A Strong Corporate Brand Communications Essay

A Strong Corporate Brand Communications Essay 3. Explain how you might involve stakeholders in the development of a corporate brand, drawing on at least two instrumental approaches to stakeholder management and incorporatingunderstandings of authenticity in your answer. How would you evaluate the success of their involvement? â€Å"A strong corporate brand acts as a focal point for the attention, interest and activity stakeholders bring to a corporation† (Hatch and Schultz, 2001, P 1046). This essay will suggest that strategies to develop strong and sustainable relationships with stakeholders should at the heart of a brand development strategy that is focussed on enhancing reputation and ultimately the sustainability of a company. It will explain how analysis of stakeholder groups is critical to the success of this process. Two instrumental stakeholder tools will then be used to illustrate how such information may be gathered. The essay will then go on to explain that the information garnered from such an analysis could be used to inform stakeholder engagement strategies and the overall brand development strategy. The essay will conclude with a discussion about how issues with authenticity could jeopardise the development of these relationships and how, in the light of such problems, you can measur e the success and strength of such relationships in order to inform future efforts. Although this is not an essay exploring theories around the process of brand development, it is however important to begin by defining what is meant by a corporate brand if we are to understand how relationships with stakeholders can help in its development. My understanding of corporate branding is highly influenced by the work of Hatch and Schultz (2001) and (2003) and Schultz (2005) who describe a brand as a mindset that captures the essence of an organisations identity and what it stands for. They promote the idea that the focus of building a successful brand should be on developing relationships with all stakeholders, engaging them in defining who the organisation is and what it aspires to be( Hatch, 2005). Corporate branding can be best described as the process of creating, nurturing and sustaining mutually rewarding relationships between company, its employees and external stakeholders (Hatch and Schultz, 2001 and Schultz, 2005).By developing these relationships an organisatio n will be able to understand any incoherent parts of the brand that are weakening development efforts to achieve business goals (Hatch and Schultz, 2003). â€Å"When corporate branding works, it is because it expresses the values and /or sources of desire that attract key stakeholders to the organisation and encourage them to feel as sense of belonging to it. It is this attraction and sense of belonging that affects the decisions and behaviours on which a company is built. A strong corporate brand taps into attractive force and offers symbols that help stakeholders experience and express their value and thereby keep them active† (Hatch and Schultz , 2003, p.P1046). It not just theorists such as Hatch and Schultz (2001) that believe stakeholder relationship building activity is key is achieving a strong corporate identity. In the field of Corporate Communications Cornelissen (2004) stated that developing strong and sustainable stakeholder relationships can establish favourable corporate images and reputations will get these groups to behave in a way that furthers the organisations businesses objectives, such as getting customers to make a purchase or successfully convincing investors to grant financial resources. This essay draws on the research above as a foundation for arguing that the development of relationships with stakeholders should be at the very heart of any successful brand strategy. But how should one begin developing these relationships? The start of constructing any strategy involving the development of relationships with stakeholders should begin with an analysis of who they are, the nature of their stake and the values and beliefs underlying their own decision-making processes (Friedman and Miles, 2006). â€Å"In particular, the compatibility or incompatibility of values, identities, and belief systems between managers in focal organizations and stakeholder decisions-makers, and between different stakeholder groups† (Friedman and Miles, 2006, p.133). Starting from the point that the characteristics of stakeholders need be ascertained before any strategies for engagement pursued it is important to find the tools that allow us to do this. Cornelissen (2004) suggests two possible tools to help with this process: stakeholder mapping and reputation research. These not only uncover the identity of stakeholder groups and their relationships with the organisation but are able to display primary relationships and the patterns of interdependence between them (Cornelissen, 2004). Let us first look at stakeholder mapping. This is an area explored by instrumental stakeholder theory, which suggests how managers should act towards stakeholders if they want to further the interests of an organisation, which can be described as profit maximization and the maximisation of stockholder value( Friedman and Miles, 2006).This type of theorising supports the ideas espoused by Hatch and Schultz (2001), Hatch and Schultz (2003) and Hatch (2005) at the beginning of the essay and for this reason we will look in depth at how two specific instrumental stakeholder theories, developed by Mitchell Angle and Wood (1997) and Frooman (1999), can help organisations get to know more about their stakeholders and how to approach them. I would like to begin with the model developed by Mitchell Agle and Wood (1999) which suggests that different strategic responses to stakeholders can be chosen based on an analysis of the characteristics that these groups exhibit. The major contribution of this theory is its explanation of who stakeholders are and who they arent and why relationships with certain stakeholders should be prioritised over others (Friedman and Miles, 2006). Mitchell, Agle and Wood (1999) rate stakeholder groups using three criteria, power, legitimacy and urgency and the unique combination of these attributes then leads them to create seven different types of stakeholders, which vary in their level of importance to the organisation and therefore brand development strategy. Frooman (1999) supplements this work by looking at what might happen when there is conflict between a stakeholder group and an organisation and his models explains the strategies employed by stakeholders who want to change corporate policy (Friedman and Miles, 2006). Frooman (1999) suggests that during conflict power is the dominant attribute that will decide the outcome of any conflict, especially when an organisation is unwilling to compromise.   However, he does not define power in the same as Mitchell, Agle and Wood (1999). Instead of power through coercive, utilitarian or economic means (Mitchell, Agle and Wood, 1999), he believes power is defined by resource dependency theory (Frooman, 1999), as made famous by Pfeffer (1972) and Salancik (1979).   Pfeffer (1972) and Salancik (1979), cited in Friedman and Miles (2006), suggest that that it is a companies dependence of external stakeholders for resources that will determine stakeholders power and how they will use it to force their claims to be addressed. Using this as the basis of his thinking Frooman (1999) created a four way model of usage (continues to provide a resource but with strings) or withholding (where a stakeholder group withholds a resource) strategies, which can be executed directly or indirectly, when dependency of the stakeholder resources is low. Using both these two models you could start to create a picture of the identity of stakeholders, the nature of their stake, how to prioritise them and how they would behave when in conflict with the firm. But according to Cornelissen (2004) what is equally important to do at this analysis stage is to identify what reputation the organisation has with the groups you have identified. Although he doesnt present a theoretical model to achieve this he does suggest using practical quantitative and qualitative research techniques, such as focus groups. The result of this work will give the organisation a good idea of what stakeholders think of the organisation and how this matches with the organisations own views of its identity (Cornelissen, 2004). This would then suggest that an organisation uses the knowledge gained during the entire analysis phase to inform the development of focused stakeholder relationship programmes and the brand development strategy as a whole. Cornelissen (2004) suggests that the stakeholder analysis will help organisations understand whether current strategy is capable of dealing with the needs of current stakeholders and, if so, if the suggested direction proposed will deliver the desired results. From here the organisation can decide which stakeholders to address and develop engagement strategies that either change or consolidate their present position with them, according to any mismatches found. A similar process can be used in relation to the brand strategy. Hatch and Schultz (2001) explain that the images stakeholders have of who a company is and what it stands for can become part of what they can the strategic envisioning process. They suggest that the present views, behaviour, values and identi ties of stakeholders are likely to effect the direction of desired change and strategic vision of the organisation. Whether the results of the stakeholder analysis support the organisations current identity can have serious effects on any subsequent strategy as without such alignment efforts could be perceived as inauthentic Hatch and Schultz, 2003). At this point I would like to highlight how the issue of authenticity can affect an organisations assessment of its strategic options. ‘To be authentic commercially is to tap into the ‘geist of a particular group of people so that you, or the claims you make are accepted, trusted, and the consumers you appeal to are convinced (Fachet, 2009). Therefore, stakeholders ‘geist, which should have been identified during the stakeholder analysis, needs to be reflected in the core elements of a brand development strategy if stakeholders are going to engage with the organisation and carry out the desired behaviours needed by the organisation. Authenticity is the opposite to counterfeit and in an increasing unreal world consumers purchase based on how genuine they perceive an offering to be (Gilmore and Pine, 2007). Without this alignment between stakeholder expectations and the brand strategy, efforts are likely to be seen as inauthentic and therefore desired behaviours not o ccur. There is also a second but equally important aspect of authenticity that should be discussed at this stage within the planning process and that is whether the brand development strategy and the values promoted within it match the experience the stakeholder will have of the product, the service or the culture within the organisation. Edwards (2009) explains that authenticity is both communicated by an organisation as well as attributed by the consumers who digest this communication. Therefore, if the brand promise doesnt match reality then an organisation may be danger of being seen as inauthentic. Representation is likely to result in communications and products and the symbols that represent them that arent connected to their original context and by definition inauthentic (Goldman and Papson, 1998, cited in Edwards, 2009). To give an example, if a product or service is positioned as specialist when in reality it is not and the staff are presented as specialists when in fact their kn owledge is just around average then incompatibilities occur and the brand could be perceived as inauthentic. A perceived lack of authenticity is just one of the issues that could affect a brand and therefore it is important that all stakeholder relationships and brand development strategies are continually assessed to determine their impact. Cornelisson (2004) states that tracking and evaluation should be the final element of any strategy, showing how efforts have progressed the organisations goals. In light of what has been discussed in this essay the suggestion is that this should be done in two parts; a brand audit to find out what the brand actually stands for and an analysis of the extent and quality of stakeholder relationships. Keller (2008) developed a model for a brand audit which takes place in two parts; a brand inventory and the brand exploratory. The brand inventory is basically research into what a brand says it is and the exploratory finds out what stakeholders say it is. His model brings these elements together to show the difference between current brand experience and brand promise, if there is any. But equally important is an assessment of the quality of the relationships an organisation has with its key stakeholders. Many theorists have developed criteria by which to assess quality and extent of stakeholder relations, including Strong, Ringer and Taylor (2001), Zoller (1999) and Zadek and Raynard (2002).   However this essay would like to look at unusual approaches that arent covered by the theorists above; the principles developed by the Clarkson Center for Business Ethics (1999) and the Ladder of Stakeholder Engagement (Friedman and Miles, 2006). Firstly to the principles set out by the Clarkson Center for Business Ethics (1999). Researchers at this centre developed a list of seven principles of good stakeholder relations, beginning with recognising stakeholders and ending with acknowledging conflicts between their roles as corporate stakeholders and their legal and moral responsibilities to stakeholders. These principles are highly respected within literature on the subject and could therefore provide a useful guidance document for businesses (Friedman and Miles, 2006). It is for this reason that this essay suggests they would be a useful day to day tool to assess quality of engagement, offering guidance for how organisations can continue to improve practice. In contrast (Friedman and Miles, 2006) developed a 12 rung ladder of engagement that looks at the quality of stakeholder relationships from a stakeholder perspective. On the very bottom of the ladder is manipulation and at the very top is stakeholder control. â€Å"This can be used as a guide to match intention and what approach to use as well as moderating intention with the degree of influence that stakeholders have†. (Friedman and Miles, 2006). As demonstrated in this essay strong and sustainable relationships with stakeholders should be at the core of a brand development strategy. Their views and interests should be taken into account throughout every phase of the brand development strategy process; including the analysis, goal setting, and evaluation. Such consideration and engagement will help the brand to successfully enhance its reputation with these groups increasing the likehood of them carrying out the actions desired by the company. References Cornelissen, J. (2004) Corporate Communications: Theory and Practice. London. Sage Publications Ltd. Clarkson Center for Business Ethics (1999/2002) Principles of Stakeholder Management. Toronto: University of Toronto. Reproduced in 2002, Business Ethics Quarterly, 12/1: 256-64. Fachet, N (2009,) Authentic communications: Breaking the halo of distrust [Internet blog].Available from: http://text100.com/hypertext/2009/06/authentic-communications-breaking-the-halo-of-distrust/> [Accessed December 2009]. Friedman, A. and Miles, S. (2006) Stakeholders: Theory and Practice. Oxford, Oxford University Press. Frooman, J. (1999) Stakeholder influence strategies. Academy of Management Review, 24(2): pp.191-205. Gilmore, J.H. and Pine II, B. J. (2007) Authenticity: What consumers really want. Boston, MA. Harvard Business School Press. Cited in: Edwards L. (2009) Authenticity in Organisational Context: Fragmentation, Contradiction and Loss of Control.   In: Proceedings of the 59th Annual International Communications Association Conference, May 21-25, 2009, Chicago, USA , Ill, pp 1-15. Schultz, M. (2005) A cross disciplinary perspective of corporate branding. In: Schultz, M., Antorini, Y.M. and Csaba, F.F.   (2005) Corporate Branding: purposes, people, processes: towards the second wave of corporate branding. Denmark. Copenhagen Business School Press, pp. 23-57. Hatch, M. and Schultz, M. (2001) Are the strategic stars aligned for your corporate brand? Harvard Business Review, February, pp. 128-134. Hatch, M and Schultz, M (2003) Bringing the corporation into corporate branding. European Journal of Marketing, 37(7/8), pp.1041-1064 Keller, K.L. (2003) Strategic Brand Management-Building, Measuring and Managing Brand Equity. 2nd ed, New Jersey. Prentice Hall. Mitchell, R.K., Agle, B.R., and Wood, D.J. (1997) Towards a theory of Stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), pp. 853-86. Pfeffer, J. (1972). Interorganizational Influence and Managerial Attitudes. Academy of Management Journal, 15, pp. 775-790. Salancik, G.R. (1979). Interorganizational Dependence and Responsiveness to Affirmative Action; The Case of Women and Defense Contractors. Academy of Management Journal, 22/2, pp. 375-394. Strong, K.C., Ringer, R.C. and Taylor, S.A. (2001)THE* Rules of Stakeholder Satisfaction (*Timeliness, Honesty and Empathy). Journal of Business Ethics, 32/3. Pp. 219-230. Van Riel, C (1995), Principles of Corporate Communication. Hertfordshire. Prentice Hall. Zadek, S. and Raynard, P. (2002) Stakeholder Engagement: Measuring and Communicating the Quality. Accountability Quarterly, 19, pp.8-17. Zoller, K. (1999) Growing Credibility Through Dialogue: Experiences in Germany and the USA. In: Charter, M. and Polonsky, M.J. (eds.), Greener Marketing: A Global Perspective on Greening Marketing Practice. Sheffield. Greenleaf Publishing, pp.196-206.

Regulatory Risks Essay

Risks are inherent to all business organizations. Risk management often considers several areas of practice and is an absolute necessity, not merely an option. The author will discuss regulatory risks for organizations, and explain how they can be identified and managed. Risk management requires considering and weighing risks and implementing procedures to monitor and moderate them. Risk Identification Overview Legislative and executive branches of the United States government have enacted laws that regulate all businesses.  Thousands of administrative agencies are authorized by Congress to administer and enforce statutes by regulating businesses. Administrative agencies are typically given executive power to investigate and prosecute potential infringement of statutes, administrative rules, and administrative orders (Cheeseman, 2010). Intentional Torts, Negligence, and Liability While no organization’s risks are identical to another’s, several can be identified and applied to organizations in general. There are three categories of â€Å"wrong:† intentional torts, unintentional torts, and strict liability. Intentional tort. This category of â€Å"wrong† requires that intent was present when harm was caused. Examples of intentional torts are assault, battery, and false imprisonment. The law safeguards individuals from uninvited touching, restraint, and any other contact (Cheeseman, 2010). Unintentional tort. Negligence is the â€Å"omission to do something which is a reasonable man would do, or doing something which a prudent and reasonable man would not do† (Cheeseman, 2010, p. 80). For a legitimate negligence lawsuit, several elements of negligence must be present: duty of care, reached duty, injury, act was the actual cause of injuries, and the negligent act was the legal cause of the injuries. Strict liability. Even if an individual was not negligent and had no intent, he can still be held legally liable for injuries caused by certain activities. Strict liability imposes legal responsibility for injuries sustained in the following: product liability, ultra-hazardous activities, animal care, and some statutory offenses (Butera, Beausang, Cohen, & Brennan, 2011). Disclosure of Agency Actions To prevent public perception of secrecy, Congress has allowed statutes to promote public disclosure of federal administrative agency actions, while at the same time protecting companies from overly public administrative agency actions. These statutes are the Freedom of Information Act, the Government in the Sunshine Act, the Equal Access to Justice Act, and the Privacy Act. Freedom of information act. This federal law allocates for full or limited disclosure of formerly unreleased information and documents. This law guarantee public access to government records and holds a presumption of disclosure. However, there are nine exemptions of the act. Government in the sunshine act. This law allows closed or partially closed advisory committee meetings. Closed or partially closed to the public are discussions of classified information, reviews of proprietary data, and deliberations that consider personnel privacy. Equal Access to Justice Act. A party who is subject to an action of an unjustified administrative agency can sue to recover attorney’s costs and other fees (Cornell University Law School, n. d. ). Privacy Act.  This act safe-keep records that ca be recovered from a system of records by personal identifiers like name or social security number. An individual can have access to his records and request correction if they are incomplete or inaccurate (Social Security Administration, 2011). Risk Management The Industrial Revolution caused substantial environmental pollution of solid and toxic wastes into the land and water. Companies such as Alumina, Inc. , were not efficient in voluntary pollution control, so the government took on its regulation and control (Cheeseman, 2010). Awareness of and compliance to these regulatory statutes may be the best risk management strategy available to companies who are at potential risk. Risk assessment and compliance are managed in together with one another. Compliance management includes three interrelated perspectives: preventive, detective, and corrective procedures. 80% of organizations report improvements from expanding their compliance regimens (BPM Forum, 2006). Preventive The easiest, most fiscally sound, fastest way to solve a problem is to prevent the problem in the first place. The best risk preventive practice for agencies such as Alumina, Inc is regulatory compliance. The government places a high level of importance on the preservation of the environment and has stringent means of enforcing compliance to environmental regulation. The best approach for achieving compliance, thus minimizing regulatory risk, is to have a preventative focus. Congress created the Environmental Protection Agency in 1970 as a rule-making agency to hold hearings, make decisions, and order remedies for violations of environmental laws. Air and water quality standards are established that regulate pollution rates. If companies were compliant with enacted statutes at all times of business operations, such measures would prevent regulatory risks. Although Section 5 of the FTC Act prohibits unfair and deceptive practices, some companies are in violation. Part of preventive risk management, companies must avoid misleading or omitting information. Unsubstantiated claims and bait and switch tactics must be avoided as a preventive measure. Insurance, which is governed by the law of contracts, is designed for businesses to protect themselves against risk of loss. The law requires some companies to carry a minimum of $1 million of liability insurance, which will cover negligence, wrongful acts, and misconduct by the company (Cheeseman, 2010). Liability insurance will guarantee injured third parties compensation. This measure is both preventive and corrective. Detective Compliance evaluation inspections and audits will not serve as a preventive measure; however serve to detect possible risks and is an â€Å"after-the-fact† approach. Compliance is defined as ensuring business procedures, operations, and practices are in concord with a given set of norms (Sadiq & Governatori, 2010). Detective measures are based on reporting and conducting internal and external audits. Changing legislatures and compliance requirements make it difficult to detect. â€Å"The diversity, scale and complexity of compliance requirements warrant a highly systematic and well-grounded approach,† (Lu, Sadiq, & Governatori, 2008, p. 345). Corrective Measures Organizations can raise several defenses as corrective measures against liability. While maintaining public image and damage control, defenses must be ethical in resolving potentially damaging lawsuits. Alternative Dispute Resolution. Negotiation is a simple form of alternative dispute resolution, and includes only the parties involved in the dispute. Negotiation is resolved when the parties reach a voluntary resolution. Mediation is another popular form of alternative dispute resolution. It is available through individuals and organizations like the American Arbitration Association and some court systems. Alternative dispute resolution is an attractive way to resolve disputes because of its speed and the empowerment of the involved parties. Court litigation is slow, expensive, and has uncertain results. Organizations can hold back sensitive business information from public dissemination. This will protect the disclosure of information that could hurt foreign policy or national defense, privacy of individuals, proprietary interests of business, functioning of the government, and other interests (HRSA, 2011). Corrective measures vary from the initiation of a new regulation, to breech reporting, to the company coming under surveillance and scrutiny by a control authority. In the worst-case scenario, a company can undergo an enforceable undertaking (Lu, Sadiq, & Governatori, 2008). The company will position itself favorably with regulators and other controlling authorities if corrective measures are undertaken with a proactive approach. Conclusion The states as well as the federal government administer and enforce laws related to safety. Companies are required to comply with the regulations and legal procedures of regulatory agencies just as much as they are required to follow federal laws. Managers must be aware of, and comply with federal and state laws that govern their business. Aligning business objectives with regulations and legislation will minimize tort and regulatory risks and improve business performance.

Nutrition and Food

Cognitive behaviour is dysfunctional emotions and behaviours caused by damage in the brain affecting part of the brain responsible for memory and all that we learn from birth- how to talk, eat etc. This means that a person with dementia can forget how important it is to eat and drink and may need reminding. They may also lose their sense of hunger and thirst. It can become a problem and put a client’s health at risk. Functional change is losing the ability to remember how to eat using cutlery. Instead, some people find easier to pick up food by hand, so finger food should be provided.This might be a good way to avoid confusion and distress for a client. If a person finds it easier, food should be laid out for a client promoting their dignity. They may have difficulties chewing or swallowing, this can be caused by the mind forgetting how to do something, or making that task become more difficult to perform. Emotional change can be negative emotions about their confused state be cause the individual may not understand that there is something wrong, but behaviour of others may lead them to feeling something is wrong, which often causes stress to the individual with dementia.They may refuse to eat or drink altogether. Poor nutrition can make the symptoms of dementia worse and increase the risk of more frequent infections requiring use of antibiotics. Malnutrition also affects the immune system making it difficult to fight an infection. It’s more likely that as well as dementia, older people are more likely to develop other chronic illnesses and therefore will have specific nutritional needs.Dementia can be effected by other conditions that may prevent the individual from eating or drinking: Health – it is quite often for individuals with dementia to end up with Urinary Tract Infection or UTI for short, and while having a UTI the individuals may get more confused or angry causing them to not wanting to eat. Emotional – quite a few Dementia sufferers end up with depression because of the drastic changes in their life, such as being taken away from your home and your family. Routines and rituals provide important cues that it is time to eat and trigger the familiar actions involved in feeding oneself.Experts suggest a variety of ways to maintain lifelong habits and routines: Identify and respect personal, cultural, and religious food preferences, such as eating tortillas instead of bread, avoiding pork or milk products, and not liking certain kinds of vegetables. If the person has always eaten meals at specific times, continue to serve meals at those times. Serve meals in a consistent, familiar place and way whenever possible. If the family has always said a prayer of thanks before meals, continue to say the prayer.Avoid introducing unfamiliar routines, such as serving breakfast to a person who has never routinely eaten breakfast. It is important to include a variety of food and drink in a person with Dementias’ diet because they need a varied healthy diet to keep them as fit and well as possible but also because they may go off food that they used to love because their taste may change so you will need to offer them alternative foods. They may go off squash and start liking milkshake for example. They may have difficulty chewing or swallowing so they may need to be offered softer foods like scrambled egg.Regular snacks or small meals are better than set mealtimes and make food look and smell appealing. Use different tastes, colours and smells. The aroma of cooking can stimulate someone’s appetite. Help the person drink plenty of fluids throughout the day, dehydration can lead to problems such as increased constipation, confusion, and dizziness. Outcome 2: Mealtime cultures such as having strict meal times and meal sizes, certain number of courses and in certain orders such as starter, main, dessert etc may not agree with the needs of a person with dementia.Their tastes may have cha nged and may not wish to eat the meals set out for them in a particular ‘traditional order'. They may not wish to eat at the same time as everybody else or may wish to eat small amounts more often. By trying to stick to normal meal time cultures, this can be a barrier to the nutritional needs of the individual. The care they receive should be person centred and must fit in with what the individual needs, this should also be true with the meals the person receives. Setting strict regimes could just upset the individual and could result in them refusing to eat or drink altogether.Environmental factors such as being around lots of other diners, loud noises, music or busy restaurants are not ideal for a person with Dementia as they can become easily distracted and overwhelmed by too much information being processed at once. This can be a barrier to them being able to focus on their food and can again result in them getting upset and refusing to eat or drink. Provide food the perso n likes and try not to overload the plate with too much food, small and regular portions often work best. A relaxed, friendly atmosphere with some soft music may help.Use eating and drinking as an opportunity for activity and social stimulation. It is always best to aim for the least stressful solutions. Common sense and a creative approach often help. Use colour to support the person – the colours of the food, plate and table should be different. Avoiding patterned plates is important. Treating everyone as an individual and giving them informed choices are the best person centred approaches. We must try to treat everyone as an individual and respect his or her wishes and preferences. Many people with dementia can make their own choices such as what they like to wear, what they like to eat or drink.If they are unable to make a decision, we can inform them of available choices. They may not be able to communicate or tell us anything sometimes so we need to show them the availa ble options. We may also be aware of their choices such as what do they like to eat or drink by asking the individuals family and friends. Another important thing is observation. By observing, we may make note what they like to eat and drink most or what went well at a particular meal time. We must always offer them options and choices. Clear, easy-to-understand verbal prompting may also be needed.Depending on the person’s language ability, this may mean giving very specific, step-by-step directions, or it may mean offering simple choices, such as â€Å"Do you want peaches or apples? † or â€Å"Would you like cream in your coffee? † Verbal prompts, such as â€Å"Do you think the beans have enough salt? ,† can focus the person’s attention on the food. Sensory cues, especially those involving smell, can let the person know it is time to eat. Smells can trigger the appetite, even the smell of toast can help. People with more advanced Dementia may also need physical prompting to initiate the process of eating or to continue eating.For example, the caregiver might place a finger or hand under the person’s grasped hand on the fork and guide it to the mouth. After getting help with initiating eating, the person may then take over. However, carers should not step in too soon as doing so can diminish the individuals sense of personal control and independence. A person centred approach will improve the well being of an individual with Dementia by making them still feel in control of their lives even though they may feel they are losing control and can build trust between the individual and the carers.

The Modern Pro Life A Normative Critique - 1615 Words

Truly Life? The Modern Pro Life : A Normative Critique. The United States pro-life movement is a social and political movement in the United States opposing on moral or sectarian grounds elective abortion and usually supporting its legal prohibition or restriction. Advocates generally argue that human life begins at conception and that the human fetus is a person and therefore has a right to life. The pro-life movement includes a variety of organizations, with no single centralized decision-making body. In the United States, the movement is associated with several Christian religious groups, especially the Catholic Church, and is frequently, but not exclusively, allied with the Republican Party. The movement is also supported by non-mainstream pro-life feminists. The movement seeks to reverse Roe v. Wade and to promote legislative changes or constitutional amendments, such as the Human Life Amendment, that prohibit or at least broadly restrict abortion. The description pro-life was adopted by the right-to-life movement in the United States following the Supreme Court 1973 decision Roe v. Wade, which held that a woman may terminate her pregnancy prior to the viability of the fetus outside of the womb and may also terminate her pregnancy subsequent to viability ... for the preservation of the life or health of the mother. The term pro-life was adopted instead of anti-abortion to highlight their proponents belief that abortion is the taking of a human life,Show MoreRelatedSexist vs Misanthrope1018 Words   |  5 Pagesvacancy if the candidate meets the needed qualifications. Also, Harold recognizes his misanthropy problem and he is constant with his thoughts. On the other hand, Lou Bishop is a person who has a very sociable life, who can be involved with every type of person. However, he affirms that modern women should not be able to reach a high business position; he argues that women are not capable to handle a position like that one. 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The main alternative to a labor justification is a personality theory that describes property as an expression of theRead MoreLiterature Review on Consumer Behaviour16053 Words   |  65 Pagessome evidence for the existence of unconscious procedural knowledge. That is, people apparently do process at least some information in an automatic, passive way, which is a condition that has been termed mindlessness (Langer 1983). Nonetheless, many modern theorists are beginning to regard some instances of conditioning as cognitive processes, especially where expectations are formed about the linkages between stimuli and responses. Studies using masking effects, wherein it is difficult for subjectsRead MoreTriple Bottom Line10664 Words   |  43 Pagessuppliers (to name but four stakeholders) should be measured, calculated, audited and reported—^just as the financial performance of public companies has been for more than a century. This is an exciting promise. One of the more endurin g cliches of modern management is that if you can t measure it, you can t manage it. If we believe that ethical business practices and social responsibility are  © 2004. Business Ethics Quarterly, Volume 14, tssue 2. ISSN 1052-150X. pp. 243-262 244 BUSINESSRead MoreOrganisational Theory230255 Words   |  922 Pagespostmodernism anything new? The history Post-industrialism and the information society The virtual organization Neo-fordism, flexible specialization and post-fordism The regulation school Institutionalist school The ‘managerialist’ school The flexible firm – critique Postmodern organizations – the work of Stewart Clegg and Paul Heydebrand Conclusions 198 198 200 202 205 206 211 213 215 217 220 225 227 234 Chapter 6 Postmodernism as a philosophy: the ultimate challenge to organization theory? Introduction