Soliloquies of Shakespeares Macbeth :: GCSE English Literature Coursework

Macbeth- Soliloquy Analysis  Ã‚  Ã‚  Ã‚      The opposition of light and dark as symbols for life and death is the foundation upon which much of Shakesphere’s Macbeth is built. In Act V Scene V of Macbeth, strong words covey all of these thoughts to the reader. The tone for Macbeth’s speech is immediately set after hearing of the death of Lady Macbeth. Having lost his queen, and seeing his hopes turn to ashes, the bitter Macbeth now comments on life in caustic words. â€Å"Tomorrow creeps in this petty pace.† The basic feel of this brings a negative connotation to tomorrow. Iit keeps coming slowly and slyly as if to attack. What exactly does this petty pace refer to? It is the progression of life, as Macbeth now sees it. This negative and dark imagery continues to grow because tomorrow is unrelenting. â€Å"[T]ommorow creeps...To the last syllable of recorded time.† With these dreary remarks Macbeth presents his hopeless outlook. He feels the only way to end the pain of life is through death. â€Å" And all our yesterdays have lighted fools The way to dusty death.† What can be taken from this is that from our earliest recollection, we are constantly being guided forward from yesterday to our death. If light is life, then the light just leads us to death. When these lines are read together it enables the reader to see the despair and agony Macbeth is now suffering. The past is pushing him ahead and the future is creeping in on him. He has nowhere in time or space to escape. Death is the only place left to go. â€Å"Out, out brief candle!† Lady Macbeth’s candle has burnt out and soon his will also. Although he talks here about life being light (the candle flame), light is not desirable to him. He wants to extinguish it. Macbeth is at the point in his life where he is now trapped by his fate. The consequences of his actions have caught up with him. This may very well be why he has such a dreary outlook on life. Life is associated with light but Macbeth is at a state where he sees no significance in having lived. â€Å" Life’s but a walking shadow.† Macbeth is saying here that one’s life is dark and dreary, and that the light of life only serves to cast a dark shadow . Soliloquies of Shakespeare's Macbeth :: GCSE English Literature Coursework Macbeth- Soliloquy Analysis  Ã‚  Ã‚  Ã‚      The opposition of light and dark as symbols for life and death is the foundation upon which much of Shakesphere’s Macbeth is built. In Act V Scene V of Macbeth, strong words covey all of these thoughts to the reader. The tone for Macbeth’s speech is immediately set after hearing of the death of Lady Macbeth. Having lost his queen, and seeing his hopes turn to ashes, the bitter Macbeth now comments on life in caustic words. â€Å"Tomorrow creeps in this petty pace.† The basic feel of this brings a negative connotation to tomorrow. Iit keeps coming slowly and slyly as if to attack. What exactly does this petty pace refer to? It is the progression of life, as Macbeth now sees it. This negative and dark imagery continues to grow because tomorrow is unrelenting. â€Å"[T]ommorow creeps...To the last syllable of recorded time.† With these dreary remarks Macbeth presents his hopeless outlook. He feels the only way to end the pain of life is through death. â€Å" And all our yesterdays have lighted fools The way to dusty death.† What can be taken from this is that from our earliest recollection, we are constantly being guided forward from yesterday to our death. If light is life, then the light just leads us to death. When these lines are read together it enables the reader to see the despair and agony Macbeth is now suffering. The past is pushing him ahead and the future is creeping in on him. He has nowhere in time or space to escape. Death is the only place left to go. â€Å"Out, out brief candle!† Lady Macbeth’s candle has burnt out and soon his will also. Although he talks here about life being light (the candle flame), light is not desirable to him. He wants to extinguish it. Macbeth is at the point in his life where he is now trapped by his fate. The consequences of his actions have caught up with him. This may very well be why he has such a dreary outlook on life. Life is associated with light but Macbeth is at a state where he sees no significance in having lived. â€Å" Life’s but a walking shadow.† Macbeth is saying here that one’s life is dark and dreary, and that the light of life only serves to cast a dark shadow .

Strategic Operation Issues

STRATEGIC OPERATIONS ISSUES ASSIGNMENT TABLE OF FIGURES ABSTRACT5 PART A6 PART B8 PART C10 PART D11 PART E13 REFERENCE LIST15 ABSTRACT Company A is a global company and within it has several different business units, Company A , is a specialised service provider for the oil, gas and petrochemical industries throughout the world, this report focuses on Company A Tower Field Service Pty Ltd, located in Australia.Operations and process management are vital functions for the effective running of successful businesses, they need to be strategically planned and designed to prevent the loss of vital information, company standards as well as continually improve practises. These processes should be well documented and understood by all employees of the company. The loss or relocation of individuals should not have significant impact on company functioning. This report shows how strategic operations functions can be used to improve processes and therefore increase business effectiveness.Key co ncepts in strategic operations issues, such as process design and analysis, total quality management and resource planning and control need to be well documented for the system to remain effective and to meet long term strategic goals. PART A Describe the organisation and the problem briefly, but well enough for the assignment examiner to understand what the organisation does and its relevance to this assignment; Company A is a global company with many business units located around the world; Company A is itself a division of Company B.Company A have extensive knowledge of all types of vessel and tower internals. Company A are a specialist service provider supporting customer’s needs for all their internal equipment installation, shutdown, maintenance or revamp requirements in the petrochemical, and oil and gas industries all over the world. It is Company A’s strategy to strengthen its ability to supply installation and maintenance services to its customers geographica lly leading to recent acquisitions, Oceania merging with APA creating APAC.This has resulted in the relocation of key personnel, within the company, to run new locations, consequentially losing experience and day to day operational knowledge. Due to an ill documented management system this knowledge and experience was not captured in processes & procedures resulting in a gap in the operations of the business. This assignment focuses on Company A Pty Ltd, Australian Operations. PART B Briefly explain the background to this issue or problem by describing how it fits into the operations of the business.Its impact on the business could be demonstrated using a chart to show the functional relationships, and/or a process flow analysis to show how the operation or process that you are studying is integrated into the organisation; Company A’s work is varied and unpredictable, resulting in fluctuations and depressions in work frequency and volume (Figure 2. 0). Speed, cost and dependa bility are the important operational factors driving Company A’s market strategy in winning contracts. Whilst each project is different the process for quoting, receiving the contract and executing the job are essentially the same (Figure 3. ) . This process was held by a small number of experienced and long standing employees, when they were reallocated to run other locations, so was the knowledge of project, quoting requirements, Company A capabilities and experience. [pic] Figure 2. 0 – Shows the variation and volume in work load throughout any given year. Reference: Reporting Figures (2009, 2010, 2011) [pic] Figure 3. 0 – Process Flow chart of Company A enquiry through to Project Completion PART C Provide brief specific details of the operational issue, problem or process that needs to be addressed.For example, this might includes: †¢ Key objectives, success factors and performance of the issue in question †¢ Opportunities or implications for chang es to the process or techniques being used now †¢ Resource implications or constraints †¢ Technologies and/or manpower issues involved in the process etc. Company A’s core business revolves around winning contracts; these contracts are based upon man-hours that is, the time it would take to complete the scope of work provided by the client. Any deviation from the budgeted man-hours results in reduced profit margins, poor on time delivery, customer dissatisfaction and loss of reputation.Therefore it is vital when quoting for a project all quality, costs, man-hours and materials are factored in. The relocation of personnel and subsequent lose of experience and personnel knowledge outlined a gap between assumed knowledge and documented procedures, as whilst the process to quote and win projects was essentially the same, it was not well documented and new employees were unable to successfully quote for a project. This not only will affect Company A’s bottom line but will result in inconsistent quotations and impact on employee job satisfaction.This has brought forward the need for a documented, maintained and reviewed Quality Management System, whereby, procedures, standard documents and templates can be used which capture all associated costs, project, client and company requirements. PART D Analyse the problem using concepts covered in the appropriate part of this subject (this should be the major part of your work and your report). In analysing the problem, you should consider: the five main objectives of operations management; changes to performance or outcomes (such as quality, productivity etc. ; potential improvements relevant theory calculations where possible; and any information about the costs involved. As speed, cost and on time delivery are the key to being awarded contracts, high importance needs to be placed on these factors and would be where strategic planning would be focused. Whilst quality and flexibility play a signific ant role in Company A’s application, quality is usually fixed by the client as they know what they want achieved, as is flexibility, what they want and when they want it is usually not negotiable, especially as they are working to deadlines for their customers.The quotes that are presented to the client not only need to meet the operations objectives of cost and speed, but also dependability that is, is what they have quoted an accurate reflection of what can be practically achieved, have they over estimated the man-hours or underestimated the man hours? This is vital to get right as an overestimation results in an increased cost, making us less competitive, and therefore losing the contract. An underestimate would result in insufficient time to complete the project and the extra cost would be worn by Company A.Not only would cost be an issue, but that would affect our reputation as a specialist provider, decrease customer satisfaction and therefore be less considered by the client when submitting a quote next time. The number and variety of different manpower needed is based on specification of output as well as aggregated capacity that is the number of man hours is then used to calculate how many men/days it would take to complete the job based on a ten hour day. The data for estimating an enquiry has been developed over time, using past experience, company expectations and feedback from the contractors required to do the work.The man-hours required to complete standardised services have been established using the top down and bottom up approach, this knowledge however has not been transcribed to a standard document, in order for consistency in quotations, this should be developed. This will increase productivity, the time taken to complete the quotes and would also facilitate improvement. The structure of Company A having high variation in the demand for services, along with the volume and variety of when and where these services are executed makes c apacity management and scheduling difficult, thus reducing capacity (Slack et al, 2010).Being a highly variable business according to Slack et al, 2010, process variability results in simultaneous waiting and resource underutilisations, Company A has managed this capacity demand in off peak times of the year with only hiring a core set of permanent employees, responsible for key operational issues, such as planning, customer liaison and information integration. When a job is awarded short term contracts are issued to trades personnel to complete the core mechanics of the project, once the project is completed the personnel are terminated, thus preventing underutilisation of resources.This however brings with it another problem that is the availability of obtaining the competent personnel for that project and also the lack of consistency with staff working for Company A . The availability of staff, location of the project and type of work, needs to be factored into the resource plann ing and quoting for the client. As stated in Slack et al, 2010, resource planning, is concerned with managing allocation of resources and activities for process efficiency and effectiveness in satisfying customer demand. The implications are seen in the three main operations objectives that is quality, speed and cost.If there is insufficient man power available to complete the work, the job will run over time, resulting in cost of poor quality, and reputation with the client. This can also affect the quality of work conducted, as personnel could be stretched, or there may be insufficient trades to complete the job to quality requirements. The variety of different staff used, results again in loss of experience and knowledge in the work that we do, being a highly specialised service, it is important to maintain highly skilled individuals.This variety could impact on the man hours budgeted as you would have to account for learning new skills, other variables such as a work ethic, avai lability of resources etc†¦ The use of detailed work instructions, inductions or retention periods could be a viable solution. PART E Provide brief recommendations for improving the process including comparisons of your recommendations against the current system, and details of changes needed to correct the problem or improve the situation. You should include a rudimentary action plan or relevant time frame for implementation of your recommendations.Bear in mind that your recommendations should be potentially cost effective i. e. you must argue the changes from the point of view of their potential to improve cost, quality, output, productivity etc. In order to overcome the operational issue of loss of resources and valuable information, a well implemented quality management system, based on ISO 9001: 2008 should be implemented, with detailed work instructions, procedures and processes. The current system as it stands is inconsistent, highly variable and not well documented.Crea ting documented processes and procedures, consistency, application and ease of use will be beneficial to new/old employees with all assumed knowledge being captured and enable with succession planning. The implementation of a quality system would be a time consuming process involving a number of resources as the time to collate, document, review and approve procedures and processes would be lengthy. The application of designated individual would cut down the time needed to complete this project.The impacts of introducing a recognised Quality Management System such as ISO9001:2008 would be far more beneficial than the initial cost/time taken to implement it. Not only would quality of projects be increased, due to standardisation of the processes, but costs would be seen in the reduction of double handling and waste. As all facets of the company would be documented the knowledge of what is presented to the client would increase and therefore cost, time to complete projects, quality of quotations and time to complete these would be reduced.The continuous review process would also enable consistent improvements and company growth. (Figure 5. 0) Having an externally certified system, which is not a prerequisite for winning contracts with clients, would see us as a better candidate against other competitors without certification and could increase our chances of winning contracts. [pic] Figure 5. 0 – Integration of Quality Management System into Business operations. Reference. Company A IMS REFERENCE LIST Slack, N. , Chambers, S. , Johnston, R. and Betts, A. , 2009, Operations andProcess Management, 2nd ed, Prentice Hall Company A (2011), http://ctnet. Company A . com/desktopdefault. aspx, International Direct Contact Resources Business Unit Power Point, , April 2011 ———————– OFFER REJECTED – LOSS OF WORK PROJECT PLANNED PROJECT EXECUTED NO QUOTATION? SIGN CONTRACT CONTRACT REVIEW GENERATE PROPOSA L REVIEW OFFER RETURN TO CLIENT WITH A SUITABLE LETTER DECLINING QUOTATION ACCEPTANCE OF OFFER (CONTRACT) ACCEPTED ISSUE TO CLIENT REGISTER ENQUIRY AND QUOTE FOR JOB RECEIVED REQUEST TO BID FOR CONTRACT FROM CLIENT

Therapeutic Recreation

Therapeutic Recreation is the purposeful utilization or enhancement of leisure as a way to maximize a person’s overall health, well being, or quality of life. Therapeutic Recreation programs for mental illness may have seasonal classes in many areas that may include exercise, swim, adapted karate and crafts. Therapeutic recreation programs are specifically designed for individuals with disabilities. Groups are usually small and the participant to staff ratio is appropriate to the needs of the group.The activities are planned to meet the interest of the participants and can be individualized. In different communities there are different things for people with mental illness to do. In some community they even have jobs people can do to get them back in the community and working. Lamar Missouri has lots of programs that put people that have mental illness in jobs. I have even talked to the manager for Mc Donald and he has put to work people with mental illness and he said to me t hey are the best dam workers I think I have.Even in Pittsburg Kansas they have programs to put clients into the work place and let them make some money. Some people see working in society are jobs but the clients see it as a way to get out of the house and they enjoy it to an extent I would say it is recreation. Some general recreation programs may be adapted to include a person with a disability using auxiliary aids and services, but the structure of the activity, group size and staff remains the same.Making it a little harder on the staff and the staff are not able to provide one to one assistance or specialized support to an extent. Some places there are programs and activities that can suit all ages, interests, and skill levels. Activities include swimming classes, craft classes, trips, camps, children’s programs, special events, and varied offerings every season. One program I was reading about was dancing. It is for ages 15 and up with mental illness. You dance to a wor ld of rhythm and engage in playful rhythmic movement for fitness and coordination.Includes line dances, circle dances, folk dances. Designed especially for teens, and adults with developmental disabilities, that one was for a person with higher function. There are programs a person with lower functioning can dance to as well. You can take that program and modify a little and make it for any one or any age very easily. The program I was reading made people pay for the programs but with some more modifications and some sponsors it could be all free. Some places they have ides facilitate the individuals with mental illness into programs at their neighborhood recreation centers, assuring that cities and parks and recreation programs are accessible and usable by all citizens. Inclusion aides conduct assessments, develop goals for participation, and provide necessary support, including increased supervision levels, adapting games and activities and training of recreation center staff, to ensure that the needs of the person with disabilities are being met.Volunteers are a very important part of the therapeutic recreation services program. In many areas there are a variety of volunteer opportunities are available for those ages thirteen and up including students needing service hours. I don’t know if the program is in this area yet but there is a program Specialized Recreational Program Parenting with love and logic. This program is for parents, and teachers it is a user friendly and often highly successful program that is heavily wrapped in empathy but soles not shield children from consequences of their actions.It empowers children to solve their problems and help parents change their behaviors to relieve stress and pressure. Of course nothing works all the time, but this anecdotal program and the expertise of your presenter will, in a safe and nonthreatening environment, invite you to change the only person you can change, yourself. I think that program woul d be great for parent that don’t really know how to deal with their children or even the ones that think they do even if it don’t work it still gave them a little more knowledge. It will give them another outlook on how to teach their child. Therapeutic Recreation Therapeutic recreation is a treatment service designed to restore, remediate and rehabilitate a person’s level of functioning and independence in life. According to WHO- The world health organisation, health promotion is the process of enabling people to increase control over, and to improve their health. Health promotion represents a comprehensive social and political process, it not only embraces actions directed at strengthening the skills and capabilities of individuals but also the action directed towards changing the social, environmental and economic conditions. The Ottawa Charter identifies three basic strategies for health promotion. These advocacy’s for health to create the essential conditions for health indicated above enabling all people to achieve their full potential, and mediating between the different interests in society in the pursuit of health. In order to promote healthy lifestyles in a population or an individual a number of models have been created. For this study both the Leisure Ability Model and the Health Protection/Health Promotion Model are being looked at and compared. The first of these models being looked at is the Health Protection/Health Promotion Model. This model, created by Austin 1991, sees the purpose of therapeutic recreation as facilitating the client to recover following a threat to health such as drug addiction, alcohol addiction, psychiatric disorder etc, also known as health protection, and to achieve optimal health through health promotion. Hence for this reason this models chief aim is â€Å"to use activity, recreation or leisure to help people to deal with problems that serve as barriers to health and assist them to strive for their highest levels of wellness†, (Austin, 1997). There are four major concepts that underlie the Health Protection/ Health Promotion Model (HPHPM). These are the Humanistic Perspective, High-level Wellness, The Stabilisation and Actualisation Tendencies and Health. Humanistic Perspective- Those who embrace the humanistic perspective believe that each of us has the responsibility for his/her own health and the capacity for making self-directed wise choices about our own individual health status. Because an individual is responsible for their own health it is important to encourage individuals to become involved in decision making and to gather maximum knowledge to improve their health. Austin encourages that the population are â€Å"active participants in the world, rather than passive puppets controlled by the environment†. The humanistic perspective focuses on the positive image of what it means to be human. Human nature is viewed as basically good, and humanistic theorists focus on methods that allow fulfilment of an individual’s potential. High-Level Wellness- The term high level wellness was first coined by Dr. Halbert Dunn in his book in 1961, he defined it as â€Å"†¦an integrated method of functioning which is oriented toward maximizing the potential of which the individual is capable†. Dunn’s concept of high level wellness is, like the humanistic perspective is a holistic approach that goes beyond the absence of physical illness to include both psychological and environmental wellness. For this reason Austin surmises that high level wellness goes beyond traditional medicine and toward helping people to achieve as high a level of wellness as they are capable of achieving. Austin further goes on to compare the similarities between high level wellness and therapeutic recreation as both have been heavily influenced by the humanistic perspective. Stabilisation and Actualisation Tendencies- These are two motivational forces which the Health Protection/ Health Promotion Model are based on. Stabilising tendencies helps to maintain a steady state of an individual. It looks at keeping the stress levels of an individual’s life at a maintainable level and not to let the stressors in a person’s life to spiral out of control leading to health risk behaviour (HRB), hence for this reason stabilisation tendencies is the driving force behind Health Protection. The actualisation tendency drives a person towards health promotion which focuses on achieving an individual’s high level of wellness. Health- health is the final underlying concept of The Health Protection/Health Promotion Model. The ultimate goal of this concept is to help a client to strive toward health promotion. Pender’s (1996) definition of health incorporates stabilisation and actualisation tendencies, therefore interlinking health with the previous underlying concept of the model. For this reason healthy people can cope with life’s stressors and encourages clients to optimise their own health rather than improving their health just to recover form illness. Austin (1997) believes that those who enjoy health have the opportunity to pursue the highest levels of personal growth and development. Having looked at the underlying concepts of the model there are three broad areas of a continuum to be understood in order to design a therapeutic recreation program for any client. These are: i. Prescriptive activities: When clients initially encounter illnesses or disorders, often they become self-absorbed. The therapeutic recreation personnel, at this stage of the continuum must provide direction and structure to the client as means of an intervention due to a feeling of helplessness that can ultimately produce severe depression. ii. Recreation: Through recreation, clients begin to regain their equilibrium disrupted by stressors so that they may once again resume their quest for actualization. They take part in intrinsically motivated recreation experiences that produce a sense of mastery and accomplishment within a supportive and nonthreatening atmosphere. Mutual participation on behalf of the client and the TRP occurs and the client begins to have fun and find new ways to interact with others. iii. Leisure: This is a means to self-actualization because it allows people to have self-determined opportunities to expand themselves by successfully using their abilities to meet challenges. This stage is based on The Leisure Ability Model whereby they look at leisure alone as a means of therapeutic recreation. At this stage of the continuum, clients assume primary responsibility for their own health. So from looking this model ultimately it can be said that health and actualization are intimately intertwined. The attainment of high level wellness permits actualization. Those who enjoy peak health are free of barriers to actualization so that they may actively pursue personal growth and development. When clients are initially taking part in a program based on this model they have a learned helplessness and take a lack of responsibility but as they move down the continuum they assume primary responsibility for themselves. The Leisure Ability Model. The second model being discussed is The Leisure Ability Model. The Leisure Ability Model (LAM) which was draw up by Peterson and Gunne in 1984 focuses on leisure as a prevention of illness rather than the use of medication. This model can be used hand in hand with The HPHPM or can be used alone when designing a therapeutic recreation program to demote a health risk behaviour. Peterson and Gunne, when designing this model thought that recreation and leisure are necessary experiences that all people should enjoy and take part in, including those with â€Å"limitations† or disabilities both physical and mental. The purpose of the model is therefore to â€Å"facilitate the development, maintenance and expression of an appropriate leisure lifestyle† for individuals or groups with physical, emotional, mental or social limitations. The LAM offers an alternative to more traditional medical models for those with special needs. The Leisure Ability Model was constructed with the belief that the end product of therapeutic recreation services for clients was improved independent and satisfying leisure functioning, also referred to as a â€Å"leisure lifestyle† (Peterson, 1981, 1989; Peterson & Gunn, 1984). Similar to the HPHPM, the Leisure ability model also has a number of underlying concepts, these include Learned Helplessness, Intrinsic motivation, internal locus of control, and causal attribution, Choice and finally Flow. Learned Helplessness- Many individuals with disabilities and/ or illnesses experience learned helplessness. This could be learned during childhood when others did things â€Å"for† the individual, or through repeated exposure to settings where one learned to become a passive patient upon whom procedures were performed according to a routine. Learned helplessness robs the individual of a sense of mastery and self-determination but is also beyond that individual’s control. After having experienced life so far as helplessness in one leisure activity, a person may firmly believe that he or she is abnormal, inadequate, and lacks basic skills in that activity. As a consequence, the person believes that they are handicapped to participate in this activity and this belief may then generalize to personal performance in other areas of leisure behaviour. Iso-Ahola (1980) reports that there are three consequences of learned helplessness, these are: i. A lack of internal motivation to escape the conditions which lead to the state of helplessness. ii. A lack of cognitive understanding of personal effectiveness, iii. A heightened state of emotionality. Intrinsic motivation, internal locus of control and causal attribution- The three concepts of intrinsic motivation, locus of control and personal attribution are intricately linked, and help to explain the basis for the provision of therapeutic recreation services. All individuals are intrinsically motivated towards behaviour in which they can experience competence and self-determination. This process is continual and through skill acquisition and mastery, produces feelings of satisfaction, competence, and control. An internal locus of control implies that the individual takes responsible for the behaviour and consequences which may occur from the behaviour. The opposite of this is external locus of behaviour i. e. leaving others take the blame for your own mistakes. Personal attribution implies that the individual accepts that they can affect the outcome of a situation, they can make a decision that matters somehow to something. Without a sense of personal causation, the likelihood of the individual developing learned helplessness (the feeling that external others are in control) increases greatly. Choice- The Leisure Ability Model also relies heavily on the concept of choice. Choice implies that the individual has the knowledge, skills and attitudes which facilitate choice and the desire to choose. This suggests freedom, freedom from constraints and freedom to exercise an option to an individual that initially felt restricted. The Leisure Ability Model emphasizes content areas that help clients build skills in a variety of areas which, in turn, should allow them options for future independent leisure functioning. Flow- A fourth, closely related concept is that of â€Å"flow† (Csikszentmihalyi 1990). Flow suggests a state of balance between skill level and activity challenge which leads to a level of concentration and energy expenditure which is absorbing or consummating in form. When skill level is high and activity challenge is low, the individual is quite likely to be bored. When the skill level is low and the activity challenge is high, the individual is most likely to be anxious leading to an uneven flow. A therapeutic recreation personnel must attempt to balance both to keep flow. These areas of understanding are important for the therapeutic recreation personnel to be able to design a series of coherent, organized programs that meet client needs and move the client further toward an independent and satisfactory leisure lifestyle. The Leisure Ability Model contains three major categories of service: treatment or rehabilitation which is directed towards therapy and/or rehabilitation, leisure education revolves around the development of activity skills and social interaction skills as well as issues for leisure counselling, and special recreation which involves the provision of recreation programs for members of special groups such as autism or down syndrome. Each of these three service areas is based on distinct client needs and has specific purposes, expected behaviour of clients, roles of the specialist, and targeted client outcomes. As with The Health Protection/Health Promotion Model these service areas operate along a continuum. The client's role in special recreation programs includes greater decision making and increased self-regulated behaviour. As with the HPHPM the client has increased freedom of choice and his or her motivation is largely intrinsic without the dictatorship of a TRP. In conclusion, from having looked at and critically compared and evaluated both The Health Protection/Health Promotion Models and The Leisure Ability, The Health Protection/Health Promotion Model appears to be an extension of The Leisure Ability Model. The Leisure Ability Models ultimate goal is leisure compared to The Health Protection/Health Promotion Model uses leisure as the final means towards its ultimate goal of optimal health. When designing a therapeutic recreation program, the therapeutic recreation personnel may go back and forth between the models in order for the program to be client specific.