Engaging Employees In Organizational Change Management Essay

Engaging Employees In Organizational Change Management Essay Let it sink in: Rosenberg (1993) states that people need time to adapt to the idea of change. It is best to announce the change management plans much before the actual implementation begins rather than springing up the announcement as soon as the actual transition is about to take place; in most cases it has been noted that individuals were unhappy with the rapidity at which the change management course was employed rather than the idea of change itself. If for example a company plans to layoff 20% of its staff by the end of the week; no prior announcement of this action might result in severe chaos, anger and frustration by the employees who would have to deal with the situation there and then which could result in severe emotional and mental trauma. Teach the staff well: People are usually comfortable with the familiar and suspicious of the unfamiliar. For this purpose individuals might resist changing over to a new system or procedure of doing things simply because they are afraid of making mistakes and would prefer to work according to the tried and tested procedures. Management here needs to ensure that individuals are encouraged to experiment under the new system and are allowed to learn from their mistakes rather than being reprimanded for their behavior. Relinquish some control: Rosenberg (1993) has mentioned time and again in her article that to bring about an effective change, it is necessary to give autonomy to individuals so that they feel that they are also in control and play an integral role in the course of managing change. Again resistance is not necessarily to the change itself; rather than the way the change was implemented. A good manager would always involve his employees in the change management process to garner their full assurance and support to the change being implemented. Communication is the key: This is a very important aspect as employees want to be constantly kept in the loop regarding what changes are taking place in the organization. Both the employees and their managers have to keep an fluent mode of conversation so that the queries and grievances of the employees can be addressed by the managers and the managers are also aware of the strategies they would have to use in order to compel their workforce to remain committed to the cause. If managers want to successfully overcome resistance to change then these are some of the few viewpoints they have to keep into consideration when being involved in a change management process. Kimberling (2006) has suggested four simple steps for overcoming resistance. For todays management one of the growing challenges is overcoming employees resistance to change. It is widely assumed that people dislike change. There are some ways of overcoming employees resistance to change as given below: Identify change agents early in the project/program Train, train, train Involve employees in the change enabling process Over-communicate According to Brown Cregan (2008), Cynicism tells regarding employees opinion of their organizations management and it is derivative of employees familiarity with the environment, it may require considerable efforts by management to trim it down. Engaging employees is one of the ways of managing Organizational Change Cynicism (OCC). Sharing information has been considered as the approach is suitable top-down form of engaging employees which has important and negative association with OCC. It is believed that information passed down by the management is based on employee accepting of management decisions and thus reducing level of OCC. Taking inputs from employees validates that employees and employers have differing interests in the employment relationship. Delegating the role of decision making reflects shift in the form of employment terms. Managers and employees work in a cooperative environment where solutions/ decisions may emanate from either side and no more managers are the only authority holders. Engaging employees in decision making reduces levels of OCC. This helps employees in understanding the fall out of managerial decisions as nothing comes to them as a surprise this undermines the potential of cynicism to develop. This point of view is further supported by other researchers who state that constant communication and employee involvement is the key to a successful change management process. Communicating decisions justifies change, improves sense of employee effectiveness, and makes clear the changes to employee responsibilities (Young and Post, 1993). Besides, it provides employees information on how the intervention will happen and its fall out and hence allowing them greater control over the process of change. Successful Change: Paying Attention to the Intangibles Adams (2003) asserts that though bringing about any sort of change is a challenging and daunting task, confrontation to change can be combated and an organization can make the transition to a new environment successfully. Adams (2003) further states that while there would be approximately 10-15% of an organizations employees who would be resisting change; there would also be another 10-15% who would be supportive of the change. Organizations who have implemented the change management program successfully in their vicinity have done so by involving these proponents of the change management program from the beginning stages in order to garner their full support. This does not mean that these organizations did not face any sort of resistance; resistance to change was there just like any other change management program but it was dealt with in a smart manner so that the hostile and negative feelings of the employees did not take over the entire process. The basic factors that have been identified by Adams (2003) for successful change implementation are: accepting the need for change, faith that change is both favorable and probable, enough fervent assurance, explicit deliverable goals and a clear starting strategy, structures or mechanisms that require a repetition of the new pattern, feeling supported and safe, patience and perseverance, clear accountability, the responsibility of others in the organization (not just change agents) and rewarding of new behavior. All of these factors combined have worked together in bringing about a successful change program in various organizations that applied these theories or factors either entirely or used combinations that supported their organization structure. The basic premise of bringing about a successful change program has been that it is possible to overcome resistance if a clear strategy if firstly identified and secondly people are managed in such a way so as to develop feelings of en thusiasm and commitment towards the process of change. It is how these intangible factors of change are managed that determines the successful implementation of any change management program in the world. Simultaneously, with fast pace of change organizations are currently experiencing, there is parallel increasing interest in the role of organizational trust within these processes. (Mayer et al., 1995). Lower level of trust in organization will make change look doubtful and upsetting. Change agents need to take a closer look at trust and control factors in order to comprehend better how a constructive association among employees and employers can be continued. Triumphant organizational change can take place if employees stick to the processes sketched by organizational leaders. Non-acceptance or refusing attitude towards change may harm the relation between individual and organization (Ferguson Cheyne, 1995). On the other hand, control is seen as a regulatory process by which the basics of a system are made more foreseeable by making standards in the pursuit of some preferred goals or state (Leifer Mills, 1996, 117). This means that when employees have a high sense of control over a change intervention, it means they predict the result associated to it, hence they feel comfortable increasing the probability of sticking to the change. Some authors have treated trust and control as substitutes (e.g. Inkpen Currall, 1997; Leifer Mills, 1996), such that the more trust there is in a partner, the less need to control its behavior. A different approach is presented by Das Teng (1998) which state that these parallel phenomena hold a supplementary character. According to them, If employees perceptions of control over change represent how comfortable and familiarized employees are concerning the change, what is the impact of lower or higher control in the relationship between employees and organizational agents? Although the stronger is employees trust in their supervisor, the more committed these employees are to their organization, we believe trust has differential effects on work outcomes depending on how employees perceive change (i.e. how much they feel they control the change process). For this purpose Das Teng (1998) explain the concept of organizational change interventions. Organizational change interventions are situations in which both perceptions of trust in the supervisor and control over change are high stake factors because of the risks entailed in them. A situation in which employees have low perceived control over an organizational change intervention is a situation where trust concerns are increased. If an employee has lower control over the change, a trusting relationship with his supervisor will help him maintain his level of commitment to the organization. As a consequence, not only employees with low perceived control over change and low trust in the supervisor are expected to have the lowest levels of organizational commitment, but also the relationship between trust in the supervisor and affective organizational commitment is stronger for employees with lower perceptions of control over the change intervention. Brockner et al. (1997) found that when trust concerns become more prominent, the level of employees trust in organizational authorities is more likely to influence their support for the organizational authorities and their organizational commitment. The Hard Side of Change Management The DICE Factors Sikrin et al. (2005) has a different opinion on which factors to focus on when bring about the change. Recently the gurus of change management tend to pay more attention and emphasis on soft factors such as culture, leadership and motivation. These factors play an integral role in making an organization attain success but one cannot focus on these factors only when an organization needs to be transformed. Such basic factors do not always affect the change management programs in organizations. For example, a good leadership is essential to the success of any organization but is not the sole affective factor. Communication plays a major role when bringing about any change but again, is not the only factor to severely affect the change process. The most difficult factor to change is changing the mindsets of individuals; individuals and organizations have certain perceptions and behaviors that are so deeply inculcated in their personality that it is very difficult to steer them in a diff erent direction. Sikrin et al. (2005) also states that while surveys can be conducted to understand the effect of such soft factors such as culture and leadership, it is difficult to quantify such soft factors. An emphasis on the unconventional outlook of change management, the hard factors, is also important to be taken into consideration. These factors have three important characteristics which are as follows: Organizations are capable to evaluate them in straight or circuitous methods. Organizations can simply correspond their significance, both inside and outside of the organizations. And possibly mainly vital businesses are able to influence those essentials rapidly. Such important factors that directly affect the change process are the time span taken to undergo a process, the individuals necessary to carry out the various job requirements and ultimately the financial returns that such an activity leads to. There are numerous researches that depict that hard factors play an essential role in bringing about any sort of change process, else the organizations face failure. (Sikrin et al., 2005). On the other hand it is also necessary for the management to pay an equal amount of attention to the soft factors. However, if organizations do not firstly emphasize on the hard factors, the entire change process would result in severe failure. Sikrin et al. (2005) write in their article that they gained an insight into a new aspect when they studied and identified the basic factors of change that all processes shared. They conducted a hypothesis that studied how various organizations conducted similar transformation programs. For this purpose the authors studied various industries in various countries in order to take out the common elements. 225 companies were part of the research conducted where it showed that there was a directly related relationship between the outcome of a change process and tough four elements: plan life span, specifically the time between plan feedbacks; performance veracity, or the abilities of project teams; the dedication of both higher staff and the lower staff whom the transform will influence mainly; and the extra attempt that peoples must make to manage with the alteration. They named these factors as the DICE factors since we could stack them in support of projects accomplishment (Sikrin et al., 2005). According to Sikrin et al. (2005) We finished our learning in 1994, and in the 11 years since then, the Boston Consulting Group had used those four elements to forecast the results, and direct the completion, of more than 1,000 change management stances globally. Not only has the association held, but no other elements (or combination of these factors) have forecasted results as well. The Four Hard Factors Organizations work with the four factors in different ways in order to create new combinations. On one end of the continuum, there are projects that will ultimately face success than the ones that are going to face failure on the other end. For example, Sikrin et al write, At one end, a small plan led by a capable, ambitious, and consistent team, led by top management and implemented in a division that is open to the change and has to put in very little further attempt, is destined to thrive. On the other end, a lengthy, designed plan implemented by an unskilled apathetic, and incoherent groups, without any higher management sponsors and aim at a function that disapproves the alteration and has to do a excessive efforts, will be unsuccessful. Through this process the organizations can then find out which change program fell at which end of the continuum. However, most of the change processes ended up in a neutral position where it was difficult to find out if they were a success or if they had failed. It is the responsibility of executives to conduct an in-depth analysis of the DICE factors to decipher which direction the change program go. Following are the DICE factors: D. The time span Duration required concluding a transformed plans if it has a limited duration; if not limited, the longevity of time between feedbacks of objectives. I. The plans teams performance Integrity; that is, its skills to finish the program on time. Which are linked to teams abilities and expertise as per plans necessities. C. The Commitment to revolutionize that top hierarchy (C1) and staff affected by the transformation (C2) display. E. The Effort other than the routine work that the transformed initiative necessitates from staffs (Sikrin et.al., 2005). This study therefore goes to show that there are multiple methods that could be adopted in order to bring about an effective change management process. Furthermore, case study research shows that there are multiple methods adopted for managing change. While many prescriptions, guidelines and models exist, managers responsible for executing the changes are selective in the way they use these ideas (Storey, 1992). Keeping in mind the above mentioned point of view we can assume that to a major percentage of the change varies from person to person. Those who see themselves as creating organizational change as an intentional process (i.e. top management formally leading change) will have a different perspective to those who are on the receiving end of change (Kanter et al., 1992). Change Management Around the World Change Resistance in Bureaucratic Organizations in Jordan To understand why employees resist change Khassawneh (2005) highlights the reasons and causes behind employees resistance to administrative change in various bureaucratic organizations in Jordan. There were eleven factors, were identified as being major causes of change resistance in bureaucratic agencies. These factors include: inadequate financial and non-financial incentives offered to government employees, lack of employees participation and involvement in the change process, distrust between employees and higher management, expectation of more control and supervision from higher management, expectation of additional job demands and requirements, comfort with status quo, disruption of stable work standards and social relations, lack of goal clarity, lack of employees conviction in the goals of change, fear of loosing job and/or job prerogatives, and the sudden and confused manner in which change is introduced (Khassawneh, 2005) According to Khassawneh (2005) the most significant reason of resistance to change was found out to be lack of employees participation in the change process. This factor was assessed on the basis of two parameters: seniority in organization and number of training programs attended by employees. Senior employees who were part of the organization for five years or less resisted strongly due to lack of participation in the change process than their seniors who had served in the organization for periods ranging from 6-20 years. Employees who had served for five years or less in such government institutions made up 32% of the sample (133 respondents). These individuals were involved in activities concerning of an executive nature and therefore played a significant role in the running of the bureaucratic organizations. Employees who had not attended any training program felt that lack of involvement led to resistance to change. Therefore this attitude goes to show what an important role the training programs play boosting employee morale and involvement as training enables individuals to discover their strengths and weaknesses and also instill in them a sense of belonging in their organization. Therefore the respondents who did not get an opportunity to participate in any training programs claimed to have low sense of involvement with the organization treated the management with greater suspicion, than those who took part in certain training programs. Another major cause of resistance to change was as found out by Khassawneh (2005) was lack of proper incentives for employees. This lack of proper incentives was correlated to five of background characteristics of respondents which were namely; seniority, administrative rank, number of training programs attended, age and level of education (Khassawneh, 2005). Younger, low level ranking employees resisted more due to lack of proper incentives. Employees who have served for longer periods of time tend to receive greater incentives as the longer they remain in a government organization. Resistance to change also came about when the employees viewed the management with suspicion and distrust (Khassawneh, 2005). Younger employees working at a low level position who did not get adequate decision making authority or those who did not attend enough training programs were mainly the individuals who highly resisted any sort of change. Khassawneh (2005) states that if such low ranking employees are also not given enough information regarding the change process, then such employees would always create issues in the organization. Change Management in Indian Banks Hegde George (2002) in their study further highlight reasons of why employees resist to change of shifting towards automated services in the banks. Before the privatization wave began in India, the public sector commanded a major chunk of the economy. Though there was excessive regulatory mechanism there was widespread corruption, a high cost economy and poor performance from the state owned enterprises. State-owned banks were also run in an extremely inefficient manner due to interference from political quarters and as a result these banks were frequently caused to go through bankruptcies. Employees in these banks too were not ready to accept any new changes as they preferred the old practices and lived happily under the umbrella of State protectionism. Hegde George (2002) conducted this at Goa, in which a sample of 100 branch managers (BMs) with the objective of finding out the factors that motivate or inhibit BMs in servicing customers. They also focus on the reasons why employees resist any sort of new change taking place in the organization. Transition to a new work methodology was cited as a major factor contributing towards employee resistance. Since the traditional bureaucratic banking practices did not focus so much on customer service, the employees had to be given intense training in how to deal with the customers, how to respond to their queries regarding new services and how to respond to complaint situations. This required a whole new work ethic and attitude to be developed among employees as well as they were not equipped to deal well in the customer dealing sphere. Along with this the staff had to also be trained in the new technological aspects of the innovative banking solutions as well (Hegde George, 2002). Secondly the researchers found out that lack of technological know-how/training also contributed to resistance to change. Branch managers admitted that they were not aware of all the workings of the new banking system and could not answer customer queries regarding ATM machines as they were not knowledgeable about the workings of ATMs. Added to this computerization was another major woe of the employees as they employees were give inadequate training where they learned through a trial and error process which resulted in delay and frustration with the work at hand. Furthermore the top management frequently decided to change the software being used so the employees had to go through the whole process of learning through trail and error again. Lack of communication and inadequate training resulted in a high level of de-motivation and resistance from the employees who were not willing to accept the new changes as they felt that the new process created more confusion and damage rather tha n resolving the issues. Hegde George (2002) also discuss how the staff was downsized by the management in order to cut down on its cost where a Voluntary Retirement Scheme was introduced in order to let the staff go. This resulted in paucity of staff a the branches where the few remaining staff was overworked and underpaid which led to further resistance and de-motivation of the staff, many of whom quit their job as they felt exploited by the new change management process introduced by the top executives. Through the course of their study, Hegde George (2002) find out that the key to customer satisfaction is firstly employee satisfaction as employees who feel de-motivated and discontented of their jobs and companies exhibit their feelings via not serving the customers properly and even by speaking bad about their company in front of the customers. The main reason why employees resist changing is because the reasons and benefits of the change are not communicated to them, adequate training to deal with new procedures is not provided and furthermore staff is laid off without any prior warning which creates feelings of insecurity and mistrust towards the organization. Finally resistance to change could have been overcome if the management proceeded to bring about the change process in a systematic manner. If all the employees were communicated the plans of the management right in the beginning and the benefits of the change to the employees and the organization were made common knowledge, then the employees would be more emphatic towards the change process. An organization is nothing without the support of its employees and in order to bring about any sort of change the organization has to make sure that its internal customers are satisfied before the external customers are serviced. The IBM Making Change Work Global Study IBMs (2008) research department addressed the issues as to why most organizations cannot bring about a change successfully in an organization. IBMs research was conducted using a sample size of more than 1,500 key practitioners through surveys and detailed interviews. The purpose of the research was to find out why implementing a change management program was met with resistance by the employees and why the program failed to be implemented in most organizations successfully. The study revealed that 44% the projects failed to be completed on deadlines, or within budget or without decided quality of end goals, while 15 percent either ceased or failed to meet any of the objectives. The reasons cited for these failures range from lack of clarity of goals, failure to execute the project successfully from the perspective of the top management and lack of employee involvement, age factor, educational level and fear of new change from the perspective of the employees. The major challenges to change were divided on two parameters; soft factors and hard factors. The soft factors of resistance to change included: changing mindsets and attitudes, corporate culture, complex nature of the change process, lack of dedication from the side of upper level management, and deficiency of motivation of employees involved. While the hard factors of resistance to change included: shortage of resources, lack of change information, not much transparency because of incomplete or unreliable information, change of process change of IT systems, technology barriers. Its was found out from this study that while the hard factors play an important part in hindering the process of change, surprisingly it was the soft factors that was harder to get right. Altering thinking, behaviors and norms of an entity typically need different methods and skills that are applied time after time and over the time. Sometimes they require being applied over a series of consecutive assignmen ts and even some of them often continue after the project has been finished formally. (IBM, 2008). In order to overcome these resistances, the study then focused on the parameters that made a change successful. While leadership, employee engagement and honest communication were cited as the major areas providing impetus for change; again the list was divided into hard and soft factors that made a change management process successful. The soft factors comprised of: higher managements commitment and support, employee motivation and participation, open and accurate communication on timely basis, organization environment and culture that motivates and promotes change. The hard factors included: efficient training programs, adjustment of performance measures, efficient organization structure and monetary and non-monetary incentives. The major responsibility of implementing the change was that of the top management. The results of the research revealed that Practitioners firmly place key responsibility for the fate of change projects in the executive suite an overwhelming 92 percent na med top management sponsorship as the most important factor for successful change (IBM, 2008). Therefore it can be concluded from this study that while employees would always be suspicious of any kind of change and would resist the efforts of the management out of this fear and suspicion. It depends upon the top management to ensure timely communication, encouragement of employee involvement and appointing of professional change agents would pave the way for a successful change management process for any organization. Factors Affecting Resistance to Change: A Case Study of Two North Texas Police Departments Gaylor (2001), tried to explore the issues that affect conflict with change. For this purpose a law enforcement agency was chosen as the case in point i.e. two North Texas Police departments where the police consequence of mature education and expectation on the police teams level of opposition to change and the results of contribution and mutual understanding on reliance were examined. There were 5 factors that were identified as very influential on organizational change. These factors were: 1) Employee participation in resistance to change, (2) Trust in management, (3) Communication process, (4) Quality of information available and (5) Education (Kent, 2001) Research resulted that factors that affect resistance from employee side are involvement in the process, believe in management, processes of communication within organization, and exchange of information. The synopsis by Kent (2001) states that employee involvement in the process of change encourages him to feel to be owner for the new system and therefore, boosts the level of comfort and trust between employees and the management. Secondly, the organization needs to have a proper system of communication for employee remedy and support. This also increases the level of trust between the two stakeholders. Third, employees must be provided with accurate and timely information so as to reduce the level of chaos that is normally created at the time of change in any organization. And finally, to feel secure about their jobs and statuses and other issues of change process, employees have to have a high level of trust in management. Leading and Coping with Change Woodword Hendry in 2004 undertook 2 surveys to look at different perspectives in research on how change is being managed in financial services institutions of Londons. These involved representatives of senior management personnel who were responsible for initiation of change in the organizational and all other employees inclusive of managers experiencing change while serving at different levels. The aims of the study were: To define the skills and attitudes required to lead change and those needed effectively to cope with change and To develop a model to show how change is absorbed within the organization They organized their findings in five parts as described below, which have been arranged in the following manner. In the 1st section, as people keep on seeking to explore that what is going on in their organization, states what the employees and employers consider as the main pressures for change, their formal boss responses, and in what ways these changes have impacted them. Then, as conventional ways of working are tempered, in parts two and three they show how people cope and what different resources are required in terms of skills and competencies to perform well in this new changed environment. Then in part four they describe specific qualities required by the change managers to cultivate with respect to employee needs. Finally, they state what the organizations do in order to support their employees through out the change process, and how senior management and employees percieve this. The results of

Domestic Violence Act in UK Essay

Domestic can be defined in many ways but the simplest meaning is ‘involving the home or family’ whereas violence means an ‘act of aggression as one against a person who resist’. In addition, violence does not relate to relationship problem or issue but is social context of reflection of a man overruling woman. It happens to all walks of people in life despite of age, sex, race, assets and cartography. Notwithstanding, scoop by both male and female endure hurts during intimate relationship, domestic violence is greatly impact by both gender. Before the existence of the Acts and provision protecting the victim from the abuser many victims had suffer severe injury physically and mentally some had resulted death due to insufficient time to seek for help. Hence, in 1994 the United Kingdom the Children and Family Court Advisory and Support Service in its ‘Domestic Violence Policy’ applies to domestic vehemence in the limit of violent and abusive attitude. The civil remedies for these offences can be refereed to Domestic Violence and Matrimonial Proceeding Act 19761, Domestic Proceeding and Magistrate Court Act 19782, Part VI of Family Law Act 19963, Protection and Harassment Act 19974. Independent domestic violence counsellors assist victim and their children away from grievous harm from their spouses or family. There are a few organisation and agencies had achieved to get funds to support the victims of Independent Domestic Violence Advisers (DVAs) and Multi- agency Risk Assessment Conferences (MARAC) committee. To keep the interests of children at the centre of this research, the analysis was structured around the categories of rights set out under the United Nations Convention of the Rights of the Child (UNCRC)5 such as protection from abuse, fair treatment without discrimination, help in conquer emotion from abuse, stoppage of violence and involving in arrangement for children’s welfare. As time pass, in year 2004 the legislature had extend and amend the provision in Domestic Violence protection order (DVPO) under the scheme the authorities can allowed the victim to calm down and prevent them from harass of the spouses or family for 28 days as before there had been a lacuna due to the lack of evidence against the accused. The DVPOs were intended to solve implication gap in service by providing the victims shelter and counsel and other aids they need. With the implementation of these Acts the victims are able to receive protection and remedies from the right channel of people. The latest Bills and legislation was the Female Genital Mutilation (FGM) 6Act was present in 2003 and came into force in March 2004. The Act make prohibited to performing FGM in UK, prohibits girls from British national or permanent residence of the UK abroad o perform FGM whether legal or illegal in that country, prohibits aid, abet, counsel or procure the carrying out of FGM abroad and lastly sentence up to 14 years in jail ,or, a fine. According , to Lord Laming’s7 article and Eileen Munro’s analysis of protection against children were both found in spite of the differences8, as insufficient help are given to children who needs the essential care and help9. As children need’s will be ignored when most of the attention were placed on the adults disputes as a results what are the remedies were enforce to solved the children problem which brings great influenced in helping to grow in a positive environment and best method to help both abused children and parent. Protection to victims (married / unmarried) The sections in the Family Law Act 1996 10are made to protect victims and not abused them physically, sexually or psychologically against the victim. In addition, threaten in means of physically or mentally and sexually against the victim are protected under this section. The properties such as the orders dealing with who lives in the home, orders regards to their furniture, and other properties belonging of the victim are been protected from damage by any person and the section also spur on for victim to apply for such order in court for their safety. Non- molestation order In section 42 of the family law Act 1996 prohibits one (respondent) from molesting another person who is associated with the respondent include partners and former partners, family relations (including in-law), people who live(d) together, and, people who have children together. For instances forbids the abuser from threatening physical violence, intimidating, harassing, pestering. There is section requesting immediate protection against a child under s 44 of the Children Act 1989. This act may be made for a period of 6-12 months and an arrest can be made if the abuser breaches the order. The victim can however, a non-molestation order which is made in other family cases is terminated as the effect if those trials are withdrawn or dismissed. Occupation Order In section 33- 41 11governs the domicile of the victim and gives them the home rights such as restrain the rights to occupy or visit, force the abuser to move out of the house, avoid the abuser from coming into the house and a 100 meter protection length from the house. As this section can regulates for 6-12 months depending on the courts order. There is also an emergency order in this section which can apply within the last 1week. Magistrates Interpret Order Strictly and Reluctantly To Apply Ouster Clause In section 18 states the ground for magistrates court to give jurisdiction as according to the Domestic Proceeding and Magistrate Courts Act 197812, neglect or defection to be grounds on which a petitioner for financial provision order may take place. There won’t be any excuse for the judge to give jurisdiction out of the provision stated in the constitution. Appendices Financial Costs of Violence against Women Country or Region Total Cost Estimate Year Type of Violence Type of costs included New South Wales, Australia US $1 billiosn (A$1.5 billion) 1991 Domestic Violence Individual, government, employer and third party: health care, legal, criminal justice, social welfare, employment, childcare and housing. Canada US$2.75 billion (C$4.225 billion) 1995 Physical violence, sexual, rape, incest and child sexual Individual, government and third party: social services, education, criminal justice, labour and work, health and medical. Finland US$53.4 million (FIM296 million) 1998 Female victims of violence who sought help Direct costs incurred by health sector, social sector and criminal justice system. Netherlands US $80 million (NLG165.9 million) 1997 Domestic Violence Police and justice, medical, psychosocial care, labour and social security. New Zealand US$625 million to 2.5 billion (NZ $1.2-$5.3 billion) 1994 Family Violence Individual, government, third party and employer: medical care, social welfare and assistance, legal and criminal justice and employment. Switzerland US $290 million (Sfr.409 million) 1998 Physical and sexual abuse of women and children Police, civil justice, housing, refuge, social services and healthcare. United States US $5.8 billion 2003 Intimate partner violence Medical and mental health care, lost productivity and lost lifetime earnings. Source: UNIFEM (2003) Children and Domestic Violence Finding Source Method In 90% of domestic violence incidents children are present in the same or next room Hughes, 1992 A study of children living in shelters (refuges), USA 75% of mothers reported that that their children had directly witnessed domestic violence, 33% had seen their mothers beaten up and 10% had witnessed sexual violence NCH, 1994 A survey of women distributed via NCH Family Centres, UK In 25% of cases of domestic violence the male perpetrator has also been violent towards the children in the home NCH, 1994 A survey of women distributed via NCH Family Centres, UK 1 in 3 child protection cases also show a history of domestic violence in the home Hester and Pearson, 1998 Hester and Pearson, 1998 UK Data Finding Source Method 59% of young women and 27% of young men have experienced at least one sexually intrusive* incident before the age of 18 Kelly, Regan and Burton, 1991 Survey of 1,244 young people attending Further Education colleges, Britain 21% of young women and 7% of young men have experienced sexual abuse involving physical contact before the age of 18 Kelly, Regan and Burton, 1991 *includes ‘flashing’, being made to look at pornography etc. ** defined as acts ‘to which they had not consented or where â€Å"consensual† activity had occurred with someone 5 years or more older and the child was 12 years or less’. International Data individuals, USA Convicted male sex offenders reported an average of 533 offences and 336 victims each Abel, Mittleman and Becker, 1985 Self-reports of 411 convicted sex offenders, Canada 1 in 2 (49%) adolescent girls had been touched against their will Coker-Appiah & Cusack (1999) Ghana National Study on Violence 1998, survey of 2,069 women and girls suplemented by a five-year review of official records. International Data on Sexual Abuse   NOTE: prevalence and incidence findings vary widely according to the definition of sexual abuse that was applied in each study, the ages at which childhood is deemed to end (14/15/16/17/18), and the data collection methods employed. ï » ¿Domestic Violence Act in UK Essay Domestic can be defined in many ways but the simplest meaning is ‘involving the home or family’ whereas violence means an ‘act of aggression as one against a person who resist’. In addition, violence does not relate to relationship problem or issue but is social context of reflection of a man overruling woman. It happens to all walks of people in life despite of age, sex, race, assets and cartography. Notwithstanding, scoop by both male and female endure hurts during intimate relationship, domestic violence is greatly impact by both gender. Before the existence of the Acts and provision protecting the victim from the abuser many victims had suffer severe injury physically and mentally some had resulted death due to insufficient time to seek for help. Hence, in 1994 the United Kingdom the Children and Family Court Advisory and Support Service in its ‘Domestic Violence Policy’ applies to domestic vehemence in the limit of violent and abusive attitude. The civil remedies for these offences can be refereed to Domestic Violence and Matrimonial Proceeding Act 19761, Domestic Proceeding and Magistrate Court Act 19782, Part VI of Family Law Act 19963, Protection and Harassment Act 19974. Independent domestic violence counsellors assist victim and their children away from grievous harm from their spouses or family. There are a few organisation and agencies had achieved to get funds to support the victims of Independent Domestic Violence Advisers (DVAs) and Multi- agency Risk Assessment Conferences (MARAC) committee. To keep the interests of children at the centre of this research, the analysis was structured around the categories of rights set out under the United Nations Convention of the Rights of the Child (UNCRC)5 such as protection from abuse, fair treatment without discrimination, help in conquer emotion from abuse, stoppage of violence and involving in arrangement for children’s welfare. As time pass, in year 2004 the legislature had extend and amend the provision in Domestic Violence protection order (DVPO) under the scheme the authorities can allowed the victim to calm down and prevent them from harass of the spouses or family for 28 days as before there had been a lacuna due to the lack of evidence against the accused. The DVPOs were intended to solve implication gap in service by providing the victims shelter and counsel and other aids they need. With the implementation of these Acts the victims are able to receive protection and remedies from the right channel of people. The latest Bills and legislation was the Female Genital Mutilation (FGM) 6Act was present in 2003 and came into force in March 2004. The Act make prohibited to performing FGM in UK, prohibits girls from British national or permanent residence of the UK abroad o perform FGM whether legal or illegal in that country, prohibits aid, abet, counsel or procure the carrying out of FGM abroad and lastly sentence up to 14 years in jail ,or, a fine. According , to Lord Laming’s7 article and Eileen Munro’s analysis of protection against children were both found in spite of the differences8, as insufficient help are given to children who needs the essential care and help9. As children need’s will be ignored when most of the attention were placed on the adults disputes as a results what are the remedies were enforce to solved the children problem which brings great influenced in helping to grow in a positive environment and best method to help both abused children and parent. Protection to victims (married / unmarried) The sections in the Family Law Act 1996 10are made to protect victims and not abused them physically, sexually or psychologically against the victim. In addition, threaten in means of physically or mentally and sexually against the victim are protected under this section. The properties such as the orders dealing with who lives in the home, orders regards to their furniture, and other properties belonging of the victim are been protected from damage by any person and the section also spur on for victim to apply for such order in court for their safety. Non- molestation order In section 42 of the family law Act 1996 prohibits one (respondent) from molesting another person who is associated with the respondent include partners and former partners, family relations (including in-law), people who live(d) together, and, people who have children together. For instances forbids the abuser from threatening physical violence, intimidating, harassing, pestering. There is section requesting immediate protection against a child under s 44 of the Children Act 1989. This act may be made for a period of 6-12 months and an arrest can be made if the abuser breaches the order. The victim can however, a non-molestation order which is made in other family cases is terminated as the effect if those trials are withdrawn or dismissed. Occupation Order In section 33- 41 11governs the domicile of the victim and gives them the home rights such as restrain the rights to occupy or visit, force the abuser to move out of the house, avoid the abuser from coming into the house and a 100 meter protection length from the house. As this section can regulates for 6-12 months depending on the courts order. There is also an emergency order in this section which can apply within the last 1week. Magistrates Interpret Order Strictly and Reluctantly To Apply Ouster Clause In section 18 states the ground for magistrates court to give jurisdiction as according to the Domestic Proceeding and Magistrate Courts Act 197812, neglect or defection to be grounds on which a petitioner for financial provision order may take place. There won’t be any excuse for the judge to give jurisdiction out of the provision stated in the constitution. *includes ‘flashing’, being made to look at pornography etc. ** defined as acts ‘to which they had not consented or where â€Å"consensual† activity had occurred with someone 5 years or more older and the child was 12 years or less’. International Data Convicted male sex offenders reported an average of 533 offences and 336 victims each Abel, Mittleman and Becker, 1985 Self-reports of 411 convicted sex offenders, Canada 1 in 2 (49%) adolescent girls had been touched against their will Coker-Appiah & Cusack (1999) Ghana National Study on Violence 1998, survey of 2,069 women and girls suplemented by a five-year review of official records. International Data on Sexual Abuse NOTE: prevalence and incidence findings vary widely according to the definition of sexual abuse that was applied in each study, the ages at which childhood is deemed to end (14/15/16/17/18), and the data collection methods employed.

My Dad - Original Writing - 863 Words

It was a drizzling Saturday morning, when my dad pulled into the driveway as my excitement bubbling from within. My dad opened up the little dog carrier and there was a small chocolate lab cowering in the corner. As my dad handed my brother this little shaking puppy, he received his bright red collar with little tags on it. My dad promptly asked, â€Å"What should we name him†? I responded with Dexter. My brother on the other hand wanted to name him Basco. With my dad as the final decision he became known as Basco. The more I heard that name the more I hated it. He was a very shy animal he would spend most of his time sleeping in our dog bed. When he wasn’t sleeping my brother and I would be playing with him. As much as we wanted him to play fetch he didn’t understand the concept of bringing the stick back. My brother and I would even fight over who got to feed him. I swear his water dish was changed ten times a day. But as the time went on it became who had to feed him instead of who got to feed him. As the weeks went on Basco and I became closer and closer, when I would lay on the couch he would snuggle against my legs. Looking back it seems like he would get bigger every time I saw him. When I would get off of the bus he would meet me half way and plunge his cold wet nose into my cheek. He was always happy and excited. He would run in circles nipping at you hands just to get you to pet him. He would roll over on his back and want his tummy rubbed and I could never resistShow MoreRelatedMy Dad - Original Writing Essay751 Wor ds   |  4 Pagesit was going to be a normal day, but, I was wrong. Growing up, my mom told my sisters and I about my Uncle. How he was hot tempered and did things that were crazy when he didn t get his way. My mom and his relationship has always been tense. From what I ve seen, and from what she has told me. 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Losing someoneRead MoreMy Dad - Original Writing1598 Words   |  7 Pageswas the last time I told my father I loved him. I was home watching old action movies and preparing for school that night, when my little brother barged into my bedroom and jokingly demanded that I come to my step mom’s house and have a sleepover with her kids. I declined and reassured my little brother that I was most definitely not coming because our dad was cooking his famous gumbo and renting an action movie from Blockbuster! I loved movies so much that as a child, my dad called me the VCR banditRead MoreMy Dad - Original Writing Essay1358 Words   |  6 Pages sent a shiver up my back. As he gets into his off-colored white car, he waves to us as if it is the last time he might get to see us. When he starts to drive away, I hear the click, click, click, as his car zooms aw ay. We go back inside and my mom burst into tears. The tears fall down her face one by one until she manages to calm herself. My dad left. 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The subtle yellow walls didn’t make me feel welcome, and every time I brushed passed them, they filled me with a repugnant anxious feeling. The hairs on my arms were sticking up, and a chill ran down my spine from the coldness occupying the hallways. I saw my father lay still on the crisp white bed sheets, and my mother stuck by hisRead MoreAnalysis Of John Steinbeck s Of Mice And Men 1564 Words   |  7 Pagescrit icism and crazy, there is no limit to what you can accomplish. The first genre I chose to include is poetry because it shows how Steinbeck’s personal life could have been. I also chose to include a journal entry because Steinbeck’s certain writing style is unique and would be intriguing to see how he creates his magnificent ideas for his stories. The third genre is an news article because the life of John Steinbeck’s is one that shows how his early life and developments as a young writer andRead MoreWhat Is Constantly Introspective1479 Words   |  6 PagesConstantly introspective my practice is a series of contradictions concerning text, the public and the private, personal histories, concrete poetry, and material fixations. Torn between concealing and revealing, my practice is trapped in a permanent state of vulnerability with slivers of personal assurance allowing confronting texts to be read and interpreted by viewers. In an attempt to transform my flat two dimensional writings into tangible objects I have started to approach different materials