Asca Model Handouts Essay Example for Free

Asca Model Handouts Essay The Flow— The black and white graphics were carefully chosen to communicate the flow of information and date through the four elements of the school program. The Foundation feeds into the Management system and Delivery System. In turn, both Management and Delivery System feed into Accountability process as data collected from program management duties and from the delivery of the CSCP flow together for evaluation, program improvement and dissemination. Finally, you will notice that the white arrow into the Accountability Block create a black arrow pointing the Foundation block, as the results of the reports and the evaluation process are used to further refine the mission statement and assess progress toward the students attainment of the ASCA National ASCA National Model School Success— standards outline goals for school counseling program, establish school counseling as essential and integral to the educational mission of all schools, promote access by all students, and describe the key competencies all students should be able to demonstrate by the end of their K-12 experience by encouraging genuine collaboration as the building of the interdependent system to achieve a common goal that cannot be achieved by each entity working alone. Systematic Change—Taken together, leadership, advocacy and collaboration culminate systematic change. It occurs when policies and procedures are examined and changed in light of new data. The Elements outline the structures that the school counselors must have in place to do work. (Further discussed to the first handout) Foundations ï‚ · 1. 2. 3. 4. 5. 6. Philosophy— 6 topics (ASCA, 2003) A set of beliefs motivating program innovations A set of values visible to all A set of principles guiding professional contributions Statement of professional conduct Statement committing counselors to continuous professional growth Source of collective power The model The ASCA National model reflects the Themes, Elements and the Flow The Themes— constitute the environment in which school counselor conduct their work Leadership— School counselors serves a leader who are engaged in a system wide change to ensure student success. According to Bolman Deal (1997) Four Frames of leadership ï‚ · ï‚ · ï‚ · ï‚ · Definition by ASCA National Model Professional School Counselor— is a certified/ Licensed educator who addresses the needs of students comprehensively through the implementation of a developmental school counseling program Counseling— a confidential relationship in which the counselor meets with the students, to help them resolve or cope constructively with their problems and developmental concerns Consultation—collaborative partnership in which the counselor works with parents, teachers and administrators, school psychologist, social workers etc in order to plan and implement strategies to help students be successful. Structural leadership Human resource leadership Poli tical leadership Symbolic leadership Minimum, the Philosophy statement should: (ASCA, 2003) 1. 2. 3. 4. 5. 6. 7. 8. 9. Indicate a shared belief system about the ability of all students to achieve Address the every student Address student development needs and focus on primary prevention Address the school counselor’s role as an advocate for every student Identify persons to be involved in the delivery of program activities Specify who will plan and manage the program Use data to drive program decisions Define how the program will be evaluated and by whom Include ethical guidelines or standards Five step template of leadership: ï‚ · ï‚ · ï‚ · ï‚ · ï‚ · Challenge the process Inspire a shared vision Enable other to act Model the way Encourage the heart Advocacy— School counselors advocate for students’ educational needs and work to ensure these needs are addressed at every level of the school experience. They also works as advocates to remove systemic barriers that impede the academic success of any student. Collaboration—School counselor build effective teams Management System Delivery System Accountability Reported by: Diane Avelino Sherryl Lapore Clarisse Raquinel Karen Kris Espaà ±ola

hannibal :: essays research papers

When Hannibal was nine he went with his father on the to conquer Spain. Before starting, the kid swore to hate Rome. In two years he conquered all Spain between the Tagus and Iberus rivers. The Romans branded this attack a violation of the existing treaty between Rome and Carthage and demanded that Carthage surrender Hannibal to them. On the refusal of the Carthaginians to do so, the Romans declared war on Carthage, so because of that they precipitated in the Second Punic War. The march on Rome began Hannibal left Spain with an army of about 40,000, including cavalry and a lot of elephants carrying baggage and later used in battle. He traversed the Alps in 15 days, beset by snowstorms, landslides, and the attacks of hostile mountain tribes. After recruiting additional men and invaded the Roman provinces. Then Rome sent to oppose Hannibal. Avoiding any decisive encounter with the Carthaginian troops, they nevertheless succeeded in keeping Hannibal at bay, and giving the Romans the op portunity to recover from their military reverses. Hannibal wintered at Gerontium, and then he took up a position at Cannae on the Aufidus River. There he almost completely annihilated a Roman army of more than 50,000 men. Carthaginian losses were about 6700 men. After the Battle of Cannae, the character of the war underwent a change. Hannibal needed reinforcements, which the Carthaginian government refused to give, and he also lacked weapons. He marched on Naples, but failed to take the city. The gates of Capua, one of the Italian cities that had fallen to Hannibal in consequence of his victory at Cannae, were opened to him. then Hannibal attempted to take Rome, but the Romans successfully maintained their fixed positions. The Romans then retook Capua. After four years of inconclusive fighting, Hannibal turned for aid to his brother Hasdrubal, who forthwith marched from Spain. Hasdrubal, however, was surprised, defeated, and slain by the Roman consul Gaius Claudius Nero in the Batt le of the Metauro River. After 15 years, and with Hannibal’s army getting smaller and smaller he was recalled to Africa to direct the defense of his country against a Roman invasion When he got there his raw troops fled, many deserting to the Romans, and his veterans were cut down.

Business Across Borders Essay

In the business world today, borders are blending and multi-national mergers are causing many company nationalities to become indistinct. As the globalization of markets rapidly increases, many companies are finding international expansion a necessity of competition. North America is greatly affected by this movement towards a global market, and many companies are finding it extremely important to adapt to other cultures. Favorable trade agreements and explosive growth of the middle class in countries once considered underdeveloped have both been important factors in the rush towards globalization. However, the most important factor in increased globalization has been technological advancements, including new transportation and information technologies. Presentation of information is more frequently processed by members of a virtual team – a work group not necessarily in the same geographical location. With the proliferation of e-mail, videoconferencing, fax machine, and the telephone, virtual teaming is becoming increasingly efficient. The most considerable obstructions to successful international marketing involve misinterpretations and contrary views resulting from cultural differences. Being both aware of some of these issues and prepared to make the necessary accommodations can save companies time, effort, and a considerable amount of money. Exploring Context Context is described as the most important dimension of culture and yet is the most difficult to define. Context refers to the stimuli, environment, or ambiance surrounding an event. Communication styles and business practices as a whole are often identified with the context of a country. North American, Scandinavian, and German communicators are generally considered to be low-context cultures. They expect a high level of detail in their visua,l verbal and written communication. Low-context cultures tend to  be analytical, logical and find words and contracts very important. Individualism, freedom and personal achievement are highly valued by these cultures. High-context cultures, such as Japan, China, Arabia, tend to assume the receiver does not need much background. Information and words are not as important as what is surrounding the situation. They are more aware of a communicator’s status, interpersonal relationships, the setting, and ambiance when conducting business relations. In general, tradition and social customs are more important in high-context cultures. These cultures emphasize membership in organizations and groups. Because they avoid confrontation, they frown upon individual decision making and prefer consensus. Relationships In many countries personal relationships are the key to success. It is important to not expect to get down to business right away, but rather get to know a person first. In Mexico, for example, business deals are only made with friends, so one must develop a friendship with any business partner. It is considered polite to ask personal questions about family, and also to answer any questions about your family. Discussions are warm and friendly. In Japan it is unlikely to get very far without connections. Carefully chosen intermediaries are a necessity. Not only will the Japanese feel obliged to be loyal to them, but rank of one’s associates will determine their status as well. A Japanese businessman will always consult within his group before making a decision. Because of their intense loyalty, one’s identity is subsumed into the group. It is important to never single out a Japanese counterpart, even for praise or encouragement. Contrarily, the Spaniards have a hierarchy style of management and it is best to deal with â€Å"el jefe† or â€Å"el pardon†-the one who will be making the decision. Spaniards also will expect whomever they are dealing with to have decisions-making authority. Saving Face When dealing with Spain or most Asian cultures, it is also critical to understand the concept of â€Å"saving face†. Any loss of control of emotions or embarrassment is considered disastrous in business negotiations in these cultures. Honor and personal pride mean everything and they must not be insulted. Because of this attitude it is very important to carefully prepare presentations so that they are easy for the audience to understand. Paying close attention to determine if anything is misunderstood during the presentation is also a must. Because of this concept of â€Å"saving face† the presenter will not know if they are having difficulties. Close attention must be paid to conversations in order to discern the sincerity of what is being said. In Japan, a deal is never refused directly, and any dealings with Japanese business culture should remain indirect. Business Cards In nearly all countries, it is important that business cards be printed one side in English, and the other in their language. When presenting the card, it should be presented with their language facing the recipient. In Japan, the exchange of business cards is not to be taken lightly. When you receive the card of a Japanese businessman, be sure to make a show of examining it carefully and then making a remark about the card. Ask any questions about anything on the card which is difficult to pronounce or understand. The card should then be placed in a case or on a near by table. A card shouldn’t be shoved into a pocket or be written on. Concepts of Time Time orientation is an important cultural difference that Americans must pay close attention to. In America, time is viewed as a precious commodity. Time is related with productivity, efficiency, and money. Many other countries have a much more relaxed perception of time. They take their time, and enjoy it. In Mexico you can ask if a scheduled appointment is â€Å"en punto† (the precise time), or â€Å"mas o menos†. â€Å"Mas o menos† appointments are often scheduled a half an hour to an hour before the actual time. With both  Mexican and Japanese cultures it is also important not to expect instant results. Plenty of time should be allowed for contemplation and decision making. In Mexico it is important to adjust any expectations regarding deadlines and efficiency. Conclusion Doing business over borders and through time zones has become commonplace in the twenty-first century. Technological advancements in communication and travel make it possible to do business across the globe almost instantaneously. Doing business with multiple cultures can be a challenging venture. International communication skills of an organization can determine success or failure. In order to interact with different cultures, it is necessary to understand the basic characteristics of the culture. This type of understanding helps to make adjustments and accommodations. We must rid our minds of pre-conceived notions, stereotypes, and prejudices. It is imperative that one be knowledgeable about such topics as: context, traditions, social rules, etc. It is equally important to possess competent listening skills and to be aware of one’s own nonverbal messages. The ability to adapt to an intercultural perspective is probably one of the most crucial aspects of doing business in today’s â€Å"global village†. Bibliography Sellin, Robert H. J and Elaine Winters. Cultural Issues in Business Communication. Berkeley: Program Facilitating and Consulting, 2000. Guffey, Mary Ellen. Business Communication: Process and Product, 4th ed. Mason, Ohio: South-Western, 2003 â€Å"Etiquette and Local Customs†. The Traveler’s Yellow Pages Online. http://www.infoservices.com/stpete/342.htm. InfoServices International, Inc., 2002 â€Å"What to Know Before Negotiting† Execitive Planet.com. http://www.executiveplanet.com/business-culture.html.

The Impact Of Culture On The Way Children Are Raised

Culture is, according to Matsumoto and Juang (2013), a system through which essential information and meaning are portrayed and passed on in order for a variety of basic needs for life and meaning to be met. This system, though not unique to humans, is made exceptional by the ability of humans to express and understand intention. Culture is diverse; the United States alone houses many different cultures which are influenced by a variety of different factors, even within the country. Importantly, culture influences a variety of behaviors. Culture can impact the way children are raised, people are perceived, and even how the self is perceived and formed, to name a few examples. Understanding multiple cultures is a difficult but necessary†¦show more content†¦Finally, what this course has been beneficial in developing in my personal sense of multicultural awareness is also meaningful. First, child rearing is one of the first encounters with cultural influence. Infants cross-culturally enter the world with similar sounds and patterns of language development (Zimbardo, n.d.a). From here, culture shapes and directs meaningful customs and behaviors. The influence toward cultural behavior begins nearly immediately with the source of caregiving. In the Hispanic culture, Orshan (2008) noted that, similar to the American culture, child care, and subsequent language learning, is primarily the job of the mother. This may be related to sex characteristics which enable mothers to be biologically related to a newborn infant in a capacity that is different than that of fathers or relatives. This is also likely related to the patriarchal society in which traditional male and female positions are preferred, which is a dominant society in the Hispanic culture. Another essential element to childrearing in this culture is the family-oriented customs, such as dinner times, which help s the Hispanic parent to reach the goals of being continually involved in the child’s learning, especially in geographic cultures other than their own (Fuller Coll, 2010). The