Group Counseling †Article Review Essay Example for Free

Group Counseling – Article Review Essay Unlike the first article, this second article talks about group counseling in elementary school focusing on eliminating aggressive behaviors. The purpose of group counseling in this situation is to lessen aggression by influencing the feelings, emotions, judgments, and behaviors of the students in the process. Group counseling is perceived to be significant for the purpose of lessening aggressive behavior because elementary student, in their respective ages, are highly dependent on groups or group structures. Children relate with each other making it much easier to break into the group structure and influence thoughts, feelings, or behavior that would consequently influence else within the group. Eight sessions were held to implement the concepts of group counseling and intervention. At the end of the sessions, the children were required to attend a follow-up meeting four weeks after. The result of the study revealed that learning took place and the children displayed desirable changes in their behavior. What I like most about the article is that it was based on an actual study conducted on elementary students, and that the purpose of the study is to change specific behaviors within the subjects. The objective of the researcher to approach the problem proactively yielded great results as the sessions have revealed that the aggressive behavior of the children were transformed during the group counseling sessions. The article would be a great source of valid and reliable information that could be applied to future situations that requires behavioral intervention. Moreover, the process is solution-based, such that the study focused on a particular problem which is common in the elementary school setting, and conducted research and data gathering which led to a specific resolution that schools would be able to adapt of implement within their school and guidance and counseling system. Another characteristic that is likeable in the article is that it opens opportunities for further studies and other related studies, such as the adaptation of the steps carried out in the study however, differing in the problem, etc. The success of the study would urge other schools and guidance and counseling professionals to conduct other studies that would resolve other issues as well. References Stewart, J. (1996). Group Counseling Elementary School Children Who Use Aggressive Behaviors. Guidance Counseling, 11, 12-15). Retrieved November 12, 2008 from Academic Search Complete via EBSCOHost.

How to Successfully Skip a Day of School :: essays research papers

Every kid in high school is always trying to think of new ways to skip class. This is where I come into play. I missed forty-two days of high school my senior year and didn't get caught once. If executed correctly, almost anyone can pull this off. I've been told many times that Ferris Bueller didn't have anything on me. Maybe one day I'll get my own movie. I was not a fan of class in high school, and it was well known. I was what most would call the class clown and tended to stay in trouble. If I wasn?t skipping school I was usually suspended. So when I was there, I had to be prepared for anything and everything thrown my way. Missing so many days I had to be an expert at forging doctor?s notes. But for one day you will only need one forged note from your parents. All materials needed to pull this off can be found around the house. The most important thing needed to pull this off is a functioning brain. Some other materials you may need are soup, Kleenex, and ibuprofen. All these materials will be vital to your success. To successfully skip a day of school requires two very important things, practice and execution. To begin, this cannot be a spur of the moment thing, it must be thought out and practiced. Don?t come out right away and say you do not feel well. Act so sick your parents have to ask if you are feeling well. The best thing to tell them is that you have a terrible headache and can?t see straight. This cannot be proven wrong. The next morning, stay in bed until they come tell you that you are going to be late. This is when you tell them you are so sick you can?t make it to class. When they finally depart for work stay put for at least an hour. People have been known to get caught because they are too anxious. Patience is a virtue. When you go to shower, take a minute to look around and memorize where everything is, then when you are finished put everything back the way it was before you got in. Now leaving the house is the tough part. Be very cautious of noisy neighbors.

Dreamliner: Time, Budget and Project Performance Analysis Essay

1 Introduction. 1.1 In developing the Boeing 787 Dreamliner, Boeing executive management’s initial decisions and project management strategies did not control the four major measurements of project success: time, budget, performance and client acceptance (Pinto, 2013, pp. 35,36). This report analyses the methodology and project management decisions that led to a project crisis and risk to Boeing’s reputation. 2 Boeing history. 2.1 Boeing Aircraft Corporation, with a heritage of aircraft design, manufacture and assembly, dates back to July 1916 (Boeing, 2004). Recent aircraft including 737, 747, 767, and 777 are all designed, assembled and supported by Boeing (Boeing, 2014). 2.2 Boeing commercial aircraft division is a successful aircraft manufacturing company with a proud history of in-house design and manufacture (Boeing, 2014). 3 New aircraft requirement. 3.1 Competition from Airbus, with its increase in market share through the 1990’s to market share leader in 2003 (Hoiness, 2006), led Boeing to decide that a mid-sized, long range aircraft was required for current and emerging markets. Boeing committed to a new aircraft line, the 787 ‘Dreamliner’ (Hoiness, 2006). A significant technology advance to carbon fibre composite fuselage and wing construction with advanced engine technology would aim to reduce fuel burn by 20%, and would provide a better operational experience for airlines and their customers (Boeing Aircraft Corporation, 2014). 4 Outsourcing and Cost overruns. 4.1 Boeing outsourced approximately 70% of development and production to  other companies in an attempt to reduce development time and costs (Denning, 2013). 4.2 Early project management decisions to move away from the Boeing model of in-house design and manufacture (Boeing, 2014), to a model of out-sourcing large subassemblies and component sections to around fifty Tier 1 partners (Boeing Company, 2013), would prove disastrous in estimating development costs (Ostrower & Lublin, 2013). Boeing’s reliance on Tier 1 companies to complete assembly integration, control Tier 2 and Tier 3 suppliers and solve problems in design aspects, led to cost and schedule overruns (Denning, 2013). 4.3 Initial budget estimates from Boeing set the 787 costs at about $5 billion (USD). Ostrower stated â€Å"Barclays Capital conservatively estimates the program ended up costing around $14 billion (USD), not including the penalties Boeing has had to pay customers for late deliveries† (Ostrower & Lublin, 2013) and aircraft cancellations (Bloomburg News, 2012). 4.4 The financial evidence suggests that Boeing and the 787 project management team did not fully understand the complexities of out-sourcing (Goatham, 2014). In a January 2011 speech at Seattle University, Albaugh is quoted as having said †We spent a lot more money in trying to recover than we ever would have spent if we’d tried to keep the key technologies closer to home† (Calleam Consulting Ltd, 2013). 5 Project Leadership 5.1 The Boeing Leadership project team did not understand the complexity of the Tier structure (Tang & Zimmerman, 2009). In adopting the Tier assembly approach the leadership team should have used logistics and supply chain management specialists (Denning, 2013). 5.2 Implementation of management strategies to cope with component suppliers is paramount. In a Boeing publication Hart-Smith recognised the risks in out-sourcing and assembly without sufficient design control. He stated that â€Å"in order to minimize potential problems, it is necessary for the Prime contractor to provide on-site, quality management, supplier-management, and sometimes technical support† (Hart-Smith, 2001). 5.3 The project leadership team failed to ensure each supplier received adequate design information to implement its part of the project (Tang & Zimmerman, 2009). This demonstrated they did not provide effective leadership nor sufficient communication (Pinto, 2013, p. 133). 6 Design control 6.1 Without fully understanding the complexities or difficulties in introducing a new design, and without a developed set of requirements and detailed design control, project difficulties and delays are inevitable (Denning, 2013). Other companies, for example the Toyota Motor Company, use out-sourcing successfully to trusted companies with a high degree of product design control as a method to reduce costs in production (Denning, 2013). 6.2 The Boeing model adopted was to spread the design and development to suppliers on a global scale with costs met by suppliers (Ostrower & Lublin, 2013). A strategy such as this should have been tightly controlled from the outset. Without this control, difficulties in assembly and ill-fitting parts requiring redesign added to the delays experienced by the project (Denning, 2013), with hundreds of Boeing engineers sent to various companies to solve technical problems (Tang & Zimmerman, 2009). 7 Communication and Cultural Risk. 7.1 Boeing management opted to control Tier 1 and Tier 2 integrators and their suppliers using a computer web based system, ‘Exostar’ (Denning, 2013). This system intended to provide supply chain and logistics visibility and ‘real time’ monitoring to control process, development, time and cost. Due to cultural differences and trust issues with this system, accurate and timely information was not entered by integrators and suppliers (Denning, 2013). 7.2 A Failure to understand the cultural differences with international companies and suppliers, by both integrators and Boeing management, provides evidence that the project did not adequately consider organizational culture or fully understand its effects (Pinto, 2013, p. 79). 7.3 If Boeing had relied on their own ‘tribal’ knowledge culture, rather than outsourcing to other organizations, the cultural and communication risks would have been reduced (Reuters, 2011). 8 Stakeholder management. 8.1 Knowledge of stakeholder capability, strengths, and behaviours should be part of successful project management (Pinto, 2013, p. 58). Boeing’s leadership failed to appreciate that Tier 1 integrators did not have the  capability to control the supplier nor the supply chain (Tang & Zimmerman, 2009). 9 Conclusion. 9.1 Boeing’s decision to outsource the design and manufacture of the Dreamliner, along with the introduction of new technology, led to lengthy project delays and additional expenses (Ostrower & Lublin, 2013). Poor communication from the Boeing leadership team, along with cultural misunderstandings, led some key suppliers to mistrust the control systems. Cost overruns, schedule delays and supply chain issues all led to this project failing to meet established goals within estimated parameters of cost, schedule, and quality (Pinto, 2013). 9.2 Modified management strategies were implemented to correct design flaws, provide technical and quality systems support at vast cost (Denning, 2013). These actions have contributed to a project turnaround with increased orders (Boeing, 2014). Bibliography Bloomburg News. (2012, 08 23). Daily Herald Bussiness. Retrieved 03 16, 2014, from dailyherald.com: http://www.dailyherald.com/article/20120823/business/708239912 Boeing. (2004). The Boeing Log Book 1881-1919. Retrieved 03 18, 2014, from History: http://www.boeing.com/boeing/history/chronology/chron01.page Boeing. (2014). Boeing Commercial Planes. Retrieved March 8, 2014, from http://www.boeing.com/boeing/commercial/products.page Boeing Aircraft Corporation. (2014). Boeing 787 Dreamliner Provides New Sollutions for Airlines, Passangers. Retrieved 03 15, 2014, from Boeing: http://www.boeing.com/boeing/commercial/787family/background.page Boeing Company. (2013). 787 Who’s Building the 787 Dreamliner. Retrieved 03 16, 2014, from New Airplane: http://www.newairplane.com/787/whos_building/ Calleam Consulting Ltd. (2013, 02 3). Boeing Commercial Aeroplanes. Retrieved 03 22, 2014, from Why Projects Fail: http://calleam.com/WTPF/?p=4617 Denning, S. (2013). What Went Wrong At Boeing? R etrieved March 8, 2014, from Emerald insight: http://www.emeraldinsight.com.libraryproxy.griffith.edu.au/journals.htm?articleid=17086954 Goatham, R. (2014). Why Projects Fail – Boeing Commercial

The Role of Interjections in English Grammar

Shortly after Steve Jobss death in the fall of 2011, his sister, Mona Simpson, revealed that Jobss final words were monosyllables, repeated three times: OH WOW. OH WOW. OH WOW. As it happens, interjections (such as oh and wow) are among the first words we learn as children—usually by the age of a year and a half. Eventually, we pick up several hundred of these brief, often exclamatory utterances. As the 18th-century philologist, Rowland Jones observed, It appears that interjections make up a considerable part of our language. Nevertheless, interjections are commonly regarded as the outlaws of English grammar. The term itself, derived from Latin, means something thrown in between. Why Interjections Are Overlooked Interjections usually stand apart from normal sentences, defiantly maintaining their syntactic independence. (Yeah!) They arent marked inflectionally for grammatical categories such as tense or number. (No sirree!) And because they show up more frequently in spoken English than in writing, most scholars have chosen to ignore them. (Aw.) Linguist Ute Dons has summarized the uncertain status of interjections: In modern grammars, the interjection is located at the periphery of the grammatical system and represents a phenomenon of minor importance within the word class system (Quirk et al. 1985: 67). It is unclear whether the interjection is to be considered an open or closed word class. Its status is also special in that it does not form a unit with other word classes and that interjections are only loosely connected with the rest of the sentence. Furthermore, interjections stand apart as they often contain sounds which are not part of the phoneme inventory of a language (e.g. ugh, Quirk et al. 1985: 74).(Descriptive Adequacy of Early Modern English Grammars. Walter de Gruyter, 2004) But with the advent of corpus linguistics and conversation analysis, interjections have recently begun to attract serious attention. The Study of Interjections Early grammarians tended to regard interjections as mere sounds rather than words—as outbursts of passion rather than meaningful expressions. In the 16th century, William Lily defined the interjection as a parte of speche, whyche betokeneth a sodayne passion of the mynde, under an unperfect voice. Two centuries later, John Horne Took argued that the brutish, inarticulate interjection . . . has nothing to do with speech, and is only the miserable refuge of the speechless. More recently, interjections have been variously identified as adverbs (the catch-all category), pragmatic particles, discourse markers, and single-word clauses. Others have characterized interjections as pragmatic noises, response cries, reaction signals, expressives, inserts, and evincives. At times interjections call attention to a speakers thoughts, often as sentence openers (or initiators): Oh, you must be kidding. But they also function as back-channel signals—feedback offered by listeners to show theyre paying attention. (At this point, class, feel free to say Gosh! or at least Uh-huh.) Its now customary to divide interjections into two broad classes, primary and secondary: Primary interjections are single words (such as ah, ouch, and yowza) that are used only as interjections and that dont enter into syntactic constructions. According to linguist Martina Drescher, primary interjections generally serve to lubricate conversations in a ritualized manner.*Secondary interjections (such as well, hell, and rats) also belong to other word classes. These expressions are often exclamatory and tend to mix with oaths, swear words, greeting formulas, and the like. Drescher describes secondary interjections as derivative uses of other words or locutions which have lost their original conceptual meanings—a process known as semantic bleaching. As written English grows more and more colloquial, both classes have migrated from speech into print. One of the more intriguing characteristics of interjections is their multifunctionality: the same word may express praise or scorn, excitement or boredom, joy or despair. Unlike the comparatively straightforward denotations of other parts of speech, the meanings of interjections are largely determined by intonation, context, and what linguists call pragmatic function. Geez, we might say, you really had to be there. Ill leave the next-to-last word on interjections to the authors of the Longman Grammar of Spoken and Written English (1999): If we are to describe spoken language adequately, we need to pay more attention to [interjections] than has traditionally been done. To which I say, Hell, yeah! * Quoted by Ad Foolen in The Expressive Function of Language: Towards a Cognitive Semantic Approach. The Language of Emotions: Conceptualization, Expression, and Theoretical Foundation, ed. by Susanne Niemeier and Renà © Dirven. John Benjamins, 1997.