COUN 303 Lecture Notes - Lecture 5: Insomnia, Ion, Social History

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2 Mar 2017

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~the client is someone who engages with a professional in order to get advice or service. ~the consumer is someone who purchases something or their own use or personal need aka the buyer. ~the customer is a person who buys or uses a good or service from a store or business. The whole person is a perspective of an individual that a human service professional encouters. ~this individual doesn"t have just one single problem to resolve but more than one. ~ex: mary has trouble sleeping at night because she has insomnia and she has a fear of the dark. Mobility: the ability to move in some way. ~nutrition: the process of obtaining food necessary for health, wellness and growth. ~communication: a form of talking in some way. ~daily living: how someone go through their daily life. ~mental health assessment: assessing how one is doing in their everyday life mentally.

Related Questions

Explain how the value chain paradigm helps stakeholders to improve the operational efficiency and effectiveness of the organisation. Draw a daigram input-output framework and describe how the case study illustrates its value chain paradigm based on the input output framework.

âI think the waiter wrote in an extra $25 tip on my Sunshine CafÃ© bill after I received and signed my credit card receipt,â Mr. Mark Otter said to the restaurant manager, Brad Gladiolus. âMr. Otter, mail me a copy of the restaurant receipt and Iâll investigate,â responded Mr. Gladiolus. âI donât have the receiptâI lost itâbut I have my monthly credit card statement,â replied Mr. Otter. Mr. Gladiolus hesitated, then said, âMr. Otter, I donât see any way to investigate your claim, so thereâs nothing I can do.â

Mr. Gladiolus sat down at his desk and sketched out possible causes of this service upset as follows:

The customer is responsible for adding the bill and tipping properly, writing legibly, retaining the second receipt, and drinking alcohol responsibly.

The employee is responsible for typing the bill in the register/computer correctly, going back to the customer if the tip is unreadable and verifying the correct amount, and being honest.

The restaurant manager is responsible for investigating the storeâs receipt history and finding this transaction; auditing the source of the error if possible, such as a mistyped decimal or extra zero; and contacting the credit card company and customer to resolve the issue.

The credit card company, a third-party provider in this value chain, is responsible for providing records of the electronic transaction, helping resolve the issue, and issuing a debit or credit to the customer and/or restaurant if needed.

Company Background

Abby Martinâs parents came to Florida from Chicago in the 1960s. Her parents bought land in the Cape Coral area. Later they opened a hotel on Fort Myers Beach, and Abby was part of the housekeeping staff, her first job. By 17, she was running the hotel on her own. Today, she owns and operates six restaurants and a by-the-sea hotel. The restaurants are located in shopping centers next to high-traffic facilities such as movie theaters, groups of retail stores, and other clusters of restaurants. Abby uses four different restaurant concepts (i.e., facility dÃ©cor, size, and layout; prices, menus; music and bands; wine list, lounge areas, etc.) for these six restaurants, depending on the location and local market demographics.

Abby has other investments but loves the challenge of managing restaurants. âI have a great passion for finding a need and meeting it,â she said. âThe secret to our restaurant success is customizing the business to local needs and being very consistent. Offer good food and service at the most reasonable price you can afford. And know that even if you offer all those things you can still fail. The hospitality business is the hardest business, period. You can never sit back and coast.â

In her spare time, she is a prominent community figure involved in activities such as helping build the Ronald McDonald House, fund-raising for the hospital cancer foundation, and serving as chairperson of the local board for the Salvation Army. She likes the Salvation Army because it runs a lean operation, with only six cents spent on management for every one dollar in donations.

Day-to-Day Service Management

Sunshine restaurants are normally open seven days a week from 11 a.m. to 10 p.m. Lunch prices are in the $10 to $20 range and include such entrees as a wood-grilled hamburger, seafood salad croissant, and sesame-crusted yellow fin tuna. Dinner prices range from $20 to $30 per person and include dishes such as shrimp and scallop scampi, red snapper picatta, and wood-grilled filet mignon. Each restaurant keeps about 20 to 30 popular wines in stock, such as a Cakebread Chardonnay. Wine, liquor, and some food items are ordered in bulk to take advantage of volume-price discounts and shipped directly from the suppliers to individual restaurants. All other items are ordered by the restaurant chef and general manager for each unique restaurant.

Abby, like most entrepreneurs, has her own approach to quality control. She notes that âI visit my restaurants every few days, and as I walk in I immediately begin to watch customer faces and behaviors. I try to see if they are happy, talking, smiling, and enjoying the food and surroundings. I look at their posture and facial expressions. I often talk with customers and ask if everything was to their liking. I ask my employeesâwaiters, bartenders, kitchen help, managers, and chefâif they have encountered any problems or service breakdowns. I look for untidy floors, tables, and restrooms. I try to learn from negative customer comments or complaints. My employees know that I will try to help them solve any problemâthey trust me. I take the pulse of the restaurant in a short visit. I meet weekly with the restaurant chefs. I manage quality by observation and close contact with all of the people in the restaurant. At night I go over the financials and sales data.â

A typical Sunshine restaurant has a core staff of about 12 employees, consisting of a manager, an assistant manager, chef, assistant chef, four waiters, two bartenders, and two helpers in the kitchen. During peak season each restaurant hires about six to eight additional employees. Peak demand is when the âsnow-birdsâ arrive in southwest Florida from November to April. During peak demand, the populations of Lee and Collier counties double to almost 2 million people.

Abbyâs entrepreneurial approach to managing the business results in about one negative customer complaint per 100 customer comments. The complaints are nearly equal in focusing on food or service quality. Contribution to profit and overhead per restaurant is 35 percent. The typical customer averages one visit every two months, and the customer defection rate is in the 5 to 10 percent range, but is difficult to estimate given the seasonal nature of the business.

Long-Term Strategic Issues

Abby Martin has established a reputation in southwest Florida for superior service and food quality in her restaurants. She was considering expanding her restaurants to the Tampa and Orlando areas to leverage her expertise and grow the business for the family. She wondered whether she could maintain the proper financial and quality controls with more restaurants and whether to franchise or not. Due to the 2007â2009 credit crunch and high foreclosure rates, there were plenty of commercial properties in good locations for restaurants, and prices were at all-time lows. Abby thought it was now or never in terms of expanding up and down the west coast of Florida. She envisioned as many as 20 Sunshine restaurants in the next five years.

Decisions

Abby wondered when she would ever get the time to analyze these issues. It was not easy keeping up with her businesses. She knew that superior day-to-day food and service quality determines repeat business, so she had to successfully resolve this customer complaint about the waiter adding a $25 tip, while trying to plan for the future. She happened to be at her hotel, so she sat down in a beach chair and watched the brilliant colors of a sunset over the Gulf of Mexico. She began to write down a number of questions she had to answer soon.

QUESTION 26

Age 65 has come to be considered the onset of old age in the U.S. because:

	a.	This is when most older adults find their abilities diminishing
	b.	At age 65, physical appearance makes it evident that a person is old
	c.	This is the age identified in Social Security and Medicare at the time these were enacted
	d.	This is the age at which life expectancy diminishes most rapidly

1 points

QUESTION 27

The concept of "dependency ratios" has been criticized because:

		Individual differences in needs as well as differences in aging and activity choices make it difficult to ascertain which generation depends on which other generations.
		Very few older adults ever rely on younger individuals for support and assistance
		The most dependent generation may well be young adults
		It is common knowledge that older adults are dependent on younger individuals

1 points

QUESTION 28

Which of the following is the most accurate statement about the purpose of theory in understanding aging?

	a.	Theories attempt to explai what we observe in empirical research or practice
	b.	A goal is to consolidate practice around a simple set of principles
	c.	Theories resolve disputes about the nature of reality and definitions of aging
	d.	The most important purpose is to reduce apparently complex phenomena to a few basic factors

1 points

QUESTION 29

Explanations that focus on the situations and problems that accumulate during the life span and cannot be understood separate from developmental experiences are considered to reflect:

	a.	The aged
	b.	Aging
	c.	Age
	d.	The meaning of life

1 points

QUESTION 30

Early theories of aging, described later life as a:

	a.	Problem
	b.	normal, welcomed stage of life
	c.	rare and unique process
	d.	Too idiosyncratic for generalized description

1 points

QUESTION 31

Theories that explain aging as resulting from the accumulation of "insults" from the environment, which eventually reach a level incompatible with life are labeled:

	a.	Sociocultural theories
	b.	Selective optimization with compensation
	c.	Model of Human Occupation
	d.	Stochastic theories

1 points

QUESTION 32

Psychological theories of aging seek to explain

	a.	Reasons for the emergence of mental disorders in late life
	b.	Why older individuals are likely to be pessimistic
	c.	Relationships among older and younger individuals
	d.	The multiple changes in individual behavior in late life

1 points

QUESTION 33

It is now believed that neurological theories of aging that focus on decline in neurological functioning may be:

	a.	Too optimistic
	b.	Lacking in clarity
	c.	Too pessimistic
	d.	Too limited

1 points

QUESTION 34

In the theory of Selective Optimization with Compensation, "optimization" refers to the idea that:

	a.	People engage in behaviors that augment or enrich their general reserves and maximize their chosen life courses
	b.	People make efforts in middle age to accumulate needed resources to ensure successful aging
	c.	Changing biological and psychological factors that enhance the abilities of older adults in memory and problem solving
	d.	Political initiatives that reduce stigma associated with later life

1 points

QUESTION 35

Mrs. Adams, an 87 year-old widow, has begun to distance herself from some of her extended family members. At the same time, she spends increasing time with her adult children, grandchildren, and some of her close neighbors. This would be an example of:

	a.	The Model of Human Occupation
	b.	Evolutionary Theory
	c.	Cognition and Aging theories
	d.	Socioemotional Selectivity Theory

1 points

QUESTION 36

A theory of particular relevance to occupational and physical therapy is:

	a.	Theory of Free Radicals
	b.	Systems theory of motor control
	c.	Stochastic theories
	d.

1 points

QUESTION 37

Theory is important to therapeutic decisions as a way to:

	a.	Reduce the therapist's need to address individual differences
	b.	Guide decisions about evaluation and intervention
	c.	Minimize the idea of complexity in understanding older adults
	d.	Clearly identify the specific evaluation instruments to be used

COUN 303 Lecture Notes - Lecture 5: Insomnia, Ion, Social History

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