Case Study: Carl Rogers Self Centred Approach

Case Study: Carl Rogers Self Centred Approach Working Intensively with Clients Summary of Issues Identified 40 yrs old Recently separated from 20 year marriage; Two children daughter, 9yrs and son, 14yrs; daughter lives away from both parents, son predominantly resides with Julie Relationship with former partner amicable however re-partnered and has become hostile. Wants to further education/career Financially stable in former relationship, now non-financially secure; no assistance towards children’s’ financial needs. Concerned of impact of relationship breakdown on children; and father’s new relationship; Minimal family support; Isolation like feelings; depressive; difficulty coping and/or accommodating to the current changes in her life. Julie’s Case Study Initial consultation with Julie would enable to build a client-counsellor relationship and to undertake assessment in order to identify issues of her current position for development of agreement between her and me as to goals and tasks by achievement of those goals through treatment. More importantly identifying the source of what made bought her to the services, this being whether she is a voluntary or involuntary client as this can impact on the approach taken to achieve the most successful engagement process with the client as has been identified to the effect that â€Å"engagement for involuntary clients is often a different and more difficult process than engagement with voluntary clients due to the coercion of the legal system or significant others†[1] There are various structural frameworks for successful engagement in counselling a client that could be used however in this paper I am given a general background of Julie and based on that background (generally obtained through initial assessment) have summarised the issues (aforementioned) and believe that the main approach here to be taken, but not limited to is a â€Å"Self-Centred† approach and from which the theories of Carl Rogers will be relied upon. By applying Carl Rogers self-centred approach identification of the three core characteristics of such theory are relied upon, being the following[2]: Empathy (the counsellor trying to understand the client’s point of view) Congruence (the counsellor being a genuine person) Unconditional Positive Regard (â€Å"UPR†) (the counsellor being non-judgmental). Guided by this theory will best approach Julie’s personal situation as the non-directive therapy is likely to be of long term use for Julie. As Julie is showing emotional instability, identifying that there is no immediate threat of harm. In taking an empathetic approach with Julie is likely to make her more positive about opening up and giving her an outlet to speak about what she has sought therapy for. This in turn will allow a good rapport to initiate between myself and Julie. Congruence can assist with negative thoughts that Julie is experiencing regarding her education, skill set and employment possibilities. Furthermore it appears that Julie has experienced forms of demoralization by her former husband. Julie’s family history also requires assessment and ascertaining if she has come to acceptance with the death of her mother and recognition of such impact that this has or has previously caused on her approach in relationships and personal life. Unconditional Positive Regard fits with Julie’s present circumstances when analysing the now hostile relationship that has formed between her and her former husband. This will be by benefit in that she can attend to venting her frustration and allowing her to help disregard the thrust of the anger, frustration, and volatile nature of conflict with her former husband. Based on the evidence at hand to provide high quality of care relevant to Julie would involve direct and in-depth identification of her needs and being responsive to such will help assist the structure, application and result of therapy. Given her depression a high level of empathetic language and attendance in respectfulness is required. In achieving an even higher level of care ethical and holistic approaches are to be factored in also. In assisting treatment with Julie engagement with other specialised agencies would be of benefit in that they can provide more thorough assistance in the underlying issues for treatment progression. In respect of Julie’s emotional state I would highly recommend seeking assessment and ongoing treatment with her local general practitioner. This will assist in thorough diagnosis of her current mental health and, if as indicated, Julie is suffering depression from the impact of changes in her life, then this will allow for medical intervention in the form of prescribed medication to be used in the interim treatment. Julie has also been affected by a marital breakdown and is now facing a hostile relationship between her former partner and herself. Given the length of the relationship involving marriage, obtainment of assets and liabilities and children from the former relationship, in particular her son who is a minor aged 14 years, it would be of necessity to Julie to seek legal intervention to ascertain her legal rights and come bring the monetary and parental responsibility that exists to finality. Although at first recommendation would be to seek advice only and in this regard I would recommend her contacting a community legal centre in her area to obtain such relevant information. If in fact, further intervention were necessary from the outset of the advice received, arrangements could then be sought to facilitate engagement by way of mediation between herself and her former partner and in this regard advice to contact such services providing relationship mediation like Relationships Australia, Interrelate, CatholicCare, Anglicare or any other alike service details would be provided to Julie. With connecting Julie with one of the pre-mentioned services it will allow her to access more than just mediation given that the services are community family based, they can also offer Julie with information and provide further services for her concerns raised in relation to her children, in particular Damien. Julie expresses the desire for career development in accounting though lacks self-confidence believing that she is not able to as her employment and education has been limited. Julie has in effect been limited by non-completion of her higher education, parental responsibilities and her former partner insisting that she take on the role of full-time caregiver to the children however Julie has managed to maintain some part-time employment in a customer service role. Approach to be taken in assisting her goal, alongside therapy for improvement of self-confidence, and medical intervention by her local general practitioner, would be providing details or arranging an appointment for her to attend upon a career guidance counsellor. This would give her the networking tools to assess the possibilities and educational resources that can be offered to her and by seeking assistance from a professional in this area will provide her with further resources for educational and employment opportunities. Such services that would be provided to Julie, and their corresponding details would be training and/or educational institutions like TAFE, university enabling programs, WEA and other relevant local community institutions. Connecting Julie with employment agencies providing details to Julie of employment agencies that can assist in accountancy roles or facilitation of education such as Randstad or Hudson to assist in these aspects. Successful therapy would involving guiding Julie to be able to transition from her current circumstances and gain effective tools to recognise, process and deal with situations that arise assisting also in alleviating any future conditions that she may be susceptible to. This can be done by application of a recognised framework such that initial structure can be established, development of rapport between Julie and I; identification of the problems that exist; exploration of herself together with her perceptions and behaviours; the possible assessments and acquisition of environmental input such as assimilation, problem solving and decision making; creation of plan of action; continual follow up with Julie and the possibilities of development with additional strategies prior to termination. H’elena Gorton Student # 377 160 649 [1] (Cingolani, 1984; Behroozi, 1992; De Jong Berg, 2001). [2] http://www.counsellingtutor.com/counselling-approaches/person-centred-approach-to-counselling/

A Home Depot Analysis

Final Exam Questions 1a. The way that Nardelli laid out his plan for change was one of the reasons I think it was so successful. He came in and addressed the problems that were easy to point out and also the ones that weren’t apparent to other employees. Nardelli needed to rebuild an organization that could easily compete with other big names, and this was relatively easy because the people at Home Depot knew the importance of taking advantage of its growing size. Nardelli did this by implementing a three strategy plan that involved enhancing the core, extending the business, and expanding the market.Nardelli’s first step in the process was enhancing the core. This involved improving the profitability of current and future stores, as well as in existing markets. From the article Heart of Change, I think that Kotter’s first step, increase urgency, relates the most to Nardelli’s first step. Kotter describes his first step like this; â€Å"A sense of urgency , sometimes developed by very creative means, gets people off the couch, out of the bunker, and ready to move† (Cohen and Kotter 690) essay writer life hacks. I think that this is what Nardelli was trying to make happen in his first step for change.He needed the people of the company to see what the issues were, and make a point to say that if we stay where are now, we will fall behind in a few years. This sense of urgency and improvement was the right step to getting Home Depot employees to care and start to make the best change for the company. The first step leads right into Nardelli’s second step which was, extend the business. Nardelli’s purpose with this step was to get employees to come up with ways to better serve the customers. This was to not only enhance customer service, but to become a standout figure among competitors.This was probably one of the most important steps and I think that Nardelli implemented it very well. I related this step to Kotterâ €™s fifth step of empowering action. I chose this because Kotter outlines this step as â€Å"Key obstacles that stop people from acting on the vision are removed† (Cohen and Kotter 697). The obstacle that Nardelli needed to remove was the similarities between his company and competitors. He did this by offering related home improvement services such as tool rental and home installation of products. This set them apart and allowed them to overcome that â€Å"obstacle† and continue to move forward.I think that this was the most important step because it represents the major ‘bump in the road’ that Home Depot needed to overcome in order to continue to keep growing. The final step in Nardelli’s plan was expanding the market. This was one of the easiest steps to correlate to Kotter because I think that it made the most sense, without specifically saying that same thing. Kotter’s seventh step of don’t let up is described as this; â€Å" a change effort will have direction and momentum†¦ build on this momentum and make a vision a reality†. (Cohen and Kotter 700).The whole point of Nardelli’s third step is to take what they have learned and implemented in the company thus far and expand geographically, even serve new kinds of customers. This was his way of carrying the momentum of success out as far as it could go, and making sure that Home Depot didn’t let their success slip through their fingers. This a very good move on Nardelli’s part, and attracting new customers such as commercial contractors and even women, made a huge impact on the overall morale, and success of the store. The only thing that I would have suggested Kotter adds to his plan, was the implementation of metrics.The Home Depot article talks about how in the beginning there was some harsh resistance to the change, â€Å"Resistance to the changes was fierce, particularly from managers: Much of the top executive team l eft during Nardelli’s first year† (Charan 64). Nardelli did use metrics, and they did make a difference. However, I think that if he had made them a part of his plan and used them earlier in the process they would have made an impression on the executives that did end up leaving. If Nardelli had used metrics I think that they would have correlated with Kotter’s fourth step, communicate for buy-in.This is described as â€Å"simple heartfelt messages sent through many unclogged channels† (Cohen and Kotter 697). Those metrics were the heartfelt messages that needed to be expressed to get people motivated even sooner. With my suggestion Nardelli’s plan should have looked like the following: Enhance the Core, Express Metrics, Extend the Business and Expand the market. Overall, I think that Nardelli did an excellent job, and that taking my advice, would have only yielded better results. 1b. When Nardelli first arrived at Home Depot, the culture was one th at was very close-knit and family oriented.I chose this term to describe the culture because the former CEO and chairman were often thought of as father figures by other employees; â€Å"Many employees simply couldn’t picture this company without these father figures† (Charan 63). When reading the article about Home Depot, there was one specific sentence that stood out to me because it described the pre-Nardelli culture very well, â€Å"It was marked by and entrepreneurial high-spiritedness, a willingness to take risks; a passionate commitment to customers, colleagues, the company, and to the community; and an aversion to anything that felt bureaucratic or hierarchical† (Charan 62-63).Looking specifically at this description of the culture, I can find characteristics that relate directly to low-context cultures, as well as to O’Reily, Chatman and Caldwell’s Cultural Characteristics. I came to the conclusion that the culture at Home Depot was a low- context culture specifically because high-context cultures are based largely on hierarchy. According to our class notes on culture low-context cultures are described as â€Å"cultures that focus on that which is explicit. People are specific and clear in their communication† (Culture Notes 1).This description fits the culture of Home Depot, not only because it strays away from hierarchy, but also because it was very much based on entrepreneurship; which requires specific and clear communication. I believe that the entrepreneurial high-spiritedness that is described above contributes to the feeling of a family oriented and close knit company. Relating the culture to the cultural characteristics of O’Reily, Chatman and Caldwell was relatively easy as well. Specifically there were three characteristics that stood out to me: innovation and risk taking, attention to detail, and people orientation.I chose these because of the way the culture is described. Innovation and risk taking is described as the degree to which employees are encouraged to be innovative and take risks. Not only was it said outright that this was a characteristic of the company, but I feel as though the close-knit environment promoted this kind of thinking; making everyone feel comfortable and open to sharing their ideas. Attention to detail was not as direct as the previous example, but I related this to the description of entrepreneurial high-spiritedness.Attention to detail is described as the degree to which employees are expected to exhibit precision, analysis and attention to detail. This definition drew me to lean towards entrepreneurship because I thought that all of the qualities listed are qualities that would be necessary to be a successful entrepreneur. Again, these are all characteristics that thrive in a close-knit family style culture. Finally, I chose people orientation. This is described as the degree to which management decisions take into consideration the effect of outcomes on people within the organization.This definition not only relates to the passionate commitment to customers, colleagues, the company, and to the community part of the description, but it also relates to the definition of low context culture. I know that specifically people orientation talks about people within the company, but I think that part of the reason Home Depot was so successful was that it reached outside of the company to impact people’s lives. Lastly, a major part of the low-context culture definition is that people are specific and clear in their communication, and I believe that people orientation would not be successful if this were not a major factor.The pre-Nardelli culture was very easy to define, and point out specific aspects that made it easy to describe and compare. When talking about the post-Nardelli culture, the only thing that really stood out to me was a difference in the feel of the culture. By this I mean specifically it went from a c lose-knit, family style culture, to a big corporation style that is highly focused on building the organization to take advantage of its outrageous growth. Instead of focusing specifically on the people in and outside of the community, this post culture was a focus on merchandising and collaboration between regional and store operators.Everything was on a larger scale, and even little thinks such as shelf organization and signage were standardized and enhanced, so they were able to stay on the playing field with competitors such as Wal-Mart. While I think that this doesn’t change the fact that it is a low-context culture, because there is still a focus on people and communication and an avoidance of hierarchy, I do think that it changes some of the relatable characteristics of O’Reily, Chatman, and Caldwell’s cultural characteristics.I do not think that they lost innovation and risk taking, attention to detail and people orientation, but simply that the focus wa s significantly diminished. Instead a focus on team orientation and aggressiveness was emphasized. Team orientation is defined in our notes as the degree to which work activities are organized around teams rather than individuals. While the pre culture wasn’t so individually focused that it was everyman for himself, it’s that the post culture needed teams to make sure that all of the new projects like, merchandizing and reevaluation of the store environment, were successful.Finally for the post culture, there was a definite lean toward aggressiveness, which is defined in our notes as the degree to which people are aggressive and competitive rather than easygoing. I do not think that in the pre culture that they were quite on the level of stability from our culture notes, but that Nardelli promoted an environment that allowed people to be assertive and aggressive towards achieving more growth. For the most part I thought that pre- and post-Nardelli cultures were very si milar, minus the shift in focus from family business, to large corporation.

What You Should Do to Find Out About Writing a Business Essay on Comparison of Two Managers Samples Before Youre Left Behind

What You Should Do to Find Out About Writing a Business Essay on Comparison of Two Managers Samples Before You're Left Behind Writing a Business Essay on Comparison of Two Managers Samples and Writing a Business Essay on Comparison of Two Managers Samples - The Perfect Combination List the focal points that you should compare in your essay following a particular pattern. Otherwise, you could also get case study method too, which might provide you an excess edge. If, while writing your conclusion, you consider an important bit of evidence that should be included, you will have to find a location for it in the body of your paper. The important style of an essay needs to be retained even though the contents will have a good deal of references to statistical data together with graphical charts. Writing is a skill that someone can learn. Remember, it is a process that requires several steps. When writing any form of academic paper, an individual has to be able to get familiar wit h the essentials of writing. Discover how to compose a compare and contrast essay from us to ensure that you produce a terrific academic paper, or even better, call us to find out more about buying one of our reasonably priced essays. Business essay is a fundamental assignment of the majority of business related advanced courses. What's more, an essay writer must also have the ability to offer valid references on the arguments which he would want to include in the paragraph. Much like in any essay, in the conclusion of your writing you ought to make an overview of all of the points mentioned in the essay. What to Expect From Writing a Business Essay on Comparison of Two Managers Samples? It is critical to remember that the success of an organization depends upon the capability to function as both a leader and a manager. To be an effective leader it's important to center on the determined details of a circumstance, start looking for opportunities and the way to achieve them. In addition, leaders prefer to c onstruct teams so as to apply their abilities and experience encouraging collaboration (Moyles, 2006). Leaders on the opposite hand, notice what needs to be done, but spend their time figuring out how to have it done. Why Almost Everything You've Learned About Writing a Business Essay on Comparison of Two Managers Samples Is Wrong On the flip side, through the views from various consumers, the management of the business can identify different products that may want to get rebranded. Unilever Company produces quite a few products which satisfy the wants and desires of many their consumers around the world. Through the application of new information technologies, it has been able to market their products across the entire world, even in the countries that the company does not have any outlet. On the flip side, Nestle Company, which happens to be the primary small business rival of Unilever, had market penetration in virtually all countries in the planet. The standard manager tends to concentrate on the everyday pursuits and short-term profits. There are various ways of managing which can be employed in any organization or institution. The use of advanced technology in the manufacturing procedure ought to be adopted as a way to boost productivity of the automobile market. My job was supposed to work alongside the industry manager to help produce a more healthy marriage between the finance and marketing and advertising departments, thus improving our sales and workplace atmosphere. The range of this paper is to provide a wide perspective of the return derived from industrial and industrial productivity in the uk. The most important reason that has enabled Unilever Company to be effective in the international environment is the capability of the company to provide the powers of making critical decisions to its managers in distinct nations. Although, the company doesn't have outlets in all countries all over the planet, it supplie s its sales to several countries through E-business. It achieves establishing effective mechanisms to avoid pollution of the surrounding environment. It's evident by now that there's indeed a terrific difference between managers and leaders and it's ultimately the approach taken upon certain approaches that's the determinant of your leadership role. In any case, the aforementioned facts, managers are geared toward inspiring staff member to execute their duties in a suitable way, depending on the established organizational goals (Moyles, 2006). The different strategies employed by managers and leaders in terms and conditions of their usage of human resources may also differentiate the big facets that influence each position. Most of his theories authenticate the simple fact that in general, great managers have a tendency to be good leaders, but excellent leaders are sometimes not excellent managers. In the state of risk, the decision maker has little information regarding the available alternatives and solutions to the issue but has a rough idea about the chance of the outcomes of the numerous alternatives. The next step requires the manager gathering material facts about all the available alternatives which can be utilised to solve the issue.

Stonehaven Analysis Essay - 1127 Words

MBA 513 Group Assignment 1 (Team I II) Stonehaven Inc. Case Study (names of both group members) Group 2: Yunping Yao, A20249251 Background Information Stonehaven, Inc., headquartered near Boston, is a major manufacturer of popular brand name non-athletic shoes for adults. Most of its products are sold in the U.S. market. Mission To response to the uncertainty of shoe designs and growing uncertainty in each style, shorten the order-to-delivery lead times in the production process. Current Operating System Cutting Section | |Time Consumption (min/batch) |Cycle Time | |Machine 1. Cut shoe leather |41†¦show more content†¦Batch Size Only in the stitching section there are inventories between different groups’ work. If the company still keeps each batch’s size as 100 pairs, the average work load for each worker in work group 1 now is 25 pairs, but in work group 2 is only 20 pairs which means that there will be 5 pairs of shoes as inventories from work shop 1 to work shop 2 in the stitching section. To shrink the batch size, there are also several advantages: âž ¢ Each section’s capacity is not affected: the stitching section is limited to 125 minutes. âž ¢ Reduction Influence: only to the calculation of numbers of batches. âž ¢ More flexibility: if the size of each batch could be reduced to 20 pairs per batch, more flexibility will be obtained to cope with the market demand uncertainty. Cutting Section: reduce the batch size from 100 pairs to 20 | |Time Consumption (min/batch) |Cycle Time | |Machine 1. Cut shoe leather |25 |Critical time for each batch’s completion| |Machine 2. Cut linings |24 | | |Machine 3. Cut insole |19.2 | | When we reduce the batch size from 100 to 20 pairs, the new results will be shown as follows:Show MoreRelatedStonehaven Case Analysis Essay1929 Words   |  8 PagesStonehaven, Inc. Case Analysis March 19, 2013 Part A For this part of the analysis, consider each department in the Gdansk factory in isolation. Assume that the rest of the production system has no impact on the department you are considering. Assume that material handling times are negligible and ignore variability in processing times. 1. For the typical 100-pair batch, what is the daily capacity and manufacturing lead time within each of the following departments? a. Cutting Read MoreHuman Resource Management on Sheraton Hotel Surabaya1791 Words   |  8 Pages3104802 Julian Giovanni 3104812 Anastasia Santoso 3114701 IBN – Fundamental of Human Resource Management Universitas Surabaya 1. Overview The origins of the brand date back to  1937  when  Ernest Henderson  and  Robert Moore  acquired the Stonehaven Hotel in  Springfield, Massachusetts. The chain got its name from another early hotel that the pair had acquired, which had a lighted sign on the roof saying Sheraton Hotel which was large and heavy and therefore too expensive to change. Instead