Communication Style Case Study Essay Example for Free

Communication Style Case Study Essay Communication style is the method used to deliver our messages to others. Its outcome is affected by the style chosen by the individual to relay our message. The different styles are passive, assertive, aggressive, passive-aggressive. Throughout my experience in healthcare, I have either witness or taken part in different situations that used different styles of communication. There are three specific personal scenarios that come to mind when I think about the different styles of communication. First Personal Scenario During a nursing school hospital rotation I was assigned to follow a registered nurse and witness communication between the nurse and client. The nurse entered the clients room and without a courteous greeting such as good morning or a simple hello stated, â€Å"Mrs. Jones here is your medication.† The client responded, â€Å"I do not want it. All you do all day is give me too much medication.† The nurse replied with a firm tone of voice and eye rolling, â€Å"You have to take it. How do you expect to get better if you do not take your medicine?† Both the nurse and client used aggressive communication. The nurse could prevent the conflict with the client had she initiated an assertive style of communication. To improve the communication the nurse should respond assertively with a moderate voice pitch, a relaxed body stance, acknowledge the clients feelings, and encourage the client to address her concerns (Arnold Boggs, 2011). Also the nurse should explain why the client is being given the medication to help the client understand the reason. According to Hansten and Jackson (2009), to make communication clear we must explain why we need to take such actions. In this scenario the outcome using an aggressive style will lead to failure to achieve a client focused therapeutic relationship. Instead the client feels that they  cannot trust the nurse and respond aggressively. Trust is an essential component to a therapeutic relationship (Arnold Boggs, 2011). Had the nurse approached the client with a simple greeting followed by the name of medication and the reason for taking it, perhaps the client would have been more willing to be compliant with the recommended care. Second Personal Scena rio Recently I witness a situation where a nursing assistant was sitting at the nursing station and the nurse was walking by holding medications and a water cup in her hand. The nurse asked the nursing assistant, â€Å"The call light is on in room five and I need to give another client his medications. Would you please see what the client needs.† The nursing assistant crosses her arms and replies, â€Å"I am tired of these lazy nurses. I always have to do everything.† The nurse rolled her eyes and replied, â€Å"Just do your job and do what I asked.† In this situation the nursing assistant responded aggressively. The nurse first used the assertive style then replied using the aggressive style. Instead the nurse should have been consistent with an assertive response. For example she could of replied without rolling her eyes, using a medium voice pitch, abstain from insults, and acknowledge the other persons feelings (Hansten Jackson, 2009). The other person is more likely to listen if they are not feeling insulted and preventing the conflict from escalating (Hansten Jackson, 2009). Also, conflict should be addressed and not ignored to resolve it (Arford, 2005). In this situation the poor communication caused a lack of trust and took the focus away from the clients care. This in turn can cause retaliation among peers and jeopardize quality client care. Both conflicting parties are forgetting that their goal is to provide quality client focus care and collaboration is essential to deliver it. Collaboration helps accomplish better outcomes than one person alone (Arford, 2005). Third Personal Scenario I had a personal situation where the doctor ordered for a twenty-four hour urine collection. The procedure involves collecting the urine immediately after the client voids and transferring it to a special container kept on ice, to preserve the urine. I informed my nursing assistant, â€Å"I started a twenty-four hour urine collection in room 5. Can you please make sure to  check frequently for urine in the bedside commode and place it in the collection container.† The nursing assistance replied, â€Å"Ok. I will.† The next time I went into the clients room I noticed the ice where the container is kept had melted. I then replaced the ice and told my nursing assistant, â€Å"I noticed the ice had melted in room five. Please check on the ice levels hourly.† She replied, â€Å"Ok. I will.† It seemed as if every time I checked on the ice levels they had melted. I found myself frustrated and ended replacing the ice myself to get the job done correctly. I reali ze now that my communication with my assistant was non-assertive. My assistant was passive in her response. I failed to assess my assistant’s level of understanding of the procedure and instead I lost trust and became frustrated. Communication should be clear, complete and explain why we need a task done a certain way (Hansten Jackson, 2009). If I would of taken the extra time to explain the reason why we keep specimens on ice perhaps my assistant would of taken the time to do the task. In return I would have been able to attend to others duties had I been able to trust my assistant. Instead my message was incomplete and my reaction demonstrated a lack of trust toward my assistant. References Arford, P. H. (2005, March/April). Nurse-physician communication: An organizational accountability. Nursing Economics, 23(2), 72-77. Retrieved on March 16, 2014, from http://search.proquest.com.ezproxy.apollolibrary.com/docview/2369346accountid=458 Arnold, E., Boggs, K. U. (2011). Interpersonal relationships: Professional communication skills for nurses (6th ed.). St. Louis, MO: Elsevier/Saunders. Hansten, R. I., Jackson, M. (2009). Clinical delegation skills: A handbook for professional practice (4th ed.). Boston, MA: Jones and Bartlett Learning.

Domestic Violence: Loopholes in the Arizona Legal System Essay

The United States has a long history of domestic violence. Nearly six million American women will be battered by their spouses every year (United Way, 1998). Tradition gives men the right to control their family including their wife. Violence is tolerated under these traditional conditions as discipline (Cohen, 1996). Domestic violence is overwhelmingly committed by men ".. to discipline and coerce women" (Cohen, 1996). "Husbands use violence against their wives as a way of coercing them, establishing control, and conveying rules to regulate 'proper' female behavior (Dobash & Dobash, 1977-1978)." This type of abusive behavior often comes from the ideology that women are subordinate to men (Cohen, 1996). This way of thinking was dominant until the feminist movements when women protested for equal rights and got them. It has still been a struggle to get women's issues recognized by law, however. Domestic violence is a serious issue that needs to be thoroughly addressed, especially in border states like Arizona which have a large Mexican immigrant population, often with traditional views. To have an effective legal system which thoroughly addresses domestic violence, abusers must be held accountable by law for their a ctions and all victims need to be able to receive aid and support from the state. Currently, these requirements for an effective legal system regarding domestic violence are not met in Arizona. Every year there is some 16,000 domestic violence charges filed in the Tucson Police Department and Pima County Sheriff's Office combined (United Way, 1998). The state does have punishment for these abusers. There are many laws is Arizona regarding domestic violence, however there are problems with the... ... Social Policy, and Violence, Journal of Personality and Social Psychology, Vol. 70, No. 5, 1996. Moore, Roberta. Advocate for the Oasis Crisis Center, University of Arizona, 1999. Neff, James; Holamon, Bruce; Schluter, Tracy. Spousal Violence Among Alglos, Blacks, and Mexican Americans, Journal of Family Violence, Vol. 10, No. 1, 1995. Vargas, Alexia. Split Decision, Wall Street Journal, Vol. CCXXII, Nove. 18, 1998. Wabnik, Alisa. Bill Proposes Prison for 3rd Offense, Arizona Daily Star, March 16, 1998. http://www.azstarnet.com/plusb-cgi/fastw... National Research Council. Lack of Research Hampers Strategies to Stem Violence Against Women. May 1, 1996. http://www.nap.edu/bookstore/lsbn/0309054257.htm. United Way of Greater Tucson. Special Report on Domestic Violence, 1998. http://www.unitedwaytucson.org/unitedway/report/domestic.htm.

How to Differentiate Hrd and T&D

In the early 1980s, the field of personnel management shifted its function from handling staffing and related administrative activities to the development of people as a resource of the organization (Sims, R. 2006). Thus, here comes the field of Human Resource Development (HRD). The term HRD started out first simply as â€Å"training†, then involved into â€Å"training and development†(T&D), and finally into HRD. Therefore, some confusion arise relating to the difference between Human Resource Development and â€Å"training and development†.In order to differentiate HRD and T&D, the author illustrates this essay by clarifying the definition of HRD and T&D, their respective main purpose, and the strategies of each term. I. Definition 1. Definition of HRD Because of the evolving nature of HRD, defining HRD is difficult. The first definition of HRD offered by Harbison and Myers related HRD to broad contexts, including economy, political, social and culture contexts, rather than just individuals and organizations.They defined HRD as a process to increase the knowledge, skills and capacities of all the people in a society: â€Å"In economic terms, it could be described as the accumulation of human capital and its effective investment in the development of an economy. In political terms, HRD prepares people for adult participation in the political process, particularly as citizens in a democracy. From the social and cultural points of view, the development of human resources helps people lead fuller and richer lives, less bound to tradition. †(Harbison and Myers, 1964)HRD was also referred as a learning experience provided by employees, leading to the improvement of their performance and/all personal growth (Nadler and Nadler, 1989). A recent definition from Swanson (2009) explained the term HRD as a process of developing and unleashing expertise which aimed at improving organizational system, work process, team, and individual performance . 2. Definition of T&D Generally speaking, training and development is defined as a field concerned with organizational activity whose objective is to improve the performance of individuals and groups in organizational context.To be specific, writers of some literatures have divided the term T&D into two independent parts: â€Å"training† and â€Å"development†. Separated definition for each word is created, which makes the definition of training and development quite straightforward. Training was defined as a â€Å"planned and systematic process to modify or develop attitude, knowledge or skills through learning experiences, to achieve effective performance in an activity or range of activities. † (Garavan et al. ,1995; Harrison, 1993; Reid et al. 1994) .A separate definition of development was that â€Å"the growth or realization of a person’s ability through conscious or unconscious learning, which usually includes elements of planned study and experi ence supported by coaching and counseling† (Wilson, 1999). Similarities can be seen from these definitions that both HRD and T&D provide human resource with learning to improve performance. However, their emphasises are different according to the definitions. T&D focuses more on the improvement of individual performance, whereas HRD is a business approach which plays a crucial role in the improvement of whole organizational.II. Main Purpose of HRD and T&D 1. Main purpose of HRD The key functions of HRD are individual development, organizational development, career development and performance improvement. Actually, the main purpose of HRD is under debate of researchers and practitioners. Should it focus on increasing the performance requirements of its organizations and enhancing the productivity of the workforce or on developing the individual competency and skills? When practiced in productive organizations, HRD should contribute directly to the organization’s goal.As a result, performance improvement becomes the main purpose of HRD. There are many aspects that HRD could improve performance: individual, process, as well as organizational levels. For instance, performance is impeded when the goal of an organization do not fit various internal and external realities (culture, for example). HRD could solve this problem by formulating a goal that fit in the organizational culture while a culture change process being implemented in order to support the goal of the organization. 2. Main purpose of T&DIn many literatures, the purpose of T&D concentrates on individual development. There is need to train and retrain the employees on continuous basis. T&D has the goal of influencing basic values and beliefs of individual. Meanwhile, there are also technical and management T&D programmes related to systems and procedures appeal to the inherent logic, and the planning methods and people skills appeal to the strategies of succeed. The relationship (or differe nce) of HRD and T&D (and other HRD functions) could be illustrated by figure1:Figure1 (Haslinda, 2009) Although the main purpose of T&D is individual development, which is one of the four key functions of HRD, we can not say that T&D is a subset of HRD. HRD and T&D are discrete entities. HRD is the integrated use of T&D, organizational development, career development and performance development to improve individual, group, and organizational effectiveness. III. Strategies of HRD and T&D 1. Strategies of HRD To contribute to the goals and missions of the organization, efforts of making HRD strategies must take place.First, there should be a clear overview of the relationship between the organization’s missions, strategic agenda, and competitive environment. Followed by an assessment of the current capacity of workforce, special needs are identified. An evaluation system needs to be built in order to examine if the target competencies indeed enhance the actualization of organi zational goals. Finally, the organization needs senior leadership and a culture that support lifelong learning of the work role of each employee. 2. Strategies of T&DTraining and development in an organization also requires a mechanism that establishes the competencies required by an organization to achieve success. Therefore, the strategy of T&D includes 1) identifying the employees’ training needs, 2) finding out the HR strategic plan, 3) establishing personal developing plans and 4) evaluating the T&D outcomes by assessment. The process could be revised over and over again. The strategies of HRD and T&D have several points in common. However, those tiny distinctions make HRD a more strategically orientated organizational process.

Qu pasa con mexicanos menores detenidos en la frontera

Estados Unidos y Mà ©xico tienen un acuerdo que aplica a los menores de edad de esta à ºltima nacionalidad que son agarrados cruzando la frontera entre esos dos paà ­ses. Sin embargo, su aplicacià ³n ha sufrido un importante cambio recientemente. Qu dice la ley para el caso de menores de Mxico (que no de Centroamrica) Los mexicanos menores de 18 aà ±os que son agarrados cruzando ilegalmente la frontera son devueltos a Mà ©xico tras serle tomadas las huellas digitales. Muchas veces, el regreso se hace incluso el mismo dà ­a, por autobà ºs. Pero grupos criminales de trà ¡fico de personas y/o drogas comenzaron a tomar ventaja de esta regla legal para reclutar - a veces con violencia o coacciones-   menores mexicanos para actuar como polleros y cruzar la frontera con migrantes indocumentados o narcà ³ticos.   Para hacer frente a esa situacià ³n, las autoridades de los Estados Unidos detectaron que muchos jà ³venes cruzaban como polleros la frontera numerosas veces, encontrà ¡ndose casos de muchachos que ingresaron ilegalmente unas 60 veces. Para poner fin a esta situacià ³n de ingresos ilegales repetidos se comenzà ³ a cambiar la aplicacià ³n de la ley Cmo se est aplicando ahorita el acuerdo entre Estados Unidos y Mxico Cuando la Patrulla Fronteriza arresta a un menor mexicano que acaba de cruzar la frontera mexicana ilegalmente lo retiene en un centro cercano al lugar de su detencià ³n por un tiempo limitado. Despuà ©s de sacarlas las huellas digitales y de entrevistarlo, si consideran que es un caso de ingresos repetidos se lo està ¡n entregando  a la Office of Refuge Resettlement. A continuacià ³n estos menores son enviados a un centro de detencià ³n de migrantes donde precisamente està ¡n los centroamericanos que en muchas ocasiones intentaron introducir ilegalmente en Estados Unidos. El centro de detencià ³n puede estar en cualquier estado y pueden ser enviados por avià ³n. Por lo general, pueden acabar muy lejos del lugar en el que fueron detenidos. Qu pasa una vez que los menores mexicanos llegan al centro de detencin Comunicacià ³n: se les permite comunicarse con su familia en Mà ©xico. Tener presente que desde el dà ­a de la detencià ³n a la primera llamada pueden pasar varios dà ­as, incluso 10. Y eso puede ser un gran motivo de angustia para las familias, porque durante esos dà ­as no saben quà © pasà ³ con el muchacho. Traslados: es posible que cambien de centro de detencià ³n. Clasificacià ³n: se les clasifica en tres categorà ­as por colores: pà ºrpura, amarillo y verde, segà ºn su grado de peligrosidad. Vida cotidiana: si no son peligrosos pueden, en ocasiones, salir del centro de detencià ³n (acompaà ±ado y controlado) Cargos: no son acusados de nada en particular. Tiempo: la detencià ³n dura, como media, 75 dà ­as, aunque hay casos mà ¡s cortos y otros que han llegado a durar seis meses.Cuando acaba la detencià ³n se les expulsa a Mà ©xico, llevando esto aparejado su penalidad. Qu busca Estados Unidos con estapoltica y qu consigue Persigue bà ¡sicamente dos fines: Poner fin a los repetidos ingresos ilegales de menores de edad mexicanos. En este sentido, la polà ­tica ha sido un gran à ©xito, ya que se ha detectado una caà ­da enorme en el nà ºmero de jà ³venes que, despuà ©s de ser retenidos en los centros de detencià ³n, regresan de nuevo a Estados Unidos como polleros (se sabe porque como se les toma las huellas es posible determinar quià ©n ha sido detenido con anterioridad y cuà ¡ntas veces). Y, tambià ©n intenta sacar informacià ³n sobre quà © lugares utilizan los contrabandistas de personas para esconder migrantes ilegales y/o drogas. Consecuencia negativa de esta poltica La principal es que se conoce que ha habido casos en los que las bandas de narcos que reclutaron a jà ³venes como polleros se han vengado en ellos o sus familias por sospechar de que han dado informacià ³n a la Patrulla Fronteriza. Asimismo, es una medida criticada porque son casos de detenciones sin que a los detenidos se les acuse formalmente de nada. A tener en cuenta En el caso de menores de 21 aà ±os que no està ©n casados y que hayan sido abandonados o abusados por uno o ambos padres podrà ­an beneficiarse del programa de Inmigrantes Juveniles Especiales (SIJ, por sus siglas en inglà ©s), si se cumplen todos los requisitos. Telfonoimportante para encontrar informacin gratis El telà ©fono del Centro de Informacià ³n y Asistencia a Mexicanos (CIAM) brinda gratuitamente importante ayuda a presos y tambià ©n a sus familiares. Se puede marcar desde Estados Unidos y tambià ©n desde Mà ©xico. Informacin de inters En situacià ³n diferente a los mexicanos menores se encuentran los  centroamericanos detenidos en la frontera, a los que se aplica reglas diferentes.   En el caso de que la persona de la que se sospecha que està ¡ detenida sea mayor de edad, tanto mexicana como de otro paà ­s, existe una base de datos para encontrarlos. Por à ºltimo, tener en cuenta que dentro del interior de los Estados Unidos tambià ©n existen  controles de la Patrulla Fronteriza  y que ingresar ilegalmente despuà ©s de haber sido deportado està ¡ entre los  casos que son prioritarios para una nueva deportacià ³n. Finalmente, antes de cruzar ilegalmente la frontera conviene estar familiarizado con quà ©Ã‚  es el castigo de la prohibicià ³n permanente y  que las consecuencias pueden ser graves, incluyendo aà ±os de prisià ³n, multa y perjuicios migratorios de por vida. Este es un artà ­culo informativo. No es asesorà ­a legal de ningà ºn tipo.