The Behavioral Approaches Of Counseling - 2440 Words

Oftentimes, before some individuals enter the field of counseling or decide to educate themselves about the role and tactics a counselor uses to make successful changes within their client, there is the idea that all counselors use the same approach and that the style varies based on how the counselor decides to tackle the issues. Learning that there are many different approaches and styles in which a counselor can help their clients was extremely eye opening for me. While reading the different approaches it was only natural for me to think about what approaches I would want to use as a counselor and what would best suit both the client and me. The first approach I found interesting was the Cognitive Behavioral Approaches. The Cognitive Behavioral Approaches consist of behavior therapy, rational emotive behavioral therapy (REBT), cognitive therapy, and reality therapy. Active participation from both the client and the therapist is a key characteristic to all of these approaches. Alon gside active participation, other characteristics they share is the idea that the psychological distress faced is mainly due to the disturbances in the cognitive process, a set time frame as well as educational treatment that is aimed directly at the problem, and lastly an emphasis on changing the way one thinks in order to see the changes their behavior that they are striving for. Cognitive behavioral therapies are amongst some of the most widely used approaches. Although all of the approachesShow MoreRelatedPsychology Methods1267 Words   |  6 Pagestherapies used in psychology. The approaches are known as the Client-Centered Approach and the Cognitive Behavioral Therapy. They are both used daily, world-wide, and can be seen in different ways. In psychology, the use of therapy, approaches, and techniques are used all the time. The client-centered model is all about the clients themselves and the cognitive behavioral therapy relies on direct counseling tools to control and guide the client. Cognitive behavioral therapy is more short-term treatmentRead MoreRole of Cognition in Counseling1589 Words   |  7 PagesROLE OF COGNITION IN COUNSELING TABLE OF CONTENT. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Cognitive therapy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 Cognitive-Behavioral Therapy...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 Characteristics of cognitive-behavioral therapy†¦.5 Virtual Reality Therapy...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 Rational Emotive Therapy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 Transactional ANALYSIS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...8 conlusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..9 reference†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Role of cognition in counseling Introduction CognitiveRead MoreBehavioral Intervention Strategies For Alcohol Abuse1475 Words   |  6 Pages Behavioral Intervention Strategies for Alcohol Abuse Andrew J. Leonard Midland University There is no doubt that college campuses are filled with alcohol and parties. Many students engage in alcohol consumption and some also use drugs. Although alcohol use is widely accepted in the college student population there are intervention plans attempting to limit alcohol consumption to protect students from the negative consequences associated with alcohol abuse. This is a compilationRead MoreEffective Approaches to Counseling Essay example959 Words   |  4 Pagesis no particular principle decision-making model that is most efficient, counselors are required to be recognizable with a trustworthy model of decision making that can tolerate public inquiry and submission. There are literally hundreds of counseling approaches ranging from basic active listening and a solution focus to the seemingly out of the ordinary. As a generally rule, it is wise to search for a well-skilled and licensed counselor whose method is largely decided not by what they do, but by whatRead MoreCogni tive, Cognitive Behavioral, and Reality Theory929 Words   |  4 PagesCognitive, Cognitive Behavioral and Reality Theory ï ¿ ½ PAGE * MERGEFORMAT ï ¿ ½1ï ¿ ½ Cognitive, Cognitive Behavioral, and Reality Theory PCN 500 Cognitive, Cognitive Behavioral, and Reality Theory Overview There are many definitions of counseling, but most share the same idea: it is when one person helps another. To me counseling represents one word more than any other: Change. One person is unhappy with some area of their life and wants it to change while the other person helps to facilitate that changeRead MoreAlcohol Abuse Intervention Strategies For College Students1410 Words   |  6 Pagespre-drinking (Caudwell, Mullan, Hagger, 2016, p. 1). Electronic interventions were also a mentioned method. One case study utilized an alternative counseling protocol with a combination of a brief intervention strategy as well. Behavioral counseling interventions seem to be the most widely used whether it be a brief intervention or a one on one counseling session through a few weeks. Brief Interventions Amaro, Reed, Rowe, Picci, Mantella, and Prado (2010) suggest that a promising intervention mayRead Morebshs 455 week 4 lt outline treatment approaches Essay839 Words   |  4 PagesTreatment Approaches team BSHS/455 September 14, 2014 Kim Chosie Outline for Treatment Approaches There are types of approaches to help an individual with recovering from drug and substance abuse. The approaches that are being looked at to help someone recover is Cognitive Behavioral Therapy (CBT), Motivational Enhancement Therapy (MET), Medication Management, Community Reinforcement Approach (CRA), and Community Reinforcement and Family Training Approach (CRAFT). Cognitive-Behavioral TherapyRead MoreReflection Paper989 Words   |  4 PagesPaper PCN 500 July 26, 2010 Lynn Lunceford, Psy.D. Holly Willis A counseling theory has certain qualities, such as clear operational definitions so that it can be tested further. To be most useful, a counseling theory should be parsimonious yet comprehensive enough to include known related empirical findings. It should stimulate new discoveries and predict events deductively within its purview and preview. A counseling theory also should serve an organizing and explaining function for observedRead MoreThe Gestalt, Behavioral, Cognitive Behavior And Reality Therapy833 Words   |  4 Pageswhen working with veterans and the cognitive behavioral approach was the most influential, but also most empirically researched approach dealing with this disorder. This paper provided a wealth of information on the applicability to future use and also get a reference as to which approaches seem most suitable to our own counseling style. These past two weeks we have covered some great theories based on psychotherapy, and the many approaches to each. The theorist that will be discussedRead MoreIntegrated Approach For Counseling And Counseling1653 Words   |  7 PagesIntegrated approach to counseling is when you combined theories to cover the clients’ feelings, cognitive patterns, and behavior (Corey, Theory and Practice of Counseling and Pschotherapy 8e, 2009). Each theory focuses one of these key components of a client but in counseling you need to focus on each of these to fully help a client. The key to integrative counseling is to have multiple theories function in harmony (Corey, Theory and Practice of Counseling and Pschotherapy 8e, 2009). Psychotherapy

Sigmund Freud and Alfred Adler - 1426 Words

Both Sigmund Freud and Alfred Adler were pioneers and both had a phenomenal impact on the world of psychology. However, while they were raised in the same era, came from the same city and were educated at the same university, they had decidedly different views regarding personality theories (Schultz, 1990, p. 120). Freud and Adler were both colleagues in the psychoanalytic movement that Freud started. However, because of personality differences and vastly contrasting views about personality theories (Mosak Maniacci, 1999, p.6) Adler left to begin his own faction, which he called Individual Psychology. It is my intention to briefly describe the main areas of their theories, compare and contrast their ideas of personality development, explore what types of experiences contributes to unhealthy development and what types of interventions they would have each prescribed to patients experiencing difficulties in their lives. However, while both Freud and Adler continue to influence man y areas of contemporary personality psychology, only one of them can truly be called a humanitarian. Personality Development Freud believed that an individual’s personality is formed through five psychosexual developmental stages. The oral stage which is formed in the first year of life is preoccupied with oral activities. The anal stage involves bowel function and control, and occurs during the second year of life. The phallic stage which occurs at approximately the third year to the fifthShow MoreRelatedSigmund Freud And Alfred Adler1867 Words   |  8 Pagesthe fundamental theory established by Sigmund Freud and Alfred Adler. The areas of study for the theories they established were in personality and mental health. Sigmund Freud established the stages of personality and aspects of the human mind. Alfred Adler studied the individual as a whole. Their theories were quite different, but their main conflict was over the influence of sexuality in the human mind. Compare and Contrast: Sigmund Freud and Alfred Adler Two of the well known and respected namesRead MoreThe Personality Theories Of Sigmund Freud And Alfred Adler999 Words   |  4 Pagestheories of Sigmund Freud and Alfred Adler. Within this paper, the background of the theorist will be discussed along with personality theories. This paper will also provide description some of the major principles of personality theories to include lifespan personality changes, gender and culture. The last section will be a personal opinion, why and conclusion of the theories how it can be conceptualized regarding my own family situation. History Over the years every time you hear the Sigmund FreudRead MoreSigmund Freud, Alfred Adler, C.J. Jung and William James Essay2117 Words   |  9 PagesSigmund Freud, Alfred Adler, C.J. Jung and William James were all brilliant and diverse theorists who made vast contributions to the science of psychological studies. These brilliant minds fueled the psychological studies of future theorists with their contrasting theoretical approaches and discoveries. At times, they collaborated to formulate concepts and understandings but separated because of conceptual disputes. Freud’s psychoanalysis theory was at the epicenter of some studies but these menRead MoreTheoretical Views Essay1698 Words   |  7 Pagesin history of psychology such as; Sigmund Freud, Alfred Adler, Carl Jung, and William James. Each psychologist’s mentioned has proposed their own reasoning behind the psychological functions and causes of human behavior. Each doctor of psychology has their own perspect ive as to why a person behaves the way that they do. Take Sigmund Freud for instance, he believed the unconscious mind had a strong influence on human behavior. (Cherry, 2011). According to Freud, the unconscious continues to influenceRead MoreEssay on Theoretical Positions of Jung, Adler, and Freud1471 Words   |  6 Pagesquantify and validate early structuralist perspectives in psychology, early functionalists were hard at work developing theories that were more qualitative in nature. Although not directly associated with the functionalism movement, Sigmund Freud, Carl Jung, Alfred Adler, and William James were clearly most concerned with how psychology could improve the lives of the individual and less inclined to laboratory research. Through each psychologist’s theory, the underlying tone is how one can identifyRead MoreThe Theory Of Personality Psychology1019 Words   |  5 Pagesstarted from Hippocrates’ theory that argues that personality traits are based on four different sections. This heavily influenced modern personality psychology. Three important psychologists helped shape the way humans define the term personality. Alfred Adler is one of these psychologists. Alder had a tendency to change his theory on personality throughout his life, but he believed that people are focused on maintaining control over their lives. He believed in single drive or motivating force behindRead MorePsychological And Social Aspects Of Psychological Criticism1660 Words   |  7 Pagesof mind of the characters, and the aims of the author. Freud (1856–1939) depicts a diagram to explain the system of psychological internal work. This plan is a â€Å"topographical† map that classifies thought into three sorts: conscious, preconscious and unconscious. Later, he assumes the latter as a basic introduction to his theory. In turn, his schemes consider three contradictory forces: the biological, psychological and social aspects. Freud argues that human behavior is controlled by two things:Read MorePsychoanalytic Psychology : Psychoanalytic Personality Assessment1427 Words   |  6 Pagestrial, and error, have made psychology into the discipline that it has become today. Sigmund Freud, Carl Jung, and Alfred Adler are just a few scholars that have helped psychology become the science studied today. One must remember that these men are psychologists, yet they all possessed very different views and theories from one another. Sigmund Freud Probably one of the best known psychologist’s is Sigmund Freud; he has been the most influential on psychodynamic ideas. His psychodynamic therapyRead More250 Week 2 Psycho963 Words   |  4 Pagestheorists such as Sigmund Freud, Carl G. Jung, and Alfred Adler all developed their theories to describe personality. To better understand the mentioned theorist’s beliefs it is necessary to compare and contrast the various psychoanalytic theories characteristics as well as to make mention of the portions that are agreeable or disagreeable. Also, the stages of Sigmund Freuds theory and Freudian defense mechanisms will be conversed. Comparison and Contrast of Psychoanalytical Theories Freud, Jung, andRead MoreThe Theory Of Psychoanalysis On The Unconscious Phases Of Personality Development1130 Words   |  5 Pagesdetermine their personality patterns later in life. And lastly, Sigmund Freud postulated that Personality consists of id, ego, and superego. This, in turn, is subdivided into ages and stages, from birth through to adolescent age. The theory of Psychoanalysis was propounded by Sir Sigmund Freud in 1896. However, this was not the date of conceptualization. The theory of Psychoanalysis was developed between 1856 and 1939. In 1896 Sigmund Freud made public his theory of psychoanalysis for the first time

Project Management and Program Office free essay sample

Federal Radar On the morning of November 14, Sharon Taylor, Space Warning Network (SPAWN) Program Manager, was getting ready for a private meeting with Paul Shaifer, President of the Federal Rader Corporation (FedRad). Mr. Shaifer had scheduled the meeting to discuss the problems that had plagued the company’s important SPAWN Program during its first year and a half. These problems, which included unauthorized design changes and Taylor’s inability to control the program’s cost, schedule, and technical performance, had contributed to a cost overrun and schedule delay, estimated at 30% and four months respectively, and a general loss of customer confidence. The Federal Radar Corporation Since its founding, FedRad had been pre-eminent in the radar field. FedRad’s scientists and engineers were prominent figures in the development of radar and, over the years, the name â€Å"FedRad† was synonymous with technical excellence in building radar equipment. Financial success had rewarded the company’s technical skills in the production of surface, navigational, and fire control radar equipment for the military services and large prime contractors. In recent years, however, sales, employment, and profits had declined appreciably as heavy competition reduced FedRad’s contract capture rate. During the years, FedRad’s largest customer by a substantial margin was the Navy. Air Force business was growing rapidly, however, and FedRad thought it might eventually equal the Navy’s volume. The SPAWN Program accounted for most of the company’s Air Force business and was the largest single program in-house. The Space Warning Network (SPAWN) FedRad won the SPAWN prime contract 18 months ago. SPAWN was an advanced warning system to detect, tract, and report weapons fired from space. The SPAWN radar subsystem required several advances over earlier radar systems because of unique scanning and tracking problems. The other major subsystems were similar to those of existing manned aircraft and missile warning systems, but the performance and reliability requirements for the system as a whole were considerably more stringent because successful reaction to a space attack requires an extremely fast and accurate response. Although FedRad had always made significant contribution to radar’s state-of-the-art, most of the radar equipment it had developed prior to the SPAWN Program was based on the same fundamental principles. In addition, the major portion of its contracts had required only the redesign and improvement of existing components to meet new specifications. Consequently, the company was able to follow a management approach characterized by functional groups (e. g. , engineering, marketing, purchasing), performing traditional tasks. Although program coordination existed, there was very little centralized control over a total program. FedRad first departed from its traditional approach to organization when the company won the SPAWN contract. To win the competition, FedRad had descried a SPAWN Program Office in its management proposal. There were two reasons for this departure from tradition: first, the recent loss of a key Navy contract, primarily because of an unsatisfactory management proposal and second, the Air Force’s current attitude toward contractors’ management organizations and procedures. Establishing Program Management for the SPAWN Proposal Upon winning the SPAWN contract, Paul Shaifer announced the appointment of Colonel Brian Emery (USAF, Retired), formally Assistant Deputy Commander for Systems and Logistics, Air Force Systems Command, to the newly created position of Special Assistant to the President for Management. At the same time, Sharon Taylor, formerly Ordnance Fabrication Shop Supervisor, was appointed to be the SPAWN Program Manager. Victor Towell became the new Vice President, Programs. He was 48 and had been with FedRad for 25 years. He also assisted the Marketing Department in its efforts to identify and capture new business in a variety of positions (see Exhibit 1). These individuals were given the charge to establish the actual SPAWN Program Office Organization. Soon after the contract award, Emery and Taylor developed a long and complete description of the SPAWN Program Office which called for a staff of 20 people reporting to Taylor. Emery and Taylor presented the new organization to key Engineering, Manufacturing, Purchasing, and Marketing Departments personnel. Their attempt to solicit support for the new SPAWN Program Office was a complete failure. Most functional managers vigorously resisted the concept that a centralized program organization should have overall responsibility for a program’s technical, cost, and schedule elements. â€Å"Technical integration has always been performed by the Engineering Department,† declared Charles Greggson, â€Å"and, as far as I am concerned, always will. I plan to appoint a Program Engineer, the staff administrator we traditionally use to monitor program activities. This person will handle the Program Office’s contracts with Engineering and I’ll conduct my own Engineering budgeting and scheduling. I think your proposed provision that all customer contract be conducted through the Program Office is unnecessary and unworkable. † The Purchasing Department resented the appointment of a subcontracts manager and felt that anything this manager would do directly with the subcontractors was a violation of their prerogatives. The Marketing Department opposed the idea that Taylor should play a major role in the marketing effort and should becomes acquainted with both the Air Force SPO Director and higher-level military and DOD officials. Otherwise, they favored a strong Program Office because they felt the Air Force desired it. Emery and Taylor presented and discussed the new organization on many occasions during the next three weeks. Each presentation led to lengthy arguments and terminated in disagreement. At this point, Emery was assigned to another task. Consequently, establishing an operational SPAWN Program Office was left entirely to Taylor. When the actual engineering work was to being, Taylor had been able to secure, for her office, only five people from the Engineering Department. These people were responsible for technical management and program control. Greggson refused to give Taylor additional engineers. Taylor was able to obtain from other departments one person to perform manufacturing liaison work and another to act as Subcontracts Manager. She hired two Program Control people. Taylor felt insecure about her organizational support as SPAWN moved into high gear. Her feeling was borne out during the next six months. By January of this year, the SPAWN Program was two months behind schedule and a cost overrun of from 10-25% was projected. The problems leading to the January situation are described below. Technical Management Problems The Program Office’s technical management team consisted of George McTavish, Technical Manager, Phillip Hsu, Technical Manager, and Peter Kolman, Systems Integration Coordinator. All three men remained on the Engineering Department payroll. McTavish was assigned 80% to the Program Office. Hsu was assigned 100% to the Program Office and reported directly to McTavish. Kolman worked with the Program Office as necessary but continued to report to his Engineering Department superior. It became apparent that the Program Office was technical manager in name only. The Engineering Department’s technical integration action continued to perform the same functions it traditionally had performed for Air Force representatives without going through the Program Office explaining, when questioned by Taylor, that channeling technical communications through a third organization only confused matters. In two instances, Taylor learned about unauthorized design changes would result in improved technical performance, Taylor doubted that the improvements would justify the schedule delay and cost increase. She learned that FedRad engineers had obtained informal approval for the changes from lower-level Air Force engineers, but she was not certain that the SPO Director would approve funding for the changes. Program Control Problems Taylor’s program control team consisted of Mary Brody, Program Control Manager, and Frank Gonzales, PERT Supervisor. Both were assigned full time to the Program Office. Although they had experience in program planning and cost analysis, neither had prior experience with PERT networking (an approach to managing costs and schedules). The description of the work breakdown structure and PERT network, both of which were included in teh SPAWN proposal, had been prepared by Anatole Kalmis, a Project Administrator in the Engineering Department. Kalmis had worked with Taylor and the Marketing Department during proposal preparation, but was recalled to handle detailed networking and changes full time for the Engineering Department after the program began. As defined in the SPAWN management proposal, Brody and Gonzales were responsible for PERT, which included maintaining the work breakdown structure and master plans, revising and up-dating the PERT networks; preparing system output reports, such as Management Summary Reports; and recommending corrective action for problems revealed by the reports. During the first months of the program, however, their roles were reduced to monitoring the actual planning and control work conducted within the Engineering Department and trying to integrate this information into the total program plan. These plans encompassed the other FedRad departments and contractors of major subsystems. Several incidents occurring between June and January had created problems for the Program Office. In one case, Gonzales was not informed of a network revision made by the Engineering Department to reflect a schedule slippage caused by a shortage of engineers. This revision was discovered only shortly before a set of drawings was scheduled to go to the computer subcontractor. As a result, the subcontractor’s schedule also was delayed and several engineers were placed on idle time. On another occasion, FedRad engineers had provided Air Force representatives with work breakdown charts detailed below the level furnished by the Program Office. The SPO Engineering Deputy had a question regarding the charts and called Taylor to inquire about it. He ascertained in short order that Taylor was both unaware of the charts in question and uninformed about the overall status of the engineering effort. Following this incident, the SPO officer developed the habit of contracting FedRad engineers directly to obtain information. Subcontractor Management Problems FedRad had three SPAWN subcontractors for the major computer subsystems and the smaller display subsystem. The subcontracted portion represented about 45% of total contract dollars. All three subsystems were closely interdependent and were expected to meet stringent quality and reliability requirements. Of the three, FedRad previously had worked with only the computer subcontractor. Kay Hollis, assigned 50% as Program Office Subsystems Manager, was responsible for monitoring and analyzing subcontractor performance. The Purchasing Department was responsible for all contractual, price, and delivery matters. George Dierden, Purchasing Department Manager, had made it clear during the proposal effort that his organization was fully competent to negotiate with vendors, and had promised to object if any unnecessary duplication or interference by the Program Office came to his attention. Taylor had several problems involving subcontractor management during the June-January period. The most significant of these was a series of revised proposals submitted by the communications subcontractor during negotiations with Purchasing. As of January, requirements changes had escalated contract costs by 15% and the contract still had not been finalized. An additional group of 25 Engineering Change Proposals were awaiting approval by the FedRad Engineering Department, following which they would be negotiated by Purchasing. Another difficulty involved the display subcontractor. The terms of that subcontract had not defined a specific set of management and control procedures, and the subcontractor’s procedures were very difficult to translate accurately into categories useful to FedRad. As a result, Hollis was unable to monitor the display program’s status, or even to identify the single person in the subcontractor’s organization who could talk knowledgeably with her. George Dierden refused to help Hollis, stating that since the contracts people had affirmed to him the subcontractor’s intention and ability to meet requirements, he saw no need for additional information. The Program Office Staff Increase By January, Taylor felt that she had lost control of SPAWN program. Consequently, she described her problems to Paul Shaifer and asked Shaifer to take some action which would increase her effectiveness as Program Manager. Shaifer responded by securing the release of several additional people to the Program Office. Two of these people were appointed to the previously vacant positions of Logistics and Field Support Manager and Quality Assurance Manager. Others provided additional support to the Program Control and Technical Managers. With her staff increased to 13 people, Taylor felt better prepared to face her responsibilities, which were now focused on the Air Force acceptance testing of the first prototype unit, scheduled for August. By early March, Taylor was able to report that her expanded staff had given her substantially greater control over the program. This improved control, however, was largely brought about by better liaison and information-gathering capability. The actual role of the Program Office remained the same, since the functional mangers still were reluctant to yield those responsibilities, which through years of experience, they were confident they could discharge effectively. Further Problems Taylor’s new feeling of control soon vanished. Early in April, she saw a FedRad technical memorandum referring to a significant design change in the Translator Module, a highly sophisticated component linking the radar sensing unit with the computer subsystem. The change surprised her because she had thought the Translator design was finalized at the beginning of the program. Any change in the Translator concerned her because it constituted the interface between the radar and computer subsystems. In addition to the expense of the change itself, any change might have significant impact on those subsystems. A second problem arose. It became apparent that FedRad would be unable to meet the deadline for the Air Force acceptance tests of the first prototype unit, originally scheduled for August. During the summer, the anticipated test date was delayed successively to September, November, and then December. Taylor declared that the inaccurate projections were due to the fact that delays in the end-item completion were reported to her at the last minute. The slippage was accompanied by a projected cost overrun of 30% which, Taylor assured the customer, could be reduced to about 5% by anticipated shortcuts in the development of the second prototype unit. Colonel Grace, the Air Force manager of the SPAWN program, was pessimistic and displeased. He told Taylor that he regarded the Translator redesign to be a waste of money and the cost overruns and schedule slippages to be unacceptable. In October, Grace wrote to Colonel Emery, and old Air Force friend. Among other things, Grace wrote, â€Å"I’m worried about persistent slippages and I’m under pressure from my superiors. My position is sensitive because it is apparent that I should have stepped in and put tighter controls on FedRad months ago. Please try to do something about FedRad at your end†. Shaifer’s Meeting with Taylor Emery passed Colonel Grace’s letter along to Shaifer. Shaifer contacted Taylor and arranged a meeting for the morning of November 14. He suggested that Taylor prepare a list of the changes she wanted in staff, organization, procedures, and any mother areas she believed necessary to making SPAWN’s program management a success. Shaifer said he would do the same and ended the conversation with the comment, â€Å"Maybe between the two of us we can come up with a plan of action that will really work! President Paul Shaifer Special Assistant to the President for Program Management Brian Emery C o r p o r a t e S t a f f Vice-president Programs Victor Towell Vice-president Engineering Charles Greggson Vice-president Finance and Control Melinda Brodlin Vice-president Marketing Kim Parker Vice-president Manufacturing Carson Patel Purchasing Manager George Dierden SPAWN Program Mana ger Sharon Taylor EXHIBIT 1. Federal Radar Corporation Organization Chart

Financial Institution for J.P Morgan Chase Bank - myassignmenthelp

Question: Discuss about theFinancial Institution for J.P Morgan Chase Bank. Answer: Credit Risk Measures of J.P Morgan Chase Bank and PNC Bank Credit risk management functions in association with the business sections in recognising and evaluating the exposures across every line of business. J.P Morgan Chase Bank The measurement of credit in J.P Morgan Chase Bank is based on the potentiality of default of counterparty; the loss in the severity provided an event that is default. There are various measures that are undertaken by the company in order to mitigate the credit risk that would be beneficial for the development of the organization in the global economy. The various credit risk measures that have been undertaken by J.P Morgan Chase have been given below: Scored exposure The scored portfolio is specifically kept in CCB and is inclusive of the residential real estate loans along with the loans related to credit cards, various business banking and auto loans and student loans. In this kind of portfolio, the estimates of credit loss is based on the statistical evaluation of the credit losses over the period of 2012 to 2015 and are computed with the help of the portfolio modelling, decision support mechanism, credit scoring which looks in to loan extent factors like the credit scores, collateral values and various other risks (Read.uberflip.com. 2017). The credit loss factors and the evaluation are upgraded on a quarterly basis and with respect to the situations as the market dictates. Risk-rated exposure These kind of portfolios are generally held in CIB, AM and CB and are even inclusive of the auto dealer loans and the business banking loans that are kept in CCB which are risk related as they have the features that are identical to the commercial loans. In this kind of exposures the credit losses are anticipated are dependent on the default probability and the severity of the losses (Bluhm, Overbeck and Wagner 2016). The assumptions and the calculation are reliant on the management information system and the methodologies that are always under continuous scrutiny. These are the measures that have been undertaken by J.P Morgan Chase Bank. PNC Bank The credit risk measures of PNC Bank have been integrated into the entire organization risks management governance model. The overall credit system of PNC includes widespread credit policies, underwriting that is judgmental and statistical in nature, detailed and frequent risk modelling and measurement, credit training program that is extensive and a continuous review of the loan (Friewald, Wagner and Zechner 2014). The management of PNC looks to create and maintain a loan portfolio that would permit it in order to meet their strategic goals of return by remaining within their appetite of risk (Phx.corporate-ir.net 2017). The constituent of the credit risk management model has been credit concentration process of PNC with the help of which the organization maintains a restriction and supervises the credit exposure with the help of customers, industry and product etc. The risk concentrations are managed with the help of loan participations with the loan sales and third parties. PNC ha s even established guidelines for antisocial and non-performing loans, total borrower exposures and various other measures of credit to supervise the risk. It has been observed that there has been a significant level of changes in the risk taking nature of the organizations due to the rise in competition in the market and changes in the economy as well. The banks have increased their risk taking abilities because with the advent of time various new guidelines and credit risk measuring models have been framed in order to monitor and mitigate the risk. Reference List Bluhm, C., Overbeck, L. and Wagner, C., 2016. Introduction to credit risk modeling. Crc Press. Friewald, N., Wagner, C. and Zechner, J., 2014. The Cross?Section of Credit Risk Premia and Equity Returns. The Journal of Finance, 69(6), pp.2419-2469. Phx.corporate-ir.net. 2017. IR Solutions | Investor Relations Management | Nasdaq. [online] Available at: https://phx.corporate-ir.net [Accessed 31 Aug. 2017]. Read.uberflip.com. 2017. Log in to your account - Uberflip. [online] Available at: https://read.uberflip.com [Accessed 31 Aug. 2017].