A Critical Analysis Of The Oslo Peace Accord Politics Essay

A Critical Analysis Of The Oslo Peace Accord Politics Essay Account for the success and the failure of the Oslo peace accord. This essay will discuss the ongoing attempts of getting a peace agreement between the Palestinians and Israel. The essay will also examine the 1993 Oslo Accords that started the peace process. It will also highlight a brief history of the two nations involved, that brought about the signing the historic Oslo Accords. Also, get some finding after the signing, whether it has encountered any obstacles on its way, and finally made an account of it success and failure. The Palestinians did not feel comfortable, after the Six Day War in 1967, they had planned to crush Israel with the help other armies from Jordan, Egypt, etc. The plan did not work and only did the Palestinians loss the war but it was more than a war. The West Bank and Gaza Strip was now under control of Israel. The creation of the Palestinian Liberation Organisation (PLO) came in earlier years, under the leadership of Yasir Arafat their motive was political and a paramilitary organisation of Palestinian Arabs. It dedicated to establishing independent for the Palestinians state, around the Jordan River and the Mediterranean Sea and by so doing, their intention was to replace Israel. Some groups within the organisation have not been in agreement with the redefinition of it mandate not to conquer only the Gaza Strip and West Bank but also Israel. Nevertheless, despite the numerous changes in government that has taken place in the 1980s and the 1990s in Israel, all with different political agenda and ideologies, they all seen to be sinking for peace for national development. However, The Labor government elected in July 1992 froze new construction in the West Bank including many of the units that Sharons office had in the pipeline. The Likud government that returned to power in 1996 thawed freeze, but with the comeback to power of Labor in June 1999 and the resumption of the peace talk with the Palestinians, construction for Israelis in the West Bank was no longer a government priority. (Alterman, 2002). In 1992 when the Israels election campaign was at its pick, Terje Larsen, a Norwegian sociologist and the head of an Oslo-based institute of Applied Social Sciences, known as FAFO in Norwegian acronym, Terje was also the main architects of the Oslo agreement. Larsen met with Yossi Beilin who was a member of the opposition Labor in the Israeli Knesset. Both men met and voiced out their doubt if whether the progress could be made in Washington talks on peace between the Israel and Palestinians from the West Bank and Gaza. (BEILIN, 1999). Beilin was to belief Larsen about the having direct talks between the PLO and Israel will be necessary for any peace, therefore suggested that he talk to Yair Hirschfeld, a senior lecturer on Middle East affairs at university of Haifa. Hirschfeld had express interest in the economic and social-political aspect of the conflict that Larsen was exploring. Larsen on the other was of the believed that, there was the need for the Israeli has to talk to the PLO. However, Israel law banned contact with the PLO officials. Nevertheless, due to the ban, there was the need to fine another means and therefore Larsen suggested a creation of backchannel all the parties involve, including Faisal Husseini of East Jerusalem a prominent member of the PLO. However Husseini was involve in the Washington negotiations because the Prime Minister Yitzhak Shamir due to him been a resident of East Jerusalem and his participation will amount to any Israeli concession in the near future of the status of Israels capital. After all the negotiations, limitation and the discussion the 13 September 1993-the day the Declaration of Palestinians (DOP), was sign at the South Lawn of the White House with the US President Bill Clinton as the master of the ceremony, hosting the representatives of the states of Israel and the Palestinian Liberation Organisation(PLO). The signing sealed with a historic handshake between the Israeli and Prime Minister Yitzhak Rabin and the Palestinian Liberation Organisation (PLO) chairman Yasir Arafat, it became one of the momentous events of the twentieth-century history of the Middle East. The two leaders redrew a geopolitical map of the whole region. Although the DOP was signed in Washington under the direction of the UN president, all the background woks, negotiation has been in Oslo and initialled the Oslo Accord in late August. Therefore, a more propitiate name than naming it the Washington Accord. The accord itself was in two parts, the first was a mutual recognition betwe en the Israel and the PLO, and it took a form of simple letters, on plain paper with no letterheads, dated on the 9 and 10 September sign by the two leaders. The second part was the Declaration of Principles on the Interim Self-Government Arrangements, in the occupied territories. The Oslo Accord was not a peace deal but a peace process. Under the DOP arrangement there were set of agreement that both parties needed to for fill in the order to come to a peace accord, (Shlaim, 1994). The demands (Palestinians) Independent Palestinians states, states the Palestinians can call their own, Palestinians also wanted lands Israel took in the 6 days war. The Palestinians also wanted Jerusalem as the capital. Return of Palestinians Refugees and the removal of all Jewish Settlements. The Palestinians demands were threat to Israel but there was need for Israel to accept them. However, before all this demand to meet there needed to be true scenes of trust between the two leaders and the Oslo Accord was design for that. Israel commitments: Israeli agreed to accept the PLO not as a terrorist organisation but as legal body under the new name of Palestinian Authority (P.A), it also was ready to transfer lands to the PA. Israelis were committed to educating its people for peace and prepares them for the Palestinians next door. The creation of a P.A. police force of up 10,000, with no provision for terrorist and the Israelis were to supply arms to the P.A. to police their own people and to destroy terror. (Makovssky, 1996). For peace to become successful, the P.L.O was to give some commitment too, and some of the commitments made were: To end all kind of terror activities, they also agreed to recognise Israels right to exist by amending the P.L.O national charter, which call for the destruction of all of Israel. The P.A. made a commitment to destroy all terror groups and size all weapons and to protect all Jewish Holy sites that falls under the PA control, all feature negotiation will be by diplomacy and never again, to go back to terror and it final commitment was to educate for peace. However, Israels commitment to Oslo was so great that it began to talk peace all over, in all levels in schools and it was ready to deal with anyone who will disagree to perching peace. Despite all the effort for peace not all Israelis were convinced, and there were shock when terror came in 1995 when Jewish militant assassinated Yitzhak Rabin. Nevertheless, the success of the Israeli support for peace education was seen as 28% were in support of creating a Palestinians states before Oslo because of security threat, and in the years following Oslo, it went up 51%. Israel had met part of its commitment in Oslo agreement. However, there were still acts of terror from the side of the Palestinians and more than the years before Oslo. The P.A. did not violate it main commitment of ending terror, but all of the commitment made at the signing since the terror groups like Hamas were still operate under the watchful eyes of the P.A. The Holy Site was not protected by the Palestinians received land but Israel did not receive peace. There are no clear words of success to the Oslo Accord, only that Israel was committed to the accord by complying with its parts of the commitment made, moreover, on the other hand of the accord the Palestinians were probably not ready for peace and so did not comply with the commitment it made. However, there are more to say on its failure than one can image, according to Pundak in a 2001 publication by the Institute of Strategic Studies. à ¢Ã¢â€š ¬Ã‚ ¦ Netanyahu sabotaged the peace process relentlessly, and made every effort to de-legitimise his Palestinian partners. His main weapon in his campaign against the Palestinians was the mantra that the Palestinians were not fulfilling its part of the agreements; and therefore Israel would not implement its part. In truth, during Netanyahus government, both sides committed breaches with regard to the agreement à ¢Ã¢â€š ¬Ã‚ ¦ But the Israeli breaches were more numerous and more substantive in nature. The goals between the two states involve were incompatible with each other existence as few people to lived in peace. A peace agreement out of the balance meant failure was investable.

Employee Engagement Essay

They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave the organization. In the best organizations, employee engagement transcends a human resources initiative — it is the way they do business. Employee engagement is a strategic approach supported by tactics for driving improvement and organizational change. The best performing companies know that developing an employee engagement strategy and linking it to the achievement of corporate goals will help them win in the marketplace. Unleashing the Potential for Growth World-Class Average 33% 67% Engaged 49% Not Engaged Actively Disengaged 26% 7% 18% 9. 57:1 1. 83:1 Ratio of Engaged to Actively Disengaged What’s Your Engagement Ratio? Gallup’s engagement ratio is a macro-level indicator of an organization’s health that allows executives to track the proportion of engaged to actively disengaged employees. The average working population ratio of engaged to actively disengaged employees is near 2:1. Actively disengaged employees erode an organization’s bottom line, while breaking the spirits of colleagues in the process. Within the U. S. workforce, Gallup estimates this cost to the bottom line to be more than $300 billion in lost productivity alone. In stark contrast, world-class organizations that have built a sustainable model using Gallup’s approach have an engagement ratio of more than 9:1. As organizations move toward this benchmark, they greatly reduce the negative effect of actively disengaged employees while unleashing the organization’s potential for rapid growth. Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. 1 Gallup’s Research-Based Approach Gallup’s employee engagement work is based on more than 30 years of in-depth research involving more than 17 million employees. This research has appeared in many business and scientific publications, including the Journal of Applied Psychology and the Harvard Business Review and in our bestselling books First, Break All the Rules and the sequel 12: The Elements of Great Managing. 12 Elements of Engagement Gallup has developed and identified 12 core elements that link powerfully to critical business outcomes. These 12 statements emerged from Gallup’s pioneering research as those that best predict employee and workgroup performance. The 12 Elements of Great Managing I know what is expected of me at work. I have the materials and equipment I need to do my work right. At work, I have the opportunity to do what I do best every day. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person. There is someone at work who encourages my development. At work, my opinions seem to count. The mission or purpose of my organization makes me feel my job is important. My associates or fellow employees are committed to doing quality work. I have a best friend at work. In the last six months, someone at work has talked to me about my progress. This last year, I have had opportunities at work to learn and grow. Copyright  © 1993-1998 Gallup, Inc. All rights reserved.. 2 Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. Adding Elements In addition to the 12 elements, Gallup recommends adding questions that address your company’s unique culture or address business issues facing your organization. Gallup’s expansive item bank includes key indices to help organizations measure their strength in areas such as innovation, change management, customer orientation, leadership, and inclusiveness. Gallup’s latest meta-analysis (an analysis of data from more than 152 organizations) shows dramatic differences between top- and bottom-quartile workgroups on key business outcomes. It is through this meta-analysis that Gallup continues to validate the 12 elements. Beyond the dramatic difference engaged workgroups show in productivity, profitability, safety incidents, and absenteeism versus disengaged workgroups, Gallup has proven that companies with world-class engagement have 3. 9 times the EPS growth rate compared with organizations with lower engagement in their same industry. Linking Employee Engagement to Critical Business Outcomes Employee Engagement and Critical Business Outcomes 30% 20% 10% 0% -10% -20% -30% -40% -50% -60% -70% -37% -49% -49% -60% -25% -27% -41% Turnover High Absenteeism Turnover Orgs. Low Turnover Orgs. Safety Incidents Patient Safety Incidents 18% 12% Quality (Defects) Shrinkage 16% Customer Productivity Profitability Top decile companies have 3. 9 times the Earnings Per Share (EPS) growth rate Difference Between Top and Bottom Quartile Performance Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. 3 Systematically Improving Employee Engagement Improving engagement goes beyond simply asking the right questions. Engaging employees requires a year-round focus on changing behaviors, processes, and systems to anticipate and respond to your organization’s needs. From the leadership team to the frontline employees, all levels within an organization must commit to making these changes. A Sustainable Approach Gallup approaches employee engagement with sustainability in mind, and thus, provides managers and leaders with tools to help drive performance on an ongoing basis through a combination of measurement, reporting, learning, action planning, and strategic interventions. Using the latest technology and cutting-edge research, Gallup continually provides clients with innovative solutions that drive change. From state-of-the-art organizational mapping software and online tools to first-class instructional designers and consultants, Gallup’s approach to employee engagement reduces the amount of time needed to move from measurement to improvement. The world’s top-performing organizations recognize the critical role managers play in achieving business objectives. As a global leader in the area of employee ecruitment and selection, Gallup has a proven method for hiring managers and employees with the talent to build engagement. After reviewing nearly 10,000 validated pre-employment questions and the global Q12 database, Gallup uncovered a subset of questions that enables organizations to assess whether a job candidate, if hired, will boost engagement levels. This engagement selecting approach will help hiring managers find candidates who have more potential to drive engagement in the workplace. Selecting for Engagement 4 Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. What the World’s Best Organizations Do Differently Gallup drives organizations to systematically improve employee engagement using proven interventions at the local and enterprise level. Beyond setting the proper strategy, interventions include finding the right performance metrics that drive accountability, creating a comprehensive communication strategy, and designing development opportunities for every employee, manager, and leader. While partnering with many of the world’s best organizations, Gallup has observed that world-class organizations make employee engagement a priority by focusing on the following: Strategy World-class organizations develop a formula for success by looking objectively and rigorously at the business problems they face and by focusing on finding the right employees and keeping them engaged. For these organizations, an employee engagement strategy is not only fundamental to the way they do business, it is critical to their success. Accountabil ity and Performance The top-driven companies focus on outcomes. They define and rigorously measure success at every level in the organization. These measurements ultimately help focus each person, team, department, and business unit on driving performance and results. Communication Within the best performing organizations there is a cultural alignment between the employees and the company, paired with a strategic alignment between activities and company goals. These organizations use their corporate communication touchpoints to reinforce their commitments to employees and customers. Development As the struggle for talent intensifies, organizations face a continual challenge to build and grow their leadership capacity. The world’s top-performing companies have comprehensive leader and manager development programs, but they also go one step further — these programs are performance-driven and incorporate a comprehensive succession plan throughout the organization. They make it a priority to not only identify leadership potential, but also to focus intently on the creation of developmental paths for current and future managers and leaders. †¢ †¢ †¢ Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. 5 Proven Return on Investment Increasing employee engagement directly correlates with a positive effect on key business metrics. A partnership with Gallup enables your organization to design, implement, and execute an employee engagement strategy, and at the same time, your organization will have concrete evidence of the effect of this strategy on the bottom line. Gallup’s proof of ROI goes beyond the case study level. By continually validating the effect of increasing employee engagement through meta-analyses and business impact studies, Gallup can observe ROI trends across hundreds of clients. The observed net gain in key business outcomes for business units that grow employee engagement is a direct link to ROI. Typical Net Gain at the Organizational Level 8. 0% 7. 0% 6. 0% 5. 0% 4. 0% 3. 0% 2. 0% 1. 0% 0. 0% Median Growth in Engagement (. 15 GrandMean) m A Tu r Think about the cost to replace an employee, attract a new, loyal customer, or pay workers’ compensation. Using quick and simple math with the net gain values provided, your organization can begin to model the ROI it is capable of attaining. 6 Tu r Pa t Pr od er uc tiv ity Pr o? ta bi lit y Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. h y et af Q ge ow ty eis ka -H fe -L ua lit C ig te rin Sa tS en ve r ve r no no ien bs Sh us to y Performance Optimizationâ„ ¢: Managing the Employee-Customer Encounter Taking employee engagement one step further, Gallup’s Performance Optimization approach offers an innovative, research-based approach to one of the toughest challenges businesses face t oday: how to drive success by effectively managing the moments when employees interact with customers. This approach brings employee and customer engagement on to a single management platform. It combines a proven method for assessing the health of the employee-customer encounter with a disciplined process for improving it. Gallup is unique in its ability to design and execute this aligned approach because our expertise and global capability in marketplace consulting practices is as deep as our expertise and global capability in workplace consulting practices. e Impact of Performance Optimization HIGH TM CE11 CUSTOMER ENGAGEMENT Boost 70% 240% Boost 1. (Baseline) LOW LOW Boost HIGH 70% Q12 EMPLOYEE ENGAGEMENT Our meta-analysis of engagement and financial performance in companies across multiple industries reveals that business units that score above our database median on customer and employee engagement significantly outperform units that rank in the bottom half on both measures. Organizations employing Performance Optimization principles have outperformed their competitors by 26% in gross margin and 85% in sales growth. Their customers buy more, spend more, return more often, and stay longer. Blending strategic analysis with hands-on, practical steps and advice, Performance Optimization changes how leaders view their work, their employees, and their customers. Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. 7 Gallup’s Global Reach Gallup’s 2,000 professionals deliver services at client organizations and from 40 offices around the world. Benchmarking World-Class Organizations Gallup maintains the world’s most comprehensive historical and comparative employee engagement databases. The historical database contains data collected in 67 languages from more than 17 million respondents in 175 countries worldwide. Gallup updates the comparative database annually, which enables clients to benchmark their organization’s employee engagement levels against the most recent data Gallup collects from around the world. Gallup’s most recent database, covering the past three years, includes data collected from more than 6. million employees representing more than 815,000 workgroups in 16 major industries and more than 70 sub-industries in 170 countries worldwide. Gallup understands the importance of timely data and relevant comparisons in the competitive landscape of today’s fast-paced marketplace. As a result, your organization can compare its engagement data with Gallup’s global, world-class, industry-specific, or custom database segments. Change That Drives Outcomes Transformation does not occur instantaneously. It takes a lot of energy and effort to initiate change, and it takes even more energy to build on that momentum. It takes focused attention to drive engagement. A partnership with Gallup will help your organization influence and inspire engagement by building a â€Å"people† strategy that holds people accountable for performance, aligns communication, and builds development opportunities for leaders, managers, and frontline employees, giving your organization a competitive edge. 8 Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. Copyright  © 2008, 2010 Gallup, Inc. All rights reserved. 9 â€Å"Best Buy has already had success in connecting improved employee-engagement scores to store performance: it found that for every 10th of a point it boosted the former, its stores saw a $100,000 increase in operating income.

Personal Values and Ethical Standards

Ethical codes determine a person’s outlook on right and wrong. It influences their interactions with people (Williams, 2011). Personal ethics and professional ethics may differ each influences the other, and sway the workplace environment (Williams, 2011). Companies want their corporate traditions to have a sense of ethical responsibility (Williams, 2011). Frequently, professional ethics covers the same principles of personal ethics, for example honesty, and fairness (Williams, 2011). These principles may also extend to company loyalty (Williams, 2011). Responsibilities Personal ethical responsibilities mainly include people closest to you, for example your family, friends or neighbors, requiring family responsibilities before job responsibilities (Williams, 2011). Professional ethical responsibilities are more diverse and wide-ranging for example, not discussing a patient's history, and putting a person's well being first (Williams, 2011). Professional ethics requires reporting any suspicious or harmful activity, for example if a teacher suspects a student is experiencing abuse or neglect (Williams, 2011). Codes for Personal Values As a human service professional, my values, and morals are set high. My peers and clients look up to my decisions. This is why I relate to of the National Association of Social Workers Ethical Codes, which are 1. 01 Commitment to Clients and 1. 02 Self Determination. Code 1. 01 states, a social workers’ main responsibility is promoting the well ­being of clients (NASW, 2008). Code 1. 02 states, social workers are to respect and promote the rights of clients to have self determination by assist clients in efforts to identify and explain goals (NASW, 2008). Ethical Dilemmas Influences Personal ethics mainly depend on a person's life relationships, for example, what he or she learns from their parents, teachers, and religion (Williams, 2011). People are also influenced by the experiences from childhood dilemmas, for example lying, cheating, or violence (Williams, 2011). Professional ethics is founded on the principles of a profession (Williams, 2011). A person may be legally required to obey ethical principles, such as confidentiality, in the case of doctors or lawyers (Williams, 2011). ? ? Practice and Personal If a social worker suspects that a child is abused, it is their professional responsibility to make any determination about the matter for the protection of a child (NASW, 2011). This is an ethical dilemma that I will not have a problem reporting. I know that some people my hesitant because they feel they maybe tearing apart a family, but I know that I will be protecting a life. Child Abuse Each state has child abuse laws that vow the protection for a child who is abused, mistreated, or neglected. Although each state agrees the protection of a child, each state may handle the reports differently, or how the accused will be fined or jailed. For instance, an individual who lives in the state of Mississippi can remain anonymous when reporting a child abuse reports (MDHS, 2011), but in the state of Texas remaining anonymous is not encouraged (Texas Department of Family Services, 2011). Each state has established that an individual under the age of 18 is considered a child. Arizona’s law states that a child does not have to show any signs of injury when reporting a child abuse case, but this could be interpreted for of verbal abuse (About, 2011). In the state of Mississippi verbal abuse is a sign of abuse (MDHS, 2011). When a case is not reported in Texas it is a Class B Misdemeanor with a fine of $2000, and a possibility of 180 days in prison (ATPE, 2010). If a case is not reported in Mississippi, and the person is found guilty the fine is up to $5000, and the jail time could be up to one year (MDHS, 2011). Arizona and Georgia violation of child abuse laws is considered a misdemeanor if there is failure to report indication of child abuse (Child Abuse Law, 2011). The above states each have different aspects of what constitutes abuse, but all compare that any sign of bodily harm is a sign of child use. Practice and Conflict According to Code 1. 01, it is the responsibility of the Social Worker to promote the well being of their clients (NASW, 2011). Certain professions require people to be objective and impartial, which may conflict with a person’s ethics, such as compassion, and willingness. Individuals find separating their personal and professional ethics helps (Williams, 2011). Some opinions are very personal and may need to be set-aside to do my job (Williams, 2011). Handling spousal abuse is an area that will be personal that I may have a hard time separating out my personal and professional views and values. My problem is that you cannot help someone that does not want to be helped. Spouse Abuse Domestic violence and spousal abuse come in different forms. Whether it is physical, mental, or verbal abuse a person can be assaulted, stalked, sexually taken advantage of, or harassed. Each state has standards surrounding domestic violence and spousal abuse. Spousal abuse is a serious crime and needs to be addressed by law enforcement along with the courts, so victims are protected. Procedures help prompt an effective response to any domestic violence case. Chief Law enforcement officers are responsible for procedures used and are responsible to conform to standards (Supreme Court of New Jersey Attorney General of the State of New Jersey, 2008). Comparing New Jersey, Texas, Arizona, and Georgia each seem to have the laws toward domestic violence. One issue that the state of Arizona addresses differently from the other states was that Arizona has many laws to protect the victim’s service providers, such as testimonial privileges, evidentiary privileges, nondisclosure laws, confidentiality of communications. Statutory law, common law, Case Law, Regulation, outlines these. Ethical Standards and General Principles Professional ethics is the center of social work, and profession has an obligation to express basic values, ethical principles, and ethical standards (NASW, 2011). The NASW Code of Ethics has set values, principles, and standards to guide social workers’ manner. The Code is appropriate to all social workers and social work students (NASW, 2011). The use of psychological tests in the courtroom 1. 07 Privacy and Confidentiality j) Social workers are required to protect the confidentiality of clients during legal proceedings to the full extent of the law (NASW, 2011). When a court of law orders social workers to disclose confidential information without a client’s consent the social worker should request that the court maintain the records, so they are unavailable for public inspection (NASW, 2011). Ethical Principle Social workers pursue social change for vulnerable i ndividuals, and are focused on issues of poverty, unemployment, discrimination, and other forms of social injustice (NASW, 2011). Social workers attempt to guarantee access to needed information, services, resources, equality of opportunity, and meaningful participation in decision making for all people (NASW, 2011). The lie detector 1. 16 Termination of Services (b) Social workers need take reasonable steps to avoid abandoning their clients who still need of services (NASW, 2011). Social workers need to assist in making appropriate arrangements for continuation of services (NASW, 2011). Ethical Principle? Social workers are continually attentive their profession’s mission, values, ethical principles, and ethical standards (NASW, 2011). Social workers proceed honestly and responsibly while promoting ethical practices within the organizations they are affiliated (NASW, 2011). Boundaries of competence 1. 04 Competence (a) Social workers provide services and represent themselves as competent within the boundaries of their education, training, license, certification, consultation received, supervised experience, or other relevant professional experience (NASW, 2011). Ethical Principle Social workers elevate service to others above themselves (NASW, 2011). Social workers rely on their knowledge, values, and skills to help others in need; along with addressing social problems (NASW, 2011). Social workers are asked to volunteer their professional skills with no expectation of financial return (NASW, 2011). Integrity Ethical Principle Social workers are continually attentive their profession’s mission, values, ethical principles, and ethical standards (NASW, 2011). Social workers proceed honestly and responsibly while promoting ethical practices within the organizations they are affiliated (NASW, 2011). 1. 6 Conflicts of Interest (a) Social workers need be aware and avoid conflicts of interest that may interfere with the implement of professional judgment and impartial judgment (NASW, 2011). Social workers need to inform clients when a real or potential conflict of interest arises, so the take the logical steps to solve the issue in a manner that makes the clients’ interests first and protects clients’ interests to th e highest extent possible (NASW, 2011). In protecting a clients’ interests may require termination of services with a referral of the client (NASW, 2011). b) Social workers need not to take advantage of a professional relationship to further their personal, religious, political, or business interests (NASW, 2011). Sexual harassment Ethical Principle? Social workers need to treat every person with a caring and respectful attitude, which is mindful of individual differences, cultural, and ethnic diversity (NASW, 2011). Social workers should promote clients’ socially responsible through self determination (NASW, 2011). Social workers may seek to enhance a client’s ability and opportunity to change through addressing their needs (NASW, 2011). . 11 Sexual Harassment Social workers cannot sexually harass clients, which includes sexual advances, sexual solicitation, requests for sexual favors, and other verbal, or physical conduct of a sexual nature (NASW, 2011). Human differences 1. 15 Interruption of Services Social workers need to make a reasonable effort to ensure stability of services in the event that services are interrupted because of unavailability, relocation, illness, disability, or death (NASW, 2011). Ethical Principle Social workers need to understand that relationships among people are an important opportunity for change (NASW, 2011). Social workers who engage people as partners are helping process (NASW, 2011). Social workers who seek to strengthen relationships among people are helping by promote, restore, maintain, and enhance the well ­being of individuals, families, social groups, organizations, and communities (NASW, 2011). The legal definition of insanity Ethical Principle Social workers who continually strive to increase their professional knowledge and skills are applying them in practice by contributing to the knowledge of the profession (NASW, 2011). 1. 14 Clients Who Lack Decision Making Capacity Social workers acting on the behalf of clients, who lack the capacity to make informed decisions, are helping by taking the reasonable steps to protection the interests and rights of those clients (NASW, 2011). Conclusion The ethical decision making process helps in instances which a social worker does not have simple answers available to solve complicated ethical issues (NASW, 2011). Social workers need to take into consideration all the values, principles, and standards relevant to any situation, in which ethical judgment are necessary (NASW, 2011). A social worker’s decisions and actions need to be reliable with the character, and the letter of the Code of Ethics (NASW, 2011). References Arizona Coalition Against Violence. (2003, August). Confidentiality For Domestic Violence Service Providers In Arizona Under Federal And State Law, from http://www. delapointe. net/diannepost/docs/confidentiality_manual. df Association of Texas Professional Educators. (2010). Child Abuse Reporting In Texas, from http://www. atpe. org/protection/YourStudentsAndParents/childabuse. asp Authority of the Supreme Court of New Jersey and the Attorney General of the State of New Jersey. (2008, October). State of New Jersey Domestic Violence Procedures Manual, from http://www. judiciary. state. nj. us/family/dvprcman. pdf Child Abuse Laws. (2011), from http://law. jrank. org/page s/11836/Child-Abuse. html Georgia Department of Human Services. (2011). Child Support Services, from http://ocse. dhr. georgia. gov/portal/site/DHS-OCSE/ Find Law. (2011). Georgia Child Abuse Laws, from http://law. findlaw. com/state-laws/child- abuse/georgia Mandatory Reporting Rules. (2009), from http://www. state. nj. us/ooie/helpful/mandatoryreportingdescript. html Mississippi Department of Human Services. (2011). Division of Family & Children's Services, from http://www. mdhs. state. ms. us/fcs_prot. html National Association of Social Workers. (2008). Code of Ethics of the National Association of Social Workers, from http://www. ocialworkers. org/pubs/code/code. asp State of Texas Office of Court Administration. (2011, September). The Texas Family Violence Bench Book, from http://www. courts. state. tx. us/pubs/Manuals/judges/DomesticViolenceBenchBook. pdf Williams, E. (2011, January 19). Personal vs. Professional Ethics, from http://www. ehow. com/info_7820090_personal-vs-professional-ethics. html Women's Law. (2011, August 24). Georgia Statutes, from http://www. womenslaw. org/statutes_detail. php? statute_id=1219#statute-top

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