Person Centered Therapy and Cognitive Behavioral Therapy for Post Traum

Carl Roger’s believed that everyone is inherently good. Therefore, even the vilest of people would be included. Some disputes have been made among behavior theorists that because the theory lacks structure, it is not as effective in treating illness. However, it is one of the main theories utilized by therapists today. Cognitive Behavioral Therapy is another popular theory that is used. It emphasizes the present and fixing cognitive distortions that clients may have. However, it too received some arguments against it, such as; treating symptoms and not the underlying cause of an illness. The theories that will be discussed are Carl Roger’s theory of Person Centered Therapy, Aaron Beck’s Cognitive Behavioral Therapy (CBT) and how they would treat Post Traumatic Stress Disorder (PTSD). In Person Centered therapy, the therapist establishes a solid therapeutic alliance with the client. â€Å"The therapeutic alliance is a more encompassing term for therapy that emphasizes the collaborative nature of the partnership between counselor and client. This partnership incorporates client preferences and goals into treatment and outlines methods for accomplishing those goals. The therapeutic alliance is an alliance based on listening to the client without being judgmental or giving unwarranted advice.† Individuals are working toward self actualization. They also look for ways to improve experiences. Individuals try hard to reach an optimal sense of satisfaction. This eventually leads them to become fully functioning. After the individual is fully functioning they are able to trust their own feelings and experience a better life (Rogers, 1961). Rogers found that very few become fully functioning. To cope with this they create defense mechanisms.... ...Capsule. Post Traumatic Stress Disorder. American Psychiatric Association's Diagnostic and Statistical Manual of Mental Disorders (DSM-IV-TR). 14 Mar. 2008.http://www.behavenet.com/capsules/disorders/ptsd.htm. National Institute of Mental Health. Post Traumatic Stress Disorder : Signs and Symptoms. U.S. Department of Health and Human Services. 15 Mar. 2008. http://www.nimh.nih.gov/health/publications/anxiety-disorders/post-traumatic-stress-disorder.shtml. National Institute of Mental Health. Post Traumatic Stress Disorder : Treatment. U.S. Department of Health and Human Services. 15 Mar. 2008. http://www.nimh.nih.gov/health/publications/anxiety-disorders/post-traumatic-stress-disorder.shtml. Wikipedia. â€Å"Post Traumatic Stress Disorder.† Wikimedia Foundation. 15Mar. 2008. http://en.wikipedia.org/w/index.php?title=Post-traumatic_stress_disorder&redirect=no

What does religion do for us? :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  What exactly does religion do for us? Sure, it’s a nice concept that makes one believe in other worldly things. Spirits and angels flood the heads of many children whose parents partake in the average slice and dice of Catholic smorgasbords, but what does it do for their souls? Are they all just workaholics who need a reason to be the way they are, or are they monsters merely extending a strange and open faà §ade in order to gain acceptance in the afterlife? All the same, religion does have its effect on many.   Ã‚  Ã‚  Ã‚  Ã‚  What we can be sure of is that the preachers believe in what they’re saying. Or do they? The display of onerous, burdensome stages of guilt seem to plague most of the bible passages, but no harm is seen in the acceptance of these. Sure they are all hand-me-downs of rinse cycle lives, but who is the one to blame for all this? Is it God? Or is there one to blame for all of this? What kind of question is to be answered by this cunning display of fortitude? The fact that their focus determines their reality has nothing to do with the audience captivated by the stunning repetition so often spoke, but it often is said that it does. One should believe in such a myth because of its popularity and outright approval.   Ã‚  Ã‚  Ã‚  Ã‚  Could the choir have something to do with why religion is so popular? Do angelic voices seem to enslave mans ideals and shun them to the furthest reaches of space, or is that done himself? One must come to believe in a God he cannot see because of the hymns blissfully sung by the elder women who have retired many years ago and have nothing better to do with their time than go to choir practice. In these extraordinary hymnals, people are told how much God and Jesus love them, and that the soul is free to choose its place. It makes one wonder if they have a soul.

Nonviolent action takes low risk Essay

Nonviolent action has been widely used in political and economical change that people can use it to fight for their true power of holder. This article is based on Merriman’s article â€Å"Agents of Change and Nonviolent†(Merriman, 2008), Yunus’s article â€Å"The Role of the Corporation in Supporting Local Development† (Yunus, 2000) and DuVall’s article â€Å"Outside View: Liberation by People† (DuVall, 2004)–the nonviolent action is the best way to people for fighting for the right of the economic and political. Moreover, it can remind the people that they are the owner of the country and they are powerful enough to participate in national management. Different with the habitual impression of the revolution, which is always full of battle, violence and gore, the nonviolent action costs less than the violent action and takes less risk based on mass supported. Hardy Merriman is Sr. Adviser of the International Center on Nonviolent Conflict, in his article, â€Å"Agents of change and nonviolent†(Merriman, 2008), defines the main concept about nonviolent action: nonviolent-action comes from agreement and obedience of people, what is the categories of nonviolent action, the reason why we reckon that the nonviolent action advance the violent action and he uses the U.S. Civil Right Movement and Indian Independence Movement to explain the plan of the nonviolent action. Muhammad Yunus is economist and Nobel Peace Prize recipient in 2006. His article is focuses on specific field that is the use of nonviolent in local development, which means corporation. It is a specific nonviolent way to make change. The article contrasts the charity way with the violent way to the poor people to show us the advantage of nonviolent action. Jack DuVall is the founder of the International Center on Nonviolent. His article uses two examples, Lincoln and Gandhi, to elicit nine characters of a successful nonviolent action. The action should have a good leader with clear goals, broaden the scope of the movement, good analysis of the revolutionary situation, good risk-averse, persist the nonviolent way, courage from the enemy disintegrate, good manage of the material supply, compressive strength and ready for the challenge. For the three articles, there are 2 similarities among them; the first is that they all mention the requirement of the successful nonviolent action. For the first article, â€Å"Agents of Change and Nonviolent Action†, Merriman refers that the successful nonviolent action should have an outstanding leader, who has benevolence. Even the leader should formulate a complete programme that can attract people to unite. The key role of the leader and the programme has been emphasized, that is same of the article, â€Å"Outside View: Liberation by the People†, which lists the nine categories of the leader: clear goals, broaden the scope of the movement, good analysis of the revolutionary situation, good risk-averse, persist the nonviolent way, courage from the enemy disintegrate, good manage of the material supply, compressive strength and ready for the challenge. From the background of these two authors, we can find out that both of them are in the International Center on Nonviolent and both of them mention that we should focus on that the successful nonviolent action should have the good leader and comprehensive plan. Even the good leaders have some of the categories above that they are kind-hearted, have a good starting point that respect interests of the masses, if they use the violent way to make the change, the action still take more risks than the nonviolent action. That is the second similarity that both of three articles mentioned. For the first article, Merriman states that the violence action is base on using the force, and all the money and right concentrate on the leader and the only one way can restrict him is the rule. While, if he did not obey the rule, it will make the disaster result. On the contrary, nonviolent actions â€Å"not only tell people that they are powerful, they demonstrate people’s power by setting clear, achievable objectives and then documenting and publicizing their victories.† (Merriman, 2008) That means the successful revolution cannot separate from the masses and take less risk by getting all people involve decision-making. As the social problems, like poverty issues, we should use the charity way that give the poor enough opportunities and that will get unimaginable feedback, from the second article, â€Å"The Role of the Corporation in Supporting Local Development†. As the political aspect, DuVall, in his â€Å"Outside View: Liberation by the People†, has mentioned that dictatorship and terrorism regime should be overthrown, while we should not counter violence with violence, and we should use the nonviolent movements to fight for our rights. Because it takes less risk that it can avoid repeating the violence regime. In summary, base on the 3 articles written by Merriman, Yunus and DuVall, the nonviolent is the best way to people to fight for the right. From the economical aspects, it makes the profit maximization that poor people can get loan from the corporation to striving their lives and from the political aspects, mass people can participate in elaborating the formulation. Also with the support from the masses and the correct leadership of the good leader, the nonviolent action will take less risk than the violent action. Referenceï ¼Å¡ Merriman, H. (2008, April 8). Agents of Change and Nonviolent Action. Conservation Biology, 22(2). Yunus, M. (2000). The Role of the Corporation in Supporting Local Development. Reflections, 9(2). DuVall, J. (2004, September 22). Outside view: Liberation by the People. United Press International.

Management Control Systems 4-6

Management Control group 1| Main Case Study 4-6| Mini case study 5-2| Tom Breteler – 930228 | Max Leigh Norman – 910904 Hanway Tran – 831226 16/11/2012| | | Main Case Study 4-6: Grand Jean Company Introduction This case study covers case 4-6 of ‘Management Control Systems’, written by Robert N. Anthony and Vijay Govindarajan (2007, 12th edition). The case discusses Grand Jean Company, a jeans manufacturing company, and describes several processes and issues in their organisation and management.In this report, we will we review and discuss the main problems that Grand Jean Company faces, analyse and propose solutions to these problems. During the course of this report, we will often refer to theory from the aforementioned literature, as well as external sources where needed. Explanations of concepts, theories and jargon will be given where necessary, but references will be provided in the end of the report easy reference. Lastly, we realise our soluti ons have their limitations and are unlikely to be implemented easily, or immediately effective.But we believe that our proposed changes will allow the company to reap the benefits from knowledge sharing and increased efficiency, as both plant managers and contractors can cooperate to find the best practice to accomplish their tasks at hand. Background Grand Jean is a clothing company with a long history, having been founded in the mid 18th century it has survived several great economic crises such as two world wars, the great depression in the late 1920s and the 1970s oil crisis.Having survived so many economic shocks and still be working as a profitable company, it is possible that this has caused top management in Grand Jean to believe that the business model they are employing is a sturdy model that always works. The scientific management model that was developed in the 1910s where cost efficiency and cost analysis was prevalent then; is something that we perceive is still preval ent now in Grand Jean (Anthony & Govindarajan, 2007). Their usage of key metrics is very old fashioned: * Focus on production quota for the factories. Budget estimating a plant’s future production by looking at historic production and add a little more for the following year * Using historic supervisor:employee ratio There seems to be a lot of territorial mentality between the different departments in that each department focus on their own performance, and are willing to intervene in another department to satisfy their own goal. The company also seemed to treat the management and employees at the headquarters more favourably than management and employees at production plants.Problems In this section, we shall further discuss the processes and circumstances at Grand Jean Company and lay out the problems, and more importantly we will explain why they are problems. Firstly, we feel that the company in overall is overly traditional and outdated, resulting in a general lack of fl exibility. The company’s processes and regulations are often strict and overly simplified, which has a negative effect on the realistic day-to-day operations. One of these regulations is the relationships Grand Jean Company has with its ndependent contractors. Grand Jean has 25 company-owned manufacturing plants, which are responsible for about two thirds of the total production; the rest is done by roughly 20 independent manufacturers. Some of these contractors have long-standing relationships with Grand Jean, whereas some are very new and short-term. Contract agreements are made by the production operations’ vice president, Tom Wicks, and a ceiling price is set for each individual type of pants.If a contractor complies with Grand Jean’s quality and reliability standards, they get paid the full ceiling price, but if Grand Jean is unsure, a lower price is paid until the contractor has proven himself. This leads to a high turnover rate for contractors, considerin g the intense domestic and foreign competition in the garment industry. Strict demands combined with lower financial (as well as non-financial) support can be incredibly taxing for new contractors, resulting in them not reaching the desired quotas.Grand Jean then immediately terminates the relationship, and does not try to aid its contractors in any way that we have noticed. This is a waste of invested time and resources in the relationship, which could be easily avoided by closer collaboration and communication, combined with more a more flexible framework. The existing facilities are not used for a period of time; which is an additional  waste of resources. The key metrics that Grand Jean use to evaluate the company’s performance are very outdated.The main focus throughout the company is to focus on production output and metrics that affect or can be derived from focusing on production quantity e. g. production/year, standard hours/pair. However, there seems to be no cons ideration of metrics that affect the overall performance of the company. As mentioned before, the contractor’s that failed to meet expectations were usually just replaced by a new contractor in the same existing facility, this is an activity that impacts the company’s overall performance, as time and money has to again be spent re-negotiating terms of agreement, setting up and starting production lines.Overall the key metrics do not focus on activities that can have a more profound impact on the company’s performance. The heavy focus on production quota causes the company to miss other aspects that could generate improvements e. g. in plant efficiency, gross profit margin, overhead- and back office costs. The heavy focus on production also caused some plant managers to hoard goods to be able to meet production quota. Grand Jean makes use of 5 separate marketing departments, this is motivated with the fact that they sell to different customers.We consider the dep artment structure of marketing in the current state to be obsolete, because it doesn’t make efficient use of the knowledge that can be obtained by having cross-departmental communication or by unifying the marketing department into one big unit. Having such similar functions in 5 departments creates a lot of overhead when it comes to research and demand forecasting. The 25 company-owned plants are treated as expense centres, implying their only goal is to reach a quota at a price as low as possible. If the focus is purely on getting the lowest cost per product possible, quality is likely to fall behind.Additionally, the plants are run on a tight regulatory system based on time-and-motion systems resembling Taylor’s scientific method; making it obviously outdated, made worse by the odd use of fixed learning curves: implying learning curves are a system to be applied instead of an ongoing process. Entire budgets are made extrapolating the production time for a single pai r of jeans, and mass scale benefits are religiously pursued; resulting in an extreme lack of flexibility which severely harms the collaboration and communication with the marketing department.A major problem as well is the restrictiveness of the production quotas. Like the budgets, the quotas too are extrapolated from individual production time per pair of jeans, and administered relentlessly: the budgets are pre-made monthly one year ahead of time, and there is no indication of any adaptation being made during that year. This obviously leads to an inability to react to changes, and is overly simplistic to say the least. Additionally, the bar of budgets and quotas is raised monthly (! , because â€Å"we expect people to improve around here† (Anthony & Govindarajan, 2007). Shockingly, these decisions are made arbitrarily without regard to external circumstances. If a plant reaches the quota, it is decided to have performed well, regardless of delivered quality, and if not, the plant is considered to have been working at a sub-reasonable level of speed and efficiency. Grand Jean acknowledges worker turnover and absenteeism are big problems in the plants, yet they do not show any awareness of any link from those problems to the strict quotas.Feedback is given monthly via phone, instead of in person, to see if the plants met the allowed standard labour hours compared to the actual labour hours, which is an accounting related principle that is often unsuited for practical issues such as production. This has negative consequences, the most disturbing being the plant managers retaining a safety stock when they exceed the quota, in order to make sure they can reach the quota again next year. This is done because production over the quota is not rewarded, and production is expected to increase from the year before, no matter how high the figures are.Considering Grand Jean has to turn down orders every end of the year, this is a shame when it comes to the usage o f resources, production and profit potential. Still, Grand Jean claims to look for other things but the quota as well when evaluating plants, such as the quality of the community relations and employee satisfaction. There are no concrete standards shown in the case for these measurements however, making the rating and bonus allocation system very arbitrary and subjective.This resulted in the finance and marketing departments being rewarded higher ratings than the production plants; which is particularly questionable considering most top-managers are from finance and marketing backgrounds. To us, this smells of favouritism, which is never a basis for a proper rating system, which should of course be objective and fair i. e. have procedural justice. Also, it was issued in the case that offices are often understaffed because Mr. Wicks consistently adheres to the traditional supervisor/worker ratio of 11:1, although the fact simply is that that ratio is insufficient and outdated.Plant m anagers feared to deviate from that ratio due to the fact that Mr. Wicks managed a plant with that ratio. This causes the plants to run with a supervisor/work ratio that doesn’t adapt to the changing external environment (Anthony & Govindarajan, 2007). Lastly, the company does not properly acknowledge the differences in technology and equipment and age of the plants, instead Grand Jean demands equal performance from them all. This is obviously not prudent, and results in the older plants having more difficulties in reaching the quota.Proposed solutions The company needs to improve the communication channels between the marketing and production departments. It seems as though these departments are working completely independently from each other which is concerning as their relationship is one of the most important within the organisation. Production relies on quantity targets set by the marketers, by having much more regular meetings, face to face rather than on the phone, th ere should be a reduced risk of drastic changes in quantity needed.It is more likely that a closer relationship between these departments will cause incremental changes in production which is much easier and cheaper to manage. Consequently there will be much less wastage or excess goods being produced. Continuing with the theme of collaboration, the 5 marketing departments need to work as parts of the same unit, rather than individual units with the same name. The text refers to some departments going about their own business in order to meet aims and objectives, even if these actions have negative consequences for other departments.All departments in the organisation are trying to add value to the end product but this should not be done by trampling on others who are trying to achieve the same goal. The managers or each marketing department need to meet and ensure that no actions taken by their individual units have a negative impact for another. This is not to say there shouldnâ⠂¬â„¢t be a competitive nature within the firm but it should be regulated so as not to cause harmful repercussions. At present, the rating system and bonus allocation system seems quite subjective and inexact.Firstly, the bias that occurs in favour of the financial departments needs to be eradicated. This could be done by outsourcing the task of rating the departments. As long as the external firm knew the industry and had a set of strict guidelines as to how to rate the performance of each department, there would be no bias and ratings between departments should be more evenly spread out. Currently, there is no incentive for plants to produce at maximum efficiency because if they happen to go over quota, they do not get rewarded for doing so.This ties in nicely with the second aspect of the ratings system. The case provided no exact guidelines to which each department was being assessed. Mr Wicks would call the departments and have a conversation about whether or not they met their production quota and generally ‘how things are’. The managers need to have face to face meetings and joint plant inspections in order to really gauge how production is performing; this will give a much more accurate picture and enable bonuses to be allocated more precisely.Contractors produce around a third of Grand Jean Company’s stock and as such, are an integral part of the production process. Instead of initially offering a lower price, Grand Jean could reduce uncertainty by allowing their contractors time to move up the learning curve by allowing them a lower quantity to be produced, which would be gradually increased once product quality and production reliability is delivered. Thus building Grand Jean’s relationship with their contractors, and avoiding resource destruction, despite the existing facilities being re-used.The reduced contractor turnover would increase the utilisation of the plants which will lend itself to increased production in the long term. As has been mentioned previously, some of the plants are up to 30 years old whereas some are as new as only 5 years old, however, there seems to be no allowance for this is the targets set by the company. It stands to reason that 30 years old technology is much more likely to; breakdown, be more costly to maintain, and be less efficient than 5 year old technology.Therefore, the quotas and maximum output of each plant should be heavily related to how new the plant and the technology is, presuming the staff are of equally skilled between the plants. Therefore, plant managers need to work more closely with market departments because they will be able to work out what targets are suitable for each plant rather than a ‘one size fits all’ quota system which at present, isn’t working particularly effectively. These new targets could be achieved through an initial meeting and assessment of the factory and review meetings every month to make sure the targets ar e being met.The current budgeting system is extremely primitive. The departmental managers review figures from the previous year and ‘add on a few’ because they assume the efficiency has increased and the staff ‘should’ have gotten better at their jobs. Whether these sweeping statements have some truth or not, it is obvious Grand Jean need to have a more specific budgeting and planning strategy. Using a more realistic budgeting system with more stretch would create actual learning curves instead of artificial, fixed ones.Due to more flexible targets and specific information from each individual plant capacities being used, coupled with the prospect of being rewarded for going over quota production, there should no longer be any need to hoard safety stock in order to meet targets later on in the year. Conclusion To conclude, it can be said that current affairs at Grand Jean Company are rigid and outdated, specifically in the areas of contracting relationship s, internal communication, budgeting, and reward systems. Our paper has described and explained the main issues at hand, and provided possible solutions to these problems as well.With these fixes in place, we as a team feel that Grand Jean could greatly improve its way of doing business. Mini Case Study 5-2: North Country Auto, Inc. It is prevalent that in North Country Auto, Inc. (NCA) the separate business units operated more as independent companies than subdivisions within a company. The business units’ managers themselves were aware of the problematic dilemma that the focus on their own profitability caused to the overall result of the company; even being fully aware that there were recurring situations that would have benefited the company had one department accepted a lower profit.The company lacks goal congruence between its business units, and Mr. Liddy’s endorsement of the current company structure doesn’t do anything to remedy the current friction. In stead of focusing on activities that create true value towards its customers, the company is engaging in accounting activities that do nothing to remedy the lack of goal congruence. We think Mr. Liddy should abandon the current structure for the new car-, used car- and service department, and instead structure it up with main business units, new and used car sales as one and body shop as the second one, with the service- and parts department operating as support.The new and used car sales and body shop would operate as profit centres with the service- and parts unit operating as an expense centre. To create goal congruence within the company, the department performance dependant bonuses should be removed. Instead NCA should implement a two tiered bonus program, the company’s performance should account for the larger part of the bonus program, to make sure that the department managers aren’t only thinking of their own performance.A suggestion would be to have a 20% depa rtment dependant and 80% company dependant bonus system. This would still allow a department with excellent performance to get a good reward for their above standard performance. This would increase the probability that the now different departments strive to work together to keep overall profits up and overall expenses down. Such a reward system would shift the personnels’ focus on the company’s total performance.The company should implement on one unified IT-system to make it easier to share information and hence promote inter departmental communications, thereby increasing the possibility of achieving synergy effects from the collective knowledge within the organisation. Restructuring the workflow, IT-systems and organisational structure itself won't achieve any positive effects, if the employees and managers themselves don’t embrace the new organisational structure, the whole reform will just end up being a new organization on paper.Hence why Mr. Liddy will have to be prepared to put in considerable effort to show that top management is supporting the new organisation that we propose. While it is possible to estimate a time frame for implementing a new workflow and information system, it is more difficult to estimate a time frame for when peoples’ behaviour will actually change. Without a change in behaviour, there is very a low possibility to gain any synergy effects from the new organisational structure.To implement this new organisation we propose a parallel multistage process; this requires top management to work on designing a new workflow, information system, organisational structure. And educate and involve department managers and employees to gain support for the new organisation to secure a working implementation. Bibliography Anthony, R. N. ; Govindarajan, V. (2007). MANAGEMENT CONTROL SYSTEMS. 12th Edition. Net MBA website. [Online] Consulted on the 12-11-2012. URL: http://www. netmba. com/mgmt/scientific/ Appendix Pr oposal for new organisational structure for NCA.

Bridging Academic and Career Competencies Essay

The university learning goals are essential skills that hiring managers look for when reviewing applications. Knowing how to incorporate the learning goals into your career competencies can help you in the application and career-search process. Fill in the following table with 100-word summaries of how each university learning goal can help you with career preparedness. University learning goal How each goal prepares you for success in the workplace Professional Competence and Values Professional Competence and Values prepares me for success in the workplace by giving me the classes that I need to be successful in a future career and my personal life. The university providing these courses, which give the skills and knowledge necessary to be successful, is helpful to me since I am not being put into classes that I have nothing to do with my career field. This goal also encourages lifelong learning, which encourages me to take more classes once I graduate from my current program and strive to learn more when I enter my career field post-graduation. Critical Thinking and Problem Solving Critical thinking and Problem Solving prepares me for success in the workplace by giving me the skills to be better with how I think about and address problems. While in the workplace, this will help me and has helped me so far to take my thoughts from just a yes or no answer, to answers that I have reflected on more. This goal will also help give me the skills to come up with a more reasoned and detailed solution when solving a problem. With that knowledge, I can explain to my employer the solution I chose for a problem and why I chose it. Communication Communication helps me prepare for success in the workplace by giving me the knowledge I need to be a better formal communicator. Learning how to better use grammar, punctuation, and tone in how I write will help when I need to  send memos to colleagues in my career field. Having that information will help me better communicate to them professionally, and not how I would talk to my friends on a daily basis. Communication will also help with how I present my ideas to others, so that they are easy to understand and respectful of colleagues both in the tone and words that I use. Information Utilization Information Utilization helps me prepare for success in the workplace by helping me to improve my research skills and how I use the information that I find. Having classes where I have to locate answers using the research skills that I already have, causes me to better refine what I am already doing so that when I enter a career field, I will not need assistance if I am looking for information that I may need. This goal also will help me to use the proper information, so that whatever I am working on can be right the first time and negate the need to have to go back and research again. Collaboration Collaboration helps me prepare for success in the workplace by allowing me to work in groups with other students on projects. Collaborating will give the ability to hear and see things from multiple points of view that I do not possess, something that will help me when I get to a career. Collaboration will help me with the ability to trust team members, and not be quick to judge or try to do things on my own, as in my chosen career field, that is not something I will be able to do, and will have to work with others on solutions.

Letter of Justification

My father lost his Job and went without a Job for several months. This predicament became highly Inconvenient putting more responsibilities on me while helping my parents pay for bills should add how hall moved a lot, this sentence Is short and needs to be added on to. Talk about what kind of distress this caused you and your family. Try to refrain from using words like â€Å"l†, â€Å"my† or â€Å"me† just to make it sound more of a formal essay) We had to move into a home more affable for my family.We eventually became reliable on one vehicle due to a car accident my dad was involved in and my vehicle became to expense to fix due to mechanical issues **(This sentence is a run-on and I think it would be broken up into two sentences) . My last semester fall of 2012 at San Antonio College was the hardest because that is when my family was most reliant of me. At the time, I was enrolled in 14 hours and working a full time job. With the additional responsibilities o f providing for a family of five, it became a challenge to focus my attention on school.Eventually I decided the fall of 2012 was going to be my last semester of school at San Antonio College due to my family needing help financially. I enlisted in the United States Army and went Basic Combat Training (BCC) t Fort Jackson in South Carolina from January 7, 2013 and graduated March 21, 201 3 added commas after the days. ). Then I went to Advance Individual Training (TIT) for a Human Resources Specialist position which was also in Fort Jackson from March 20, 201 3 and graduated May 21, 2013**(Number dates always go after the month). *(Could re-write sentence like this-During my time at TIT, I was awarded a Certificate of Achievement for obtaining a high score on the Army Physical Fitness Test. -Then you could go on to talk about what kind this achievement proves about your endurance and how you're driven) I was also awarded a Certificate of Achievement for scoring high on the Army Phys ical Fineness Test during my time at TIT. After completion of TIT, I was stationed at Fort Bliss In El Paso Texas to 31st Combat Support Hospital.I was there for 7 months In which I earned a promotion from POP to Private First Class and was awarded a Certificate of Achievement during Iron Focus, which was were training excises and preparing for my Units future deployment to sentence). I was deployed to Afghanistan January 7 2014. My duty and tasks were greater than my rank, which I slotted In a higher ranks position I as responsible for accountability and movement for Task Force 31 Medical and the 15 units, that fall under the Task Force of 174 personnel which increased to 455 confusing). **(never use words like â€Å"I'm†, â€Å"weren't†, â€Å"couldn't† etc. Always type them out like â€Å"l am†, â€Å"were not†, â€Å"could not†) I am responsible for out-processing personnel, which get military personnel out Afghanistan with all the prope r documentation **(Find a synonym for â€Å"personnel† try not to use the same word twice in a sentence†). My senior leader recently recommended me for a Battlefield Promotion to next rank of Specialist. My Unit was supposed to redeploy back to the States in October but we were recently extended to December and I felt it would be a great time to go back to school to keep myself occupied the remaining time of my deployment. *(run on sentence. Also, give another reason why you want to go back to school such as â€Å"l felt this timing would be perfect to finish my bachelors degree and work my way to my goal of becoming a pilot. † Something along the lines of that, they want to see that you want to finish school in order to move up in life rather than it being something to Just occupy your time. Since being in the Army, I have learned a lot and my training has better taught me about discipline, responsibilities, and leadership.Going back to school is only the first step in advancing my career, I am hoping with my admission to Embryo-Riddle Aeronautical University I will earn my degree which will better help me excel in the Military Flight Aptitude Test to become a Warrant Officer in the Army to become a wing oratory aviator. **(run-on sentence. Also add more to this section because being that it's only 2 sentences, it's technically not a paragraph. But you could do this by separating your run-on sentences. )

Learning New Things

Learning New Things As a full-time college student majoring in Nursing I hope to become a RN one day. I work part-time as a CNA in a Nursing Home now. Being a CNA is very hard work. I don’t want to do that forever I want to become something better. My former co-workers always tell me I’m too young to do that kind of work and to keep going to school to better myself. Being a nurse can sometime be hard work too. Nurses have to make sure the patients are doing good and eating right. Some of the patients can get a little rude and they will fight you. When I seen that happen I was shocked and scared.The first thing the nurse did was ask me to help hold the patient down while she give him his medicine. While holding him down she was talking to him trying to calm him down. She was telling him things like I’m not trying to hurt you I’m only trying to help. He was still fighting and cursing. I couldn’t believe that happened. As I watched, I was scared. I nev er been in a situation like that before. However, it is good experience because nurses have to go through that everyday. I was thinking about what would I do if I was the nurse that day. It made me think about if I really wanted to a nurse anymore.I do, but I want to work in a hospital I think that would be better than a nursing home. I realized that patients have their bad and good days. Sometimes they don’t feel like being bothered or touched. Some days they don’t mind if you help them but most of the time they try to be independent. On the patient bad days you just have to have patients and stay calm. Being a nurse comes with many responsibilities. It’s an easy job but it can be difficult. I always loved helping others and caring for people that’s what made me want to become a nurse. I think I have the patients to do the job. I am learning a lot while I’m working as a CNA.