop to their full potential into adult hood. At the home young people have a keyworker and work very closely with them. Young people are registered with nearest doctors, dentist, opticians to ensure they are getting all the nec essary check ups and health needs required.Young people if they they suffer from anger management issues, emotional issues can speak with their keyworker and discuss incident occurrences and put in strategies to help the young person over come this. Also the young person maybe referred to CAHMS worker if needed. A young person will have a routine and weekly planner of school, activities and other social events will be on this calender. This helps that young person develop their self -esteem and confidence, learn social skills, gain an education and remain in good physical health. Be able to lead practice in supporting children and young people's well being and resiliency . 1Lead practice that supports others to engage with children and young people to build their self esteem. I supervise and support a member of staff who keyworks a young person who suffers low self-esteem after growing up in a family dynamic of abuse. This young person suffers from attachment issues and has been kno wn to be sexually exploited by older males. The young person also find it difficult to maintain positive relationship and after a short time will break down the relationship. The keyworker was advised to ask the social worker to do a referral to CAHMS to help support the young person in terms of their emotional needs.Myself and the keyworker had a consultation with a psychologist to discuss the case and what strategies we could use to help build the self-esteem and confidence of young the young person that was clearly showing signs that they needed support in this area. I also sent the keyworker on training on supporting young people manage their emotional needs. The strategies that myself and the keyworker put in place for the keyworker to work with the young person was: *weekly keyworker sessions to for keyworker/keychild bonding * Identify yp's strengths.Get the yp to list thier strengths and always work from your their strengths when trying to deal with less successful events. * create situations where they can make decisions and choices. *Help the set realistic goals and targets. Helping to set realistic targets ensures success and can be built on. Encourage charts to help measure progress. And so on. 2. 2Support others to work with children or young people in manner that is open, trustworthy, respectable and reliable In a supervision with a new staff member A was asked how his relationship with the young people is.A said it is ok. Sheryl gave A some guidance on how to build his relationships with the young people and how to earn their respect and trusts such as spending time with a young person, asking how their days has been, asking what is wrong when they appear upset, praise them when they have something well or better, helping them tidy their room or cook and talk about stuff in general and encourage them how to achieve their goals in life.Challenge the young people when they are displaying negative or inappropriate behaviour and be honest and clear w ith them on what they consequences of the behaviour could be if they don't take on responsibility for their actions. Also that if A puts something in place for a young person he needs to ensure this is followed through as this will not only maintain consistency, but also gain a young person respect,trust and show that he cares. A was honest about this and said he is finding it hard coming from adult services to children services.A advised that if he takes on board and listens to the advice that he is been given then he will be fine and will finish the placement on a good note. A told of Sheryl's experiences of working with yp's and building her relationship with the young people and eventually A will also feel confident with his relationship with the young people. A told that he needs to monitor the other staff and reflect on how he manages situations with the young people. This can also be discussed in staff debriefs and this is a good tool for reflection work for A to gain skills. 2. Demonstrate through own practice ways to encourage and support children and young people to express their feeling, views and hopes. Observation with tutor with young person may also cover this. Through my experience with working with many challenging young people who do find it hard to engage and talk about their feelings etc. I feel that the most important thing is to have a relationship with the young person which is built on trust and respect. As a staff member you must be approachable and be non judgemental towards a young person for them to be able to open up to you.Also as a young person young people like to have attention from people they like or find approachable and it is important that you give them some of your time or if they want to discuss something with you then you listen. Young people are obviously after your opinion or what you to know something for a reason whatever that reason maybe. Also its important for them to find their own answers for them to connect wi th it and take control of it. This supports a young person to feel empowered in regards to their own lives and will help them accept responsibility. 2. Explain how to challenge practices that act as barriers to children and young people's well being and resilience. Young people often have limited ability to recognise and identify own emotions, limited receptive ,not knowing it’s OK to have emotions. Carers expectations can be too high when trying to engage the young person and getting them to discuss their emotions and feeling. This can be difficult situation if the carer becomes frustrated with the young person and can have an effect on the young persons development in regards to their well- being and resiliency.This would be challenged by myself and 2. 2 and 2. 3 explains challenges of practice. 3. Be able to lead practice in work with carers who are supporting children and young people. Develop strategies to support carers understanding and involvement with the well-being and resilience needs of a child or young person. Please see 2. 1 and 2. 2 Also training is important in this area in regards to self esteem building, motivating positive behaviours, self-harm, resiliency, keyworking skills.CAHMS intervention and consultation takes place at the home with keyworkers to give them the opportunity to discuss their keychild and support the keyworker to support their young person in regards to thinking of strategies to put in place to support them with their well-being and development. Team meetings and Team days are also put in place for the staff team to communicate ideas on strategies to use with individual young people and what will help support them with group living. Also see attached development plan. Lead practice that supports carers to engage with children and young people to build their self esteem.Please see 2. 1 and supervision observation with JM by tutor. Monitor the involvement of carers in supporting children and young people's well-being and resilience. Managers and myself are assigned to a staff member and the young person they are keyworking and known as case managers. On a daily basis the young person is discussed with the keyworker and monthly case planning meetings will take place with the case manager and keyworker. In this the case manager monitors all the 5 outcomes from Every Child Matters and goes through what has been done and what still needs to be done to meet the young persons needs.Also the young persons goals are looked at to see if they are achieving them and to see if they need amending. Also all recordings are monitored that takes place through the daily log book, contact sheets, incident reports, bullying reports, 1-1 sheets, yp's meetings, Mfh logs, meeting are in place that needs to take place, incentive plans put in place. Keyworkers also need to complete risk assessments and updated when required and residential placement plans. We also monitor through reg 34's completed by team manager and t he reg 33's completed by the counsellors every month.Evaluate strategies used to engage with carers who are supporting a child or young person. Please see 2. 1, 2. 2, 3. 3 Feedback and monitoring is evaluated at the case planning meeting and if a strategy appears to be working with the young person and needs continuing at that level then this will continue. If a strategy is not working with the young person not developing in a certain area then this needs discussion and new strategy put in place. 4. Be able to lead practice in responding to health needs of children and young people. Lead practice that supports children and young people to make positive choices about their health needs.Young people when admitted to the home need to be registered to the a doctors, dentist and opticians asap. A Lac medical will also need to take place and this take place every 12 months. This will monitor any medical issues outstanding and monitor weight, height, diet and immunisations. We also have dr op in sessions from the sexual health nurse every month and she does drop in sessions for the young people to teach them the importance of safe sex. This is confidential for the young person. The young persons RPP is updated monthly by the keyworker and used as a monitoring process. Also it evidences on what has been actioned and completed.A young person interests and hobbies are also taken on board and if a young person is interested in football then we will encourage the young person to attend a football club and help find the young person a good club to play for. If young person is struggling emotionally with anger, mental health issues then the young person will be supported by being referred to a health professional (CAHMS, psychiatrist, psychologist). An assessment may need completing and strategies put in place from there. The keyworker will liaise with the professional in regards into how support the young person. . 2Assess any risks to or concerns about the health of childr en and young people A young person when admitted to the home was suffering badly from toothache who came from his family home and had suffered neglect. I delegated a staff member to call NHS direct who advised us to give the young person paracetomal for the pain and to book an emergency appointment to the dentist. The young person went the next day and had dental treatment and prescribed anti biotics. This was then put on his risk assessment and RPP in regards to his treatment and being prescribed medication. . 3Support others to recognise and record concerns about a child or young person's health following agreed procedures. If staff are not trained in recording and report writing then this is training course they will go on. This also gives guidelines in regards to the services policies and procedures when recording on legal documents. If a staff member raises concerns re a young persons health then this needs to be addressed with keyworker and case manager to action. If it is an urgent matter staff are advised to call for medical advice or attention and inform a manager.These guidelines are in place for staff and part of a staff members inductions when starting the job and where any medical contact should be recorded and followed up. If a young person return under the influence of alcohol or other illegal substance and is due medication there are clear guidelines in the medication policy that NHS direct should be called to see whether the medication can still be prescribed or not. This will also be on a young persons risk assessment if this is an ongoing concern. If a young person come back injured and has hurt their leg after playing a sport.The young person must be offered medical treatment and action required completed. This must be recorded on an accident book and there a clear guidelines for staff. Work with others to take action to address concerns identified about the health of children and young people. If young person is struggling emotionally with anger, mental health issues then the young person will be supported by being referred to a health professional (CAHMS, psychiatrist, psychologist). An assessment may need completing and strategies put in place from there. The keyworker will liaise with the professional in regards into how support the young person. CAHMS ntervention and consultation takes place at the home with keyworkers to give them the opportunity to discuss their keychild and support the keyworker to support their young person in regards to thinking of strategies to put in place to support them with their well-being and development. Be able to lead the development of practice with children or young people to promote their well-being and resilience. 5. 1 Develop methods of evaluating own practice in promoting children or young people's well-being and resilience. In my supervision my own practice is evaluated and monitored. Me and my line manager discuss the young people I case manage .We discuss what the issues a re, the young persons goals and what the keyworker is currently working on to support the young person on their development. Constructive critism is given to help myself develop or a fresh idea on how to manage a young person through their own experiences. We also have a development plan for the home that we have ideas and goals to work towards to promote and develop our own practice in our responsibilities. It is also beneficial to have feeback of the young person and the staff member of how they feel they are being managed and if they have any suggestions on how I could further support them.Develop methods of evaluating organisational practice in promoting children and young people's well-being and resilience. As a management team we evaluate our methods in Managers meeting and discuss any developments or changes that maybe needed to enhance the running of the home for the purpose of the well-being of the young people. We also hold meetings with other homes managers to discuss the services developments, policy amendments from new legislation, paperwork developments for recording purposes, Ofsted framework.We have monthly meetings with the police re intervetion and restorative justice strategies for the young people to promote preventatives for young people causing anti social behaviour. We also having education meetings with a strategic lead from education to discuss any issues we have with school or what resources are on offer. We also have health leads meeting to support us on how to promote young peopole with a health diet and any policy changes that need to be implemented into the home. This is also an opportunity to discuss individual cases in regards to hygiene and dietary issues.Lead others in practice that supports solution focus approaches for supporting children and young people's well-being and resilience. RPP are put in place for all young people when admitted and a lot of work is done with the young people around their present behaviours. Young people are asked about the future goals and the things they would like to change in their current life with looking into the future. Young people are supported in this by being giving clear routines and realistic goals are set for them through their own choice. These goals will be recorded on the yp's RPP.To help encourage young people a goal chart will be put in place along side an incentive plan so they see rewards when they achieve their individual goals. The keyworker goes over this weekly to see how they are getting on. If this is not working, new goals will need to be set and incentive plan re looked at so the young person doesnt lose their focus on what they are trying to achieve for themselves. 5. 4 Lead others in developing areas of practice that promote children and young people's well-being and resilience. Please see above.

In Joel Spring’S Book, Deculturalization And The Struggle

In Joel Spring’s book, Deculturalization and the Struggle for Equality (2016) he explains the many discrimination actions towards different cultures. The first chapter in the book talks about the superiority of the Anglo-American. These Europeans that came to America saw the world in four different ways, between Protestants and Catholics and then the civilized and uncivilized. During this time, Protestants were considered superior to Catholics, â€Å"political freedom was only intended for protestants. Virginia banned Catholics from public offices in the 1640s; Massachusetts expelled Catholic priests in 1647; and after 1689 New York, Pennsylvania, Virginia, and Maryland refused to grant citizenship to immigrant Catholics,† (Spring, 2016, p. 6).†¦show more content†¦Asian Americans also faced a lot of the same treatment as African Americans, except they weren’t forced into slavery. When Chinese Americans came to the U.S. they didn’t have much money so they were hired to build the transcontinental railroad, but were paid one-third less than white workers were paid (Spring, 2016, p.70). But in 1942, Chinese Americans were granted the right to become naturalized citizens, yet, they were still under a limited immigration quota. Also, Japanese Americans were seen as the enemy during World War II. Even though Japanese Americans have been working hard in the U.S. and even offered, joining the U.S. military to fight against their homeland, they were still put into concentration camps (Spring, 2016, p. 75). Hispanic and Latino Americans faced segregation, limited citizenship, and denial of education. Mexican Americans fought for a bilingual education, equality of working conditions on farms, and full citizenship. Mexican American families wanted their children to get a fair education with instruction in Spanish and English (p. 96). While Puerto Rican Americans fought for independence, equality of education, and citizenship. Spring (2 016) expresses the views of Puerto Rican Americans, â€Å"it is important to understand that the citizens of Puerto Rico did not ask to become part of the United States† (p. 99). At the end of the book, Spring (2016) discusses the Great Civil Rights Movement and the â€Å"post-racial†Show MoreRelatedNative Americans in the United States and African Americans3048 Words   |  13 PagesEssay on Joel Spring’s Deculturalization and the Struggle for Equality Introduction Joel Spring’s Deculturalization and the Struggle for Equality examines the educational policies in the United States that have resulted in intentional patterns of oppression by Protestant, European Americans against racial and ethnic groups. The historical context of the European American oppressor is helpful in understanding how the dominant group has manipulated the minority groups. These minority groups includeRead MoreAnalysis Of The Book By Joel Spring981 Words   |  4 PagesThe book written by Joel Spring was based on the constant derogation and the oppression of the people that were not considered â€Å"white†. The constant segregation between races caused many fights for equal rights among Native Americans, African American, Asian and Hispanic people. The conflict was never easy because the United States demonstrated an ethnocentric attitude, which caused the idea of deculturalization for many of the incoming immigrant races. The book demonstrates accuracy in many of the

Arguments in Favour of Anti-monopoly Legislation Essay

What are the arguments in favour of anti-monopoly legislation and under what conditions might monopolies be allowed to exist? 1. What are the arguments in favour of anti-monopoly legislation and under what conditions might monopolies be allowed to exist? Before discussing the arguments in favour of anti-monopoly legislation and the conditions that a monopoly would be allowed to exist it is important to define monopoly and its market structure. It would be easy to define monopoly by considering the existance of only one firm in a certain industry. but the definition of industry is not always that specific. For example, BMW might have a monopoly in a specific type and design of a car but it certainly does not have a†¦show more content†¦A monopoly position in the industry is not created and maintained on its own though. There should be several barriers of entry for new firms high enough to block the entry of new firms. 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