| Papers [1-4] of 4 | Search results on "HOARDING": |
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Hoarding, 2004.
This paper reviews two articles on hoarding behavior in dementia patients and in the elderly.
1,300 words (approx. 5.2 pages), 4 sources, APA, £ 30.95
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Abstract
This paper explains that hoarding is characterized by a need to acquire and maintain a wide variety of possessions, which eventually clutter and fill living areas until they can no longer be used for the purpose for they were designed, creating a safety and health problem. The author points out that the psychiatric symptoms of hoarders included repetitive behaviors, hyperphagia, and pilfering. The paper relates that part of the difficulty in treatment of both elderly and dementia patients is the patients' attachment to their belongings; often this attachment is extremely emotional and even unreasonable.
From the Paper
"The first study indicates hoarding behavior is relatively common in dementia patients. All the patients had been diagnosed with varying forms of dementia, and had been hospitalized for their illness. The 133 patients in the study were divided between those who hoarded and those who did not hoard. Twenty-two point six percent of the patients hoarded items, and the items varied from daily necessities to food, newspapers, and even cigarette butts. These items were stored in a variety of places around their homes, in boxes, in closets, or even carried with the patients."
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Hoarding and Sexual Abuse, 2008.
This paper discusses the issue of compulsive hoarding due to childhood sexual abuse.
3,819 words (approx. 15.3 pages), 9 sources, APA, £ 74.95
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Abstract
In this article, the writer researches and examines childhood sexual abuse and compulsive hoarding. This work identifies the social impediments to the treatment interventions of this population with traumagenic compulsions. Further, the writer analyzes how cognitive behavioral therapy would overcome these impediments and provide treatment for this disorder.The writer concludes that effective treatments are stated to be behavioral therapy, cognitive therapy, pharmacological therapy or a combination. The writer maintains that behavioral therapy is more effective in the cases that are lesser in severity and complexity.
Outline:
Objective:
Terms and Definitions
Literature Review
Summary and Conclusion
From the Paper
"Psychopharmacological treatment is often combined with behavioral therapy in severe or complex symptomatology in cases of OCD. Both psychological and pharmacological interventions have been found to be effective in research studies. The most effective form of treatment for the less severe types of OCD has been found to be behavioral therapy. While drug therapy is effective in the severe and complex cases of OCD, it does take time for effectiveness of the drug to take hold. In conclusion, Beamish and Hill state ... "
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Overtime and Redundancy, 2005.
This paper discusses and analyzes why some firms will reduce working hours before making staff redundant and increase overtime just before hiring new staff.
1,870 words (approx. 7.5 pages), 7 sources, APA, £ 42.95
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Abstract
This paper explains that the model of labor demand in terms of hours worked by employees assumes that firms instantly adjust their employment when the economic environment or business cycle changes; hence, rational firms will always try to minimize their adjustment costs when making decision on altering their labor force, whether through hiring new workers or laying-off staff. The author points out that adjustment costs tend to produce the familiar phenomena of labor hoarding or reduction of working hours during a slump and increased use of extending overtime during a boom. The paper deduces that the relationship between output, hours worked and employment follows a lagged pro-cyclical trend but so must labor productivity, especially if it is measured as output pertaining to each employee; thus, as output and hours worked fall during the economic recession then so does the level of output per worker.
From the Paper
"Figure 1 below, illustrates the cost structure faced by any given firm in choosing between alternative lengths of the working week at any given time. The variable parts of wage costs are especially crucial: (i) the basic wage, w0 per hour, which operates under normal working hours; (ii) the basic wage augmented by overtime premium, w1 above normal working hours. The basic wage is constant up to normal hours HN. Hence, in the absence of guaranteed wages of any sort, the average variable cost per hour is equal to marginal cost, AVC = w0H/H = w0 = MC, and shown by the line ae."
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Management and Leadership, 2008.
An account of the rules of leadership and management and how they are effectively utilized.
2,038 words (approx. 8.2 pages), 10 sources, APA, £ 45.95
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Abstract
The paper discusses the differences between leadership and management and states that they are dramatically different. The paper adds that the consensus of many leadership and management researchers, is that each requires different skill sets to do well, and that leadership is centered on invoking and sustaining worker commitment. The paper quotes one of the world's leading experts in leadership, who remarks that management and leadership have many similarities, yet the most differentiating element is the character of the leader. The paper concludes that leaders who concentrate on pushing responsibility into their organizations rather than hoarding it, create a more effective culture in the long-term.
Outline
How the Four Functions of Management
Recommendations for Maintaining a Healthy Culture
From the Paper
"What many organizations do however is have subordinates complete surveys where they specifically rate their superior's managerial and leadership qualities relative to an ideal score. Using factor and discriminant analysis techniques to find significant clustering of attitudes and perceptions, researchers are finding that typically subordinates will judge their superiors' managerial versus leadership ability judged from the handling of only a few of the many decisions made during a period of time. Additionally, ratings may result from just one or more salient situations, the supervisor's outward behavior, his or her personality traits, or some uniquely subjective combination according to Lord (2000). Further, the research shows that managing and leading often overlap and conflict in these statistical analyses of attitudinal variables. As a result, the methodologies used for attempting to quantify the differences between managers and leaders are often not extrapolated to broader organizational applications. As Gordon and Yukl (2004) have often stated there is a lack of research rigor on the part of practitioners, a lack of empirical rigor on the part of academics, and differences in the research goals, all of which lead to the multiple taxonomies mentioned earlier in this paper. Gordon and Yukl (2004) also mention that in defining the role of manager versus leader, one cannot completely exist without the other. While psychographic research of subordinates yields the tendency on their part to create quick judgments of a manager's character, integrity, honesty and skill set, those with leadership-like qualities are seen as much more able to define a vision that makes sense for their organizations. This dichotomy of time horizons, span of control, and ability to motivate through a compelling vision over just using their legitimate power is what differentiates leaders from managers, and to the extent they inspire versus demand is to the extent to which they accomplish their goals."
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