However, the purpose of the article is to explain how 9/11 changed the approach to psychological intervention. The article discusses advances that have been made in a variety of areas, including different ways to assess needs, screen potential clients, determine the efficacy of programs, and look at how different programs impact survivors (Watson, 2011). What the article reveals is that there have been significant differences in how psychological interventions are conducted post 9/11. Not surprisingly, they found that traumatic bereavement counseling is not yet an adequately developed area. First, they suggested that disaster response could be better coordinated to respond to huge disasters like 9/11. Next, they discussed how policy decisions are needed to enhance federal funding and access to services. They also discuss the fact that traumatic bereavement represents an area for critical future research. This article is important in the approach to both interview and diagnosing, not so much for the information that it provides, but for the fact that it identifies that there...
The country had not experienced an event like 9/11 prior to its occurrence, and, unlike some countries where terrorism and its aftermath are common occurrences, did not have a coordinated mental health response to the 9/11 attacks. Practitioners have to be aware that they may not have sufficient background training and information to adequately deal with someone who is a 9/11 survivor, because it is very possible that the diagnosis process would be different than for known disorders. In fact, while one would assume that PTSD and its treatment would be applicable in the wake of a disaster, the reality is that there is simply insufficient information and research to make that conclusion.
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is
Carr's argument also addresses the limits of the range of unethical business conduct. Specifically, many unethical business practices do not necessarily involve deception, per se. The case of "legally" selling car keys to car thieves is an example of that. In fact, there are many instances of decidedly unethical deception in business that are not illegal and that do not involve lying, necessarily. A strong argument could be made that
Introduction, Problem Statement, Objectives and Aims, and Significance of Practice Problems: HYPERTENSIONAs previously reported, hypertension is a pervasive public health concern that affects millions of individuals worldwide (Fang et al., 2021). Despite the availability of effective pharmacological and non-pharmacological interventions, the management of hypertension remains suboptimal, particularly among minority populations. Racial and ethnic disparities in hypertension prevalence, awareness, treatment, and control have been well-documented, contributing to disproportionate rates of cardiovascular
Supply Chain Management Hypothesis defined Concepts of SCM and the evolution to its present day form Critical factors that affect SCM Trust Information sharing and Knowledge management Culture and Belief -- impact on SCM Global environment and Supply Chain management "Social" and "soft" parameter required for SCM Uncertainties This chapter aims to give an outline and scope of the study that will be undertaken in this work. The study lays out the issues faced by manufacturing organizations when it comes
The broader areas of Customer Relationship Management (CRM) serve as the foundation of client relationship management and analysis (Ravanas, 2007). There is the second weakness of also concentrating on the corporate donors as a largely homogeneous group. This can be seen in the approaches defined in the Club's annual report. The tailoring of individualized strategies can maximize the experiences of donors so they have a higher level of ownership in
Cross-National Management: Questions Although the Chinese company Nice Group and the American company it is entering into a partnership with may not face linguistic barriers, they are likely to face considerable cultural barriers that could impede their mutual understanding. The first likely communications obstacle is one of managerial styles. America is a highly individualistic culture, and tends to prefer managers who adopt an empowering or 'coaching' style, meaning that they either
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