...18.03.13 P5 : Describe how anti-discriminatory pratice is prompted in the health and social care settings Introduction This report is going to describe 5 different pratices that promotes anti- discriminatory pratices in health and social care settings . These pratices includes : 1. Ethical principles 2. putting individuals at the heart of service provision 3. supporting individuals to express their needs and preferences 4. mental health support – coping strategies 5. empowering individuals (1 ) ethical principles In the health and social care setting sector their are four keys ethical principles that needs to be taken into account these principles includes : 1. Justice 1. Autonomy 2. Benefericences 3. Non- maleficences Justice: In the health and social care settings there are different kind of people using the services.people from different cultures , religion , age , background , sex and belivies etc. Despite different views and belives eveyone must be treated with dignity and respected , everyone need to be treated fairly on matter their age or background. Autonomy: Autonomy can be described as the freedom to choose and to live with dignity, privacy and independence. According to the health and Social Care Act 2008 Regulations states that it is the rights of people using health care services to make their own choices and decision to have these respected by service providers. Autonomy covers all choices, including...
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...restaurant I used to be at the different roles as a worker. Started from waitress that was a simpliest one and did not suppose to have many cirtain skills. When a quiet period started it wasn’t nessesarily to keep a lot of staff so our boss decided to cut the staff off. I was in a bad position as long as I was less experienced then other team members. But I was passionate of this job and learned many things day buy day treated my job not just the way to get money but as a good place to get a qualification and become a professional in hospitality industry. The manager was noticing it and had a conversation with the boss to explain my potential and why they should keep me but others. Forgiveness: We hired new waitress who did not really cares about doing her job properly and deliver excellent customer survice that everyone has to do at the fine dining restaurant. She did everything what I told her to do but did not tried to grow up and not to make me always keep an eye on her to make sure everything done giving me double work. To consider it I suggested to the boss replaced her to make her responsible for the bar so she kept her job and team work bacame more effective. Efficient habits: Our team at the ‘Absynthe’ finally included only two workers FOH. Surprisingly we did our job much better than it used to be before with team of 3 more people. We learned to share responsibilities and communicate just with sights did not waste the time to figure things out and arguing. it...
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...Innovative Business Practices Innovative Business Practices: Prevailing a Turbulent Era Edited by Demetris Vrontis and Alkis Thrassou Innovative Business Practices: Prevailing a Turbulent Era, Edited by Demetris Vrontis and Alkis Thrassou This book first published 2013 Cambridge Scholars Publishing 12 Back Chapman Street, Newcastle upon Tyne, NE6 2XX, UK British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Copyright © 2013 by Demetris Vrontis and Alkis Thrassou and contributors All rights for this book reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. ISBN (10): 1-4438-4604-X, ISBN (13): 978-1-4438-4604-2 TABLE OF CONTENTS Chapter One ................................................................................................. 1 Knowledge Hybridization: An Innovative Business Practices to Overcome the Limits of the Top-Down Transfers within a Multinational Corporation Hela Chebbi, Dorra Yahiaoui, Demetris Vrontis and Alkis Thrassou Chapter Two .............................................................................................. 17 Rethinking Talent Management in Organizations: Towards a Boundary-less Model Carrie Foster, Neil Moore and Peter Stokes Chapter Three .......
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