Carl Rogers. Core Conditions Essay Example

Carl Rogers. Core Conditions Essay Example Carl Rogers. Core Conditions Paper Carl Rogers. Core Conditions Paper Carl Rogers. Core Conditions CARL ROGERS. CORE CONDITIONS. In this essay I will explore Carl Rogers core conditions and how these effect the personality change in a client using the Person Centred Approach. For clients beginning therapy the most important fact initially is the entry of a new person (the therapist) into their psychological environment. It is the building of this relationship between therapist and client, which will facilitate change in the client. This relationship is at the forefront of the therapeutic process. For this to occur it is necessary that these 6 conditions to exist. 1. That two persons are in psychological contact. 2. That the first person, whom we shall term the client, is in a state of incongruence, being vulnerable or anxious. 3. That the second person, whom we shall term the therapist, is congruent in the relationship. 4. That the therapist is experiencing unconditional positive regard toward the client. 5. That the therapist is experiencing an empathic understanding of the client?s internal frame of reference. 6. That the client perceives, at least to a minimal degree, Conditions 4 and 5, the unconditional positive regard of the therapist for him, and the empathic understanding of the therapist. Kirschenbaum and Henderson 1990:221. client, therapist, counsellor, conditions, own, regard, positive, feel, person, feelings, unconditional, very, rogers, relationship, being, therapy, empathy, core, acceptance, way, understanding, process, feeling, empathic, self, genuine, thoughts, first, experiencing, congruence, aware, therapeutic, felt, change, caring

Writing Contests Are Good Practice

Writing Contests Are Good Practice Writing Contests Are Good Practice Writing Contests Are Good Practice By Guest Author This is a guest post by Mary Hodges If you want to write for Daily Writing Tips check the guidelines here. There are some writers who wouldn’t dream of entering a writing competition. They consider such things beneath their dignity. I’ve even come across someone who refused to take part in competitions because â€Å"someone has to lose†. My response to this would be â€Å"someone has to win, and it might be you. But if you don’t enter, you certainly won’t win.† My own feeling is that writing for a competition is helpful for these reasons: You have to write to a word limit. You have a deadline to meet. You often have to write on a given topic. Even if your work is not among the winning entries you have a finished story article or poem that you can adapt for another market Writing competitions seem to be a growth area. A Google search for â€Å"writing competitions† came up with over a million hits! Prizemagic includes some interesting details about Michael Shenton and his book Stiff Competition based on his experience of entering competitions. The poetrykit site includes a link to story and other competitions and a warning to beware of scams. There are numerous print magazines with titles like Competitors’ Companion but these include only a few writing contests. They are mainly devoted to general consumer competitions where the entrants need to provide proof of purchase and concoct advertising slogans for particular products. Some points to remember when entering competitions: Always read the rules for entry carefully. State age, sex, ethnicity, place of birth or residence, and whether or not your work has been published. – I’ve seen all these used to restrict who is eligible to enter. Look carefully at the deadline. There’s no point in sending your work off too soon and making it unavailable for other uses any longer than necessary. Look for contests that give a clear date by which the winners will be notified. Once that date has passed, you know you can submit your work elsewhere or enter it in another competition, Note the prizes and the entry fees – if any. Remember, a bigger prize might attract more entries; you might have a better chance of winning in a smaller local comp. albeit with a smaller reward. Contests you can enter by email are to be preferred every time over those that require hard copy entries. Some ask you to send an S.A.E for an entry form, requiring wo lots of unnecessary postage. Look carefully at what the organizers say they will do with the non-winners. I’ve come across one contest where the entrants granted the organizers â€Å"a worldwide, irrevocable, perpetual license to feature any or all of the submissions in any of its publications†. Do you really want to give your work away when you might submit it to another publication or enter it for another contest? Keep a copy of your entry and a record of where you sent it. I should come clean and say I haven’t won lots of writing competitions. I seem to get to the runner-up stage quite often, but don’t make the big time. Of course prizes in writing competitions are not always in the form of cash. You might win a holiday, a place on a writing course in some exotic location or as I did many years ago you might win a lavatory seat! I’m not kidding. This was part of a prize for writing a poem about Convent Garden in London. Prizes were items from the various shops in Covent Garden including one that specialized in wooden loo seats with the owner’s initials on the lid! But when all’s said and done it’s not the winning that counts, it’s the taking part. Mary Hodges has published poems in The Oldie, Freelance Market News and Quantum Leap magazine. She edits the Garstang Arts Centre Newsletter and is Press Officer for her local Women’s Institute. She also writes plays, one of which was produced for the Women’s Institute Drama Festival. Although computer literate and interested in the web, she has not yet set up her own website or blog. Two sites she’s found particularly useful are PrizeMagic and The Poetry Kit. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Freelance Writing category, check our popular posts, or choose a related post below:"Because Of" and "Due To" Comma Before ButA Yes-and-No Answer About Hyphenating Phrases

Economy - Market structure & Macroeconomy Essay

Economy - Market structure & Macroeconomy - Essay Example Mombasa has endured rule of many different nations, from the Portuguese in the 12th century to the British more recently, until gaining its independence in 1963. The completion of a railway from Mombasa to Uganda in 1901 serves as the link between the port and the rest of Kenya, as well as surrounding East African countries. While Mombasa is an important shipping port for imports and exports along the East African coast, it is also a popular tourist area, with many hotels to the North and South of the 15 square km island. The population of Mombasa is roughly 900,000. Over one fourth of all workers in Kenya are employed in Mombasa working in the port itself, in manufacturing, and in tourism. Tourism, and particularly that of visiting naval ships, is an important aspect of the economy, accounting for nearly 40% of Mombassa’s revenues. Among its many exports are coffee, flowers, vegetables, textiles and livestock. Problems that the port has encountered since the early 1990s inclu de a declining economy that is said to be the result of price controls, import licensing and foreign exchange controls. Like Nairobi, the largest city in Kenya, the city of Mombassa has experienced an increase in population, though on a much smaller scale. This is a continuing problem across Eastern Africa, and solutions for â€Å"secondary cities† (Otiso, 2005, p.117) in which occupants can live and work to sustain themselves is elusive.

Study on the below clearing houses Assignment Example | Topics and Well Written Essays - 3500 words

Study on the below clearing houses - Assignment Example LCH Clearnet also specializes in risk management operations, thereby following a world-class risk management framework that provides exceptional levels of protection to international markets, which is evident through the management of recent defaults. As demand for superior quality clearing services continues to rise, the company is committed to attaining the pinnacle standards of risk management across all asset classes cleared. London Stock Exchange Group, which is a diversified international exchange group based in London, England, is the majority owner of LCH Clearnet (LCH Clearnet 2013). Figure 1: LCH group organizational structure (Source: Federal Reserve 2011) European Multilateral Clearing Facility (EMCF) EMCF is a clearing house headquartered in Netherlands. Their line of operations includes equity trades that are done on multilateral trading facility throughout Europe or on designated stock exchange. The company was established after the Markets in Financial Instruments Dir ective (MiFID) regulations were passed by the European Union. This directive allowed competition of services provided by the clearing houses. EMCF played a significant role in bringing down the cost of clearing within Europe by competing directly with other established clearing houses, thereby forcing them to reduce prices. The company has been delivering the most translucent and expected pricing for CCP clearing services all over Europe (EMCF 2013a). Depository Trust & Clearing Corporation (DTCC) The Depository Trust & Clearing Corporation (DTCC) is a US post-trade financial services company that provides clearing and settlement services to their customers in the financial markets. The company provides a safe and efficient way for buyers and sellers of securities to conduct their exchange. In addition to that, they also provide central custody of securities. The primary function of the company is risk management and they have continued to do so since their inception about 40 years ago. The company is a combination of the Depository Trust Company (DTC) and National Securities Clearing Corporation (NSCC). With 40 years of experience, DTCC, through its subsidiaries, is the premier post-trade market infrastructure for the global financial services industry (DTCC 2013a). Figure 2: DTCC organizational structure (Source: The official board 2013) SIX Swiss Exchange SIX Swiss Exchange, formerly known as the SWX Swiss exchange, headquartered in Zurich, is one of the two primary stock exchanges in Switzerland. The company also trades other securities such as, Swiss government debt instruments and derivative instruments such as, stock options. Swiss Market Index (SMI) is the main stock market index for the company. The index mainly constitutes of the 20 most noteworthy equity-securities, evaluated on the basis of the free float market capitalization. SIX Swiss Exchange was the first stock exchange in the world known to have implemented a fully automated trading, clearing and settlement system in the year 1995 (SIX 2013a). SIX Swiss Exchange is also the joint owner of Eurex, the largest futures and derivatives exchange in the world, alongside their German counter partners, Deutsche Borse (SIX 2013b). The exchange has a blue-chip index as its principal stock market index. The Swiss Market Index (SMI) comprises of a maximum of twenty of the largest and most liquid large and mid-cap SPI stocks. Figure 3: SIX Swiss organizational structure The executive committee includes: (Source: Nobel Biocare 2013) 2.

Culture Assessment Essay Example for Free

Culture Assessment Essay A widely accepted definition of organizational culture is it is the shared meanings, artifacts, values, beliefs, norms, and assumptions that dictate how an organization works and its existence (Cameron Quinn, 2006). Organization culture is shaped by more than one element; say individuals’ life experiences, background, education levels and so fourth. Undoubtedly, leadership also plays a critical role in defining what culture prevails in the organization and their actions have a major influence on how the rest of the organization follows suit. (Robbins et al, 2000) Additionally organization culture defines the strategies that a firm uses in handling things like competition, growth, resource management and the like. (Goffee Jones, 1996) A good assessment of the cultural orientation of a firm makes it likelier to promote interorganisational network and also implement changes that encourage member participation and productivity. The key indicators of organizational culture include organization structure, power and managerial styles, ways in which members of the organization interact and do their jobs among others. This paper takes a look at FedEx Corporation and gives a summary of the type of organization culture at FedEx, its benefits, hindrances as well as the recommendations of the company. Company overview FedEx Corporation is a large company headquartered in the US that deals in printing, courier services and logistics as well as cargo airline services. This company has been named one of the top 10 most admirable companies by Fortune magazine two years in a row. Since its founding in 1971 it has grown from humble beginnings a leader in air courier industry. Its brands include the FedEx home delivery, FedEx smart post and FedEx freight east and west, FedEx services among others. Its chief competitors are DHL, TNT, UPS, BAX Global and USPS. The company employs over 250,000 workers and has a net income of approximately 1. 8 billion dollars in 2006. Culture assessment The organization culture at FedEx blends various kinds of organization culture but perhaps the most predominant culture is flexibility discretion and dynamism. This has been its major strategy of staying ahead. To support this, FedEx takes pride in their ability to adapt to change so as to enhance effectiveness and competitiveness. (Cameron Quinn, 2006, p. 34) This it achieves by combining innovation, knowledge sharing, high experience and team work in its key strategies to attaining competitive advantage. A good illustration of FedEx external focus is evident in the numerous deliveries of relief supplies that FedEx made to hurricane Katrina victims for free in 2005, earning it more customers and goodwill. Adhocracy orientation at FedEx is fostered at top level management down to the junior staff. The CEO of FedEx encourages employees to be trend setters and nonconformist and dare to take calculated risk. The management encourages employees to be all ears on current events and look for opportunities. The guiding philosophy is that an innovation failed is better than a thousand years lost in risk averse dealings. Innovation at FedEx is held with high regard and employees are rewarded handsomely for developing fresh ideas. The management supports viable projects from employees financially or otherwise. This is one reason why FedEx distinguishes itself as an evergreen company in the air courier industry. This culture is underscored when creative attempts that fail are rewarded as well as the successful innovations. The familiar slogan ‘absolutely, positively gets it there overnight’ is made real by the culture ingrained in the employees towards importance of customer service, efficiency at work, speed and accurate scheduling. This culture leverages FedEx for competitive advantage. Basically, the FedEx corporate culture emphasizes urgency, speed and teamwork, exceeding customers’ expectations, initiative, flexibility and active listening (O’Reilly, Tushman Michael, 1997) Aside from the flexible nature at FedEx, it also adopts an outwardly and sensitive approach to the environment that it operates. Competitiveness fosters the company to always look for opportunities to expand and grow. While the opposite of this culture is to foster integration and unity within the organization as well as knowledge some elements of this culture are also present at FedEx. This is because FedEx emphasizes high skills among employees. Employees at FedEx are highly learned individuals as the company only picks the best of the best. Working ones way up the corporate ladder requires that ones knowledge base also increases. In addition, the internal focus of FedEx organizational culture provides an appropriate environment that enables employees to grow and exercise their skills as seen in the various training and task assignments delegated to employees. In order for knowledge sharing to be maximized then division of labor, job enrichment, team building and so forth have to be conducted regularly (Murray, Poole Jones, 2005) some aspects of these are present at FedEx. FedEx corporate culture values hard work and rewards such appropriately. It also disregards discriminations and fosters equal opportunities for its employees in areas of promotion, transfer and recruitment. The hands off team oriented management style promote progressive and diversified work culture. Communication is a key strength for FedEx organization culture and regular surveys on employees’ views on the job are taken to monitor and modify areas of universal discontent. Notably, the employees at FedEx are highly experienced and skilled individuals. The culture therefore is based on letting employees be free agents who direct their jobs in their own direction. The management ensures that employees are proactive and take initiative to learn from mistakes of others. The employees are not reprimanded or penalized for slip-ups rather management takes the blunder as an opportunity to teach the rest. Most of the tasks done at FedEx are assigned to teams which are given sufficient power and authority to fulfill their responsibilities and be accountable for the results. Seemingly this is the reason behind the great success of FedEx. The benefit of the cultures present at FedEx is that the company is maintains its competitiveness amid intense competition from the competitors. Additionally, it deals with fewer conflicts, fewer staff turnover and enjoys increase in employees’ job satisfaction, higher performance less resistance to change, higher productivity and better customer service and so forth. The hindrances of this kind of organization culture are that it requires major investment in time and money. The management needs to be patient with employee mistakes which are most times costly. Additionally it is difficult to monitor this practice in the FedEx Company because of the large workforce and the busy schedules that the employees have. Conclusion The organizational culture at FedEx has both benefits and detrimental aspects although many are the benefits. In the competitive faced paced industry that FedEx operates their culture seem most fitting. Perhaps the only thing that I would improve is the hierarchal structure and the communication channels for free flow of information and faster decision making throughout the organization.

Artemis :: essays research papers fc

The Goddess Artemis Those who invated Artemis’s privacy, her goals, or restricted her freedom where paid dearly. When the hunter, Actaeon, accidentally came upon Artemis while she was bathing, she turned him into a stag and then his own hunting dogs attacked him and tore him to pieces. Artemis is the goddess of hunting and the moon. Her Roman name is Diana, and Greek name is Artemis. Artemis’ symbols are a crescent, a stag, and arrows. Artemis has many characteristics and is connected to today’s society in many ways. She has a big family and lots of stories behind them, and there are many myths about her. First of all, Artemis had many different characteristics. Many people call Artemis wonder women, because she can do almost anything. She is brave as any man, as strong as any man, and can hunt and kill any beast. She can be described as an environmentalist. Artemis was not know to have a satisfying relationship with men, not including her brother. She always was responsive to the needs or the vulnerable and the suffering. Artemis was the most independent of the goddesses, and one who lived for new challenges. In today’s society many people get the wonder women character from her and place them on the more recent wonder women. She is seen as a feminist goddess to many people in this society. When people in today’s society use the bow and arrow as a symbol for hunter they get it from Artemis. Not only did she have many characteristics, but she had a very loving family. Artemis’s twin brother is Apollo. She loved her brother and was very close to him. Artemis’s mother was Leto, Artemis and Apollo both adored there mother. No one could ever say anything bad about Leto with Artemis and Apollo doing something about it. Artemis caused her mother no pain during childbirth. Artemis’s father was Zeus king of the gods. When Zeus asked Artemis what she wanted for her third birthday, she told him that she just wanted six simple gifts and Zeus gave them to her. Finally there are many myths about Artemis. The only time Artemis ever loved a man, Apollo got jealous and tricked her. One day, Apollo bet that Artemis couldn’t hit the object swimming in the distant water with an arrow. She was filled with confidence in her skill with her archery, and accepted his challenge.

Ogilvy & Mather Essay

One of the most definitive problems with Charlotte Beers’ brand stewardship was her communicative process with upper-level management. While it may be true that Beers’ was able to develop a clear vision of Brand Stewardship and explain what that meant to her collaborative team â€Å"thirsty for change,† the idea was only a concept at the end of their meeting summit. It is essential to the success of any plan that a strategy must first be developed, and to that point, Charlotte Beers was initially on track. She brought together a team to devise a vision and plan for what Ogilvy & Mather was to become, but she never fully developed what that strategy meant and how it was to be implemented. This lack of strategy set the entire communicative plan up for failure as there never was a clear call to action to communicate. To further complicate the planning process, Beers delegated the â€Å"Chewton Glen Declaration† to others without clear, precise instructions and monitoring. Instead, another group was formed to execute the vision of Charlotte Beers, who was not only the visionary, but the only one who clearly understand what brand stewardship meant. As one employee stated â€Å"The idea of brand stewardship was still embryonic. Charlotte clearly understood it in her own mind but was just learning how to communicate it.† Delegation is necessary, particularly in an organization as large as Ogilvy & Mather, but there is still a need for oversight. Beers never defined exactly what she wanted the â€Å"Chewton Glen Declaration† to achieve and whether or not that should include an action plan. The team was left to their own devices and formulated a plan off the scant details given to them, focusing on the development of Worldwide Client Service, not brand stewardship application. Beyond Beers need to communicate directions to her development team, she never described to them the importance of why. It is extremely difficult to determine how to do something when you do not clearly understand why these  actions are taking place. The vision of brand stewardship was developed, and Beers talked about what that could mean to clients, taking the time to break that vision down for them to see for themselves, but unfortunately that never happened with management. Particularly since Beers left her team to develop the â€Å"Chewton Glen Declaration,† with little direction, the why could have helped to steer them on a clearer path. Beers decision to implement the Worldwide Client Service before establishing a clear action plan for her staff was one that only generated more confusion. The application of this new branch became a communicative distraction for employees, denying them the time to embrace and comprehend brand stewardship, and instead throwing several complicated applications with little instruction. All that this behavior led to was a collective decision to regroup, reorganize and attempt again to clearly define who and what Ogilvy & Mather Worldwide are. PART 2: One of the most important aspects of proper communication of brand stewardship and recent changes at Ogilvy & Mather will be communication channels. Ensuring that all the audiences both internally and externally are getting a clear and strategic message will aid in the execution of a successful message and application. Listed below is an encompassing view of who those sources, resources and clients are who need a clear view of Brand Stewardship and what it means. INTERNAL: †¢Core Disciplines oSales Promotion oPublic Relations oAdvertising oDirect Marketing †¢Middle Management †¢Upper Management oNorth American Office Presidents oRegional Headquarters Leaders oWorldwide Headquarters Leaders †¢Worldwide Services oFinancing oCorporate Communications EXTERNAL: †¢Clients oLocal Clients oWorldwide Clients †¢Stakeholders Although communication to all areas list above is extremely important, it is also impertinent to prioritize. Of the six audience segments outlined above, the three I would identify as top priorities would be Clients, Core Disciplines and Worldwide Services. Clients would be one of the top priorities for Ogilvy & Mather because the need to understand the concept of Brand Stewardship to invest in it, without their support of the idea the concept would be defunct. The main objects of this communication strategy would be to first and foremost for them to fully grasp the idea of Brand Stewardship and how it can work for their company. This is integral because it is not only about understanding, but it’s also about knowing the benefits of this service and what it can do for their company. With the know, I would also want them to understand how Ogilvy & Mather will go about acting out these benefits through strategy and thoughtful planning. The Core Disciplines play an extremely important role in the Brand Stewardship plan, as they are the individuals who will be executing the idea. This group would be a priority because if they do not understand the concept then neither will the client because they are the communicators, they provide the examples and final product of what Brand Stewardship really is. The main communicative object for the Core Disciplines would be for them to be able to clearly and concisely define what Brand Stewardship is. If they are able to explain exactly what the message and concept is, then they  will have completed the first step to proper execution. I would also like them to understand who their resources are, and what tools are available to them, such as manuals and other individuals in their position at other offices. This would be an opportunity for collaboration and brand integration for Ogilvy & Mather Worldwide. Lastly, I would prioritize Worldwide Services as they are the touchstone for all branches of Ogilvy & Mather. The Worldwide Services division is extremely important because they represent consistency throughout the company. One of biggest concerns within the company was fiscal equality and compensation and by knowing what Brand Stewardship is and how it’s implemented, then they can offer financial compensation equal to the work load. Also, this division is the source of communicative messaging company wide, in a way they are the stewards of the Ogilvy & Mather brand. It would important that the Worldwide Services can translate Brand Stewardship both financial, and as a resource for all branches worldwide. They represent the home base, and it will be important that they can offer knowledge and aid to all the companies that need help with Brand Stewardship. Part 3: Assess Beers’ strengths and weaknesses as a leader and communicator based on what you read in the case. What advice would you give her — in terms of her own communication style and involvement — as she prepares to relaunch the strategic change initiative? (33%) Throughout the analysis of Charlotte Beers at Ogilvy & Mather Worldwide case study, we can see many examples of her strengths and weaknesses as a leader. Beers is a visionary who is able to take an existing company with a strong corporate identity, tarnished by inappropriate leadership and breathe new life into who they are. Her strengths lie with her ability to create and sell. Not only could she envision the idea of Brand Stewardship, but she could also make clients she it with little to no resources. Charlotte Beers also had a strong grasp upon branding, and what that means for the success of a company. She knew that to have her new employees buy into her and her vision, she had to get everyone on the same page. She  worked hard at gathering people together to create a common goal, which succeeded at several times, it was her execution that weakened her vision. Where Beers lacked was the ability to turn her ideas into actual successes through planning and strategic communication.