Safeguardung Of The Vulnerable Adults Essay Example for Free

Safeguardung Of The Vulnerable Adults Essay 1.1 Safeguarding means: proactively seeking to involve the whole community in keeping the individual safe and promoting their welfare. Safeguarding is an important part of integrated working. When professionals work together in an integrated way, they put the individual at the centre of all activities to help identify their holistic needs earlier to improve their life outcomes. It is important to see safeguarding as part of a continuum, where prevention and early intervention can help children, vulnerable adults and families get back on track and avoid problems turning into a crisis. Protection is a central part of safeguarding and promoting welfare. It is the process of protecting an individual identified as either suffering or at risk of suffering significant harm as a result of abuse or neglect. 1.2 It is important to evaluate the processes that are in place to ensure that they are working to the good of the individuals. As new policies are brought in, then it is vital to ensure that, the service setting responds to these by updating their own paper work. The only way in which to evaluate as to whether the policies are working is by the feed back from staff and how they respond to situations, when policies are developed it is critical that staff are aware of the changes in the policies and that these policies are available to all staff and these changes are cascaded down. Lessons learned from safe guarding situations should be taken into account and used to strengthen the knowledge of all. 1.3 : The legislation and government policy framework relating to adult safeguarding is subject to considerable debate and change. But includes the following Legal Powers to Intervene Civil Liberties Disclosure and Barring Service Mental Capacity Act 2005 Mental Health Act 2007 Health and Social Care Act 2008 National Policy and Guidance Registered Health and Social Care Providers ‘No Secrets’ sets out a code of practice for the protection of vulnerable  adults. It explains how commissioners and providers of health and social care services should work together to produce and implement local policies and procedures. They should collaborate with the public, voluntary and private sectors and they should also consult service users, their carers and representative groups. Local authority social services departments should co-ordinate the development of policies and procedures. 1.4 Serious case reviews â€Å"are not done to reinvestigate or to apportion blame†, but rather: 1. To establish whether there are lessons to be learnt from the circumstances of the case about the way in which local professionals and agencies work together to safeguard vulnerable adults 2. To review the effectiveness of procedures (both multi-agency and those of individual organisations) 3. To inform and improve local inter-agency practice 4. To improve practice by acting on learning (developing best practice) 5. To prepare or commission an overview report which brings together and analyses the findings of the various reports from agencies in order to make recommendations for future action (ADASS, 2006). The purpose of any case review is to protect vulnerable adults, by drawing upon lessons to be learned from individual cases, making recommendations aimed at preventing similar tragedy by strengthening and improving multi-agency procedures and arrangements. Outcome 7 of CQC essential standards,† safeguarding people who use the service from abuse â€Å" explains the regulations and expectations that a service provider must comply with. The introduction of the No Secrets guidance (2000), which gives councils the responsibility for establishing and coordinating local multi-agency procedures for responding to allegations of abuse. It also introduced the principle that social services departments and their partners should set up adult protection committees, usually referred to as safeguarding adults partnership boards, to coordinate local safeguarding arrangements. The Putting People First concordat described a range of features that were viewed as central to system-wide transformation  of care, including safeguarding. This included: †¢ Joint (local council and PCT) strategic needs assessments to inform the local community strategy and an integrated approach to commissioning and market development. †¢ Prevention, early intervention and enablement becoming the norm. †¢ Universal information, advice and advocacy, irrespective of eligibility for public funds. †¢ Common assessment – with greater emphasis on self-assessment. †¢ Person-centred planning and self-directed support becoming mainstreamed, with personal budgets for everyone eligible for publicly-funded care and support and more people opting to arrange their own support with direct payments. †¢ Adult social care to champion the needs and rights of disabled people and older adults, safeguarding and promoting dignity, supporting a collective voice through user-led organisations, enhancing social capital and developing the local workforce. Paper by department of health gateway reference 16702 outlines the government’s policy on safeguarding vulnerable adults. 1.5 Each county have their information on Safeguarding adults and these can be found on the appropriate websites for the county, which gives the information and guidance on Multi agency procedures. Below is an example from Surrey C.C. which outlines the referral procedures when dealing with a safeguarding alert, from agency level upwards. Prior to this, staff would report to their line manager, or in the case of serious concern, for instance where the person is in immediate danger they would report this to the police directly. Incident and accident report forms would need to be completed and the manager would be expected to take statements from the staff and notify the local authority. 2.1 The organisation should recognise that vulnerable adults have the right to take risks and should provide help and support to enable them to identify and manage potential and actual risks to themselves and others. It is important that the organisation has a policy of ‘positive risk-taking’ and avoids becoming totally risk averse. Risk averse cultures can stifle and constrain and could lead to inappropriate restriction to the individual’s rights. Life is never risk free. Some degree of risk-taking is an essential  part of fostering independence. For instance, if you identify an activity or set of circumstances as potentially risky to a vulnerable adult or group of vulnerable adults, this needs to be offset against the benefits which the individual or group might draw from taking part in that activity. Risk-taking should be pursued in a context of promoting opportunities and safety, not poor practice. In a culture of positive risk-taking, risk assessment should involve everyone affected – vulnerable adults and carers, advocates, staff and volunteers and, where they are involved, health and social care staff. 2.2 Physical abuse: indicators A history of unexplained falls or minor injuries especially at different stages of healing Unexplained bruising in well-protected areas of body, e.g. on the inside of thighs or upper arms etc. Unexplained bruising or injuries of any sort Burn marks of unusual type, e.g. burns caused by cigarettes and rope burns etc. A history of frequent changes of general practitioners or reluctance in the family, carer or friend towards a general practitioner consultation Accumulation of medicine which has been prescribed for a client but not administered Malnutrition, ulcers, bed sores and being left in wet clothing Sexual abuse: indicators Unexplained changes in the demeanour and behaviour of the vulnerable adult Tendency to withdraw and spend time in isolation. expression of explicit sexual behaviour and/or language by the vulnerable adult which is out of character Irregular and disturbed sleep pattern Bruising or bleeding in the rectal or genital areas Torn or stained underclothing especially with blood or semen Sexually transmitted disease or pregnancy where the individual cannot give consent to sexual acts. Psychological abuse: indicators Inability of the vulnerable person to sleep or tendency to spend long periods in bed Loss of appetite or overeating at inappropriate times Anxiety, confusion or general resignation Tendency towards social withdrawal and isolation Fearfulness and signs of loss of self-esteem Uncharacteristic manipulative, uncooperative and aggressive behaviour Financial abuse: indicators Unexplained inability to pay for household shopping or bills etc. Withdrawal of large sums of money which cannot be explained Missing personal possessions Disparity between the persons living conditions and their financial resources Unusual and extraordinary interest and involvement in the vulnerable adults assets Neglect and acts of omission: indicators Inadequate heating, lighting, food or fluids Failure by carer to give prescribed medication or obtain appropriate medical care Carers reluctant to accept contact from health or social care professionals Refusal to arrange access for visitors Poor physical condition in the vulnerable person e.g. ulcers, bed sores Apparently unexplained weight loss Unkempt clothing and appearance Inappropriate or inadequate clothing, or nightclothes worn during the day Sensory deprivation lack of access to glasses, hearing aids etc. Absence of appropriate privacy and dignity Absence of method of calling for assistance Discriminatory abuse: indicators Tendency to withdrawal and isolation Fearfulness and anxiety Being refused access to services or being excluded inappropriately Loss of self-esteem Resistance or refusal to access services that are required to meet need Expressions of anger or frustration Measures that can be taken to avoid abuse taking place can be as follows: 1. Identifying people at risk of abuse 2. Public awareness 3. Information, advice and advocacy 4. Training and education 5. Policies and procedures 6. Community links 7. Regulation and legislation 8. Inter-agency collaboration 9. Empowerment and choice Measures that can be taken to avoid the risk of abuse, is the implementation of robust policies, which need to be monitored and evaluated on a regular basis. Risk assessments should be in place and information should be shared with other professionals involved in the care of the vulnerable adult. Where there is doubt or concerns in respect of an individual, then it is important that these are acted upon with immediate effect and that a multi agency strategy meeting is held, so that a risk assessment may be put together to prevent the service user coming to harm. Reporting and record keeping is essential in such cases as is the sharing of information. 3. Recently in Surrey the first quality assurance,multi agency risk management meeting was held, this was a meeting following a safeguarding incident which took place in July last year. It looked at how the different agencies had worked together to safe guard a vulnerable adult from suspected abuse. Agencies involved , were social care team, police, service provider, housing , g.p’s and specialist nurses. During the period of time prior to this meeting there had been safeguarding meetings on a 6 weekly basis, multi agency risk assessments had been drawn up and had been discussed at length by all of those involved, each member taking part had deadlines to meet on actions raised. When circumstances changed, so did the risk assessments, and always  covered were the â€Å" what if â€Å" scenarios. It was felt from this meeting that everything had been done to protect the service user and that all agencies had worked well together ( I was a participant at this meeting ) 4. All vulnerable adults where possible should contribute to decisions made in respect of the care that they receive. Families and professionals involved in the care of a vulnerable adult, should also contribute to the initial risk assessment which are done and subsequent ones when there are changes. It will become apparent whether systems and procedures put in place are working, with constant recording and reporting back from staff involved in the care of the individual. There may be times, when there needs to be a review of the care plans, or changes to it due to changes within the environment, the service user themselves or their circumstances. This does not always mean that all of those involved get it right all of the time, personally I have been involved in a unsafe hospital discharge, where I challenged the procedures that were in place. Following that there was a senior strategy meeting and it was discussed how we could all move forward together to prevent the type of situation occurring again. The key to getting things right is discussion and not apportioning blame to others, looking at how services can be improved, then implementing them and monitoring them. Feedback is essential from all involved.

AFRICA Essay -- essays research papers

HOW HAS THE SPREAD OF AIDS AFFECTED AFRICAN SOCIETY 1.  Ã‚  Ã‚  Ã‚  Ã‚  Baer, Hans., et al. â€Å"Medical Anthropology and the World System.† A Critical Perspective Ch. 8: p159-269. 2.  Ã‚  Ã‚  Ã‚  Ã‚  Stine, Gerald J. â€Å"Acquired Immune Deficiency Syndrome†¦ The facts written are by Gerald J. Stine in â€Å"Acquired Immune Deficiency syndrome† . Worldwide, about 9,000 persons a day become HIV-infected. The majority of all HIV infections worldwide occur in people ages 15-24. Over 1 million people die of AIDS each year. The number of HIV-infections worldwide has tripled since 1990! It is estimated that there will be a 20% drop in population in East Africa by the year 2001 because of AIDS (Stine, 360). â€Å"AIDS is the leading cause of deaths among adult men and the second leading cause of deaths among adult women in Africa† (Bethel, 13).   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"It is extremely difficult to judge the exact extent of AIDS in Africa, either geographically or in the population† so rather than just focusing on Western Africa , we should look at the bigger picture (Bethel, 138). Also, â€Å"we can assert that AIDS cases do not occur on the African continent in a uniform fashion but rather form an â€Å"AIDS Belt† in central, southern, and eastern Africa† (Bethel, 138). First, Let me tell you that Third World Nations makeup three fourths of the Earth’s population, and combining that fact with the fact that these worlds are not as advanced and have an lesser knowledge of prevention, and AIDS , it is not very surprising that these countries populations are impacted by death. â€Å"Africa, with about 12% of the world’s population, is now reporting around 25% of the world’s AIDS cases. It is estimated to have over 65% of the total number of HIV-infected adults and 90% of the world’s HIV-infected children† (Stine, 364). An incredible and unbelievable fact that shows the impact of the disease in Africa is that 6,000 Africans are HIV-infected each day which is 250 persons per hour or four per minute. Between 20% and 30% of sexually active adults between the ages of 20 and 40 are believed to be infected with HIV in some urban places of sub-Sahara Africa, where the disease is felt the hardest. In rural areas, where the most of the people live, seriousness is much lower but is still rising. Stine also mentions that available evidence shows that it is unlikely that the spre... ...woman may choose to breastfeed her baby regardless to protect the baby against many more other infections. Also, it is allowed by most cultures, and it’s free. And third, if artificial feeding is chosen, the mother must take chances on the water-supply that can give her child other deadly diseases. Fortunately though, developing countries are giving information about infant feeding to HIV-infected woman who are pregnant. In developing countries rather than Western society, their mentality is much more different. Western societies can prevent illness and death because of knowledge that Africans don’t have. In developing countries, they worry more about living for today, which means that they face death from AIDS in five years from prostitution or death from starvation tomorrow from lack of money. In a lot of cases, if the wife is worried and wants to use condoms, she is threatened with the husband leaving her for another woman. In that case, the wife would eventually have to go to the streets for money and that means beginning prostitution. This never-ending cycle of poverty and ignorance can only be broken by education, which still may not be enough. God help them!

Competence Based Recruitment and Selection

MZUMBE UNIVERSITY DAR ES SALAAM BUSINESS SCHOOL PROGAMME OF STUDY: MSC. HUMAN RESOURCE MANAGEMENT COURSE: ADVANCED – HRM STUDENT NAME: SYONI MWAKIPEKE – MSC/HRM/DCC/095/T. 11 Question: Competence based recruitment and selection facilitates career management in organization. Discuss. 1. INTRODUCTION Competence- based Recruitment and selection is used to predict the potential job performance of the applicants. With the help of this method organizations can find best people to achieve their objectives.The different between traditional recruitment and competence based recruitment and selection is that the second one concentrated more on formal, measurable competencies. The process of competency based recruitment and selection 1. 1 Competency Competency is a temporally stable, narrowly defined and trainable talent ability to complete an organizationally valued prospective jot task successfully. Competencies have come up as a conception for naming and managing abilities, know ledge and skills and applying them on many different areas.Once the competency based approach is applied candidates’ performance can be anticipated easier and more exactly. It provides more precise approximation of future performance than the testing of knowledge since it also explains how the knowledge is applied. 1. 2 Competency based recruitment and Selection process The process of competency based recruitment and selection involves eleven steps of which first to four steps explained the recruitment process and the rest that is five to eleven defined how the selection works.Competency based recruitment and Selection process Step 1 Identify HR and Job recruitment needs Step 2 Complete Job or position documentation Step 3 Identify recruitment sources 1 Step 4 Create recruitment materials and implement the recruitment process Step 5 Determine the selection criteria Step 6 Select the applicants Step 7 Train the interviewers and conduct behavioral event interviews with the lead ing candidates Step 8 Complete competency assessment, prepare the selection recommendation list and select the candidate Step 9Verify the selected candidate’s qualification Step 10 Negotiate compensation and benefits package with the successful candidate and extend an employment offer after the package has been accepted, first by the organization and then by the candidate Step 11 Validate the selection Results Figure 1. Competency – based recruitment and selection (Dubois & Rothwell 2004, p. 113) 1. 3 Advantages of Competency-based recruitment and selection process This method results in numerous advantages, for example: a) It is result – oriented; 2 b) Discrimination is out of the question; ) Identifying backups for positions is easier; d) Traditional training times are less; and e) Employees’ performance levels are higher. 2. COMPETENCY MODELS MANAGEMENT In order to carry out competency-based recruitment and selection for a position a competency model i s essential to evaluate applicants. The organization can benefit from competencies by building up competency models not only for a job-role but also for an entire organization. A competency model refers to a group of competencies required in a particular job (OntoHR project 2010a).But obviously this is not the only field that can benefit from the concept of competency. Competency management can make things easier for organization by facilitating the design of job-roles and its competencies according to the organizational objective. Job Design is the next step after the completion of competency model is job design. â€Å"Job design refers to the way tasks is combined to form complete jobs. † (Robbins & Stuart-Kotze, 1987) 2. 1 Challenges of competency-based recruitment However competency-based recruitment and selection has some challenges too, which includes: ?A disciplined approach to job and work analyses is necessary to the preparation for the recruitment and selection proc esses needs more time; ? Inefficient when recruiting unskilled or semiskilled workers. But if the conditions are suitable this can be a highly effective technique to develop an organization’s human capital. 2. 2 ? Benefits of Competency-base recruitment and selection to the Organization When combined with an assessment of knowledge and experience, using competencies improves accuracy in assessing people’s suitability or potential for different jobs. They help prevent interviewers and selectors from making hasty decisions or from assessing interviewees on the basis of characteristics that are not relevant to the job. ? They can be used to help structure the selection process – interview and tests. ? Assessing a candidate against specific competencies clarifies their strengths and weaknesses; making it easier to target any development that may be needed should they be appointed. 3 3.COMPETENCY-BASED RECRUITMENT AND CAREER MANAGEMENT Competency-based recruitment pl ays important role in the organizaton’s career management plans as it facilitates recruitment and selection of employees with the right competencies (skills, knowledge and attitudes) for the job at hand. It helps managers in identification of career path of employee right from the beginning, because most of the job core competencies are likely to focus and shape individual’s career aspirations.This early identification helps in designing a proper training and development plan for individu al employee, these include coaching, mentoring, and other types of training which helps to shape individual’s career path. Once organization has a fair idea about employee’s strengths and weaknesses, attitude and behaviour, values and future aspirations and skills and competencies, they are able to make better use of employee skills and put them at the right place.Competency-based recruitment and selection facilitates succession and retention plan of the organization as it fosters employee competence development and management through competency-based performance management which entrusted managers with the time consuming and worthy job of competency-based performance management through continuous coaching and training of employees so as to ensure that individual potentials are realized, nurtured and developed 4. CONCLUSIONFor modern organizations whether it be private or public, profit or not for profit competencybased recruitment is inevitable if the firm aim at realizing its strategic goals through the use of its most valuable and important resources. In this stiff competition managers have to ensure that, they ultimately utilize their human resources capabilities to realize its strategic objective. Creativity and innovations in managing emplo yee is of greater value in this era especially the attraction, selection and retention of high potential employees.As managers and organizations are moved from tasks accomplishment to result based performa nce, employee recruitment and selection has become very significant in realizing this objective. 4 Management should ensure that recruitment is based on competences that are required for the job in question, these competences has to be realistic and measureable so that managers and employees can work together to ensure realization of these competences hence organizational objectives.Competency-based recruitment and selection goes hand in hand with competencybased performance management, this entails competency-based reward system and career management. Competence based recruitment and selection facilitates career management in organization. Discuss. Submission date 9th June 2012 5 Competence Based Recruitment and Selection MZUMBE UNIVERSITY DAR ES SALAAM BUSINESS SCHOOL PROGAMME OF STUDY: MSC. HUMAN RESOURCE MANAGEMENT COURSE: ADVANCED – HRM STUDENT NAME: SYONI MWAKIPEKE – MSC/HRM/DCC/095/T. 11 Question: Competence based recruitment and selection facilitates career management in organization. Discuss. 1. INTRODUCTION Competence- based Recruitment and selection is used to predict the potential job performance of the applicants. With the help of this method organizations can find best people to achieve their objectives.The different between traditional recruitment and competence based recruitment and selection is that the second one concentrated more on formal, measurable competencies. The process of competency based recruitment and selection 1. 1 Competency Competency is a temporally stable, narrowly defined and trainable talent ability to complete an organizationally valued prospective jot task successfully. Competencies have come up as a conception for naming and managing abilities, know ledge and skills and applying them on many different areas.Once the competency based approach is applied candidates’ performance can be anticipated easier and more exactly. It provides more precise approximation of future performance than the testing of knowledge since it also explains how the knowledge is applied. 1. 2 Competency based recruitment and Selection process The process of competency based recruitment and selection involves eleven steps of which first to four steps explained the recruitment process and the rest that is five to eleven defined how the selection works.Competency based recruitment and Selection process Step 1 Identify HR and Job recruitment needs Step 2 Complete Job or position documentation Step 3 Identify recruitment sources 1 Step 4 Create recruitment materials and implement the recruitment process Step 5 Determine the selection criteria Step 6 Select the applicants Step 7 Train the interviewers and conduct behavioral event interviews with the lead ing candidates Step 8 Complete competency assessment, prepare the selection recommendation list and select the candidate Step 9Verify the selected candidate’s qualification Step 10 Negotiate compensation and benefits package with the successful candidate and extend an employment offer after the package has been accepted, first by the organization and then by the candidate Step 11 Validate the selection Results Figure 1. Competency – based recruitment and selection (Dubois & Rothwell 2004, p. 113) 1. 3 Advantages of Competency-based recruitment and selection process This method results in numerous advantages, for example: a) It is result – oriented; 2 b) Discrimination is out of the question; ) Identifying backups for positions is easier; d) Traditional training times are less; and e) Employees’ performance levels are higher. 2. COMPETENCY MODELS MANAGEMENT In order to carry out competency-based recruitment and selection for a position a competency model i s essential to evaluate applicants. The organization can benefit from competencies by building up competency models not only for a job-role but also for an entire organization. A competency model refers to a group of competencies required in a particular job (OntoHR project 2010a).But obviously this is not the only field that can benefit from the concept of competency. Competency management can make things easier for organization by facilitating the design of job-roles and its competencies according to the organizational objective. Job Design is the next step after the completion of competency model is job design. â€Å"Job design refers to the way tasks is combined to form complete jobs. † (Robbins & Stuart-Kotze, 1987) 2. 1 Challenges of competency-based recruitment However competency-based recruitment and selection has some challenges too, which includes: ?A disciplined approach to job and work analyses is necessary to the preparation for the recruitment and selection proc esses needs more time; ? Inefficient when recruiting unskilled or semiskilled workers. But if the conditions are suitable this can be a highly effective technique to develop an organization’s human capital. 2. 2 ? Benefits of Competency-base recruitment and selection to the Organization When combined with an assessment of knowledge and experience, using competencies improves accuracy in assessing people’s suitability or potential for different jobs. They help prevent interviewers and selectors from making hasty decisions or from assessing interviewees on the basis of characteristics that are not relevant to the job. ? They can be used to help structure the selection process – interview and tests. ? Assessing a candidate against specific competencies clarifies their strengths and weaknesses; making it easier to target any development that may be needed should they be appointed. 3 3.COMPETENCY-BASED RECRUITMENT AND CAREER MANAGEMENT Competency-based recruitment pl ays important role in the organizaton’s career management plans as it facilitates recruitment and selection of employees with the right competencies (skills, knowledge and attitudes) for the job at hand. It helps managers in identification of career path of employee right from the beginning, because most of the job core competencies are likely to focus and shape individual’s career aspirations.This early identification helps in designing a proper training and development plan for individu al employee, these include coaching, mentoring, and other types of training which helps to shape individual’s career path. Once organization has a fair idea about employee’s strengths and weaknesses, attitude and behaviour, values and future aspirations and skills and competencies, they are able to make better use of employee skills and put them at the right place.Competency-based recruitment and selection facilitates succession and retention plan of the organization as it fosters employee competence development and management through competency-based performance management which entrusted managers with the time consuming and worthy job of competency-based performance management through continuous coaching and training of employees so as to ensure that individual potentials are realized, nurtured and developed 4. CONCLUSIONFor modern organizations whether it be private or public, profit or not for profit competencybased recruitment is inevitable if the firm aim at realizing its strategic goals through the use of its most valuable and important resources. In this stiff competition managers have to ensure that, they ultimately utilize their human resources capabilities to realize its strategic objective. Creativity and innovations in managing emplo yee is of greater value in this era especially the attraction, selection and retention of high potential employees.As managers and organizations are moved from tasks accomplishment to result based performa nce, employee recruitment and selection has become very significant in realizing this objective. 4 Management should ensure that recruitment is based on competences that are required for the job in question, these competences has to be realistic and measureable so that managers and employees can work together to ensure realization of these competences hence organizational objectives.Competency-based recruitment and selection goes hand in hand with competencybased performance management, this entails competency-based reward system and career management. Competence based recruitment and selection facilitates career management in organization. Discuss. Submission date 9th June 2012 5

Comparing Ancient India And China - 2142 Words

Ancient India and China The ancient civilizations of India and China were possibly the most advanced of their time. Both countries had much to offer in that time including new technology, governments, religions, and items to trade. The two countries have and had had many similarities and contrasts. The geography of ancient India was a little different than what is to this day. The Himalayan mountains are located in the Northern part of India and the Hindu Kush are located in the North West. Three bodies of water surround southern India, the Arabian sea is to the south west, the Indian ocean on the southern side, and The Bay of Bengal to the southeast. India was extended more to the Northwest and west, in ancient times. Jungles, forests, and mountains are great examples of the geography of India. The Himalayan mountains still lay to the north. The Himalayan mountains were great to the development of India’s early civilizations. They provided a great deal of protection from military invasions. In the east and west other mountains also provided the same protection. Ancient India had some of the most extreme climatic and geographical features. China is located on the the continent of Asia. The civilizations began to form around the Yellow River in 2000 BCE. China’s culture is still the same but three other civilizations have gone away or been taken over. The southern region of ancient China was wet and tropical, the northwestern part of China was desert. In the very farShow MoreRelatedComparing And Contrasting Cultures Essay1417 Words   |  6 PagesTyler King COL–299–N13 Comparing Cultures October 21, 2017 Comparing Cultures When comparing cultures, one must form a definition of what culture is. Culture can be easily defined as the social behavior and normality’s found in human societies. It can also be easily made up of a composed arrangement of educated conduct and thought designs. 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