4 Video Case Studies

4 Video Case Studies

Book Reference

Dessler, G. (2015). Human resource management [VitalSource Bookshelf version] (14th ed.).

Unit II Case Study

Video Case: Strategic Management: Joie de Vivre Hospitality

Instructions: Read the video case in your textbook titled “Strategic Management: Joie de Vivre Hospitality,” then watch the corresponding video in the Unit Study Guide. Answer two of the Discussion Questions on page 81. Be sure to restate each question in your own words before answering in essay format. Your total assignment response must be at least 400 words in length. You must use at least your text book to complete this assignment. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

PearsonMyLab Video: Joie de Vivre Hospitality: Strategic Management

Pearson Link: http://media.pearsoncmg.com/ph/bp/bp_video_links/2013/mgmt/hrm/JDVH-VID2-WEB640.html

 

Unit III Case Study

Video Case: Interviewing Candidates (Zipcar)

Instructions: Read the video case in your textbook, titled “Interviewing Candidates (Zipcar),”then watch the corresponding video in the Unit Study Guide. Answer two of the Discussion Questions on page 209. Be sure to restate the question in your own words before answering in essay format. Your total assignment response must be at least 400 words in length. You must use at least your textbook to complete this assignment. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

PearsonMyLab Video: ZipCar: Interviewing Candidates

Pearson Link:

http://media.pearsoncmg.com/ph/bp/bp_video_links/2013/mgmt/hrm/ZIPC-VID3-WEB640.html

 

Unit IV Case Study

Video: Training (Wilson Learning)

Instructions: Read the video case in your textbook, titled “Training (Wilson Learning),” then watch the corresponding video in the Unit Study Guide. Answer four of the Discussion Questions on page 251. Be sure to restate each question in your own words before answering in essay format. Your total assignment response must be at least 400 words in length. You must use at least your textbook to complete this assignment. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

PearsonMyLab: Wilson Learning: Training

Pearson Link:

http://media.pearsoncmg.com/ph/bp/bp_video_links/2013/mgmt/hrm/hrm_0701_512.html

Unit VII Case Study

Video Case: Union-Management Relations (UPS)

Instructions: Read the video case in your textbook, titled “Union-Management Relations (UPS),” then watch the corresponding video in the Unit Study Guide. Answer Discussion Questions 15-13 and 15-16 on page 483. Be sure to restate each question in your own words before answering in essay format. Your total assignment response must be at least 400 words in length. You must use at least your textbook to complete this assignment. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

UPS: Union-Management Relations

http://media.pearsoncmg.com/ph/bp/bp_video_links/2013/mgmt/hrm/hrm_0802_512.html

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Chern’s Case Study

Chern’s Case Study

Appendix Strategic Staffing at Chern’s: A Case Study

Chern’s Company History and Organization

Siblings Ryan and Ann Chern founded Chern’s, an upscale men’s and women’s department store, 20 years ago after they graduated with their MBAs. The pair had planned to launch their own company for years, and refined their business model after each spent a great deal of time learning about the retail industry by working in different retail organizations. The product mix and high-quality products Chern’s sells made it rapidly successful, and the company developed a loyal following. The firm quickly expanded its product line and began opening additional locations 15 years ago. Ryan and Ann have turned their basic idea of providing customers with the best service, selection, quality, and value into a thriving business. The two are now co-presidents of Chern’s: Ryan serves as the company’s chief executive officer; Ann serves as the company’s chief operating officer.

Chern’s pursues an aggressive growth strategy. Currently the company has 140 stores in 28 states on the East Coast and in the Midwest. Chern’s employs an average of 19,000 full- and part-time employees. Providing superior customer service has been the company’s main business strategy and has successfully differentiated it from its competitors. Although the company’s products are expensive, the high product quality and excellent customer service have made the company successful. Because customers’ tastes can differ from one store to the next, the company tries to be as decentralized as possible. Therefore, it gives its store managers a considerable amount of discretion in terms of how they run their stores. Likewise, each manager runs his or her own department as a small business and is rewarded according to the department’s and the store’s overall success.

Because customer service lies at the heart of the company’s business strategy, it is a core part of the corporate culture of Chern’s. Ann and Ryan believe that customer service is the essence of selling and that because the firm’s sales associates are in direct contact with customers, they are the core drivers of the company’s performance. Both department managers and assistant department managers support the sales associates. Besides giving the sales staff their full support, the department managers at Chern’s are, in turn, supported by their store managers, assistant department managers, buyers, and merchandising managers. Figure A-1 illustrates these relationships.

 

Figure A-1 The Sales Support Relationships among Chern’s Staff Members

 

Store Manager———–Buyer———Merchandise Manager

Assistanant Manager——–Department Manager—–Salese Associate

 

 

Core values are an essential part of the Chern’s brand and are the foundation of its culture. The company’s family ownership contributes to its desire to make every employee and customer feel valued and cared for. The firm is known for its strong and unique culture, which it feels is due to its belief that the best approach to business is to hire good people. As such, Chern’s tries to identify and select the right people, train them, and give them the tools and autonomy they need to succeed. Successful employees are rewarded with above-market base salaries and generous bonuses.

The management philosophy at Chern’s is based on empowerment. Chern’s believes that by hiring well it can trust its employees to use their own judgment. Consequently, the firm gives them a considerable amount of freedom in terms of how they do their jobs. By striving to create a fair and positive environment and giving each employee the tools and autonomy he or she needs to succeed, the company feels it has created an environment in which its sales associates can truly excel. In fact, last year, 42 Chern’s sales associates sold at least $1,000,000 in merchandise—a company record.

Because Chern’s has a strong reputation for customer service, quality, and selection, it enjoys very positive brand recognition among its targeted customers. It is consistently named one of the top three retailers in regional customer surveys and has been listed among Fortune magazine’s top 100 best companies to work for. Last year the company ranked number 72 on Fortune’s list, down from 44 the previous year. It was the second-highest retailer on the list, behind Nordstrom’s. It also ranked as having the best customer service among retailers for the past three years in customer surveys developed by the National Retail Federation.

In addition to focusing on customer service, selection, quality, and value, Chern’s has invested heavily in information-technology tools to improve its inventory management and help its sales associates make efficient transactions with customers. The company recently implemented a Perpetual Inventory System to help its buyers react more quickly to the feedback given to them by its sales associates and to track inventory to quickly adjust each store’s product mix and clothing sizes available. The technology has helped the company increase its efficiency and lower its costs as well as add value for its customers.

Chern’s Financial Performance

Chern’s has enjoyed a strong financial performance over the last few years. Over the past five years, the company’s share price has increased 134 percent and the company’s revenues have grown at an annualized rate of 9 percent. Revenues and net income have grown as all of the firm’s stores have reported sales increases every year over the past three years. Growing revenues and income have provided the company with the financial base and stability it needs for further expansion. The five-year growth strategy at Chern’s is to open 15 new stores a year and to continue to grow at an annual rate of 9 percent. Figure A-2 shows the company’s revenue, gross profit, and net income trends for the last three years.

The company’s good financial performance has translated into strong operating cash flow, giving it the option of reinvesting in its business, buying back shares, or passing some of its earnings to investors in the form of dividends. Figure A-3 shows the operating cash flow trend at Chern’s over the past three years.

Chern’s has funded its expansion using its earnings rather than by taking on debt. The company believes that its conservative debt policies and strong cash flow help create shareholder value by enabling it to expand into new markets.

Chern’s Human Resources

Chern’s averages 1 store manager, 8 department managers, 8 assistant department managers, and approximately 100 full-time and 25 part-time sales associates per store. Full-time employees receive a generous benefits package, two weeks paid vacation, and are eligible for bonuses. Part-time employees are considered members of the core workforce and receive prorated benefits and bonuses. Because it feels that they would not reinforce its culture, Chern’s does not currently utilize temporary or contingent workers of any kind. Turnover among its full-time sales associates has been relatively stable, averaging 20 percent over the past three years. Turnover among the company’s part-time sales associates has also been relatively low compared to similar retail operations, averaging 15 percent over the past three years. The part-time sales associates are used to increase the number of sales associates on the floor during peak periods.

The human resources department at Chern’s generally does a good job supporting the company’s business strategy. The company’s compensation, performance management, and training are all designed to get sales associates up to speed and selling quickly. The base pay they earn is 20 percent above the market average, and Chern’s matches in their 401(k) plans up to 10 percent of their base pay. Twenty percent of a sales associate’s bonus is tied to the person’s customer service performance as rated by his or her department manager, 40 percent is based on individual sales performance in relation to that person’s sales target, and 40 percent is based on overall store sales. New employees have a reduced sales target for their first year. Sales associates can earn up to 150 percent of their base pay in bonuses based on both sales and customer satisfaction ratings. Top performers at Chern’s earn well above the market average in pay.

Semiannual performance evaluations assess sales associates’ initiative, customer service behaviors, coworker support behaviors, and leadership. Raises to an associate’s base salary include a cost-of-living adjustment based on inflation, and from 0 to 10 percent based on the department manager’s perception of the sales associate’s performance, adherence to company values, and leadership contributions. Sales associates are also given 10 personal days, including sick days, and generous health and dental benefits. If a sales associate refers a candidate to Chern’s, and the person is hired, the company gives the employee a $1,000 referral bonus after the new hire passes the six-month mark with strong performance.

Chern’s largely focuses its training and development activities on its new hires. New hires undergo a two-day orientation. Each then receives on-the-job training from his or her department manager and shadows another sales associate for one week. Employees receive additional training only if they fail to reach their sales quotas two months in a row. Sales associates who fail to reach their quotas four months in a row are given a warning. Those who fail to meet their quotas five months in a row are terminated.

Sales associates can use the store’s technology to identify how they are performing relative to their quotas. Chern’s expects its employees to be relatively “tech savvy” and be willing and able to quickly learn its systems. Customer information, including information about their previous purchases and fashion preferences, is stored in the company’s computer for fast retrieval. Chern’s also uses technology to give its buyers feedback about its customers’ preferences and purchasing trends. The company’s sales associates are also required to record information about customers’ inquiries and unfilled requests for particular types of clothing. This is critical because it helps each department better track its inventory and quickly adjust its product mix and sizes to meet the changing demands of its customers. Sales associates can also use the store’s computers to check inventory at other Chern’s locations to better assist clients in locating desired products.

The Competition Chern’s Faces

Chern’s primary competitors include Nordstrom, Dillard’s, Barney’s, Nieman Marcus, and Saks Fifth Avenue. Table A-1 shows the previous and current year’s sales, net income, and employee headcount for Chern’s relative to its competitors.

Table A-1 One-Year Performance of Chern’s Relative to Its Competitors

At Chern’s, sales associates execute the company’s customer service strategy by building long-term relationships with their clientele. Sales associates feel empowered, and their business freedom is strongly supported by the corporation as long as the employees work hard and do their best. Chern’s tries to hire sales associates with an entrepreneurial spirit, a drive to be successful, and a desire to make money. The sales force’s accountability for results and Chern’s high expectations of them means that Chern’s wants to hire only elite sales associates.

The levels of customer service excellence and sales skills required by Chern’s employees are not the same for most other retail firms. High-end retailers, such as Neiman Marcus and Nordstrom, tend to compete more directly with Chern’s for hires than do competitors such as Dillard’s and Federated Department Stores, which focus less on customer service. The quality of Chern’s sales force has enabled it to offer employees considerable upward mobility within the company, which is unusual for a retailer. Chern’s fills 75 percent of its department manager and assistant department manager positions internally, whereas most of its competitors fill their management positions externally; 80 percent of the current store managers at Chern’s once worked as sales associates for the firm. Promotion from within is important to the company. Both Ryan and Ann strongly believe that internal hires reinforce the company’s strong culture.

In order to provide the highest-quality customer service and capture market share, Chern’s knows it needs to hire the right sales associates. Although the company’s strong culture and high quality initially attracted a sufficient number of talented sales associates who shared the firm’s values, the competition for talented sales associates has been heating up. As a result, Chern’s is finding it harder to staff and retain the level of sales talent it needs. The sales associates at Chern’s are usually the top performers in the retail industry, so they are never easy to find. Because of the importance of hiring the right salespeople, and their expectation that staffing this important position will become more difficult in the future, Ann and Ryan have decided to launch a strategic analysis of how Chern’s staffs its sales associate positions and have asked for your help.

Strategic Staffing at Chern’s: Chapter-by-Chapter Case Assignments

At the end of each of the chapters in this book, you will have an assignment for the case study that applies concepts from that particular chapter. The entire list of assignments can be found at the end of this appendix, just before the candidate résumés are presented. The assignments put you in the role of an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations and are committed to implementing the changes you’ve suggested. You might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing.

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Chern’s Case Study Grading Guide

 

HRM/548 Version 2

Recruitment and Retention Practices

Copyright

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Edited in accordance with University of Phoenix® editorial standards and practices.

 

 Individual Assignment: Chern’s Case Study

 

Purpose of Assignment

 

The purpose of this assignment is to help the student apply the concepts of strategic staffing by designing process and outcome goals for a particular position addressed in the case study.

 

Resources Required

 

Strategic Staffing, Ch. 1

Strategic Staffing, Appendix Strategic Staffing at Chern’s: A Case Study

Grading Guide

 

Content Met Partially Met Not Met Comments:
The student identifies at least three realistic process and outcome goals for staffing sales associate positions at Chern’s        
The student relates how the established process goals align with the business goals        
The student explains why this is important        
The paper is 700 words in length.        
 

 

 

  Total Available Total Earned  
    7 #/7  

 

 

Writing Guidelines Met Partially Met Not Met Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.        
Intellectual property is recognized with in-text citations and a reference page.        
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.        
Sentences are complete, clear, and concise.        
Rules of grammar and usage are followed including spelling and punctuation.        
    Total Available Total Earned  
    3 #/3  

 

 

Assignment Total # 10 #/10  
Additional comments:

 

 

 

 

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Case Study question from from Pages 433 and 465-467

Case Study question from from Pages 433 and 465-467

Note: –  Must require——–

APA format (Times New Roman, size 12 and 2 space)

MS Visio diagram OR MS Word Smart Art

Minimum 3 or more References including Sharda(Below)

W5: Case Studies

Graded Assignment:  Case Studies – (Follow all steps below)

Carefully review and read both case studies found in your textbook from Pages 433 and 465-467

Sharda, R., Delen, D., & Turban, E. (2015) Business intelligence and analytics: Systems for decision support (10th ed.). Boston: Pearson.

Digital: ISBN-13: 978-0-13-340193-6 or Print: ISBN-13: 978-0-13-305090-5

When concluding the paper, expand your analytical and critical thinking skills to develop ideas as a process or operation of steps visually represented in a flow diagram or any other type of created illustration to support your idea which can be used as a proposal to the entity or organization in the cases to correct or improve any case related issues addressed.  This is required for both cases.

When developing illustrations to support a process or operation of steps, Microsoft Word has a tool known as “Smart Art” which is ideal for the development of these types of illustrations or diagrams.  To get acquainted with this tool, everyone can visit www.youtube.com using a keyword search “Microsoft Word Smart Art Tutorials” to find many video demonstrations in using this tool.

QUESTIONS FOR THE END-OF-CHAPTER from Page# 433

APPLICATION CASE

1. What were the main challenges encountered by CARE International before they created their warehouse prepositioning model?

2. How does the objective function relate to the organization’s need to improve relief services to affected areas?

3. Conduct online research and suggest at least three other applications or types of software that could handle the magnitude of variable and constraints CARE International used in their MIP model.

4. Elaborate on some benefits CARE International stands to gain from implementing their pre-positioning model on a large scale in future.

QUESTIONS FOR THE END-OF-CHAPTER (Page NO#465-467)

APPLICATION CASE 

1. Describe the problem that a large company such as HP might face in offering many product lines and options.

2. Why is there a possible conflict between marketing and operations?

3. Summarize your understanding of the models and the algorithms.

4. Perform an online search to find more details of the algorithms.

5. Why would there be a need for such a system in an organization?

6. What benefits did HP derive from implementation of the models?

Conclusion

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Note: –  Must require——–

APA format (Times New Roman, size 12 and 2 space)

MS Visio diagram OR MS Word Smart Art 

Minimum 3 or more References including Sharda(Below)

 

 

W5: Case Studies

Graded Assignment:  Case Studies – (Follow all steps below)

 

Carefully review and read both case studies found in your textbook from Pages 433 and 465-467

 

Sharda, R., Delen, D., & Turban, E. (2015) Business intelligence and analytics: Systems for decision support (10th ed.). Boston: Pearson.

Digital: ISBN-13: 978-0-13-340193-6 or Print: ISBN-13: 978-0-13-305090-5

 

When concluding the paper, expand your analytical and critical thinking skills to develop ideas as a process or operation of steps visually represented in a flow diagram or any other type of created illustration to support your idea which can be used as a proposal to the entity or organization in the cases to correct or improve any case related issues addressed.  This is required for both cases.

When developing illustrations to support a process or operation of steps, Microsoft Word has a tool known as “Smart Art” which is ideal for the development of these types of illustrations or diagrams.  To get acquainted with this tool, everyone can visit www.youtube.com using a keyword search “Microsoft Word Smart Art Tutorials” to find many video demonstrations in using this tool.

 

QUESTIONS FOR THE END-OF-CHAPTER from Page# 433

APPLICATION CASE

  1. What were the main challenges encountered by CARE International before they created their warehouse prepositioning model?
  2. How does the objective function relate to the organization’s need to improve relief services to affected areas?
  3. Conduct online research and suggest at least three other applications or types of software that could handle the magnitude of variable and constraints CARE International used in their MIP model.
  4. Elaborate on some benefits CARE International stands to gain from implementing their pre-positioning model on a large scale in future.

 

Screen Shot

 

 

QUESTIONS FOR THE END-OF-CHAPTER (Page NO#465-467)

 APPLICATION CASE

 

  1. Describe the problem that a large company such as HP might face in offering many product lines and options.
  2. Why is there a possible conflict between marketing and operations?
  3. Summarize your understanding of the models and the algorithms.
  4. Perform an online search to find more details of the algorithms.
  5. Why would there be a need for such a system in an organization?
  6. What benefits did HP derive from implementation of the models?

 

Conclusion

Reference info. Minimum 3 or more.

End-of-Chapter Application Case

Pre-Positioning of Emergency Items for CARE International

Problem

CARE International is a humanitarian organization that provides relief aid to areas that are affected by natural disasters such as earthquakes and hurricanes. The organization has relief programs in over 65 countries worldwide. Just like other humanitarian organizations, CARE International faces challenges in offering the needed help to affected areas in the event of natural disasters. In the event of a disaster, CARE International identifies suppliers that could provide the needed relief items. Arrangements are then made regarding the acquisition of warehouses to transport the items. With respect to the transportation of the items, a third-party company transports the items by air to the affected country from where they are further transported by road to CARE International’s warehouse and distribution center. This mode of response to disasters could be slow, not to mention the unreliability of the transportation network used. Hitherto, CARE has preferred purchasing relief items from local suppliers since they are closer to the disaster areas and, also, it helps reinvigorate the local economy after a disaster. However, in the wake of a disaster, there are always issues with availability, price, and quality of needed items.

Specifically, CARE International’s challenges are twofold as identified by the authors of the research. First, the organization wanted the ability to gather supplies and relief items from both local and international suppliers in an agile manner so they could better serve people affected by disasters. Second, once the supplies are mobilized, they wanted to be able to effectively distribute them in the most timely and cost-efficient manner to affected regions.

Methodology/Solution

In collaboration with Georgia Institute of Technology, CARE developed a model in which relief items were placed in a pre-positioned network to serve as a complement to the existing mode of supplying relief items to disaster areas. Using a mixed-integer programming (MIP) inventory-location model, a pre-positioning network was designed based on two main factors. The first factor was up-front investment related to initial stocking of inventory and warehouse setup. The second factor was related to the average response time it takes to get relief items to affected regions. Basically, the main concern was to determine a configuration that would allow for the least response time given an up-front investment value. Demand data for the model was based on historical records of previous operations. Supply data was estimated hypothetically since historical data was not present. It was assumed that any supplier would be able to ship relief items within 2 weeks. The model for warehouse establishment was built based on 12 locations CARE considered as low or no-cost, as well as seven relief items necessary for most disaster relief operations. The object function was to reduce the total response time in moving items to affected areas. The capacity constraints employed were the number of warehouses to maintain and the amount of items to keep in them. The MIP model consisted of 470,000 variables and 56,000 constraints. It took the ILOG OPL Studio with CPLEX solver application about 4 hours to produce an optimal solution.

Results/Benefits

The main purpose of the model was to increase the capacity and swiftness to respond to sudden natural disasters like earthquakes, as opposed to other slow-occurring ones like famine. Based on up-front cost, the model is able to provide the best optimized configuration of where to locate a warehouse and how much inventory should be kept. It is able to provide an optimization result based on estimates of frequency, location, and level of potential demand that is generated by the model. Based on this model, CARE has established three warehouses in the warehouse pre-positioning system in Dubai, Panama, and Cambodia. In fact, during the Haiti earthquake crises in 2010, water purification kits were supplied to the victims from the Panama warehouse. In the future, the pre-positioning network is expected to be expanded.

Questions for the End-of-Chapter Application Case

  1. What were the main challenges encountered by CARE International before they created their warehouse pre-positioning model?
  2. How does the objective function relate to the organization’s need to improve relief services to affected areas?
  3. Conduct online research and suggest at least three other applications or types of software that could handle the magnitude of variable and constraints CARE International used in their MIP model.
  4. Elaborate on some benefits CARE International stands to gain from implementing their pre-positioning model on a large scale in future.

End-of-Chapter Application Case

HP Applies Management Science Modeling to Optimize Its Supply Chain and Wins a Major Award

HP’s groundbreaking use of operations research not only enabled the high-tech giant to successfully transform its product portfolio program and return $500 million to the bottom line over a 3-year period, but it also earned HP the coveted 2009 Edelman Award from INFORMS for outstanding achievement in operations research. “This is not the success of just one person or one team,” said Kathy Chou, vice president of Worldwide Commercial Sales at HP, in accepting the award on behalf of the winning team. “It’s the success of many people across HP who made this a reality, beginning several years ago with mathematics and imagination and what it might do for HP.”

To put HP’s product portfolio problem into perspective, consider these numbers: HP generates more than $135 billion annually from customers in 170 countries by offering tens of thousands of products supported by the largest supply chain in the industry. You want variety? How about 2,000 laser printers and more than 20,000 enterprise servers and storage products? Want more? HP offers more than 8 million configure-to-order combinations in its notebook and desktop product line alone.

The something-for-everyone approach drives sales, but at what cost? At what point does the price of designing, manufacturing, and introducing yet another new product, feature, or option exceed the additional revenue it is likely to generate? Just as important, what are the costs associated with too much or too little inventory for such a product, not to mention additional supply chain complexity, and how does all of that impact customer satisfaction? According to Chou, HP didn’t have good answers to any of those questions before the Edelman award–winning work.

“While revenue grew year over year, our profits were eroded due to unplanned operational costs,” Chou said in HP’s formal Edelman presentation. “As product variety grew, our forecasting accuracy suffered, and we ended up with excesses of some products and shortages of others. Our suppliers suffered due to our inventory issues and product design changes. I can personally testify to the pain our customers experienced because of these availability challenges.” Chou would know. In her role as VP of Worldwide Commercial Sales, she’s “responsible and on the hook” for driving sales, margins, and operational efficiency.

Constantly growing product variety to meet increasing customer needs was the HP way—after all, the company is nothing if not innovative—but the rising costs and inefficiency associated with managing millions of products and configurations “took their toll,” Chou said, “and we had no idea how to solve it.”

Compounding the problem, Chou added, was HP’s “organizational divide.” Marketing and sales always wanted more—more SKUs, more features, more configurations—and for good reason. Providing every possible product choice was considered an obvious way to satisfy more customers and generate more sales.

Supply chain managers, however, always wanted less. Less to forecast, less inventory, and less complexity to manage. “The drivers (on the supply chain side) were cost control,” Chou said. “Supply chain wanted fast and predictable order cycle times. With no fact-based, data-driven tools, decision making between different parts of the organization was time-consuming and complex due to these differing goals and objectives.”

By 2004, HP’s average order cycle times in North America were nearly twice that of its competition, making it tough for the company to be competitive despite its large variety of products. Extensive variety, once considered a plus, had become a liability.

It was then that the Edelman prize–winning team—drawn from various quarters both within the organization (HP Business Groups, HP Labs, and HP Strategic Planning and Modeling) and out (individuals from a handful of consultancies and universities) and armed with operations research thinking and methodology—went to work on the problem. Over the next few years, the team: (1) produced an analytically driven process for evaluating new products for introduction, (2) created a tool for prioritizing existing products in a portfolio, and (3) developed an algorithm that solves the problem many times faster than previous technologies, thereby advancing the theory and practice of network optimization.

The team tackled the product variety problem from two angles: prelaunch and postlaunch. “Before we bring a new product, feature, or option to market, we want to evaluate return on investment in order to drive the right investment decisions and maximize profits,” Chou said. To do that, HP’s Strategic Planning and Modeling Team (SPaM) developed “complexity return on investment screening calculators” that took into account downstream impacts across the HP product line and supply chain that were never properly accounted for before.

Once a product is launched, variety product management shifts from screening to managing a product portfolio as sales data become available. To do that, the Edelman award–winning team developed a tool called revenue coverage optimization (RCO) to analyze more systematically the importance of each new feature or option in the context of the overall portfolio.

The RCO algorithm and the complexity ROI calculators helped HP improve its operational focus on key products, while simultaneously reducing the complexity of its product offerings for customers. For example, HP implemented the RCO algorithm to rank its Personal Systems Group offerings based on the interrelationship between products and orders. It then identified the “core offering,” which is composed of the most critical products in each region. This core offering represented about 30 percent of the ranked product portfolio. All other products were classified as HP’s “extended offering.”

Based on these findings, HP adjusted its service level for each class of products. Core offering products are now stocked in higher inventory levels and are made available with shorter lead times, and extended offering products are offered with longer lead times and are either stocked at lower levels or not at all. The net result: lower costs, higher margins, and improved customer service.

The RCO software algorithm was developed as part of HP Labs’ “analytics” theme, which applies mathematics and scientific methodologies to help decision making and create better-run businesses. Analytics is one of eight major research themes of HP Labs, which last year refocused its efforts to address the most complex challenges facing technology customers in the next decade.

“Smart application of analytics is becoming increasingly important to businesses, especially in the areas of operational efficiency, risk management, and resource planning,” says Jaap Suermondt, director, Business Optimization Lab, HP Labs. “The RCO algorithm is a fantastic example of an innovation that helps drive efficiency with our businesses and our customers.”

In accepting the Edelman Award, Chou emphasized not only the company-wide effort in developing elegant technical solutions to incredibly complex problems, but also the buy-in and cooperation of managers and C-level executives and the wisdom and insight of the award-winning team to engage and share their vision with those managers and executives. “For some of you who have not been a part of a very large organization like HP, this might sound strange, but it required tenacity and skill to bring about major changes in the processes of a company of HP’s size,” Chou said. “In many of our business [units], project managers took the tools and turned them into new processes and programs that fundamentally changed the way HP manages its product portfolios and bridged the organizational divide.”

Questions for the End-of-Chapter Application Case

  1. Describe the problem that a large company such as HP might face in offering many product lines and options.
  2. Why is there a possible conflict between marketing and operations?
  3. Summarize your understanding of the models and the algorithms.
  4. Perform an online search to find more details of the algorithms.
  5. Why would there be a need for such a system in an organization?
  6. What benefits did HP derive from implementation of the models?

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Discussion: Legal and Ethical Considerations for Group and Family Therapy

Discussion: Legal and Ethical Considerations for Group and Family Therapy

THE TASK IS TWO REPLY WITH A COMMENT TO EACH POST, POST 1 AND POST 2. TWO REFERENCE IS NEED IT PER COMMENT WITH CITATION PER REFERENCE IN APA STYLE ABOVE ABOVE 2013.

POST 1

The Health Insurance Portability and Accountability Act (HIPPA) is one of the acts that guide the practices of a nurse when it comes to Group and Family Therapy. Ethical and legal considerations such as confidential information of a patient as defined by HIPPA is part of what psychiatric mental health nurse practitioner does. Therefore, in this discussion, the primary objective is to provide an explanation of how legal and ethical considerations for group and family therapy differ from individual therapy.  The differences between the considerations significantly affect therapeutic approaches for clients depending on whether the clients are put on group or family therapy (Schiefele et al. 2018)

The differences in legal and ethical considerations for group and family therapy and individual therapy

Group and family therapists face more ethical and legal challenges than individually oriented therapists do. First, in group and family therapy, the ethical consideration is grounded in the foundational premise of the family as a system and therefore, the focus of the therapy is on the relationship. Some of the specific ethical and legal considerations that require special attention on the part of individual and group and family therapists include responsibility, informed consent and confidentiality. The first difference in ethical considerations for group and family therapy and individual therapy based on responsibility (Schiefele et al. 2018). Unlike individual therapy, group and family therapy is associated with the dilemma of multiple clients who are in the same situations and therefore, an intervention that serves one person’s best interests may be counter therapeutic to another. It means that the therapy process must consider an intervention that serves all the parties involved (Gurman & Burton, 2014). In group and family therapy, there are conflicting goals, as well as, the interests of the parties involved. It is unlike individual therapy in which the therapist encourages the client to explore potential ramifications of his or her actions. The group and family therapist is set apart from the individual therapist because of the family therapist’s ethical clear commitment to promoting the welfare of every member involved in the treatment process. It implies that group and family therapist has more responsibility than an individual therapist does for exercising judgment, which must take into account all the individuals (Gurman & Burton, 2014)

When it comes to legal consideration, informed consent is a key difference between group and family therapy and individual therapy. In treating each member’s confidences in-group and family therapy, the therapists should act as though that person were an individual client (Shaw, 2015).  The information got during a private session, or a telephone call from one member is not divulged to other family members. The therapist upholds the individual client’s confidentiality to other family members (Hertlein, Blumer & Mihaloliakos, 2015). When it comes to individual therapy, one obtains only one client’s permission to use information while in the group and family therapy the permission is obtained during the conjoint sessions.

How the differences might affect therapeutic approaches for client’s in-group and family therapy

By considering responsibility as ethical considering in group and family therapy, the therapist must ensure that improvement in the status of one the member in the therapy is not occurring at the expense of another member. As part of ethical consideration, the group and family therapist should be an advocate of the family system during therapeutic process and avoids becoming an agent of any one of the members. When it comes to preservation of confidentiality, therapeutic approaches for clients in group and family therapy is such that the therapists arrange for sessions with individual family members to actively encourage the sharing of “secrets” as part of better understand what is occurring in the group or family (Shaw, 2015). When dealing with clients in group and family therapy, I will ensure that informed consent is obtained from each member in the therapy process before any information is used. If permission is not granted, all information must be kept confidential (Hertlein,  Blumer & Mihaloliakos, 2015)

References

Gurman, A. S., & Burton, M. (2014). Individual Therapy for Couple of Problems: Perspectives and Pitfalls. Journal of Marital and Family Therapy, 40, 4, 470-483.

Hertlein, K. M., Blumer, M. L. C., & Mihaloliakos, J. H. (2015). Marriage and Family Counselors’ Perceived Ethical Issues Related to Online Therapy. The Family Journal, 23, 1, 5-12.

Schiefele, A.-K., Lutz, W., Rubel, J., Barkham, M., Saxon, D., Bohnke, J., Delgadillo, J., … Lambert, M. J. ( 2018). Reliability of Therapist Effects in Practice-Based Psychotherapy Research: A Guide for the Planning of Future Studies. Administration and Policy in Mental Health and Mental Health Services Research, 45, 6, 598-613.

Shaw, E. (2015). Ethical Practice in Couple and Family Therapy: Negotiating Rocky Terrain. Australian and New

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POST 2

Psychotherapy is a way to help people with a broad variety of mental illnesses and emotional difficulties. Psychotherapy can help eliminate or control troubling symptoms, so a person can function better and can increase well-being and healing (APA, 2018). There are two major types of therapies which are Individual therapy and group therapy. On individual therapy, the individual expresses his or her freedom and ability to talk to the therapist without fear of anything. Individual therapy involves the patient and the therapist alone while the group or family therapy includes the patient and the family members or another patient in a group therapy. The group and family therapy help to improve the relationship and interaction of the patient with other people in the group or family which leads to an improvement in the patient mental health (Laureate Education (Producer), 2017).

Legal and Ethical Considerations for Group/Family and Individual Therapy

Ethical consideration that is most seen individual therapy versus group and family therapy is the process and content of interactions in individual versus group therapy. In individual therapy, is mostly talk about one particular patient on his or her feeling and the patient privacy is maintained. Group or family therapy involves two or more people where privacy is not maintained and where one individual’s perception may be criticized by another member of the group which makes the patient endorse a feeling that his or her feelings do not count and respected (Nichols, M., 2014). The level of confidentiality in groups is far less secure than it is individual therapy. Although group members are generally instructed that the information and events that occur in the group are to be held confidential and only to be shared with group members during therapy, the potential for a breach of confidentiality is far greater in group therapy (AAC, 2018).

Both the individual and group or family required the therapist to obtain informed consent before the commencement of the therapy. The therapist is expected to explain the dos and don’ts of the sessions, the goals, and the expected outcome of the therapy to his or her clients. In addition to that, the therapist will make sure that the client’s signs form for confidentiality. This will ensure that anything said between any two or more group members at any time is part of the group and is confidential (Breeskin J., 2011).

Impact of the Ethical factors and Strategies for the therapeutic approaches for Clients in Group/Family Therapy

The patient will be educated on the importance of confidentiality and not reveal other patient’s mental health problem to other people. The therapist should use appropriate therapeutic skills when interacting with group therapy.  Ethical issues in group psychotherapy are complex and differ from individual psychotherapy with regard to the types of ethical dilemmas that are encountered. Confidentiality is a special area of concern, given that there are more threats to confidentiality in group therapy than in individual therapy (Klontz B.T., 2004).

Reference

American Addiction Centre, 2018. Group Therapy verses Individual Therapy. Retrieved from https://americanaddictioncenters.org/therapy-treatment/group-individual

American Psychiatric Association, 2018. What is Psychotherapy? Retrieved from https://www.psychiatry.org/patients-families/psychotherapy

Breeskin J., 2011. Procedures and guidelines for group therapy. Retrieved from https://www.apadivisions.org/division-49/publications/newsletter/group-psychologist/2011/04/group-procedures.aspx

Klontz B.T., 2004. Ethical Practice of Group Experiential Psychotherapy. Retrieved from https://www.researchgate.net/publication/232563953_Ethical_Practice_of_Group_Experiential_Psychotherapy

Laureate Education (Producer). (2017). Introduction to psychotherapy with groups and families [Video file]. Baltimore, MD: Author.

Nichols, M. (2014). The essentials of family therapy (6th ed.). Boston, MA: Pearson.

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11/19(medis3)

11/19(medis3)

Text book: Brander & Perloff. (2017). Managerial Economics and Strategy, 2nd Edition Pearson ISBN: 9780134472768

1.     Study Chapters 5 and 6 of the recommended textbook.

2.     Based on the materials in chapters 5 and 6, prepare a lecture in power point:

B.     Your PPT should be limited to 20 slides

C.     Include at least one solved problem in your PPT. Your solved problem should be one of the problems listed in either chapter 5 or chapter 6. Provide explanations of the problem you solve and discuss how you would apply the concepts in managerial decision-making.

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marketing homework

marketing homework

Read the Chapter 14 Case: Real Choices at Frito-Lay

 

Answer each question in 200 words.

 

  1. Summarize the case and identify the dilemma facing Frito-Lay.
  2. Research the products and organization at www.fritolay.com. Identify and discuss the most important issues surrounding the successful use of CRM at Frito-Lay.  How does CRM link the marketing and sales functions of the organization?

3.  What is the purpose of trade sales promotions? Identify three types of trade sales promotions that Frito-Lay should use to increase sales. Specifically how should these be implemented?

 

 

4. What factors are important in addressing the dilemma facing Frito-Lay? What are your recommendations and discuss specific implementation tactics for your recommendations?

 

 

 

Correct APA Source Citing of the Textbook:

 

In-Text Citation

 

ï‚· First in-text use is: (Solomon, Marshall & Stuart, 2012).

 

ï‚· Subsequent in-text uses is: (Solomon et al., 2012)

 

Reference Section:

 

Solomon, M. R., Marshall, G. W.; & Stuart, E. W. (2012). Brand you: marketing

 

real people, real choices. (4th ed.). Upper Saddle River, N.J.: Pearson, 2012. Print.

 

 

 

BE SURE TO USE AT LEAST THREE OUTSIDE SOURCES…….

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CE300

CE300

Observation and Assessment in Early Childhood

Using a Developmental Checklist

 

Video:

http://media.pearsoncmg.com/pcp/pls_0558982484/index.html?wf=1&item=3

 

If you have trouble reaching that page (if you use a pop-up blocker), try the following:

Go to http://media.pearsoncmg.com/pcp/pls_0558982484/index.html

Select the third video titled “Two Year Olds Playing With Toys”

 

After watching this week’s Web Resource video, Two Year Olds Playing with Toys , pick one of the children and complete the following:

 

Fill out the Developmental Checklist (attached).

 

Also answer the following questions:

1. Which child did you observe in the video to complete the Developmental Checklist?

2. What did you learn about this child’s development?

3. Identify other non-standardized assessments you would you like to complete. Explain why you selected the specific assessments and in what instance you would use these.

4. What are the advantages and disadvantages of using non-standardized assessments?

 

Reference text from the course textbook for this topic is also attached:

 

Hardin, B. J., Wortham, S.C. (2015) Assessment in Early Childhood Education (7th ed.).  [Vitalsource Bookshelf Online].  Retrieved from https://kaplan.bitalsource.com/#/books/9781323290804/

 

In-text citation: (Hardin & Wortham, 2015)

Developmental Checklist

(By age two)

 

Child Name_________________________________                      Age__2_______________

 

Observer__Lew Wirt________                                Date__September 27, 2016___

 

 

Does the child…                                                         Yes                  No                   Comments

 

Walk alone?                                                                _____              _____

Bend over and pick up toy without falling over?       _____              _____

Seat self in child-size chair?                                       _____              _____

Walk up and down

stairs with assistance?                                                 _____              _____

Place several rings on a stick?                                    _____              _____

Place five pegs in a pegboard?                                   _____              _____

Turn pages two or three at a time?                             _____              _____

Scribble?                                                                     _____              _____

Follow one step directions involving something

familiar (e.g.: give me ____)                                      _____              _____

Match familiar objects?                                              _____              _____

Use spoon with some spilling?                                    _____              _____

Drink from a cup holding it with one hand?              _____              _____

Chew food?                                                                _____              _____

Take off coat, shoe, and socks?                                  _____              _____

Zip and unzip large zipper?                                        _____              _____

Recognize self in mirror?                                            _____              _____

Refer to self by name?                                                _____              _____

Imitate adults in play?                                                 _____              _____

Help put things away?                                                _____              _____

Ask for desired items by name?                                  _____              _____

Answer to question “What’s that?”                            _____              _____

Make some two word statements?                              _____              _____

  1. Which child did you observe in the video to complete the Developmental Checklist?

 

  1. What did you learn about this child’s development?

 

 

  1. Identify other non-standardized assessments you would you like to complete. Explain why you selected the specific assessments and in what instance you would use these.

 

 

  1. What are the advantages and disadvantages of using non-standardized assessments?

 

 

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References:

 

Allen, K.E. & Marotz, L.R. (2003). Developmental profiles: Pre-birth through twelve, 4th ed.

       Clifton Park, NY: Delmar Learning.

 

Hardin, B. J., Wortham, S.C. (2015) Assessment in Early Childhood Education (7th

ed.).  [Vitalsource Bookshelf Online].  Retrieved from

https://kaplan.bitalsource.com/#/books/9781323290804/

Developmental Checklist

(By age two)

 

Child Name_________________________________                      Age__2_______________

 

Observer__Lew Wirt________                                Date__September 27, 2016___

 

 

Does the child…                                                         Yes                  No                   Comments

 

Walk alone?                                                                _____              _____

Bend over and pick up toy without falling over?       _____              _____

Seat self in child-size chair?                                       _____              _____

Walk up and down

stairs with assistance?                                                 _____              _____

Place several rings on a stick?                                    _____              _____

Place five pegs in a pegboard?                                   _____              _____

Turn pages two or three at a time?                             _____              _____

Scribble?                                                                     _____              _____

Follow one step directions involving something

familiar (e.g.: give me ____)                                      _____              _____

Match familiar objects?                                              _____              _____

Use spoon with some spilling?                                    _____              _____

Drink from a cup holding it with one hand?              _____              _____

Chew food?                                                                _____              _____

Take off coat, shoe, and socks?                                  _____              _____

Zip and unzip large zipper?                                        _____              _____

Recognize self in mirror?                                            _____              _____

Refer to self by name?                                                _____              _____

Imitate adults in play?                                                 _____              _____

Help put things away?                                                _____              _____

Ask for desired items by name?                                  _____              _____

Answer to question “What’s that?”                            _____              _____

Make some two word statements?                              _____              _____

  1. Which child did you observe in the video to complete the Developmental Checklist?

 

  1. What did you learn about this child’s development?

 

 

  1. Identify other non-standardized assessments you would you like to complete. Explain why you selected the specific assessments and in what instance you would use these.

 

 

  1. What are the advantages and disadvantages of using non-standardized assessments?

 

 

 

 

References:

 

Allen, K.E. & Marotz, L.R. (2003). Developmental profiles: Pre-birth through twelve, 4th ed.

       Clifton Park, NY: Delmar Learning.

 

Hardin, B. J., Wortham, S.C. (2015) Assessment in Early Childhood Education (7th

ed.).  [Vitalsource Bookshelf Online].  Retrieved from

https://kaplan.bitalsource.com/#/books/9781323290804/

Developmental Checklist

(By age two)

 

Child Name_________________________________                      Age__2_______________

 

Observer__Lew Wirt________                                Date__September 27, 2016___

 

 

Does the child…                                                         Yes                  No                   Comments

 

Walk alone?                                                                _____              _____

Bend over and pick up toy without falling over?       _____              _____

Seat self in child-size chair?                                       _____              _____

Walk up and down

stairs with assistance?                                                 _____              _____

Place several rings on a stick?                                    _____              _____

Place five pegs in a pegboard?                                   _____              _____

Turn pages two or three at a time?                             _____              _____

Scribble?                                                                     _____              _____

Follow one step directions involving something

familiar (e.g.: give me ____)                                      _____              _____

Match familiar objects?                                              _____              _____

Use spoon with some spilling?                                    _____              _____

Drink from a cup holding it with one hand?              _____              _____

Chew food?                                                                _____              _____

Take off coat, shoe, and socks?                                  _____              _____

Zip and unzip large zipper?                                        _____              _____

Recognize self in mirror?                                            _____              _____

Refer to self by name?                                                _____              _____

Imitate adults in play?                                                 _____              _____

Help put things away?                                                _____              _____

Ask for desired items by name?                                  _____              _____

Answer to question “What’s that?”                            _____              _____

Make some two word statements?                              _____              _____

  1. Which child did you observe in the video to complete the Developmental Checklist?

 

  1. What did you learn about this child’s development?

 

 

  1. Identify other non-standardized assessments you would you like to complete. Explain why you selected the specific assessments and in what instance you would use these.

 

 

  1. What are the advantages and disadvantages of using non-standardized assessments?

 

 

 

 

References:

 

Allen, K.E. & Marotz, L.R. (2003). Developmental profiles: Pre-birth through twelve, 4th ed.

       Clifton Park, NY: Delmar Learning.

 

Hardin, B. J., Wortham, S.C. (2015) Assessment in Early Childhood Education (7th

ed.).  [Vitalsource Bookshelf Online].  Retrieved from

https://kaplan.bitalsource.com/#/books/9781323290804/

This is Chapter 7 from the textbook:

Hardin, B. J., Wortham, S.C. (2015) Assessment in Early Childhood Education (7th ed.).  [Vitalsource Bookshelf Online].  Retrieved from https://kaplan.bitalsource.com/#/books/9781323290804/

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CHAPTER 7 Checklists, Rating Scales, and Rubrics

Benjamin LaFramboise/Pearson

Chapter Objectives

As a result of reading this chapter, you will be able to:

  1. Discuss how checklists are designed and used with young children.
  2. Explain how teachers evaluate and assess with checklists.
  3. Discuss types of rating scales and how they are used with young children.
  4. Describe types of rubrics and how they are designed and used.
  5. Explain how to ensure the quality of checklists, rating scales, and rubrics.

In this chapter, we discuss another type of evaluation strategy that involves the use of teacher-designed instruments: checklists, rating scales, and rubrics. Because checklists are used more extensively than rating scales by infant–toddler, early childhood, and primary school teachers, we discuss them first. A description of rating scales follows, so that the reader can understand how they are designed and used and how they differ from checklists. Rubrics are used most commonly with performance assessments. They will be discussed in that context.

How Checklists Are Designed and Used with Young Children

Checklists are made from a collection of learning objectives or indicators of development. The lists of items are arranged to give the user an overview of their sequence and of how they relate to each other. The lists of items are then organized into a checklist format so that the teacher can use them for various purposes in the instructional program. Because the checklists are representative of the curriculum for a particular age level, they become a framework for assessment and evaluation, instructional planning, record keeping, and communicating with parents about what is being taught and how their child is progressing.

Using Checklists with Infants, Toddlers, and Preschool Children

Children in the years from birth to age 8 move rapidly through different stages of development. Doctors, psychologists, parents, and developmental specialists want to understand and monitor the development of individual children and groups of children. The developmental indicators for children at different stages and ages have been established, and lists and checklists of these milestone indicators can be used to monitor development. Many types of professionals use a developmental checklist format to evaluate a child’s development and record the results.

Developmental checklists for young children are usually organized into categories of development: physical, cognitive, language, and social and emotional. Physical development is frequently organized into fine motor skills and gross motor skills. Cognitive, or intellectual development might include language development. Some checklists have language development as a separate category. Social development checklists can also be organized to include emotional development and development of social skills. Figure 7-1 shows developmental milestones at 6 months.

When a special needs population is being assessed, adaptive developmental skills such as feeding skills, dressing skills, etc., are part of the checklist.

Preschool teachers use checklists to evaluate and record preschoolers’ developmental progress. The individual child’s developmental progress provides important clues to the kinds of experiences he or she needs and can enjoy. For instance, the teacher may monitor the child’s use of fine motor skills. After the child is able to use the fingers to grasp small objects, cutting activities may be introduced. In language development, the teacher can evaluate the child’s speaking vocabulary and use of syntax and thus choose the best stories to read to the child.

Teachers sometimes use checklists to screen children who enter preschool programs. Developmental or cognitive tasks, including adaptive skills, are used to better understand the strengths and emerging skills of children, and the challenges of children with special needs. Because these checklists include behaviors that are characteristic of a stage of development, children who do not exhibit these behaviors can be referred for additional screening and testing (National Training Institute for Child Care Health Consultants, 2010).

Checklists are also used to design learning experiences at the preschool level. The teacher surveys the list of learning objectives appropriate for that age group of children and uses the list to plan learning activities in the classroom. These checklists can be used to assess the child’s progress in learning the objectives and to keep records of progress and further instructional needs. When talking to parents about the instructional program, the teacher can discuss what is being taught and how their child is benefiting from the learning experiences.

FIGURE 7-1     Important Milestones at six months

Source: Centers for Disease Control and Prevention. (2014, March 27). Important milestones: Your baby at six months. Retrieved from http://www.cdc.gov/ncbddd/actearly/milestones/milestones-6mo.html

Using Checklists with School-Age Children

The use of checklists for primary-grade children is very similar to their use with preschool children. In fact, curriculum checklists can be a continuation of those used in the preschool grades to monitor progress. However, there are two differences. First, fewer developmental characteristics are recorded, and cognitive or academic objectives become more important. Second, school-age checklists become more differentiated in areas of learning. Whereas teachers are concerned with motor development, language development, social and emotional development, and cognitive development at the preschool level, at the primary level, curriculum content areas become more important. Thus, with primary-grade checklists, objectives are more likely to be organized in terms of mathematics, language arts, science, social studies, and physical education (Center for Disease Control and Prevention, 2014; Gerber, Wilks, & Erdic-Lalena, 2010). Checklists that can be used quickly are a particular advantage to classroom teachers because of time restraints in the daily schedule.

Curriculum objectives become more important in the primary grades, and assessment of progress in learning may become more precise and segmented. Checklist objectives may appear on report cards as the format for reporting the child’s achievement to parents. Likewise, the checklist items may be representative of achievement test objectives, state-mandated objectives, textbook objectives, and locally selected objectives.

Using Checklists to Assess Children with Special Needs

Checklists can be used with children who have exhibited developmental delay and who are served in intervention programs. The components of such a system include tracking the child’s growth and development through ongoing assessment, documenting and monitoring child growth for caregivers and other professional staff, and providing a structure for families to develop and monitor goals for their children (Centers for Disease Control and Prevention, 2014). Checklists in this context can be used with a family portfolio, developmental guidelines and checklists, and summary reports of the child’s progress. Because children with disabilities—especially those with moderate to severe disabilities—may progress at a slower rate than children with typical development, and gifted children may progress faster, checklists can be especially effective at monitoring children’s progress in smaller increments.

Also, checklists can be used to understand the first and second language development of children who are English language learners (ELLs). Checklists can be part of an integrated assessment system already used in the classroom setting that has multiple purposes, including continuous assessment of children’s language development progress.

How Checklists Are Designed

Checklists of developmental and instructional objectives have been used in education for several decades. When educators and early childhood specialists worked with Head Start and other programs aimed at improving education for special populations of students, they developed outlines of educational objectives to describe the framework of learning that children should experience. Since that time, checklists have been further developed and used at all levels of education. Reading series designed for elementary grades include a scope and sequence of skills, and many school districts have a list of objectives for every course or grade level. The scope of a curriculum is the different categories that are included, while the sequence is the individual objectives that appear under each category.

Steps in Designing Checklists

A checklist is an outline or framework of development and curriculum. When designing a checklist, the developer first determines the major categories that will be included. Thereafter, development follows four basic steps:

  1. Identification of the skills to be included
  2. Separate listing of target behaviors
  3. Sequential organization of the checklist
  4. Record keeping

Identification of the Skills to Be Included

The teacher studies each checklist category and determines the specific objectives or skills to be included. Using established developmental norms or learning objectives, the teacher decides how to adapt them for his or her needs. For example, on a checklist for language development and reading under the category of language and vocabulary, the following objectives might be included:

Listens to and follows verbal directions

Identifies the concept of word

Identifies the concept of letter

Invents a story for a picture book

Separate Listing of Target Behaviors

If a series of behaviors or items is included in an objective, the target behaviors should be listed separately so that they can be recorded separately. For the objective of identifying coins, the best way to write the item would be as follows:

Identifies:

Penny

Nickel

Dime

Quarter

Conflicts About Informal Assessment Results

Mary Howell and Francesca Carrillo are having a heated argument in the teachers’ lounge. Mary teaches first grade, and Francesca teaches second grade. At issue is the checklist from the first grade that is placed in students’ folders at the end of the year, before they are promoted to second grade. Francesca’s complaint is that the first-grade teachers’ assessments are inaccurate. They have indicated that students accomplished first-grade objectives, but these objectives have to be retaught in the second grade because the students either never knew them or forgot them over the summer.

Mary clearly is offended that her professionalism has been questioned. She defends the process by which first-grade teachers determine whether the children have learned the objectives. Josie, another teacher sitting nearby, says nothing. Under her breath, she mutters, “It’s all a waste of time. I wait until the end of the year and then mark them all off, anyway.”

After Mary and Francesca have left, the conversation about the merits of using checklists for assessment and record keeping continues. Gunther Sachs, a third-grade teacher, supports the use of checklists for evaluating the students. He observes that he uses the checklist record when having conferences with parents. He believes that the parents gain a better understanding of what their child is learning in school when he can tell them how the child is progressing on curriculum objectives listed on the checklist. Lily Wong, another third-grade teacher, strongly disagrees. Her experience with the checklists leads her to believe that record keeping takes a great deal of time that she would rather use to plan lessons and design more interesting and challenging learning activities for her students.

When the teacher is assessing the child’s knowledge of coins, he or she may find that the child knows some of the coins but not others. Information can be recorded on the mastery status of each coin such as developing or mastered.

Sequential Organization of the Checklist

The checklist should be organized in a sequential manner. Checklist items should be arranged in order of difficulty or complexity. If the checklist is sequenced correctly, the order of difficulty should be obvious. For example, the ability to count on a mathematics checklist might be listed as “Counts by rote from 1 to 10.” At the next higher level, the checklist item would be “Counts by rote from 1 to 50.”

Record Keeping

A system of record keeping must be devised. Because a checklist indicates the objectives for curriculum development or developmental characteristics, it must have a method of recording the status of the items. Although many record-keeping strategies have been used, commonly two columns indicate that the child either has or has not mastered the skill or behavior. Two types of indicators frequently used are a simple Yes/No or Mastery/Nonmastery. Another approach is to record the date when the concept was introduced and the date when it was mastered.

The teacher can use a checklist to record individual or group progress. Whether the teacher uses observation, lesson activities, or tasks for assessment, the checklist is used to keep a record of the child’s progress. Checklist information can be shared periodically with parents to keep them informed about what their child is learning or is able to do.

Checklists can also be used to keep a record of all the children in the class or group. The group record lists all the children’s names, as well as the checklist objectives. By transferring information about individual children to a master or group record, the teacher can plan instruction for groups of children as the group record indicates their common needs. Figure 7-2 is a checklist record for a group of students in language development.

Checklists have many purposes. They can be developed with these purposes in mind so that they are effective in meeting the needs of the children, teachers, and parents.

Checklists and Standards

Curriculum objectives are now developed at the state and national levels. The Common Core State Standards (CCSS) are rapidly replacing standards developed by individual states or national content area organizations in English language arts, mathematics, science, and other subjects. Because today’s children are exposed to a variety of nonprint media through cell phones, electronic tablets, television, videos, and computers, more sophisticated learning skills are required. Checklists can help document these new skills also.

There are major concerns on the part of educators and parents about the rigorous nature of the CCSS. A major difference between traditional curriculum seen as separate and distinct content areas is that the CCSS “emphasize the importance of understanding complex texts, reading informational texts, writing to learn, building vocabulary skills, and creating powerful literacy connections throughout the content areas” (Altieri, 2014). Literacy instruction thus has to be reorganized to include content area literacy connections beginning with kindergarten children. Anchor standards are placed at the beginning of a reading category. They show the basic standards for all grade levels, while the indicators written below are the grade level standards. The indicators are for both reading literature and informational text. Reading skills and content area skills are integrated into the CCSS.

FIGURE 7-2     Language arts: Class record sheet

Preschool developmental checklists and curriculum checklists in the elementary grades are used in the same manner for the same purposes; however, developmental checklists add the developmental dimension to curriculum objectives. Because the young child’s developmental level is an important factor in determining the kinds of experiences the teacher will use, our discussion of the purposes of checklists includes the implications of child development during the early childhood years. Those purposes are as follows:

  1. To understand development
  2. To serve as a framework for curriculum development
  3. To assess learning and development

Checklists as a Guide to Understanding Development

All developmental checklists are organized to describe different areas of growth, including social, motor, and cognitive development. The checklist items in each area for each age or developmental level indicate how the child is progressing through maturation and experiences. When teachers, caregivers, and parents look at the checklists, they can trace the sequence of development and also be realistic in their expectations for children. Checklists for infant and toddler development are significant because of the rapid pace of development in the first 2 years after birth. Figure 7-1 shows an example of a simple developmental checklist for infants at six months.

Checklists as a Guide to Developing Curriculum

Because developmental checklists describe all facets of development, they can serve as a guide in planning learning experiences for young children. Curriculum is not necessarily described as content areas such as science, art, or social studies, as these are commonly organized in elementary school; rather, it follows the experiences and opportunities that young children should have in the early childhood years. Thus, teachers and caregivers who study the objectives on the checklists have guides for learning activities that will be appropriate for their children.

Because checklists are organized by developmental level or age, they can also serve as a guide for sequencing learning. Teachers can match the experiences they wish to use with the checklist to determine whether they are using the correct level of complexity or difficulty. They can determine what came before in learning or development and what should come next. The story retelling assessment sheet for early childhood classrooms shown in Figure 7-3 includes objectives and skills for retelling stories. By studying the items on the checklist and the student’s level of performance in previous experiences, the teacher can plan for instruction and future activities. Moreover, because the checklist is not designed for a particular grade level, a range of levels of reading and writing ability is accommodated. Teachers can attach samples of the student’s work to the checklist for use in a portfolio.

Developmental checklists help teachers and caregivers plan for a balance of activities. With the current emphasis on academic subjects even in preschool programs, teachers feel compelled to develop an instructional program that is limited to readiness for reading, writing, and mathematics. Preschool teachers are caught between the emphasis on academic skills and developmentally appropriate instruction that recognizes that young children learn through active learning based on interaction with concrete materials. Developmental checklists help the preschool teacher maintain a perspective between developmentally appropriate instruction and pressures to prepare children for first grade. Inclusion of developmental experiences helps the teacher ensure a balanced curriculum that is best for the children’s level of development.

FIGURE 7-3     Story retelling assessment sheet

In planning the curriculum and instruction in early childhood or preschool programs, teachers must incorporate the use of learning centers in classroom experiences. Developmental checklists with a sequence of objectives provide guidelines for selecting the materials to place in centers to support curriculum and instruction. For example, for 5-year-olds, the sequence on a checklist for fine motor development might be similar to the following:

Cuts with scissors

Copies a triangle

Writes first name

Puts paper clip on paper

Can use clothespins to transfer small objects (Gerber et al., 2010)

By studying the sequence, the teacher can determine that activities for cutting and pasting should be part of center activities earlier in the year. Later, when fine motor skills are better developed, opportunities to copy letters and numerals should be included in centers to complement instructional activities in writing. Thus, developmental checklists help teachers decide what to select for learning centers as the year progresses. Early in the year, the teacher may introduce simple toys, puzzles, and construction materials in centers. Later, more complex, challenging activities and materials are more appropriate. As the year progresses, the materials available in the centers should be compatible with developmental growth.

Because the rate of development varies from child to child, the sequence of development reflected in the checklists allows the teacher to vary materials for individual children. Certain games, activities, and materials can be placed in the centers and designated for a particular child’s needs or interests. Materials for experiences placed in centers provide a means of individualizing learning, with checklists serving as the guide for a sequence from simple to complex. The more complex concepts or objectives lead to the selection of materials for the child whose development is more advanced.

Checklists as a Guide to Assessing Learning and Development

Having information on how children are growing and learning is one of the important requirements of an early childhood program. Teachers must know how children’s development and learning are progressing, and must be able to discuss it with parents, other teachers, and staff members of other schools that later may teach the child.

Because the checklists cover all kinds of development, they allow teachers to track individual children and groups of children. When teachers keep consistent records on individual children, they can give parents information about the child’s progress. Parents then have a clear idea of what is happening in school and what their child is accomplishing.

Teachers who use developmental checklists to assess, evaluate, and record children’s progress may eventually realize that they have a better understanding of each child in the class than they had before. If a teacher uses a checklist for gross motor skills to keep track of large-muscle development in his or her students, systematic observation of students engaged in physical activities will make the teacher more aware of how each child is progressing and will reveal individual differences in development. When reporting to one child’s parent, for example, the teacher may discuss the improvement in throwing and catching a ball. In another case, the teacher may focus on the child’s ability to ride a bicycle or to jump rope.

How Teachers Evaluate and Assess with Checklists

If a checklist is used as a framework for curriculum development and instruction, it can also be used for evaluation and assessment. The curriculum objectives used to plan instructional experiences can also be used to evaluate the children’s performance on the same objectives. After a series of activities is used to provide opportunities to work with new concepts or skills, the children are assessed to determine how successful they were in learning the new skill or information. Evaluation can be accomplished through observation, during ongoing learning activities, and through specific assessment tasks.

Evaluating Checklist Objectives by Observation

Observing young children is the most valuable method of understanding them. Because children in early childhood programs are active learners, their progress is best assessed by watching their behaviors, rather than by using a formal test. If you look at the items on developmental checklists, you will see that some objectives or indicators of development can be evaluated only by observing the child. For example, in the area of language development, if a teacher wants to know whether a child is using complete sentences, he or she observes the child in a play activity and listens for examples of language. Likewise, if the teacher is interested in evaluating social development, he or she observes the children playing outdoors to determine whether they engage mostly in solitary or parallel play or whether individual children play cooperatively as part of a group. Because very young children learn through play, the teacher can notice how a child is learning during play activities. Likewise, the infant–toddler caregiver will become aware of each child’s physical and language advances at the very beginning stages of development while children explore the environment through play.

Chapter 6 included information on how observation can be incidental or planned. The teacher may decide to evaluate during center time and may determine in advance which items on a checklist can be evaluated by observing children in the art center or the manipulative center. The teacher then places materials in those centers that are needed to observe specific behaviors, and records which children are able to use the materials in the desired manner. For example, the ability to cut with scissors can be assessed by having a cutting activity in the art center. As an alternative, the teacher might use a cutting activity with an entire group and observe how each child is performing during the activity.

Evaluating Checklist Objectives with Learning Activities

Some objectives cannot be assessed through observation alone. Objectives in a cognitive area such as mathematics may require a specific learning activity for evaluation. However, instead of having a separate assessment task, the teacher can have children demonstrate their performance on a particular skill as a part of the lesson being conducted. The teacher notes which children demonstrate understanding of a concept or mastery of a skill during the lesson. If a mathematics objective to be assessed involves understanding numbers through five, for example, the teacher might instruct a small group of children to make groups of objects ranging in number from one to five and note which children are successful.

Evaluating Checklist Objectives with Specific Tasks

Sometimes, at the beginning or end of a school year or grading period, the teacher wants to conduct a systematic assessment. He or she assesses a series of objectives at one time. In this situation, the teacher determines a number of objectives that can be evaluated at one time and devises tasks or activities to conduct with a child or a small group of children. The activities are presented in the same fashion as in a lesson, but the teacher has the additional purpose of updating and recording progress. Assessment tasks are organized on the basis of children’s previous progress and vary among groups of children. Some children perform one group of activities; others have a completely different set of activities related to a different set of objectives.

There is a time and place for each type of evaluation. The more experience a teacher has in including assessment in the instructional program, the easier it becomes. It is important to use the easiest and least time-consuming strategy whenever possible.

Advantages and Disadvantages of Using Checklists with Young Children

Using checklists for assessment and evaluation has definite advantages and disadvantages or problems. Teachers must weigh both sides before deciding how extensively they will use checklists for measurement and record-keeping purposes.

Advantages of Using Checklists

Checklists are easy to use. Because they require little instruction or training, teachers can quickly learn to use them. Unlike standardized tests, they are available whenever evaluation is needed.

Checklists are flexible and can be used with a variety of assessment strategies. The teacher can evaluate in the most convenient manner and obtain the needed information. Because of this flexibility, the teacher can combine assessment strategies when more than one assessment is indicated.

Behaviors can be recorded frequently; checklists are always at hand. Whenever the teacher has new information, he or she can update records. Unlike paper-and-pencil tests or formal tests, the teacher does not have to wait for a testing opportunity to determine whether the child has mastered an objective.

Developmental checklists can be used with parents to give them an idea of which developmental steps they can support at home with preschool children. The teacher can share ideas of activities the parents can use with the child. Likewise, the teacher can provide parents of school-age children with activities to support successful learning with curriculum objectives.

Disadvantages of Using Checklists

Using checklists can be time-consuming. Particularly when teachers are just beginning to use checklists, they may feel that keeping records current on checklists reduces the time spent with children. Teachers have to become proficient in using checklists without impinging on teaching time.

Teachers may find it difficult to get started. When they are accustomed to teaching without the use of checklists, teachers often find it difficult to adapt their teaching and evaluation behaviors to include checklists. In addition, teachers can have too many checklists. They can become frustrated by multiple checklists that overwhelm them with assessment and record keeping.

Some teachers may not consider assessment strategies used with checklists as valid measures of development and learning. For some teachers, particularly those in the primary grades who are accustomed to conducting a test for evaluation, the observation and activity strategies used to measure progress may seem inconclusive. These teachers may feel the need for more concrete evidence of mastery of learning objectives for accountability.

Checklists do not indicate how well a child performs. Unlike assessments that can be used to record levels of mastery, checklists indicate only whether the child can perform adequately.

A checklist is not itself an assessment instrument. It is a format for organizing learning objectives or developmental indicators and a form of observation. The teacher’s implementation of evaluation strategies by using a checklist makes it a tool for evaluation. In addition, recording the presence or absence of a behavior is not the main purpose of the checklist. The significant factor is what the teacher does with the assessment information recorded. If the information gained from evaluating the objectives is not used for instructional planning and implementation followed by further ongoing evaluation, the checklist does not improve learning and development.

Types of Rating Scales and How They Are Used with Young Children

Rating scales are similar to checklists; however, there are important differences. Whereas checklists are used to indicate whether a behavior is present or absent, rating scales require the rater to make a qualitative judgment about the extent to which a behavior is present. A rating scale consists of a set of characteristics or qualities to be judged by using a systematic procedure. Rating scales take many forms, but numerical rating scales and graphic rating scales seem to be used most frequently (McMillan, 2007).

Types of Rating Scales

Numerical Rating Scales

Numerical rating scales are among the easiest rating scales to use. The rater marks a number to indicate the degree to which a characteristic is present. A sequence of numbers is assigned to descriptive categories. The rater’s judgment is required to rate the characteristic. One common numerical system is as follows:

1—Unsatisfactory

2—Below average

3—Average

4—Above average

5—Outstanding

The numerical rating system might be used to evaluate classroom behaviors in elementary students as follows:

  1. To what extent does the student complete assigned work?

1 2 3 4 5

  1. To what extent does the student cooperate with group activities?

1 2 3 4 5

Numerical scales become difficult to use when there is little agreement on what the numbers represent. The interpretation of the scale may vary.

Numerical rating scales are useful in recording emerging progress in mathematics. The student is usually evaluated several times during the school year. A rating scale is used to make ratings of whether the child (1) needs development, (2) is developing as expected, or (3) is advanced in development.

Graphic Rating Scales

Graphic rating scales function as continuums (Cohen & Wiener, 2003). A set of categories is described at certain points along the line, but the rater can mark his or her judgment at any location on the line. In addition, a graphic rating scale provides a visual continuum that helps locate the correct position. Commonly used descriptors for graphic rating scales are as follows:

Never

Seldom

Occasionally

Frequently

Always

The classroom behaviors described earlier would be evaluated on a graphic rating scale as follows:

  1. To what extent does the student complete assigned work?

Never  Seldom  Occasionally  Frequently  Always

  1. To what extent does the student cooperate with group activities?

Never  Seldom  Occasionally  Frequently  Always

The behavioral descriptions on graphic rating scales are used more easily than numerical descriptors. Because the descriptors are more specific, raters can be more objective and accurate when judging student behaviors; nevertheless, graphic rating scales are subject to bias because of disagreement about the meaning of the descriptors.

Uses of Rating Scales

One of the most familiar uses of rating scales is report cards. Schools often use rating scales to report characteristics of personal and social development on a report card. Such attributes as work habits, classroom conduct, neatness, and citizenship commonly appear on elementary school report cards. Students and parents often believe that such ratings are particularly subject to teacher bias and feelings about the student.

Rating scales can also be used to evaluate learning environments. In the Early Childhood Environment Rating Scale—Revised (ECERS-R) (Harms, Clifford, & Cryer, 2005), a numerical scale for rating how the early childhood teacher provides for sand/water play and dramatic play is evaluated, as well as the quality of the daily schedule. This type of scale is intended to be used to evaluate early childhood centers and to plan for improvements in the program (Harms, 2010).

The Montessori Rating Scale-Early Childhood Environment (MRS) (montessoriratingscales.com, n/d) is an instrument to evaluate environments that are based on Montessori classrooms and the Montessori program. It focuses on the materials in the prepared environment and the experiences that are intended for self-construction of knowledge. The Montessori environment is considered to be the critical component for quality care for young children. The example of a Montessori Rating Scale pictured in Figure 7-4 includes materials needed for learning categories such as language arts, mathematics, the sciences, geography, history, and music and movement.

The Early Learning Observation and Rating Scale (ELORS) (Coleman, West, & Gillis, 2011) has a different approach to using a scale to measure a range of progress. The scale has four numerical categories. The lower the number assigned to the child, the higher the child’s level of progress. The higher the number assigned to the child, the more concern is present about the child’s progress. All scores depend on repeated observations in various contexts and activities in the classroom.

FIGURE 7-4     Montessori Rating Scale-Early Childhood-Environment

Source: Montessori Rating Scales. (n.d.). The Montessori Rating Scale-Early Childhood-Environment. Retrieved from http://montessoriratingscales.com/node/15

Figure 7-5 is a combination rating scale and checklist for reading (U.S. Department of Defense, n.d.). It illustrates how two types of assessments can be combined.

Young children benefit from assessments that use real objects.

Carla Mestas/Pearson

There are also rating scales that students use to rate themselves. In Figure 7-6 the students are able to evaluate their own work with a scale of different “happy faces.” This type of scale is particularly useful with preschool and primary grade children who are still developing reading and writing skills.

Advantages and Disadvantages of Using Rating Scales with Young Children

Rating scales are a unique form of evaluation. They serve a function not provided by other measurement strategies. Although some of the limitations of rating scales have already been discussed, it is useful to review their strengths and weaknesses.

Advantages of Using Rating Scales

Rating scales can be used for behaviors not easily measured by other means. In the area of social development, for example, a scale might have indicators of cooperative behavior. When the teacher is trying to determine the child’s ability to work with children and adults in the classroom, the scale of indicators is more usable than a yes/no response category on a checklist. Unlike an observation, which might be completely open ended, the rating scale indicators have clues to behaviors that describe the child’s level of cooperation.

Rating scales are quick and easy to complete. Because the rater is provided with the descriptors of the child’s behavior, it is possible to complete the scale with minimum effort. The descriptors also make it possible to complete the scale some time after an observation (Jablon, Dombro, & Dichtelmiller, 2007). The user can apply knowledge about the child after an observation or as a result of working with the child on a daily basis and will not always need a separate time period to acquire the needed information.

FIGURE 7-5     Reading Skills Rating Scale

Source: U.S. Department of Defense Education Activities. (n.d.). Grade 1 First Quarter Skills Checklist (Reading). Retrieved from www.am.dodea

FIGURE 7-6     Self Assessment Rubric

Minimum training is required to use rating scales. The successful rating scale is easy to understand and use. Paraprofessionals and students can often complete some rating scales. The scale’s indicators offer the information needed to complete the scale.

Rating scales are easy to develop and use. Because descriptors remain consistent on some rating scales, teachers find them easy to design. When using rating indicators such as always, sometimes, rarely, and never, the teacher can add the statements for rating without having to think of rating categories for each one.

Finally, rating scales are a useful strategy for assessing progress in the child’s journey into understanding the world or in reconstructing knowledge. A rating scale permits the teacher to describe the child’s steps toward understanding or mastery, instead of whether the child has achieved a predetermined level, as is the case in the use of checklists.

Disadvantages of Using Rating Scales

Rating scales are highly subjective; therefore, rater error and bias are common problems. Teachers and other raters may rate a child on the basis of their previous interactions or on an emotional rather than an objective basis. The subsequent rating will reflect the teacher’s attitude toward the child (Linn & Miller, 2005). There are possibilities when the teacher rates the level of concern for a child’s progress that the rating can be subject to the teacher’s impressions of the child. There are no indicators for a rating, and the teacher has to use individual judgment of the child’s progress.

Ambiguous terms cause rating scales to be unreliable sources of information. Raters disagree on the descriptors of characteristics. Therefore, raters are likely to mark characteristics by using different interpretations. For example, it is easy to have different interpretations of the indicator sometimes or rarely.

Rating scales tell little about the causes of behavior. Like checklists that indicate whether the behavior is present or absent, rating scales provide no additional information to clarify the circumstances in which the behavior occurred. Unlike observations that result in more comprehensive information about the context surrounding behaviors, rating scales provide a different type of information from checklists, but include no causal clues for the observer, unless notes are taken beyond the rating scale itself.

Quick Check Rating Scales for Self-Assessment

In this chapter, information on children using rating scales for self-assessment has included examples using faces for children to rate themselves and their work. A second-grade teacher decided to avoid frustrations children experienced when they had to mark a “sad” face. The teacher devised a simple scale with four ratings and indicators. The children used different colors to fill in the circles attached to numerical ratings. Called a “quick check,” the scale could be used several times, with children progressing to higher ratings. The teacher also developed four desired teaching behaviors that complemented the use of the quick checks:

  1. Helping children set or accept and record individualized goals
  2. Teaching, modeling, and planning ways the children may progress toward goals
  3. Showing the children evidence of their progress with carefully kept records
  4. Helping the children celebrate goal achievement and attributing positive feelings to their own efforts

Source: Brown, W. (2008). Young children assess their learning. The power of the quick check strategy. Young Children, 63, 14–20.

Types of Rubrics and How They Are Designed and Used

Like rating scales, rubrics are qualitative instruments that can be used for assessing student progress or scoring student work. Perhaps this purpose for scoring student work distinguishes rubrics from other types of assessment instruments such as checklists and rating scales. A rubric can be defined as follows:

A rubric is a scoring tool that explicitly represents the performance expectations for an assignment or piece of work. A rubric divides the assigned work into component parts and provides clear descriptions of the characteristics of the work associated with each component at varying levels of mastery (Eberly Center, Carnegie Mellon University, n.d., p. 1).

It is clear from the definition just cited that rubrics are related to performance assessments. They provide guidelines to distinguish performance from one level to another. Although rubrics are used most frequently with students in later elementary grades and secondary schools, they can also be useful for students in kindergarten and the primary grades.

Indicators of performance can also be called the criteria for scoring. That is, they set the criteria for the score at each level. Indicators can also describe dimensions of performance—different categories of indicators leading to the desired score. In Figure 7-7, six categories of reading comprehension rubric for first and second grade are listed and rated at four levels, Beginning Comprehension, 1 point; Some comprehension, 2 points; Adequate Comprehension, 3 points; and Advanced Comprehension, 4 points. Each child is rated on the six elements with a total score at the bottom of the rubric.

FIGURE 7-7       Reading rubric

Source: Cohen, J. H., & Wiener, R. B. Literacy portfolios: Improving assessment, teaching and learning, 2nd ed., © 2003, p. 141, reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ.

Types of Rubrics

There are generally three types of rubrics: holistic, analytic, and developmental. Each type has characteristics that distinguish it from the others.

Holistic Rubric

This type of rubric assigns a single score to a student’s overall performance. These rubrics usually have competency labels that define the level of performance. A number of indicators describe the quality of work or performance at each level (Cohen & Wiener, 2003; Payne, 2002; Wiggins, 2013). Figure 7-8 is an example of a simple holistic rubric in emergent writing. It has four levels of competence. The student’s work is assessed using the descriptors under each level of competence.

FIGURE 7-8   Holistic rubric for writing

Analytic Rubric

An analytic rubric resembles a grid and includes a range of descriptors, uses limited descriptors for each attribute, describes and scores each of the task attributes separately, and uses a scale such as: 1. Needs Improvement; 2. Developing; 3. Sufficient; and 4. Above Average (Cohen & Weiner, 2003). Analytic rubrics are more specific than holistic rubrics, can be used for diagnostic purposes, and can be more efficient for grading purposes. Figure 7-9 is an example of an analytic rubric for problem solving. It has three dimensions: understanding the problem, solving the problem, and answering the problem. The descriptors for each are listed with a numerical scale. This particular rubric is useful for students in the latter stages of early childhood, when reading and writing skills are well developed.

Developmental Rubric

A developmental rubric is designed to serve a multiage group of students or to span several grade levels. The intention is to abandon mastery of skills at a particular grade level; rather, the student is assessed on a continuum that shows developmental progress. Figure 7-10 shows the progression in reading skills across elementary grade levels.

FIGURE 7-9   Analytic rubric

FIGURE 7-10         Developmental rubric

How Rubrics Are Designed and Used

Rubrics are frequently discussed as part of performance assessment and the use of portfolios. This is because they are used to assess a performance task. When an overall, general judgment is made about the performance, a holistic rubric is used. An analytic rubric applies a detailed set of criteria, usually after a holistic evaluation has been made. A developmental rubric is designed to measure evolving competencies over a span of grade levels. Each type of rubric is designed for a different type of application, but the design process is similar (McMillan, 2007).

Selecting Rubric Type

There are two major steps in designing a rubric. The first step is to decide what type of rubric is to be used and then design the type of rubric selected. If an overall rating is needed, then a holistic rubric scale is indicated. An analytic rubric is designed if each part of a task needs to be assessed separately, as in Figure 7-9. The three tasks to be assessed in that rubric are (1) understanding the problem, (2) solving the problem, and (3) answering the problem. Each category of the problem has different dimensions. Figure 7-8, in contrast, is holistic. The descriptors support levels of competence, but the focus is on overall proficiency at each level.

A developmental rubric is designed when the scale covers more than one grade level or developmental level. Figure 7-10 describes levels of competency that are relevant throughout the elementary school experience. The student’s progress is assessed by broad levels of achievement in speaking rather than by grade level.

Developing Scoring Criteria

Teachers who are beginners at rubric design might find a generalized rubric useful as a guide to start their own rubric. The rubric can first be divided into levels of performance common to many rubrics:

No attempt

Inadequate response

Satisfactory response

Demonstrated competence

Each level has descriptions of the scoring criteria for that level of competence. This particular rubric also has a numerical rating for each level. The Science TEKS Toolkit (Charles A. Dana Center, The University of Texas at Austin, 2012) includes four common elements that characterize rubric scoring criteria:

  • Define the main goals and supporting specific objectives of the course.
  • Design a task that cannot be completed without meeting the main goals and supporting objectives of the course.
  • Develop a rubric based on the essential factors of the work and the general value of each score point.
  • Internalize what the rubric means in terms of student products. (p. 1)

Unlike the objectives on checklists and descriptors on rating scales, levels of performance or dimensions cannot always be predetermined when the rubric is designed. The dimensions of performance must be based on reasonable expectations of the students to be assessed using existing samples of student work and revised as necessary (McMillan, 2007; Wiggins, 2013).

Rubrics have many uses and purposes. They can be created to assess processes such as cooperative learning and other group strategies. They are most commonly used with student work or products. Examples are individual and group projects, exhibits, and artistic products. They are also used to evaluate performances of all types. In the classroom, they can be used for oral presentations and discussions. As can be seen from the examples presented in this section of the chapter, in early childhood classrooms, rubrics are commonly used to evaluate progress in development and learning.

Advantages of Using Rubrics

One of the many advantages of using rubrics is that they provide guidelines for quality student work or performance. Given this characteristic, other advantages can be added.

Rubrics are flexible. They can be designed for many uses and ability levels. Although teachers conduct most of the assessments using rubrics with very young children, student self-assessment increases as students mature.

Rubrics are adaptable. They are dynamic and subject to revision and refinement. Because they are easily modified and changed, they can meet changing classroom and student needs.

Rubrics can be used by both teacher and student to guide the student’s efforts before completing a task or product. The teacher and student can review the expectations for quality during the process of an assignment or project so that the student is clear about what needs to be done to improve work.

Rubrics can be translated into grades if needed. If grades are not used, the rubrics can be used to discuss student work with parents and students. Periodic review of student efforts and comparison with a rubric such as a developmental rubric adds to the understanding of the student’s progress.

Disadvantages of Using Rubrics

Despite the strengths of rubrics, rubric design and use are not without difficulty. One difficulty is that teachers just beginning to develop rubrics may have difficulty determining assessment or scoring criteria.

Teachers may focus on excessively general or inappropriate criteria for a rubric. In a similar fashion, a teacher may use predetermined criteria for rubric design rather than basing rubrics on examples of student work or modifying them as needed.

A common mistake in designing and using rubrics is to inappropriately focus on the quantity of characteristics found, rather than the indicators of quality work. The teacher focuses on the wrong characteristics of student work.

Holistic rubrics may lack validity and reliability. The teacher is forced to analyze the criteria for quality when designing an analytic rubric. The descriptors for the holistic rubric can be too general and lack specificity.

Developing Quality Checklists, Rating Scales, and Rubrics

In each section of the chapter, information has been provided on how to design informal instruments for assessment. To ensure that checklists, rating scales, and rubrics are quality measures, guidelines for avoiding inappropriate design are now reviewed.

Checklists

A checklist is used when a student behavior or skill can be indicated with a yes or no or some other indicator of the presence or absence of the characteristic. Linn and Miller (2005) summarized the steps in appropriate development of checklists:

  1. Identify each of the specific actions desired in the performance.
  2. Add to the list those actions that represent common errors (if they are useful in the assessment, are limited in number, and can be clearly stated).
  3. Arrange the desired actions (and likely errors, if used) in the appropriate order in which they are expected to occur.
  4. Provide a simple procedure for checking each action as it occurs (or for numbering the actions in sequence, if appropriate). (p. 284)

Rating Scales

The quality of rating scales also depends on specificity in the description of the rating. When designing a rating scale, the following steps are recommended:

  1. Identify the learning outcomes that the task is intended to assess.
  2. Determine what characteristics of the learning outcomes are most significant for assessment on the scale. Characteristics should be directly observable and points on the scale clearly defined.
  3. Select the type of scale that is most appropriate for the purposes of the assessment.
  4. Provide between three and seven rating positions on the scale. The number of points on the scale will depend on how many clear differentiations in level of accomplishment are needed for assessment.

Rubrics

When developing rubrics, the teacher must first determine whether a holistic rubric or analytic rubric will be used since there will be differences in scoring. (McMillan, 2007; Mertler, 2001). Scoring criteria must be established for the levels of the rubric. Wiggins (2013) expresses concern about quality such as invalid criteria, unclear descriptors, and lack of parallelism across scores. For Wiggins, a valid rubric is the last thing developed following the assignment of work and evaluation and scoring of the completed work. The samples are sorted into piles according to a continuum of quality. After describing the difference in work quality across piles, the rubric is developed to reflect the differences. Wiggins (2013) is also concerned about the lack of models when designing rubrics. Without models to validate them, rubrics are too vague and less helpful to students.

Finally, a rubric must be dynamic. As students work with the rubric over time, refinements and revisions are to be expected.

Consistency in Conducting and Scoring Assessments

Steps can be taken to improve reliability in using checklists, rating scales, and rubrics. If several teachers are going to use the same instrument, the following guidelines can assist in developing consistency:

  1. Before using an instrument, the teachers should review the items and indicators and agree on what each is intended to measure.
  2. The instrument should be piloted by the individual teacher or group of teachers to determine whether any items are unclear or difficult to assess.
  3. Scoring instructions should be reviewed prior to conducting the assessment.
  4. Scoring instructions should be made according to the purposes of the assessment. If a score or grade is desired, the score will be numerical. If the assessment is to be used for student and/or parent feedback, more written information on the student’s performance may be needed.

Summary

Informal evaluation measures are useful for teachers who need specific information about their students to use when planning instruction. Checklists and rating scales are informal instruments that can be designed and used by teachers to obtain specific diagnostic and assessment data that will help them develop learning experiences for their children.

Checklists are used for more than assessment or evaluation. They are a form of curriculum outline or a framework of curriculum objectives. With checklists, teachers can plan instruction, develop learning-center activities, and evaluate children’s progress and achievement on specific objectives.

Rating scales allow teachers to evaluate behaviors qualitatively. Raters can indicate the extent to which the child exhibits certain behaviors.

Checklists and rating scales are practical and easy to use. Teachers can develop them to fit the curriculum and administer them at their convenience. Unlike standardized tests, checklists and rating scales are current and provide the teacher with immediate feedback on student progress.

Using checklists and rating scales also has disadvantages. Because they are not standardized, they are subject to error and teacher bias. Checklists do not include the level or quality of performance on the objectives measured. Rating scales in particular are subject to rater bias. Rating-scale descriptors are ambiguous in definition. Differing interpretations of descriptors by raters leads to different responses and interpretations of children’s behaviors.

Rating scales provide a multidimensional format for assessing student products and performances. They include the most complex format for assessing quality in student work. They are particularly useful in helping students understand the expectations for quality in an assignment and to review quality indicators while a project or learning assignment is in progress. Rating scales are also useful in helping parents understand the nature of student assignments and the criteria for quality that were developed for that assignment.

Rating scales can have drawbacks. One possible weakness occurs when teachers predetermine characteristics of quality, rather than using examples of typical student work to determine the indicators. Likewise, teachers can focus on less appropriate indicators of quality work or look at quantity rather than quality of work.

All three of these assessment instruments can be weakened by teacher bias and subjective judgment. Reliability in conducting an assessment with these instruments can be improved if teachers work to achieve consistency in conducting and scoring the assessments.

 

 

Key Terms

analytic rubric 178

developmental checklist 160

developmental rubric 178

graphic rating scale 171

holistic rubric 178

numerical rating scale 171

Selected Organizations

Search for the following organizations online:

About.com Special Education

Centers for Disease Control & Prevention

Charles A. Dana Center, The University of Texas at Austin

Eberly Center, Carnegie Mellon University

Frank Porter Graham Child Development Institute/Environment Rating Scales

National Training Institute for Child Care Health Consultants

Teach-nology.com

RCampus.com

References

Altieri, J. L. (2014). Powerful content connections: Nurturing readers, writers, and thinkers in grades k-3. Dover, DE: International Reading Association.

Brown, W. (2008, November). Young children assess their learning. The power of the quick check strategy. Young Children, 63, 14–20.

Cohen, J. H., & Wiener, R. B. (2003). Literacy portfolios: Improving assessment, teaching and learning (2nd ed.). Upper Saddle River, NJ: Merrill/Prentice Hall.

Centers for Disease Control and Prevention (2014, March 27). Important milestones: Your baby at six months. Retrieved from http://www.cdc.gov/ncbddd/actearly/milestones/milestones-6mo.html

Charles A. Dana Center, The University of Texas at Austin. (2012). Science TEKS Toolkit. Retrieved from http://www.utdanacenter.org/sciencetoolkit/assessment/holistic.phpd

Coleman, R., West, T., & Gillis, M. (n.d.). Early Learning Observation and Rating Scales (ELORS). Retrieved from http://www.getreadytoread.org/screening-tools/early-learning-observation-forms

Eberly Center, Carnegie Mellon University. (n.d.). Grading and performance rubrics. Retrieved from Http://www.cmu/teaching/designteach/rubrics.html

Gerber, R. I., Wilks, T., & Erdie-Lalena, C. (2010). Developmental milestones: Motor development. Pediatrics in Review, 31, 67. Retrieved from http://pedsinreview.aappublications.org/content/31/7/267

Harms, T. (2010, January/February). Making long-lasting changes with the Environment Rating Scales. Exchange, 12–15.

Harms, T., Clifford, R. M., & Cryer, D. (2005). Early Childhood Environment Rating Scale—Revised Edition. New York, NY: Teachers College Press.

Jablon, J. R., Dombro, A. L., & Dichtelmiller, M. L. (2007). The power of observation for birth through eight (2nd ed.). Washington, DC: National Association for the Education of Young Children and Teaching Strategies, Inc.

Linn, R. L., & Miller, M. D. (2005). Measurement and assessment in teaching (9th ed.). Upper Saddle River, NJ: Merrill/Prentice Hall.

McMillan, J. H. (2007). Classroom assessment: Principles and practice for effective instruction (4th ed.). Upper Saddle River, NJ: Pearson.

Mertler, C. A. (2001). Designing scoring rubrics for your classroom Practical Assessment, Research, and Evaluation, 7. Retrieved from http:pareonling.net/getvn.asp?v=7&n=25

Montessori Rating Scales.com. (n.d.). Montessori Rating Scales-Early Childhood-Environment Scoring Sheet. Retrieved from http://www.montessoriratingscales.com/node/15

National Training Institute for Child Care Health Consultants. (2010, April). Infant/Toddler Development, Screening and Assessment. Chapel Hill, NC: Author.

Payne, D. A. (1997). Applied educational assessment. Belmont, CA: Wadsworth.

Tenafly Public Schools. (n.d.). Standards-based elementary report cards. Retrieved from tenafly.k12.nj.us/modules/cms/pages.;phtml?&t=e6330357174

The Curriculum Corner.com. (2012-2013). E/LA Common Core Standards for Reading Grade 1, pp. 1–2. Retrieved from www.thecurriculumcorner.com

U.S. Department of Defense. (n.d.). U.S. Department of Defense Education Activities Grade 1-First Quarter Skills Checklist. Retrieved from www.am.dodea

Wetherby, A. M., & Prizant, B. M. (2002). Communication and Symbolic Behavior Scales Developmental Profile (CSBS DP), First Normed Edition. Baltimore, MD: Brookes.

Weiner, R. B., & Cohen, J. H. (1997). Literacy portfolios. Using assessment to guide instruction. Upper Saddle River, NJ: Merrill/Prentice Hall.

Wiggins, G. (2013, January). Intelligent vs. thoughtless use of rubrics and models (Part 1). Retrieved from http://grantwiggins.wordpress.com/2013/17/

Winbury, J., & Evans, C. S. (1996). Poway portfolio project. In R. E. Blum & J. A. Arter (Eds.), A handbook for student performance assessment in an era of restructuring (pp. VII–2:1 to VII–2:6). Alexandria, VA: Association for Supervision and Curriculum Development.

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operations management

operations management

Operations Management

10th edition, 2011 ISBN-13: 9780136119418

Jay Heizer and Barry Render Pearson Prentice Hall

Writing Assignment

  • Use a standard essay format for responses to all questions (i.e., an introduction, middle paragraphs and conclusion).
  • Responses must be submitted as a MS Word Document only, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size. 
Word count is NOT one of the criteria that is used in assigning points to writing assignments. However, students who are successful in earning the maximum number of points tend to submit writing assignments that fall in the following ranges: 
 Graduate courses: 500 – 750 words or 2 – 3 pages.
  • Plagiarism 
All work must be free of any form of plagiarism.
  • Put written answers into your own words. Do not simply cut and paste your answers from the Internet and do not copy your answers from the textbook. Be sure to refer to the course syllabus for more details on plagiarism and proper citation styles.

Please answer ONE of the following:

  • Explain what is meant by “nervousness” of the MRP schedule. Provide an example. Name two tools that are particularly useful in reducing system nervousness in MRP systems.
  • What makes short-term scheduling of strategic importance?
  • Compare and contrast throughput with manufacturing cycle time.

Unit 4 Examination

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Observation Plan

Observation Plan

“According to child development specialists, one of the most accurate ways to learn about children is to observe them in daily activities” (Wortham, 2012, p. 117).  Among the many types of observation discussed in Chapter 5, anecdotal records, running records, time sampling, and event sampling are widely used in schools and centers across the nation.  For this discussion, you will begin to develop a plan for the observation types you will use in your written assignment this week, which involves the observation of an actual child.  Here is what you are asked to do:

 

  1. Choose either anecdotal or running records.  Describe the record type and explain its characteristics.  Discuss whether you will be observing social/emotional development, physical development, cognitive development, or language development (choose one), and what the purposes are for assessing that domain.
  2. Next, choose either time sampling or event sampling.  Describe the sampling method and tell what its characteristics are. Discuss whether you will be observing social/emotional development, physical development, cognitive development or language development (choose one that is a different domain from above) and what the purposes are for assessing that domain.

 

Attached is an example of the anecdotal and running record as well as the time and event sampling.

 

Here is a video to assist you with this discussion this, all about the observation process:

 

 

The Center for Early Childhood Education [EarlyChildhooldVideos]. (2013, January 30). Observing young children [Video file]. Retrieved from http://www.youtube.com/watch?v=t1Xtr3RKjGc

 

Hardman, M.L., Drew, C.J., & Egan, M.W. (2011). Human exceptionality: School, community, and family. (10th edition). Boston, MA: Houghton Mifflin Company.

 

Kostelnik, J., Rupiper, M., Soderman, A., & Whiren, A. (2014). Developmentally appropriate curriculum in action. Upper Saddle River, NJ: Pearson Education.

 

Morrison, G. (2009). Early childhood education today. Upper Saddle River, NJ: Pearson.

 

Wortham, S.C. (2012). Assessment in early childhood education. (6th edition) Upper Saddle River, NJ: Pearson (Required Text)

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Discussion Help – Tiffany Case

Discussion Help – Tiffany Case

Discussion: Using Research to Select a Therapeutic Modality

Imagine that some of your colleagues mention using cognitive behavior therapy, dialectical behavioral therapy, acceptance and commitment therapy, and reality therapy. Your colleagues continue to say that based on their experiences, they really like these therapies and that they appear to work. Your instincts also tell you that perhaps they might be helpful for your client in your case study. However, from Week 1, you recall that experiences and instincts as sources of knowledge are quite limited because they are biased. Instead, it is important to utilize existing research and data to support your choices of interventions. Theory helps inform the evidence-based practice process that should guide social workers’ practice.

In this Discussion, you examine the research related to a therapy based on cognitive or cognitive behavior theory to determine its effectiveness.

To prepare:

  • Recall the client from the case study you have been using in this course. You will apply your research for this Discussion to that client.
  • Select one therapy from the following: cognitive behavior therapy, dialectical behavioral therapy, acceptance and commitment therapy, or reality therapy.
  • Conduct a search in the Walden Library for one peer-reviewed research study about the effectiveness of the therapy you selected.
    • Note: You must select a study that has not already been used by a colleague in the Discussion. Each student is required to identify a unique research study.
  • Remember when looking for studies to take into account your client’s age and developmental stage and presenting problem.

By Day 3

Post:

  • Provide the reference for the study you found using APA guidelines.
  • Briefly paraphrase, in 2 to 3 sentences, the methodological context (i.e., research method, how data was collected, and the instruments used) of the study and the findings.
  • Evaluate the findings in terms of its applicability or appropriateness for the client in your case study.
  • Determine whether you would use or not use the therapy you selected for the client in your selected case study (consider how culturally relevant it is, how aligned it is with social work ethics, etc.)

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Theory Into Practice: Four Social Work Case Studies

 

 

In this course, you select one of the following four case studies and use it throughout the entire course. By doing this, you will have the opportunity to see how different theories guide your view of a client and that client’s presenting problem. Each time you return to the same case, you use a different theory, and your perspective of the problem changes—which then changes how you ask assessment questions and how you intervene.

 

These case studies are based on the video- and web-based case studies you encounter in the MSW program.

 

 

 

 

Table of Contents

 

Tiffani Bradley ………………………………………………………………………………………………….. 2

 

Paula Cortez ……………………………………………………………………………………………………. 9

 

Jake Levey …………………………………………………………………………………………………….. 10

 

Helen Petrakis ………………………………………………………………………………………………… 13

 

 

 

Tiffani Bradley

 

Identifying Data: Tiffani Bradley is a 16-year-old Caucasian female. She was raised in a Christian family in Philadelphia, PA. She is of German descent. Tiffani’s family consists of her father, Robert, 38 years old; her mother, Shondra, 33 years old, and her sister, Diana, 13 years old. Tiffani currently resides in a group home, Teens First, a brand new, court-mandated teen counseling program for adolescent victims of sexual exploitation and human trafficking. Tiffani has been provided room and board in the residential treatment facility for the past 3 months. Tiffani describes herself as heterosexual.

 

Presenting Problem: Tiffani has a history of running away. She has been arrested on three occasions for prostitution in the last 2 years. Tiffani has recently been court ordered to reside in a group home with counseling. She has a continued desire to be reunited with her pimp, Donald. After 3 months at Teens First, Tiffani said that she had a strong desire to see her sister and her mother. She had not seen either of them in over 2 years and missed them very much. Tiffani is confused about the path to follow. She is not sure if she wants to return to her family and sibling or go back to Donald.

 

Family Dynamics: Tiffani indicates that her family worked well together until 8 years ago. She reports that around the age of 8, she remembered being awakened by music and laughter in the early hours of the morning. When she went downstairs to investigate, she saw her parents and her Uncle Nate passing a pipe back and forth between them. She remembered asking them what they were doing and her mother saying, “adult things” and putting her back in bed. Tiffani remembers this happening on several occasions. Tiffani also recalls significant changes in the home’s appearance. The home, which was never fancy, was always neat and tidy. During this time, however, dust would gather around the house, dishes would pile up in the sink, dirt would remain on the floor, and clothes would go for long periods of time without being washed. Tiffani began cleaning her own clothes and making meals for herself and her sister. Often there was not enough food to feed everyone, and Tiffani and her sister would go to bed hungry. Tiffani believed she was responsible for helping her mom so that her mom did not get so overwhelmed. She thought that if she took care of the home and her sister, maybe that would help mom return to the person she was before.

 

Sometimes Tiffani and her sister would come downstairs in the morning to find empty beer cans and liquor bottles on the kitchen table along with a crack pipe. Her parents would be in the bedroom, and Tiffani and her sister would leave the house and go to school by themselves. The music and noise downstairs continued for the next 6 years, which escalated to screams and shouting and sounds of people fighting.

Tiffani remembers her mom one morning yelling at her dad to “get up and go to work.” Tiffani and Diana saw their dad come out of the bedroom and slap their mom so hard she was knocked down. Dad then went back into the bedroom. Tiffani remembers thinking that her mom was not doing what she was supposed to do in the house, which is what probably angered her dad.

 

Shondra and Robert have been separated for a little over a year and have started dating other people. Diana currently resides with her mother and Anthony, 31 years old, who is her mother’s new boyfriend.

 

Educational History: Tiffani attends school at the group home, taking general education classes for her general education development (GED) credential. Diana attends Town Middle School and is in the 8th grade.

 

Employment History: Tiffani reports that her father was employed as a welding apprentice and was waiting for the opportunity to join the union. Eight years ago, he was laid off due to financial constraints at the company. He would pick up odd jobs for the next 8 years but never had steady work after that. Her mother works as a home health aide. Her work is part-time, and she has been unable to secure full-time work.

 

Social History: Over the past 2 years, Tiffani has had limited contact with her family members and has not been attending school. Tiffani did contact her sister Diana a few times over the 2-year period and stated that she missed her very much. Tiffani views Donald as her “husband” (although they were never married) and her only friend. Previously, Donald sold Tiffani to a pimp, “John T.” Tiffani reports that she was very upset Donald did this and that she wants to be reunited with him, missing him very much. Tiffani indicates that she knows she can be a better “wife” to him. She has tried to make contact with him by sending messages through other people, as John T. did not allow her access to a phone. It appears that over the last 2 years, Tiffani has had neither outside support nor interactions with anyone beyond Donald, John T., and some other young women who were prostituting.

 

Mental Health History: On many occasions Tiffani recalls that when her mother was not around, Uncle Nate would ask her to sit on his lap. Her father would sometimes ask her to show them the dance that she had learned at school. When she danced, her father and Nate would laugh and offer her pocket change. Sometimes, their friend Jimmy joined them. One night, Tiffani was awakened by her uncle Nate and his friend Jimmy. Her parents were apparently out, and they were the only adults in the home. They asked her if she wanted to come downstairs and show them the new dances she learned at school. Once downstairs Nate and Jimmy put some music on and started to dance. They asked Tiffani to start dancing with them, which she did. While they were dancing, Jimmy spilled some beer on her. Nate said she had to go to the bathroom to clean up. Nate, Jimmy, and Tiffani all went to the bathroom. Nate asked Tiffani to take her clothes off and get in the bath. Tiffani hesitated to do this, but Nate insisted it was OK since he and Jimmy were family. Tiffani eventually relented and began to wash up. Nate would tell her that she missed a spot and would scrub the area with his hands. Incidents like this continued to occur with increasing levels of molestation each time.

 

The last time it happened, when Tiffani was 14, she pretended to be willing to dance for them, but when she got downstairs, she ran out the front door of the house. Tiffani vividly remembers the fear she felt the nights Nate and Jimmy touched her, and she was convinced they would have raped her if she stayed in the house.

 

About halfway down the block, a car stopped. The man introduced himself as Donald, and he indicated that he would take care of her and keep her safe when these things happened. He then offered to be her boyfriend and took Tiffani to his apartment. Donald insisted Tiffani drink beer. When Tiffani was drunk, Donald began kissing her, and they had sex. Tiffani was also afraid that if she did not have sex, Donald would not let her stay— she had nowhere else to go. For the next 3 days, Donald brought her food and beer and had sex with her several more times. Donald told Tiffani that she was not allowed to do anything without his permission. This included watching TV, going to the bathroom, taking a shower, and eating and drinking. A few weeks later, Donald bought Tiffani a dress, explaining to her that she was going to “find a date” and get men to pay her to have sex. When Tiffani said she did not want to do that, Donald hit her several times. Donald explained that if she didn’t do it, he would get her sister Diana and make her do it instead. Out of fear for her sister, Tiffani relented and did what Donald told her to do. She thought at this point her only purpose in life was to be a sex object, listen, and obey—and then she would be able to keep the relationships and love she so desired.

 

Legal History: Tiffani has been arrested three times for prostitution. Right before the most recent charge, a new state policy was enacted to protect youth 16 years and younger from prosecution and jail time for prostitution. The Safe Harbor for Exploited Children Act allows the state to define Tiffani as a sexually exploited youth, and therefore the state will not imprison her for prostitution. She was mandated to services at the Teens First agency, unlike her prior arrests when she had been sent to detention.

 

Alcohol and Drug Use History: Tiffani’s parents were social drinkers until about 8 years ago. At that time Uncle Nate introduced them to crack cocaine. Tiffani reports using alcohol when Donald wanted her to since she wanted to please him, and she thought this was the way she would be a good “wife.” She denies any other drug use.

 

Medical History: During intake, it was noted that Tiffani had multiple bruises and burn marks on her legs and arms. She reported that Donald had slapped her when he felt she did not behave and that John T. burned her with cigarettes. She had realized that she did some things that would make them mad, and she tried her hardest to keep them pleased even though she did not want to be with John T. Tiffani has been treated for several sexually transmitted infections (STIs) at local clinics and is currently on an antibiotic for a kidney infection. Although she was given condoms by Donald and John T. for her “dates,” there were several “Johns” who refused to use them.

 

Strengths: Tiffani is resilient in learning how to survive the negative relationships she has been involved with. She has as sense of protection for her sister and will sacrifice herself to keep her sister safe.

 

Robert Bradley: father, 38 years old

Shondra Bradley: mother, 33 years old

Nate Bradley: uncle, 36 years old

Tiffani Bradley: daughter, 16 years old

Diana Bradley: daughter, 13 years old

Donald: Tiffani’s self-described husband and her former pimp

Anthony: Shondra’s live-in partner, 31 years old

John T.: Tiffani’s most recent pimp

   

Paula Cortez

 

Identifying Data: Paula Cortez is a 43-year-old Catholic Hispanic female residing in New

York City, NY. Paula was born in Colombia. When she was 17 years old, Paula left Colombia and moved to New York where she met David, who later became her husband. Paula and David have one son, Miguel, 20 years old. They divorced after 5 years of marriage. Paula has a five-year-old daughter, Maria, from a different relationship.

 

Presenting Problem: Paula has multiple medical issues, and there is concern about whether she will be able to continue to care for her youngest child, Maria. Paula has been overwhelmed, especially since she again stopped taking her medication. Paula is also concerned about the wellness of Maria.

 

Family Dynamics: Paula comes from a moderately well-to-do family. Paula reports suffering physical and emotional abuse at the hands of both her parents, eventually fleeing to New York to get away from the abuse. Paula comes from an authoritarian family where her role was to be “seen and not heard.” Paula states that she did not feel valued by any of her family members and reports never receiving the attention she needed. As a teenager, she realized she felt “not good enough” in her family system, which led to her leaving for New York and looking for “someone to love me.” Her parents still reside in Colombia with Paula’s two siblings.

 

Paula met David when she sought to purchase drugs. They married when Paula was 18 years old. The couple divorced after 5 years of marriage. Paula raised Miguel, mostly by herself, until he was 8 years old, at which time she was forced to relinquish custody due to her medical condition. Paula maintains a relationship with her son, Miguel, and her ex-husband, David. Miguel takes part in caring for his half-sister, Maria.

 

Paula does believe her job as a mother is to take care of Maria but is finding that more and more challenging with her physical illnesses.

 

Employment History: Paula worked for a clothing designer, but she realized that her true passion was painting. She has a collection of more than 100 drawings and paintings, many of which track the course of her personal and emotional journey. Paula held a fulltime job for a number of years before her health prevented her from working. She is now unemployed and receives Supplemental Security Disability Insurance (SSD) and Medicaid. Miguel does his best to help his mom but only works part time at a local supermarket delivering groceries.

 

Paula currently uses federal and state services. Paula successfully applied for WIC, the federal Supplemental Nutrition Program for Women, Infants, and Children. Given Paula’s low income, health, and Medicaid status, Paula is able to receive in-home childcare assistance through New York’s public assistance program.

 

Social History: Paula is bilingual, fluent in both Spanish and English. Although Paula identifies as Catholic, she does not consider religion to be a big part of her life. Paula lives with her daughter in an apartment in Queens, NY. Paula is socially isolated as she has limited contact with her family in Colombia and lacks a peer network of any kind in her neighborhood.

 

Five (5) years ago Paula met a man (Jesus) at a flower shop. They spoke several times. He would visit her at her apartment to have sex. Since they had an active sex life, Paula thought he was a “stand-up guy” and really liked him. She believed he would take care of her. Soon everything changed. Paula began to suspect that he was using drugs, because he had started to become controlling and demanding. He showed up at her apartment at all times of the night demanding to be let in. He called her relentlessly, and when she did not pick up the phone, he left her mean and threatening messages. Paula was fearful for her safety and thought her past behavior with drugs and sex brought on bad relationships with men and that she did not deserve better. After a couple of months, Paula realized she was pregnant. Jesus stated he did not want anything to do with the “kid” and stopped coming over, but he continued to contact and threaten Paula by phone. Paula has no contact with Jesus at this point in time due to a restraining order.

 

Mental Health History: Paula was diagnosed with bipolar disorder. She experiences periods of mania lasting for a couple of weeks then goes into a depressive state for months when not properly medicated. Paula has a tendency toward paranoia. Paula has a history of not complying with her psychiatric medication treatment because she does not like the way it makes her feel. She often discontinues it without telling her psychiatrist. Paula has had multiple psychiatric hospitalizations but has remained out of the hospital for the past 5 years. Paula accepts her bipolar diagnosis but demonstrates limited insight into the relationship between her symptoms and her medication.

 

Paula reports that when she was pregnant, she was fearful for her safety due to the baby’s father’s anger about the pregnancy. Jesus’ relentless phone calls and voicemails rattled Paula. She believed she had nowhere to turn. At that time, she became scared, slept poorly, and her paranoia increased significantly. After completing a suicide assessment 5 years ago, it was noted that Paula was decompensating quickly and was at risk of harming herself and/or her baby. Paula was involuntarily admitted to the psychiatric unit of the hospital. Paula remained on the unit for 2 weeks.

 

Educational History: Paula completed high school in Colombia. Paula had hoped to attend the Fashion Institute of Technology (FIT) in New York City, but getting divorced, then raising Miguel on her own interfered with her plans. Miguel attends college full time in New York City.

 

Medical History: Paula was diagnosed as HIV positive 15 years ago. Paula acquired AIDS three years later when she was diagnosed with a severe brain infection and a Tcell count of less than 200. Paula’s brain infection left her completely paralyzed on the right side. She lost function in her right arm and hand as well as the ability to walk. After

a long stay in an acute care hospital in New York City, Paula was transferred to a skilled nursing facility (SNF) where she thought she would die. After being in the skilled nursing facility for more than a year, Paula regained the ability to walk, although she does so with a severe limp. She also regained some function in her right arm. Her right hand (her dominant hand) remains semi-paralyzed and limp. Over the course of several years, Paula taught herself to paint with her left hand and was able to return to her beloved art.

 

Paula began treatment for her HIV/AIDS with highly active antiretroviral therapy (HAART). Since she ran away from the family home, married and divorced a drug user, then was in an abusive relationship, Paula thought she deserved what she got in life. She responded well to HAART and her HIV/AIDS was well controlled. In addition to her HIV/AIDS disease, Paula is diagnosed with Hepatitis C (Hep C). While this condition was controlled, it has reached a point where Paula’s doctor is recommending she begin a new treatment. Paula also has significant circulatory problems, which cause her severe pain in her lower extremities. She uses prescribed narcotic pain medication to control her symptoms. Paula’s circulatory problems have also led to chronic ulcers on her feet that will not heal. Treatment for her foot ulcers demands frequent visits to a wound care clinic. Paula’s pain paired with the foot ulcers make it difficult for her to ambulate and leave her home. Paula has a tendency not to comply with her medical treatment. She often disregards instructions from her doctors and resorts to holistic treatments like treating her ulcers with chamomile tea. When she stops her treatment, she deteriorates quickly.

 

Maria was born HIV negative and received the appropriate HAART treatment after birth. She spent a week in the neonatal intensive care unit as she had to detox from the effects of the pain medication Paula took throughout her pregnancy.

 

Legal History: Previously, Paula used the AIDS Law Project, a not-for-profit organization that helps individuals with HIV address legal issues, such as those related to the child’s father . At that time, Paula filed a police report in response to Jesus’ escalating threats and successfully got a restraining order. Once the order was served, the phone calls and visits stopped, and Paula regained a temporary sense of control over her life.

 

Paula completed the appropriate permanency planning paperwork with the assistance of the organization The Family Center. She named Miguel as her daughter’s guardian should something happen to her.

 

Alcohol and Drug Use History: Paula became an intravenous drug user (IVDU), using cocaine and heroin, at age 17. David was one of Paula’s “drug buddies” and suppliers. Paula continued to use drugs in the United States for several years; however, she stopped when she got pregnant with Miguel. David continued to use drugs, which led to the failure of their marriage.

 

Strengths: Paula has shown her resilience over the years. She has artistic skills and has found a way to utilize them. Paula has the foresight to seek social services to help her and her children survive. Paula has no legal involvement. She has the ability to bounce back from her many physical and health challenges to continue to care for her child and maintain her household.

 

David Cortez: father, 46 years old

Paula Cortez: mother, 43 years old

Miguel Cortez: son, 20 years old

Jesus (unknown): Maria’s father, 44 years old

Maria Cortez: daughter, 5 years old

 

 

 

       

Jake Levy

 

Identifying Data: Jake Levy is a 31-year-old, married, Jewish Caucasian male. Jake’s wife, Sheri, is 28 years old. They have two sons, Myles (10) and Levi (8). The family resides in a two-bedroom condominium in a middle-class neighborhood in Rockville, MD. They have been married for 10 years.

 

Presenting Problem: Jake, an Iraq War veteran, came to the Veterans Affairs Health Care Center (VA) for services because his wife has threatened to leave him if he does not get help. She is particularly concerned about his drinking and lack of involvement in their sons’ lives. She told him his drinking has gotten out of control and is making him mean and distant. Jake reports that he and his wife have been fighting a lot and that he drinks to take the edge off and to help him sleep. Jake expresses fear of losing his job and his family if he does not get help. Jake identifies as the primary provider for his family and believes that this is his responsibility as a husband and father. Jake realizes he may be putting that in jeopardy because of his drinking. He says he has never seen Sheri so angry before, and he saw she was at her limit with him and his behaviors.

 

Family Dynamics: Jake was born in Alabama to a Caucasian, Eurocentric family system. He reports his time growing up to have been within a “normal” family system. However, he states that he was never emotionally close to either parent and viewed himself as fairly independent from a young age. His dad had previously been in the military and was raised with the understanding that his duty is to support his country. His family displayed traditional roles, with his dad supporting the family after he was discharged from military service. Jake was raised to believe that real men do not show weakness and must be the head of the household.

 

Jake’s parents are deceased, and he has a sister who lives outside London. He and his sister are not very close but do talk twice a year. Sheri is an only child, and although her mother lives in the area, she offers little support. Her mother never approved of Sheri marrying Jake and thinks Sheri needs to deal with their problems on her own. Jake reports that he has not been engaged with his sons at all since his return from Iraq, and he keeps to himself when he is at home.

 

Employment History: Jake is employed as a human resources assistant for the military. Jake works in an office with civilians and military personnel and mostly gets along with people in the office. Jake is having difficulty getting up in the morning to go to work, which increases the stress between Sheri and himself. Shari is a special education teacher in a local elementary school. Jake thinks it is his responsibility to provide for his family and is having stress over what is happening to him at home and work. He thinks he is failing as a provider.

 

Social History: Jake and Sheri identify as Jewish and attend a local synagogue on major holidays. Jake tends to keep to himself and says he sometimes feels pressured to be more communicative and social. Jake believes he is socially inept and not able to develop friendships. The couple has some friends, since Shari gets involved with the parents in their sons’ school. However, because of Jake’s recent behaviors, they have become socially isolated. He is very worried that Sheri will leave him due to the isolation.

 

Mental Health History: Jake reports that since his return to civilian life 10 months ago, he has difficulty sleeping, frequent heart palpitations, and moodiness. Jake had seen Dr. Zoe, a psychiatrist at the VA, who diagnosed him with post-traumatic stress disorder (PTSD). Dr. Zoe prescribed Paxil to help reduce his symptoms of anxiety and depression and suggested that he also begin counseling. Jake says that he does not really understand what PTSD is but thought it meant that a person who had it was

“going crazy,” which at times he thought was happening to him. He expresses concern that he will never feel “normal” again and says that when he drinks alcohol, his symptoms and the intensity of his emotions ease. Jake describes that he sometimes thinks he is back in Iraq, which makes him feel uneasy and watchful. He hates the experience and tries to numb it. He has difficulty sleeping and is irritable, so he isolates himself and soothes this with drinking. He talks about always feeling

“ready to go.” He says he is exhausted from being always alert and looking for potential problems around him. Every sound seems to startle him. He shares that he often thinks about what happened “over there” but tries to push it out of his mind. Nighttime is the worst, as he has terrible recurring nightmares of one particular event. He says he wakes up shaking and sweating most nights. He adds that drinking is the one thing that seems to give him a little relief.

 

Educational History: Sheri has a bachelor’s degree in special education from a local college. Jake has a high school diploma but wanted to attend college upon his return from the military.

 

Military History: Jake is an Iraqi War veteran. He enlisted in the Marines at 21 years old when he and Shari got married due to Sheri being pregnant. The family was stationed in several states prior to Jake being deployed to Iraq. Jake left the service 10 months ago. Sheri and Jake had used military housing since his marriage, making it easier to support the family. On military bases, there was a lot of social support and both Jake and Sheri took full advantage of the social systems available to them during that time.

 

Medical History: Jake is physically fit, but an injury he sustained in combat sometimes limits his ability to use his left hand. Jake reports sometimes feeling inadequate because of the reduction in the use of his hand and tries to push through because he worries how the injury will impact his responsibilities as a provider, husband, and father. Jake considers himself resilient enough to overcome this disadvantage and “be able to do the things I need to do.” Sheri is in good physical condition and has recently found out that she is pregnant with their third child.

 

Legal History: Jake and Sheri deny having criminal histories.

 

Alcohol and Drug Use History: As teenagers, Jake and Sheri used marijuana and drank. Both deny current use of marijuana but report they still drink. Sheri drinks socially and has one or two drinks over the weekend. Jake reports that he has four to five drinks in the evenings during the week and eight to ten drinks on Saturdays and Sundays. Jake spends his evenings on the couch drinking beer and watching TV or playing video games. Shari reports that Jake drinks more than he realizes, doubling what Jake has reported.

 

Strengths: Jake is cognizant of his limitations and has worked on overcoming his physical challenges. Jake is resilient. Jake did not have any disciplinary actions taken against him in the military. He is dedicated to his wife and family.

 

Jake Levy: father, 31 years old

Sheri Levy: mother, 28 years old

Myles Levy: son, 10 years old

Levi Levy: son, 8 years old

 

Helen Petrakis

 

Identifying Data: Helen Petrakis is a 52-year-old, Caucasian female of Greek descent living in a four-bedroom house in Tarpon Springs, FL. Her family consists of her husband, John (60), son, Alec (27), daughter, Dmitra (23), and daughter Althima (18). John and Helen have been married for 30 years. They married in the Greek Orthodox Church and attend services weekly.

 

Presenting Problem: Helen reports feeling overwhelmed and “blue.” She was referred by a close friend who thought Helen would benefit from having a person who would listen. Although she is uncomfortable talking about her life with a stranger, Helen says that she decided to come for therapy because she worries about burdening friends with her troubles. John has been expressing his displeasure with meals at home, as Helen has been cooking less often and brings home takeout. Helen thinks she is inadequate as a wife. She states that she feels defeated; she describes an incident in which her son, Alec, expressed disappointment in her because she could not provide him with clean laundry. Helen reports feeling overwhelmed by her responsibilities and believes she can’t handle being a wife, mother, and caretaker any longer.

 

Family Dynamics: Helen describes her marriage as typical of a traditional Greek family. John, the breadwinner in the family, is successful in the souvenir shop in town. Helen voices a great deal of pride in her children. Dmitra is described as smart, beautiful, and hardworking. Althima is described as adorable and reliable. Helen shops, cooks, and cleans for the family, and John sees to yard care and maintaining the family’s cars. Helen believes the children are too busy to be expected to help around the house, knowing that is her role as wife and mother. John and Helen choose not to take money from their children for any room or board. The Petrakis family holds strong family bonds within a large and supportive Greek community.

 

Helen is the primary caretaker for Magda (John’s 81-year-old widowed mother), who lives in an apartment 30 minutes away. Until recently, Magda was self-sufficient, coming for weekly family dinners and driving herself shopping and to church. Six months ago, she fell and broke her hip and was also recently diagnosed with early signs of dementia. Helen and John hired a reliable and trusted woman temporarily to check in on Magda a couple of days each week. Helen would go and see Magda on the other days, sometimes twice in one day, depending on Magda’s needs. Helen would go food shopping for Magda, clean her home, pay her bills, and keep track of Magda’s medications. Since Helen thought she was unable to continue caretaking for both Magda and her husband and kids, she wanted the helper to come in more often, but John said they could not afford it. The money they now pay to the helper is coming out of the couple’s vacation savings. Caring for Magda makes Helen think she is failing as a wife and mother because she no longer has time to spend with her husband and children.

 

Helen spoke to her husband, John (the family decision maker), and they agreed to have Alec (their son) move in with Magda (his grandmother) to help relieve Helen’s burden and stress. John decided to pay Alec the money typically given to Magda’s helper. This has not decreased the burden on Helen since she had to be at the apartment at least once daily to intervene with emergencies that Alec is unable to manage independently. Helen’s anxiety has increased since she noted some of Magda’s medications were missing, the cash box was empty, Magda’s checkbook had missing checks, and jewelry from Greece, which had been in the family for generations, was also gone.

 

Helen comes from a close-knit Greek Orthodox family where women are responsible for maintaining the family system and making life easier for their husbands and children. She was raised in the community where she currently resides. Both her parents were born in Greece and came to the United States after their marriage to start a family and give them a better life. Helen has a younger brother and a younger sister. She was responsible for raising her siblings since both her parents worked in a fishery they owned. Helen feared her parents’ disappointment if she did not help raise her siblings. Helen was very attached to her parents and still mourns their loss. She idolized her mother and empathized with the struggles her mother endured raising her own family. Helen reports having that same fear of disappointment with her husband and children.

 

Employment History: Helen has worked part time at a hospital in the billing department since graduating from high school. John Petrakis owns a Greek souvenir shop in town and earns the larger portion of the family income. Alec is currently unemployed, which Helen attributes to the poor economy. Dmitra works as a sales consultant for a major department store in the mall. Althima is an honors student at a local college and earns spending money as a hostess in a family friend’s restaurant. During town events, Dmitra and Althima help in the souvenir shop when they can.

 

Social History: The Petrakis family live in a community centered on the activities of the Greek Orthodox Church. Helen has used her faith to help her through the more difficult challenges of not believing she is performing her “job” as a wife and mother. Helen reports that her children are religious but do not regularly go to church because they are very busy. Helen has stopped going shopping and out to eat with friends because she can no longer find the time since she became a caretaker for Magda.  

 

Mental Health History: Helen consistently appears well groomed. She speaks clearly and in moderate tones and seems to have linear thought progression—her memory seems intact. She claims no history of drug or alcohol abuse, and she does not identify a history of trauma. More recently, Helen is overwhelmed by thinking she is inadequate. She stopped socializing and finds no activity enjoyable. In some situations in her life, she is feeling powerless.

 

Educational History: Helen and John both have high school diplomas. Helen is proud of her children knowing she was the one responsible in helping them with their homework. Alec graduated high school and chose not to attend college. Dmitra attempted college but decided that was not the direction she wanted. Althima is an honors student at a local college.

 

Medical History: Helen has chronic back pain from an old injury, which she manages with acetaminophen as needed. Helen reports having periods of tightness in her chest and a feeling that her heart was racing along with trouble breathing and thinking that she might pass out. One time, John brought her to the emergency room. The hospital ran tests but found no conclusive organic reason to explain Helen’s symptoms. She continues to experience shortness of breath, usually in the morning when she is getting ready to begin her day. She says she has trouble staying asleep, waking two to four times each night, and she feels tired during the day. Working is hard because she is more forgetful than she has ever been. Helen says that she feels like her body is one big tired knot.

 

Legal History: The only member of the Petrakis family that has legal involvement is Alec. He was arrested about 2 years ago for possession of marijuana. He was required to attend an inpatient rehabilitation program (which he completed) and was sentenced to 2 years’ probation. Helen was devastated, believing John would be disappointed in her for not raising Alec properly.

 

Alcohol and Drug Use History: Helen has no history of drug use and only drinks at community celebrations. Alec has struggled with drugs and alcohol since he was a teen. Helen wants to believe Alec is maintaining his sobriety and gives him the benefit of the doubt. Alec is currently on 2 years’ probation for possession and has recently completed an inpatient rehabilitation program. Helen feels responsible for his addiction and wonders what she did wrong as a mother.

 

Strengths: Helen has a high school diploma and has been successful at raising her family. She has developed a social support system, not only in the community but also within her faith at the Greek Orthodox Church. Helen is committed to her family system and their success. Helen does have the ability to multitask, taking care of her immediate family as well as fulfilling her obligation to her mother-in-law. Even under the current stressful circumstances, Helen is assuming and carrying out her responsibilities.

 

John Petrakis: father, 60 years old

Helen Petrakis: mother, 52 years old

Alec Petrakis: son, 27 years old

Dmitra Petrakis: daughter, 23 years old

Althima Petrakis: daughter, 18 years old

Magda Petrakis: John’s mother, 81 years old