Please write a 2,500-word paper describing the differences and connections between human attitudes and behaviours. 1. What causes and creates both? 2. How can one be changed, if it can? 3. Ho

Please write a 2,500-word paper describing the differences and connections between human attitudes and behaviours. 

1.    What causes and creates both? 

2.    How can one be changed, if it can? 

3.    How do both attitudes and behaviours affect the workplace? 

4.    Do different workplaces encourage different attitudes and behaviours? 

Ensure that you use minimum 7 – 8 other credible sources (references) of information (not Wikipedia)

Double space, 12-point Times Roman font, cover page with your name, course name, date, my name and topic of the paper. Ensure references are made in APA style and also included in references page.

Start with a summary of no more than 300 words that captures what your paper is about and what conclusions you have come to. IMPORTANT: You must have at least a 500-word concluding analysis showing what you have learned from your research and any recommendations you would have.

Write the paper on the given topic addressing all the four questions and also, following all the mentioned instructions strictly.

The paper needs to be plagiarism free (please attach plagiarism report as well along with the written paper when you submit your answer)

TRANSCRIPT: “Structural Framework: Authority and Supervision” Program Transcript MAURICE WILLIAMS: As former director of Treatment Foster Care, when I show up at work every day there are hundreds of p

TRANSCRIPT:

“Structural Framework: Authority and Supervision” Program Transcript MAURICE WILLIAMS: As former director of Treatment Foster Care, when I show up at work every day there are hundreds of problems that need to be solved– really hundreds. So when I show up at work, first thing I’m thinking is, “Have we had any disruptions overnight? Have we had any foster parents call the hotline and say, ‘Listen, I want this 15 year old boy out of my home immediately?'” Second problem would be, do we have enough children in the program? We need to do more recruitments, get other clients into our program, so that we can continue to grow. Our program, of course, thrives off of serving clients. And in order to serve them, they must first be transferred to us from the Department of Social Services. So when foster parents say, “Listen, I want this child out,” it is my responsibility to get with the clinical director, to get with case carrying social worker to figure out what actually is the problem in this home. We do what we call an emergency case review. We gather the entire team together, clinicians will come in, we will speak at length about what these issues have been. Most of the time we already know what some of them are, but then maybe there were some new issues that presented over night. ANDREA INGRAM: You know, Maurice, it sounds to me like you have the families to be concerned about, the children to be concerned about, and your staff to be concerned about. MAURICE WILLIAMS: Absolutely. ANDREA INGRAM: And there’s a little part of what you said, it reminded me a little bit of my job, which is when you come in the morning, you have an agenda of things you want to do, and lots of times, that’s not what you end up doing. MAURICE WILLIAMS: We’re crisis interventionist people. We thrive in crisis. We want to work it out. And I must ensure that the social workers don’t get tired. There are a lot of problems that they’re having, so the social worker could get tired, and just be like, well, “Listen, I’m done with this family as well.” So when I show up at work every day with all of the hundreds of problems that we do have, that is my primary responsibility, to keep these families intact. ANDREA INGRAM: My youngest child described my job one day as– somebody asked her, what does your mom do? And she said, well, she solves problems all day. I hadn’t thought about it, but in our agencies, that’s what we’re doing, we’re solving problems all the time. And I share a lot of those kinds of staffing and concern for families, because I run a crisis center also. © 2013 Laureate Education, Inc. 1                                          But I wanted to mention a sort of ongoing larger problem that we have. Our organization has two main things that we do. We do crisis services, and we have a whole staff that does that, and we have shelter programs. And so it’s almost like we have two big departments, and we share the same building, and our staff need to be very integrated. And what happens sometimes is that they start to sort of go their separate ways and lose some of that understanding of each other. I might start to hear criticism from one side to the other, criticism, or not understanding why they’re doing certain things. I’ve got to bring them back together, because we are a unified staff, and we also need to back each other. So how do I do that? How do we avoid that? One of the things that I have found to be most successful is cross-training– to take a crisis staff person and teach them to work in the shelter, take someone who’s in house in the shelter and have them work in another location, at our day resource center for example. So cross-training– and not only is that a good way to understand each other, but as far as in an emergency, if we have staff who are trained in a lot of different positions, then we can keep going, because we’ve got to keep all of our programs going 24 hours, all the time. Also, sometimes we just have meetings, if I’m hearing something’s cropping up as a problem, bring people together, and, OK, let’s have the shelter staff explain to the crisis staff why they did that, because there’s usually a good reason. So I’m constantly trying to keep people together, keep cohesiveness in the agency, keep respect for each other, and keep understanding of their jobs. HOLLY HOEY: So this question actually– you both were talking about internal problems, and this question to me, I automatically thought about external. And you work directly with clients, and United Way works indirectly with clients, through our partners. And I was thinking about volunteer management. And when I say volunteer management, I don’t see it as a problem, but it’s more about preventing a problem. I’ve been at United Way for about 12 years, and 50% of my job is working with volunteers, which I absolutely love. They’re vital to our organization, yet as a staff person, it’s very challenging managing volunteers, as we all know. And so with my team and to new staff that come on board, it’s really teaching them volunteer management 101. They always have great ideas, which is wonderful. There is just no possible way that we can accept all of these ideas. And so you as a staff person are responsible to make sure that you’re aligning with the mission and the strategic direction of the organization, and that you have to vet those ideas, and that it’s your responsibility to say to the volunteer, that’s a great idea, do we have the internal resources to support this idea? Do we have the finances to support it? Do we get it sponsored? © 2013 Laureate Education, Inc. 2                                        I think it’s important that you really instill in the staff members who are managing volunteers, that one is to manage the expectations– well, to have clear expectations up front. Let me give you an example of a couple of years ago, I’m working with a wonderful volunteer who is just so dedicated. He had an idea to bring together certain volunteers and our most generous donors to an event at an art museum, and to just have a kind of celebratory event, and to thank them, and to kick start the campaign, and he wanted to get the sponsorship. And I did not feel good about it as a staff person. I thought, It’s sending the wrong message, people aren’t feeling good, and we’re going to have this event. It just isn’t the right feel.” And he kept pushing me, he kept pushing me, and I finally had to say to him, “I just don’t feel good about this. Let’s really think about the environment right now.” “We’re about to get into the recession, having an event right now, it just wasn’t the right feeling. And I think donors would actually look poorly upon it.” And so he finally agreed, and it was my responsibility as a staff person to push back. And I think that we have that obligation to our organization and to our donors. We have to be a good steward to our donors and volunteers, and to say, “Is this really the right thing to do?” ANDREA INGRAM: Holly, what I really like about your story, though, is that you followed your intuition, your instincts. Sometimes we all are in situations where we have that battles with ourselves. HOLLY HOEY: Yeah, and it’s hard. MAURICE WILLIAMS: It is hard. HOLLY HOEY: It’s hard. ANDREA INGRAM: You know, “Am I right, am I wrong?” And you just didn’t let go of that feeling. And you were right. MAURICE WILLIAMS: It’s not only because they’re volunteers, I think it’s with staff alike. Because even with my staff, right, we have to ensure that they are first seeing the problems out in the field, because I’m not out there doing the home visits. I’m not interacting with the families and children on a consistent basis. So staff has to believe that upper management is going to first hear the problems that they’re having in the field. Part of our responsibility is to hear and listen to what the problems are out there, and then come up with a clear way of how to address them and modify any changes that we need to make in order for our placements to be successful. One thing that we do as well as that, we meet with our foster parents once every three months. So they are all there, all 50 of them are in this room, we’re talking © 2013 Laureate Education, Inc. 3                                          about all of the issues we’ve had on the ground. One thing that I’ve noticed that my staff is starting to do, is that any problem that has existed in more than three families in one review period– which would be three months– that is a problem that we will take to the major session that we have every three months. And we will speak openly about it, we will come up with a procedure that allows us to alleviate those types of problems. So I think seeing trends in our homes and in our families that create issues, for not just one or two families, but multiple families, how do we clearly define a process that’s going to be able to clearly talk to that problem, and come up with some viable solutions for all of us. How do you guys deal with problems that you see occurring currently, and then how you can mitigate those concerns from continuing? HOLLY HOEY: At United Way of Central Maryland, we’re a very complicated organization, because we send out checks and allocations to over 1600 nonprofit organizations a year. We can take credit cards, stock transition, you know there’s transactions, there’s payroll deduction, there’s cash, there’s checks– I mean, there’s so many ways that people can give on a monthly basis, on a quarterly basis, to United Way, and we have the infrastructure to support that, however, there’s going to be a human error. The one thing that we do to solve a problem is, right away, there’s a team in place. We create a cross functional team from the different departments. We pull everybody together, we say, “OK, how did it happen, what are we going to do to fix the problem, but most importantly, what are we going to do to fix the problem so that it is preventable in the future?” But this happens, and I think that it’s important that the existing policies and procedures that are in place, that you’re always maintaining that, you’re doublechecking that, you’re monitoring it, and then if something happens, you’re always modifying it to ensure that that problem will not happen in the future. MAURICE WILLIAMS: So how do we, Andrea, teach our staff to identify problems, so by the time that it reaches our desks, we are already aware of it, and we can deal with it before it gets out of control? ANDREA INGRAM: Well, I was thinking, as a response listening to you all, that it’s– for us, we’re all about people, we have a lot of staff, they have stressful jobs, much like your situation, and I would say that we listen, listen, listen. Because staff are not always going to come to you, you know, so you really have to be listening all the time for any little undercurrents, and then you have to respond. When you hear something, you have to respond. And I have found that you can’t always solve a problem. If staff gets the feeling that you are trying to solve the problem, then I think that goes a long way to improve morale, so that people still © 2013 Laureate Education, Inc. 4                          feel good about the organization and feel good about the way they’re being treated. HOLLY HOEY: You need to create a culture in which everybody– and our president and CEO say this– “You can lead from any chair in this organization. It doesn’t matter if you’re the CEO, or if you’re an administrator– you know, an administrative person– or if you are in finance, you are a leader in this organization. And it is your obligation and your responsibility to raise your hand, to ask the tough questions, if you see a problem, to not overlook it. If you’re at all in doubt of anything that you see or experience, you have to raise your hand.” MAURICE WILLIAMS: I tell my staff all the time that, “You guys are the ears and eyes of the agency. I mean, you will be the first ones to see, to sense some sort of inconsistency in the home. You always have to be in tune to what you see, what you’ve learned, your knowledge space that you carry every day, to bring back those problems to us.” And you’re right, they have to feel like we listen, like we care, and then, ultimately, we can do something about it, because they don’t always want to just have us listen. We can’t always solve every problem, nor can we solve the problem easily or quickly, because sometimes we have to really look at how we solve this problem will determine whether or not– for my organization– whether or not this placement stays intact, whether or not we have to move the child, whether or not we have to in fact decertify the foster home. So we have to take our time, we have to look at all of the factors involved to come to the right conclusion. © 2013 Laureate Education, Inc. 5

ASSIGNMENT:

Problems in human services organizations do not arrive in labeled packages with clear instructions on how to solve them. It is up to human services administrators to identify problems and strategies to address them. It is important to consider the steps or actions those human services administrators can take to address problems. It is also important to consider what an administrator can do to prevent problems from occurring initially.

For this Assignment, view the “Structural Framework: Authority and Supervision” video and select a problem in human services articulated by one of the human services administrators. As you listen to the video, think about the responsibilities of human services administrators in solving problems. Consider how the administrators used supervision and/or authority to address the problem. Finally, consider whether the administrator might have prevented the problem.

The assignment (2–3 pages):

  • Briefly identify the human services administrator you selected from this week’s video.
  • Describe the problems associated with the administrator you selected.
  • Describe the responsibilities of the human services administrator related to the problem he or she outlined in the Roundtable Discussion.
  • Explain how the administrator used authority and/or supervision to address problems in his or her organization.
  • Explain whether the administrator might have prevented the problem outlined in the Roundtable Discussion and why or why not.
  • Share an insight about the role of human services administrators in preventing and addressing problems in human services organizations.

Support your Assignment with specific references to all resources used in its preparation. You are asked to provide a reference list for all resources, including those in the Learning Resources for this course. You should include in your references at least two resources included in this week’s resources and at least one outside scholarly resource.

Clear and operationally defined behaviors are important for the field of behavior analysis for several reasons. Clear definitions are necessary to replicate findings and to determine the accuracy of d

Clear and operationally defined behaviors are important for the field of behavior analysis for several reasons. Clear definitions are necessary to replicate findings and to determine the accuracy of data. This replication and accuracy are key factors in providing the field with solid research. After developing observable and measurable behavior definitions, we can begin to take a deeper look at the environmental variables that influence those behaviors and categorize those behaviors in a meaningful way.

There are two parts to this assignment.

First, you need to observe someone for half an hour and identify three behaviors of interest that could be selected for behavior modification. To avoid reactivity, attempt to keep the observation as discrete as possible without informing the subject that he or she is being observed. Some examples of potential behaviors could include:

· Observing your child wiping his nose on his sleeve.

· Observing a TV character telling inappropriate jokes.

· Observing a friend bite her nails.

After your observation is complete, write a paper using APA style in which you:

· Define operationally the behaviors you chose.

· Describe the environmental contingencies surrounding each behavior (antecedents and consequences).

· Identify to which response class each behavior belongs. Provide a rationale for each of your choices.

Next:

· Define the different types of response classes in ABA.

· Analyze the differences and similarities between a response class and a stimulus class.

· Provide an example for both terms—stimulus class and response class.

Assignment Requirements

Your assignment should meet the following requirements:

· Written communication: Should be free of errors that detract from the overall message.

· APA formatting: References and citations are formatted according to current APA style guidelines.

· Resources: 1–2 scholarly or professional resources.

· Length: 2–3 double-spaced pages of content, in addition to the title page and references page.

· Font and font size: Times New Roman, 12-point.

Week 6

Choose one of the following topics and write a 1,050- to 1,400-word paper summarizing the current professional literature on the topic. Many of these topics are broad and you may choose to focus your research on a more specific area of the topic, such as children showing resiliency when dealing with divorce. With instructor approval, you may select a topic that is not on the list below.

  • Resiliency in children
  • Gender differences in infancy and childhood
  • Effects of day care
  • Attachment styles
  • Causes and effects of child abuse and neglect
  • Effects of divorce on children
  • Prenatal influences
  • Prematurity, medical interventions, and long-term outcomes
  • Pros and cons of grade retention
  • Language development
  • Media influences on children
  • Influences on school readiness
  • Bullying causes, preventions, and interventions
  • Development of creativity
  • Sex differences in mental abilities
  • Effects of parental death on children
  • Emerging adulthood
  • Gender differences concerning aging
  • Midlife crisis
  • Adapting to life changes during adulthood
  • Developmental issues related to nontraditional families
  • Caring for aging parents
  • Victimization of the elderly
  • Death with dignity
  • Right to die

Include at least four references from professional peer-reviewed journals.

Format your paper consistent with APA guidelines.

Click the Assignment Files tab to submit your assignment.

Discussion Question: Fair or Equal?The Americans With Disabilities Act has generated considerable debate because of the perception that it is a program of entitlement. Discuss whether or not you beli

Discussion Question: Fair or Equal?

The Americans With Disabilities Act has generated considerable debate because of the perception that it is a program of entitlement. Discuss whether or not you believe that testing accommodations (e.g., special seating for tests, or extended time limits) are fair and appropriate. Be sure to support your response. 500 words minimum 

Grading CriteriaMaximum Points

Quality of initial posting, including fulfillment of assignment instructions16

Quality of responses to classmates12

Frequency of responses to classmates4

Reference to supporting readings and other materials4

Language and grammar4Total:40 

Hello I need assistance with thisHello I need assistance with thisHello I need assistance with this

Hello I need assistance with thisHello I need assistance with thisHello I need assistance with this

Discussion Only – Not an Essay Technology and Psychology Professionals Prior to beginning work on this discussion forum, be certain to have read all the required resources for this week. In recent y

Discussion Only – Not an Essay 
Technology and Psychology Professionals

Prior to beginning work on this discussion forum, be certain to have read all the required resources for this week. In recent years, the psychology profession has been greatly influenced by various forms of technology. The prevalence of psychology professionals using technology to market themselves and engage, socialize, and interact with others has created new opportunities and challenges. This is particularly true with regard to potential interactions with clients via these technologies. Given the exponential growth with which these technological advancements are permeating our world, we expect to see the proliferation of new issues, challenges, and opportunities within the realms of psychological research and practice.

In your initial post:

  • Provide an overview of the relevant issues, ongoing trends, challenges, and future opportunities for psychology professionals and the populations they serve.
  • Explain how the APA’s Ethical Principles of Psychologists and Code of Conduct can be used to guide decisions in the ethical application of these technologies.
  • Construct clear and concise arguments using evidence-based psychological concepts and theories to explain how current technological and policy shifts may influence trends in psychological research and practice. 
  • Evaluate potential work settings where the use of technologies promotes ease and convenience for both psychology professionals and the populations they serve.

What are the potential responsibilities of the psychology professionals as providers of care with regard to the use of these technologies? Does the increase in ease, convenience, and experience satisfaction for the parties involved outweigh any potential negative outcomes?

Assignment 2: LASA: Ethical Decision Making: Case Study Paper

Many counselors are competent in their knowledge and understanding of ethical standards and relevant laws. However, real-world situations often do not lend themselves to straightforward solutions. Therefore, counselors must rely on ethical decision-making models to clearly explore ethical dilemmas and to identify appropriate courses of action for different dilemmas. This assignment will help you not only apply an ethical decision-making model but also clearly identify a conceptual model for risk management that can be used throughout one’s clinical practice.

Directions:

For this assignment, you will review the following case study and incorporate the materials learned throughout the course to answer the set of requirements that follow in a paper approximately between 8-10 pages.

Case Study:

Zander is doing his master’s in clinical mental health counseling and has become friends with Tasha, one of his peers in the program. Tasha has shared that she had a substance abuse problem in the past but did not attend an addiction counseling program; rather, she chose to self-monitor and attend AA meetings as needed. Tasha also confided that she has been involved in a sexual relationship for several weeks with Dr. Supervisor, a new supervisor at the agency where they are both interning. Dr. Supervisor has just recently started to provide on-site internship supervision to Zander and Tasha as well as two other students at the internship site.

Tasha reveals she began spending time with Dr. Supervisor 3 months ago, when he asked for her assistance in setting up a personal Facebook page, so he could better communicate with clients he sees at the site. Being well-versed in social media, Tasha helped him set one up and taught him how to use it. Over the next few weeks, they spent more time together, initially working on Dr. Supervisor’s Facebook profile and trying to “friend” old clients he used to work with at another agency. Tasha was thrilled they had convinced at least five clients to leave Dr. Supervisor’s old agency.

Dr. Supervisor and Tasha began to eventually go out to dinner. After 2 months, their interactions evolved into a sexual relationship. Tasha tells Zander that she’s not concerned about any conflict of interest and that she and Dr. Supervisor will likely get engaged once she graduates from the program at the end of the year. Zander is becoming increasingly concerned, however, as he has seen Tasha and Dr. Supervisor meeting at an off-campus bar multiple times in recent weeks, and Tasha has begun to miss classes and other regularly scheduled meetings with clients. Zander reports a significant increase in his caseload because Tasha is missing meetings with clients.

Tasks:

In approximately 8–10 pages:

  1. Identify Ethical Dilemma or Issues.
    1. Identify the relevant ethical dilemma and issues in the case study.
  2. Summarize Your Ethical Model.
    1. Outline the proposed action(s) you would take in this case, providing justification for the proposed action(s) and a description of the decision-making model used to arrive at that decision.
      1. The decision-making model should be one that has been discussed in the professional literature, and after explaining the model, you will need to offer a rationale regarding why you chose to apply that particular model to the case study.
        1. You should be sure to cite appropriate literature and must give proper credit to the authors of any decision-making models used to analyze the case.
        2. Do not simply list the steps of the model; be sure to apply the model to the case and document and defend your courses of action and your final decision.
        3. Cite all appropriate professional standards and relevant laws. Regardless of the model chosen, you need to clearly identify, describe, and evaluate what ethical codes and laws were violated. Be specific—use mental health statutes and specific ethical codes that apply.
      2. Discuss in detail what actions you would take as you proceed through the steps of your chosen ethical decision-making model; each of the steps should take at least a paragraph (or more) to address.
    2. Summarize what risk management strategies you would have taken once you found out your peer was engaged in a sexual relationship with your shared site supervisor.
  3. Summarize ethical research and evaluate your behavior.
    1. Evaluate how you would ensure your own professional behavior in the future. Determine a risk management strategy for managing good ethical practice. This discussion does not have to be relevant to the case but more so regarding how you plan to manage your professional ethics in the future. Please consider:
      1. Evaluation of counselor competence
      2. Strategies for obtaining supervision or consultation
      3. Use of ethical decision-making models
      4. Continued education or training on ethics

Your final product will be in a Microsoft Word paper and be approximately 8–10 pages in length. Utilize approximately six to eight sources from professional literature in your research. Professional literature may include the Argosy University online library resources; relevant textbooks; peer-reviewed journal articles; and websites created by professional organizations, agencies, or institutions (.edu or .gov). Your deliverables should be written in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation. APA style must be used.

NO LATE ENTRIES 

—If you are not going to read the entire question and view and read the entire attachment, I am not interested in your assistance—Question:Describe the characteristics of a typical hacker. Then pr

—If you are not going to read the entire question and view and read the entire attachment, I am not interested in your assistance—

Question:

Describe the characteristics of a typical hacker. Then provide descriptions of six typical types of hackers, based on psychological characteristics.

The different types of hackers that you have to describe and elaborate on in the assignment:

-Pioneers. Individuals who are fascinated by the evolving technology of telecommunications and explore it without knowing exactly what they are going to find are called pioneers; few hard-core criminals are found among this group.

-Scamps. Hackers with a sense of fun, with no intention to harm, are referred to as scamps. 

-Explorers. Explorers are hackers motivated by their delight in discoveries associated with breaking into new computer systems—the farther away geographically such systems are from the hackers’ physical locations or the more secure such systems are, the greater the excitement associated with breaking into them. 

-Game players. Game players enjoy defeating software or system copy protection and may seek to illegally access computer systems with games to play. Hacking itself becomes a game for this sort of hacker. 

-Vandals. Malicious hackers who deliberately cause damage with no apparent gain for themselves are called vandals. The original 414 Gang in Milwaukee, which broke into the Sloan-Kettering Cancer Institute’s computers and wiped out patient records, is an example of this type of hacker. 

-Addicts. Classic computer nerds who are addicted to hacking and to computer technology are addicts. They may also be addicted to illicit drugs (some hacker bulletin board systems post information on drugs as well as on modems, passwords, and vulnerable systems)