My Internship With The Mesa County Valley School District 51

Through my internship with both the Mesa County Valley School District 51, as well as Family Health West’s Pediatric Rehabilitation, I have learned a vast amount about occupational therapy. I have learned about its importance and its necessity, as well as the array of ways it can help individuals in need. I have also gained countless experiences that I am very thankful for. Additionally, I have accomplished all of the goals I sought to when starting this internship with leaps and bounds. I helped with many tasks and projects, I accomplished challenging, but realistic, responsibilities, I developed professional competencies needed for a future job as an occupational therapist, I utilized the knowledge of the professionals I worked with, I applied the knowledge that I learned in the classroom and I gained an understanding of the qualifications, knowledge, skills, and duties involved in occupational therapy. In my time at the internship I have gained many experiences that I will always value. I have worked with a variety of patients, although all children. They ranged in a disabilities and syndromes. I have seen children with autism, intellectual disabilities, developmental delays, cerebral palsy, dyslexia, Down syndrome, Torticollis, premature infants, pediatric feeding disorders, and numerous others. Each child has been unique in their self as well as how occupational therapy aided them. Each treatment plan was different and I learned much for their variance. In additionShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesDeveloping, and Retaining Diverse Employees 56 †¢ Diversity in Groups 58 †¢ Effective Diversity Programs 58 Summary and Implications for Managers 60 S A L Self-Assessment Library What’s My Attitude Toward Older People? 40 Myth or Science? â€Å"Dual-Career Couples Divorce Less† 47 An Ethical Choice Religious Tattoos 51 glOBalization! Images of Diversity from Around the Globe 54 Point/Counterpoint Men Have More Mathematical Ability Than Women 61 Questions for Review 62 Experiential Exercise Feeling Excluded

Why People Should Not Be Judged For Being Different

In todays world, It is very common for people to have different beliefs, different sexual preferences, and different point of views on how to live life. No one likes to be judged for being different. Everyone is different in some type of way, shape, and form. We should not treat, or judge people who are any different from one another. Now days people have to be careful about how they decide to react upon labeling. No one wants to be judged on appearance, beliefs, gender, sexuality, size, and race. When calling someone a offensive name such as retard, gay, redskin, bible-beater, and many other awful names, it can really take a tole on someones feelings, and effect them in a negative way. All of those are considered to be offensive words. It is not right for people to tease other people just because they are different, nor is it appropriate. When we hear the word retarded we often think of two different meanings. People think of it as another word for â€Å"dumb†. People also th ink of people who have certain special disabilities. People with these special disabilities are aware of it when you call them the â€Å"R-word†. According to â€Å"A Word Gone Wrong, â€Å"Retarded† and â€Å"retard† today are variations on a slur† (Downes). Its sad that people would even do such a thing. How do you think it makes them feel when they get called the â€Å"R-word?† It makes them feel alone. It puts a negative label on them, and making them feel different from the rest of us. The campaign â€Å"Spread the Word to End theShow MoreRelatedThe Decision Based On Intention1404 Words   |  6 Pagesconsequences or intentions? In this essay, I will argue that we should make our decision based on intention. I will first examine the exposition and criticism of whether actions should be judged by consequence and intention respectively. 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Norm Development in Outsourcing Relationships

Question: Discuss about the Norm Development in Outsourcing Relationships. Answer: Introduction: According to Jaworski (2003) in the article Fund Managers Share Outsourcing Strategies: Communications, business outsourcing can be defined as the process of subletting a portion of the supply chain to either an offshore or a nearshore service provider with the main aim of reducing the costs associated with production. The author also admits that this strategy plays a crucial role in reducing the time taken for raw materials to pass through the various stages of manufacturing. Outsourcing is a strategy which has majorly been used by manufacturing companies in a bid to expand the scope of their operations. As noted by Roger Gill (2003) in Change ManagementOr Change Leadership?, the process of outsourcing can be categorized into either front office outsourcing or back office outsourcing. While front office outsourcing involves processes such as contact center services, back office outsourcing majorly involves processes which take place within the internal business environment. These pr ocesses may include accounting, finance as well as the human resource fraternity. Randy (2000) in Making Changes, further highlights the two types of outsourcing which include offshore and nearshore outsourcing. As discussed by the author, offshore outsourcing is the process of contracting a business process to a service provider who is based outside the country where the contracting company is located. On the other hand, near shore outsourcing involves subletting a section of the supply chain or a business process to a service provider who is locally based. An organization chooses the type of outsourcing to use depending on the size of its structure and nature of its strategies. For instance, a multinational corporation for instance Ford or Coca Cola is likely to use offshore outsourcing as a way of reducing its production cost. Monika Rola (2002) in Secrets to Successful Outsourcing Arrangements gives the example of Coca Cola which has gained dominance over the global market basically through aggregation and arbitration strategies like outsourcing and networking. The company works with bottlers based in different countries and outsources the process of packaging and branding to them. As such, the organization mainly manufactures the coke drink in addition to other beverages and transports the products to the contracted service provider for the final process within then manufacturing chain. According to Sean (2002) in his article Lets Make a Deal, it is a vital requirement for every organization to make the right considerations before outsourcing its processes to an outside vendor. Despite the fact that outsourcing comes with a number of benefits to the organization, it is also a fact worth noting that there are various disadvantages associated with this strategy. Thomas and Keith (2002) points out one of the advantages of outsourcing in their article Norm Development in Outsourcing Relationships, according to the author, outsourcing increases the swiftness of the production, manufacturing or supplying process. This is because the processes are always outsourced to individuals with good experience in the related field in addition to the readily available resources used by the vendors. The availability of skills and enough resources consequently increase the speed with which the processes are conducted hence reducing the time taken to complete the business processes. Thi s in turn lowers the cost of production. Adler (2003) in Making the HR outsourcing decision also points out that outsourcing increases the precision and efficiency with which the business process is carried out. This is because the processes are always outsourced to vendors who have the necessary expertise and are therefore specialists in their fields. With the right knowledge in their areas of operation the outside providers tend to offer the best they can hence leading to efficiency in production. According to Aubert, Rivard and Patry (1996) in their article A transaction cost approach to outsourcing behavior: Some empirical evidence, outsourcing business processes especially the supporting ones enable the company to concentrate on the core business processes. When companies have more time to concentrate on the core processes, the management is able to come up with and hence install the right strategies which could help in strengthening the main business processes. As a result, the level of production is likely to escalate leading to higher returns. Chakrabarty (2006) in Making sense of the sourcing and shoring maze - The various Outsourcing offshoring alternatives discuss another core benefit that comes with outsourcing business processes. As noted by the author, one of the major factors considered by a business organization before starting a project or process is the risk that would be associated with the venture. Analysis the risks involved is a vital step in ensuring minimal losses involved in the process of production. One approach of risk management is diversification. Outsourcing is therefore an appropriate platform through which the organization shares the risk with the outside vendors. Dewire (2000) in Application service providers further points out that outsourcing is always done to specialists who in turn put in place the right mitigating factors which are aimed at minimizing the associated risks. In a nut shell, subletting certain components of a business process plays a pivotal role in shifting the responsibilities and hence the associated risks to the outsourced service provides. Business process outsourcing therefore enables an organization to share the risks involved in these processes with the contracted parties. As noted b Keller, Gerhard and Thomas (1998) in SAP R/3 Process-Oriented Implementation, one of core advantages of outsourcing is the fact that the strategy goes a long way in reducing cost not only involved in production but also the expenses that would involve recruiting and hiring new employees for the specific projects. As noted by the authors, once a process has been outsourced to an outside vendor, the company is relieved of the need to employ individuals to take care of the responsibilities. As a result, the cost that would have involved recruiting new members into the human resource is greatly reduced. This amount can then be directed to develop other components of the chain within the organization. As noted by Kakabadse (2002) in the article Trends in Outsourcing: Contrasting USA and Europe, outsourcing plays a crucial role in enhancing the flexibility of an organization. This serves as one of the main benefits of this management strategy. By identifying the various support processes which would best be handled through outsourcing, the company is able to create more time and resources for other major components. Outsourcing which more or less involves sharing of roles relieves the organization in a number of ways hence allowing for flexibility. As pointed out by Tas and Sunder (2004) in Financial Services Business Process Outsourcing, the company which outsources its processes is able to initiate and oversee various business projects at the same time. In the case of multinational organizations, outsourcing enables the organization to easily gain entry into the global market arena. This is because the outsourcing, in most cases, is done to vendors who are based in the host country. Since they outside vendors have a better understanding of the market in which they currently operate, they are well in a position to establish the best market entry strategies. This eventually leads to good sales owing to the stable market for the products. Disadvantages of BPO According to Chaturvedi and Gulati (2004) in the article Information systems outsourcing: Issues and evidence, despite the numerous advantages which come with outsourcing, there are various disadvantages which could be associated with the management approach. As noted by the author, there is the risk of the outsourcing company compromising the confidentiality of its data. This happens mostly when a business organization is involved in information system outsourcing, outsourcing the human resource, services of recruitment as well as the payroll. It can therefore be deduced that outsourcing may expose a companys crucial information to a third party. The party may therefore use this opportunity to initiate a destructive strategy owing to the rising level of competition for a share of the market. Peric (2006) in the article, Bridging the gap: Complex adaptive knowledge management notes that the process of outsourcing may become a challenge to an organization when it comes to synchronizing the deliverables. The authors note that some of the processes are easier managed internally and hence outsourcing them may minimize the companys control over the eventual output as the entire responsibility is left for the outside vendors. In cases where the outside vendors are not competitive enough, there is the likelihood of occurrence of poor final output in in addition to an increase in the time taken to complete the process. This becomes a major challenge especially due to the fact that once a responsibility has been outsourced to an outside vendor; it becomes a major challenge for the outsourcing organization to regulate the outcome. The author then summarizes this discussion by recommending that an organization ought to factor in the various related risks before outsourcing a busines s process. Through this strategy, it is possible to identify the processes that can be easily regulated within the business hence no need for outsourcing. He emphasizes that the process of outsourcing ought to maximize the gain to the organization as much as possible while minimizing any associated risks and losses. Joshi (2013) in Management Information Systems highlights the aspect of hidden costs as the other challenge associated with outsourcing business processes. Most reviews reveal the fact that outsourcing business processes is a relatively cost-effective approach in completing the flow in business processes. However, Joshi notes that there are other costs which the organization incurs especially when signing contracts which could pose a threat to its financial wellbeing. This happens mainly in the process of offshore outsourcing where the contract involves service providers operating on international fonts. The process involving the signing of such contracts involves a number of formal stages some of which may end up being quite costly to the outsourcing organization. As a result, subletting business processes to overseas service providers ought to be done on the backdrop of a careful analysis and hence consideration of the costs and benefits that would be involved. For instance, throug h financial projections, the organization can compare the cost of initiating such contracts to the expected return on investment in order to establish the possibility of gaining from the venture. Sullivan, (2004) in the article Heavyweight Retailer Looks Inward to Stay Innovative in Business Technology outlines the aspect of lack of focus on an organizations customers as the other disadvantage associated with outsourcing business processes. As noted by the author, the fact that the outside vendors are experts in their relevant fields makes them the point of focus for most organizations. As a result, these service providers can be contracted to several organizations at the same time. This may work against an organization since the vendors may not necessarily focus on the organizations customers but primarily on accomplishing their contractual obligations. For instance, when the Coca Cola Company outsources the process of packaging and branding to the bottling companies in the designated global spots, the vendors are most likely to concentrate on packaging and branding the products. However, the outsider service providers are likely to take part in promoting the companys produc ts which may result in the instability of the companys market. When the market is destabilized, an opportunity is given to the competitors to emergence and hence overturn an organizations dominance in a given market area. According to Freeman (2010) in Strategic management: a stakeholder approach, an organizations choice on the type of outsourcing to be used ought to be based on a number of factors each of which are meant to establish the effectiveness of the process. By thoroughly considering the necessary factors, an organization is able to establish the associated benefits as well as the risks that would accompany the process. The author emphasizes that business process outsourcing ought to be as cost effective as possible to the outsourcing organization. Additionally, the process ought to be accompanied by the least of risks. From the above literature review, it is possible to deduce and hence summarize the advantages of outsourcing. The strategy is cost effective and improves the companys flexibility. At the same time, outsourcing gives room for the sharing of risks in addition to reducing the time taken to complete the related organizational processes. Additionally, the review equally reveals that outsourcing enables an organization to concentrate on the core business processes after outsourcing the supporting ones. On the other hand, there are a number of risks associated with outsourcing for instance, the organization risks exposing its confidential data to a third party. At the same time, there are a number of hidden costs which could be associated with outsourcing especially when the strategy involves offshore outsourcing. The organization may find it a challenge regulating the business processes once they have been outsourced hence minimal influence on the outcome which may be bad in some cases. Fi nally, there is lack of focus on the organizations customers especially when the outside vendors are contracted to several other companies. References Adler, P. (2003) Making the HR outsourcing decision. MIT Sloan Management Review, 45(1), 53-60. Aubert, B., Rivard, S. and Patry, M. (1996) A transaction cost approach to outsourcing behavior: Some empirical evidence. Information Management, 30(2), 51-64. Chakrabarty, S. (2006) Making sense of the sourcing and shoring maze - The various outsourcing offshoring alternatives. Journal of Outsourcing offshoring in the 21st Century. 2(1), pp. 4-18. Chaturvedi, A. and Gulati, R. (2004) Information systems outsourcing: Issues and evidence, International Journal of Information Management 14(4), pp. 252- 268. Dewire, T. (2000) Application service providers. Information Systems Management, 17(4), 14-19. Freeman, R. (2010) Strategic management: a stakeholder approach. Cambridge: Cambridge University Press. Gill, R. (2003) Change Management or Change Leadership?Journal of Change Management 2(1), pp. 307318. Gilley, A. (2000) Making More by Doing Less: An Analysis of Outsourcing and its Effects on Firm Performance. Journal of Management, 26 (4), pp. 763-790. Jaworski, A.(2003) Fund Managers Share Outsourcing Strategies: Communications Key. Operations Management, 6(1), pp. 1-4. Joshi, G. (2013) Management Information Systems. New Delhi: Oxford University Press. Kakabadse. N. (2002) Trends in Outsourcing: Contrasting USA and Europe. European Management Journal 20(2), pp. 189198. Keller, G. (2008) SAP R/3 Process-Oriented Implementation. New York: Addison Wesley Longman. Monika, R (2002) Secrets to Successful Outsourcing Arrangements. Computing Canada.12(1), pp. 4-12. Peric, O. (2006) Bridging the gap: Complex adaptive knowledge management. Strategic Management, 14(1), pp. 654-668. Randy, G (2000) Making Changes. Executive Excellence. 2(1), pp. 23-25. Sullivan, L. (2004) Heavyweight Retailer Looks Inward to Stay Innovative in Business Technology. InformationWeek, 27(1), pp. 12-16. Sean, D. (2002) Lets Make a Deal. Network Computing, 2(1), pp. 5256. Tas, J. and Sunder, S. (2004) Financial Services Business Process Outsourcing. Communications of the ACM, 47(5), pp. 2-7. Thomas, K. and Keith, B (2002) Norm Development in Outsourcing Relationships. Journal of Information Technology 17(1), pp. 3342.