The Purpose Of The Case Study Social Work Essay

The Purpose Of The Case Study Social Work Essay The purpose of the case study is to provide the student with the opportunity to demonstrate their ability to analyse and evaluate the use of a method of social work intervention with an individual, family, or group of service users, and where appropriate, the carers. Task In consultation with the practice teacher, tutor and where applicable the on-site facilitator, the student will select a situation where substantial social work intervention will be required. The student should carry out an assessment, choose an appropriate method of intervention and analyse and evaluate the subsequent use of the chosen method. In undertaking this task students must: Provide a summarised social history of the case, highlighting significant past and present events in the service users life. Demonstrate the ability to select an appropriate method of intervention and offer supporting rationale for this choice. Provide an analysis of their assessment, reflecting on the model used the knowledge base in relation to the service users situation, relevant government and agency policy and legislation. Drawing on relevant theory, analyse and evaluate the processes and outcomes of the intervention for both the service user and for themselves as a student social worker. This must include: An account of the use of interpersonal skills and how these informed and impacted on the effectiveness of practice An examination of the influence of social work values throughout the work, including AOP Present the assignment to an acceptable standard which conforms to academic conventions regarding grammar, spelling and the Harvard system for referencing cited works. Other guidelines for the case study The word limit should be no more than 4, 000 words (+/- 10%). Students muststate the exact word count on the front cover. The hand in date for the case study is before 10am on 14th May 2009. Late submissions require a formally agreed extension. The On-Line Discussion Forum Structure Students are divided into specialist tutor groups Specialist tutor groups are made up of students who are in the same/similar programme of care Each specialist tutor group is headed by a specialist tutor Details of which group students have been assigned to can be found in Appendix One Resources It is expected that students will participate in the on-line discussion forum once weekly. Please book the on-line slot into your diary (in the same way that you would your lecture attendance or a home visit). This way you are less likely to forget! Your weekly submissions will be based around a series of practical tasks to help you link your learning both from semester one and your placement with the requirements of the case study. The programme for your weekly input can be found in Appendix Two Expectations It is expected that: Students will contribute once weekly to the on-line discussion forum There is no word limit regarding student contributions on-line but it is expected that they will be concise contributions addressing the pre-set tasks and that these should act as an aide memoir to your case study Each submission should not take longer than 15 minutes to complete Students can visit the discussion forum whenever they wish and can make more than one weekly contribution if they wish  · In order to preserve confidentiality the on-line discussions MUST avoid references to peoples names, locations, and other specific details by which an individual might be identified (e.g. chronological histories detailing specific locations and events, specific and unusual medical conditions)  · On-line discussions are monitored by the module coordinator as well as tutors. In the event that there are concerns regarding potential breaches of confidentiality you will be asked to edit your contributions accordingly On-line Tasks See Appendix Two The Recall Days 12thFebruary 2009 10am-1pm Specialist tutor groups Specialist tutors to discuss, re-cap and provide relevant references on the following: Social issues and research, policy and legislation relevant to the identified social issues Assessment frameworks and their benefits, limitations, effectiveness Methods of intervention Materials for tutors and students will be provided nearer the time. 2pm-3pm Lecture by K Winter 8th April 2009 10am-1pm Specialist tutor groups Specialist tutors to discuss, re-cap and provide relevant references on the following: Processes regarding methods of intervention referring to any relevant research, practice guidelines Outcomes relating to methods of intervention referring to any relevant research, practice Materials for tutors and students will be provided nearer the time. 2pm-4pm Lecture by K Winter Module Review The module is the subject of an annual review. The main issues arising have concerned: Structure and content of on-line discussion forum Structure and content of recall days Date for submission of the case study More teaching on group work as a method of intervention The module has been re-structured this year to address most of the above points. Reading Materials It is recommended that you purchase Wilson et al. (2008) Social Work: An Introduction to Contemporary Practice, Harlow: Pearson Longman as it offers a broad guide that will help you consider the key elements of your case study including: social issues/social histories; assessment frameworks; and methods of intervention. The book also includes up to date references to policy and research. Other more specialist references will be added to QoL. Appendix One Specialist Tutor Group Allocation Older people and physical health and disability (13students) A HARPUR NAME PLACEMENT Christine Bowden Sensory Impairment Team Newry Alana Carr Ivybrook Newry Michael Cunningham Shankill Centre, Belfast Corey Doyle Dungannon Emma Goligher Lagan Valley Hospital Fiona Kelly Sensory Impairment Bradbury Centre Emma McClure Mount Oriel Samantha McGreevy Lagan Valley Hospital Clare Murney Newry Sheena Quinn Bangor Eliza Shields Day centre Banbridge Heather Stewart Holywood Arches Centre Karen Watson Scarva St Banbridge Adults with learning disabilities (10 students) TUTOR TO BE DECIDED NAME PLACEMENT Deborah Bonner Glenwood Unit Poleglass Amanda Caldwell Struell Lodge Downpatrick Judith Cleland Adult supported living Nards James Draper Skyways Project Ormeau Road Clare Joyce Ards TRC (day centre) Hannah Laird Balloo TRC Bangor Christopher Millar Edgcombe Day Centre Shauna Murphy Supported living project Bangor Claire Murray Mountview Downpatrick Lynsey Wilson Supported living project Lisburn Family and child care (8 students) G KELLY NAME PLACEMENT Ann Boyle Shankill Centre Sarah Brown Flaxfield CH Lisburn Lois Curran Bryson House Dunmurry Simon Darby Bryson House Bedford St Nicola Doran Gateway Team Banbridge Joanne Elder Naomi Project Womens Aid Christina Graffin Carnmoney Road FCC team Catherine Hennighan Child care team Larne Family and child care (9 students) K WINTER NAME PLACEMENT Debbie Henry Antrim Family Intervention Team Lisa Kearney Womens Aid Derry Carina Ledwith Lynsey House residential unit Elaine McLaughlin Bryson House family support Bedford St Dawn McCallion Family Placement Team Ballymena Sarah Morrow Fortwilliam CH Louise Pettigrew Warren Centre Lisburn Lee Wilson Residential Unit Portrush Tim Wilson Family support project Nards Mental health (10students) G DAVIDSON NAME PLACEMENT Susan Beggs Ormeau Centre Verner St Katrina Copeland Hostel 12 Larne Amanda Ferris Extern Bryan Leonard Addiction Treatment Unit Omagh Heather Long Addiction Team Nards Gemma Mallon Ballymacross Hostel Lisburn Lucy Molloy Crisis Team Holywood Arches Judith McCloy Supported housing project Bangor Kirsty Quigg Derriaghy day centre Anna Tohill Supported living project Antrim Appendix Two On-line Discussion Forum Weekly Tasks WEEK TASK TO BE COMPLETED BY Week One (12.01.09-16.01.09) Introduce yourself Describe your placement (programme of care, where, what types of service user) What are your initial observations regarding the working environment (physical environment and formal/informal working practices)? 18.01.09 Week Two (19.01.09-23.01.09) Find out what type of assessment frameworks are used within your workplace. List and describe them 25.01.09 Week Three (26.01.09-30.01.09) Choose an assessment framework Find out about any research, policy and guidance regarding its use and describe 01.02.09 Week Four (02.02.09-06.02.09) Look again at the selected assessment framework. Answer the following: What are the benefits and limitations of the framework? What can be done to improve it? 08.02.09 Week Five 09.02.09-13.02.09) From your discussions with team members what social issues frequently emerge from peoples social histories in your particular placement (this could include poverty, abuse, substance dependency, sectarianism for example). List the social issues and identify any policies, legislation and research which inform practice in these areas. 15.02.09 N.B Thursday 12th Feb is a recall day. You will have a 3 hour tutorial (10-1pm) followed by a one hour lecture (2-3pm) Week Six (16.02.09-20.02.09) In conjunction with your tutor identify a case which you might use as your case study. Having sought the consent of the service user draw out: the main themes that emerge from their social history; the assessment framework you are using; the skills required in applying that assessment framework; the benefits and limitations encountered; the possible outcomes of that assessment process. 22.02.09 Week Seven (23.02.09-27.02.09) In light of the issues that come to your attention through the assessment answer the following: Which method of intervention might you consider? Which issue(s) are you attempting to address? Why have you chosen those issues and that method to address them? What might a successful intervention look like? (list you goals, aims) These issues should form the basis to your presentation to be delivered at the mid way tripartite 01.03.09 Week Eight (02.03.09-06.03.09) Write up your presentation for your midway tripartite based on the work you have completed for this module so far. 08.03.09 Weeks Nine and Ten (09.03.09-20.03.09) Think about the processes relating to your chosen method of intervention and answer the following: What knowledge, skills and values are you relying on? What is helping/hindering the process? What are the benefits/limitations to the method of intervention you have selected? 22.03.09 Weeks Eleven and Twelve (23.03.09-03.04.09) Begin to think about the outcomes of your method of intervention and answer the following: Is it working? Yes/No In what ways is it working/not working? Why is this so? What might be the contributory factors? What could be done differently? How do you measure success? Is there any research regarding its effectiveness? What do your colleagues think about the approach you have chosen? Do your colleagues have favoured methods? If yes/no why? 05.04.09 Week Thirteen onwards (06.04.09 onwards) Begin to write up your evidence based case study Use the on-line discussion forum to seek guidance and help in relation to aspects of the case study Aim to have it completed in first draft before end April 2009 NB 8th April is a recall day. You will have a 3 hour tutorial (10-1pm) followed by a 2 hour lecture (2-4pm)

Bolster Electronics: Dealing With Dealer Demands

Northern Alberta, the oil sands development area surrounding Fort McMurray, is the fastest growing economic area in Canada for several years. Obviously Bolster’s total market share in this area was the highest with one third of the total market share it held national wide. Vickers based in Edmonton, Alberta covered 50% of the local market share and 75% of servicing in that area in spite having a national distributor, National Electronics (National). Also local firms preferred to do business with Vickers than National which has their nearest warehouse in Calgary, Sothern Alberta around 750 Km from Fort McMurray. (Exhibit 1) Neither Bolster nor National had a video system design team in northern Alberta.Since one third of the total market share is concentrated in northern Alberta, it is imperative to have a system design team there. If not it leads to a huge potential loss because there are competitions among the top 4 players who have 15% of the market share each. The managemen t tried to convince National to work in northern Alberta in 2007 but it went vain. At the same time Vickers was well established in northern Alberta, its main office, warehouse and engineering team are in Edmonton with a warehouse and sales team in the proposed oil sands area of Fort McMurray which is a six hours drive from Edmonton.Vickers is in the business for the past 20 years and their salespersons were highly trained and serviced the northern Alberta more effectively than national distributors. This is what the customer exactly wants in terms of good track record and service support in addition to lowest price. They also proved as an effective dealer by taking responsibility of warehouse, inventory storage, engineering expertise and services, relationship with local dealers and end-users, and increasing the Bolster’s business in their area. Hence they requested Bolster a better pricing discount and wanted to be named as distributor.However the major concern for the mana gement is that if a local dealer was given a distributorship it may deteriorate relationship with their national distributors as it does in 2004 when Albright Industries was given a distributorship in order to make up theshortfall of 7% drop in market share and to provide growth in Quebec. Fortunately, last time National’s dissatisfaction disappeared in a long run since they are not competing for the same market.National doesn’t take any leap in past 5 years in doing business in northern Alberta though it was informed about the huge potential of increasing market share. It seems National is not interested in increasing his presence in northern Alberta. Because of technological advancement and increased competition from three other major players it was difficult for Bolster to maintain an overall gross margin of 40% of factory price. In the current scenario if Bolster gives a distributorship to Vickers, it will further affect the financial stability of the company.Thoug h it has a potential to increasing the market share over 90%, if they got distributor’s discount. It will also change the entire distribution channel (a network through which goods moves from the manufacturer to end-users). The distribution cost of each channel plays a major role in selecting the options (Financial Analysis if possible) Customer service is a major issue since industrial video equipment are normally used in harsh environments.So the distributors or dealers should work faster if there was a production stoppage because of the failure of the video equipment for end-users. Since Bolster is more focused on technological development the responsibility lies with the distributors and the dealers. Though Vickers doubled its trained sales team to four, it is not enough to manage the vast area if it was given a distributorship. Even hiring a sales team seems difficult since compensation for the sales team was competitive in the industry.THE PROBLEM STATEMENTHow to handle the Vickers’ request of distributorship such that it has minimum negative consequences?OPTIONS1. Giving Territorial Distributorship to Vickers 2. Giving National Distributorship to Vickers 3. Leave it as a Territorial Dealership 4. Giving only Distributor’s Discount but not DistributorshipCRITERIA FOR EVALUATION1. Relationship with Distributors and Dealers 2. Financial Implications 3. Market Share 4. Customer Satisfaction (Services)EVALUATION OF OPTIONSOption 1: Giving Territorial Distributorship to Vickers If Vickers and National didn’t compete for the same market, then it will not create much dissatisfaction among the management, Vickers and National as it was in 2004, when Albright was given distributorship. If Vickers was given distributorship, Bolster has to give a price discount of 10% it will further deteriorate the financial positioning of Bolster.It is imperative to increase the market share in northern Alberta, since it has a potential of one third of the total market share. Since neither Bolster nor National have the presence in northern Alberta, it is wise to give a distributorship to Victors such that they can capture the 90% of the market share in there. It also helps to improve the customer services extended to the end users, since they have a presence.Option 2: Giving National Distributorship to Vickers If Vickers was given a National Distributorship, it will obviously deteriorate relationship with National because in a long run they are going to compete for the same market.

Emotional Intelligence – Summary

February 10, 2013 ASMT W4b (R) ASMT W4b  (R) Why Emotional Intelligence Is Not Essential for Leadership C6 p. 171 Mitch McCrimmon, the author of â€Å"Why Emotional Intelligence Is Not Essential for Leadership†, presents an argument contrary to that of Daniel Goleman’s claim that leaders must be emotionally intelligent to be effective. He even ventures as far as calling Goleman’s theory harmful. â€Å"The bottom line is that emotional intelligence is more important for management than leadership† (Rowe, 2013, p. 172). McCrimmon begins his argument referencing great leaders like Martin Luther King, Mahatma Gandi, and Nelson Mandela.Each of these men has influenced others with their passion to eradicate unfairness. They convinced those who can make decisions to favor their ideas. â€Å"They aimed their cry at their respective governments and the population at large . . . but none of them managed the people responsible for making the policy changes that th ey were promoting† (Rowe, 2013, p. 172). They were bottom-up leaders. McCrimmon makes this point in order to simplify and redefine leadership to â€Å"the successful promotion of new directions† (Rowe, 2013, p. 172).This simplified definition of leadership allows for the promotion of better ideas in an environment where the leadership role shifts from person to person as ideas are developed. As justification for his new definition, McCrimmon claims that the traditional concept of leadership is founded within the confines of the managerial framework, not in those who lead outside of managerial roles. Returning to the topic of the article, the author contends that â€Å"emotional intelligence is critical for management, though not so for leadership† (Rowe, 2013, p. 174).From the beginning, emotional intelligence should have been associated with management, but â€Å"a scapegoat was needed to blame for the failure of Western businesses to cope with Japanese competi tion, and management was fingered for this role† (Rowe, 2013, p. 174). With management now the â€Å"bad guy†, emotional intelligence became associated with the â€Å"good guy† – leadership. Emotional intelligence has its place among management and only a situational role in leadership. It is important for executives and managers because they have many responsibilities involving the welfare of others.Managers need high emotional intelligence to succeed. However, creative and innovative non-managers, those wanting to challenge the status quo, do not need emotional intelligence in order to convince others of their ideas and be effective leaders. â€Å"The power to lead is increasingly knowledge based and is less about personality and character. Conversely, emotional intelligence is essential for all managerial roles† (Rowe, 2013, p. 175). McCrimmon concludes his argument with call for organizations to cultivate bottom-up leadership, especially organiz ations dependent on constant innovation. If potential leaders are told to keep quiet until they become emotionally intelligent, they may well say good-bye before they gain the necessary maturity† (Rowe, 2013, p. 175). He implores those in management positions to relinquish their monopolies on leadership in order to grow and encourage bottom-up leadership. Empower others to be leaders. References Rowe, G. , & Guerrero, L. (2013). Cases in leadership. (3rd ed. ). Thousand Oaks, California: Sage Publishing.

Cultural Changes The People Of Indigenous Australia,...

Cultural changes are cause by many different factors. Some of these factors are caused internally and externally. The people the changes affect usually have no say so of the matter and eventually have to adapt under the circumstances. I am going to address 3 specific forces of change. These forces of change impact several cultures, but it various ways. The people of Indigenous Australia, Minangkabau, and San/Ju’Hoansi are great examples of cultures that were forcibly changed. In this essay I will explain what forces of change each of these cultures endured, how it affected them negatively and positively, and how each of these cultures compare and contrasts to each other. Globalization and transnationalism has had major impacts on many cultures. Globalization and Transnationalism alone has transformed the entire world. It has intertwined cultures within other cultures, changing the way people live, eat, work, and think. The connecting of people of other nationalities, voluntarily and involuntarily, caused globalization and transnationalism. This force of change has impacted the world greatly and variously within each culture. Indigenous Australia was impacted by being colonized. When non indigenous people began to surround them, they allowed it with caution and curiosity. They did not know what changes were going to happen soon after these encounters with non-indigenous people. One of the major changes they experienced was the transportation of pregnant women to hospitals

The Catcher in the Rye, a Medley of Failure - 825 Words

The Catcher in the Rye, a Medley of Failure All humans make mistakes, unfortunately, Holden Caulfield is notorious for committing one too many. J.D. Salinger’s The Catcher in the Rye appears to be a long string of consecutive failures for the protagonist. The novel describes his attempt to reconcile with these failures and find a path that suits his qualities and desires. However Holden can not find a way to succeed and even Mr. Antolini says, â€Å"This fall I think you’re riding for – it’s a special kind of fall, a horrible kind. The man falling isn’t permitted to feel or hear himself hit bottom. He just keeps falling and falling† (187). This whole fall that Holden is heading on seems to have started with the flunking out of school.†¦show more content†¦At this point in his life Holden is just confused and overwhelmed with growing up and having to enter adulthood. He is afraid of what he doesn’t understand and reverts to a c ynical view of society to shield himself from the painfulness of growing up. Holden wishes he could live in a simple and understandable world but he must face the realities of life and the complexities that come with it. Confronting failure is often the most difficult thing to do especially at a young age for adolescences, however education is able teach not only book work, but life values as well. By obtaining an education, Holden will be able to transgress his previous conceptions about society and learn to succeed in the rapidly changing society he is thrown

Development of Eating Disorders - 1218 Words

Much to our perceived attention is the idealised image that most aspire to have. In attempting to achieve such a look involves drastic measures for some and possibly fatal. There is ample of evidence to suggest that such measures revolve around an individual’s eating habits thus leading to unhealthy disordered eating patterns. Eating disorders refer to abnormal eating habits characterised by excessive or insufficient intake of food and develop from a number of interrelated issues. Much of the research into eating disorders has focused particularly on anorexia nervosa and bulimia nervosa and its developmental causes. Anorexia nervosa is a psychological disorder characterised by delusions of being overweight resulting in conspicuous†¦show more content†¦Also, despite its far-reaching nature, the media tends to conform and show one particular image to be correct, which is to be thin, whether it be celebrities or the presenters of a channel. In light of the evidence presented against the mass media in advocating unhealthy messages some critics argue that the media is not fully to blame. Although a positive correlation between media exposure and high levels of clinical eating disorders does exist, it does not fully justify or provide sufficient evidence for the case that the media is solely responsible for mediating unhealthy messages or negative connotations towards overweight people as most claim it to be. However, this argument follows if one watches too much television. There is the view that one may be more susceptible to another depending on the amount of television that they consume. Research shows that the alarming rates of young females wanting to achieve the ‘perfect body’ relies heavily on the amount of television they consume day in and day out. Emerging primarily in childhood, where children are exposed to a lot of television this attitude of the idealised image is carved throughout their developing life. Therefore, watching a particular body image from such a young age embeds the mentality that being thin is the right way to be. In response to the enormous level of exposure and pressure exhibited by the mass media it is apparent as to why many people are and remain highly displeasedShow MoreRelatedEffects Of Exercise Behaviors And Body Image And Eating Disorder Development1742 Words   |  7 Pagesphysical self-esteem on eating behaviors looks at one facet of this relationship. Exercise behaviors that will be looked at will take into account intensity of exercise, exercise frequency, and motivations for exercise. Self-esteem is multifaceted, but focusing on physical self-esteem pinpoints the physical appearance factors. Eating behaviors will be defined as the presence of significant eating disorder symptomology further detailed in the methods section. 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Some as far back as the seventeenth century through Morton (1694) descriptions of the symptoms of eating disorders during this period in time. Despite this eating disorders were only formally known as a disorder until 1980 when it was published in the DSM and more recent editions have shown that there are two different forms of eating disorders which are anorexiaRead MoreIndividual Psychology in the Real World809 Words   |  3 Pagesand physical disorders. Susan E. Belangee in her article â€Å"Couples and Eating Disorders: An Individual Psychology Approach† examines the factors that lead to eating disorders and how eating disorders affect adult intimate relationships through Adler’s personality theory. Belangee deems individual psychology as an effective approach to treating eating disorders. 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We seem to point our fingers at the media and society for a lot of the social issues in the world today. But is the media really to blame for disturbed eating behaviors that lead to eating disorders such as anorexia nervosa and bulimia nervosa? There has been quite a bit of research done in

Risk Management In Outsourcing And Impacts -Myassignmenthelp.Com

Question: Discuss About The Risk Management In Outsourcing And Impacts? Answer: Introduction A control system uses control loops to manage, command, direct and regulate the behavior of other devices. The operation of control systems used in management is based on the facts of the process variable being evaluated verses the desired set point (Neubert and Dyck 2016). The main feature of the control system is thereby, applying a control signal that returns the process output to the same value as the control signal. On the flipside, engineering control is explained as the psychology designs and modification to machines or plants to prevent hazards (Gooneratne and Hoque 2013. The processes that are involved in the engineering control processes are such as ventilation to reduce the risk of illness at the working place that is easier to manage. Control in management sense ismore difficult than engineering control because control in management incorporates numerous elements as compared to engineering control; the paper therefore, seeks to report on the reality of the this assertion. A control system has various elements that play specific roles to achieve a good control system. These elements when incorporated wellare profitable to the management system of an organization. They provide a set of rules that monitor the behaviors of employees in a company and automation processes that minimize the risks in operations.These elements include problem avoidance, feasibility constraints on the control choice, control of personnel, control of results and feedback. Effectiveness of control mechanism In many scenarios, the establishment of rules by the managing authority does not ultimately increase problem avoidance. Many employees are subject to error at work either knowingly or unknowingly. According to Gooneratne Hoque (2013), element of problem avoidance in the features of a managing control system is achievable by automation as one of the tactics. The use of computers and other means of automation machines for example robots aid in reducing the organizations problems. The machines are set to exact preciseness and accuracy to limit the errors that might have been caused by humans. The other alternative avoidance possibility is by centralization. This means that all the information processed by the managing authority is gathered and processed in one database. The information filed in a single database ensures fast and accurate retrieval of information in the organization. The existence of a database also reduces the tiresome workof information filling and additionally increases the accuracy of records keeping. Using a third-party company to manage the risks that might arise in the firm is also a way of problem avoidance (Hong et al. 2003). This mechanism uses insurance companies to cover the risks of accidents and perhaps employees behavior that might cause harm to the firm or to themselves. Finally, the other control mechanism in problem avoidance is elimination. This feature ensures that the manager or management of an organization can be advised to disinvest in a sector or subcontract a company that will manage a high prone risk sector in the organization. Control of results This type of control is mainly focused on results accountability. This control system holds employees responsible for the results retrieved. The use of the results accountability system requires that proper definitions of the dimensions of the expected results are set. These definitions include efficiency, quality, and service. The performance on these dimensions is also set to aid in the processes of the control of results (Viswanathan 2011). The control of result mechanism is set to reward and acknowledge the meeting of the required results and reparations are set on the results not meet to the set standard. Additionally, the result system is set based on future events and can work as a motivating factor to the employees. Control of Personnel Personnel control can be very effective in small organizations or even small family business. This type of control is effective in that it acknowledges the need of personnel in running of an organization and its processes. The running of personnel components is not difficult because there are minimal personal limitations with minimal task work whilst supporting even in lack of goal congruence (Schermann, Wiesche, and Helmut 2012). However, when the control problems are present, they can be curbed by altering the control of personnel by adjusting for example the hiring policy and initiating training programs to train employees. Control of Specific Actions This type of control is set to regulate people from doing specific actions. In most cases, the control type is set to prevent individuals from doing specific actions that might be termed as undesirable (Bembenek and Jankowska 2014). The management can therefore, use some behavioral constraints as a form of control to prevent and render some improper activities impossible. These constrains include the physical devices such as key-personnel identification systems, biometric locks and scanners and administrative constraints for example segregation of duties. Tracking of the employees behaviors and their engagements is also another method of control of specific actions. Depending on the settings of the systems limits, it can be set to reward or punish deviations from the specified limits. These action-accountability systems despite having been set to create consequences from unwanted behaviors and habits; they can also be used to motivate the employees to behave appropriately in the future (Daniel and Hiebl 2015). In addition, these systems can work if employees understand what is required of them and they have a drive that their individual actions will not go unnoticed and unrewarded. Pre-action review is another method of specific action control. This involves the viewing the work of others before completion or submission. These reviews are done through forms planning reviews, direct supervision, and approvals on proposals for expenditures (Reddick 2003). Reviews are effective in pre-action decisions such as correcting a potential harmful before it could develop into a real problem. It also influences the human behavior by influencing an extra care in the preparation of a proposal. Feasibility Constraints on the Choice of Controls The workability of the controls is determined by its design and how works. In most organizations, they depend on the employees to self-motivate themselves. This self-control and self-motivation can be achieved on most employees by the using of controls altered to suit hiring, training and screening (Tessier and Otley 2012). For control over specific actions, it might be difficult to provide the required set of requirements especially for behavioral aspects. This is because it is difficult to correctly define all the behavioral prospects unlike action-oriented aspects. To bridge these limitations, these behavioral actions are indirectly monitored using the number of working hours, sales made, or violations against proper procedure. Feedback is important when it comes to control systems. Feedback is a necessary reinforcement to back up the accountability of the systems. Feedback is however not used to make input adjustments but it signals that results and output is being monitored. Feedbacks provide the awareness of supervision through the feedback method. Feedback is also crucial in repetitive situation. It can be used to show indications of failure in systems. The feedback control system is also used to show when the results are achieved (Daniel and Hiebl 2015). Additionally, it can be used to make crucial interventions whereby results can be altered at different section processes. With input adjustments complimented by the feedback mechanism, it makes control management a powerful tool in an organization. The feedback mechanism can be manipulated to a powerful control loop switch. The feedback instead of now being result-oriented can be manipulated to specific-action oriented focus. For example, it can be set to away that after an action, when the feedback is positive the system automatically proceeds to the next step. On the other hand, when the results are not as intended the loop repeats itself until the desired results are acquired. Several scenarios are supported by the feedback method of control system to support business operations. All these cicumstances makes feedback method excellent for control systems. The feedback mechanism can be used to keep a retailer on the loop of his stock level. When integrated with the financial records it can be a useful tool to quantify when the levels of sales are highest and when they are lowest. Feedback control element is not always effective in all situations. For example, it is a useful tool when it comes to repetitive processes where the monitoring of situations is simple and after every stage. However, for the non-repetitive processes it is difficult to monitor the sources of errors and when feedback is given out it will be too late to reverse the process. There are various ways through which goals should be set in managerial control; his includes setting the performance standard, determining or measuring the actual performance, comparison of the actual performance, assessing deviation and taking the corrective actions. Setting the performance standard In order for an organization to achieve its objectives, it needs to formulate strategic goals. As much as all these goals governing the workmanship of the various organizational departments are important, a standard goal is the most relevant of all of these goals (Bucher 2013). It dictates how an organization moves forward despite all the challenges that come in the organizations way. Given the crucial significance of the standard goal, this section will come up with steps that can aid an organization in coming up with an effective and reliable standard goal. Researchers aver that the steps of coming up with the most appropriate standard goal are largely related to the life coach teachings. The first step in setting a standard goal in the context of managerial control is to exercise belief. Organizations need to believe that they can actually do indulge in the standard goal setting process successfully (Wright 2012). They are required to have faith in the process. Given the complication and the tiresome nature of this process, the team members need to be motivated throughout the entire process. Having a strong belief about attaining success eventually will enable them to remain enthusiastic throughout the process. After this belief has been created, the organizations team members can then move to the next step. The next step entails applying the SMART technique. Setting a standard goal that is specific enables the employees and especially those in the management control department to know exactly what they working on (Niven and Healy 2016). This increases their chances of succeeding. In order to aid the employees in staying on the right track, there is the need to ensure that the goal is measurable. In most cases, organizations end up setting up goals that are very hard to attain. Team members are encouraged to inquire into the certainty levels of attaining the proposed goal (Stevens et al. 2017). Having this in mind, organizations should probably look at their past successes and failure and the size of their business before they can decide if the proposed goal is attainable or not. Then of course, the goal should be relevant and time-related. The next step is to align the goals with the relevant department and in this case, management control. In the process of doing this, the organization needs to be aware that the employees could be having their own varied goals (Arraya, Pellissier, and Preto 2015). The organization should as such communicate its mandate to its employees in order to make sure that everyone is on the same page. The next step is to develop an action plan and finally, follow up on the execution of the standard goal and this constitutes the reward. Indicating the performance standard is considered, as the first step is management control. These standards are often considered by Iles and KaurHayers (2014) as the basis for determining the actual performance. Moreover, Mthieu (2013) argue that standards are the benchmarks through which the efforts of the whole organization are directed to. Such standards could be dieted both through qualitative and quantitative terms. There are various examples of the qualitative data including, the cost that is to be incurred, the revenue earned as well as the units to be produced and sold, time to be spent, the level of inventories to be maintained etc. On the contrary, Von Glinow (2016) argues that the quantitative standards include improving the good will, improving the quality of products, and enhancing labor relations. To facilitate easy comparison of actual performance with standards, the managers should attempt to set such standards in qualitative forms. Measuring the actual performance After determining the standards, it is significant to measure the actual performance. There significant levels of measuring performance including using performance report, sample checking, personal observation among others. Arguably, Mthieu (2013) provides that in order to facilitate easy comparison, performance should be measured in on a similar basis that the standards have. Comparing the standards with the actual performance This often involves the actual performance with the standards that are laid down to determine the deviations. For instance, the performance of a sales man in terms of units that are sold in a week could easily get measured against the standard output for each week. Assessing the deviations A number of deviations are often possible in every activity. On the contrary, deviations in significant areas of business should be corrected much urgently when compared to deviations in significant areas. Management should therefore use vital point control as well as management by exception in such areas. As far as critical control is concerned, it is important to focus on key areas that behave as critical points. As asserted by Lagerstroem (2014), the KRA is crucial for an organization success. Therefore the whole organization has to suffer if at all something goes wrong at this point. For instance, while analyzing the manufacturing organization, cost is considered as being much troublesome relative to 18 percent increases in the stationary expenses. While focusing on management by expectation, Kozlowski (2013) provides that only the significant deviations would exceed the limits that have been prescribed. Taking corrective action The last step when it comes to setting standards in management control entails taking the corrective actions. If deviations are considered to be within the acceptable limits, it is worth noting that no corrective actions are required. Contrary, if deviations tend to exceed the acceptable limits, they should be brought immediately to the notice of the management in order to undertake corrective measures in significant areas. Proactive and reactive control Proactive and reactive control plans are both strategies of dealing with problems affecting business organizations and organizations as a whole. These two methods are the exact opposite of each other. They cancel out on each other. Management control largely involves dealing with problems affecting organizations. Proactive control on its own largely applies the ideologies of preventive measures (Duthooet al. 2014). This plan constitutes finding the identifying the source of the problem and as the initial strategy. After the problem has been identified, the next step is to identify the various ways in which this problem can be tackled. Proactive control is not exactly the best strategy to deploy in dealing with managerial problems. To begin with, it is more complicated than its sister did strategy, reactive control. On top of this, if say an organization was facing negative media publicity or unfair competition, employing proactive, employing proactive methods will give the opponents the advantage of predicting the organizations next move. Proactive methods involve down strategies even before the problem actually occurs (Xuet al. 2016). If the opponents were to take advantage of this, they would just come up with ways of going back on these strategies. This implies that deployment of proactive methods will still result to the organization suffering the consequences of harm. Reactive methods on the other hand as the name suggest, involve countering problems immediately they arise. This is a good strategy especially in the case when the organization is going through new problems that it has never encountered before. By giving the opponents a chance to attack and execute their strategies against the organization, the organization has the advantage of uncertainty on the side of the opponents (Gonthier, Braver, and Bugg 2016). The attackers will not have any glimpse of what the organization is planning to do as its counter attack measure. This will in turn give the organization the opportunity to identify the feints and bluffs in the attack strategies executed by the opponents. As compared to proactive methods, reactive control techniques are easier to execute and they bring out better results. Requisite Variety Requisite variety involves coming up with numerous solution plans for a single problem immediately it manifests itself. For instance, the management control of an organization can apply both proactive and reactive methods in dealing with the identified problem. The concept of requisite variety can perhaps be considered as the best way to deal with the problems that affect an organization (Martineau, Johnson, and Pauchant 2017). Modern trends in effective organization management and control require that organizations have numerous solutions to the problems affecting their various departments. It is not always a guarantee that a given method will work out perfectly well in dealing with a problem. As such, organizations may find it necessary to have some sort of a backup plan. The backup plan in this case involves having a variety of solutions. If one solution fails, the organization will go ahead and apply the next one. Alternatively, the organization can just go ahead and apply multip ly solutions at once. Conclusion In summary, control systems are useful tools in management. With the various elements working together, controls are powerful to manipulate management to fewer errors with limitless number of other advantages. The control over results is faced with difficulty for pointing out the desired. For example, the customer service complaints might post a positive review for the target hotel. The feasibility of the controls allows the determination of the desired results with its set of programs set. Additionally, controls can be manipulated to integrate more elements within it thereby giving it unlimited access for more improvements on work efficiency. 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