End of life care child

End of life care child Care of a child with end of life During my clinical rotation at children cancer hospital, I encountered a child of 6 years old who was going through relapse of Acute Lymphoblastic Leukemia (ALL). The child and parents had difficulty talking to the staff and doctors due to inability of understanding language. The child was not in a position to talk to anyone except to few words to mother and father. While taking history from child’s father, it came to my knowledge that the child was diagnosed with Acute Lymphoblastic Leukemia in the month of September, 2014 and according to father he was diagnosed couple of months late. The child was receiving chemotherapy for three months but unfortunately the child developed relapse after the third cycle of chemotherapy. The doctor then informed the parents that now their son won’t be cured and ultimately the child passed through the end of life. As per the assessment the child had lost appetite, nasal bleeding, stomachache, nausea and vomiting. In addition, he was fa tigue, had bruises all over the body and had lost weight. The father was completely hopeless and was continuously denying the fact. Furthermore, he said that my child was diagnosed earlier than the other children admitted in this hospital with the same disease then why my child’s disease is incurable. Moreover, he emphasized if I can help his child in anyway. I found myself completely lost at that time because I wasn’t able to help father with what he was asking for. I felt like crying from inside because the child was so young and I could just realize how it feels losing a child at this age. Meanwhile, I controlled myself and tried to support father emotionally. I was able to take care of child and family on a whole with the all aspects but due to limitations of this paper, I’m considering only physical, psychosocial and end of life aspects. The child experienced substantial sufferings at the end of life and the communication with the parents was deficient. Increased focus on the palliative care needs of children with advanced cancer and their families makes an environment that fosters fundamentally improved end-of-life care and parents also report better preparedness for the end-of-life course and less suffering in their children. (Wolfe et al., 2008). The physical symptoms of the child were noticeable and painful. The physical disabilities were also associated with social role difficulties as the child was not able to socialize with his friends, relatives and parents. The literature also affirms that children with physical performance limitations are less likely to go to school or intermingle with friends and family (Tomlinson et al ., 2011). In addition children with physical sufferings are less likely to spend time with friends for social activities and less likely to participate in leisure time activities. As a health care provider for this child, I was able to help the child to reduce his physical sufferings by talking to him in his own language and listening to his concerns regarding his health. As the child wasn’t talking to anyone so I helped him to get socialized with the help of play therapy. Health care professionals, who care for children with long term physical problems, are urged to give careful attention to the emotional well being, behavior and social adjustment of children and their parents (Goldman, Hain and Liben, 2006). Psychosocial problems are often seen in children with chronic and live long illnesses. Childhood cancer affects allaspects of family life. For this reason, the care is not only focused on a child, but also to the child’s family and other parts of the child’s life. The parents of the child were not given enough attention from the staff and doctors because they considered that their child is not going to live anymore and everyone was asking me to give them emotional support instead of supporting them. Health care professionals who care for children with long-term physical health problems are urged by experts to give careful attention to the emotional wellbeing, behavior, and social adjustment of their patients (Wales, 2011). Having a child with cancer is usually a new experience for all family members. It can be very stressful, so it’s no surprise that families need education, support, and counseling to cope with it or else they will end up with depression and anxi ety disorders (Himelstein, 2006). Psychosocial support includes advocacy, education, supportive counseling, psychotherapeutic and behavioral interventions (Foster et al., 2010). I did advocacy on behalf of my patient as the child was kept in a procedure room where everyone was disturbing him and his parents during the last period of his life, so they were taken to the separate room. Palliative care professionals understand that each family is different and that a thorough psychosocial assessment is a precursor to developing an individualized plan of care that has the greatest potential for good outcomes. Psychosocial assessment should be ongoing and open ended and can be elicited simply by asking families to share their concerns with the health care team at each encounter (Friebert, Levetown and Carter, 2011) The impact of a child’s chronic illness and end of life on parents and the rest of family members is great. Sometimes it may not be possible to cure child with chronic illnesses despite the great efforts from health care team. Parent’s play an important role in helping a child continues to live a comfortable life and prepare for a dignified and peaceful death. It is the most difficult step for parents but it is necessary for them to talk about death to their children. Some parents believe that they are protecting their child by withholding the truth. However, most children with advanced cancer already know or suspect that they are dying, based on the changes they experience inside their bodies and observation of adults around them (Aschenbrenner, Winters and Belknap, 2012). The parents of the child I was caring for was not ready to tell their child about death because it was difficult for them to talk to their child about death and the father said to me that â€Å" he cannot tell his son that he is going to die and he is not able to do anything for him now†. I talked to the father that it is important for them to be honest and open. His child will feel less anxious and alone if he knows what to expect, and talking about his childs death enables him and his child to have an end by expressing love, sharing memories and saying good-bye to each other (Sullivan, Gillam and Monagle, 2014). Allowing child to talk about his or her fears and questions about death will help parents in understanding how to respond to these questions (Wolfe et al., 2008). A major factor influencing child’s understanding of death is his or her developmental level. For instance, preschool children are too young to understand the concept of death. School going children are just starting to comprehend death as a final separation. Meanwhile, adolescents and teenagers usually have an adult understanding of death. Childs understanding of death is also influenced by fam ily’s religious belief, cultural norms and views read in book or seen on television (Forster and Windsor, 2014). Since palliative nursing is entirely a different field so there should be a team which work in collaboration with other health care professionals to reduce the sufferings of the client and support the family on a whole during the end of life care. Child should be assessed on a daily basis for the physical symptoms and must be taken actions to work on symptoms if present. Parents of a child should be given guidance and support during the end of life so they go through this hard time smoothly. Bereavement is parents right and must be respected by health care professionals. Care delivery programs and health insurers, government as well as private should cover the provision of comprehensive care for terminally ill individuals who are nearing to death. Patient communication and advanced care planning that are actionable, measurable and evidenced based must be incorporated in quality standards. Health care organizations should establish the appropriate training and certification requiremen ts to strengthen the palliative care knowledge and skills of all health care providers who care for individuals with advanced serious illness who are nearing the end of life. In addition palliative care is now becoming an important approach to preventing and reducing sufferings in patients and families. It is recommended that primary palliative care should be a core skill of every health care professionals dealing with patients with advanced or serious illnesses. References Aschenbrenner, A., Winters, J. and Belknap, R. (2012). Integrative Review: Parent Perspectives on Care of Their Child at the End of Life.Journal of Pediatric Nursing, 27(5), pp.514-522. Forster, E. and Windsor, C. (2014). Speaking to the deceased child: Australian health professional perspectives in paediatric end-of-life care.International Journal of Palliative Nursing, 20(10), pp.502-508. Foster, T., Lafond, D., Reggio, C. and Hinds, P. (2010). Pediatric Palliative Care in Childhood Cancer Nursing: From Diagnosis to Cure or End of Life.Seminars in Oncology Nursing, 26(4), pp.205-221. Friebert, S., Levetown, M. and Carter, B. (2011).Palliative care for infants, children, and adolescents. Baltimore: Johns Hopkins University Press. Goldman, A., Hain, R. and Liben, S. (2006).Oxford textbook of palliative care for children. Oxford: Oxford University Press. Himelstein, B. (2006). Palliative Care for Infants, Children, Adolescents, and Their Families.Journal of Palliative Medicine, 9(1), pp.163-181. Sullivan, J., Gillam, L. and Monagle, P. (2014). Parents and end-of-life decision-making for their child: roles and responsibilities.BMJ Supportive Palliative Care. Tomlinson, D., Hinds, P., Bartels, U., Hendershot, E. and Sung, L. (2011). Parent Reports of Quality of Life for Pediatric Patients With Cancer With No Realistic Chance of Cure.Journal of Clinical Oncology, 29(6), pp.639-645. Wales, J. (2011). Promoting Psychological Well-Being in Children with Acute and Chronic Illness.Child and Adolescent Mental Health, 16(4), pp.223-223. Wolfe, J., Hammel, J., Edwards, K., Duncan, J., Comeau, M., Breyer, J., Aldridge, S., Grier, H., Berde, C., Dussel, V. and Weeks, J. (2008). Easing of Suffering in Children With Cancer at the End of Life: Is Care Changing?.Journal of Clinical Oncology, 26(10), pp.1717-1723.

What Is the Distinction Between Equal Opportunities and Managing Diversity? How Is It Possible to Justify Either in an Organisation?

What is the distinction between equal opportunities and managing diversity? How is it possible to justify either in an organisation? What are the distinctions between equal opportunities and managing diversity? Equal opportunity ensures that all personnel decisions that relate to recruitment, pay and promotion are only based on an individual’s capability to do their job well. Equal Opportunities: The term used to describe ‘policies and practices that tackle inequalities, aiming to ensure that all staff are treated fairly, and that service users do not experience discrimination’Equal opportunity is concerned with keeping within the law; all organisations are required by law not to discriminate an individual by reasons of their colour, marital status, disability, gender, race, nationality or ethnic or national origins. At the very least organisations should abide by the; Equal Pay Act 1970, Sex Discrimination Act 1975, Race Relations Act 1976 and the Disability Discrimination Act 1995. Diversity however is a more wide-ranging approach to equal opportunity. Diversity focuses on valuing the varying of qualities that employees bring to their job and organisation. Managing diversity therefore is when a manager creates an environment where the employees feel valued for their individual talents and where the employee’s skills and competencies are fully utilised. Taking advantage of all employees’ full potential will benefit the organisation in many ways; such as it will encourage employees to work to the best of their ability and a wide range of experience, creativity and ideas will be brought to the organisation. Managing diversity can be defined as ‘a planned, systematic and comprehensive managerial process for creating an organisational environment in which all employees can contribute to the strategic and competitive advantage of the organisation, and where no one is excluded on the basis of factors unrelated to production. ’ Equal opportunities within the workforce have many advantages; everyone is treated fairly and without prejudice, removing barriers which impact more harshly on individuals of reasons such as gender, disability, and race, focusing on an individuals abilities rather then who they are. Furthermore the concept of equal opportunities also has its disadvantages; positions such as nurses are mostly seen as a ‘women’s job’ therefore a patient might not be comfortable with having a male nurse and a job that requires heavy lifting is seen as a male position therefore a male is more likely to be recruited. If two candidates both have the qualifications needed for the job description, managers may feel that they should recruit the candidate who fits the equal opportunity policies rather then the candidate who they feel is more suitable to cope better with the dedication that the job requires. Diversity within the workforce has many advantages. These advantages include; a greater access to a wider range of individual strengths, experiences and perspectives, a greater understanding of the diverse groups of potential and existing customers represented within the workforce, better communication with these diverse groups of potential and existing customers and an improved legitimacy and organisational image across a wider audience. Diversity within the workforce also has disadvantages as well as advantages. Some of the disadvantages include; an increase in conflict among the workforce as differences in opinion makes it more difficult to agree on solutions, poorer internal communication because levels of knowledge and comprehension differ between employees, an increase in the management costs that arise from dealing with potential conflict and communication problems. Valuing diversity means that organisations recognise that all individuals have complex identities made up of many strands. These can include, but are not limited to, gender, ethnicity, age, sexual orientation physical and mental aptitudes, nationality, socio-economic status, and religious, political or other beliefs. This means we embrace and celebrate our differences in a positive environment, and are committed to engage with the needs of our diverse staff and users to enable us, both individually and corporately, to achieve our aims. From 1971 to 2001 the rate of female participation in the workplace had increased from 56. % to 72%. This increase is due to equal opportunities; all organisations are required by law not to discriminate an individual by their gender, both men and women are equal. The Sex Discrimination Act meant that both men and women are to be treated equally in the recruitment and selection process therefore resulting to an increase of female participation in the workplace which then resulted to a decrease in male participation rate, now at 84% (Equal Opportunities Review). However equal opportunity is not yet completely equal; for instance pay differentials between men and women have only narrowed down a little since initial improvement after implementation of Equal Pay Act 1970, women still earn 18% less. Racial and ethnic groups’ rate of unemployment is still more compared to white population. Also disabled peoples’ rate of employment is 53% compared to 84% for non disabled. Age discrimination often occurs; both being too young and being too old is discriminated against. Coded language in a job description is used to identify the age range in which they managers are looking for. Managers tend to see young applicants as less worthy and less capable of fulfilling the job position. Managers also see old applicants as unreliable and they are not regarded as long term workers so they are less likely to hire an older applicant. Not all discrimination however is direct discrimination. Indirect discrimination can occur; this is when a requirement is applied equally but it affects one group more negatively then the others. Managers are faced with a number of problems when it comes to equal opportunities and diversity. Firstly they are faced with the problem of how to ensure fairness; it is not always possible to comply with the rules, for instance where a job requires heavy lifting it is more practical to seek a male worker as they are known to be the psychically stronger sex however this is not always the case. Another question managers need to face is should they ignore the differences and treat people equally or acknowledge differences and treat people differently? Everyone is an individual and therefore their differences should be taken into account when a manager makes a decision; for instance an employer has to make reasonable adjustments in respect of a disabled employee. Equality and diversity is vital for both the employees and the success of the organisation. Managers have a moral obligation to treat all individual with the same fairness and equality. It is important for managers to make their decisions without prejudice and stereotype. However it could be argued that a manager’s aim is increase profit not morality. Equality and diversity is also important to the success of a business. Equality and diversity would lead to a positive company image; therefore attracting customers and creating customer loyalty. However it is difficult to find a meaningful measure of equality and diversity. How is it possible to justify equal opportunities and managing diversity in an organisation? Tesco is an example of an organisation that tries to provide diversity for all individuals, no matter their differences. For example Tesco has devoted itself to providing more employment opportunities to disabled people by signing agreements with disability employment providers Remploy and the Shaw Trust. This has lead to 400 disabled people getting recruited. â€Å"The local community is very important to Tesco and these vital agreements ensure we help local disabled people to find employment† announced Claire Peters, head of resources. Another example is that Tesco tries to extend its workforce’s working knowledge of religions operating in the UK. Tesco issues employees with religious toolkits to improve their knowledge and understanding of all religions and their corresponding festivals, daily routines and eating habits. Tesco also provide mangers with a support pack at Ramadan which help them understand how to support staff and customers better during this time of fasting for Muslims. ‘Everyone is welcome’ is the name given to Tesco’s diversity work and it is driven by the value ‘look after our staff so they can look after our customers. Everyone is welcome trains managers so that they will feel more confident in encouraging talent from more under represented groups. Tesco takes part in national benchmarking surveys, giving them an independent assessment of how they perform under each area of diversity. This year they were awarded Gold standard in the Opportunity Now benchmarking survey and they were also recognised as an Age Positive Employer Champion by the Department of Work and Pensions. They ha ve recently completed the Employer's Forum on Disability Survey and the Stonewall Diversity Champions Index. In addition another organisation that aims to provide diversity within the workforce is Toys R Us. Toys â€Å"R† Us is a major retailer of toys and children's merchandise and has stores spread across the world. To ensure the employees are comfortable with discussing differences, Toys R Us chose to begin their workforce diversity with one day of LIFO training. LIFO training has gone beyond the successful, turnover-reducing diversity program to take an important part in the management development curriculum and in training line managers to facilitate performance improvement with store personnel. The workforce diversity program aims to encourage employees to discuss their differences and to ensure they feel comfortable and to provide a great source of insight. It is aimed to enable their participants to open up and share with each other their own styles and how their styles had helped or hindered them in the business setting. Including LIFO training in the diversity workforce program has enabled Toys R Us to achieve a number of key program goals and it has helped participants identify behaviours they want to change and what will motivate them to change. In conclusion the distinction between equal opportunities and managing diversity is; equal opportunities are policies that tackle inequality such as race and gender whereas managing diversity focuses on the varying of qualities whereby managers create an environment where the employees feel valued for their individual talents. The equity and diversity policies are designed to develop equal opportunities policies, provide training, review recruitment, selection, promotion and training procedures, consider the organisations image, set an action plan and draw up a clear and reasonable job criteria. References: Managing diversity (Online) Available at: http://www. ncvo-vol. org. uk/askncvo/index. asp? id=178 Accessed on 23/4/08 Tesco diversity (Online) Available at: http://www. tescocorporate. com/page. aspx? pointerid=7CA5D7226B6E40808B3FFC797B2443D7 Accessed on: 24/4/08 Diversity and equal opportunities (Online) Available at: http://www. nationalarchives. gov. uk/jobs/equalopportunities. htm Accessed on: 25/4/08 Toys R Us (Online) Available at: http://www. bcon-lifo. com/doc_library/ToysRUs_turnover. htm Accessed on: 25/4/08

Family and Unilever

2. 1 Macro Environment 2. 1. 1 Economy – Residential a) Economic -The policy of the Vietnamese industry is mutually agreed to build the economy of Vietnam following the trend of industrialization and modernization; giving priority to attract foreign investment, especially from transnational companies and multinationals such as Unilever to increase its budget. The domestic market (wholesale, retail, flow of goods, etc. ) has grown much more.And infrastructure in major cities, especially Ho Chi Minh City have been adequate investment, first on a par with other countries in the region. -Unilever Vietnam as the consumer goods market in this new, more â€Å"land† to business. -Economic growth of Vietnam is low possibility that high consumption of products. -Finance, Vietnam credit growth, the stock market is fragmented. In addition, telecommunications systems, communications, telephone charges, postal and Internet have the highest rates around the world.So, it the introducti on of the Internet in business is not possible for Unilever, although the company has repeatedly refers to this goal as a way to reach customers and promote your products successfully in industrialized countries. b) Population -In addition to the extended family model non-traditional married family. Also added and growing one share, and have major differences in consumer decision model extended family. -Distribution of population in Vietnam is very uneven.Rural population lives in 72%   Large-scale population of 86 million people (13th in the world), rising by about 1 million per year. $ Hardworking, eager to learn, is considered receptive knowledge, new technology. So promise quality human resources for Unilever   -Vietnam Educational level is relatively high, especially in urban areas. A lot of people graduating from high school and college †¦ compared to other countries; further intellectual labor in Vietnam better performance excellence in technology-so this is an abund ant human resources for the company. Vietnam has a young population structure and popular model extended family (including grandparents, uncles, etc. ) opportunities for Unilever because this is the company's target customers. -Population-planning policies of the government will make in the next few decades, young people will grow old and aging population structure is no longer an advantage for Unilever. In addition, the extended family in the middle (the most common family structure in Vietnam), the choice of buying a product, especially high-end products, generally considered very carefully.So, group consumption of personal care items (personal care) not as much as senior SSWD group (single, separate, widowed, divorced) in the capitalist countries. 2. 1. 2 Politics and law a) Political In the context of terrorism, war, epidemics, etc. Recently, the Vietnamese politics is considered stable and was selected as one of the safest destinations in Asia-Pacific own, and bring peace of mi nd to investors. Unilever-a world renowned company with strong financial background has decided to set up a branch in Vietnam – Unilever Vi? t Nam.We show that they also felt good political environment in our country's favorable conditions for long-term growth of the company. b) Legislation Legal system more complete, create favorable conditions for foreign companies such as Unilever to promote investment, business   Done still complain opinions (both excess and insufficient, inconsistent, overlapping   Our country's economy is on track to develop stronger, deeper integration into the world economy, thus modifying, perfecting the legal system that are consistent with international law is very same urgency. 2. . 3 Nature and technology a) Natural Vietnam is located in a relatively favorable position in the region, with a long coastline, many large seaports to facilitate the export of goods when Unilever began to focus on exports in the near future. Hot and humid tropical c limate is not suitable for some products originating from the parent company in Europe. Vietnam particularly rich source of medicinal raw materials for the production of consumer goods as well as research products. b) Technology -In terms of the country's technology still weak, so Unilever bring their echnology not only their most advanced   -The change in production technology at the plant is small, even if it was done in the branch Unilever in another markets. The only change when the demands of the competition. -Because Unilever consumer goods production has more or  «Technology » fairly stable   2. 1. 4 Culture and Society – Vietnam has a very diverse culture, rich and rich -Vietnam is a country of religious freedom to distribute, advertise products not subject to many constraints too strict as many other Asian countries. Vietnam state religion is Buddhism, traditional customs and rites bold Asians. Culture regions, provinces, districts and villages. 2. 2 Micro En vironment 2. 2. 1, customers Lipton target customers are elderly or middle-aged (30-50). They will be making decisions for the majority of problems in life, including the choice of the consumer to buy the product. â€Å"Many tea drinkers choose Lipton because it is really inexpensive and you can get it just about anywhere. It is surprising that more people do not drink tea, as they would longer, happier and healthier lives if they did† (Winslow 2006).Furthermore, some customers think that taking anti-oxidants are healthy, thus, customers drink a couple of gallons per week: â€Å"Tea makes you look younger too and gives you energy as well. 2. 2. 2 Competitors One of the major competitors for Lipton in the world ice tea market is Nestle Refreshment Company, maker of Nestea Ice Tea, well-known competitor for Lipton ice tea. Like Lipton-Unilever, Nestle Refreshment Company has forged agreement with another soda manufacturer, Coca Cola.

United States Intervention in Iraq Essay - 2113 Words

United States Intervention in IRAQ Table of Contents Type chapter title (level 1) 1 Type chapter title (level 2) 2 Type chapter title (level 3) 3 Type chapter title (level 1) 4 Type chapter title (level 2) 5 Type chapter title (level 3) 6 US Intervention in IRAQ: Introduction: The war on terrorism led the United States to intervene and play a vital part in world history. The United States administration decided to send our troops to help destroy weapons of mass destruction under Saddam Hussein’s regime in Iraq. This project discusses the impact, perception and results of United States involvement in the Iraq war. Initially, there was a lot of controversy and questions on why we were involved, why we attacked Iraq and what†¦show more content†¦1996 September – United States extends northern limit of southern no-fly zone to latitude 33 degrees north, just south of Baghdad. 1998 October - Iraq ends cooperation with United Nations Special Commission to Oversee the Destruction of Iraqs Weapons of Mass Destruction (Unscom). 2.Operation Desert Fox 1998 December - After Unite Nations staff is evacuated from Baghdad, the United States and United Kingdom launch a bombing campaign, Operation Desert Fox, to destroy Iraqs (supposed) nuclear, chemical and biological weapons programs. Weapons inspectors return -2002 September – United States President George W Bush tells skeptical world leaders at a United Nation General meeting to confront the grave and gathering danger of Iraq - or stand aside as the United States acts. 3.Saddam ousted 2003 March – United Kingdoms ambassador to the United Nations says the diplomatic process on Iraq has ended; arms inspectors evacuate; United States President George W Bush gives Saddam Hussein and his sons 48 hours to leave Iraq or face war. 2003 March – United States-led invasion topples Saddam Husseins government, marks start of years of violent conflict with different groups competing for power. 2003 July – United States-appointed Governing Council meets for first time. 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