Competencies in Structure and Job F
Referred to the center through his employee assistance program, he was accompanied by his spouse and year-old son. Cavin's wife provided his medical history and recounted her husband's 2-year decline from a promising career as a journalist, researcher, and social commentator to a bitter, often paranoid man who abused cocaine and alcohol.
Cavin, she explained, had become increasingly unpredictable. Upon admission, Cavin was initially cooperative and grateful to his spouse for her efforts, but as withdrawal continued, he became increasingly agitated, insisting that he could detoxify on his own.
He resisted any intervention by staff members whom he perceived to be critical or patronizing. There were almost no African American employees—none at the clinical level.
He noted how decor reflected only White American culture. Driven in part by his substance use disorder, he was looking for reasons to leave. Later that evening, he checked out.
Cavin was unable to relate to his treatment. He found no cultural cues with which to identify or connect. Therefore, he started searching for reasons to leave—behavior typical in persons who abuse substances. People often leave treatment with the conscious hope of managing their substance abuse themselves and the unconscious drive to relive positive experiences associated with substance use; meanwhile, they all too easily forget the pain imposed by the use of alcohol and other substances.
Cavin may have remained in treatment if services had been more culturally responsive. This is an example of how behavioral health programs benefit from commitment to culturally responsive services, staffing, and treatment—if they make no such commitment, their services may be underused, unwelcome, and ineffective.
Multidimensional Model for Developing Cultural Competence: Organizational cultural responsiveness is a dynamic, ongoing process; it is not something that is achieved once and is then complete. Organizational structures and components change.
The demographics and needs of communities change. Employees and their job descriptions change. Consequently, the commitment to increase cultural competence must also involve a commitment to maintain it through periodic reassessments and adjustments. Based on the Cross et al.
Exhibit Requirements for Organizational Cultural Competence. The organization needs a defined set of values and principles, along with demonstrated behaviors, attitudes, policies, and structures that enable effective work across cultures.approaches related to competence management and to organizational learning, highlighting a few elements that can give support to competence development based on the limitations and/or needs presented by competence management.
The theory of competence-based strategic management is an integrative strategy theory that incorporates economic, organizational and behavioural concerns in a framework that is dynamic, systemic, cognitive and holistic (Sanchez and Heene, ).
Creating New Organizational Structures for Job Competencies. Select Competency Setup (G08BC4), Organization Structure Revision. To associate jobs and job competencies with the hierarchical levels in the organization, you can create an organizational structure that is .
LECTURE NOTES For Nursing Students Nursing Leadership and Management Amsale Cherie Ato Berhane Gebrekidan Addis Ababa University In collaboration with the Ethiopia Public Health Training Initiative, The Carter Center.
Jun 30, · Organizational charts often build departmental and personnel responsibilities based on an organization’s structure. Roles within the structure are based on areas of specialization. importance of organizational structure Organization chart contains of functions, responsibilities, authorities, relationships, and communications of individuals of .