Discussion Board 1 With Two Parts – Please Follow Instructio ✓ Solved
Discussion Board 1 With Two Parts So Please Follow The Instructions Ca
Discussion board 1 with two parts so please follow the instructions carefully! Part 1 A human services worker needs to be competent to work with clients from different cultures. There are times when cultural differences between the human services worker and the client influence the final service. For example, suppose a human services worker promotes the cause of independence for all people while the client's culture values strong family cohesion. In this case, the client's values are equivalent to dependency in the eyes of the human services worker and can lead to conflict.
However, if the human services worker possesses the cultural competence necessary to work with the client, he or she would be better equipped to manage this discrepancy in personally held, culture-based views. When situations such as these arise, the human services worker should be aware of the needs of the client with strong consideration of cultural influence. When potential ethical conflicts occur due to various differences, the human services worker faces the challenge of making the appropriate ethical decision to ensure that the rights of his or her client are protected while receiving services. The assignment will explore the role of such cultural influences in ethical decisions in human services.
Tasks: On the basis of your readings and research, address the following in about 200 words: · Discuss the influence of culture in ethical decision making. In your answer: · Address the influence of culture on the individual perceptions of the human services worker and the client. · Focus on the potential ethical dilemmas that might arise from differences in cultural perspectives. Part 2 Human services administrators manage agencies that employ professionals from various disciplines. In this assignment, you will try to resolve an issue from the perspective of an administrator who is helping a psychologist in an agency. It is important to note that ethics codes might require psychologists to handle situations differently than social workers and counselors and vice versa.
Tasks: You are the human services administrator for an agency and Shana is a human services professional in your agency. She is working with a client who was initially diagnosed with mild depression after separating from her fiancé. As Shana's work proceeds, she realizes that her client is beginning to recover memories from a past trauma. While Shana is competent with treating depression and has worked in cases with trauma-related symptoms in the past, she has no experience treating the type of trauma identified by her client. You are the administrator of the agency responsible for helping Shana handle this situation.
Based on your knowledge and research, respond to the following questions in about 300 words: · What would Shana do in this situation if she were a licensed professional counselor in a rural area where she was the only helping professional? · What would Shana's response as a licensed counselor be? Would it be similar to or different from the way she would handle the same situation if she were a social worker or a psychologist in the agency? In your responses, consider the following: · There are no other psychologists, counselors, social workers, or psychiatrists within a hundred-mile radius. · Shana's client has limited means of transportation. · Shana has no formal training in treating the type of trauma her client is experiencing.
Shana is a member of a professional organization, such as American Psychological Association (APA), National Association of Social Workers (NASW), or American Counseling Association (ACA). Discussion board 2 and please include references for both discussion boards. There are times when human services providers are obligated to release confidential information about clients in spite of having concerns about how the information will be used. However, they are also responsible for protecting the clients' privacy at such times. The case that you will analyze in this assignment illustrates the conflict faced by human services professionals when responding to requests for their clients' confidential information.
The Case: Assume that you are working with a client who was referred to you by his probation officer. You receive a request by the probation officer for all of your client's records since the beginning of his treatment. You have consent from your client to release the records. However, the records contain information that you think would cause the probation officer to misappropriate her authority with your client because the officer has informally shared with you her disdain for people who have engaged in the type of activity that your client admitted to in one of your sessions. While you have the obligation to release your client's records, your values about the potential abuse of authority by the probation officer cause significant internal conflict about releasing the records.
Tasks: Consider the case and respond to the following in about 300 words: · Discuss how you would negotiate the conflict between your values and your ethical obligation to release your client's records. In your answer, you should address the following: · The extent of information being requested · The client's understanding of the purpose of releasing the confidential information · Your duty to protect your client's right to privacy · The potential result if you refuse to release the records Discussion board 3 and please include references and use 300 words There was a time when psychologists were the primary human services professionals allowed to administer objective tests and diagnose mental and emotional disorders.
However, as social workers and counselors began providing mental health services at a growing rate due to the need for more mental health service providers, many states began to authorize these professionals to provide these services if they could demonstrate competence, which could be gained from education, training, and experience. There are advantages of allowing social workers and counselors to perform the same duties that were once exclusively performed by psychologists. For example, the services cost less when provided by a social worker or a counselor compared to the charges of a psychologist. In addition, the discipline-specific perspectives offered by social workers and counselors on mental health needs of clients have resulted in attention to the influence of factors beyond the focus of psychologists, such as housing, family problems, and other environmental factors affecting mental health.
The current mental health community now considers social workers and counselors as qualified as psychologists to provide a full range of mental health services. Each state has specific rules for the scope of practice for each different type of mental health professional. In this assignment, you will explore the differences in the scopes of practice among different human services professionals. Human services administrators have to be familiar with the laws and rules governing the practice of the different types of direct service professionals employed by their agency. Tasks: Review psychologist, counselor, and social worker licensure laws and rules in your state.
After reviewing the laws and rules, address the following: · What are the differences in education and training requirements for competence in psychological testing among psychologists, counselors, and social workers? · What level of licensure is required for social workers to diagnose mental health disorders? Provide your opinion about the major differences you found in your research on the competency requirements for psychologists, counselors, and social workers to engage in psychological testing and diagnosing clients. IN THE LEAD: Baby Boomers Seek New Ways to Escape Career Claustrophobia Author: By Carol Hymowitz ProQuest document link Abstract (Abstract): One 50-something manager who spent most of his career in the U.S., transferred to a post in Budapest three years ago after his children were grown.
Recently, he moved again to China, where he helps local employees understand GE procedures and culture. "The opportunities for growth in China are enormous but you can't establish a work force there overnight," says Ms. [Susan Peters]. "We need seasoned people." Other veteran GE managers are tapped to help integrate newly acquired businesses. They are well-suited for the task because of their knowledge about GE and experience with people, says Ms. Peters.
She joined GE 24 years ago in a management-training program in human resources and has since worked in several divisions, including plastics and appliances, and at NBC. Now at corporate headquarters in Fairfield, Conn., she encourages other managers to move across GE's diverse businesses and gain experience in a variety of industries. Full text: ONE OF THE BIGGEST concerns for managers in their 40s and 50s, besides job security, is the lack of opportunities for advancement. There are so many baby boomers that the scramble for seats at the top is highly competitive. Even worse, the usual competition from younger people is tougher than ever as companies promote ambitious employees even in their 20s who are gaining technical and global experience very early in life.
The result is that many baby boomers feel underutilized and stuck in jobs they already have mastered years before they plan to retire. "Lots of companies pigeonhole people in their 40s and older as only being good at one particular thing," says Dory Hollander, an executive career coach in Arlington, Va. "They figure why take a chance on them for something new when they can get someone younger; but then they end up with managers who feel career claustrophobia." A few companies recognize the need to motivate all their employees and are grappling with ways to challenge their baby-boomer managers. They encourage those they don't promote to make lateral moves that will broaden their experience. They also are receptive to veterans who raise their hands for very different assignments than they have had in the past.
"If you don't keep people fresh and growing," Ms. Hollander warns, "they become stagnant." AT GENERAL ELECTRIC, baby-boomer managers are encouraged to take advantage of the greater personal mobility they may have when their children leave home or they are more settled. "The opportunities for growth in China are enormous but you can't establish a work force there overnight," says Ms. Peters. "We need seasoned people." Other veteran GE managers are tapped to help integrate newly acquired businesses. They are well-suited for the task because of their knowledge about GE and experience with people, says Ms. Peters. GE's commitment to continual career development is emphasized during annual reviews, when employees tell their bosses about their future goals. Those discussions are then reviewed by operations and human-resource managers, who try to match employees seeking job changes with new openings. "It's part of the DNA here to keep adding things to peoples' plates and making sure they have new opportunities," says Ms. Peters, who is 50.
She joined GE 24 years ago in a management-training program in human resources and has since worked in several divisions, including plastics and appliances, and at NBC. Now at corporate headquarters in Fairfield, Conn., she encourages other managers to move across GE's diverse businesses and gain experience in a variety of industries. MARK WEBER, president and chief operating officer of New York apparel maker Phillips-Van Heusen, hopes his company's recent acquisitions of businesses, such as Calvin Klein, will provide new career opportunities for seasoned employees. "Now a manager of a branded business can move to a design business," says Mr. Weber.
Mt. Weber has had 25 different assignments in his 31 years at the company. "It has always been exciting, and part of my job now is to create new mountains for others to climb," he says. What can baby boomers do to renew their careers if they are at companies or organizations that don't tap them for promotions or even lateral moves? "You can't go around whining," says Barbara Barski-Carrow, a senior consultant at the government's Health and Human Services department who just turned 60 and plans to work for many more years.
"You have to think very carefully about what you want to do and become an ally to your boss. If you're clear about your goals and are a team player, you're more likely to get support." She has worked at HHS for the past 16 years on an assortment of jobs, some of which she designed. Among these: developing a training program on sexual harassment, and training and leadership development for Hispanic employees. She also networks with an array of professionals outside her agency. "The contacts and exposure keep me thinking about new ideas and different approaches," she says.
Ms. Hollander, the career coach, also urges baby boomers to seek outlets for talents or aspects of their personality they haven't had a chance to express. "Midlife is a time when parts of the self that have been neglected begin to bubble up," she says. "Bean counters may suddenly need to do more creative work, while people who have been adventurous may need more stability." --- E-mail comments to [email protected] . To see other recent columns, go to CareerJournal.com.