A Family Affected By Elderly Dementia

A Family Affected By Elderly Dementia Introduction This is a case study of a gentleman with dementia, a condition defined by the World Health Organisation (WHO, 2003) as a syndrome caused by a range of illnesses and which affects memory, thinking, orientation, comprehension, calculation, learning capacity, language, and judgment (p.1). Dementia can have a huge impact on health, well-being and quality life for both the person with dementia and their family. It can result in deep feelings of loss for the person with dementia, who often can no longer do all of those activities that were once an enjoyable part of their life. Similarly, family can feel a sense of bereavement at losing loved ones to dementia, a condition that often changes the personality of the person who develops it (Doka, 2004). This provides the rationale for gaining further insight into the care and support needs of people with dementia and their families via case studies such as this one. In particular, this case study will focus on every day and night decisions that affect the person with dementia, including activities of daily living, social activities, and most importantly communication and inclusion. The case study will be formed from a review of case notes for which permission was initially sought from the appropriate line manager as well as from the client with dementia and his family. The client was shown his case notes in order to ensure that he was fully informed as to the documents being requested for use. The client can read and communicate verbally, supporting this method of establishing informed consent. He was also given the opportunity to ask questions. The case study will commence with an introduction to the gentleman with dementia, as well as a description of the current circumstances surrounding his care and the involvement of both himself and his family in care plans and decision-making. Theories and models related to communication and inclusion will be reviewed, followed by the rationale for the participatory approach utilised when working with the client and his family. The case study will conclude with a summary of the key issues identified within the case study, as well as any reflections for future work. Client Profile For the purpose of this case study, the gentleman with dementia will be referred to as Bob. His real identity and that of anyone else within this case study will remain anonymous in order to maintain confidentiality. Bob lives in residential accommodation with other people who have dementia. His profile is presented in Box 1, using the Roper, Logan and Tierney Activities of Living Model (Roper et al, 2000) to present a holistic overview of Bobs care needs on 12 activities of living (ALs) relevant to communication and inclusion and essential to health and well-being. Box 1: Bobs Profile CLIENT PROFILE Patients Name: Bob Stephens Age: 95-years old (Date of birth: 22nd October, 1915) Ethnicity: Jewish (non-practicing) Activities of Living (D=dependent; I=independent): Maintaining a safe environment D I Communication D I Breathing D I Eating and drinking D I Elimination D I Personal grooming D I Controlling body temperature D I Mobilising D I Working and playing D I Expressing sexuality D I Sleeping D I Dying D I Comments: Bob shows dependency in two ALs (i.e. maintaining a safe environment; working and playing) and requires support in four ALs: (i.e. communication; personal grooming; mobilising; elimination). Influencing Factors Biological: Bob is 95-years of age. He requires a hearing aid and walking stick. Psychological: Bobs dementia can sometimes result in confusion and disorientation. He also becomes tearful frequently and does not participate in residential activities. Socio-cultural: Bob is Jewish, but non-practicing and with no preference for Kosher food. He has a wife, Sue, who visits twice a week and with whom he has a close and affectionate relationship with. He also has a son, John, who visits him regularly. Environmental: Bob does not like noisy environments. Politico-economic: No current issues. Additional Notes: Bob has a care plan devised to reduce the risk of harm to himself and others. Despite this, Bobs carers have noted that he is polite and charming when his situation and circumstances are to his preference. Bob was born in the East End of London. He retired from the Royal Air Force (RAF) 15-years ago and expresses that this was my life. Sue has shared that it was after retirement that Bob lost interest in all activities, including socialising. Relevant Theories and Models The theories and models relevant to this case study are those pertaining to communication and inclusion. These two issues are complementary in that communication is an important component of working with people who have dementia and their families in a participatory way that encourages inclusion. Theories of communication are described, followed by a definition and outline of social inclusion. Communication There tends to be two broad perspectives on communication, these being Transmission Models and Communication-as-Interaction Models. Transmission Models purport that communication is the transference of information from the sender to the receiver, with the sending hearing or reading the message as they interpret it. Although this model of communication is limited in its simplistic view of communication, it does hold some relevancy to Bobs situation. Within the Transmission Model, the concept of noise is used to refer to the wide variety of different factors that can affect the success of transmitting a message from one person to another. Since Bob is hard of hearing and wears a hearing aid, he can find noisy environments difficult to cope with. He does not like noise and thus it is important to communicate with him in a quiet environment where there is little distraction. Communication-as-Interaction theories view communication as a shared process with active participation from all parties, thus recognising the complexity of human interaction. This model of communication proposes that the meanings that emerge from the interaction are affected by a wide range of psychological and social factors. As with the Transmission Model, this model is also relevant to Bob. In particular, it provides insight into why Bob might shout or become verbally aggressive in noisy environments. In such situations, psychologically Bob is likely to be overwhelmed. Furthermore, due to social withdrawal following retirement, it is plausible that Bob becomes anxious in social situations that are no longer familiar to him. Robb et al. (2004) note that in the case of dementia care, Communication-as-Interaction perspectives, which take a biopsychosocial approach, provide a more person-centred element to caring for an individual with dementia. Therefore, whilst Transmission Models are also relevant to Bobs situation, it is important to also apply elements of Communication-as-Interaction, especially in efforts to promote inclusion. Indeed, viewing communication as a shared process is productive of supporting social interaction. To expand on the role of interaction in communication and inclusion, the Symbolic Interaction perspective provides further insight. This perspective posits that in individuals identity is formed on the basis of messages they receive from other people about the kind of person they are and the nature of the world they live in (Kontos, 2005). Bob does experience agitation and frustration and it is important to be aware that if carers or family react to this in a consistently negative way, it is likely that Bob will use this information to form a self-identity that promotes social exclusion through the avoidance of interaction with others. Bob, as do other people, has a daily regime and if this is changed he can feel unsettled. An understanding of this via insight into the theory of Symbolic Interaction can facilitate better management of Bobs care needs. Utilising the Symbolic Interaction approach further, there needs to be an emphasis on positive communication being about talking with the individual rather than at them, as has been the case with Bob (Parker, 2003). Inclusion Social inclusion has been defined by the Local Government Improvement and Development Group (2010) as relating to the ability to fully participate in normal social activities, and engage in political and civic life (p.1). In contrast, social exclusion has been defined as relating to being unable to participate fully in normal social activities, or to engage in political and civic life (p.1). Using these definitions it becomes clear that social inclusion is a broad concept involving a wide range of social and political activities. In terms of mental health and dementia, inclusion involves maximises opportunity personally and within the wider community (MIND, 2008). Thus, social inclusion is about ensuring that people have the opportunity to get involved in the activities they want to get involved in and are not excluded from society on the basis of any disability. It is believed that in the field of dementia care, social inclusion begins by changing attitudes towards people with demen tia and considering what people can and want to do, i.e. giving them a choice in their care, in the way they live, as well as helping them develop the tools to self-manage effectively and thus maintain their independence. As described within this case study, maximising opportunities and providing Bob with choices are a key part of communication and interaction with him. Participatory Approach A person-centred approach has been taken in supporting Bob and his family with issues of communication and inclusion. This has been essential in ensuring that the issues important to Bob and his family have been targeted, as opposed to care being based on assumptions or preconceptions of carers (Whitworth et al., 1999). The Participation Ladder, developed by Arnstein (1969), has been applied in work with Bob and his family. This model is based on the observation that the fundamental point [is] that participation without redistribution of power is an empty and frustrating process for the powerless. It allows the power holders to claim that all sides were considered, but makes it possible for only some of those sides to benefit. It maintains the status quo (pp. 216-233). This Ladder is particularly pertinent in dementia care, where an imbalance of power comes from the person with dementia being in a vulnerable position compared to their carer. The Ladder comprises eight levels, as follows: Manipulation this is a non-participative level where the aim would be to cure or educate Bob. Therapy this is also a non-participative level where the aim would be to cure or educate Bob. Informing this is an important first step to legitimate participation, but often the emphasis is on a one-way flow of information from the carer to the individual with dementia. Consultation another important step towards participation, which would comprise surveys, meetings and enquiries with Bob and his family. Placation this step would enable Bob and his family to be involved in planning his care, but the power would still reside with the carer as they would make the final decisions. Partnership this is when power is redistributed through negotiation, in this case, between Bob, his family, and professionals involved in his care. Planning and decision-making responsibilities are shared, supporting the co-creating health initiative currently underway by the Health Foundation (Health Foundation, 2010). This initiative promotes active partnership between individuals receiving care and their carers. This is the step of the Participation Ladder utilised within Bobs care. Delegated Power Bob would hold the majority of power for certain decisions. Citizen Control Bob would have complete control and power over his own care, which is not always feasible within healthcare, especially in the care of people with dementia. Work with Bob resides on level 6 of the Ladder, partnership, as Bob can communicate verbally and shows clear preferences and needs, which demonstrates a capacity to identify his own needs, voice these needs, and make decisions accordingly. However, there are instances where Bob can become confused and agitated and might not make the most appropriate decisions; this is when carers and family become more involved in the decision-making. In particular, in order to promote social inclusion there are some instances where Bob does need encouragement or motivation to interact with others or with the community. Input from carers and family on such matters are vital for Bob to maintain his independence and quality of life. Bobs family have been included in every day and night decisions that affect themselves and Bob. Families can experience the same power imbalance as those with dementia in that once the person with dementia enters care the family lose a sense of control. They also lose an established role within the relationship. Involving them in care plans regarding communication and inclusion initiatives can help them maintain a satisfactory role and remain involved in the persons life. It also adds some structure and meaning to their visits, which is important because some families can find this a stressful situation. Loss of control is heightened by being excluded from decisions, difficulty in getting information, lack of interest in their special knowledge of the person, and negative reactions to their worries and concerns (Woods et al., 1999). The family have a good relationship with Bobs carers and in particular with the manager of the residential home, who has developed a unique bond with Bob that others have not been able to establish. Thus, Bobs family are comfortable asking questions and raising concerns. They are also closely involved in planning activities and opportunities with Bob, which has greatly facilitated the trust built between Bob and the manager of the residential home. Discussion of Case Bobs case notes and care plan highlight a key issue with communication and inclusion being that he can become agitated and frustrated, resulting in him striking out at carers and other residents. The goal of his care plan has been to reduce the risk of harm to others and keep Bob and others safe in order to enhance inclusion. Bob is most likely to become a risk when he becomes agitated or frustrated, which most often arises when he experiences confusion and disorientation. This can result in him shouting at carers and other residents. It is noted within the literature that feelings of confusion can be a way of people with dementia retreating from an overload of painful information; it is not always caused by neurological impairment (Cheston and Bender, 2000). It could be that Bob is struggling to make sense of his life and might even be experiencing feelings of fear and grief at the loss of past activities and living circumstances that have resulted from dementia. Bobs care plan advises that in these situations, when Bob becomes a risk to himself and others, that carers speak to him in a calm and polite manner. It is important that they do not use challenging or confrontational language or gestures, so as to avoid arguments and disagreements. It is also advised that efforts are made to divert Bobs attention from the situation that has caused his agitation. However, Bob does pick up on these diversion tactics and will challenge them, thus carers try to divert him with activities he enjoys and that involve him in communication with others. For example, Bob enjoys reminiscing about the past, talking about his birthplace, and his time in the RAF as a pilot. His family have helped with locating his flying logbooks and Bob enjoys talking about these at length. Indeed, these are instances were Bob engages well and according to the Communication-as-Interaction model discussed previously. In particular, Bob becomes verbally enthused by the interaction, but can also focus on listening to others. An important component of enabling communication and inclusion in dementia care is getting to know someone and forming a relationship. One way in which this has been achieved with Bob has been to listen to his stories about the past and to engage his family in this process. The literature suggests that such an approach can also help build trust and balance power (Bartlett and OConner, 2010). It is easy to get to know Bob as he enjoys talking about his past experiences. It has thus been vital that carers hone listening skills (i.e. attentive listening and person-centred listening skills). It has been found that using this technique to divert Bob away from frustrating situations has also helped carers in their reactions to Bobs outbursts. This is extremely important as, according to the Symbolic Interaction model discussed previously, repetitive negative reactions could be used by Bob to form a self-identity that promotes social exclusion through the avoidance of interaction with others. Rather than raising ones voice with Bob or provoking further agitation, carers identify the reasons behind Bobs frustration. For example, it could be the result of an inability to communicate need in the social context. Evidence of this can be seen in the way that Bob can become easily frustrated if his morning routine is changed. An understanding of this as opposed to a focus on his abusive verbal response facilitates better management of these situations when they arise. This approach supports the biopsychosocial approach, which suggests that behaviour and non-verbal communication has a meaning and provides insight into how a person is feeling or what they might be thinking. Indeed, Stoke (2002) suggests that meeting needs requires some flexibility in the care environment; even if needs cannot be met or behaviour changed, understanding what it means can make it easier for staff and family to accept. Working out the meaning of behaviour can be facilitated by taking into consideration a persons history, physical and mental health, social context, and their abilities and disabilities. For example, talking to Bob in an inclusive way has been important. In particular, being mindful of phrases used to refer to Bob, either to him or his family, and the implications of this have been considered (e.g. referring to Bob in a personal and individualised way as opposed to as a dementia sufferer, or patient, both of which could promote a victim role). Bobs hearing difficulties and dislike of noise are likely to explain some of the agitation and frustration experienced when others are around. Bob can be offered one-to-one sessions in a quieter room when other residents around, but it is important not to isolate him and to encourage reintegration with the group afterwards. Bobs other interests, such as reading the newspaper with his breakfast each morning, is also used to facilitate communication and inclusion. The fact that Bob enjoys reading newspapers provides him with knowledge of current affairs and what is going on within his local community. In order to maintain and promote this activity, special care is taken to ensure Bob has choice in which newspapers he reads and when he reads them. In particular, when Bob receives his newspaper he prefers that all cutlery, teapots and crockery are placed at his table. Choice is very important to Bob and carers make every effort to provide choice in every day and night activities, including the provision of a menu so that he can select his choice of lunchtime sandwich on a daily basis. This provides more than choice, but also promotes continued independence. In order to facilitate communication, a communication log has been devised for Bob in order to ensure that all carers are sensitive to the way in which he communicates. For example, when Bob says that he needs an appointment, this means that he needs the toilet. Making all carers aware of this ensures that Bobs dignity and is preserved and he is not confronted by embarrassing situations that might make him withdraw. Another sensitive area for Bob is that he does need assistance with personal hygiene. Bob is aware of his appearance and becomes agitated if he is not clean-shaven or if his clothes are unkempt. It is known that people with dementia can avoid situations that might cause embarrassment or shame, which might explain Bobs social isolation. It also provides emphasis on resolving any issues that might further prevent social interaction through shame or similar feelings. Social well-being is a core aspect of inclusive care practice and involving people, as well as making sure they feel in control and connected to the world around them. The literature suggests that social well-being is achieved through social relationships, involvement in social activities and participation in the society (Victor and Scharf, 2005). It is believed that a lack of social well-being occurs when people do not have opportunities for social contact and relationships, lack friends and support networks and are socially excluded. Bob does need encouragement and motivation to keep physically active and interact socially, but including his wife and family in this process has enhanced the effectiveness of any efforts made to assist Bob with inclusion. Furthermore, opportunities are made available to Bob, such as going to the coffee shop or visiting places of interest, such as RAF establishments. Since Bob requires a walking stick, the locations of planned outings are first checked for accessibility in order to ensure Bob is not confronted by problems of exclusion when accessing the community. There are many interventions that can be used to improve communication and enhance inclusion for people with dementia. One such intervention is advocacy (Cheston, Bender, and Byatt, 2000). The need for dementia advocacy is becoming more recognised in the field and it is evolving to enable people with dementia to have more self-determination (Cantley and Steven, 2004) and to protect them from harm and abuse (OPAAL UK, 2009). There are a variety of models and approaches to advocacy, including professional advocacy that can be received from the professional carer and self-advocacy which is when someone with dementia speaks up for themselves. Both of these are pertinent to Bobs situation as there are some areas where he can act as self-advocate, such as expressing his preferences for his morning regime. However, there are instances where the professionals caring for Bob need to act as his advocate, such as when informing new staff of Bobs communication needs, etc. There are also instance s where Bobs family can act as his advocate, for example, in circumstances where they know more about Bob than the professional carers do but where Bob is unable to express his needs. By including Bobs family in his care, the importance of Bobs time in the RAF and the impact that retirement had on his health and well-being have provided key information on ways to communicate and include Bob. The need to offer more support for family carers has been recognised in the National Dementia Strategy (2011), where increasing emphasis has been placed on working with and supporting families of people with dementia. Furthermore, the literature and public policy encourages ways of working that take more account of the wider family, empower rather than disempower family members, and build partnerships between professionals, families and people with dementia (Moriarty and Webb, 2000). This is promoted due to the well-documented benefits to people with dementia of working with their family, which has also been evidenced in work with Bob and his family (Oyebode, 2005). Overall, Bobs care involves a great deal of facilitation, which has been defined by Kitwood (1997) as enabling a person to do what otherwise he or she would not be able to do, by providing those parts of the action that are missing (p. 91). Facilitation is aimed at helping the person with dementia to maximise their own potential and express themselves as fully as possible. Facilitation can also, as has been the case with Bob, act as a safety net, helping to reduce fear of failure that may prevent some people with dementia from initiating or participating in an activity. It is an important aspect of the person-centred approach taken within Bobs care and is further referred to by Kitwood (1997) as positive person work. In terms of the communication and inclusion support provided to Bob, facilitation has meant not just providing or organising activities, but being involved in helping the activity to take place. To achieve this, it has been crucial to be aware of how Bob is feeling, how he is responding to what is happening, and sharing the experience with him. It has also involved being sensitive to the parts of the activities that Bob can no longer partake in, such as flying aeroplanes. In this sense, Kitwoods (1997) theory of dementia care and the interpersonal process utilises the Communication-as-Interaction approach. Interacting with Bob and his family on an interpersonal level has facilitated communication and inclusion. Conclusion and Final Reflections This case study has provided a detailed description, exploration and analysis of every day and night decisions that affect a gentleman with dementia, Bob, and his family in regard to communication and inclusion. A key point emerging from this case study is the link between communication and inclusion and the importance of recognising that one cannot exist without the other. Communication is needed to facilitate inclusion and vice versa. Furthermore, the importance of involving family in every day and night decisions that affect the person with dementia have been highlighted as not only improving the well-being of the family and the person with dementia, but also as being a way in which a deeper and more trusting relationship can be built between the carer and the person with dementia. On establishing this bond, communication and inclusion become easier to support and facilitate when working in partnership with the person who has dementia. This has been the case with Bob and his famil y. A partnership approach to working with Bob has been vital in maintaining his autonomy and independence, which in turn has helped form a supportive relationship productive of communication and inclusion.

All I could hear was drilling; ear-splitting drilling, pounding through my head

All I could hear was drilling! Ear-splitting drilling pounded excruciatingly through my head! All morning workmen had been digging up the road outside my house and the noise was driving me mad. All I wanted to do was read my book but I couldn't even do that! I grabbed my book, stomped out of my house, slamming the door behind me! I just ran. I ran through the garden, ignoring my mother hollering at me and commanding me to return inside and finish some tedious task or other. I raced through the garden, past my neighbour's house, through the fields and finally I found peace! It was beside a little river, which was gurgling quietly by, not disturbing anyone. The setting was tranquil and precisely how I wanted it. I lay down on the grass under an old wrinkled willow tree. My only company was two large dragonflies, which hummed and hovered by the riverbank. I picked up my book; it was entitled, Encyclopaedia of Shells, by R. H. De Bruyne. I opened up the book at a random page; I glanced at the page number, 109. A beautiful shell stared out of the page at me, the Cypraea aurantium, a rare breed of the cowrie family found deep in exotic coral reefs. Each photograph was taken at a different angle of the shell, complimenting the exquisiteness of the shell's astounding beauty. Out of the dark, rusty golden mouth shone brilliant teeth, like that of a shark. However, on the topside of the shell there was the most magnificent golden hue, which resembled a giant golden pendant from ancient times. Now I understood why it was called the Golden Cowrie. I began to read about where to find this rare and stunning shell. The words drifted through my mind†¦ â€Å"The Cypraea aurantium can be found in the beautiful coral reef, off the coast of Australia; particularly upon the south east section of corals†¦ I found myself dreaming of scuba diving amongst the corals of the Australian coast. I was sitting on board a small boat, stocked up with scuba diving equipment. An old man with white, wispy hair stood at the helm, his creased skin weathered by many years spent in the salty sea air. The little boat bobbed up and down on the waves like a cork, but that didn't bother me. I loved being out at sea, whether I was swimming, diving, fishing or just relaxing on deck; I loved it. Today, I was scuba diving in search of wonderful shells, which could be found hidden in the vivid corals. I might also pick up some shards of coral broken off by passing boats, and photograph beautiful shoals of fish swimming in their natural habitat. The area of corals I was exploring was surprisingly far out to sea, 27 kilometres to be exact! It was a remote and wildly uncharted region and I hoped to be one of the first to explore it. Finally, after spending the first early hours of the morning out at the sea, we reached our destination. There were a few uninhabited islands surrounding us but they were of no interest to me. I stared down into the rippling cyan ocean. The little waves were foaming as they splashed against the side of the now still boat. After much tugging and heaving I managed to squeeze into my wetsuit. I grabbed the heavy oxygen tank and checked that the oxygen level was full. Then I slung my oxygen tank on my back, spat into my goggles, tied my equipment strap around my waist and I was ready. I plunged into the watery depths and began to swim downwards. After a few minutes I opened my eyes to behold a most breath-taking sight. Corals of every hue and shade imaginable glowed all around me like a necklace of exquisite gems catching the light. They were like no corals I had ever seen before; their colours were so vibrant, and each one uniquely and intricately formed. I was overwhelmed by the pulchritude of my surroundings, a beauty that could not be emulated my man. I felt out of place, as though I didn't deserve to be in this place of wonder. My heart swelled with emotion. I was swayed so greatly by the beauty of the corals that I forget why I was diving, I forgot that there were other wonders still to behold. Eventually, I drew myself out of the trance and I began to swim further. Tiny little fish swam past me, tickling me as they touched my exposed feet. A turtle swam past leisurely, gaping around at its watery surroundings. As I swam deeper, it gradually became darker. The ocean became inky-blue but the corals did not lose their vibrant colours. One thing that did change however, were the fish. They appeared to have a more ghostly appearance and some almost seemed to be filled with light. One particular beast caught my eye. It was shaped like a squid with long, slender tentacles. These tentacles glowed with an ominous electric blue light. It was odd. Although I loathed this beast, I felt drawn to its colourful strands of light, and found it strangely attractive. Suddenly, it darted behind a huge rock! This beast could sense danger. Something much more sinister was lurking nearby. Quickly, I dived behind the rock for cover! A shark was swimming towards me. If I didn't hide I would be torn to pieces. From my lair I could see clearly what was happening without being seen. I hastily brought out my under-water camcorder. I began filming just as the shark past only a few feet away from me. It was colossal! At least ten feet long! It opened its gigantic mouth to reveal rows upon rows of treacherous white teeth. Its gills flapped and rippled as it breathed. A massive scar slashed across its silvery-grey fin confirmed that this beast had fought and won previous conflicts. After what felt a lifetime, its streamlined body slipped out of sight. I gave a sigh of relief hoping and praying it wouldn't disrupt my exploration further. As the water calmed and cleared, I noticed a large wooden structure before me. It was old, rustic and encrusted with barnacles. A long wooden mast protruded from the helm, its bolts and harnesses rusty and creaky. From the mast, shreds of what had been billowing white sails floated faintly in the ocean, a shadow of what they had once been. Their ghostly appearance sent a chill down my spine. It appeared to be a majestic galleon, a ship from times of exploration. However, this exploration appeared to have gone foul. Intrigued by the galleons wraithlike, eerie appearance, I darted into the ship. I saw a latch and decided to heave it open. A shrill piercing voice escaped my mouth! A phantasmal figure floated up out of the stairway! The white bony corpse still had tatters of clothing on him with wisps of hair still protruding his skull. After a few moments gasping for breath and my heart racing, I regained calm and pushed it out of my way. I proceeded down into what appeared to be the captain's quarters. I gazed around the room; his chest was still intact, full of clothing (a little shoddier than it had previously been), a mahogany telescope with gold embellishments, and a Prussian blue hat. I examined the telescope, which was engraved with the name Captain E. J. Sharpe, 1581. Questions flooded through my mind. I continued in the pursuit of answers examining further areas of the ship. After exploring almost every crevice I found another chest, smaller than the previous one. I opened it slowly, wondering what surprises I would uncover. This chest did not contain rubies, emeralds or gold, but it did contain treasure of a different kind. The captain of this ship appreciated beauty of another kind; the chest was full of the most exquisite shells, gifts from the ocean. There were clams, scallops, whelks to name but only few. But in the midst of all these shells, gleamed a beautiful Golden Cowrie. After carefully packing all the shells into a sack, and a few other artefacts of interest, I proceeded to the surface laden with my treasure. I swam to the edge of a nearby island where I was to be picked up by the old sailor. After a short swim I reached the shore. I found a cave with a cool waterfall and began to change out of my wetsuit and into a change of clothing, which I kept in a small waterproof compartment on my equipment belt. I returned to the beach and lay down on the hot golden sand wearing a bikini, with a sarong wrapped around my waste, soaking up the sun. The sea spray blew cooling on my face. Gradually, the sea spray became heavier and less salty until†¦ † â€Å"Ugh! † I woke up to the sound of raindrops pelting down on me! I ran home as quickly as possible, my summer dress drenched and my hair dripping! I stepped inside the house and closed the door behind me. â€Å"Look at you! I told you to come back in the house! Now I'm going to have to wash your clothes and those mud stains will be difficult to get rid of! What did I tell you young lady†¦ † my mother scowled. Things were loud and stressful as usual. But I was contented to be back where I belonged.

A study to determine how managers and leaders can motivate a multicultural staff

Cox and Beale (1997 cited Harvey and Allard 2005) define diversity as a group of people in a social system that has different group ties. On the other hand, Thomas (1999 cited Harvey and Allard 2005:p3) defines diversity including not only differences but also similarities, indicating that diversity is â€Å"individuals who are different in some ways and similar in others†.As it was mentioned before, diversity in a workforce includes employees with a variety of backgrounds in terms of race, gender, education, sexual orientation among others. This study will be focused on the understanding of a cultural diverse workforce with the aim of examining its influences on management styles.For this, it is necessary to point out some important definitions and topics that are relevant to management style in an international and heterogeneous business environment to motivate employees. Hofstede, Trompenaars and Hall & Hall are three of the most important and significant contributors in wh at culture and workplace differences regard (Mullins, 2005).General Overview and History of the TopicThe term managing diversity is nowadays becoming more important to organisations, not only because they are interested in diverse groups or they are up to date with the Equal Opportunities legislation and policies, but because they are facing important challenges related to the management and development within a diverse workforce in order to survive in today’s global marketplace (Edwards, 1991 cited Henderson 1994).Ten years ago, the majority of organisations did not think about diversity in the workplace with the intention of having benefit from it. Today, a vast percentage of organisations take advantage of diversity initiatives to enhance organisational performance and most important, they are committed to it (Berrios, 2003 cited Liberman, 2003).According to Mor Barak (2005), managing diversity is basically to bring together employees from different backgrounds. However, t his definition does not take into account the influence that it might have on management behaviours.According to Harvey and Allard (2005), diversity can affect people’s interactions in the workplace since it requires changes not only in the way people interact within each other, but also changes in the functionality of the organization, hence in the business’ performance.Rationale For The StudyManaging diversity is a reality that all Multinationals and International companies are facing. Most organisations nowadays are adapting programmes to manage a culturally diverse workforce in order to fulfil their objectives and gain place in the global competitive marketplace, making the most of its employees potential.Globalisation is one of the reasons workers are moving across borders, increasing the heterogeneity of organisations and development of cross-cultural interaction in order to enhance alliances that go beyond differences such as race, gender, and others (Harris et al, 2004).Not going much further, the European Union is the most important phenomenon of cultural diversity that has happened in the last 20 years. With 25 different countries as members where all of them has different cultures, the EU has faced the challenges that globalisation has brought in order to reach common objectives such as encouraging innovation and business investment through Union identity and national diversity (European Union, 2006).In the early 21st century, organisations have been through important changes related to this trend of globalisation where not only factors such as international competitive pressure and business activities have taken place, but also the diversity of human capital from all around the world where cross-cultural interaction has been in expansion (Mullins, 2005).Therefore, it is important that these companies identify their strategies when managing cultural differences in order to have the right opportunities to gain competitive advantage (Sch neider and Barsoux, 2003).Nevertheless, there are also some risks than can bring difference of cultures in the workplace or business activities; consequently, it is vital that organisations understand that different cultures execute procedures differently (Pooley, 2005; Adler, 1983 cited Miroshnik, 2002).Furthermore, and being more specific, the management of these ethnically diverse workforce has been on the spot of many authors. As Tayeb (1996; p180-181) says â€Å"the first step in the management of a diverse workforce is to recognise and value such diversity†, then he argues that â€Å"once the diversity is recognised, the next step is to ensure that it is effectively utilised and handled†.In this case, utilising those differences contributes to an effective management, thus to bring opportunities for organisational learning and innovation creating competitive advantage in the global marketplace (Schneider and Bardoux, 2003; Mor Barak, 2005).To gain this, managers must have the needed skills to manage a multicultural workforce, this includes, having the ability to recognise and accept cultural differences between their workers as well as coordination, cooperation and communications (Lane et al, 1997; Ravlin et al cited Earley and Singh, 2000).Significance and the Importance of the StudyManaging culturally diverse workforce is nowadays a challenge for international managers. On one hand, diversity represents both differences and similarities that exists on individuals and which make them be unique from one to another (Buelens et al, 2002); and on the other hand Parekh (2000) defines culture as â€Å"a system of beliefs and practices in terms of which a group of human beings understand, regulate and structure their individual and collective lives†.Thus, cultural diversity is a variety of cultural differences that requires awareness, understanding and acceptance of those differences by managers, making the most of them in order to gain po sitive outcomes (Scarborough, 2001; Littrell, 2002; Harris et al, 2004; Smith and Peterson, 2005).Cultural differences might have some influences in the way managers manage and motivate their culturally diverse team, and those ways or styles that are carried out in one culture are difficult to be implemented in another due to the difference of traditions, ways of doing things and values of that culture (Hofstede cited Evans et al cited Jackson, 1995).Therefore, further investigation is recommended to be developed to minimise cultural shock in management which could affect business performance. However, this study has been done to offer an up-to-date source of information about multicultural workforce and its influences on management style to motivate employees, which is going to be executed through secondary research.Hence, factors such as cultural diversity and management style should be analyzed in-depth in order to comprehend what may constrain managers of any multinational organ isation to adjust strategies to maintain the business addressed to its objectives.In this case, there have been other studies more related to the influence or impact of organisational and national culture on management styles and although managing diversity is a topic that has been researched for various authors, it can be said that managing and motivating a culturally diverse workforce is a relative new approach.Therefore, the purpose is to do academic research by studying the related existing literature reviews to analyse and understand the influence of a multicultural workforce in the management styles.Finally, a secondary aim of this research is to encourage people to take similar investigation so as to offer useful up-to-date sources that can help both organisations and researchers to acknowledge what is happening in international business and what forces are influencing the changes within organisations. A study to determine how managers and leaders can motivate a multicultural staff Cox and Beale (1997 cited Harvey and Allard 2005) define diversity as a group of people in a social system that has different group ties. On the other hand, Thomas (1999 cited Harvey and Allard 2005:p3) defines diversity including not only differences but also similarities, indicating that diversity is â€Å"individuals who are different in some ways and similar in others†.As it was mentioned before, diversity in a workforce includes employees with a variety of backgrounds in terms of race, gender, education, sexual orientation among others.This study will be focused on the understanding of a cultural diverse workforce with the aim of examining its influences on management styles.   For this, it is necessary to point out some important definitions and topics that are relevant to management style in an international and heterogeneous business environment to motivate employees.Hofstede, Trompenaars and Hall & Hall are three of the most important and significant contributors in what culture and workplace differences regard (Mullins, 2005).a)  Ã‚  Ã‚  Ã‚  Ã‚   General Overview and History of the TopicThe term managing diversity is nowadays becoming more important to organisations, not only because they are interested in diverse groups or they are up to date with the Equal Opportunities legislation and policies, but because they are facing important challenges related to the management and development within a diverse workforce in order to survive in today’s global marketplace (Edwards, 1991 cited Henderson 1994).Ten years ago, the majority of organisations did not think about diversity in the workplace with the intention of having benefit from it. Today, a vast percentage of organisations take advantage of diversity initiatives to enhance organisational performance and most important, they are committed to it (Berrios, 2003 cited Liberman, 2003).According to Mor Barak (2005), managing diversity is basically to bring together employees from differe nt backgrounds. However, this definition does not take into account the influence that it might have on management behaviours.According to Harvey and Allard (2005), diversity can affect people’s interactions in the workplace since it requires changes not only in the way people interact within each other, but also changes in the functionality of the organization, hence in the business’ performance.b)  Ã‚  Ã‚  Ã‚  Ã‚   Rationale For The StudyManaging diversity is a reality that all Multinationals and International companies are facing. Most organisations nowadays are adapting programmes to manage a culturally diverse workforce in order to fulfil their objectives and gain place in the global competitive marketplace, making the most of its employees potential.Globalisation is one of the reasons workers are moving across borders, increasing the heterogeneity of organisations and development of cross-cultural interaction in order to enhance alliances that go beyond differe nces such as race, gender, and others (Harris et al, 2004).Not going much further, the European Union is the most important phenomenon of cultural diversity that has happened in the last 20 years. With 25 different countries as members where all of them has different cultures, the EU has faced the challenges that globalisation has brought in order to reach common objectives such as encouraging innovation and business investment through Union identity and national diversity (European Union, 2006).In the early 21st century, organisations have been through important changes related to this trend of globalisation where not only factors such as international competitive pressure and business activities have taken place, but also the diversity of human capital from all around the world where cross-cultural interaction has been in expansion (Mullins, 2005).Therefore, it is important that these companies identify their strategies when managing cultural differences in order to have the right opportunities to gain competitive advantage (Schneider and Barsoux, 2003).Nevertheless, there are also some risks than can bring difference of cultures in the workplace or business activities; consequently, it is vital that organisations understand that different cultures execute procedures differently (Pooley, 2005; Adler, 1983 cited Miroshnik, 2002).Furthermore, and being more specific, the management of these ethnically diverse workforce has been on the spot of many authors. As Tayeb (1996; p180-181) says â€Å"the first step in the management of a diverse workforce is to recognise and value such diversity†, then he argues that â€Å"once the diversity is recognised, the next step is to ensure that it is effectively utilised and handled†.In this case, utilising those differences contributes to an effective management, thus to bring opportunities for organisational learning and innovation creating competitive advantage in the global marketplace (Schneider and Bardou x, 2003; Mor Barak, 2005).To gain this, managers must have the needed skills to manage a multicultural workforce, this includes, having the ability to recognise and accept cultural differences between their workers as well as coordination, cooperation and communications (Lane et al, 1997; Ravlin et al cited Earley and Singh, 2000).c)  Ã‚  Ã‚  Ã‚  Ã‚   Significance and the Importance of the StudyManaging culturally diverse workforce is nowadays a challenge for international managers. On one hand, diversity represents both differences and similarities that exists on individuals and which make them be unique from one to another (Buelens et al, 2002); and on the other hand Parekh (2000) defines culture as â€Å"a system of beliefs and practices in terms of which a group of human beings understand, regulate and structure their individual and collective lives†.Thus, cultural diversity is a variety of cultural differences that requires awareness, understanding and acceptance of th ose differences by managers, making the most of them in order to gain positive outcomes (Scarborough, 2001; Littrell, 2002; Harris et al, 2004; Smith and Peterson, 2005).Cultural differences might have some influences in the way managers manage and motivate their culturally diverse team, and those ways or styles that are carried out in one culture are difficult to be implemented in another due to the difference of traditions, ways of doing things and values of that culture (Hofstede cited Evans et al cited Jackson, 1995).Therefore, further investigation is recommended to be developed to minimise cultural shock in management which could affect business performance. However, this study has been done to offer an up-to-date source of information about multicultural workforce and its influences on management style to motivate employees, which is going to be executed through secondary research.Hence, factors such as cultural diversity and management style should be analyzed in-depth in or der to comprehend what may constrain managers of any multinational organisation to adjust strategies to maintain the business addressed to its objectives.

Texoil Negotiation Exercise Essay - 1681 Words

Reflection Paper - Texoil For the Texoil negotiation, I was in the role of the Service Station Owner. As such, my main objective was to sell the station and get the best possible agreement. My BATNA was $400,000, which represented an offer from British Petroleum and my resistance point was $413,000 after tax, which represented the cost of my trip. My target was $488,000, which included an additional $75,000 to help tie me over until I found a job upon my return. This resistance point represents a purely financial alternative. However, there were several other criteria or interests other than strictly financial which could have been satisfied through non-financial means. My underlying interest or reason for selling the station was†¦show more content†¦It meant I could quickly make counter offers and explore areas that I knew I was prepared to be flexible on. What surprised me the most about our behavior was how well we collaborated. At the beginning of the negotiation, I usually spend a bit of time trying to assess how the other party will negotiate (compete, collaborate, or subordinate). From the beginning of the negotiation, it was very clear that Texoil valued our relationship, was very interested in me coming back to work for them, was concerned about my wife, and was interested in my future plans. This created the right tone for collaborating. This created a basis of trust and openness, which led to creative options, which would not have been possible if one party decided to negotiate competitively. Both parties did a good job of asking questions to delve at the underlying interests, which allowed for give and take, and enabled each side to put forth proposals which could be openly considered. If the tone of the negotiation had been different, I think the Negotiator’s Dilemma might have prevented information from coming out and prevented interests to surface, and thus prevented creative solutions. What I learned about myself was that I was effective at using nibbling as a tactic. I would keep going back to how I was dissatisfied with the amount of the loan outstanding and then try to leverage my dissatisfaction to gain a concession from the other party. I would complain and then remain quiet and seeShow MoreRelatedTeaching Notes1135 Words   |  5 PagesTexoil Teaching Notes By Stephen B. Goldberg Texoil is a two-party, quantified transactional negotiation with integrative potential. The owners of a service station would like to sell their station, and a large oil and gas company would like to buy it. The stations owners are tired of the responsibilities of ownership and want to take a two year sailing trip around the world, while they are still young enough to enjoy such a trip. The oil and gas company is in the midst of a strategic expansionRead MorePost Negotiation Analyses : Case ( Luca Thun )938 Words   |  4 PagesPost Negotiation Analyses Texoil Case (Luca Thun) 1. With what aspects of your preparation were you particularly pleased? Why? How might you have been better prepared? In my opinion my preparation sheet had two aspects which were particularly well. On the one hand I anticipated the issues of the counterpart very accurate in my planning sheet and included the possibility of the owner continuing his job as an additional issue which can be further split in the sub issues salary, working hours and otherRead MoreSelf-Appraisal Paper2467 Words   |  10 PagesNegotiation is one important part of both the professional and personal life in our everyday situations. It is critical for people to resolve disputes, distribute limited resources, and/or create something new that neither party could achieve on his or her own. Negotiations can range from coordinating project timelines with clients to asking for a raise to discussing holiday plans with family members. I used to think that some people were born good negotiators and people like me were simply bad