The Cognitive Behavior Theory, Anger, And Anger - 1253 Words

Anger is a strong emotion of displeasure caused by some type of grievance that is either real or perceived to be real by a person. The cognitive behavior theory attributes anger to several factors such as past experiences, behavior learned from others, genetic predispositions, and a lack of problem-solving ability. To put it more simply, anger is caused by a combination of two factors: an irrational perception of reality (It has to be done my way) and a low frustration point (It s my way or no way). Anger is an internal reaction that is perceived to have a external cause. Angry people almost always blame their reactions on some person or some event, but rarely do they realize that the reason they are angry is because of their irrational perception of the world. Angry people have a certain perception and expectation of the world that they live in and when that reality does not meet their expectation of it, then they become angry. It is important to understand that not all anger is unhealthy. Anger is one of our most primitive defense mechanisms that protects and motivates us from being dominated or manipulated by others. It gives us the added strength, courage, and motivation needed to combat injustice done against us or to others that we love. However, if anger is left uncontrolled and free to take over the mind and body at any time, then anger becomes destructive. Why We Need to Control Anger Just like a person who is under the control of a street drug---a personShow MoreRelatedThe Anger Management Program For A Group Therapy Workshop Setting Essay1591 Words   |  7 Pagescounseling services, anger management is offered in a group therapy workshop setting. The clients attending are multicultural females ranging in age from mid-twenties to sixties (males have a separate group). 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National Cranberry Cooperative Free Essays

Background National Cranberry Cooperative (NCC) had faced operational problems at Receiving Plant #1 (RP1) during the peak harvest season in the fall of 1995, which had resulted in unhappiness of the owners of the Co-operatives and high labour cost, despite the purchase of an additional dumper. To avoid the same problems in the coming peak season, it is important to analyse the plant operations based on predicted demands and make recommendations if new equipment should be purchased before the fall of 1996. Problem During the peak seasons, RP1 faces 2 key operational problems: 1. We will write a custom essay sample on National Cranberry Cooperative or any similar topic only for you Order Now Long idling time of trucks and drivers prior to unloading berries at the plant; and 2. High overtime cost due to the long plant operation hours. The long idling time of trucks and drivers caused extra cost and much unhappiness among the growers, who are the owners of the cooperative. In spite of this, NCC’s profits are not affected. On the other hand, high overtime cost will negate the revenue from the sales of berries, affect profits and is a more crucial problem to be solved. Plant Operations Analysis The process flow diagram for RP1 up to the separation processes, including the process and storage capacities, is shown in Appendix A. Following assumptions were made to calculate the capacities: 1. There are 2 continuous flow processes in RP1, 1 for wet berries and 1 for dry berries; 2. Berries flow continuously at a constant rate throughout the entire process; 3. There is negligible flow time at the receiving and testing process, and the process is trea ted as an inventory; and 4. Trucks spend 7 to 8 minutes to empty their contents and leave the platform and it was assumed that an average of 7. minutes was required to unload a truck carrying 75 barrels of cranberries at each of the dumping units. The process capacities are calculated and shown in Table 1. Process| Type of Berries Processed| Calculation| Capacity (bbls/h)| Dumping| Dry/Wet| (75bbls / (7. 5 min/60)) * 5 units| 3,000| Destoning| Dry| 1,500bbls/h * 3 units| 4,500| Dechaffing| Dry| 1,500bbls/h * 1 units| 1,500| Dechaffing | Wet| 1,500bbls/h * 2 unit| 3,000| Drying| Wet| 200bbls/h * 3 units| 600 (Bottleneck)| Separating | Dry/Wet| 400bbls/h * 3 units| 1,200| Table 1 Processing Capacity It is given that 16,800 barrels of berries are delivered in a typical peak harvest day, of which 70% are wet berries and 30% are dry berries. Throughout the 12 hours of receiving process, the demand for wet berries is 980 barrels per hour and that for dry berries is 420 barrels per hour. The total demand for all the berries is 1,400 barrels per hour. Table 2 shows the implied utilization for each of the processes. Process| Type of Berries Processed| Calculation| Implied Utilization (%)| Dumping| Dry/Wet| 1,400 / 3,000| 47| Destoning| Dry| 420 / 4,500| 9| Dechaffing| Dry| 420 / 1,500| 28| Dechaffing | Wet| 980 / 3,000| 33| Drying| Wet| 980 / 600| 163 (Bottleneck)| Separating | Dry/Wet| 1,400 / 1,200| 117| Table 2 Implied Utilization From the implied utilizations, it was determined that the operations at RP1 is process constrained, with the capacities of both the drying and separating processes lower than their demands. It was also identified that the drying process is the bottleneck of the operations and will require 63% more capacity to process the demand of wet berries. Although not the bottleneck, the separating process requires 17% more capacity to process the demand of berries. NCC is concerned about the overtime cost incurred from the peak harvest season and the plant operation time would be determined to address this concern. Another concern is the waiting time for the trucks and drivers before unloading berries at the dumpers and the waiting time required for the last truck would be determined. The following assumptions were made: 1. There are no berries inside the holding bins before operations begin each day; 2. There is no idle time between processes and all processes are able to operate at full capacity; 3.Due to the peak season, the dryer operators will start work at 7:00am; 4. As the bottleneck process is the one processing wet berries, holding bins #17 – 24 would be used to hold wet berries only to optimise plant operations thus making total wet berries holding capacity to be 3,200 barrels; and 5. Trucks will arrive at RP1 at a constant interval over a period of 12 hours starting from 7am. Figure 1 illustrates the plant operation time and the truck waiting time. Truck waiting time Area = ? (1360bbl) x (5. 85/75) hrs. = 53hrs 800bbls/h 380bbls/h 00bbls/h 3200 7:00am 0 7:00pm 7:00am 3:25pm 4560 2:36am Time (hours) Holding Wet Bins Capacity 3 dryers 4 dryers 5 dryers 2160 9:42pm 180bbls/h 1680 9:00pm 840bbls/h 140bbls/h 9:16pm Wet Bins (barrels) Berries waiting on trucks Figure 1 Process Flow of Wet Berries at RP1 In the current plant setup where there are only 3 dryers, the holding bins will be filled up at 380 barrels per hour, which is the excess demand flow rate (980 barrels per hour) over the process capacity (600 barrels per hour). At this rate, the wet bins would be completely filled at 3:25pm. At 7:00pm, when the last truck has arrived at RP1, 4,560 barrels of wet berries would have accumulated, of which 1,360 barrels would be on the trucks. With the plant processing rate of 600 barrels per hour, the trucks would be emptied by 9:16pm with the last truck having waited for 2 hours 16 minutes. The entire process stops at 2:36am, with the total processing time of 19 hours 36 minutes. Potential Solutions Installing a new dryer will increase the drying capacity to 800 barrels per hour but this process will still remain the bottleneck (with implied utilization of 123%). In a typical peak harvest day with 16,800 barrels of berries delivered, the rate of accumulation of wet berries is reduced to 180 barrels per hour and a total of 2,160 barrels will be accumulated at 7:00pm. The entire operation will complete at 9:42pm, with the total processing time of 14 hours 42minutes (Figure 1). At the same time, there would be no truck waiting time as the holding bins will not be filled up completely before 7:00pm. To determine savings, the following assumptions were made: 1. 2 shifts will be implemented during the peak season and overtime is paid after 11:00pm; 2.The process capacity of RP1 is not affected by the implementation of the shifts; 3. Workers would be paid for the full shift (8 hours a day) even if plant operations end before 11:00pm; and 4. Only 8-9 seasonal workers would be used to do overtime and an average of 8. 5 workers is used for calculations. With the current RP1 setup, overtime cost is $37,087 (8. 5 workers x $12 per hour x 3. 6 overtime hours x 101 peak season days). With the additional dryer, no overtime will be required and the cost savings is $37,087. The cost of the dryer ($60,000) exceeds the cost savings for the coming season. As such, NCC’s investment in the dryer will be recovered in 1. 6 seasons ($60,000/$37,087) and net cost savings from the additional dryer will be produced during the 1997 peak season. Another option to improve the process is to install two additional dryers that would increase the drying capacity to 1,000 barrels per hour and the drying process will not be the bottleneck anymore (with 98% implied utilization). The new bottleneck will be the separating process. At this point, the rate of accumulation of berries will be 200 barrels per hour resulting in 2,400 barrels of berries accumulating in the bins by 7:00pm. Of these, 1,680 barrels are wet berries and 720 barrels are dry. After 7:00pm, all berries will be separated in 2 hours (2,400/1,200). The entire operation will complete at 9:00pm (Figure 1). There would be no truck waiting time as both wet and dry holding bins will not be filled up completely. Installing the second additional dryer would cost yet another $60,000 but would benefit only by reducing the total processing time by 42 minutes compared to the processing time achieved by installing one additional dryer. This reduction in time is not considerable compared to the capital that would be invested to install the second additional dryer. Hence this option may not be viable to choose. The third option to consider is to convert some of holding bins for the dry berries to hold wet berries at a cost of $10,000 per bin. This solution will reduce the waiting time of the trucks but does not reduce the overtime cost for the plant as the bottleneck capacity is not increased and operation will continue to end at 2:36am. Recommendation After analyzing all 3 options, it is recommended that one additional dryer be installed. This will eliminate both the need for overtime expenditures and the waiting time for trucks and drivers at a minimal cost. There will be overtime cost savings of $37,087 when compared to the current plant setup. Growers will also save on truck leasing cost although it does not directly affect the profits of NCC. The cost will be recovered in 1. 6 seasons and is expected to turn out as a good long term investment. The additional dryer will increase the efficiency of RP1 and ease the process constraints in operations. Appendix A – Process Flow Diagram Dumping 5units x 75/(7. 5/60) = 3,000bbls/h D Holding Bin #1-16 16Ãâ€"250=4000bbls W D/W Holding Bin #17-24 8Ãâ€"250=2000bbls Holding Bin #25-27 3Ãâ€"400=1200bbls Destoning 3units x 1,500 = 4,500bbls/h Dechaffing 1unit x 1,500 = 1,500bbls/h Dechaffing 2units x 1,500 = 3,000bbls/h Separating 3units x 400 = 1,200bbls/h Drying 3units x 200 = 600bbls/h Bailey Mills 3units x 400 = 1,200bbls/h Shipment Area Disposal Area Trucks Dry Berries Wet Berries Dry/Wet Berries How to cite National Cranberry Cooperative, Essay examples

Bomb and Information free essay sample

His statement is how the government is manipulating the media about the bombing incident. He wanted to prove me that the government has something to do with the attack and also is manipulating the media with fake or inaccurate information so we can believe whatever the media says. When I first heard about the attack on the media I was so sure that the government did a good Job but Many showed me a video as evidence to reinforce his statement. Now I am standing in the middle of a circle of accurate and inaccurate information, but unfortunately I ant decide who to trust.The media is not always right with the information that they are publishing therefore you cant always trust the most reliable sources when there is a news. To trust the media right after the event it is not a bad idea, but we need to know how to evaluate the information provided. The media controls our minds because they have the information that we are seeking, but we can rate the sources as accurate and non-accurate or incorrect. If you like to watch the news online, you should look at more trusted websites and match the information.Furthermore look for evidence that proves that the information is accurate. View the authors bibliography and make sure the author knows about the topic and somehow has something to do with the topic. During the Marathon in Boston on April 15, 2013 there were a lot of rumors about the explosion. The media was so desperate to find a suspect that they made an unknown number of speculations about people who were looking suspicious to them. At the beginning of the week when there were not pictures of the suspects the media was wondering if the attack was made by an alQaeda group or if the person who did it was related to them. There was an Indian American student who was accused as suspect number two by a website called http://www. Reedit. Com/. The information was declared incorrect after a few days. The general manager of website Reedit Erik Martin apologized in public to the student for the misunderstanding (Alexander). Many reporters were looking for evidence where they can find or identify a suspect. After the attack many pictures were sent to the TV, newspaper, and radio Stations, but there was one picture published onTwitter by a marathon spectator Dan Lampooner that caused an immense rumor. Lampooner posted a picture of an individual on top of the roof off building. The picture rapidly got 2,361 rewets and 620 favorites which is a lot for a picture posted the same day of the attack. A lot of people were alarm because the rumor and the false information of the supposed suspect on top of the roof were spread around by the users of the social networks. The FBI declined to mention on the photo or any other rumor (Brenner).There was a speculation about another bomb the same day f the marathon minutes after the Bombing. This speculation was about a bomb that went off at the JEFF Library in Boston. A Police Commissioner Edward Davis said during a press conference that besides those two bombs that went off during the marathon, there is a third case occurred at the Library and the authorities consider this as related to the attack. During the investigation the rumor was still being reported and the false information was being watched at everyones house even in my house.In the evening of the next day the authorities said, The JEFF incident may not have been n explosion; rather, it appears to be fire-related (Brenner). The reality of the fire on the library was a mechanical fire that broke out about the same time the two bombs went off (Brenner). In the course of the bombing there were a lot of victims involved in the incident, 144 people were reported injured. Unfortunately there were 3 people dead. Martin Richard was one of those who unluckily died while watching the marathon. A lot of different versions of the story were circulating by the news.The rumor was about an years old girl from Sandy Hook that was running the marathon and died while she was running. The media was wrong once again with this information and many people were there wrong information delivered to their housed by the media. Richards mother and his sister were gravely hurt in the attack. This information was declared by Richards father who said My dear son Martin has died from injuries sustained in the attack on Boston. My wife and daughter are both recovering from serious injuries. (Brenner).For the period of the week the FBI were collecting as such information as they could so they could investigate it. Two videos were published about two suspects walking near the place were the second bomb went off. The FBI called them black hat suspect and white hat suspect. On the video, it is well shown how they were carrying backpacks with them. The FBI published the two pictures of the suspects and the broadcast did an accurate Job this time because they posted and shared the pictures with the State of Massachusetts and the entire United States of America.The authorities found the suspects location when they ailed a MIT officer who was on duty. On Thursday, April 18, the FBI official decided to share the pictures of the two suspects involved in the attacks because they knew the media was going to publish it right away. The purpose of it was to get the audience aware and call the FBI or any police department if they see anything suspicious. The FBI received information about two suspects who robbed a seven eleven and shoot a couple times against an officer who was on his car.The police department started the chase against the two brothers Dashboard and Temperament Tsarinas. The police had a man on the ground in Watertown which was suspect number 1 Temperament Tsarinas. The second suspect was still on the run. The FBI, SWAT team, State Police and Boston police had a manhunt looking for Dashboard Tsarinas. The officials were looking for the suspect in Watertown. Dashboard was captured at night inside a boat that was in someones driveway covered by blood (The Telegraph). When you are looking for sources online or watching any news it is always a good Idea to think as a critical thinker.