Making space for embedded knowledge in global mental health: a role for social work

The ‘Global Mental Health’ (GMH) movement, an influential driver of transnational knowledge transfer in the field of mental health, advocates evidence-based strategies to ‘scale up’ services in low- and middle-income countries. As with debates on global and local frameworks for social work, there are concerns about marginalisation of knowledge that does not neatly fit the GMH discourse. This article analyses the professional and disciplinary structures that shape knowledge transfer in GMH and the implications for social work's engagement with the movement. Analysis of key documents and secondary literature identifies three key issues for GMH: its potentially negative impact on ‘local’ knowledge production; the challenges of accounting for culture and context; and the selective forms of evidence that are ‘allowed’ to contribute to GMH. Finding ways to encompass more ‘situated’ perspectives could reshape GMH in accord with its aspirations for participation by a wider range of stakeholders. Social work's values-based commitment to rights and empowerment, emphasis on embedded knowledge emerging from close links with practice, and theoretical engagement with social, cultural and political context, enable the profession to contribute significantly to this task. Such engagement would bring improvements in care for those suffering from mental health disorders, their families and communities

Organisation Change Plan

[Excerpt] The vision of the program is the establishment of a capability within the organisation to attract, recruit, on-board and sustain talent from people on the autism spectrum. Why is this important? As we know we are in a war for talent to fuel our organisation with capability and innovation to service our clients and future clients. Organisations such as DXC, JP Morgan Chase, Microsoft and SAP have commenced programs to reach into untapped talent pools

An Optimum Organisation

YesThe Ad Hoc Group (AHG) of the States Parties to the Biological and Toxin Weapons Convention (BTWC) have touched from time to time on the question of the organisation needed to implement the legally binding instrument being negotiated to strengthen the BTWC. Now that the work of the AHG has intensified with the fleshing out of a rolling text for the legally binding instrument, the nature of the organisation is receiving more and more attention as its size and cost are likely to influence the nature and effectiveness of the regime developed by the AHG. This Briefing Paper considers what can be learned from existing relevant organisations, notably the World Health Organisation (WHO) and its counterparts for animal and plant diseases (OIE and FAO), the United Nations Special Commission (UNSCOM) on Iraq and the Organization for the Prohibition of Chemical Weapons (OPCW). The developments thus far in the AHG deliberations are then addressed and some estimates are made for the optimum size and cost of a BTWC rganisation. It is emphasised that these estimates are necessarily broad as the actual size of the BTWC Organization will depend on the precise functions and responsibilities that it is given

The Elimination of All Forms of Forced or Compulsory Labor (2003)

A compilation of reports submitted by various countries to the ILO by the year 2002, describing labor conditions and relevant laws, specifically relating to forced or compulsory labor

Work Organisation and Innovation

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes

Implementing a human resource plan

This research involved evaluating the human resource management practices and processes within an organisation. The organisation is a well-established life sciences organisation located in New Zealand. The organisation manufactures an insert device which is sold to over 60 countries. The organisation has experienced significant changes, and these changes to the organisation are still in the process of being implemented. The organisation has a clear and focussed business strategy and human resource plan however, the plan has not been implemented. The changes to the organisation have affected the motivation of the employees, job insecurities with the restructuring of the organisation, and employees have experienced an inability to adapt and change. Communication from senior management was initially on a regular basis however, the communication is now less. An audit of human resource systems is recommended, to review current practices and to provide statistical data and information, to senior management to establish the motivation and engagement levels of all employees. The organisation adheres to strict compliance and regulatory guidelines. Therefore health and safety procedures and processes are established, employees are trained during induction and receive ongoing health and safety training. There are robust reporting systems in place for incidents and hazards, a no blame culture is encouraged and employees are comfortable reporting health and safety concerns. The management team support a positive health and safety culture and encourages continuous improvements. For the organisation to evolve its brand and to achieve its vision of attracting and retaining top talent, encouraging collaboration, communication and engaging employees, this report recommends, the human resource plan to be communicated to employees as soon as possible. Communication from senior management should be on a regular basis and results continually reinforced. Senior management should become more visible to the employees on the shop floor

Mental Health in the Workplace: Situation Analyses, Finland

[From Introduction] Mental health problems are among the most important contributors to the global burden of disease and disability. Of the ten leading causes of disability worldwide, five are psychiatric conditions: unipolar depression, alcohol use, bipolar affective disorder (manic depression), schizophrenia and obsessive-compulsive disorder. The burden of mental disorders on health and productivity throughout the world has long been profoundly underestimated.2 The impact of mental health problems in the workplace has serious consequences not only for the individuals whose lives are influenced either directly or indirectly, but also for enterprise productivity. Mental health problems strongly influence employee performance, rates of illnesses, absenteeism, accidents, and staff turnover. The workplace is an appropriate environment in which to educate and raise individuals\u27 awareness about mental health problems. For example, encouragement to promote good mental health practices, provide tools for recognition and early identification of the symptoms of problems, and establish links with local mental health services for referral and treatment can be offered. The need to demystify the topic and lift the taboos about the presence of mental health problems in the workplace while educating the working population regarding early recognition and treatment will benefit employers in terms of higher productivity and reduction in direct and in-direct costs. However, it must be recognised that some mental health problems need specific clinical care and monitoring, as well as special considerations for the integration or reintegration of the individual into the workforce

Elimination of All Forms of Forced or Compulsory Labor

A compilation of reports submitted by various countries to the ILO by the year 2000, describing labor conditions and relevant laws, specifically relating to forced or compulsory labor

Risk identification of events

The three-factors of risk identification, risk control, and health and safety play a significant role in every event in three different areas (pre, during and post event). This research examines the importance of three factors at an organisation. This research focuses on the methods used by the organisation to analyse and control risk by observing health and safety aspects in India. The techniques applied for this research are the primary research method and qualitative method. The study was conducted through an interview. One employee from the organisation was interviewed. The results show that the organisation uses different types of models such as the Goldblatt Event Management Process, Heron's model (Feedback using DESC model), Dewey's model (problem-solving method process) and Kotter's 8 step change model, to analyse the risk. In addition to this, the organisation also uses an applied implementation approach method to identify and control the risk. The research recommends the organisation to run a trial event before executing the function to determine the risk, and that they allocate a dedicated team to cover the health and safety aspect. The research concludes that an organisation manages the responsibility by using 3P's (Policy, Process and Procedure) method