Thursday, January 30, 2020

Critically review the situation at RestaurantCo Essay Example for Free

Critically review the situation at RestaurantCo Essay This essay analyses the case of RestaurantCo, a large non-unionised restaurant company with over 300 branches across the UK, and more than 7000 employed staff members (Suter Marchington 2011). According to Brad and Gold (2012, p.401) the term non-unionised is a ‘workplace, where managers have flexibility in designing work, selecting, promotion and training people, and determining rewards and other human resources (HR) practices.’ As briefly defined managers carry out many duties and responsibilities for the business. In order to have a better understanding of the role of line managers and employee relations at RestaurantCo it would be necessary to explore and outline the strengths and weaknesses of the company. To be more specific, this essay will explore and outline the main strengths and weaknesses in the working style of branch managers and the structural centralisation within the organisation, the formal and informal employee involvement and participation (EIP) practices, the working relationships between front line managers and employees, and the competitive effectiveness of the organisational HRM system and capability framework for branch managers. This case study of RestaurantCo focuses on the organisational problems that stems from the centralisation of corporate decision making and monitoring. The company regarded itself as a high quality restaurant business with a strong focus on positive employee relations thus reflected in their history of informal employment relations approach (Suter Marchington 2011). However, since the change in ownership the company had to implement new business strategies and HR practices as well as make further enhancements to the restaurant environment. For instance, the changes in the restaurant environment included refurbishments, expanded food and drinks menus, and cost savings by integrating the supply chain with other  restaurants owned by the group (Suter Marchington 2011). Consequently, some of these changes were seen as quite extensive and problematic for restaurant managers. For instance, some of these organisational changes were somewhat inefficient and costly in terms of deliveries and that mistakes were frequently made in the order and supply of ingredients (Suter Marchington 2011). Managers were no longer able to order directly from suppliers but instead were instructed to direct their orders through the supply chain department, whose understanding of the needs of individual branches were seen as limited (Suter Marchington 2011). There were also additional changes in improving customer service such as the introduction to the ‘Mystery Customer’ initiative (Suter Marchington 2011, p.213). This program initiative was seen as a form of corporate centralised monitoring and control of service, which somewhat contradicts the supposed given autonomy to branch managers. This demonstrates senior management distrust in its branch managers’ abilities to meet or fulfil their duties and responsibilities. This form of control violates the ‘psychological contract’ between the branch managers and employers which is also known as a ‘two-way exchanged of perceived promises and obligations between employees and their employer’ (Bratton Gold, 2012, p. 12). In this case, senior management had infringed on the trust between its branch managers by having a ‘centralised monitoring system’ in placed to gather customer information and business performance, thus in turn violat ing their psychological contract (Suter Marchington 2011). Consequently, creating a negative ‘low-trust and low-commitment’ relationship compared to a ‘high-trust and high-commitment’ participatory relationship between senior management and branch managers (Bratton Gold, 2012, p. 160). Nevertheless, control is seen as somewhat necessary by senior management, but ‘too much control might be counterproductive’ (Dant Nasr, 1998, p. 7). Hence, ‘excessive levels of control’ should be carefully considered as it will ‘impact on business performance levels’ (Dant Nasr, 1998, p. 7). As stated in Dant and Nasr (1998, p.7) tight control is generally not perceived well by managers who are driven by a strong desire for ‘independence and autonomy’, they may withheld ‘authentic and helpful information’ from senior management or employers in order to preserve some indirect form of control as they might believe that their input would not be valued or validated. In th is particular case, tight control would lead to less cooperation between branch managers and senior management. Furthermore, feedback from mystery customers to senior management may not be as useful or informative compared to the managers’ vast degree of knowledge and experience regarding its local business restaurant market environment and business performance levels. Rather than just rewarding ‘performance related bonus’ to managers who receive an overall satisfactory rating from mystery customers there should also be incentives or reward schemes in placed for managers who actually provide ‘authentic and helpful information’ to senior management (Michael, 2002, p. 329). This sort of privileged information could further enhance the organisation’s productivity and performance. For instance, the organisation would have a greater competitive advantage through new strategic opportunities and awareness of new threats as mentioned by its’ branch managers (Michael, 2002, p. 329). This ‘upward’ flow of information decentralises the tight monitoring and control of senior management but more importantly strengthens the communication, commitment, trust and employee relations between senior management and its branch managers through reciprocal cooperation and reward schemes (Michael, 2002, p. 329). It is crucial in service industries that branch managers be given more autonomy to make operational decisions as their understanding of the business environment surrounding their individual branches is relatively more extensive compare to senior management and management support, who have limited understanding of the business environment. This process is referred to as ‘decentralisation’ (Dant Nasr, 1998). According to Suter and Marchington (2011), each restaurant establishment was usually run by a branch manager and two assistants. The role of supervisory responsibilities was shared between the branch manager and assistant manager due to the long operating hours and the shift system, hence, the manager on duty would take on the role of supervising employees (Suter Marchington 2011). The manager on duty dealt primarily with problems and issues in regards to employees, and that wider issues were assigned to the branch manager. The branch managers in addition carried out a number of HR functions such as employment appraisals, pay reviews, and personal development plans (Suter Marchington 2011). These branch managers had described their work as being more intensified and that the HR policies had become more sophisticated and  formalised (Suter Marchington 2011). Branch managers were supposedly allowed a fair degree of autonomy in how they could manage the restaurant. A key element of the capability framework enabled branch managers to take charge of their own delivery and performance. However, managers experienced great difficulty in making operational decisions regarding their restaurant. Some of the reasons were due to the fact that the management support team were not always readily available to branch managers but also that company-wide operational decisions were being implemented at branch levels, in turn conflicting with branch managers’ operational decisions (Suter Marchington 2011). Branch managers should be provided with support throughout the restaurant operational hours from the management support office except, the restaurant support team operates on a 9-5 office-based workplace arrangement (Suter Marchington 2011). This would lead to significant problems when the restaurant requires assistance after the support office ends operation, therefore causing an inconvenience when decision and support is needed. It might also affect the organisation’s reputation if issues are not promptly resolved. Without proper support and facilitation from the support management team, branch managers are unable to perform their role efficiently. Under the influence of senior management, branch managers were pressured into implementing formal relationship practices with their employees (Suter Marchington 2011). However, one of the core components of a psychological contract is ‘workplace communication’ which will generally help to minimize the ‘false consensus effect,’ meaning that people assume that they share the same perceptions (Bratton Gold, 2012, p. 433). For instance, branch managers perceived the restaurant and its employment relations as informal whereas head office had expressed the need for more professional management and more importantly had over-rated the formality of policy implementation at branch level (Suter Marchington 2011). Notably, communication is a significant component of a psychological contrast as it is quite evident that branch managers and senior management had conflicting views on how the restaurant business needed to be operated. Alternatively, It would be beneficial for senior management and branch managers to effectively communicate their views across to one another in order to minimize the ‘false consensus effect’ (Bratton Gold, 2012, p. 433). Again, to ensure that this can actually happen, senior management  would need to be more readily available to branch managers and vice versa in order to strengthen the psychological contract between them. According to the branch managers the organisational change brought about more job responsibilities, intensified workload and more expectations from senior management (Suter Marchington 2011). Whilst handling their ‘supervisory responsibilities’, the day–to-day HR functions and operational responsibilities such as ordering and control of stock/supplies, forecasting labour budgets and marketing initiatives were devolved into the roles of branch managers (Suter Marchington 2011). This devolvement of HR functions into the role of branch managers goes beyond the parameters of what is required of branch managers. Despite this, senior management have not provided their branch manager with further additional training in their new responsibilities and duties neither has it been outlined in their legal binding contract. Even though the assistant managers and branch managers shared the same responsibilities of supervising the employees, employees still reported directly to the branch managers (Suter Marchington 2011). Instead of sharing this supervisory responsibility of employees, it would be more efficient and productive to delegate this responsibility to the assistant manager so that branch managers can focus more on the operational responsibilities and HR functions. Another obstacle branch managers had identified was their inability to make operational decisions regarding the day-to-day running of the branch due to the lack of coordination or collaboration in the senior management company-wide operational decision-making process (Suter Marchington 2011). This in effect reinforces senior management distrust in its branch managers’ ability to fulfil their role and therefore, causing resentment and animosity towards senior management from its branch managers. According to Dant and Gundlach (1998, p.37) ‘excessive controls aimed at monitoring’ employees can be costly as it can generate ‘motivational and morale problems’ among employees. It is important from a management perspective to ‘balance the forces of dependence and autonomy’ within the business in order to maintain ‘the long run viability’ of the business organisation (Dant Gundlach, 1998, p. 37). In terms of achieving overall effectiveness senior management need to contribute to a more productive relationship between branch managers and employees in their organisation. Another important aspect to consider is  that the company and branch units have ‘contrasting economic and managerial characteristics’ (Bradach, 1997, p. 276) whereby, the senior management of the company must meet two key management challenges: ‘maintaining uniformity and system-wide adaptability’ (Bradach, 1997, p. 277). With reference to RestaurantCo, units in a chain share a common identity by operating under the RestaurantCo trademark (Bradach, 1997, p. 277). There are five underlying categories of uniformity in an organisation and they are, ‘the line manager, organisational systems, learning culture, role and responsibility and HR department and professionalism’ (Harrison, 2011, p. 921). In order to ‘preserve the integrity and value’, the company must enforce uniformity across these five underlying categories through bureaucratic control and standardisation (Bradach, 1997, p. 277). Furthermore, in order to ensure the sustainability of the company, it must be able to adapt to the ‘opportunities and threats’ (Bradach, 1997, p. 282). In addition, senior managers must identify and implement system-wide adaptation processes and practices that will fit to some extent across all of the individual branches, except the main challenge of this is to ensure that all the branches move in the same direction. The ‘plural form’ model of management proposed by Bradach (1997) can be used to effectively a ddress the uniformity and system-wide adaptability problems. The ‘plural form’ consists of four processes which are as followed: ‘modelling process, ratcheting process, socialisation process and mutual learning process’ (Bradach, 1997, p. 283). Through these processes the company can pursue greater uniformity and improve system-wide adaptation across the restaurant chains (Bradach, 1997, p. 283). The modelling process is focused on the structural element of the management by increasing the use of common practices across the organisation and the restaurant chains (Bradach, 1997, p. 283). The ratcheting process is part of the control system of management which enables both branch managers and senior managers to influence each other as well as increase the level of uniformity and performance of the chain overall (Bradach, 1997, p. 283). The socialisation process reflects the career path aspect of management, which essentially helps to create a shared understanding of what is required to operate a restaurant, thus will increase the uniformity across the chain (Bradach, 1997, p. 283). Lastly, the mutual learning process is also referred to as the strategy making  process, which focuses on improving the system-wide adaptability by providing ‘performance data and demonstrating new ideas to help persuade branch managers to adopt the proposed system-wide adaptations’ (Bradach, 1997, p. 283). Overall the ‘plural form’ is used to overcome some of the control problems associated with managing restaurant branches and maintaining uniformity across the chain (Bradach, 1997). Another important key issue highlighted from this case study is how formal and informal employee involvement and participation (EIP) practices are implemented by management. According to the RestaurantCo capability framework which consisted of eight capabilities, four related specifically to informal EIP (Suter Marchington 2011). EIP is influenced or shaped by four dimensional factors which are, the two type of ‘forms of EIP’ (formal and informal EIP), ‘degree of involvement of the employees’ (ranged from very little to a considerable amount), ‘different levels of EIP within the organisation’ (head office to branch level) and ‘scope of subject matter’ (long term plans that are central to the organisation and short term issues regarding the restaurant) (Marchington Kynighou, 2012, p. 3338). RestaurantCo depend heavily on their employees’ interaction with customers, for this reason it is noticeably best to implement informal EIP because their engagement with customers is instrumental to the organisational performance levels and profitability. By using informal EIP branch managers are able to gain employees’ affective commitment to the organisation (Rodrigues, 1994). Although, branch managers must take into consideration the contextual circumstances in relation to the restaurant and the four contingencies outlined above to assist in determining the appropriate EIP to implement for their given work situation (Rodrigues, 1994). More specifically, formal EIP was utilised in the larger and busier restaurant branches as branch managers had less time to involve employees informally and formal EIP was the most effective way of bringing staff members up to date with important information and news (Suter Marchington 2011). On the other hand, informal EIP was utilised or practised more predominately in the smaller branch restaurants (Suter Marchington 2011). However, effective co-existence of formal and informal EIP is essential for the organisation’s long term sustainability (Denton, 1994). Informality at RestaurantCo is an effective instrument of recognising and managing employee voice (Denton, 1994). The  role of informality is to give employees an open channel for informal communications with managers, so that they can address their concerns and to give informative feedback on work related issues (Beattie, 2006). The constant changeability and flexibility of the workplace environment, illustrates the need for informal day-to-day communications in comparison to official formalised meetings with employees, which can be more costly and time consuming. Above all, the flexibility and diversity of organisational arrangements in the service industry reinforces the need for the implementation of informal EIP practices (Beattie, 2006). In summary, the RestaurantCo case study illustrated some important strengths and weaknesses in the HR management practices and organisational frameworks. Overall, several weaknesses were identified such as the need for informal relations between line managers and employees, the importance of decentralisation to enable cooperation and collaboration between branch managers and senior management through the ‘plural form’ model. Furthermore, it was exemplified that there should be a co-existence and implementation of both formal and informal EIP in the workplace. Evidently, business performance levels can be improved by balancing the dependency and autonomy of branch managers, so that they can efficiently perform to their capabilities. In conclusion, this essay highlighted some positive and negative issues regarding operational responsibilities of senior management and branch managers. References Beattie, RS 2006, Line Managers and Workplace Learning: Learning from the voluntary sector,Human Resource Developmental International, vol.9, no.1, pp. 99-119, viewed 2 Setptember 2013, Ebsco database. Bradach, JL 1997, Using the plural form in the management of restaurant chains, Administrativ.e Science Quarterly, vol.42, no.2, pp. 276-303 viewed 2 September 2013, Ebsco database. Bratton, J Gold, J 2012 Human Resource Management: theory and practice, 5th edn, Palgrave Macmillan, London. Dant, RP Gundlach, GT 1998, Dependence in Franchised Channels of Distribution, Journal of Business Venturing, Vol. 14, pp. 35-67 viewed on 2 September 2013, Ebsco database. Dant, RP Nasr, NI 1998, Control techniques and upward flow of information in franchising in distant  markets:conceptualisation and preliminary evidence, Journal of Business Venturing, Vol.13, pp. 3-28 viewed on 2 September 2013, Ebsco database. Denton, DK 1994, Empowerment through Employee Involvement and Participation: Fords Development and Training Programs, Empowerment in Organisations: An International Journal,vol. , no.2, pp. 22-28 viewed on 2 September 2013, Ebsco database. Harrison, P 2011, Perspective on Practice: Learning culture, line managers and HR professional practice,Journal of European Indutrial Training ,vol. 35, no.9, pp. 914-928 viewed on 2 September 2013, Ebsco database. Marchington, M Kynighou, A 2012, The dynamics of employee involvement and participation during turbulent times, The International Journal of Human Resource Management, vol.23, no.16, pp. 3336-3354 viewed on 2 September 2013, Ebsco database. Michael, S C 2002, Can a franchise chain coordinate?, Journal of Business Venturing, Vol.17, pp. 325-341 viewed on 2 September 2013, Ebsco database. Rodrigues, CA 1994, Employee Participation and Empowerment Programs: Problems of definition and implementation,Empowerment in Organisations,vol. 2, no.2, pp. 29-40 viewed on 2 September 2013, Ebsco database. Suter, J Marchington, M 2011, ‘The role of line managers and employee voice in the restaurant industry’, in T Dundon and A Wilkinson (eds), Case studies in global management: Strategy, innovation and people management, Tilde Press, pp. 212-220

Tuesday, January 21, 2020

The Victorian Education system as presented in Hard Times :: English Literature

The Victorian Education system as presented in Hard Times From the early beginnings of Hard Times, we can tell that this novel was originally intended to shock those reading it. The education that these children receive is harsh and designed to stem any feelings of self-opinion. When Gradgrind interrogated 'girl number 20', he proved that their education was more strict and when he later humiliated her when he asked her to describe a horse, he proved that the Victorian education system was solely based on fact and allowed no room for it to be questioned. This was even the case in such incidents as where Sissy states that she would like flowers on her carpets. Gradgrinds' wish to outlaw fancy in her thoughts, mean that at some points during the dialogue, Gradgrind can begin to sound absurd in his words. Dickens heavily objects to the mechanical way of teaching in Gradgrind's utilitarian school. As early as in the second chapter the reader notices that the facts taught in this kind of school have no use at all in normal life. Sissy, with her natural understanding of a horse contradicts the cold definition of a horse by Bitzer: 'Quadruped ....'. What makes that situation worse is that later on, Gradgrind, who takes charge of Sissy's education, forces her from learning on her ability to comprehend that she cannot believe in what she wishes. They are stifled in their environment, prisoners of a world of utilitarianism. Gradgrind's school is very plain and bare, Dickens describing it as a 'monotonous vault', and being 'intensely whitewashed'. For pupils having to learn in this kind of environment would be extremely boring, and no encouragement is given to exercise

Monday, January 13, 2020

Why Teens Make Bad Decisions

Topic : Why do teens make bad decisions ? Don't be afraid to go after what you want to do, and what you want to be. But don't be afraid to be willing to pay the price. In the last 20 years, the earnings level of dropouts doubled, while it nearly tripled for college graduates. Approximately 4 in 10 young women in the U. S. become pregnant at least once before turning 20 years old. These are perfect examples of bad decisions teens make in life . Teenagers can’t be considered as adults because their lack of maturity and their brain aren’t developed yet .Teens lack their maturity to care of the consequences of there actions . They can get into it from fun , pressure , and being curious/experiment . A part of a teens brain isn’t developed fully so that’s what makes them stupid . The human brain for females fully develops by the age 19 – 21 and for guys it’s 25 . Teenagers usually are not willing to get something from hard work so they find an easy way out of it . Things like smoking , doing drugs , and drinking .Many kids get peer pressure either because that’s the only choice they have , like in a party they don’t want to feel like a loser or a outcast or because they started hanging out with different people and they happened to do drugs . People are influenced by peers because they want to fit in, be like peers they admire, do what others are doing, or have what others have. Also influence by the way they dress and act, things they're involved in, and the attitudes they show. Not all peer pressure is bad , peers can set good examples for each other .Having peers who are committed to school or doing good in a sport will most likely influence you to do the same . Your peers encourage you to work hard for something you really want . Your friends will be their to listen and support you when your down and upset . Your friends listen and give you their opinion on things . They can also help you make decisions , fr iends often give each other good advice and will be quick to tell you when you might be doing the wrong thing or maybe something risky .Many kids are raised right and taught well but they still do bad decisions due to lack of parenting . When a kid and parents fight that kid has more than enough â€Å"emotional support† from the wrong people, who agree with his side of things, outside his family. Bad parenting never helps a child grow into a solid, sensible, teen; but I'm convinced that many, if not most, bad choices teens make are not the result of bad parenting. The goal for parents is to create an environment where teens can trust and learn from .It’s very important that parents be aware about how they act and feel so that they can talk about the situation appropriately when there dealing with a teenager whose doing bad decisions . Approximately 80% of adult smokers started smoking before the age of 18. Every day, nearly 3,000 young people under the age of 18 become regular smokers. One reason often heard from people using drugs is that they do it to make them feel good .Some might light up a cigarette at a party . They might not consider themselves a † smoker † but they do it to feel good or to † look cool † . Some teens might smoke pot in a friends house because they would think its fun . Little did they know that the same effects can occur whether you’re drinking to have fun or drinking to forget a problem whether you're doing drugs to see how they feel or doing them to be one of the crowd . No one wants to be left out.So sometimes they make bad decisions , like taking drugs , to cover up their insecurities. They don't think about how drugs can isolate you from your friends and family. Lots of people turn to drugs for a little excitement because they say there’s nothing else to do . But people who make these kinds of decisions usually find out that drugs are a waste . Drugs don’t change the situa tion they might make it worse . In addition another reason why teenagers take drugs is because they want to escape and relax .The thing is , the problems are still there and not only do they still have to deal with it , they have to deal with it when they’re not thinking straight . The number one drug that teens use is marijuana . Anyway it goes in your body will mess up the way your brain works and ability to do good decisions . These bad decisions can involve making sexual choices that are unsafe , saying things your going to regret later . Whats more negative then all of those is that it can effect your memory and your ability to learn .Marijuana affects different people in different ways , but the following short-term effects are common : problems with thinking and solving problems difficulty remembering and learning things altered perception of light, sound and touch clumsiness increased appetite increased heart rate No matter why other people are using it , you don†™t have to join them . You’re the one that needs to speak up and make smart choices . Many teens make the mistake of giving into their urgues without thinking things through . Sex is more then just a pleasurable act , it’s a risk .Most teens don’t stop to think about having sex . Deciding whether it’s right for you to have sex is one of the most important decisions teens ever have to make . In fact considering some factors both physical ones , like a possibility of becoming pregnant or getting a sexually transmitted disease (STD) . On the other hand some teens who are going out don’t pressure each other about sex , truth is that in many relationships one person wants to have sex but the other one doesn’t .One person in a relationship is more curious and has stronger sexual feelings than the other . As with almost every other major decision in life , teenagers ned to do what is right for them and no one else . Sex should be an expression of love not something a person feels that they must do . If a boyfriend or girlfriend truly love you they wouldn’t pressure you to do something you aren’t ready for yet . Each person must use his or her judgment and decide if it’s the right time and the right person .Alcohol use is very common among teens , especially drinking five or more alcholic beverages over the course of a few hours , it’s dangerous for a teen because it puts them at risk of health problems now and the future . Everyone knows that the legal drinking age throughout the United States is 21. But according to the National Center on Addiction and Substance Abuse , almost 80% of high school students have tried alcohol. When large amounts of alcohol are consumed in a short period of time , alcohol poisoning can result .Some reasons that teens use alcohol and other drugs are : curiosity to feel good , reduce stress , and relax to fit in to feel older Although it’s illegal to buy alcoho l in the united states until 21 , many teens can get access to it . Therefore it’s up to the teen to make the decision about drinking . Teens who drink are likely to get into fights and commit crimes . Teens who drink are more likely to be sexually active and have unprotected sex . Use of alcohol causes the chance that a teen will be involved in a car crash , homicide , or suicide .One thing leads to another and then another and then another. Before you know it , you've made a bad decision based on the bad decision you made before that one . As a teen your trying to find your own place in the world . Making decisions for yourself , those decisions can be good ones or bad . parents can’t sit back and watch you make mistakes to learn from . If your parents think that you are hiding things from them in order to do things they wouldn’t approve .You must behave in an open and honest manner with your parents at all times . You need to give them an idea of how you thin k and behave when there not around . Many teens take their relationships every bit as seriously as adults . Parents need to be positive about the teens friends and get to know them . Like it or not , the teenager friends will be most likely be their strongest influence and support when it comes to dating . Dating helps teenagers to get along with others , communicate , and make decisions .It is an important part of growing up . Here are some teenagers' statistics and facts about sexuality in the United States : Parents rate high among teens as trustworthy and preferred information sources on birth control. Half of teens say they trust their parents for reliable and complete information on birth control. Teens say that parents most influence their decisions about dating and relationships. 89 percent of parents think they've had helpful conversations with their teens about sex.Only 71 percent of teens agree. Body image can be a real problem for every teenager . Body image is a personà ¢â‚¬â„¢s opinion , thoughts , and feelings about their body and physical appearance . Body image means feeling satisfied with the way you look , appreciating your body , and accepting it’s imperfections . So how a teen feels about their body will affect on how they feel about themselves . If the teen gets to focused on not liking the way they look , their self esteem can go down .While it's important to have a positive body image , getting too focused on body image and appearance can cause a teen to overlook the other positive parts of themselves . Teenagers are more worried about body image than the environment , school and peer pressure. Self esteem is all about how much people value themselves , the pride they feel In themselves , and how they feel . It’s important because feeling good about yourself will affect you on the way that you act . Some people think they need to change how they look or act to feel good about themselves.That’s not the right way to so lve your insecuritys about yourself , all you need to do is change the way you see your body and what you think about yourself . Sexually transmitted diseases ( STD ) are infections diseases that spread from person to person . STD can affect guys and girls from all ages who are having sex . If you untreat some STD’s can cause permanent damage like not having a baby or even death . STD’s spread easily because you can’t tell whether someone has it or not .In fact some teens have STD’s and don’t even know it . These teens are in danger of passing the infection to their sex partner without realizing it . Two of the main reasons people are bullied are because of appearance and social status . Bullies pick on people they don’t fit in , maybe because of how they look , how they act , or their race or religion . Teens in a popular group often bully people they think is different by excluding them and talk about them . A lot of bullies have things in common .They like to take over and focus on themselves . They sometimes have no feelings or caring to other people . Bullies put other people down to make themselves feel more powerful . And some bullies act the way they do because they’ve been hurt by bullies in the past or maybe the bully was in there family like their parents or even another adult . Bullying backfires and makes everyone feel bad and miserable even the bullies themselves . People might feel intimidated by bullies , but they don't respect them.

Sunday, January 5, 2020

A Substance Abuse Treatment Facility - 1606 Words

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Rather than being placed in hospitals for treatment, mentally ill individuals are being placed into correctional facilities for their actions. Persons with serious mental ill ness (SMI) such as bi-polar disorder, severe depression, schizophrenia and etc. have trouble within society. Many lack income and stable living arrangements to be able to succeed in the community. Side effects of their illness can enable them toRead MoreOur Traditional Criminal Justice System957 Words   |  4 Pagesthese issues would be to have more certified substance abuse counselors. Other key factors would be to work on strategies, have key components in place, key partnerships to make the goals attainable, and above all to help the offender/clients (http://www.ncpc.org/topics/drug-abuse/strategies/strategy-substance-abuse-counseling-in-correctional-facilities). I feel that there should be more private and state run facilities that have certified substance abuse counselors. I have three younger sistersRead MoreA Report On Substance Abuse Treatment Essay893 Words   |  4 Pagesexplains substance abuse treatment which our company SAFE Foundation OP Detoxification and Substance Abuse Treatment Centre treat and educate individuals daily. The Brownsville community is associated with our facility which includes specialized treatment for our patients. Our effective treatment programs focuses on adult and youth, include several different types of interventions simultaneously, and provide intensive treatment. This proposal concludes with comments on improving substance abuse patientsRead MoreSubstance Abuse Treatment Center Of The World798 Words   |  4 Pagesfoundation of the issue. Here in Florida there many substance abuse treatment facilities, in fact there are so many that Southern Florida is not considered the substance abuse treatment center of the world. This is the description of Southern Florida that was talked about in classrooms, at an undergraduate program at Indian River State College (IRSC) in Fort Pierce Florida. Many time a professor would talk about Southern Florida being the treatment capital of the world, and there was silence in theRead MoreThe Substance Abuse Social Worker1052 Words   |  5 PagesThe Substance Abuse Social Worker Social workers have long worked with people who abuse substances, beginning in the 1800’s with sobriety houses and inebriate asylums, to settlement houses in the profession’s beginnings to developing self-help, consumer-driven programs, designing inpatient detoxification programs, and to applying youth-oriented prevention and education programs. As an addictions counselor, the social worker is a part of a specialized profession that began with the wounded healer