The Case Of Ryanair In Airlines Commerce Essay

The Case Of Ryanair In Airlines Commerce Essay This case is about Ryanair which is the first budget airline in the Europe headed by Michael OLeary who was the CEO of Ryanair. The case further explains how Ryanair the most profitable airline faced various challenges during the time period of 2004 to 2007 including the backdrop of the European airline industry. Main objectives of this assignment are to provide recommendations to senior management team of Ryanair with strategic choices and recommend new strategic initiatives and areas for improving strategy implementation. In order to accomplish those objectives a strategic analysis of environment, industry as well as the internal performances of Ryanair will be conducted. 3.1 About Ryanair Ryanair was founded by Ryan family in 1985. It has changed from a fully service conventional airline to the budget airline segment with the great turbulence they had faced in 1990. Now it has become the worlds most profitable airline. Ryanairs mission statement Ryanair will become Europeà ¢Ã¢â€š ¬Ã‚ ²s most profitable lowest cost airline by rolling out our proven `low-fare-no-frillsà ¢Ã¢â€š ¬Ã‚ ² service in all markets in which we operate, to the benefit of our passengers, people, and shareholders (Mayer, 2007) It is possible to identify Ryanairs current business scope from that statement. (Thompson Strickland, 2003) They are the Europes most profitable low cost airline who provides low cost no frill services to their customers who are according to (Mayer, 2007) within Europe and price-sensitive with a lower income level or other preferences and less willing to pay for the add-on services onboard. According to (Strategy, n.d) Ryanairs main objective is to firmly establish itself as Europes leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low fares service. Their other objectives includes providing best customer service, providing point to point short haul routes to secondary airports around major population destinations and travel destinations at the lowest possible cost by lowering the operating costs. According to the case they have some future growth plans also. Critical Issues It is possible to identify many critical issues when analysing the case. Among them main issues would be high customer dissatisfaction and poor labour relations. Other issues may include failure to acquire their Irish rival Aer Lingus, announcement of its CEO Michael OLeary to leave the organisation. Models and Theories Used To analyse the macro-environment of European aviation industry, PESTEL analysis, Porters Diamond model and strategy drivers of globalisation will be used. European aviation industry and especially the low cost airline industry will be analysed using Porters Five Forces model and Strategic Grouping method. After analysing external environment, internal analysis of Ryanair will be conducted using VRIO model and Porters Value Chain analysis. Finally a SWOT analysis will be done to review the findings. External Environment Analysis Organizations do not operate in a vacuum. It is been affected and affects the environments in which it operates and so the strategy of an organization. In a highly competitive market it is necessary to analyse the environment an organization operates and assess the impact to its strategy. Finally this analysis would lead to identify opportunities and threats that are facing by the organisation. When analysing the external environment it can be divided into 2 parts, macro-environment and industry environment. Macro-Environment According to (Thompson Strickland, 2003) macro-environment consists of all relevant forces outside an organisation and those factors are far beyond the control of the organisation. Since they have a big impact on an organisations strategy, analysis is very important. 6.1.1 PESTEL Macro-environment can be analysed using the PESTEL analysis. It helps to identify each factor of macro-environment and its effects on the industry in which an organisation operates. This includes the following components (PESTEL analysis of the macro-environment, 2007); P Political This analyses how political decisions, government policies, etc affects businesses. E Economic This considers economic factors like interest rates, taxation, and economic growth. S Social This analyses how changes in social life styles affects demands and businesses T Technological Technology is changing and improving faster. It affects businesses in many ways. New technology can be used to improve product quality and reduce costs. Also new technology creates new products and markets. E Environmental This considers the environmental factors like climate changes, and impact of industrial outputs on the environment L Legal This relates to the legal environment in an organisation operates. Detailed analysis of the PESTEL analysis for Ryanairs external macro-environment and key drivers for changes including environment created opportunities and threats is included under Appendix 1 6.1.2 Globalisation Drivers of Strategy A detailed analysis of how globalisation created opportunities and forced aviation industry to go international especially in Europes context is conducted under Appendix 2. (Jatuliaviciene Kuanskiene, 2006) 6.1.3 Porters Diamond This model has been developed by Michael Porter to understand the competitive position or advantages that certain nations or geographic regions posses in global competition. According to this model certain nations possess competitive advantages over other nations as an outcome of the combination of interlinked advanced activities or factors between related companies in a geographic location. As this model explains governments play an important role in possessing competitive advantage through proactive actions. (Diamond model Michael Porter, 2010) (Diamond model Michael Porter, 2010) According to (Diamond model Michael Porter, 2010) Porter has identified factors for competitive advantages for regions or countries as follows. 1. Firm Strategy, Structure and Rivalry 2. Demand Conditions 3. Related Support Industries 4. Factor Conditions A detailed analysis of how Europe possessed competitive advantage for aviation industry as a region and how it created opportunities for Ryanair is analysed under Appendix 3. Industry Environment Traditionally after conducting a macro-environmental analysis industry analysis is conducted to analyse the level of competition a business likely to face. (The Industry Environment Analysis, n.d) According to (Pearce Robinson, 2005) the level of competition within an industry is depends upon 5 factors. Profitability of an industry is determined by the collective strength of those forces. Those can be analysed using the Porters Five Forces model. Porters Five Forces (The Industry Environment Analysis, n.d) According to Porter competitive forces are as follows; The threat of entry of new competitors. The seriousness of the threat of entrance of new competitors depends on the barriers presents in a particular industry. If barriers of entry are high and the new comer expects high reactions from existing firms, new firm will think twice before entering. Some barriers to entry are as follows; economies of scale, product differentiation, capital requirement. (Pearce Robinson, 2005) The bargaining power of buyers. When buyers have more power than sellers they can force down the price and thereby affecting the profitability of an industry. (Aaker, 2005) The bargaining power of suppliers. In situations like when suppliers sell for too many customers and when the supplier switching cost is high from the buyers perspective the bargaining power of suppliers can be high.(Aaker, 2005) The threat of substitutes. Firms from different industries can have close competition if their products substitute each other. According to (Thompson Strickland, 2003) competitive pressure from substitute products depends on factors like price of substitutes are attractive, whether substitutes provide satisfactory performance, etc. The Rivalry among competitors in the industry. According to (Aaker, 2005) intense of competition from existing competitors depends on factors like, the number of competitors, their size, similarity of their product offerings and strategies, high fixed costs of businesses and existence of high exit barriers. A detailed analysis of Porters Five Forces model and how each force impact the profitability of the Ryanairs industry which is low cost airline industry is conducted under appendix 4. 6.2.2 Industry Life Cycle Analysis Life cycle stage strongly affects the industry growth rate (Thompson Strickland, 2003). Organisations will have to change their strategy when they move from different stages of life cycle. Analysis of Europes aviation industry is included in Appendix 5. 6.2.3 Strategic Grouping According to (Thompson Strickland, 2003) a strategic group consists of those rival firms with similar competitive techniques and positions in the market. Using strategic group concept can help analysis of competitors in an industry. Reducing the number of competitors into manageable groups certainly make it easier the analysis than analysing large number of competitors (Aaker, 2005). Appendix 6 contains a strategic groping map for the aviation industry in Europe. 6.2.4 Key Success Factors Analysis According to (Thompson Strickland, 2003) KSF are prerequisites to success in a particular industry. They can include particular strategy element, product attribute, resources, competencies, competitive capabilities. KSF can be identified from the industry analysis. A detailed analysis of KSFs of budget air line industry in Europe is provided under Appendix 7. 6.3 EFAS (External Factors Analysis Summery) According to (Fletcher, 2003) after finding main external factors that can affect a business by conducting external environmental analysis EFAS table will be used to organize those factors into opportunities and threats and measure the perceived importance of particular factors. Ryanairs EFAS is attached in Appendix 8. Internal Environment Analysis An internal analysis is a must to identify organisational strengths and weaknesses which are essential in strategy formulation. (Pearce Robinson, 2005) Understanding business in depth is the goal of an internal analysis. This analysis would have more emphasis on the analysis of performances. (Aaker, 2005) Internal analysis can begins with analysis of financial performances. Financial Performances According to (Pearce Robinson, 2005) there are four basic groups of financial ratios. Those include liquidity ratio, leverage ratio, activity ratio and profitability ratio. Liquidity Ratios these ratios are used to measure whether organization is in a good position to meet its short term obligations. Leverage Ratios this ratio is used to identify the firms source of capital either owners or outside creditors. According to (Pearce Robinson, 2005) the most used leverage ratio is total debt divided by total assets. Total debt includes current liabilities and long term liabilities. Activity Ratios these are to be used to analyse whether an organisation utilizes its resources effectively or not. According to (Pearce Robinson, 2005) it is possible to establish an organisations efficiency of its operations by comparing revenues with the resources used to generate them. Profitability Ratios According to (Pearce Robinson, 2005) profitability is the final result of larger number of strategies and decisions made by an organisations management. The profit margin is calculated by the widely used ratio of return on sales (ROS). And other useful ratio is ROI (return on investment). Financial analysis of Ryanair is attached under Appendix 9. Resources and Capabilities analysis The difference between resources and capabilities is defined by (Gallagher, 2004) as resources, what companies have, versus capabilities, things companies can do. Resources and capabilities can take many forms they range from tangibles to intangibles, examples may include plant and equipments, financial resources, technology a company posses, brand and reputation and even expertise an organization posses. (Gallagher, 2004) According to (Fletcher, 2003) tangible resources can be listed in the balance sheet and they become rarely competitive advantages because of their nature and intangible resources can often play big role in competitive advantage creation. In there the organisational capabilities are defined as complex combinations of both tangible and intangible resources. According to (Thompson Strickland, 2003) a companys competencies become a meaningful competitive capability customers value them as valuable and beneficial. Core competencies are resources and capabilities that serve as a source of competitive advantage over rivals. (Internal Analysis Competencies, 2009) Ryanairs resources and capabilities analysis is included in Appendix 10. VRIO analysis and Competitive Advantages This model says that in order core competencies and resources to become sustainable competitive advantages for an organisation, they should have characteristics as follows (Gallagher, 2004); Valuable A resource will become valuable if it can help the organisation to face threat or capitalize on an opportunity. Most importantly those should be valued by customers. Rare If resources are scarce or they are not available to an organisations competitors they become rare resources. Inimitable This means that resources cannot be easily imitated or substituted. Usually intangible resources or capabilities like a good brand image cannot easily be imitated. Organized There is no use from a valuable resource if it is not well utilized by the organisation. Therefore it should be very well organized to be utilized. A complete analysis of Ryanairs resources and competencies using the VRIO model to identify Ryanairs competitive advantages is included under Appendix 11. Value Chain Analysis Value chain proposed by Michael Porter analyses systematically the series of activities an organisation performs to provide products or services to customers (Pearce Robinson, 2005). A firm can achieve competitive advantage over their competitors by performing these strategically important activities better than competitors. According to (Gallagher, 2004) many processes that are identified in value chain analysis can be a potential source of VRIO resources. (Morrison, 2007) Major categories of activities are grouped in to primary activities and support activities. Primary activities help directly the physical creation of products where support activities provide inputs or infrastructure to help primary activities to take on ongoing basis. Primary activities that are identified by this model are as follows (Pearce Robinson, 2005); Inbound logistics activities that are associated with receiving, storing inputs to production Operations activities related to transforming inputs into products Outbound Logistics activities that are related to distributing products towards customers Marketing/Sales activities associated with informing customers to encourage the purchasing Service Activities that undertake once products are sold to customers to enhance or maintain the value of products. Support activities that are identified by this model are as follows (Pearce Robinson, 2005); Procurement activities that are done within the firm to provide inputs across entire value chain Technology development activities that are done to improve the product as well as the way each activity is performed Human resource management activities conducted in order to ensure the availability of human resources to each primary activity. Infrastructure activities like accounting, management that are essential to perform all activities in the value chain. Value chain analysis of Ryanair is included in Appendix 12. IFAS (Internal Factor Analysis Summary) According to (Fletcher, 2003) after finding main internal factors that can affect the current and future competitiveness by conducting internal analysis of an organisation, IFAS table will be used to organize those factors into strengths and weaknesses and measure the perceived importance of particular factors. IFAS of Ryanair is included in Appendix 13. SWOT Analysis According to the findings of external and internal environment analysis SWOT analysis would be as follows. Strengths Strong brand image (as the first budget operator and number one in the budget industry) Web site (enabled them to on line bookings, promotions) Financial strength Low cost strategy Advantages of economies of scale and experience curve Innovative promotional techniques used at a lower cost Same fleet of airplanes New more efficient airplanes Weaknesses Customer dissatisfaction Poor quality of services Poor employee relations Decrease in employee morale Some secondary airports are too far from city centres Opportunities Budget airline market is growing Revenue generation from ancillary services Web site can be turn into a revenue generator Can apply low cost no frill into long haul Spread their business to more countries Increase customer base Acquisition of Aer Lingus is a growth opportunity Threats Security issues like terrorism Rapid increase in oil price and unpredictable fluctuations Intense rivalry among competitors Changes in customer demographics Pressure from environmental protection groups Costly new EU regulations Conclusion Ryanair as the most profitable airline in the world and the number one budget sector airline in the Europe is not without facing any challenges as it is the nature of the highly competitive modern business world. It was possible to identify many critical issues that were facing by Ryanair like high customer dissatisfaction and poor labour relations and many other threats which are externally created when analysing the case. Macro-environment, industry and internal analyses were conducted to analyse the current situation of Ryanair. From the external environment analysis it was possible to identify many opportunities that were created by the environment like growth in the budget airline industry in Europe and opportunities created by internet, etc. Also they were facing many threats like new EU regulation, environmental concerns, fluctuating oil prices and terrorism threats. Further from the internal environment analysis it was possible to identify number of strengths that are possessed by Ryanair like strong brand image, their financial strengths, efficient operations, etc and their weaknesses like customer dissatisfaction, poor employee relations, etc. In the analysis it was found that there is a huge growth potential in Europe and they could successfully win over the competition if they utilize their strengths like brand image and financial strength to beat competition and if they can minimize weaknesses like customer dissatisfaction there will be no chance to competitors like easyJet to outperform Ryanair. Therefore it can be said that the management of Ryanair needs to consider adjusting their existing strategies or if required formulate new strategies to capitalize on the opportunities using their strengths and more importantly to minimize the weaknesses and face externally created threats using their available strengths and opportunities.

Meena Bazar

executive outlet: Job Details:   |   | Job Description / Responsibility The incumbent will report to the Assistant Outlet Manager. S/he will be responsible for monitoring & ensuring outlet opening & closing activities, monitoring staffs grooming & hygiene, ensuring product availability & display in shelves, sales driving and train & guide staff to achieve sales objective & service standard and ensuring ‘on the job training’ to Supervisors & floor staffs. Minimum Requirement: Graduate in any discipline from a recognized University. At least 1-2 years job experience. Experience in retail sector or hospitality industry is preferred. Excellent communication, analytical, planning and presentation skills. Self-driven and innovative attitude. Manage time effectively and adapt quickly to changing priorities. Computer literacy in MS Office & Outlook. Must be hard working and willing to give extra effort to learn the trade. Contact Person: Please send your complete CV to [emai l  protected] com. bd| Address: Manager, HR & Administration Human Resources and Administration Department. Gemcon Food & Agricultural Products Ltd. (Meena Bazar) House: 44, Road: 16 (27 Old). Dhanmondi. Dhaka-1209. Bangladesh| Assistant Manager, Outlet Job Details: Job Description / Responsibility The incumbent will report to the Area Manager, Operations.S/he will be responsible for monitoring and ensuring effective outlet management activities which include providing excellent customer services, monitoring merchandise replenishment needs, set sales target and prepare budget, ensuring proper utilization & maintenance of assets, motivate & guide staffs to achieve sales objectives, control stock loss/ shrinkage to maximize profit and ensure on the job training & development of Executives, Supervisors and general staffs| Minimum Requirement: †¢ Masters in any discipline from a recognized University. †¢ 3 – 4 years job experience.Experience in retail sector or hospit ality industry is preferred. †¢ Excellent communication skills with people of diverse background. †¢ Excellent analytical, decision making, planning and presentation skills. †¢ Self-driven and innovative attitude. †¢ Computer literacy in MS Office & Outlook. | Contact Person: Please send your complete CV to [email  protected] com. bd | Address: Manager, HR & Administration Human Resources and Administration Department. Gemcon Food & Agricultural Products Ltd. (Meena Bazar) House: 44, Road: 16 (27 Old). Dhanmondi. Dhaka-1209. Bangladesh | Part-time Sales Force Any where in Bangladesh) Responsibilities: * Attending customer query * Shelving product * House keeping * Ensuring better customer service Requirements: * Minimum Graduation. * Students with ‘O’/ ‘A’ Level background will be given preference. * Smart, young, energetic, highly motivated, hard-working , reliable and pro-active * Healthy * Good interpersonal Communication skill * Go od in English * Salary Range- TK. 4000 – 7000 * 25 Part-Time positions available. Apply Online or If your profile fits with our requirement for the position, please apply with current 2 PP and updated CV to by 20th December 2007Or You can also apply Please send your resume to [email  protected] com Applicant must enclose his/her Photograph with CV. Company Name: Meena Bazar Company Description: Since its inception, Meena Bazar has been the leader in retail super stores, which offers wide ranges of high quality products and superior customer services. Today, Meena Bazar is considered as an industry benchmark for its continuous innovation, commitment to ensuring quality and delighting services. At Meena Bazar, we take pride of our Human Resources, which has made all these possible.To meet our current business expansion plan, we require some qualified individuals at Meena Bazar outlets in the following positions: Job Title: Executive, Outlet Job Level: Mid Job Description: The incumbent will report to the Assistant Outlet Manager. S/he will be responsible for monitoring & ensuring outlet opening & closing activities, monitoring staffs grooming & hygiene, ensuring product availability & display in shelves, sales driving and train & guide staff to achieve sales objective & service standard and ensuring ‘on the job training’ to Supervisors & floor staffs.Educational Qualification: Graduate in any discipline from a recognized University. Work Experience: 1 Job Requirement: * At least 1-2 years job experience. Experience in retail sector or hospitality industry is preferred. * Excellent communication, analytical, planning and presentation skills. *   Self-driven and innovative attitude. Manage time effectively and adapt quickly to changing priorities. Computer literacy in MS Office & Outlook. * Must be hard working and willing to give extra effort to learn the trade.Work Location : Within Bangladesh ( Dhaka) Apply Instruction : Please send your application along with resume and a recent passport size colour photo to the following address within Sunday, 17 February, 2013. Please mention on the envelope the position you are applying for. Manager, HR & Administration Human Resources and Administration Department. Gemcon Food & Agricultural Products Ltd. (Meena Bazar) House: 44, Road: 16 (27 Old). Dhanmondi. Dhaka-1209. Bangladesh www. meenabazar. com. bd Only shortlisted candidates will be called for an interview.

Advantage of Non-Financial Measures

advantages Non-financial measures offer four clear advantages over measurement systems based on financial data. First of these is a closer link to long-term organizational strategies. Financial evaluation systems generally focus on annual or short-term performance against accounting yardsticks. They do not deal with progress relative to customer requirements or competitors, nor other non-financial objectives that may be important in achieving profitability, competitive strength and longer-term strategic goals. For example, new product development or expanding organizational capabilities may be important strategic goals, but may hinder short-term accounting performance. By supplementing accounting measures with non-financial data about strategic performance and implementation of strategic plans, companies can communicate objectives and provide incentives for managers to address long-term strategy. Second, critics of traditional measures argue that drivers of success in many industries are â€Å"intangible assets† such as intellectual capital and customer loyalty, rather than the â€Å"hard assets† allowed on to balance sheets. Although it is difficult to quantify intangible assets in financial terms, non-financial data can provide indirect, quantitative indicators of a firm's intangible assets. One study examined the ability of non-financial indicators of â€Å"intangible assets† to explain differences in US companies' stock market values. It found that measures related to innovation, management capability, employee relations, quality and brand value explained a significant proportion of a company's value, even allowing for accounting assets and liabilities. By excluding these intangible assets, financially oriented measurement can encourage managers to make poor, even harmful, decisions. We Suggest†¦ Jeremy Siegel on the Market: Rough Going for Now, but Stocks Still a Good Bet Re-examining Stock Options as a Way to Compensate Executives Measures That Matter: Aligning Performance Measures With Corporate Strategy Building Companies That Leave the World a Better Place The Art and Science of Measuring CEO Performance Third, non-financial measures can be better indicators of future financial performance. Even when the ultimate goal is maximizing financial performance, current financial measures may not capture long-term benefits from decisions made now. Consider, for example, investments in research and development or customer satisfaction programs. Under U. S. accounting rules, research and development expenditures and marketing costs must be charged for in the period they are incurred, so reducing profits. But successful research improves future profits if it can be brought to market. Similarly, investments in customer satisfaction can improve subsequent economic performance by increasing revenues and loyalty of existing customers, attracting new customers and reducing transaction costs. Non-financial data can provide the missing link between these beneficial activities and financial results by providing forward-looking information on accounting or stock performance. For example, interim research results or customer indices may offer an indication of future cash flows that would not be captured otherwise. Finally, the choice of measures should be based on providing information about managerial actions and the level of â€Å"noise† in the measures. Noise refers to changes in the performance measure that are beyond the control of the manager or organization, ranging from changes in the economy to luck (good or bad). Managers must be aware of how much success is due to their actions or they will not have the signals they need to maximize their effect on performance. Because many non-financial measures are less susceptible to external noise than accounting measures, their use may improve managers' performance by providing more precise evaluation of their actions. This also lowers the risk imposed on managers when determining pay.

Cognitive Behavioral Therapy For Depression - 1345 Words

comparable results for depression as antidepressant medications, making it a successful treatment alternative to medication. (Thoma, Pilecki, et al., 2015, p. 433) Since this is predicted to become such a major issue, the treatment for depression has become extremely important. According to Rachman, Cognitive behavioral therapy is also successful for the uses of treating obsessive compulsive disorder and anxiety. For example, Salkovski s analysis of OCD became an important part of the cognitive behavioral therapy model, which helped therapists focus on the client s thoughts and feelings regarding their compulsive behaviors and urges. (Rachman, 2014, p.5) In the field of anxiety, studies also found that cognitive behavioral therapy showed favorable results in lowering symptoms for those diagnosed with generalized anxiety disorder. One of the majority methods of therapy for anxiety disorders is exposure therapy, which is the process when a client is directly confronted with the object that they fear throughout sessions. The process starts out slowly, until the last session where the client comes into direct contact with the object they fear. (Thoma, Pilecki, et al., 2015, p. 438) Cognitive behavior therapy expands into the treatment of many other issues such as phobias, psychosomatic disorders, post-traumatic stress disorder, panic disorders, couple and family therapy, divorce therapy, and skills training. A cognitive behavior therapist focuses on the client s beliefs,Show MoreRelatedCognitive Behavioral Therapy : The Future Of Treating Depression1144 Words   |  5 PagesBeating the Blues and Cognitive Behavioral Group Therapy: The Future of Treating Depression? Cognitive behavioral therapy is based off the theory that depression is caused by a pattern of negative thinking that may be triggered by upsetting situations (Comer, 2013). This pattern forms maladaptive attitudes, which cause individuals to constantly view themselves, their world, and their future in negative ways (Comer, 2013). Cognitive behavioral therapy is designed to help clients recognize and changeRead MoreTreatment Of Depression : Cognitive Behavioral Therapy And Pharmacotherapy Essay879 Words   |  4 PagesPsychology, Myers states that â€Å"depression is one of two disorders found worldwide† (521). On account of this fact, research and treatment of depression is widely studied. One of the biggest questions one must ask when it comes to treatment of depression, though, is what will actually benefit a person? The most popular ways to treat depression are cognitive behavioral therapy and pharmacotherapy; both are very different, but may have similar effects. Cognitive behavioral therapy (CBT) is a form of psychotherapyRead MoreCognitive Behavioral Therapy in the Treatment of Depression Essay2377 Words   |  10 PagesCognitive Behavioral Therapy in the Treatment of Depression Cognitive Behavioral Therapy (CBT) is a method of correcting invalid thought patterns to a more positive view of the person and their place in their world. Some people do not believe that Cognitive Behavioral Therapy is a real treatment for depression, claiming it is a form of positive thinking (The Daily Mail, 2009). On the opposite end of the spectrum, others argue that Cognitive Behavioral Therapy should be used in all therapiesRead MoreCognitive Behavioral Therapy for Depression and Anxiety Attacks817 Words   |  4 PagesAs it is characteristic of Cognitive-Behavioral Therapy (CBT), Donald Meichenbaum’s treatment of the client, Anna, was a short-term therapy, only lasting about 20 sessions. His eclectic style of work was elicited by Anna because she was horribly depressed and had currently experienced bouts of panic attacks that were making her life miserable, and affecting the lives of those around her. Meichenbaum took a CBT approach with Anna within the first few sessions in order to help rid her of her panicRead MoreTreating Childhood Depression from a Cognitive Behavioral Therapy Approach1163 Words   |  5 PagesTreating Childhood Depression from a Cognitive Behavioral Therapy Approach Depression in Children: Cognitive Behavioral Approach Patricia Kilgore University of Phoenix Depression in Children and a Cognitive Behavioral Approach Depression in children stem from a variety of factors relating to health, history, life events, genetic vulnerabilities, family history, and biochemical imbalances. Every individual showsRead MoreIndividual Treatment in Group Process Practice Psychoeducational Cognitive Behavioral Group Therapy for Divorced Women Experiencing Anxiety and Depression2563 Words   |  11 PagesIndividual Treatment in Group Process Practice Psychoeducational Cognitive Behavioral Group Therapy for Divorced Women Experiencing Anxiety and Depression Amy Danowski CNSL/561 August 20, 2012 Donna Clark Assessment: Clinical interview Diagnosis: Axis I 300.02 Generalized Anxiety Disorder 296.23 Major Depressive Disorder, Single Episode, Severe without Psychotic Features Axis II V71.09 No diagnosis Axis III None Axis IV Problems with primary support groupRead MoreEfficacy Of Antidepressant Medication Therapy703 Words   |  3 Pagesefficacy of treating depression with psychological methods. The studies chosen provide insight into the lack of efficacy of antidepressant medication therapy, as well as the effectiveness of psychological therapies. The evidence provided in the studies appears to support one another. Compare and Contrast Fournier et al. (2010) and Barbui et al. (2011) both concluded that there is a deficiency of support for the use of antidepressant medications in adults with minor depression. Fournier et al.Read MoreTypes Of Therapy Used For Treating Personality Disorders1403 Words   |  6 PagesThe two major types of therapy used to treat personality disorders are cognitive and behavioral therapy, and a lot of the time, a merge between the two called cognitive behavior therapy. The effectiveness of these three types of therapy on those suffering from depression, anxiety disorders, eating disorders, and panic disorders has been discussed and tested for years. The effectiveness of these therapies on the discussed disorders varies greatly, but has been proven by several studies. A definitiveRead MoreCognitive Behavior Therapy And Mental Disorders1563 Words   |  7 PagesCognitive Behavior Therapy Cognitive behavior therapy is a great way to help people with depression. According to Wright, â€Å"Cognitive behavior therapy is a pragmatic, action-oriented treatment approach that has become a widely used psychotherapy for major mental disorders. Cognitive behavior therapy methods were initially developed for depression and anxiety disorders, and later they were modified for many other conditions, including personality disorders, eating disorders, and substance abuse; theyRead MoreWhat Constitutes Cognitive Behavioral Therapy?846 Words   |  4 PagesConstitutes Cognitive Behavioral Therapy? By Gail Kirkpatrick | Submitted On November 09, 2010 Recommend Article Article Comments Print Article Share this article on Facebook Share this article on Twitter Share this article on Google+ Share this article on Linkedin Share this article on StumbleUpon Share this article on Delicious Share this article on Digg Share this article on Reddit Share this article on Pinterest Expert Author Gail Kirkpatrick Cognitive behavioral therapy is a psychotherapeutic