The Four Frames of an Organization

The Four Frames of an Organization Warren Bennis(2003), notices that good observation of the situations is the core competency of leadership and it is a important tool in developing successful organizations. Bolman and Deal (2007) highlights four major areas of organizational theory namely structure, people, political dynamics and culture. Each frame has its own logic, focus, assumptions and path to success of organization. Structural frame views an organization as a factory or machine and gives more importance to goals, formal relationships and specific roles. It also emphasizes on policies, procedures, creating rules to merge the focus of diverse group towards achieving the organization goal. The people frame perceives an organization as a unit with each individual having their own ideas, energy, needs, talent, limitations and feelings. Individuals in an organization should be given the liberty to operate on their own to display their talent but at the same care should be taken to get their job done. As per the view of Thomas (2006), the political frame perceives an organization as an arena with competition, power, conflict and policies as core where beliefs, skills, values, conflicts and interests among the staff are evident organizational realities. Finally, the cultural frame views organizational life as a festival where individuals join together to form culture, context and meaning as they engage themselves in their specific roles and bring creativity and inspiration into their work. Each frame plays an important role in an organization, but any frame alone is deficient. Gallos(2008), views modern organizations as complex beast and the fast growing technology and competitive world only adds more to their complication. Structural Frame: The structural frame as discussed before is concerned with rules and goals of the organization. So, the frame concentrates on the goal directions, structural clarity, and task accomplishment in an organization.(Harris Nelson, 2008).The main values of this frame are: The best approach is rational approach ; Dividing labor based on their specialization leads to improved performance and individual expertise; synchronization and control are best achieved through the authority and impersonal rules; and Based on an organizations nature structures can be systematically designed and applied. These principles suggest that problems in organization usually are signs of structural issues and it can be solved by streamlining and restructuring. But these are just one of the many problems that an organization is facing. Rationality is another important concept that an organization deals with. As per the view of Brunsson (2009), organizations are intentional, in other words organization works towards a definite reason. In many companies, it is a hypothesis that behaviors are governed by decisions under a norm of rationality. Usually this norm is difficult to satisfy in reality. Like two sides of coin, the concept of differentiation and integration are the reason for it being viewed as a rational approach. Differentiation in when tasks are done among individuals and integration is the link between the roles that make the interdependence. These roles and interdependencies are synchronized vertically by power and laterally by teams, meeting etc. There are six main assumptions in structural frame: Existence of organization is to attain established objective and goals. Efficiency of organization is increased and performance is enhanced through clear division of employees and specialization. Proper co-ordination and control ensures that diverse effort of individuals and units engage. For an organization to work at its best rationality should prevail over personal choice and external pressure. The structure of an organization should be designed in such a way that it fits to the circumstance of the organization. Structural deficiencies lead to performance gap and in this situation and can be solved through proper analysis and restructuring. Two design issues are how to allocate work and how to coordinate roles between them or unit. A job prescription is in form of job description, procedures where it is clear document on what an employee should do and what he should not to accomplish a task. Once work is allocated to individuals the managers/leaders face next important decision as how they should group people into working units. There are several basic operations (Mintzberg, 1979): Groups are partitioned on the basis of skill set and knowledge. For example Java team, Visual Basic team and so on. Groups based on working time, as by shift. Units formed on basis of product. Telecommunication software, accounting software and so on. Groups around client or customer. Groups around place or geography. Say for example team in Australia, team in India Groups by process. For example development, testing and support. In an IT firm like this, it is important to form groups and it can be best formed when they are grouped based on skill set, time, geography and process. The real problem here is problem of co-ordination. Units try to focus on their own priority rather than organizations. For an organization to be successful it has to employ an effective method of coordinating between the units to work towards the organizational goal. This can be achieved by either vertical coordination or lateral coordination. Vertical Coordination: In vertical coordination higher management has the authority. They decide as what should happen through authority, policies, rules and control system. Authority means designating a boss. He integrates the effort of individuals and units. They take control by resolving conflicts, making decisions, solving problems and distributing rewards. Rules and policies ensure informality among the employees. This helps to reduce particularism (Perrow, 1986) reacting to a particular situation on personal bias or political forces rather than towards the goal of organization. In order to make sure that a level of quality is maintained, standards are set. So a measurement against standard helps in finding the performance and makes it possible to fix a problem. Standard operating procedures (SOPs) reduce difference in performance for tasks that requires high level of predictability and not allowing more margins for error. Standard operating procedures can fail how ever more often only in case of situations that is not foreseen. Mintzberg (1979) distinguishes performance control and action planning. Performance control imposes outcome objectives. F or example increase the teams productivity by 5%. This is good way when the goals are clear but not successful when goals are hard to measure. Action planning specifies action as well as time frame. It works well when it is easier to access how the job is done. Lateral Coordination: Sometimes vertical coordination cannot be effective. Behavior of people is usually untouched by rules and command. Lateral techniques such as meetings (both formal and informal), network organization, matrix structure, coordinating roles and task force helps in filling the void. In our organization in order to fill the void there will be continuous meeting. There will be wide range of meetings like project management meeting to make sure that project can be delivered on time as promised with high quality. In a high technology company that is under consideration, we will have task forces also. High-technology firms have high degree of reliance on project teams or task forces to synchronize development of new service or product. Being a high technology company it is important to have networks as knowledge will be spread all cross the organization and it cant be at a particular place. Ghoshal and Barlett (1990) argued that many organizations have evolved into inter organization network. Initiatives arise from many places as it is a multi centric structure. Structural imperatives: Organizations architecture depends on following factors: size and age, core process, environment, strategy and goals, information technology and nature of the workforce. Let us see how these factors play a role in shaping an organization. Size and age: An organizations size and age plays a key role in architecture. A small company can have informal structural arrangements. Whereas the same organization, as it grows, it will be difficult to get a hold of the process if things are not formalized. As a startup IT company it can be informal but since it is high technology organization it is very much essential to formalize process say for example documenting everything as the work done is not repetitive and knowledge needs to be shared. Core Process: The core product is taxation software for tax agents. Henderson and Clark (1990) said that it is difficult to cope with the change in a technology for an established company than a startup firm. Being a startup firm there is an edge, in an aspect to get into the business with latest technology. Also care should be taken and structure should be in such as way that firm should be flexible enough to adapt to latest technology without much of hassle and complexity. If the start up organization fail to build a flexible structure then it will also fall in the same pit as other established company and the new comers will take over the lead. Environment: Environment plays a major role. In a high technology industry there is always high degree of uncertainty. This demands sophisticated architecture. New roles and specialties are often required in order to cope up with the emerging problems. High level of adaptability and flexibility are required in an uncertain industry like high technology industry. Strategy and goals: Strategic decisions are inclined towards long term goal and are concerned with the future (Chandler, 1962). Goals that are stated are the ones that an organization follows most of the time. We need to look beyond formal statement of purpose to understand the link that exists between strategy, goals and structure. Information Technology: New technologies and computers continue to revolutionize the amount of information available and the speed at which it can be shared. Information is central structural determinant. Galbraith (1973) defines uncertainty as difference between what information is in hand and what information is needed. As the gap increases, the complexity of making a decision also increases. In this situation organization has two choices: Firstly, reduced the need for information. Secondly, increase the capacity to process it. In a high technology organization it is better to choose the second option as high technology organization need as much as information possible to stay in the race. Information technology plays an important role in high technology firms. Innovations in information technology make flatter structure unavoidable. Drucker (1989) pointed out that information-based organizations need fewer management levels when compared to other industries. Similarly, this applie s to high technology firm and will follow more of flat structure than vertical structure. Nature of workforce: In a high technology industry, even a lower level workforce need to have high knowledge. Sometimes lower level workforce has more technical knowledge than their supervisors. There is increasing need to specialization of areas. Drucker (1989), makes an observation that work will be moved to place where people are rather than moving people where work is. Similarly there is need to design the structure such that there are different centers based on availability of work force. This again increases dependency on network as work has to be coordinated between different geographic locations. Boundary less organization: Prahalad and Lawrence (1995) insisted about the importance of boundary less organization. In a boundary less organization ideas flow through different layers easily and hence the productivity will be high. The organization as a whole functions far better. In the startup high technology organization the number of layers between top and bottom is less so that there is free flow of ideas. Care should be taken on diluting the number of layers as too much autonomy leads to chaos. The following factors should be considered when designing a structure. They are gap versus overlap, underuse versus overload, lack of clarity versus lack of creativity, excessive autonomy versus excessive interdependence, too loose versus too tight, goalless versus goal bound, irresponsible versus unresponsive. In our organization care should be taken such that there is no inclination towards any of the character discussed above. Right balance should be maintained. Structural configurations: Structural design starting from scratch does not happen most of the times. Usually supervisors copy an existing structure from their experience or some existing popular theory. Let us look at Mintzbergs fives and see how it is applicable in our organization. Mintzberg model has five components. First component is operating core. Core consists of employees who make the product to the customer or clients. Layer above this is administrative. They are managers who provide and control resource for the operation. Above this is strategic apex. It comprises of top level management, who are responsible for strategic decisions. Usually they are board of directors and equivalent. Two more components in the sides are techno structure which comprises of specialists who measure and inspect the output of the process. Last component is support staff whose work is to facilitate other workers and ensure smooth running of office. Mintzberg derived five structural configurations from this blueprint. Simple structure: This structure has only two level, strategic apex and operating core. Usually it has direct supervision. It works well in family business. The positives of simple structure are adaptability and flexibility. It also has negative side as boss too close to day today operation lose focus and gets distracted easily and they dont take into account the long range strategic issues. Machine bureaucracy: In machine bureaucracy, strategic apex makes all strategic decision, managers supervises all day today operation. And procedures are standardized. Machine bureaucracy has lots of support staff and few technostructures. Key issue is how to keep employees motivated as it is routine work. Professional bureaucracy: In this structure, majority of people are from operating core and very less number of managers. Technostructre is comparatively very less. Professional bureaucracy stumbles when they try to get a greater control over operating core. Divisionalized form: Work is done in the form of quasi-autonomous units. Each division serves different market. For example a MNC might have financial service, IT, manufacturing etc. It creates ample resource and responsiveness without much risk. But it has other tensions like cat and mouse game between the headquarters and the division. The other potential problem is the gap that widens between head quarters and the divisions. Adhocracy: Adhocracy is loose, flexible structure mostly tied together by lateral means. This kind of structure is more often found in condition of turbulence and rapid change such as advertising industry. After looking at these five structures its professional bureaucracy and divisionalized form that suits our organization. In high technology industry, there is need for more people with technical skill than managerial skill. Hence professional bureaucracy works well in high technology organization. Restructuring: Every organization has to restructure at some point in time. Restructuring is time consuming and more over it does not even guarantee success. Restructuring happens due to various pressures such as environment shifts, technology change, organizational growth and leadership changes. Miller and Friesen(1984) found that companies in trouble usually fall in the following three categories. Impulsive firm: It is a fast growing organization with rapid changes usually lead by one or very few managers. This will lead organization to run out of control. Many onetime successful owners fail to recover from this stage and they stumble. Stagnant bureaucracy: These are organizations that follow old tradition. They often become too stagnant. They dont make up to market speed and lower level managers often feel left out. Headless giants: These are loosely coupled organizations where the administration is weak. Most of the decisions are made by the division and does not have any real strategy at the top. Decision making is not proactive whereas it is reactive. Organizations are reluctant to make changes in structure because it creates uncertainty and confusion. Corporate Social Responsibility, Sustainability and Ethics: Corporate Social Responsibility is the most accepted and credible form to prevent societies from social unrest and save the planet and environment from destruction through corporate behaviour. The relationship between corporation and the society is interdependent. Any organisation is largely dependent on social stability and economic condition. In case of international organisation like the high technology organization, it is important to operate in a responsible manner particularly in local community to avoid conflicts and avoid boycotts. However Multi National Companies face problem when respect for local community clash with core value. For example when a company has its core value as equal opportunity for all, this will collide with job for locals. Implementation of Corporate Social Responsibility strategies makes good business sense. Profit maximization is not the mantra of start up hight technology firm as it can equally hurt. Only a long-term rather than short term, balanced v iew on profit maximization will be reasonable, and responsible. This makes it evident that Corporate Social Responsibility can provide an opportunity for organisation to improve their long term profit and at the same time benefit wide range of people apart from managers and owners. This ensures sustainability. Benefits of Corporate Social Responsibility, Sustainability and Ethics: Corporate Social Responsibility is a major source of competitive advantage. One reason for doing good is to create a good opinion about the company among the society. This creates an intangible asset that is impossible for a competitor to reproduce. Thus we can say Corporate Social Responsibility is a major player in value creation. Another source of competitive advantage is by reducing operating cost. In high technology business, the costs associated with dumping of hardware can be avoided by giving it to the charity. Researchers have found that certain consumers are interested in buying product that adds value to the society. Also there are bunch of investors who prefer investing in companies that has high social responsibility. The High technology start up firm can tap this market by maintaining high level of Corporate Social Responsibility. 75% of consumers declare that they would not buy a product that doesnt have good ethical value or goods produced under bad circumstances. So it is important for the firm to act ethically as major customers consider ethical value. Research has found that certain consumers are even ready to pay a premium for sustainable products. We have seen the benefits of Corporate Social Responsibility but the real problem is the implementation phase and the practical feasibility with such measures. Major decisions needs to be taken not only on what the corporation should engage in but also should measure whether the Corporate Social Responsibility initiative will fail or succeed. A prerequisite for corporate responsibility is availability of resource. This would explain why survey among 1000 companies have shown that 94% believe Corporate Social Responsibility will lead to profit but only 11% were able to implement it. So in the high technology firm that is discussed, care should be taken that we are not falling short of resource as this is a major road block in implementation phase. For a new firm it can be difficult implement CSR because there wont be well established formal structure. Further more they will be in a phase of survival. Corporate climate tells how things are and corporate culture tells as why things are as they are. Both climate and culture are key factors for corporate social responsibility. Conclusion: Corporate Social Responsibility brings sustainability in business. This works well in long run. Also Corporate Social Responsibility provides competitive advantage over the competitors. For a start up high technology firm, structure plays an important role. Without structure, energy and time of resources are often misdirected. Often we fail to find the real cause if the problem. For example sometimes we spend more time and money on training but the real problem is with social architecture rather than peoples attitude and skill. There is no perfect structure. It depends on circumstances and factors like technology, goal, strategy and environment. A structural design might be apt for a particular time and circumstance but more often than not there will be need to change the structure depending on the changes in goal, strategy and environment. Restructuring is important but at the same time it is high risk. In short term it creates more confusion and anxiety. In long run it depends on h ow well it gels with the organisation goal, environment and strategy.

Existentialism and Metamorphosis Essay

Existentialism is defined as a modern philosophical movement stressing the importance of one’s experience and accountability. Its focus is the make on the personal reflections that these make on the individual, who is seen as a free agent in a deterministic and seemingly meaningless universe. Its philosophy is meticulous that, in a nutshell, advocates a diverse arsenal of responses and solutions to the ‘existentialist attitude’; which, essentially, is what an individual feels when confronted by the absurdity of life. Throughout humanity, rumination and self-proclaimed ‘ultimate’ truths have assumed various forms: poetry, religion, and numerous other doctrines and textual works. In The Metamorphosis, Franz Kafka narrates the ramifications of a metamorphosis in which the subject and protagonist, a man named Gregor Samsa, is transformed into a bug. Despite the novella’s literary methods and influences, the most prominent being the way Kafka so nonchalantly describes such irregularity in his life, The Metamorphosis is also hailed as a prime textual work of existentialism, the previously mentioned philosophical movement. Both prior and subsequent to the transformation, Kafka portrays Gregor as a man who seems lost within himself, and lacking identity. The reminiscences of his past are neither nostalgic nor poignant: his human life is seen to revolve solely around trivial matters. His social life pays the price from this, his failure to assert a concrete and consistent existence. The extent of his lack of individuality is further exemplified by his reaction to the metamorphosis: finding himself â€Å"transformed in his bed into a gigantic insect† (Kafka, 296), he prioritizes work over all else, even in his newly equated insect form. Furthermore, he panics because â€Å"the next train went at seven o’clock; to catch that he would need to hurry like mad and his samples weren’t even packed up† (297). Gregor’s identity crisis is a device for conveying Kafka’s belief of an impersonal society where individualism is drastically mitigated as a result of excessive materialism. Gregor, in the context of Fyodor Dostoyevsky’s Notes from Underground analogy, would be the ‘ant’ in the anthill— thus rendering his metamorphosis ironically. Another dominant theme prevalent throughout the novella is the absurd situation Gregor is confronted by. These nonsensical happenings (296-327) reflect the world as seen from the existentialist perspective: a world absent of a rational and comprehensive objective. Jean-Paul Sartre postulated that ‘every existing thing is born without reason, prolongs itself out of weakness, and dies by chance’. This meaninglessness is precisely what Gregor is victim to in the microcosm of society that Kafka generates: Gregor flounders about, beleaguered by absurdity and helplessness, presumably because he is unaware of Nietzsche and Kierkegaard’s somewhat consoling conclusions that one must devise meaning for one’s own existence ex nihilo. Once again, Kafka utilizes a combination of plot and character to convey his angst concerning an apparently pointless existence. Freedom— or rather the lack thereof— is another existentialist tenet that Kafka addresses. Gregor is depicted as someone constrained by self-imposed burdens, the most demanding being the role as the financial pillar of the family. Despite having the freedom to repudiate this role, Gregor instead pursues it with feverish ardor to the extent that it becomes his ‘sole desire’ (310). Yet his harangue regarding his career (297-298) reveals that this is not due to personal desire, but rather the belief that he must replace his father financially, regardless of preference. Gregor’s delusion regarding an absence of choice contradicts what Kafka perceives as the truth: that freedom is ubiquitous in spite of any ethical obligations we may be expected to adhere to, and that the individual defines his or herself via one’s decisions. A quasi-motto of existentialism coined by Sartre, ‘existence precedes essence’. In conclusion, Kafka employs the fictional literary elements he constructs to address the very non-fictional, existentialist aspects of society and life. Akin to Dostoyevsky’s Notes from Underground, it can be interpreted as both a rumination and tirade against impersonal communities, restriction of freedom, and the absurdity of life.

Graded Unit

| | |This project contains information about activity of exercise which I will do with a service user at my placement. It will base on | |sociological and psychological knowledge and also current policies and legislations. | | | |I am student in a local authority day centre. My placement supports adults with physical and sensual impairment.The day centre | |provides range of different groups designed for disabled people. I have chosen an exercise group to my project to describe an | |individual service user. | |The organisation is registered service and regulated by the Care Inspectorate which was established by Regulation of Care ( Scotland| |) Act 2001. Trained and qualified staff works with the Scottish Social Services Council (SSSC) requirements. All service users | |within the placement are treated accordingly with the criteria delineated by the National Care Standards – Support Services. |Each service user in the organisation has his key worker, who creates an individua l care plan based on assessments and taking into | |account the needs and expectations of the individual. | |As a student in the placement I comply with all regulations listed above. In the centre I provide appropriate level of care and help| |in taking part in all available activities. Treat all service users with dignity, privacy, give to all service users choice, provide| |safety, allow realising potential and take account of equality and diversity to each individual. |I chose an individual who I named Mr X to the provisions of the Data Protection Act 1998 to mention that personal information have | |to be used in fully anonymous as awareness of confidentiality and one of a main principal of National Care Standards and SSSC – to | |respect a privacy of service user. | | | |Mr X is disabled since 2009 after when he had cerebrovascular accident (CVA) and resulting in his left sided weakness. Despite his | |disability he still lives in his own home and has a support worker.He is keen to remain as independent as possible but is | |frustrated by his poor mobility. He uses wheelchair fulltime and suffers from epilepsy and diabetes. | |Mr X grew up in nuclear family. He had both parents and sibling – brother and four sisters. His siblings and his mother still live | |and they all are in very good relation to each other. | |Mr X grew up in very familiar environment during his primary socialisation and values gained through this time transferred on his | |later life. He also had a lot of friends. Mr X was very attached to his family and treats closest people as the most important.As | |Bowlby’s theory of attachment says that through attachment to mother Mr X’s basic physiological needs had been satisfied in primary | |socialization. | |(Malim. T, Birch. A. ,1998) | | | |According to one of functionalists George Murdock theory that family performs four main functions. One of the functions is | |reproductive function relate to rising child ren and take responsibility for them. | |(I. Marsh, M. Keating, S. Punch, J.Harden; 2009) | |Firstly Mr X was attached to his mother as she was his primary caregiver while in his adulthood he directed his attention to his | |wife. She took care of him after the loss of his mobility. | | | |Eli Zaretsky, one of Marxists says that view of ideal family, detached from economic world is only illusion. He means that families | |are a source of cheap labour. In according to Mr X’s life I can say that he and his wife were also parts of the ‘family economy’.He| |worked with Scottish Water and his wife was a cleaner in local school and also as nursing auxiliary. They had spent mostly time at | |their work places which caused lack of time to spend with children. | |(Zaretsky. E; 1976) | |Now his source of socialisation is only his family, mainly his sons who he sees regularly. | | | |Mr X experienced feeling of loss. Firstly he lost his health through CVA and his wife which passed away two years after he became | |disabled. |Based on Elizabeth Kubler – Ross On Death and Dying research in which she presented five stages model by which I going to describe | |Mr X’s feelings: | |Denial and isolation – Mr X after lost his health and wife felt that what had happened was very unfair and hard to accept by him. | |Anger – Mr X felt that God does not exist because in other way the tragic situation would never have happened. | |Bargaining – Is a form of truce, begging and promising himself and God, trying to make a deal with the God. |Depression – Mr X gave up and became resigned and lack of motivation to continue living. | |Acceptance – Mr X accepts the present life with the supports of hisfamily. Also classes in the Day Centre give a new meaning to his | |life. | |(E. Kubler – Ross; 2003 ) | | | |To analyse a personal needs and development of Mr X I use PIES model of needs and Maslow's Hierarchy of Hum an Motivation. |There are four categories: physical need to improve Mr X’s mobility, intellectual need to through communication and reflects on the | |choice of appropriate equipment to perform an exercises, emotional to rise Mr X’ self esteem and strengthen his self – confidence, | |and also social need as interaction with other service users. | | | |Maslow's hierarchy of human motivation believes that to achieved the higher-order needs must first meet the basic needs. |During Mr X’s healthy life he was happy and fully satisfied. He had love each other family – wife and two sons so he felt | |belongingness and been attached, he was working so was independent and also received respect from colleagues. He had also very | |active social life. Mr X used to enjoy playing golf and football during his healthy life so he was very active person. He has seen | |himself as very sociable individual enjoying a beer with friends. He was leading successful life until became disable.The | |disability made him unable to do things from previous days. His motivation decreased and he became very frustrated. | |(R. Gross; 2005) | | | |I started my preparation to an activity with a consultation with a manager. I chose as activity exercise group and gained permission| |from the manager to perform the activity.Then I discussed my chose with Mr X’s key worker and also gained from the key worker a | |care plan of the service user and other significant information regarding Mr X’s background, family, health condition and general | |risk assessment. | | | |An important factor for me was a conversation with Mr X and eventually gained permission from him. I explained clearly to the | |service user how the activity will be proceeded. Through the conversation and observation of Mr X’s I learnt what he expects from | |the activity.Also I assured him of his right to choose a course of the activity whether to amend decision. I am going to abide by | |the rules such as National Care Standards by giving to Mr X choice and treat him with dignity and communicate with him in | |appropriate and open way. | |Thanks exercises he hopes to regain the mobility in legs. In the exercise group he feels is given him a purpose to get up of bed and| |the opportunity to interact with his peers in a supported environment. | |I spoke with the leader of exercise class about the course and the main objectives of group.Also the leader informed me that the | |exercise group will take place in main hall of the placement and showed me the room in which it is held needed equipment. | | | |In my placement is using personal – centred planning model of care. The idea of the model was created by O’Brien and Lovett. This | |model is targeted for people who want to change something in their life. The model also focuses on make individuals as independence | |as possible.Mr X has significant left sided weakness and he requires a high level of assistance with all tasks and activities. He | |would like to attend a local gym to work more on building strength on his left side. He also discussed with his support worker a | |possibility of using community venues out with the Day Centre that may have activities running that would keep him busy and involve. | | | | | |For my project as I mentioned I chose exercise group.Main purpose of activities is to keep Mr X as fit as possible, encourage him | |to exercise and more motivated to make progress in becoming back to his mobility. It will make him a lot of satisfaction and | |increase their confidence and belief in his own abilities. Classes also will allow him to be among peers to avoid allowing it to | |feeling of isolation. During the activity I will communicate with Mr X in openly and clearly as awareness of SSSC Codes of Practice | |and Human Rights Act 1998. | |To my activity I intend to use the appropriate music played from a CD and exercise equipment stored in a d esignated lockable room. |The first step will bring a stroller with the equipment and the preparation of music Initially, it will be simple exercises in the | |warm-up then we will use selected by Mr X weights, stretching equipment and balls. To carry out a risk assessment I will carefully | |check environment if there are any type of hazards such as spillages on a floor or other obstacles around Mr X and others service | |users, remove these threats. Also all equipment to be checked if there are any damaged equipment and remove them. I have to make | |sure that the individual took appropriate medication due to his epilepsy and diabetes. |I planned my activity on 19 of March 2013. The activity will take about 70 minutes with 10 minute break for tea, coffee or something| |cooling to drink in terms of the diabetes of Mr X which excludes sweetened beverages. | |During my activity I will use personal – centred planning model of care because the model let me focus on the individua l | |expectations and also let me be fully involved into the activity as Mr X as well. As a method I would be most likely to use | |Essential Lifestyle Plan of Method of Intervention.During this method is taken into account a health condition, communication. | |Health and safety of the individual is a priority as maintaining Health and Safety at Work Act 1974. | |In case of Mr X is very suitable to him the Essential Lifestyle Plan to achieve the objectives which is to give satisfaction to Mr | |X, being able to do exercises that will increase their confidence and belief in their own abilities I am going to be patient and | |empathic, also treat with respect Mr X’s choice in the type of exercises to underpinning Equality Act 2010, National Care Standards | |and SSSC. |To maintain Safe Practice during performance of activity I make sure that I provide the safest environment for Mr X and other | |service users, myself and leading worker. During this I comply with Health and Safe ty at Work Act 1974. | | | |As a contingency plan I will go with Mr X to a local museum because the service user is sympathetic to the history of the town. | | | |In the above project I contained my plan for an activity focusing on needs and development of Mr X.Information above includes | |method and model of care to be used, sociological and psychological concepts which helped me better understand and feelings and | |needs of the service user in terms of regulations and polices underpin antidiscrimination practice and principles essential in | |social care. | |REFERENCES | |Alangul. S, Meggitt.C; Further Studies for Social Care; 2002 | |Bingham. E; HNC in Social Care; 2009 | |Gross. R; The Science of Mind and Behaviour; 2005 | |Kubler – Ross. E; On Death and Dying; 2003 | |Maclean. S, Shiner.M; Social Care and the Law in Scotland; 2011 | |Malim. T, Birch. A. , Introductory Psychology ; 1998 | |Marsh. I, Keating> M, Punch. S, Harden. J; Sociology – Making Sense of Society; 2009 | |Miller. J, Gibb. S, Baker. G, Graham. D, Lancaster. E, Hollis. S; Care in practice for Higher Still ; 2005 | |O’Donnell.M; Introduction to Sociology; 1997 | |Zaretsky. E; Capitalism, the Family and Personal Life; 1976 | | | | | |http://www. learning-theories. com/maslows-hierarchy-of-needs. html | |http://www. simplypsychology. org/Erik-Erikson. tml | | | |Codes of Practice for Social Service Workers and Employers | |General Risk Assessment of Mr X | |National Care Standards – Support Services | |Personal Care Plan of Individual and additional information gained from manager and individual’s key worker | Word Count |1 868 |

Punishment Research Paper - 1317 Words

Punishment Research Paper Megan Marie Kayser University of Phoenix June 12, 2011 Patrice Jackson SOC/120 Punishment Research Paper There have been four types of justification for punishment throughout the years of society. From older punishments such as retribution to more modern punishments like societal protection, all have been put in place to protect society and to punish individuals for their deviant acts. To find out which type of justification for punishment is most effective, one needs to know how each work and the impact these punishments have on society. The first and oldest type of justification for punishment is retribution. An eye for an eye is the best example of retribution. The idea of this type of punishment†¦show more content†¦The person would have to want to be rehabilitated in order for it to work; if they are not ready the rehabilitation will not be successful. The fourth and final justification for punishment is societal protection. This is the imprisonment of an offender that has performed a deviant act for a period of time. This form of justificat ion is not only for the punishment of a criminal, but to keep balance and protect society from deviant behavior. This goes back to retribution and the question, does the punishment fit the crime? These four types of justification for punishment have all deterred crime effectively one way or another. As for which one of these deters crime most effectively, I would have to say deterrence is the best way. Like the 18th century, when societies were able to watch as criminals paid with their lives for the crimes that they have done was a huge impact on how society looks at the penalties for deviant behavior. We have the same affect with what we see and hear in today’s world as capital punishment became present. 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