Unit 27 – Managing Challenging Behaviour Challenging Behaviour: “A person ’s behaviour can be defined as "challenging" if it puts them or those around them (such as their carer) at risk‚ or leads to a poorer quality of life. It can also impact on their ability to join in everyday activities. Challenging behaviour can include aggression‚ self-harm‚ destructiveness and disruptiveness. Challenging behaviour is often seen in people with conditions that affect communication and the brain‚ such as learning
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‘Challenging behaviour used to be called ‘problem behaviour’‚ ‘difficult behaviour’ or ‘socially unacceptable behaviour’. It means that behaviours are a challenge to professionals‚ teachers‚ carers and parents’. (Forus Training Notes) Challenging behaviour can be very evident within my chosen disability of Autism. It can be displayed as a physically aggressive behaviour or a behaviour which causes a negative impact on the person or their family. Each behaviour has a function for the person displaying
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Target Grade: Aspirational Target Grade: Assessor Name: Rory Parkinson / Sue Woodward-Massey I. V. Name: Paula Collins Unit: 27 - Dealing with Challenging Behaviour Assignment Title: Strategies for dealing with challenging behaviour Date Set: 05/05/14 First Deadline: 06/06/14 Final Deadline: (Learning and review) 23/06/14 Evidence required: Behaviour Management Plan & Report Specific Assessment Guidance: Recommended research sources: Stretch B and Whitehouse M (2010) BTEC Level 3 Nationals in
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are: - Physical assault; - Dangerous threatening or destructive behaviour; -Non-compliance with treatment; -Self-harm or risk of physical injury by accident -Extreme and prolonged over-activity likely to lead to physical exhaustion. Restrictive physical interventions should always be designed to achieve outcomes that reflect the best interests of the adult whose behaviour is of immediate concern and others affected by the behaviour requiring intervention. "The Adult Guardianship Act applies to
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Organization Theory & Practice Individual Assignment #1: Responding to Globalization The ideal organization of the 21st century is one that understands cultural and perceptual diversities and how these differences affect behavior. It is a company that knows how to motivate employees and increase productivity through excellent job design‚ rewards‚ frequent feedback‚ and empowerment. Unfortunately‚ some firms still do not have a clear understanding of how significant is to investigate the impact
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Responding to the Wii Introduction Kazuo Hirai‚ the chief executive of Sony Computer Entertainment Inc. (SCEI) has encountered two large rivals in the video game industry this year. Nintendo and Microsoft have released advanced video game consoles that have left Sony sales behind. Nintendo especially‚ has broken the status quo for marketing in the video game industry by dramatically expanding its target market from 18-34 year-olds to 9-65 year-olds both male and female with its new video game
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Responding to the Wii Group Case Writeup BUSMHR 4490 In the Harvard Business Review case Responding to the Wii‚ Kazuo Hirai was faced with an interesting dilemma. Hirai‚ the chief executive of Sony Computer Entertainment Inc. faced pressure due to Sony’s Playstation 3 video game console losing market share to the Nintendo Wii. Hirai faced a major business decision in deciding how Sony should respond to the cheaper‚ more interactive‚ family oriented
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Responding to Diversity “Schools and teachers must celebrate diversity; they must educate all students to their full potential regardless of socioeconomic status‚ race‚ ethnicity‚ language‚ religion‚ gender‚ national origin‚ or membership in any other category.” (Morrison‚ 32) Diversity aims to recognize‚ respect and value people’s differences to contribute and realize their full potential by promoting and inclusive culture for all staff and students. In dealing with diversity‚ it is important
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Responding to the Wii Executive summary: Given the current market scenario‚ Sony will have to fight on both fronts. The Wii has unlocked a new segment of the market. Sony should adapt its strategy to address this new market. But Sony must not lose sight of the big picture‚ to win the long term race for the “center of the living room”. Sony should leverage its relation with game developers to introduce simpler games for the casual gamer. It has to keep targeting the hardcore gamer and it must continue
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CHAPTER 7: Listening and Responding Chapter Overview - This chapter begins with the learning outcome summaries and terms covered in the chapter‚ followed by a set of lesson plans for you to use to deliver the content in Chapter 7. • Learning Outcomes • Key Terms • Lesson Plan for Lecture • Lesson Plan for Group Work • Video Materials • Student Assignments • Supplementary Student Assignments • Test Bank Materials Learning Outcomes 1 List techniques
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