Models Of Strategic Change

Models Of Strategic Change Strategic Change Management This unit is written with reference to strategic change management. It gives an understanding of the models of strategic change making the concept clear. It gives an insight into the theories to make the idea a positive concept and not a negative one. Change is not always negative. It paves way for a development too but it is often taken as something that disturbs routine. It is difficult to do something other than the normal way but we do fail to accept the fact that a change can make things work better and whatever changes are made should have been decided after quite consideration. Change has become the normal way of life but success requires an organization to optimize and coordinate across the whole business. Understanding the different types of change that are required and the options available for management is a critical step in building the capacity to manage change within your organization. Acknowledgements I dedicate this assignment to my mother who worked hard all lifelong only for the upbringing of her daughters. She stood for us like the Rock Gibraltar in times of trouble. Being a single mother, she struggled hard sometimes even to feed us. Life has been too unkind to her but she never complained rather tried her best to give us a positive image of the world and the power to struggle and a never say die attitude. I am indebted to her giving me life and the power to live it in a decent way. TABLE OF CONTENTS PAGE NO. Acknowledgements Introduction Task 1 Task 1.1 Discuss the models of strategic change Task 1.2 Relevance of models of strategic change to organizations in the current economy Task 1.3 Assess the value of using strategic intervention techniques Task 2 Task 2.1 Examine the need for change in an organization Task 2.2 Assess the factors that are driving the need for strategic change in an organization Task 2.3 Assess the resource implications of the organization not responding to strategic change Task 3 Task 3.1 Develop systems to involve stakeholders in the planning of change Task 3.2 Develop a change management strategy with stakeholders Task 3.3 Evaluate the systems used to involve stakeholders in the planning of change Task 3.4 Create a strategy for managing resistance to change Task 4 Task 4.1 Develop appropriate models for change Task 4.2 Plan to implement a model for change Task 4.3 Develop appropriate measures to monitor progress Introduction This unit helps would-be-managers to understand the nature of change and to cope with it. It gives an understanding about change and the ways to manage with it without disturbing the working of the organization. In this unit we have discussed the different definitions and models of change which have been given by thinkers in the past which helps in evaluating the relevance of models of strategic change to organizations in the current economy. As we proceed, we examine the need for change and assess the factors that are driving the need for it. Also, the resource implications are discussed which do not respond to strategic change. The theories given by Kotter, Prosci, Lewis and others are milestones of the research on change management. Their theories have helped in thorough understanding of change management. As the topic develops, it gives vital information on the reasons of change in markets, budget pressures, new technologies and other new programs such as TQM and re-engineering. All in all, the topic is an important resource on the factors and implications that bring change. Another unavoidable and inseparable resource of the organization is stakeholders of the company. The topic discusses about systems modelling, divergence and convergence and methods of involving them into organization. It is also quite obvious that change brings resistance; therefore this unit enables us to manage resistance giving a way to strategies such as communications, education, forums, etc. The entire work gives a clear picture of change management. All a manager needs is to understand the criteria and manage with a difference on the guidelines of the researchers. Task 1: Discuss the Models of Strategic Change There are many theories about how to manage change. Most of the theories originate with leadership and change management guru, John Kotter who is a professor at Harvard Business School and world renowned change expert. The following eight steps in the change process are his contribution. JOHN KOTTER: Eight steps to transforming an organization (Kotter.J, 1995) Establishing a sense of urgency Forming a powerful guiding coalition Creating a vision Communicating the vision Empowering others to act on the vision Planning and creating short term wins Consolidating improvements and producing still more change Institutionalising new approaches Kotters research gave a whole new way to managing change. A programme of planned change and improved performance developed by Lewin involves the management of a three-phase process of behaviour modification. H:collegeimagesCAW3ZYXL.jpg Lewins Change Management Model Source: http://www.infed.org/thinkers/et-lewin.htm Unfreeze- Reducing those forces which behaviour in its present form, recognition of the need for change and improvement to occur. Movement Development of new attitudes or behaviour and the implementation of change. Refreezing Stabilising change at the new level and reinforcement (Hardy 1996) A new culture should be created within the organization such that managers look to change as an opportunity and adapt their business system to continuously emerging conditions. (Hussey 2000) Proscis ADKAR Effective change management demands five key goals to form the basic ADKAR model: Awareness of the need to change Desire to participate and support the change Knowledge of how to change (and what change looks like) Ability to implement the change on a day-to-day basis Reinforcement to keep the change in place (Hiatt 2003) http://www.change-management.com/tutorials/baseballhands.jpg Proscis ADKAR Source: http://techotoys.com/qwxDnJu0J/ Action Research Action research refers to a way to look at ones own work practically and check as he would like it to be. Because research is done by the person himself or the practitioner, it is called practitioner based research. It is also referred to as a form of self reflective practice because it involves the person himself and his own work. (Hardy 1999) http://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5whttp://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5w http://www.llas.ac.uk/images/projects/action_research.gif Action research Source: http://www.llas.ac.uk/projects/2837 Task 1.2 Evaluate the relevance of models of strategic change to organizations in the current economy Teambuilding Consensus Strategic change models, as discussed above are the keys to success of any organization provided they are implemented in a sophisticated way. To achieve effective team decision making leadership, (Franzen 1994) describes Consensus Team Decision Making CTDM model which has three key pillars. Maintain high conceptual level Strive towards consensus Manage the decision making process Strategic interventions Types of interventions selected for a project although depend on variety; they are highly concentrated in a project. Strategic interventions are useful in situations like Rapid changes in the external environment Rapid or stagnant sales Increased competition Rapid expansion of markets Mergers and acquisitions (Lewin 2005) Decision Making Contingency Theory of Decision Making Decision participative contingency theory or the Normative Decision Theory is a model which says that the efficiency of a decision procedure depends on a number of aspects of the situation: the importance of decision quality and acceptance; the quantity of relevant information possessed by the leader and subordinates. (Fiedler 1999) In the autocratic style, the leader takes decisions without consulting others. (Lewin 2005) The participative style leadership, also known as participative democratic leadership style does the job of creating and maintaining healthy relationships between the employees and their leaders.(Kotter 2007) Proactive and Reactive (Whitehead 2006) PROACTIVE REACTIVE Needs to have and use own answers Understands the power of and uses team in solving problems Makes decisions by self Requests that team members make decisions Pushes for results Shares a vision so compelling the team wants to move towards it Reacts to change Foresees and influences change Teaches team to expect direction Teaches team to be self reliant Focuses on finding and fixing problems Focuses on achieving performance outcomes Quick to punish on mistakes Lets the team learn by errors Task 1.3 Assess the value of using strategic intervention techniques in the organization The most important asset of any organization is human resource and strategic intervention helps them to adjust with the changing strategies of the organization and understand it.(George 1999). At Sapphire Beauty Box, it is vital to have a peaceful mind and sound behaviour as this profession deals with direct clientele. The method of strategic intervention assists the employees of Sapphire to find meanings to their life, discover what, and why they do and how to meet their needs in positive and negative ways which helps to promote sustainable change. (Hiatt 2006) Human Process Interventions: These are helpful in particular during change project in organizations where there are some combinations of many new employees, different cultures, working together, many conflicts, etc. Activities: Coaching, counseling, delegating, group learning, virtual teams, etc. ( Hiatt and Creasey 2003) Techno-structural Interventions: These interventions are helpful in particular for rapid growth but few internal systems to sustain growth, many complaints from customers, etc. Activities: Balanced scorecard, downsizing and out placing, ISO 9000, Six sigma, etc.(Kurt 2005) Human Resource Management interventions: These interventions are helpful in situations like establishment of new organizational goals, implementation of technology for a short time, low productivity, etc. Activities: Staffing, evaluating performance, career development, employee wellness programme (George 1999) Task 2.1 Examine the need for strategic change in the chosen organization Reasons for change Change in market: The United Kingdom is going through recession and there has been recession and the CPI annual inflation has rose to 3.3%. (London Business Times 2009). There has been increase in prices, job loss, bankruptcy and what not. Every business has gone through losses and needs to cover up their expenses. (Fiedler 1999). At this point of time, Sapphire needs to change accordingly to ease customers at their purse and still keep them coming. Economic downturns: Due to price rise, the raw material needed at the store is also become expensive. It is important to cover the costs by bringing about change in the organization. (Paul 1996) Customer Expectations: There is a very hard competition in the market especially in the beauty field. Customers get attracted to offers and it is not easy to get their confidence. To invest into customers, It is important to change the strategies accordingly. (Kotter and Cohen 2002) Competitive Edge: Competition is healthy but can be fatal if the strategies become too monotonous and outdated. There is need for change to face competition. (Kotter 1995) Sapphire needs to be updated with products and material being used by competitors and try to do better than other turning the tables towards them. (Kotter 2007) Mergers: The merger of the organization with another can lead to change in strategy as the new staff can have better ideas and plans to make the company a success. (Paul 1996). If Sapphire merges with another company to make it a success, it may have to revise the ways to do things. Change in mission: If the mission of the company changes, obviously there has to be a different strategy to deal with it. The mission of Sapphire is to fight ageing and make people look beautiful but now the market demands more of stress releasing treatments. So Sapphire needs to rethink about its strategy. (Franzen and Hardaker 1999) Task 2.2 Assess the factors that are driving the need for strategic change in an organization The Shifting Economy The economy is so very changing and dynamic. Due to the unpredictability of it, the organization is in constant need of change in the strategy and economic plan. This is more prevalent since recession Environmental factors There are certain environmental changes that have an effect on the production and sales. These changes are to be monitored and the demand of change arises. Financial pressure There occur financial pressures on the organizations, in order to meet deadlines and targets. In order to handle finances, there has to be a change in finance plans. This is where the need for change management occurs. Technological advances There has been drastic change in production, marketing, outsourcing and other fields due to technology. The organization needs upgrading and has to keep in pace with the technological advances to succeed in its mission and make way for growth. Keeping in mind the factors discussed above, there is a need for change. Funding cuts With the recession in the economy, the company has cut down on costs and funds. There is need for change in financial strategy to keep the balance. Competition Competition is a healthy asset for any business. To keep up to the standards and do better than others is very important, hence it is vital to keep a watch at what others are doing and bring change in the company accordingly. Task 2.3 Assess the resource implications of the organization not responding to strategic change Restructuring of HR- If the company does not respond to the changes as discussed above, it may have to face severe consequences and lose in the process. The organization will have to restructure the HR making way for a new beginning. There have to be leaders chosen again and staff employed for the smooth working of the company. Interview and hire of new employees Interviewing and hiring of new staff will have to be done which is a time consuming and costly process for any business. Redundancies The organization will have redundancies if proper steps for the change are not taken in time. This will affect the working and time management of the strategy of work. Training Training is another costly and time taking process. It takes a lot to train the employees and bear the costs. If the need for strategic change is understood, there is no need for the organization to bear costs or losses. ire Task 3.1 Develop systems to involve stakeholders in the planning of change in the chosen organization A stakeholder is one who has something to gain or lose through the outcomes of a planning process or project. These are also called interest groups and can have a strong bearing on the outcomes of political processes. It is useful for research projects to identify and analyse the needs and concerns of different stakeholders, particularly when these projects have an effect on policy Input-output transformation model Operations management transforms inputs (labour, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide added value to customers. Transformation System is the critical element in the model that determines how well the company produces goods and services that meet consumer needs. It does not matter whether the organization is a for-profit company, a non-profit organization (religious organizations, hospitals, etc.), or a government agency; all organizations must strive to maximize the quality of their transformation processes to meet customer needs. Steps Involved Step 1: Clarify the research or policy change objective (Problem Tree Analysis or objectives analysis might help with this.) Stap 2: Identify all the stakeholders or interest groups associated with this objective, problem or issue. Stakeholders can be organizations, groups, departments, structures, networks or individuals. Stakeholder table http://www.odi.org.uk/resources/details.asp?id=5257title=stakeholder-analysis Step 3: Using the grid organise the stakeholders in different matrices according to their interest and power. Interest measures to what degree they may to be affected by the research project. Power measures the influence they have over the project or policy, and to what degree they can help achieve, or block, the desired change. The Cultural Web CulturalWeb The Cultural Web http://www.mindtools.com/pages/article/newSTR_90.htm The Cultural Web identifies six interrelated elements Johnson and Scholes (2002) call it the paradigm the pattern or model of the work environment. By analyzing the factors in each, you can begin to see what is working, what isnt working, and what needs to be changed. The six elements are: The past events and people talked about inside and outside the company. Who and what the company chooses to celebrate say a great deal about what it values, and perceives as great behaviour. The daily behaviour and actions of people that indicate acceptable behaviour. This determines what is expected to happen in given situations, and what is valued by management. The visual representations of the company including logos, how exquisite the offices are, and the dress codes. Multiple Cause Diagrams http://t1.gstatic.com/images?q=tbn:ANd9GcSdVRFuXnr_B3dlTLYyaZepQmDbF-NMDoz5q0TClaUYPXfxVGPVt=1 Multiple cause diagrams http://ilearn.cto.int/login/index.php Multiple cause diagrams are a way of using interconnectedness to shape up a complex situation. They represent both adequate and casual cause without making a distinction between them. This system is pictured as an interconnected group of events or effects to cause an effect as a purpose. Sometimes, if the input cause is removed, the output cause continues to happen, may be because feedback loops are present or other causes drive the effect. Influencing skills The careless reception of authority is becoming increasingly less common in the world. To get things done, it is better to rely on commitment rather than authority. For example, gaining co-operation from other departments. Task 3.2 Develop a change management strategy with stakeholders in the chosen organization Developing a winning strategy is messier than textbooks suggest. Most insights that are important for formulating strategies rest in the heads of operating managers. (Kotter 2007) The Stakeholder Circle This is designed to put stakeholders on the project management radar. It is a proven method supported by a tough, easy to use tool that guides us through five easy steps namely: Identify your projects stakeholders and understand their needs Prioritize the stakeholders on the basis of power, proximity and urgency. Visualize the key stakeholders using the Stakeholder Circle. Engage with the stakeholders by building and implementing an effective communication plan. Monitor changes as you update and review your stakeholders at key points in the project. Public Hearings: There can be events where stakeholders are allowed to give evidence or question general public authorities about decisions. Public hearings: Regulated, formal arrangements for times and places at which members of the general public and other types of stakeholders can give evidence or question public authorities about decisions. Deliberative Polling: This collects views when people are introduced to the issue and think about it. It also includes a feedback session. Task 3.3 Evaluate the systems used to involve stakeholders in the planning of change in the chosen organization The stakeholder model is helpful in explaining the rules of the economic game and the link between stakeholder value and competitive advantage. The stakeholder strategy plan guides us on how to interact and communicate with each stakeholder during different stages of a project. It also helps to define who should participate, in what ways and on what level of the project. It gives thorough knowledge of the matter and suits best to most organizations. Other ways such as polling, seminars and workshops are also perfect ways to handle change in a proper manner. Task 3.4 Create a strategy for managing resistance to change in the chosen organization Selective Perception: Peoples self interpretation of stimuli presents a unique image of the real world and results in selective perception. This leads to biased view of the situation that fits into the perception of reality. Habit: People are used to the same way of doing things which makes a habit. It becomes serves as a source of comfort. Bringing about change brings resistance. Loss of Freedom: If the change is seen as an inconvenience, it reduces freedom of action or results in increased control, there will be resistance. Direct vs Indirect There is staff that may resist directly and others that may be indirect in resistance. Direct resistance is to oppose in a direct manner and fighting straight but indirect resistance is to show resistance by making excuses such as resigning. Task 4.1 Develop appropriate models for change in the chosen organization that will reflect their circumstances The best model for change that applies to Sapphire Beauty Box is Proscis Five Building Blocks change management model which includes the ADKAR The first thing Sapphire needs is the Awareness of the need for change. If the need for change is understood, half the job is done. Planned communication is essential for understanding. Sapphire needs change as there is a need for it. Next is the Desire to participate and help the change. The employees of Sapphire need to make a personal decision to support the change and sustain it too. The CEO announced incentives for individuals creating a desire to be a part of the change. The third building block is providing Knowledge. Sapphire held a seminar for imparting awareness for change, how to undergo change and how to implement it. Prosci (2003) suggested forums and mentoring for knowledge of change. Ability to implement required skills and behavior is another building block of the ADKAR model. It is the difference between theory and practice. Once knowledge is imparted on change, the performance of the individual needs to be supported. Sapphire can do this by practice, coaching and feedback. Lat, but not the least comes Reinforcement. It is the final and essential stage of the model where efforts to sustain the change is accentuated. It is to be ensured that changes stay in place and individuals do not revert to old ways. The ways to do it are positive feedback, recognition, rewarding, etc. Sapphire makes it a point to take feedback of the customers as well as the employees to keep both sides balanced. There is a Best Employee of the Month award scheme at Sapphire Beauty Box which inspires employees to do their best. http://www.change-management.com/tutorials/ADKAR-clip_image002.gif Proscis Change Management Model http://www.change-management.com/tutorial-adkar-overview.htm Task 4.2 Plan to implement a model for change considering the internal and external circumstances impacting on the organization Kaizen Method This is a Japanese method for continuous incremental improvement. It is a concept for gradual, continuous improvement. It assumes that every aspect of life has to be constantly improved. The main elements of Kaizen are effort, quality, and willingness to change, communication and involvement of employees. Its five founding elements are Teamwork Personal Discipline Improved Morale Quality Circles and Suggestions for Improvement. The Kaizen method is best for Sapphire Beauty Box as it is people oriented, requires long term discipline and easy to implement. Matrix Organizations This kind of organization offers the advantages of flexibility, greater security and control of project information. It establishes a grid with a two way flow of authority and responsibility. Task 4.3 Develop appropriate measures to monitor progress of the developed model Goal Based Evaluation To start with goal based evaluation, there can be two main questions we can ask for How has the programme made a difference Are the participants of the programme feeling better as a result of the programme? Outcome based evaluation is a way that determines if the project at Sapphire Beauty Box have achieved its goals. The organized process using OBE helps to establish clear outcomes, to measure benefits, clarify groups for which benefits are targeted. Other ways to monitor progress in Sapphire Beauty Box are regular reports of the activities being practiced in there. Meetings are also undertaken by higher authorities to administer the changes and keep a watch on them. Quality Circles appear simple and straightforward but have to be viewed in regard to Japanese culture and management systems. Quality circles are do work and are used successfully by British organizations. . CONCLUSION It can be concluded that strategic change is the key factor in any organization. Change is a pervasive influence. We are all subject to change in one form or the other which is continuous. The steps to change from Kotter give vital knowledge about making change Kotter is called the GURU in terms of change management. Proscis ADKAR building blocks give deep understanding and guidance for applying change and monitoring it to sustain change. Kurt Lewins change model is also an important one. The freeze, refreeze and transition stages develop new attitudes and behaviour.

The Effect Conflict Has on People

Good morning teachers and peers, today I'm going to discuss conflict, the affects it has on people with examples from two texts. | What is conflict? Conflict is another word for fighting, battling, or struggle. Conflict can be expressed in many ways, such as; war, hate, aggression, bullying, and competiveness. Conflict has negative effects on people. Conflict can result in death, mental illness, suicide, and destruction. Conflict is cause by many reasons including differences in values, desires, needs, habits, and wealth. The first text I'm going to discuss today is a poem called Dulce Et Decorum Est by a famous poet named Wilfred Owen. The poem is based on first hand experiences in France, in world war one. The poem describes owen’s firsthand experience in the front line. | The poem is about how going to war for your country is not a noble thing to do, that Dulce et Decorum Est is a lie mentioned in line 27 in stanza 3 meaning it is not a sweet and right thing to do. Owen at first thinks that going to war for your country is Dulce Et Decorum Est, Latin for sweet and right, but after he experiences conflict his opinion changes on conflict. The next text I'm going to discuss today is a film called â€Å"Tomorrow when the war began†. Tomorrow, when the war began is a 2010 Australian adventure film written and directed by Stuart Beattie and based on the novel of the same name by John Marsden. | Wilfred Owen has written the poem in such a way that it gives the audience the feeling that they are experiencing conflict in the front line and in a similar way to the film. He gives this feeling by putting repetition in the poem like Gas! Gas! Quick boys! In line 9 in stanza 2. By doing this he reinforces to the audience the horror and brutality of conflict. This helps Owen to bring the poem alive and engage the audience. | He also gives the feeling by putting imagery in the poem by saying â€Å"men marched asleep in line 5 in stanza 1 or the white eyes writhing in his face in line 19 in stanza 3. Owen uses this imagery to express just how oppressive warfare is on the soldiers’ soul. The film gives that feeling by showing gunfire and explosions for example when Elli the main character blows up a barrel killing multiple soldiers. The film uses this to show how conflict can desensitises people. | Conflict is destructive. It will ruin people’s homes, break up their families, destroys people’s friendships/ relationships and It also breaks people physically and mentally. In the poem Dulce Et Decorum Est, it is outlined very clearly that conflict is destructive, seen by the experiences and the effects it had on the soldiers. | In the film however, it does show the destructive nature of conflict but the film also shows how conflict desensitizes people. The film shows this when Elli threatens to kill her friend named Chris for falling asleep on watch. The soldiers in the poem are said to be â€Å"bent double, like old beggars under sacks† in line one, this is a simile that outlines the condition of the soldiers and how bad of an effect it is having on them. It is making them brittle and weak, this shows just how destructive conflict actually is. | In the poem it describes how a man is watching his friend die right in front of him after the gas attack. Owen describes this by putting in metaphors, for example as under a green sea, I saw him drowning in line 14. He also uses similes like, floundering like a man in fire or lime in line 12. In the film it shows how people’s homes get torn apart. They show this when the teenaged group get back from a place they call hell, and all their families are gone. Also how they witness one of the characters home getting blown up by a fighter jet. | The two texts I have studied are both similar and different in various ways. Both the texts are expressed from a first person view. They both tell us about how negative and destructive conflict actually is. However the poem is told from the front line and the film is told from a different perspective yet still tell us how negative conflict is. | My personal opinion on conflict is a negative one, after studying these two texts my perspective has changed on conflict. Conflict should be a last resort for resolving matters, not the first. It is simply to destructive for anyone to have a positive view on it. Thank you for listening to my speech and have a nice day.

The Americans with Disabilities Act of 1990

The first impression that the average person might have when reading about the Americans with Disabilities Act of 1990 (ADA) is that it appears to be greatly beneficial to Americans with disabilities. Certainly, it was intended to be of assistance to these individuals; however, a question remains regarding the degree of assistance that it provided to the, or if it was beneficial at all. The intention of the ADA was to open access to all aspects of society, to people with all kinds of disabilities.It was intended to prevent discrimination against individuals with disabilities in the same way that previous civil rights laws protected people from discrimination based on race or biological sex. The ADA is divided into five sections, called â€Å"titles. † These titles each address certain topics including various regulations for businesses and organizations of almost any size or purpose, requirements for communications over the telephone, and other provisions in terms of providing physical access, as well as other forms of access to the disabled population.Overall, the ADA does provide the valuable protections to many Americans. It allows individuals with disabilities to have access to education, employment, housing who may not have previously had opportunities in these areas. However, the ADA is not without its issues. The language of the ADA at times goes beyond regulating easily defined and delimited impairments that have objectively determined bases to protecting individuals defined as â€Å"impaired† merely because they are affected by people’s perceptions of a condition or illness that they possess.The language of the ADA raises other issues as well, including the suggestions that the ADA is little more than an enforced quota system or that the measure â€Å"infantilizes† the individuals that it claims to protect. This paper will be used to summarize the ADA and describe its history, as well as some of its effects. Some of the indi viduals involved with ADA and its policymaking will be addressed. Finally, this paper will be used to discuss the assumptions and values inherent in the ADA and some recommendations for its change. The History of the Americans with Disabilities Act of 1990 The ADA is a civil rights bill.When it passed into law on July 26, 1990 the people who wrote it expected that it would protect individuals with disabilities in the same manner that the Civil Rights Act of 1964. The ADA is divided into five sections, known as â€Å"titles. † These titles define, suggest, or regulate a number of different issues, including: 1. Equal employment opportunities 2. Access to public services overseen by state and local governments 3. Access to both publicly- and privately-run businesses for people with disabilities whenever possible 4. The availability of telephone and other voice communication services to the hearing impaired 5.Definitions of the breadth, depth, and limits of ADA protections and o f limitations to state immunity, as well as describing technical assistance programs of importance to businesses (Eckert, 2003). Regardless of the size, all state and local governments fall under the provisions of the ADA. The provisions of the ADA also apply to all sizes of business, regardless of how many people are employed by those businesses. Certain exceptions are made, however, when compliance would cause undue hardship for the business that needs to make modifications. Before the 1960s, people with disabilities were often removed from the general population.Previous generations assumed that individuals with disabilities were â€Å"suffering† due sins either they or their ancestors had committed. Children with disabilities were sent to separate schools from other children, if they were educated at all. The first attempts to care for American citizens with disabilities did not come until the nineteenth century, when life was a little easier and people were able to turn to doing charitable acts. These acts sprung from the community having a â€Å"humanitarian religious background that stressed the responsibility of the successful to help the unfortunate† (Rubin & Roessler, 2001, p.6). The first efforts made benefited individuals who were deaf or blind; only later were attempts made to assist individuals who were mentally retarded or mentally ill (Rubin & Roessler, 2001, pp. 6-7). Regardless of these advances, new laws were passed in the second half of the nineteenth century that were based on the scientific theories of eugenics. These laws prohibited people with mental or emotional disabilities from marrying, among other things, to remove them from the gene pool (Rubin & Roessler, 2001, pp.15-18), eventually leading to individuals with disabilities being segregated, including segregation through special education and vocational education. Eventually, as expectations for social responsibility waned, the government took on the role of setting guidelines as to how people with disabilities were treated. Progress first came in terms of worker’s compensation laws and rehabilitation acts. The Depression slowed much of the progress being made in rehabilitation services, but eventually the improved economy resulted in the creation of a number of rehabilitation programs (Rubin & Roessler, 2001, pp.31-32). The period between 1954 and 1972 for that time to be called â€Å"The Golden Era of Rehabilitation† due to all of the legislation enacted during this time (Rubin & Roessler, 2001, p. 34). One of these pieces of legislation was the Vocational Rehabilitation Act of 1954, which authorized funding for vocational education and expanded services. In addition, amendments to the Social Security Act provided aid for individuals with disabilities (Rubin & Roessler, 2001, pp. 33-36).Despite these efforts, individuals with disabilities still faced discrimination. Even the Civil Rights Act, passed in 1964, did not protect peop le with disabilities from discrimination. However, the Civil Rights Act was the first among this kind of legislation to formulate actual penalties against those states that did no enforce the Act. These penalties included â€Å"termination of financial assistance if states and communities receiving federal funds refuse to comply with federal desegregation orders† (Rubin & Roessler, 2001, p. 42).The Civil Rights Act, however, did provide the foundation for other legislation, such as the Architectural Barriers Act, passed in 1968. In what was quite possibly the most important move for the disabled community, the Rehabilitation Act of 1973 removed many physical and intellectual barriers to individuals with disabilities. The Americans with Disabilities Act of 1990 was one of these acts of legislation. The ADA built upon previous acts by prohibiting discrimination against individuals with disabilities, as described in an earlier section.The sociopolitical model came into being at about the same time the ADA was passed. As the medical model fell out of favor, having a disability was no longer considered a stigma and the isolation of individuals with disabilities was slowly put aside. Instead of seeking to segregate the disabled or trying to â€Å"fix† them, the new model is attempting to integrate them and bring equality to the disabled population. Individuals with disabilities were brought into the educational system and into the workforce and were perceived as equals perhaps for the first time in history.Both the ADA and the legislation that reauthorized its provisions addressed many areas of discrimination against individuals with disabilities. As part of this focus on discriminatory practices, Title I of the ADA addressed pre-employment testing and screening. According to Power (2000) the ADA â€Å"mandated when employment testing should be done, and described how testing must relate to the essential functions of the job (p. xiii). Testing accommo dations under the ADA were divided into the categories of medium, time limits, and content (Power, 2000, p. xiii).These limits allowed more individuals with disabilities to have wider scope when taking pre-employment tests, permitting them to test in areas for which they may have previously been arbitrarily deemed unsuited. Positive and Negative Impacts of the ADA However, not all of the effects of this legislation were necessarily positive ones. The ADA undeniably fostered ill feelings in the American public, based on the public’s perception of the ADA being nothing more than legislation that enforced quotas or as legislation that encouraged abuse through its widely inclusive language.This last perception was reinforced by the popular culture in the media, such as its mocking treatment in segments of the popular cartoons The Simpsons and King of the Hill. These two programs featured episodes in which characters deliberately abused the ADA, forcing situations by which they fi t the apparently loose provisions of the act. In the mind of the public, Homer deliberately overeating to fit the definition of â€Å"morbid obesity† and the efforts of Hank Hill’s co-workers to force various personal issues into compliance with the ADA provisions showed how the ADA could reinforce or even reward malingering.The King of the Hill episode took a sly jab in this vein at the ADA by its conclusion, which showed the entire office being â€Å"protected† under the auspices of the ADA, with only the manager being held responsible for doing any work (Krieger, 2000, p. 20). The last scene of that particular King of the Hill episode may be of importance for several reasons. First, as already noted, it sends a subtle message to the American public, many of whom do not have informed opinions about the act, about the ADA.Second, as noted by Cary LaCheen, a parallel exists between the way that the media portrays the ADA and the manner upon which it is ruled in the courts (cited in Krieger, 2000, p. 25). Finally, this final scene might have played on fears that the American public had at the time of the â€Å"high levels of job instability and worker displacement† that characterized the then-current labor market and that potentially bred â€Å"insecurity, fear, and resentment toward employment protections extended to members of disadvantaged groups (Krieger, 2000, p.28). While these publicly-held sentiments are not caused by the ADA itself, they are a response to the frequently vague and over-broad language and interpretations of the language of the act itself. Schwochau and Blanck (2000) suggest that the ADA has actually had a negative effect on the employment of people with disabilities or, at the very least, that the ADA has not created improved working conditions for individuals with disabilities.The authors indicate that at the time that their article was written the figures produced in the surveys provided by the National Org anization on Disability actually reflected a decline in the number of such individuals who were employed (Schwochau & Blanck, 2000, p. 271). The same surveys indicated that educational barriers still remain, with individuals with disabilities still obtaining unequal education despite being largely integrated into the general education population.However, the surveys indicated that there had been some increase in employment for severely disabled individuals (Schwochau & Blanck, 2000, p. 271). Two interesting and potentially disturbing aspects exist in the ADA legislation. One such aspect is that it legislates people’s perceptions; that is, if the perceptions of others cause a person to be perceived as disabled, then that person is protected under the provisions of the ADA (Boyd, 2002, p. 2). Boyd (2002) lists HIV status, disfiguring facial scars, and morbid obesity as three such perceived disabilities (p. 2).Another difficult aspect is that the ADA, intended to prevent discrim ination, is discriminatory in and of itself. It does not recognize the rights of all individuals with disabilities; rather, it recognizes the rights of only those individuals whose disabilities meet the statutory definition of disability (Colker, date, p. 98). While the drafters of this act chose to use longstanding definitions of certain disabilities, adopting some definitions from Section 504 from the Rehabilitation Act, it is clear from the above paragraph that these definitions contain some gray areas.Because individuals who do not meet these defined limits are not covered by the ADA, people who lack disabilities are unable to bring reverse discrimination suits or otherwise â€Å"challenge favorable treatment of individuals with disabilities† (Colker, date, p. 98). This narrow concept of who is covered by the ADA also has the potential to create a type of affirmative action program for individuals with disabilities (Colker, date, p. 98). Previous incarnations of affirmati ve action programs have not been effective for those individuals they allegedly protected.Rather, there has been some argument that affirmative action programs that emphasize the â€Å"needs† rather than the â€Å"rights† of certain groups actually â€Å"infantilize† those individuals (Burke, 1997, p. 271). Who is Involved in the Debate? The debate on the ADA is widespread and covers many areas of society. On the one hand, the National Organization on Disability and other similar groups stand in advocacy of individuals with disabilities. Educators at all levels have also taken up the banner of accessibility and inclusion.Economists, on the other hand, appear to be arguing that the ADA is not as beneficial as it was once thought it could be. Regardless of these positions, however, the influence of the ADA continues to be debated. One source of current debate comes from the technology sector. Because the ADA grants equal access to individuals with disabilities, on e question that currently exists is whether or not this guarantee of access extends to commercial and private websites (National Council on Disability, 2003, par. 1). This debate extends from Title 3 of the ADA and the definition of the word â€Å"place† as used in that title.If individuals with disabilities are unable to access these site through electronic aids such as synthetic speech or Braille outputs, are the parties who run these sites liable to provide them access (National Council on Disability, 2003, par. 12). Although a great deal of the access issue can be resolved with a small amount of additional programming effort, how far is it necessary to go to be in compliance with the ADA–or does it extend at all to the Internet? Although the answer to this question has been ruled as â€Å"no† in the past, advocacy groups continue to argue that the provisions of the ADA cover more than just physical spaces.One perception of the ADA is that the law â€Å"forc es† equality by requiring employers to treat individuals with disabilities differently to permit them to function as other employees’ equals. However, as Schwochau and Blanck (2000) points out, companies are already in the position of purchasing equipment by which employees can perform their jobs in an equitable fashion. Purchasing a piece of equipment that enables an individual with a disability to do his or her job should be considered â€Å"no more than standard practice† (p. 312).However, the cost of the accommodations that required by the ADA may outweigh the benefits to the employer, â€Å"resulting in market inefficiencies and welfare losses† (Schwochau, Blanck, 2000, p. 308). The primary assumption of the ADA appears to be that a person with a disability is as capable as any other worker might be, given the chance. The National Organization on Disability (NOD) paints a rosy picture of this assumption, reminding employers that among other things: o Hiring individuals with disabilities eases concern over the labor supplyo Job performance ratings and retention rates for individuals with disabilities are equal to or higher than for other workers, while at the same time exhibiting lower absenteeism rates o Tax benefits are available to companies that hire individuals with disabilities (National Organization on Disability Website) However, these assumptions may not be as widespread in practice as they are in discussion. According to Maheady and Fleming (2005) it is common for nurse educators and facility administrators to â€Å"voice concerns and hold preconceived notions of success or failure before the student [with a disability] even steps on their floor† (p.52). These concerns and notions include the accommodations that will need to be made and the issue of patient safety (Maheady & Fleming, 2005, p. 52). Recommendations and Rationale for Change One potentially helpful change would be to change the language of the ADA, p articularly the language concerning the terms â€Å"reasonable accommodation† and â€Å"undue hardship,† as well as the language that defines disabilities. The language currently in use in these areas of the ADA is both vague and broad in its application.As shown by the exaggerated situations used to comedic effect by the television programs described above, the vague definitions of these terms are open to abuse. If it is reasonable for a person to provide assistance for a person with a hearing impairment to use the telephone, why would it be unreasonable to provide the addict depicted in the King of the Hill episode with lowered lights and a quiet environment? At what point does â€Å"undue hardship† begin if there is no financial cost to the business?When does the â€Å"reasonable accommodation† for one worker begin to impose on another if that imposition is not defined by physical space? In many cases, however, this episode demonstrates the opposite of how individuals with disabilities are treated. Rather than making an extra effort to comply with the reasonable accommodation aspect of the ADA, employers seek to avoid making changes in the workplace. However, individuals with disabilities would often stay in the workforce longer if they would get accommodation.Ultimately, changing the language of the ADA to reflect making these accommodations would save the government money in the long run, by removing people from the welfare rolls, which, ultimately, would serve the public good–and would serve business–by avoiding higher taxes. Another limitation of the ADA is its lack of precision in matters of Internet access. The ADA is legislation of the 1990s; new concerns now exist in terms of online communication that might be addressed by a modified ADA. Although computers were online to a certain extent when the ADA was compiled, the Internet has become far more pervasive since that time.Technology does exist that enables individuals with hearing or visual impairments to use the Internet; however, what is the obligation to the employer to provide this costly equipment to a single employee? Would a refusal to provide this equipment be covered by the â€Å"undue hardship† area of the ADA, or would it constitute discrimination. Without an update to the language of the ADA, situations created by current and future technology will remain unaddressed. Rather than rely on the input of a small selection of interest groups, it would seem wise to widen the scope of information gathering for these proposed modifications.Community seminars could be used to form local focus groups, which in turn could produce reports to be compiled into a block of regional or nationwide research. These seminars would have the beneficial side effects of informing the public and enabling them to feel empowered as they provide their input on something that has an effect on their working lives. At the same time, these focus gr oups could serve to change the opinion of the public about individuals with disabilities, as some people in the general public have the impression that members of the disabled population do not want to work.In addition to these focus groups, councils formed by those individuals who work with the disabled community and members of the business community might be established to discuss and define an alternative to the terms â€Å"undue hardship† and â€Å"reasonable accommodation. † These and other questions should be addressed to improve both public perception of the ADA and its application in the business world Finally, changes could also be made to the ADA in terms of defining disability. Public perception of a person with a disability is that of a person in a wheelchair.This stereotyped perception leads to wheelchair ramps being installed outside of public buildings, such as schools, or even outside of some privately owned business and retail stores. However, not all disabilities are visible. Some individuals have disabilities related to heart disease or immunodeficiency diseases. These individuals often have difficulty breathing or lack energy and lack the ability to climb stairs. Their only alternative in these situations is that of walking long distances through these ramps, which may actually aggravate the conditions that they possess.By creating a more inclusive list of disabilities and their definitions that is reflective of these hidden and unfamiliar conditions, more appropriate accommodations might become more available to a greater portion of the disabled community. Conclusion Throughout the history of the profession, social workers have been involved in seeking social equality and social justice for people caught in an unequal and often unfair system. Within this role, social workers have often actively participated in the political process.Therefore, social workers have an obligation to lobby local, state, and even federal legislatur es to pass laws that grant businesses money to make the specific accommodations required by people with disabilities. Some funding already exists; however, it does not meet the needs of either individuals with disabilities or of the businesses seeking to accommodate them. The ADA created a new realm of opportunity for individuals with disabilities. However, while well intentioned, some of the aspects of the ADA are problematic. Economic results do not reflect the predictions made by the supporters of the bill before it passed into law.In addition, some areas of the ADA are in need of modification to reflect today’s concerns. Although the ADA is a stride in the right direction for individuals with disabilities, the journey toward equal rights and access for these individuals remains a long one. In truth, the ADA should not be considered a finished product, neither now or in the future. As society changes and the use of technology grows, the ADA will need to be redesigned and r edefined to take these changes into consideration. The future of the United States is formed by the future of its people, no matter who they are or what their abilities might be.For that reason, the ADA as it exists now should be considered the starting point, not the ending point, for this piece of legislation. References Boyd, S. (2002). Americans with Disabilities Act: How this act affects you and your business. Heritage, 6(3). http://bus. cba. utulsa. edu/buslaw/Articles/Americans%20With%20Disabilities%20Act. pdf Burke, T. F. (1997). On the rights track: The Americans with disabilities act. Comparative Disadvantages? Social Regulations and the Global Economy, Pietro S. Nivlola, Ed. Washington, DC: Brookings Institution Press. 242-318. http://bus.cba. utulsa. edu/buslaw/Articles/Americans%20With%20Disabilities%20Act. pdf Colker, R. (2005). The disability pendulum: The first decade of the Americans with Disabilities Act. New York: New York University. Eckert, J. M. (2003). People with disabilities, employment, & the workplace: A ready-reference guide for Illinois Businesses. Chicago: Statewide Independent Living Council of Illinois. Krieger, L. (2000). Backlash against the Americans with Disabilities Act: Interdisciplinary perspectives and implications for social justice strategies. Boalt Working Papers in Public Law.Retrieved 13 May 2007 from http://repositories. cdlib. org/cgi/viewcontent. cgi? article=1089&context=boaltwp Maheady, D. C. , & Fleming, S. E. (2005, Summer). Nursing with the hand you are given. Minority Nurse. 50-54. National Council on Disability (2003). When the Americans with Disabilities Act goes online: Application of the ADA to the Internet and the Worldwide Web. http://www. ncd. gov/newsroom/publications/2003/adainternet. htm National Organization on Disability. (2001). The top 10 reasons to hire People with disabilities. http://www. nod. org/index. cfm?fuseaction=page. viewPage&pageID=1430&nodeID=1&FeatureID=253&redirected=1&CFID=1307 6268&CFTOKEN=7389169 Power, P. W. (2000). A guide to vocational assessment. Austin, TX: Pro-Ed. Rubin, S. E. , & Roessler, R. T. (2001). Foundations of the vocational rehabilitation process. Austin, TX: Pro-Ed. Schwochau, S. , & Blanck, P. D. (2000). The economics of the Americans with Disabilities Act, Part III: Does the ADA disable the disabled? Berkeley Journal of Employment and Labor Law, 21: 271-313. Retrieved 10 May 2007 from http://www. boalt. org/BJELL/21-1/21-1-271. pdf

Profile of Serial Killer Richard Cottingham

Richard Cottingham was a serial rapist and killer that used the streets of New York and New Jersey as his hunting ground in the 1970s. Known for being particularly cruel, Cottingham earned the nickname The Torso Killer because he would sometimes mutilate the body of his victims, leaving just their torso intact. Early Life Relocating to a new school in the seventh grade proved to be socially challenging for Cottingham. He attended St. Andrews, a co-ed parochial school, and spent a lot of his after-school time friendless and at home with his mother and two siblings. It was not until he entered Pascack Valley High School, that he had friends. After graduating from high school, Cottingham went to work as a computer operator at his fathers insurance company, Metropolitan Life. He stayed there for two years and then moved to Blue Cross Blue Shield, also as a computer operator. First Kill and The Family Man Cottingham abducted Carr  from her apartment parking lot, took her to a hotel where he raped, tortured, and murdered her, and left her body at Ledgewood Terrace. In 1974, Cottingham, who was now the father of a baby boy, was arrested and charged with robbery, sodomy, and sexual assault in New York City, but the charges were dropped. Over the next three years, Janet gave birth to two more children—a boy and a girl. Soon after their last child was born, Cottingham began an extramarital affair with a woman named Barbara Lucas. The relationship lasted for two years, ending in 1980. Throughout their affair, Cottingham was raping, killing and mutilating women. Killing Spree March 22, 1978: New York City—Kidnapped, drugged and raped Karen Schilt, age 31.October 13, 1978: Hackensack, New Jersey—Drugged, tortured and raped prostitute Susan Geiger who was pregnant.December 2, 1979: New York City—Tortured and murdered Deedeh Goodarzi, 23, and â€Å"Jane Doe,† an unidentified woman in her 20s. The two women were found in a room at the Travel Inn Motel Hotel, bound together, raped, tortured and murdered. Cottingham mutilated their bodies, removed their hands and heads, then set fire to the hotel room.May 4, 1980: Hasbrouck Heights, New Jersey—Valerie Ann Street, 19, was found at the Quality Inn Motel, naked, beaten, and with multiple cuts on one of her breasts.May 12, 1980: Teaneck, New Jersey—Drugged, beaten, and with several bite marks on her body, Pamela Weisenfeld was found in a parking lot.May 15, 1980: New York City—Jean Reyner, 25, was raped, stabbed, mutilated and strangled to death in a room at the Ho tel Seville in New York City.May 22, 1980: Hasbrouck Heights, New Jersey—Feeling invincible, Cottingham returned to the Quality Inn Motel with Leslie O’Dell, 18, where he raped, beat, tortured and tried to kill her, however, he was interrupted by hotel security. Finally Busted A search of a private room in Cottinghams home turned up various personal items linking him to his victims. The handwriting on hotel receipts was also matched to his handwriting. He was charged in New York City with a triple homicide (Mary Ann Jean Reyner, Deedeh Goodarzi and â€Å"Jane Doe†) and on 21 counts in New Jersey, plus additional charges for the murder of Maryann Carr. Courtroom Drama and Sentence During the New Jersey trial, Cottingham testified that since he was a child he was fascinated with bondage. But this monster who often demanded that his victims call him master showed no backbone when faced with the prospect of spending the rest of his life in prison. Three days after he was found guilty of the New Jersey murders he attempted suicide in his cell by drinking liquid antidepressants. Then a few days before the New York verdict he attempted suicide by cutting his left forearm with a razor in front of the jury. Ironically, this master of mutilation could not master his own suicide Cottingham is currently housed at the New Jersey State Prison in Trenton, New Jersey.