National Honor Society Essay Example for Free

National Honor Society Essay Being nominated to become a member of the National Honor Society is a highly prestigious honor, and I am very grateful to be a candidate. I have always strove to do the best that I can to achieve the highest grades possible and to stand out amongst my peers. Not only do I focus on my academics, but I strive to be an outstanding asset to the student body throughout my years here at East Clinton High School as well. Getting admitted into the National Honor Society has been one of my goals since I first arrived here at high school, and I have recognized the standards for entry into the organization. I understand that to become an official member of the society, I need to acquire and demonstrate four key characteristics of an ideal National Honor Society member: scholarship, leadership, service, and character. To my acknowledgment, there are no questionable incidents that could be used to challenge my selection into the National Honor Society. I sustain a high grade point average of 3. 8 while engaging in college preparatory classes such as College English, Pre-Calculus, Chemistry, and – in a previous year – Biology 2. In addition to my current attending classes, I also take an online college math class that assists me in solving problems in real world situations. Education has been one of my first priorities since childhood, and I plan to further advance in my studies each day. I have in many ways shown my characteristic of scholarship. In addition to my scholastic achievements, I participate in various co-curricular activities that demonstrate my involvement with the school and community. I am a varsity athlete for the sports, tennis and track. This year I, along with my fellow tennis teammates were proud to present ourselves as the SBAAC League champions. In addition to that, we concluded the SBCN season with an undefeated title. It was my greatest pleasure to receive an SBAAC Scholar Athlete award from my tennis coach on the day of the awards ceremony. Spanish Club, headed by Mrs. Elizabeth De Leon, is a club that recognizes the Spanish culture and then incorporates the culture into entertaining service projects. I was one of several members to participate in a successful bake sale that raised just under 200 dollars. I was also a member of the Student Council my sophomore year, and together as an organization we successfully provided a wonderful homecoming for the student body. Above all, I was selected by my class advisor to represent the junior class as their Treasurer in the Prom Committee. As Treasurer, I am responsible for keeping track of as well as counting the incoming funds that are received from any fundraisers. In my spare time, I help raise money by volunteering to work at the concession stands for sporting events as well as any fundraiser that is active at the moment. I attend all Prom Committee meetings with an open mind and ready to formulate new ideas for the committee. Key Club, an international organization which provides service, is an organization I am proud to represent. I have pledged to uphold the objects of Key Club International since my freshman year to present day. I have participated in many service projects within Key Club. Some projects that I have aided in or with are the Ho Ho Shop, Sabina’s Historical Society Museum for Christmas around Sabina, and Highway Clean Up. Moreover, I was honored with the privilege to attend a leadership camp held by Kiwanis International in Ashley, Ohio. With the selection from my Key Club advisors, I was able to travel to a 3-day camp that was accompanied by inspiring students from other schools from all over south Ohio. There, I learned the principals of being a good leader, and also lead groups in assigned projects. At the camp, you were able to find inspired, motivated young adults who were kind and open-hearted. Being surrounded by peers who were comprised of excellent qualities enabled me to comfortably present myself and my character in an assertive manner. At school, I contribute my service by aiding teachers and students. As a junior, I offered to assist teachers with their work whether it may be grading papers or filing their documents. In addition, I was a library helper the first semester of this year. To conclude, my amount of service activity participation has demonstrated that the characteristic, ‘service’, is present. Taking on the position of Treasurer and a Student Council member are both examples of my leadership. However, I am a Yearbook Editor in School Publications as well. I am one of twelve yearbook editors that construct the contents of the yearbook. With such a position, it is imperative to attend events in which are in relation to what you were assigned. Being a part of the junior class fundraising and obtaining the position of Treasurer for Prom Committee is admirable. If being in Prom Committee has taught me anything, it is that you have set your priorities and acknowledge your responsibilities and to follow through with them. The Committee has taught me a great deal about being a leader.

1st Battle of Bull run :: essays research papers

The first major battle of the Civil War was fought in Virginia, near the Manassas, Virginia railway junction, after which the battle is called (or First Bull Run, named after the flowing stream on the battlefield, if of the Union persuasion). The armies in this first battle were not very large by later Civil War standards. The Federal forces under Brigadier General Irvin McDowell were organized into four divisions (five, if one includes Runyan's division), of about 30,000 men. These divisions were commanded by Tyler, Hunter, Heintzelman, (Runyan), and Miles. The Confederate command structure was somewhat more unwieldy, including two "armies", with no division structure and thirteen independent brigades under Bonham, Ewell, Jones, Longstreet, Cocke, Early, Holmes, Kershaw, Evans, Jackson, Bartow, Bee, Smith, and a cavalry brigade under Stuart. The Confederate Army of the Potomac was under the command of Brigadier General Pierre G. T. Beauregard, and the Army of the Shenando ah was commanded by Brigadier General Joseph E. Johnston. These two forces would equal McDowell's strength. Interestingly enough, each commander had planned to initiate an attack on the other side with a feint attack on the enemy's right flank and a massed attack on the opposite flank. Had this been done simultaneously, and both been successful in their purpose, the two armies would have simply pivoted around each other and ended up in each other's rear, able to march unopposed to Washington or Richmond, as the case may be. As it turned out, the general least successful in initiating this movement was the winner. McDowell had planned to use Tyler's division as the diversionary attack at the Stone Bridge, while Davies' brigade did the same at Blackburn's Ford. At the same time, Hunter's and Heintzelman's divisions would cross Bull Run at Sudley Springs and attack from the north. McDowell's green troops involved in the flanking column, reached their jumping off positions two and a half hours behind schedule. Tyler's and Davies' attacks at the Stone Bridge and Blackburn's Ford were already well under way, and the Confederate high command was beginning to sense a ruse because the Union attacks were not pressed very hard. When Beauregard was notified that Federal troops were massing on his left flank, he realized that this must be the main attack so began to shift his own troop dispositions. The Federals had about 18,000 men in the main attack column and it was only thanks to the quick reactions of Colonel "Shank" Evans and his small brigade that Beauregard did not suffer a major disaster.

The Role Played by Socialisation in Shaping Human Behaviour Has Been Overstated.’ Assess This Claim

Common sources of conflict – Conflict is an inevitable part of human relationships. Where commitment to mission and long hours with minimal resources intersect, nonprofit workplaces can be rife with conflict interchanges. Conflict can arise from managing differing perspectives and seemingly incompatible concerns. If we can accept it as a natural part of our emotional landscape, it can be easier to work with than if we expect (or wish! ) conflict to disappear and never resurface.As a manager, it is important to be able to identify and to understand the varying levels of conflicts and how these levels are manifested in different ways. An early sign of conflict is that â€Å"nagging feeling† or tension you feel, indicating that something is brewing under the surface. Pay attention to non-verbal behaviours such as crossed-arms, eyes lowered or someone sitting back or away from you or the group. These signs can provide you with important information about your current situat ion and can help you in assessing your next steps.If these signs are not dealt with in a timely manner, this sense of apprehension can shift to another level of conflict and can be manifested more directly with opposition and conviction. This aspect of conflict is addressed in more depth in the sections below. More often than not, these early warning signs are a part of a larger web of dynamics present in your organization. As part of our analysis, it is helpful to understand the source of potential conflict. Below are some common sources of conflict: Conflict type | Description |Values conflict| Involves incompatibility of preferences, principles and practices that people believe in such as religion, ethics or politics. | Power conflict | Occurs when each party wishes to maintain or maximize the amount of influence that it exerts in the relationship and the social setting such as in a decision making process. | Economic conflict | Involves competing to attain scarce resources such as monetary or human resources. | Interpersonal conflict | Occurs when two people or more have incompatible needs, goals, or approaches in their relationship such as different communication or work styles. Organizational conflict | Involves inequalities in the organizational chart and how employees report to one another. | Environmental conflict | Involves external pressures outside of the organization such as a recession, a changing government, or a high employment rate. | Once you know more about where the conflict stems from, you will be better equipped to address it. A variety of factors influence when and how conflict will surface. To get the bigger picture, consider all the sources above before taking action.Now, we will look at the various ways in which we can respond and manage conflict. Understanding conflict styles – A first step in dealing with conflict is to discover your preferred conflict style(s) and subsequently, learn how to manage a variety of situations usi ng different approaches. These styles have two basic dimensions: Assertiveness, which relates to behaviours intended to satisfy one's own concerns. This dimension is also correlated to attaining one's goals, Cooperativeness, which relates to behaviours intended to satisfy the other individual's concerns.This dimension can also be tracked as being concerned with relationships. A combination of these dimensions results in five conflict behaviours: 1. Competing 2. Accommodating 3. Avoiding 4. Collaborating 5. Compromising Each style is appropriate in particular contexts and learning how to be strategic when approaching conflict is ideal. Accommodating – The accommodating style is unassertive and cooperative. The goal of this stance is to yield. Typically a person using this conflict mode neglects his or her needs to satisfy the concerns of the other person.There is an element of self-sacrifice and this stance is concerned with preserving the relationship versus attaining goals. The mode is also known as an appeasement or smoothing style and is the opposite of competing. Competing – The Competing style is a power-oriented mode that is high in assertiveness and low in cooperativeness. The goal of this stance is to win. In this mode the individual aims to pursue one's agenda at another's expense. This may mean standing up for one's needs, defending a cherished position and/or simply trying to win. The goal is deemed very important.This style is also referred to as a forcing or dominant style. Avoiding – The avoiding style is both unassertive and uncooperative. The goal of this stance is to delay. In this mode an individual does not immediately pursue his or her concerns or those of another. There is indifference to the outcome to the issue and the relationship and the person withdraws or postpones dealing with the conflict. This style can provide a needed respite from the situation or it can inflame things if the issue keeps being pushed aside. This mode is also known as flight. CollaborateThe collaborating style is both assertive and cooperative. The goal of this stance is to find a win-win situation. Typically this mode is concerned with finding creative solutions to issues that satisfy both individual's concerns. Learning, listening and attending to both the organizational and personal issues are addressed with this conflict style. It takes time and effort. This mode is also known as a problem solving or integrative style and it is the opposite of avoiding. Compromise The compromising style lands one right in the middle of being assertive and cooperative.The goal of this stance is to find a quick middle ground. Parties find an expedient, mutually acceptable solution by having each person give up something and split the difference. This mode is also known as sharing. Dealing with difficult people When working in a group, there may be times when you will have to work with a difficult person. Often times, this person is no t aware of his or her impact on the group or the implications of his or her actions on others. Depending on the perspective, everyone has been viewed at one time or another, as a difficult person.Everybody has the capacity to be both productive and problematic in the workplace. It is all in how you view the situation. With a simple change in perspective, your experience with a difficult person can change from a situation that is happening to you to a possibly enriching learning experience. If you are experiencing a strong reaction to another person, there are two elements you need to consider: you and the other person. First, start with yourself. It is essential to understand why you are reacting to that person and the possible strategies you can use to address the situation.For example, a preferred conflict style can be exacerbated by a particular method of communication. If you have a tendency to avoid conflicts, are emails the only way you solve issues at the office? Or do you fi nd yourself saying things on email that you would never say in person. Many of us can hide behind our computers or take on a bolder, more aggressive persona. In essence, change your behaviour to work effectively with someone. There are many ways in which to communicate with your colleagues – face to face meetings, phone calls, e-mails, video conferencing etc. he possibilities are limitless. When working with a difficult person, begin to locate the problem inside yourself. Dr. Ronald Short, in his book, Learning in Relationship, states: â€Å"The impact someone has on us (feeling and thoughts we have inside) is our responsibility. To understand impact, we need to look at ourselves – not judge others† (1998). Remember, as a rule (and this is easier said than done), try not to take things personally. Nothing others do is because of you. What others say and do is a direct reflection of what is happening inside of this person. The Role Played by Socialisation in Shaping Human Behaviour Has Been Overstated.’ Assess This Claim Common sources of conflict – Conflict is an inevitable part of human relationships. Where commitment to mission and long hours with minimal resources intersect, nonprofit workplaces can be rife with conflict interchanges. Conflict can arise from managing differing perspectives and seemingly incompatible concerns. If we can accept it as a natural part of our emotional landscape, it can be easier to work with than if we expect (or wish! ) conflict to disappear and never resurface.As a manager, it is important to be able to identify and to understand the varying levels of conflicts and how these levels are manifested in different ways. An early sign of conflict is that â€Å"nagging feeling† or tension you feel, indicating that something is brewing under the surface. Pay attention to non-verbal behaviours such as crossed-arms, eyes lowered or someone sitting back or away from you or the group. These signs can provide you with important information about your current situat ion and can help you in assessing your next steps.If these signs are not dealt with in a timely manner, this sense of apprehension can shift to another level of conflict and can be manifested more directly with opposition and conviction. This aspect of conflict is addressed in more depth in the sections below. More often than not, these early warning signs are a part of a larger web of dynamics present in your organization. As part of our analysis, it is helpful to understand the source of potential conflict. Below are some common sources of conflict: Conflict type | Description |Values conflict| Involves incompatibility of preferences, principles and practices that people believe in such as religion, ethics or politics. | Power conflict | Occurs when each party wishes to maintain or maximize the amount of influence that it exerts in the relationship and the social setting such as in a decision making process. | Economic conflict | Involves competing to attain scarce resources such as monetary or human resources. | Interpersonal conflict | Occurs when two people or more have incompatible needs, goals, or approaches in their relationship such as different communication or work styles. Organizational conflict | Involves inequalities in the organizational chart and how employees report to one another. | Environmental conflict | Involves external pressures outside of the organization such as a recession, a changing government, or a high employment rate. | Once you know more about where the conflict stems from, you will be better equipped to address it. A variety of factors influence when and how conflict will surface. To get the bigger picture, consider all the sources above before taking action.Now, we will look at the various ways in which we can respond and manage conflict. Understanding conflict styles – A first step in dealing with conflict is to discover your preferred conflict style(s) and subsequently, learn how to manage a variety of situations usi ng different approaches. These styles have two basic dimensions: Assertiveness, which relates to behaviours intended to satisfy one's own concerns. This dimension is also correlated to attaining one's goals, Cooperativeness, which relates to behaviours intended to satisfy the other individual's concerns.This dimension can also be tracked as being concerned with relationships. A combination of these dimensions results in five conflict behaviours: 1. Competing 2. Accommodating 3. Avoiding 4. Collaborating 5. Compromising Each style is appropriate in particular contexts and learning how to be strategic when approaching conflict is ideal. Accommodating – The accommodating style is unassertive and cooperative. The goal of this stance is to yield. Typically a person using this conflict mode neglects his or her needs to satisfy the concerns of the other person.There is an element of self-sacrifice and this stance is concerned with preserving the relationship versus attaining goals. The mode is also known as an appeasement or smoothing style and is the opposite of competing. Competing – The Competing style is a power-oriented mode that is high in assertiveness and low in cooperativeness. The goal of this stance is to win. In this mode the individual aims to pursue one's agenda at another's expense. This may mean standing up for one's needs, defending a cherished position and/or simply trying to win. The goal is deemed very important.This style is also referred to as a forcing or dominant style. Avoiding – The avoiding style is both unassertive and uncooperative. The goal of this stance is to delay. In this mode an individual does not immediately pursue his or her concerns or those of another. There is indifference to the outcome to the issue and the relationship and the person withdraws or postpones dealing with the conflict. This style can provide a needed respite from the situation or it can inflame things if the issue keeps being pushed aside. This mode is also known as flight. CollaborateThe collaborating style is both assertive and cooperative. The goal of this stance is to find a win-win situation. Typically this mode is concerned with finding creative solutions to issues that satisfy both individual's concerns. Learning, listening and attending to both the organizational and personal issues are addressed with this conflict style. It takes time and effort. This mode is also known as a problem solving or integrative style and it is the opposite of avoiding. Compromise The compromising style lands one right in the middle of being assertive and cooperative.The goal of this stance is to find a quick middle ground. Parties find an expedient, mutually acceptable solution by having each person give up something and split the difference. This mode is also known as sharing. Dealing with difficult people When working in a group, there may be times when you will have to work with a difficult person. Often times, this person is no t aware of his or her impact on the group or the implications of his or her actions on others. Depending on the perspective, everyone has been viewed at one time or another, as a difficult person.Everybody has the capacity to be both productive and problematic in the workplace. It is all in how you view the situation. With a simple change in perspective, your experience with a difficult person can change from a situation that is happening to you to a possibly enriching learning experience. If you are experiencing a strong reaction to another person, there are two elements you need to consider: you and the other person. First, start with yourself. It is essential to understand why you are reacting to that person and the possible strategies you can use to address the situation.For example, a preferred conflict style can be exacerbated by a particular method of communication. If you have a tendency to avoid conflicts, are emails the only way you solve issues at the office? Or do you fi nd yourself saying things on email that you would never say in person. Many of us can hide behind our computers or take on a bolder, more aggressive persona. In essence, change your behaviour to work effectively with someone. There are many ways in which to communicate with your colleagues – face to face meetings, phone calls, e-mails, video conferencing etc. he possibilities are limitless. When working with a difficult person, begin to locate the problem inside yourself. Dr. Ronald Short, in his book, Learning in Relationship, states: â€Å"The impact someone has on us (feeling and thoughts we have inside) is our responsibility. To understand impact, we need to look at ourselves – not judge others† (1998). Remember, as a rule (and this is easier said than done), try not to take things personally. Nothing others do is because of you. What others say and do is a direct reflection of what is happening inside of this person.

Making a Doctors Appointment - ESL Dialogue

Read the following dialogue with a partner to learn important vocabulary used for making doctors appointments. Practice this dialogue with a friend to help you feel confident when you next make an appointment in English. Check your understanding with the quiz and review vocabulary.   Role Play: Making a Doctors Appointment Doctors Assistant: Good morning, Doctor Jensens office. How may I help you?Patient: Hello, Id like to make an appointment to see Doctor Jensen, please. Doctors Assistant:  Have you been in to see Doctor Jensen before?Patient: Yes, I have. I had a physical last year. Doctors Assistant:  Fine, what is your name?Patient:  Maria Sanchez. Doctors Assistant:  Thank you, Ms. Sanchez, let me pull up your file... Okay, Ive located your information. Whats the reason for your making an appointment?Patient: I havent been feeling very well lately. Doctors Assistant:  Do you need urgent care?Patient: No, not necessarily, but Id like to see the doctor soon. Doctors Assistant:   Of course, how about next Monday? Theres a slot available at 10 in the morning.Patient: Im afraid Im working at 10. Is there anything available after three? Doctors Assistant:  Let me see. Not on Monday, but we have a three oclock opening next Wednesday. Would you like to come in then?Patient: Yes, next Wednesday at three would be great. Doctors Assistant:   All right, Ill pencil you in for three oclock next Wednesday.Patient: Thank you for your help. Doctors Assistant: Youre welcome. Well see you next week. Goodbye.Patient: Goodbye. Key Making an Appointment Phrases Make an appointment: schedule a time to see the doctorHave you been in before?: used to ask if the patient has seen the doctor beforePhysical (examination:  yearly check-up to see if everything is okay.Pull up a file: find a patients informationNot feeling very well: feel ill or sickUrgent care: similar to an emergency room, but for everyday problemsA slot:  an available time to make an appointmentIs there anything open?:  used to check if there is an available time for an appointmentPencil someone in:  to schedule an appointment True or False? Decide whether the following statements are true or false:   Ms. Sanchez has never seen Doctor Jensen.Ms. Sanchez had a physical examination with Doctor Jensen last year.The doctors assistant already has the file open.Ms. Sanchez is feeling fine these days.Ms. Sanchez needs urgent care.She cant come in for a morning appointment.  Ms. Sanchez schedules an appointment for next week. Answers:   FalseTrueFalseFalseFalseTrueTrue Preparing for your Appointment Once youve made an appointment youll need to make sure youre prepared for your doctors visit. Here is a short overview of what youll need in the United States. Insurance / Medicaid / Medicare Card In the US doctors have medical billing specialists whose job it is to bill the correct insurance provider. There are many insurance providers in the US, so its essential to bring your insurance card. If you are over 65, you probably will need your Medicare card. Cash, Check or Credit/Debit Card to Pay for Co-payment Many insurance companies require a co-payment which represents a small portion of the total bill. Co-payments can be as little as $5 for some medicines, and as much as 20 percent  or more of larger bills. Make sure to check with your insurance provider for much information on co-payments in your individual insurance plan as these vary widely. Bring some form of payment to your appointment to take care of your co-pay. Medication List Its important for your doctor to know which medications you take. Bring a list of all medications that you currently take. Key Vocabulary Medical billing specialist:  (noun) a person who processes charges to insurance companiesInsurance provider:  (noun) company that insurances people for their health care needsMedicare:  (noun) a form of insurance in the US for people over 65Co-payment / co-pay:  (noun) partial payment of your medical billMedication:  (noun) medicine True or False? Co-payments are payments made by the insurance company to the doctor to pay for your medical appointments.Medical billing specialists will help you deal with insurance companies.Everyone in the US can take advantage of Medicare.Its a good idea to bring a list of your medications to a doctors appointment. Answers: False - patients are responsible for co-payments.True - medical billing specialists specialize in working with insurance companies.False - Medicare is national insurance for those over 65.True - its important for your doctor to know which medications you are taking.   If you need English for medical purposes you should know about troubling symptoms  and  joint pain,  as well as  pain that comes and goes.  If you work in a pharmacy, its a good idea to practice talking about  prescriptions.  All medical staff might be faced with a patient who is  feeling queasy  and how to  help  a patient.