Leo Is A 42-Year-Old Man With Down Syndrome. He Has A Supported Living Tenancy And Shares His: Protection Of Children And Vulnerable Persons Assignment

University University College Dublin (UCD)
Subject Childcare
Module: Protection of Children and Vulnerable Persons
Learning Outcomes:
LO1: To promote and support the safety and security of users of services, those who care for them and all those who may come into contact with them.
LO2: To raise awareness of the role of
risk assessment/ management in the provision of evidence-based care.
LO3: Provide a coherent multi-agency framework which will establish a consistent approach to the processes of risk assessment, risk management and risk-taking whatever the context and environment of care/support.
LO4: To promote the adoption by all staff of ‘defensible decisions’ rather than ‘defensive decisions’.
Assignment:
Read the following 3 case studies and write up a safeguarding plan for the people concerned

Leo is a 42-year-old man with Down syndrome. He has a supported living tenancy and shares his home with one other person. Leo and his housemate receive support from a provider during the day but not in the evenings and at night. Recently Leo has been frequenting a local pub where he has made friends with a group of men. He has become involved in their business and delivers packages for them during the day for which he receives a small amount of money. Leo does not know what these packages contain but believes they are washing machine spares. Leo’s support staff have spoken to him about these activities and have told him that he must stop. They have tried to ban him from going to the pub. Leo says that the men from the pub are his friends and he can do what he likes.
Mrs B has been admitted to hospital following a fall at home. She is 85 years old and lives on her own. Up until this point, she has managed independently with some support from her daughter (who lives 50 miles away) and her neighbours. The fall has resulted in a marked reduction in Mrs B’s mobility and currently, she is unable to weight bear, requiring full support with her personal care needs. At times she is also getting confused. Mrs B has been assessed by a physiotherapist who feels that the best option would be for her to move into a nursing home. Mrs B’s daughter supports this recommendation as she feels that she would not be able to offer her mother the support she needs if she returned home. However, at this stage, Mrs B has not been assessed by a social care worker and there is the potential for her needs to be met at home with a package of care. Mrs B has stated that she does not want to go into a nursing home.
Susi is a female aged 45 who lives in her own rented accommodation. She has a support worker who visits a few times a week. Susi has a moderate learning disability; she has good practical skills that enable high-level independence. Susi has a wide range of coping strategies developed over the years and is able to communicate verbally. Susi has been married twice (widowed and divorced). She has one child who is in permanent care with no contact. Susi grew up within a dysfunctional family. Historic concerns of grooming and sexual abuse from older males within the family have led to an acceptance by Susi of unwanted sexual relationships and tolerance of violence. Susi has family living locally but was unable to be considered a protective factor. Susi has recently disclosed to her support worker that she has been sending pictures of herself to strangers online.

With reference to theory consider these questions when compiling the plan:
Question 1: What are the main issues that present?
Question 2: What indicators cause you concern?
Question 3: Do you think that the person has the capacity to make these choices? If you do, why? If not, why not and how have you reached this decision?
Question 4: What other concerns might you have about the situation and how might you address these?
Question 5: Who would you involve?
Question 6: What will you do and why?

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orkplace Bullying Is A Complex Phenomenon Which Has Serious Consequences For Individuals: Essay For Contemporary Issues In HRM

University Dublin City University (DCU)
Subject Human Resource Management (HRM)
Question: “Workplace bullying is a complex phenomenon which has serious consequences for individuals and for organisations”. Evaluate the above statement and propose measures which employers should take to ensure that these consequences are prevented and addressed?
Everything You Need to Know About Bullying
At least 25% of employees will experience bullying at some point in their working lives. [1] If bullying is so commonplace, you’d think that tackling it would be pretty near the top of most organisations’ agendas. Evidence suggests that this, sadly, is far from the case. This is due in part to the fact that bullying often takes place behind closed doors, and so can go largely undetected. Also, given the psychological nature of bullying, organisations may find it hard to know where or how to start tackling it.
Without intervention at both the individual and organisational level, however, bullying can be a serious and persistent problem. This in-depth article is designed to help organisations understand what bullying is, why it happens, the effects it can have on individuals and organisations, and what organisations can do about it.
What bullying is?
Bullying has many different guises and can occur in a variety of different situations, making it hard to give it one definitive description. The following definition is often used to describe what workplace bullying is:
‘Persistent, offensive, abusive, intimidating or insulting behaviour, abuse of power or unfair penal sanctions which makes the recipient feel upset, threatened, humiliated or vulnerable, which undermines their self-confidence and which may cause them to suffer stress.” Amicus – MSF Union, 1994 [2]
Bullying at work can be broadly broken down into two different types. That which is:

  • personal in nature –g. derogatory remarks about a person’s appearance or private life
  • work-related –g. questioning a person’s professional competence, allocating unachievable tasks

Many bullies will, of course, engage in both types of bullying when targeting an individual/individuals.
Psychologist Pauline Rennie Peyton [3] offers a more detailed classification of types of bullying behaviour as follows:

  • the threat to an employee’s professional status,g. continually questioning an individual’s competence, public professional humiliation, belittling of opinions, accusations of lack of effort
  • threat to an employee’s personal standing, e.g. intimidation, insults, ridicule, malicious gossip, name-calling
  • isolation,g. physical or social exclusion, such as withholding of information, preventing fair access to opportunities
  • overwork,g. the imposition of impossible deadlines, providing unnecessary distractions, unfair allocation of work
  • destabilisation,g. removing responsibility, setting up to fail, unfair or excessive criticism, constant reminders of past mistakes, refusal to recognise or praise good work

This typology offers a useful range of examples of unacceptable behaviours which can be used in anti-bullying initiatives.
It is important to appreciate, however, that where any of the behaviours described above occur as an isolated incident, this does not usually constitute bullying. Rather, what you should be looking for is repeated patterns of such behaviour or behaviour that escalates in nature.
Bjorqkvist observes:
“During the early phases of the bullying process, victims are typically subjected to aggressive behaviour that is difficult to pin down because of its indirect and discrete nature. Later on, more aggressive acts appear.” Bjorqkvist, 1992 [4]
What bullying isn’t?
Having a strong management style, or being assertive does not amount to bullying. Neither does it apply to situations where two employees are in regular or constant disagreement, but where they are both equally able to stand up for themselves. This would really be classified as a conflict rather than bullying.
The serial bully
Based on research into thousands of cases of bullying at work, Tim Field believed that 90% of bullying incidents are committed by serial bullies, the majority of whom display psychopathic characteristics.
“Like the textbook psychopath, serial bullies are emotionally cold, compulsive liars and experts at mimicry and deception. They sail through psychometric tests with flying colours and are masters of the latest workplace jargon, which is sure to impress management. They tend to rise swiftly through the ranks, giving them the ideal position to target those below them.’’ [5]
According to Field, the serial bully’s focus is on power, control and subjugation of others. They usually operate by targeting one individual and bullying them relentlessly until they break down or leave. They then move on to their next victim. By the time organisations realise that there is a serial bully in their midst, considerable damage has already been done.
Cyber-bullying
We tend to think about bullying as something that happens face to face. But a person can just as easily be bullied by phone, by letter or memo, or electronically. So-called ‘Cyber-bullying’, where targets are bullied by email, text, instant messaging, even social networking sites, is said to be on the increase. One in five people surveyed by Dignity at Work in 2007, for instance, claimed to have been bullied by email and one in 16 had been bullied via text. [6] The increased availability of portable media devices such as wireless laptops and Blackberries™ allows bullies to intimidate their target even when they are out of the office, on holiday or at home.
The consequences of bullying
Systematic and prolonged workplace bullying can have devastating consequences for both the target and the organisation. Workplace stress, for instance, costs UK employers £3.7 billion a year, or 13 million lost working days. Bullying is estimated to contribute to between 10% and 20% of this loss. [7] In the United States, the Workplace Bullying Survey has found that an incredible 37% of the U.S. workforce are being bullied at work. [8]
Employers who fail to address bullying in their organisation may end up counting the cost in terms of [9]

  • lost time – because bullied employees are more likely to suffer from stress and be absent from work
  • lack of employee engagement – because morale is low
  • lost resources – because trained and experienced employees leave the organisation
  • financial penalties and loss of reputation if a bullied employee takes the organisation to an employment tribunal

The above costs ultimately culminate in reduced productivity and quality of service from the organisation.
Pearson’s study on Workplace Incivility [10] asked workers in a cross-section of US organisations about the effects that bullying-type behaviour had on them at work. The results showed just how bad bullying behaviour can be bad for business:

  • 28% of respondents lost working time avoiding the perpetrator
  • 53% lost time worrying about the incident or possibility of future incidents
  • 57% said they felt less committed to the organisation
  • 22% made less effort at work
  • 10% spent less time at work
  • 46% considered leaving their job to escape the perpetrator
  • 12% resigned to avoid the perpetrator

Employees who witness bullying can also be profoundly affected by it. For example, they can feel powerless and weak if they see a colleague being bullied but are too frightened to stick up for them in case they become a target themselves. If that colleague is forced to move department or even resign, the bystander may go on to experience ‘survivor guilt’. Where witnesses see bullying going on, but detect a lack of will from the organisation to confront it, they can also lose trust and faith in their employer.
On a personal level, bullying can have distressing physical and emotional effects on the target. In Bullying at Work [11], Andrea Adams points out that it is often only when an individual becomes physically unwell that they finally realise they are being bullied. Emotional and physical symptoms of stress caused by bullying can include:

Emotional     Physical
Anxiety Feeling sick
Irritability Sweating/shaking
Panic attacks Disturbed sleep
Depression Palpitations
Anger Loss of energy
Lack of motivation Stomach/bowel problems
Loss of confidence Severe headaches
Feeling of isolation Loss of libido
Reduced self-esteem Minor aches and pains

Spotting the signs of bullying
Hard evidence that bullying exists in an organisation can be difficult to come by, not least because targets of bullying are often too scared to report it. There are, however, some telling signs that organisations can watch out for. These include:

  • an unexplained decline in performance from an individual, or from several individuals in the same department
  • a rise in transfer requests from a particular department or areas of the business
  • an increase in levels of absence due to stress
  • an increase in staff turnover in a particular area of the business
  • higher than usual rates of staff turnover in general
  • any indications of bullying or harassment from exit interviews, especially where an employee/manager’s name crops up repeatedly

Why does bullying happen?
‘Bullying cultures are created by the attitudes of the people responsible for running organisations.’ [12]
Bullying can and does happen in all different sizes and kinds of organisations. The type of organisations that are most likely to harbour a bullying culture are: [13]

  • those with a very hierarchical management structure
  • those where an autocratic leadership style is a norm
  • those with high pressure, ‘hire and fire’ culture, e.g. sales-driven organisations
  • small, sometimes family-run organisations that don’t have any anti-bullying measures in place.

Other factors that can lead to bullying can include: [14]

  • workplace changes, e.g. change in ownership or management, internal restructuring, the introduction of new performance measures
  • personality differences, for example, personal biases
  • gender/age imbalance in the workforce

What organisations can do about it?
In order to stop bullying happening, it is important for organisations to:

  • Encourage a positive working environment. Bullying thrives in negative working culture, e.g a culture built on resentment and mistrust. By encouraging a positive working culture, characterised by honesty, openness, and mutual respect, organisations can go a long way to preventing a bullying culture from taking hold. Senior leaders and managers need to lead by example as their behaviour will be reflected throughout the organisation.
  • Educate employees about bullying in order to ensure they don’t engage in bullying behaviours themselves and can spot bullying behaviours in others.
  • Offer anti-bullying training to help employees recognise and deal with bullying. Advice on how to build self-esteem can also help employees lessen the likelihood of becoming a target of bullying and give employees the confidence to speak up if they are being bullied.
  • Implement anti-bullying initiatives – these should send out a clear signal to all employees that bullying will not be tolerated by the organisation and give employees a course of redress if they find themselves the target of bullying behaviour. Initiatives might include implementing an anti-bullying policy, putting up anti-bullying posters in communal areas, or even introducing an annual Bullying Awareness day. Simply drafting a policy and filing it away is not enough. Ongoing top-down support for these initiatives is essential.
  • Respond quickly to any complaints of bullying. This sends out a clear message that bullying behaviour will not be tolerated by the organisation. It will hopefully encourage targets to speak up and make bullies think about the consequences of mistreating others at work.

Conclusion
Bullying is an all too common problem –and one that no organisation can afford to ignore. The key responsibilities for organisations to ensure bullying is tackled effectively are to:

  • understand what constitutes bullying behaviour
  • be able to spot signs and symptoms of bullying in their organisation
  • develop robust policies and procedures to tackle it should it arise
  • take a top-down approach to embed a positive working culture throughout the organisation
 
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CMI 514 – Understanding The Principles Of Managing Change Within An Organisational Context: Managing Change Level 5 Assignment

niversity Dublin City University (DCU)
Subject CMI 514: Managing Change

MANAGING CHANGE IN ORGANISATIONS

Understanding the principles of managing change within an organisational context is dependent on many factors. Managers need to have a thorough understanding of the dynamic nature of an organisation’s internal environment and drivers, as well as an understanding of the external business drivers that can impact organisations and drive the need for change.

TASK 1

You are required to write a report entitled ‘The reasons for a change in organisations’. This must be presented in TWO (2) sections.
A. The factors which influence change in organisations
To complete this section of the report you are required to:
i. Analyse the environmental factors which influence change in organisations (AC1.1)
ii. Analyse the internal factors that drive the need for change in organisations (AC1.2)
B. The potential impact of change in organisations
To complete this section of the report you are required to:
i. Use examples to examine the potential impact of change in organisations (AC1.3)

APPROACHES TO CHANGE MANAGEMENT

Selecting an appropriate approach to managing change in an organisation is a key management and leadership skill, particularly in the 21st century where diversity and international or global operations are commonplace.

TASK 2

You are required to write a report entitled ‘Approaches to change management’. This must be presented in TWO (2) sections.
A. Models of change management
To complete this section of the report you are required to evaluate the use of TWO (2) theoretical models of change management (AC2.1)
B. An analysis of the role of leadership in gaining commitment to change
To complete this section of the report you are required to:
i. Use examples to analyse the role of leadership in gaining the commitment of others to change (AC2.2)
ii. Specify reasons for engaging with stakeholders throughout the change management process (AC2.3)

INITIATING AND PLANNING CHANGE IN AN ORGANISATION

In order to manage change to achieve the intended impact, it is essential that the manager understands the rationale for the change and is able to agree to a plan for implementing and monitoring change in an organisation.
SCENARIO

 DKM&X is a large industrial company that manufactures tools and equipment.  The company operates on a shift system and is fully operational six days of the week.450 staff are based at its UK headquarters.  The company has various departments including a design shop, distribution centre, workshop, administrative and management offices, canteen and reception. The site is currently being expanded to increase production and contractors are actively re-developing the offices whilst business continues as usual.
The timeline for completing the expansion of the site is looming and there is a great deal of concern that the deadline for completion will not be met.
You lead a team within the distribution centre which consists of full time and part-time staff with different working patterns.  A key part of your role is to manage the implementation of new operational safe working practices.  This also requires the introduction of new job roles for some of your team.

TASK 3

Basing your response on the above scenario, your own experience of managing change in an organisation or on well-chosen examples of managing change in an organisation you know well or have researched:
Write a proposal entitled ‘Initiating and managing change in an organisation’. This must be presented in TWO (2) sections:
A. The rationale and plan for initiating change in an organisation
To complete this section of the proposal you are required to:
i. Specify the rationale for initiating change within an organisation (AC3.1)
ii. Develop a plan for change within an organisation (AC3.2)
B. Tools and methods for implementing and monitoring change
To complete this section of the proposal you are required to use examples to:
i. Examine tools used by organisations for implementing and monitoring change (AC3.3)

MANAGING CHANGE IN AN ORGANISATION

Having an appropriate and effective change communications strategy is an essential part of managing change in an organisation. Essential elements of managing change include knowing how to support people through the change process, approaches to use to embed and sustain the planned change as well as the ability to recognise and respond to risks and barriers to change.

TASK 4

Basing your response on the scenario on page 5, your own experience of managing change in an organisation or on well-chosen examples of managing change in an organisation you know well or have researched:
You are required to write a proposal entitled ‘Managing change in an organisation’. This proposal must be presented in THREE (3) sections.
A. Approaches to communicating and sustaining change in an organisation
To complete this section of the report you are required to:
i. Develop strategies for communicating planned change to stakeholders (AC3.5)
ii. Assess practical methods to support individuals throughout the change management process (AC3.6)
iii. Discuss approaches to embed and sustain planned change in an organisation (AC3.8)
B. Overcoming risks and barriers to change
To complete this section of the report you are required to:
i. Recommend approaches to overcome risks and barriers to change (AC3.4)
C. Monitoring and measuring the impact of change in an organisation
To complete this section of the report you are required to:
i. Analyse methods used for monitoring and measuring the impact of planned change (AC3.7)

 
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Is Dublin A Good Place To Invest In Opening Vegan/Vegetarian Restaurants?

Subject Research Proposal

Basically, Research Proposal Should Address the following Theme:

Question 1: Is Dublin a good place to invest in opening vegan/vegetarian restaurants?
Question 2: Addressing in the background the concern in Europe with respect to climate change and what they are doing in relation to the reduction of the impacts derived from meat consumption, check if this is happening in Ireland and if there is a demand for the vegan market.

Research Proposal:

You have to choose a topic that is relevant to your study program. If you wish to become an expert in a particular subject area, you can use this opportunity to develop this expertise.
Design and write a Research Proposal, outlining your research interests in a Business context which you propose to research for your Project.
The Research Proposal should include:

  • General topic:
    This should define the opportunity to be explored, the problem to be solved or the nature of a Challenge to be overcome.
  • Background
    This should include a broad overview and introduction to the present situation, covering the firm, a person requesting the research, an outline of the product/service, market segment, etc. to be researched. Problem/opportunity to be contextualised.
  • Research Question(s)
    This should state the overall research aim(s) – what is it you are trying to achieve
  • Research Objectives/Hypothesis
    Should include 3 to 5 research objectives designed to answer your research aim or a hypothesis to be tested.
  • Research Methods
    Specify the research techniques to be used, in light of the accuracy and objectivity sought by management, and designed to achieve reliability and validity. The planned secondary and primary research should also be outlined.
  • Terms of reference
    The researcher sets out clearly what is to be undertaken, the time frame, when, where and how he/she will report to management. The key assumptions and constraints with respect to the research are also given.
  • Schedule of Costs
    An estimate of the costs for the project is provided. It should include estimates of both direct and indirect costs for the project and describe any financial assumptions made or constraints anticipated.
 
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