Compares essay Example | Topics and Well Written Essays - 500 words - 1

Compares - Essay Example e actually grouped into three’s to dramatically focus on Jesus at the center, in a triumvirate melancholic position, appropriately manifesting the solemnity of the supper, in conjunction with the anticipated passion and suffering to come. The colors were actually matte and nothing glaring or domineering exists in the painting. Judas, the betrayer, was included with the twelve, so viewers who are familiar with Jesus life and story would strain to determine who among them would betray Jesus. Da Vinci’s Last Supper is more solemn, more remorse, despite the depicted movements of the disciples all seated with Jesus. There is balance in the whole painting, with Jesus at the center; there appears to be exactly four panels on the left and right walls of the room, and the three windows at the back diametrically positions Jesus at the center. When viewed together with Tintoretto’s own interpretation of The Last Supper, one’s own contention is that Da Vinci’s work is more sublime, formal, with a uniform structure in style manifesting balance and harmony in figures. Tintoretto’s depiction of the painting was more dramatic manifesting dynamic movements of the disciples, with predominantly more participants in terms of other observants, in addition to the 12 disciples. The latter’s paintings contain heavenly figures in the form of angels and Jesus, with halo, in radiant splendor, in complete contrast to the basically dark background. There appears no balance as there is more light on the left portion of the painting illuminating from Jesus’ halo, in stark contrast to the right dark side. Further, Judas, the betrayer, was positioned in the darkness to manifest the tragedy of his actions and be interpreted as being away from the light. There are similarities in Da Vinci’s and Tintoretto’s The Last Supper in terms of theme, subject, and context. Otherwise, all other elements contain disparities: in medium, in dimensions (Da Vinci’s painting was larger), in

Person Centred Model Of Counselling Psychology Essay

Person Centred Model Of Counselling Psychology Essay Carl Rogers an influential American psychologist, one of the many theorists although, arguable the most leading figure whom founded humanistic psychology and established the person centred approach (Charleson, 2011). The term person centred arose from the perceptions clients were and are treated as the reality (Colledge, 2002). Rogers view was that there are as many different realities as there are people within the world. Rogers rejected the deterministic nature of the psychoanalysis and the behaviourists view to counselling (McLeod, 2008) and the approach is as it claims to be person centred, thus meaning that the person centred counselling is the non directive approach of the counsellor. According to Wilkins (2010), the client directs the session as they themselves are said to be the expert on their experiences. Rogers also stated that for successful therapy to be achieved there were six necessary conditions, three of them Rogers termed as the core conditions that relate to the attitude of the counsellor and the modus operandi. The three core conditions are that the counsellor is empathetic, has unconditional positive regard for the client and congruence between the self and the organisms. I will discuss the three core conditions in more detail further on within my reflective piece of work. (reference) However, the theoretical assumption to person centred counselling started with the belief that both the counsellor and client are trustworthy (Colledge, 2002) and every individual have the innate potential to actualise. Rogers draw upon this term of actualising from Maslows hierarchy of needs, formulated his ideas of the person centred approach, and termed it the self-actualisation of a person, as previously mentioned Rogers believed that all individuals have the potential to self- actualise provided the right conditions are present (Mearns, Thorne, 2010). Another point which Colledge (2002) stated was that the foundation to Rogers theory of the frame of reference is subjective or perceptual, which leads me onto the next point regarding this skill of a counsellor. The frame of reference is a fundamental skill to counselling, which I believe means I feel what the client feels and experience what the client experiences and I perceive the situation as they perceive it. As I think of a clients frame of reference, I am reminded of a particular sentence that I would like to share, as I find it a mystical way to explain the meaning to the frame of reference for myself. It was a particular sentence within a Mearns and Thorne book (2000, p.55) that stated the possible depth to people and their way of being as an Invisible dance of communication between the therapist and the client. In a sense, this sentence could possibly describe one particular practice session that stands out within my mind. I was the counsellor with one of my peer members within our trios group, I felt completely within her moment, I was within her frame of reference, and we were in the invisible dance of communication described by Mearns and Thorne. However, I am aware that this could possibly be down to the fact that we have a relationship that is established, the words I was hearing were in context, and I do have more knowledge of her (Tolan, 2012) character and personality. She explained how she would approach a problem, and I visualized her actions, but unfortunately, I did not share my visualisation or voice this with her. In reflecting on this, I am not entirely sure what core conditions I could use to describe this other than being with her in the moment. Locus of evaluation could be either external or internal. The external locus of evaluation is described as, the thoughts and opinions of external people in the way they want you to live your life (Gladding, 2011) or alternatively through the conditions of worth that was placed on you from childhood. On the other hand, with the internal locus of evaluation, you live your life within your rules and in charge of your own thoughts and opinions. Time boundaries or time keeping are with no doubt the parameters or guidelines that govern a working relationship between the client and counsellor (Hough, 2010) and I realise that time keeping is essential and it is good practice when I am a trained counsellor or hope to be. If I cannot be reliable on my course, how can the clients rely upon me? I was reading the written work of Spurling (2004) when I came across a paragraph, which explains beautifully the importance of time boundaries and the process of counselling, This process is about change and the rate or pattern of change cannot be predicted in advance, as it is the outcome of the interchange between counsellor and client, and the unpredictability of the counselling therefore needs predictability in the structure of the setting in order to be sustained (Spurling, 2004, p.29). I understand this and realise the importance to the time boundaries within a counselling session and the ability to adhere to it. As mentioned previously there are three core conditions for successful therapy to be achieved which relate to the counsellors attitude. It is, without hesitation that a counsellor needs to have the core conditions that Carl Rogers outlines (Gladding, 2011) within his person centred model of the Counselling theory. These include Empathy, Congruence, and unconditional positive regard (UPR) towards the client. These core conditions I believe are necessary for counselling to be effective for the client and for client progression into a fully functioning person, that is, a person whom uses their ability to the fullest extent possible (Gladding, 2011). However, according to Gladding (2011), there are two levels of empathy. One is described primary empathy, the other is advanced empathy, and the two levels are defined differently. However, I will only be referring to the primary level of empathy within this piece of work, as I am only within the first semester of my degree. I do not believe I can or I am able to convey the advanced level of empathy at this stage, as I would only be able to demonstrate this advanced stage as I progress within the remaining years of my degree. Empathy as defined by Gladding (2011) is a counsellors ability to effectively, reflect back to the client their feelings, thoughts and to be within the clients frame of reference concerning the situation or point of view that the client may perceive as being current. Empathy one of the necessary and sufficient conditions for change (McMillian, 2004, p.53) with congruence and unconditional positive regard (UPR) or simply known as the acceptance of a clients position or point of view. The core conditions of the person centred approach will be addressed further on in my reflective essay within the person centred approach to counselling. It is my belief that we are encouraged to use primary empathetic responses by the skills of clarification, paraphrasing and reflecting the clients feelings back to them. Although as I began practicing the role of a counsellor, I felt that at times I was parroting words that my peers had said, reflecting back on these sessions, I now know that in some instances the words only hold part of the meaning and do not fully express the deeper feelings. I have realised this and I am endeavouring to try listening more vigilantly to the clients tone of voice or any hesitations, and to be aware of the clients body language as all these factors can convey a deeper meaning than words can. However, Gladding (2011) goes on further to define empathy or conveying empathy as being able to put myself in the clients situation with their perception and emotion but remaining objective, this definition from Gladding appears to be very similar to the core condition of UPR. I believe that in everyday life I am empathetic towards people and suspend my own personal judgement and opinions, which, in the person centred approach are highly important for any client to form a trusting relationship and encourages them to self-explore on a deeper level. This point is closely intertwined with Carl Rogerss core conditions of UPR and congruence. Unconditional positive regard is one of the core conditions I find quite easy to demonstrate within the practice session with my peers. This I believe is one of my qualities that I possess. I am not a person without defence barriers, behaviours, or reactions that can be perceived by others as inconsiderate and perhaps foolish at times. I am also able to accept that I make mistakes but I am not afraid to admit them, so I accept people, as I would like them to be acceptant of me. However, as much as I would like to believe that I am a non-judgemental person, there could quite possible be a time I am faced with a client or situation that I cannot accept. I am positive that the Personal development on the degree will help me to address my own fears and unresolved issue so my ability on offering the core condition of UPR is increased which enables my clients or prospective clients to achieve constructive change. According to Rogers, (1959, p.208) UPR seems effective in bringing about change within the client. It is my understanding that congruence is being truthful and honest, however, Rogers states in his six necessary and sufficient conditions for therapeutic change that the role of congruence must be within the therapist or integrated into the relationship. Rogers (1959) also linked congruence to the other core conditions of empathy and UPR, he stated that for therapy to occur within the therapeutic relationship the wholeness of counsellor needs to be primary, but part of congruence must be the experience of myself and the client would need to experience empathy, congruence, and UPR. As a counsellor, I believe it will be difficult for me not to ask questions on a regular basis. This weakness will be a target for me to achieve, and to only ask questions when appropriate, also as it is person centred counselling it is a practice of non directive approach to therapy and asking questions could possible direct the client. The client could also perceive some questions as being oppressive and insinuating that they should feel or think in a specific way, in other words, I could unintentionally impose more conditions of worth onto the client. The asking of questions I believe will be a challenge; however, I do understand, that questions may be asked of the client but only when it is appropriate to do so and to approach asking any questions in a thoughtful and non-judgemental way. Challenge Silence To conclude, Rogers person centred theory seems quite simple however, it appears to be difficult for me at this early stage to demonstrate certain core conditions within the practice sessions but I will endeavour to achieve and be the best that I can be. Although, I am quite comfortable with the theory and deep respect for Rogers theory, I am however looking forward to learning more about the different approaches to counselling, for example, cognitive behaviour and the gestalt approach. I am intrigued to find out how they differ and compare them to the person centred approach. Words 1868 / 2000

Last Of The Mohicans Essay -- essays research papers

The book begins in the middle of the French and Indian War in upper New York State near the Hudson River and Lake Chaplain. General Webb has just gotten word from an Indian that Moncalm and the French are going to attack Fort William Henry and that Colonel Munro will not be ale to keep the fort because he only has one thousand men and that he (Webb) needs to send reinforcements immediately. Upon hearing this, he ordered fifteen hundred men to be ready to march at dawn and has Cora and Alice Munro sent to their father at Fort William Henry accompanied by Major Duncan Heyward on horseback. They went along an Indian path which was to get them to Fort William Henry faster and they were lead by an Indian runner, from the time they left Fort Edward the two sisters were suspicious of their Indian Guide, Le Renard Subtil. A little while into their trip, they meet the singing master David Gamut who asked to accompany them to Fort William Henry. Not to far away in the same forest, were an Indian and a White man talking about their race’s existence in the "New World." The Indian was Chingachgook, the chief of the Mohicans, and the White man, Hawkeye; this was the name given to him by the Indians. They talk for a while and then decide to eat. Uncas kills them something for dinner and shortly after, The Party on it’s way to Fort William Henry runs into them along the path. They stop for a while and talk and then ask for directions to Fort William Henry. Hawkeye is suspicious of their guide and ask to see him to find out if he is an Iroquois, Hawkeye looks and discovers he is. Learning this, Duncan goes to keep their guide there so that Chingachgook and Uncas can do something about him. As Duncan was staling, Chingachgook and Uncas jumped out of the foliage and accidentally chased him away. They chase after him for a while and wound him but in the end, he is to fast for them and they return to Duncan and his party. Feeling that they were still not safe, Hawkeye offers to help them at no cost. They boarded Hawkeye’s canoe and they head for safety. Chingachgook and Uncas offered to lead the horses up stream to where the others were going by canoe. They go to and island at the foot of Glenn’s Falls for safety. Once everyone was one the island torches were lit and they went down into a cavern. At the break of dawn, the Iroquois began their attack. The attack laste... ...uois and when that time came, they went to rescue Cora. They find out that Cora has been hidden in a cave on the side of a mountain so that’s where they go. The Iroquois chief and two of his braves try to fight off Hawkeye, Duncan, and Uncas. The chief uses Cora as a shield. The chief then pulled out a knife and asked Cora if she wanted to die or be his wife. She didn’t answer so he killed her. Uncas froze in horror and the chief took this opportunity and killed him too. The chief then ran up the mountain. Hawkeye stopped and aimed his rifle at the murderer. Having gotten a good deal above Hawkeye and Heyward now the chief pushed a large rock down towards them from above and then attempted to jump to a ledge where he could not be reached. As he jumped, he fell short of his target and just managed to grab hold of a bush growing from the side of the mountain. Seeing this opportunity Hawkeye shot him and the chief fell to his death. There was a lot of mourning over Cor a’s and Uncas’ death and there were funerals for both of them. For many years afterward, Hawkeye and Chingachgook prowled the forest together and never forgot the ties of brotherhood that had taken root on Uncas’ grave.

Toyota Motor Manufacturing Usa – Seat Problem

1. As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? Why? The two major causes of seat defects originate with KFS, relating to material flaws and missing parts. The seat bolster issue is a distant third. As KFS is the responsible party the situation needs to be addressed at their site. Using the traditional TMC first principle of ‘let’s go see it’ and then converge on the Five Why’s, Doug should visit KFS and inspect the manufacturing and QC process. By focusing on uncovering issues at the source of the seats, it is likely there will be fewer problems at the TMM plant. The focus on QC at KFS could potentially eliminate 113 of the 138 problems reported between 14-30 April, 1992. In the short term, address the immediate issue of the backlog by reconciling orders with KFS to ensure the backlog is cleared. This would require little resource and be a quick win. 2. What options exist? What would you recommend? Why? Simplifying the seats could reduce the problem since product proliferation appears to added complexity to KFS manufacturing process, though it’s unlikely that the designers will take this feedback as welcome given similar issues are not faced at the Japanese plant. Redesigning the seat or replacing easily broken parts could reduce breakage and installation issues, while training the staff to be more careful with installation, or the KFS staff with assembly, may also be an option. Replacing the supplier would be a high-risk option that would only be explored if the issues at KFS were so irreversible that TMM had no other choice. While all of these options may potentially address part of the issue, improving the QC process and then working backwards from there into the assembly and manufacture at KFS will ultimately have the greatest single impact on production efficiency. 3. Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production System? One of the major underlying principles of TPS was building in quality on the line. The reporting of defects at the seat assembly point did not appear to be consistent and was only uncovered by interviewing team leaders on the factory floor. In addition, cars were reported as defective yet continued down the assembly line until completion, where they were taken off-line to wait for a replacement seat. Nowhere else on the line were cars removed due to defect: team leaders or production managers were responsible for resolving issues while still in the assembly line. The reasons for doing so appeared rational, since the car could be finished with a defective seat, seats needed to be ordered from KFS and stopping the line for such a lengthy period would have decreased productivity. One flaw in the process was that there were flaws that could be rectified in the Code 1 clinic. These flaws could have been dealt with while on the assembly line and thus reduced the burden in the clinic, while raising awareness of common defects and their source earlier in the process. The clinic did not appear to have the same reporting responsibilities as the assembly line since management were not aware of the main causes of the defects. 4. What is the real problem facing Doug Friesen? Process and feedback management problems at TMM and quality control management issues at KFS were the underlying reasons for the seat problems. Moreover, the ‘jidoka’ process had been bypassed in the seat installation process, exposing a potential weakness in the production line. Doug should implement an in-line attempt at fixing seat problems prior to the referral to the Code 1 Clinic. Regular feedback from the clinic as well as the assembly line would improve information transparency and identify the source of defects for management at the earliest point in the process. Finally, the same processes should be adopted at KFS and QC strengthened considerably to avoid the delivery of defective seats as much as possible. Since this is a critical path to seat delivery, no seats should pass to TMM without a thorough QC test at KFS.

Can and Should Culture Be Managed Essay

Organizational culture is defined as collective behavior that consists of artifacts, exposed values and basic assumptions (Schein 1997). From this definition, three levels of organizational culture are derived. The first level is artifacts or tangible elements to the organization which comprises of the architecture, technology, products, furniture, style, dress code and language. It is recognizable when visibly observed but does not reflect the organizational culture. The second level is in the exposed values or beliefs that employees express in organization which includes the mission statement, customer service and loyalty. This behavior can be studied by using surveys and discussion to gather attitudes of the organizations’ members. The third level is the basic assumption which is the most important level as it shapes the organization’s view and decision making. The norms or the unspoken rule exists without the awareness of the members which cannot be observed or surveyed and therefore it is difficult to draw out this characteristic By understanding the definition of culture, there are two sides of the argument on whether the culture can be managed (mainstream perspective) and whether culture is something that an organization is that cannot be managed (critical alternative). (Brewis, J ch. 9). In the mainstream perspective it shows that the management is able to change its culture, which often referred to as cultural engineering (Jackson and Carter, 2000, p. 27-28) and a clear example is shown in the case study of British Airways, 1982-1996 (Brewis, J ch. 9 p349). The merged between British Overseas Airways Corporation (BOAC) and British European Airways (BEA) caused a clash of culture and internal conflicts. The BOAC offers services for higher class passengers whereas BEA is for lower class passengers i. e. Tradesmen. Due to the clash of different classes of services, there is an internal conflict in the management culture which resulted disastrously and sales are declined.

Increasing, Decreasing, and Constant Returns to Scale

Increasing, Decreasing, and Constant Returns to Scale The term returns to scale  refers to how well a business or company is producing its products. It tries to pinpoint increased production in relation to factors that contribute to production over a period of time. Most production functions include both labor and capital as factors. How can you tell if a function is increasing returns to scale, decreasing returns to scale, or having no effect on returns to scale? The three definitions below explain what happens when you increase all production inputs by a multiplier. Multipliers For illustrative purposes, well call the multiplier m. Suppose our inputs are capital and labor, and we double each of these (m 2). We want to know if our output will more than double, less than double, or exactly double. This leads to the following definitions: Increasing Returns to Scale: When our inputs are increased by m, our output increases by more than m.Constant Returns to Scale: When our inputs are increased by m, our output increases by exactly m.Decreasing Returns to Scale: When our inputs are increased by m, our output increases by less than m. The multiplier must always be positive and greater than one because our goal is to look at what happens when we increase production. An m of 1.1 indicates that weve increased our inputs by 0.10 or 10 percent. An m of 3 indicates that weve tripled the inputs. Three Examples of Economic Scale Now lets look at a few production functions and see if we have increasing, decreasing, or constant returns to scale. Some textbooks use Q for quantity in the production function, and others use Y for output. These differences dont change the analysis, so use whichever your professor requires. Q 2K 3L: To determine the returns to scale, we will begin by increasing both K and L by m. Then we will create a new production function Q’. We will compare Q’ to Q.Q’ 2(K*m) 3(L*m) 2*K*m 3*L*m m(2*K 3*L) m*QAfter factoring, we can replace (2*K 3*L) with Q, as we were given that from the start. Since Q’ m*Q we note that by increasing all of our inputs by the multiplier m weve increased production by exactly m. As a result, we have constant returns to scale.Q.5KL: Again, we increase both K and L by m and create a new production function. Q’ .5(K*m)*(L*m) .5*K*L*m2 Q * m2Since m 1, then m2 m. Our new production has increased by more than m, so we have increasing returns to scale.QK0.3L0.2: Again, we increase both K and L by m and create a new production function. Q’ (K*m)0.3(L*m)0.2 K0.3L0.2m0.5 Q* m0.5Because m 1, then m0.5 m, our new production has increased by less than m, so we have decreasing returns to scale. Although there are other ways to determine  whether a production function is increasing returns to scale, decreasing returns to scale, or generating constant returns to scale, this way is the fastest and easiest. By using the m multiplier and simple algebra, we can quickly solve economic scale questions. Remember that even though people often think about returns to scale and economies of scale as interchangeable, they are different. Returns to scale only consider production efficiency, while economies of scale explicitly consider cost.

The Skills That Will Get You Hired in Administration [Infographic]

The Skills That Will Get You Hired in Administration [Infographic] Todays administration requires many skills.  If youre looking to get hired   in administration and one of its many fields, then here is some important information you need to know.Weve compiled an infographic detailing important skills that you need in order to be hired as a administrative professional.  Check it out below: