Inquiry Learning Experience - 1140 Words

This inquiry learning experience is designed to give students the opportunity to explore the metamorphosis of a caterpillar into a butterfly (see appendix). Through this experience, children will practice the skills of observing, communicating, classifying and inferring. These skills are integrated in the lessons and allow children to construct knowledge about how caterpillar will change into a butterfly following certain developmental growth sequence. Children need to collect information about the life cycle of a butterfly using their science journals to record observations and questions and assess their understanding. The learning strategies vary from individual to a whole group activity and small group activity and ensure that teachers are giving individual attention and encouragement for students to express ideas and thoughts and practice writing in their journals. In this experience, children will be giving the opportunity to observe the transformation process in their class as part of real life experience while observing real caterpillar transforming into a butterfly. More activities such as songs, sequence cards game, charts, drawing, stories and audio visual videos (See appendix) are there to reinforce the understanding of the concept. A fieldtrip to a place where they rear butterflies will be very beneficial as well if such a place does exist. It would be an amazing educational experience for students and teachers to visit and witness this amazing naturalShow MoreRelatedInquiry On The Humanities Classroom Essay1882 Words   |  8 Pages Inquiry Learning in the Humanities Classroom 1.0 What is Inquiry Learning in Humanities and Social Sciences? Humanities and Social sciences is one of the most important subjects in the Australian Curriculum because it leads students into learning about people and how people interact with each other and the environment. It is foundational to sustainable practices and civic responsibility. As parents, you may remember Geography; History; Business and Economics; and Civics and Citizenship as beingRead MoreConstructivism And Constructivism724 Words   |  3 Pagesunderstanding. Learning involves an active process in which learners construct meaning by linking new ideas with their existing knowledge. (Naylor Keogh, 1999, p.93) As a teacher, you have to arm the students with the necessary tools so that they discover new things for themselves. Jones also states, The human mind can know only what the human mind has made (von Glasersfeld, 1995, p. 21). Constructivism is and always will be considered a higher-level thinking way of teaching and learning. Over theRead MoreThe Effect Of Inquiry Based Learning On Pupils Understanding2214 Words   |  9 Pages THE EFFECT OF INQUIRY – BASED LEARNING ON PUPILS’ UNDERSTANDING STUDENT NUMBER: 9607807 THE EFFECT OF INQUIRY – BASED LEARNING ON PUPILS’ UNDERSTANDING Two of the three aims of the national curriculum for mathematics in England states that pupils should be able to: †¢ reason mathematically by following a line of enquiry, conjecturing relationships and generalisations, and developing an argument, justification or proof using mathematical language †¢ solve problems by applying theirRead MoreQuestions On Science : Science Inquiry6774 Words   |  28 PagesElementary Methods Unit 5: Science Inquiry in the Classroom Summary: In today?s traditional science classroom, teachers are the givers of knowledge and present the required information in either a lecture or presentation method. Students are expected to sit quietly, take notes and retain the information for the test at the end of the unit. When student do engage in science activities, they do not often connect the concept with the activity with causes a lack of student understanding and retentionRead MoreHow Teachers Can Use Social Constructivist Based Instructional Practices3528 Words   |  15 Pages310-200-7672 GED 501 Seminar in Learning and Development California State University of Dominguez Hills December 2014 Abstract Instructional practices based in social constructivism involve students constructing new knowledge utilizing social interaction amongst themselves and with teachers. Learner-centered classrooms require significant planning and forethought by teachers to ensure that instruction is well structured, but fluid enough to allow for student-led inquiry. This paper analyzes severalRead MoreRationale Of Curriculum Integration And Differentiation1705 Words   |  7 Pagesindividual needs, interests and abilities. These students must be able learn in a context that is relevant to their lives and every day experiences as 21st century learners (Australian Curriculum and Reporting Authority, 2013). Integration or integrated curriculum at its core, is solely about making connections (Murdoch Hornsby, 1997). Connections between core learning areas such as literacy, numeracy or science, create deeper connected understandings when delivered through an integrated curriculumRead MoreThe Curriculum An d Reporting Authority1461 Words   |  6 PagesHumanities is a learning area which all Australian children will be educated in when they go to school. Based on the Australian Curriculum, Humanities encompasses Geography, History and Civic and citizenship. (Australian Curriculum and Reporting Authority [ACARA], 2014). By studying this learning area, children will attain a comprehensive, informative view of their world and with the knowledge learnt, become active participants in the 21st century (ACARA,2014).It has been suggested, children inRead MoreThe Goal of Education is the Student Discovering the Power of his/her Own Mind1566 Words   |  6 Pagesgoal in education than that the child shall discover the power of his or her own mind. And I know of no more important source of that discovery for every child, than the inquiry that lives in continuing exploratory in the classroom. (Lindfors, 1999, p.247) Kindergarten is the place where children explore real experiences and know how world works. They start gradually to construct knowledge and transform their curiosities into thoughts and questions. By wondering to find answers, childrenRead MoreMy Philosophy Of Teaching And Learning Programs Essay1612 Words   |  7 Pagesmembers of the class.(Vrankovic, M, 2016). My learning philosophy is derived from the constructivist philosophy whereby students are active participants in their learning in order to be able to transfer information into new situations to promote deeper levels of understanding which caters for the diversity of each child. My philosophy of teaching aligns with Inquiry learning where a child’s natural inquisitive mind is nurtured through active learning experiences which are both child lead and adult leadRead MoreConstructivist Beliefs And Assumptions That Learners Actively Construct Their Meaning And Alter Their Prior Knowledge By Interacting With Learning1122 Words   |  5 Pagesinteracting with the learning environment (Jansen Land, 2012). Constructivist approach to learning emphasizes the importance of actively building meaning by interacting with the learning environment and integrating new information into the learners existing knowledge (Dede, 2008; Dabbagh, 2006; Colburn, 2000). Students learn better when they are actively engaged in learning process (Jaakkola, 2012). In inquiry learning environments students learn by actively participating in the learning process, interacting

Students Who Are Studying Through E Learning Effectively,...

Students who are studying through E-Learning effectively, they will have preferable results level than those who do not!! Introduction The education system one of the fundamentally indispensable parts of any society also by using the information and communication technology undoubtedly led to appearance and development the E-learning, which helped students to develop their skills and expand educational opportunities for the advancement of their countries in the 21st century (Garrison and Anderson, 2003). In the present years teaching and education by using E-learning system have become a widespread phenomenon (Najmul and Islam, 2015). â€Å"E-learning can be understood as an educational process, using information and communication technologies to create training, to distribute learning content, communication between students and teachers and for a management of studies† (Wagner, 2005). Due the tremendous growth in Internet technology, approach E-learning has become increasingly popular for learning in higher education institutions (Oye et al., 2012). E-learning can be in several different patterns through edu cation by using computers and interactive electronic boards, as well as take benefits of the Communications and Information technology through the Internet for distance learning at various universities around the world any sense to exploit all available technologies for learning. The fundamental purpose of conducting this research is to emphasize the impact of e-learning onShow MoreRelatedComputer Based Learning4665 Words   |  19 PagesABSTRACT Learning is a process that is influenced significantly by the combination and interactions of three main areas of influence: agent, activity and world. A number of writers have used other descriptions for these influencing factors. 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To attract more Mainland visitors in coming two years To sustain/ maintain Ocean Park as a world-class and must-see destination (D) SITUATION ANALYSIS †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreOcean Park Marketing Project9969 Words   |  40 PagesManagement Project – A Two Years Marketing Plan for Ocean Park Student Name: Chan Chi Keung Tommy Student Number: 052354 Spring Term 2008 Table of Contents (A) (B) (C) EXECUTIVE SUMMARY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ P4 INTRODUCTION OF OCEAN PARK †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ P.5-6 MARKETING OBJECTIVE †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ P.7 1. 2. To attract more Mainland visitors in coming two years To sustain/ maintain Ocean Park as a world-class and must-see destination (D) SITUATION ANALYSIS †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreBodie, Kane, Marcus Study Guide Essay40928 Words   |  164 PagesONE INVESTMENTS: BACKGROUND AND ISSUES CHAPTER OVERVIEW The purpose of this book is to a) help students in their own investing and b) pursue a career in the investments industry. To help accomplish these goals Part 1 of the text (Chapters 1through 4) introduces students to the different investment types, the markets in which the securities trade and to investment companies. In this chapter the student is introduced to the general concept of investing, which is to forego consumption today so that

Improving Quality to Improve Profits Free Essays

string(67) " database and compare this number to the current active suppliers\." Improving Quality to Improve Profits XXXXXXXX BUS 642: Business Research Methods Tools Prof. Donna Wall September 10, 2012 ? Improving Quality to Improve Profit Public companies continuously experience pressure to increase profits for shareholders. One method of increasing profits is to reduce expenses. We will write a custom essay sample on Improving Quality to Improve Profits or any similar topic only for you Order Now One expense Schlumberger management believes is totally within the company’s control is the first pass yield of their products. Specifically, Schlumberger management believed that raising the first pass yield of their product to at least 99% would result in at least a 1% increase in profit. As Fawcett Calantone (2000) point out â€Å"quality’s relevance extends to its ability to reduce costs of defective work. Crosby estimated that the cost of quality are equivalent to 15 to 20 percent of sales revenue and argued that if quality were improved, total cost would inevitably fall, increasing firms profitability† (par. 22). As a result, Schlumberger management authorized a study to validate their hypothesis and determine specific focus areas to place resources that will maximize the effort for achieving results. To start the validation, the research team decided to utilize the specific research process charted in Business Research Methods written by Cooper and Schindler. As Cooper and Schindler (2011) point out â€Å"good research generates dependable data that are derived by professionally conducted practices and that can be used reliably for decision making† (p. 12). Cooper and Schindler (2011) go on to state â€Å"good research follows the standard scientific method: systematic, empirically based procedures for generating replicable research† (p. 2). As a result, this particular study will follow the process of clearly define the purpose, provide process details, thoroughly plan the research design, provide high ethical standards, reveal any limitations honestly, provide adequate analysis for the decision makers, present findings unambiguously, justify the conclusions, and reflect the researcher’s experience. The first step in the overall process is to clearly defined purpose. To complete this step we need to answer the following questions. Question one is what is the management dilemma? Question two is what are the management questions? Question three is what are the research questions? And the forth question is what are the investigative questions? In this case, the management dilemma is how to increase profit margin. The management question is if we increase first pass yield to 99%, will profit margin increase by at least 1% given everything else stays equal? The research questions are what areas of the business should management allocate resources to improve first pass yield? The investigation questions are 1) what is the current first pass yield of our manufacturing facilities? 2) What is the first pass yield of each manufacturing facility? 3) What is the first pass yield of each product group? 4) What is the first pass yield of our incoming material from all suppliers? 5) What is the first pass yield of each active supplier? 6) What is the current profit margin? Next in the overall process is to create an operational definition for the study. In this particular study specific definitions are needed. For consistency, we will utilize the Association for Operations Management (or APICS) definitions for operating profit and first pass yield. APICS defines profit margin as â€Å"the difference between the sales and cost of goods sold for an organization. † According to APICS first pass yield is defined as â€Å"the ration of products that conform to specifications without rework or modification to total input. † This definition will be used in our manufacturing facilities as well as incoming material from our suppliers. Other terms that need to be defined for clarity include Schlumberger manufacturing assembly site facility, supplier, approved supplier list, and current active suppliers. Schlumberger manufacturing site will be defined as any manufacturing or assembly site Schlumberger owns. A supplier will be defined as any company delivering components, sub-assemblies, or final products that are not owned by Schlumberger. Approved supplier list will be defined as the list of suppliers approved by Schlumberger through the Quality Manufacturing and Safety (QMS) Audit and first article processes. Current active suppliers will be defined as any supplier that has supplied components, sub-assemblies or end products to Schlumberger within the last year. Part numbers will be considered active if Schlumberger has ordered or received a part number in the last year and has a forecast or purchase order placed for delivery within the next two years. Items that are considered out of scope for this study include software, services, facilities contractors, and transportation services. Any new products not released prior to the start of this study will also be considered out of scope for this research. The primary method of gathering data will be to analyze and consolidate the raw information currently in the corporate databases. These databases include Approved Supplier List, eQuality, Incoming Inspection, Quest, and Finance. The research team does not plan to conduct any formal surveys at this time. The research team will consist of at least one person from each of the potential stakeholders. These stakeholders will include Finance, Quality, Supply Chain Management, Procurement, Manufacturing, and Information Technology (IT). Schlumberger has several databases with significant raw data in each. The team realizes that obtaining and consolidating this information in a usable form might require the help of IT resources and potentially delay the overall results of the study. The research team plans to obtain the following information from the data available in the databases. The team will begin gathering data closest to the end customer and move upstream in the process flow to analyze the major process points along the supply chain. As a result, the team will review the current overall first pass yield for all Schlumberger manufacturing sites, each individual manufacturing site, and each product line. In addition, the research team will analyze the first pass yield at incoming inspection from the suppliers. This information will be analyzed at a global level, by supplier, and by Schlumberger manufacturing site location. The team will also determine how many suppliers are in the approved supplier database and compare this number to the current active suppliers. You read "Improving Quality to Improve Profits" in category "Essay examples" Since Pareto Analysis is such an important data analysis tool, this research team plans to utilize this approach as the primary method of organizing the data. As Karuppusami Gandhinathan (2006) point out a Pareto Analysis is a QC tool that ranks the data classifications in the descending order from the highest frequency of occurrences to the lowest frequency of occurrences. The total frequency is equated to 100 percent. The â€Å"vital few† items occupy a substantial amount (80 per cent) of cumulative percentage of occurrences and the â€Å"useful many† occupy only the remaining 20 per cent of occurrences† (par. 2). Utilizing Pareto Analysis will provide an easy way to determine where to focus resources for maximum benefit. Analyzing the resource allocation and budget needs to support this study reveals we need a core team of six people, a budget of $350,000, and four months to present the teams findings. At least one team member will represent the following func tions in the company. These functions include Finance, Quality, Supply Chain Management, Procurement, Manufacturing, and IT. The Finance Vice-president will be the champion of the study. Other employees will be involved as needed to complete the research. The budget includes salaries of the team members for four months, researching internal databases, potentially developing IT scripts to extract needed data and potentially visiting manufacturing facilities and suppliers to validate data or obtain additional detailed information. As in any research project, handling the study with the highest ethics is extremely important. As Cooper and Schindler (2011) point out â€Å"the goal of ethics is to ensure that no one is harmed or suffers adverse consequences from research activity† (p. 2). Cooper and Schindler (2011) go on to state â€Å"unethical activities are pervasive and include violating nondisclosure agreements, breaking participant confidentiality, misrepresenting results, deceiving people, using invoicing irregularities, avoiding legal liability, and more† (p. 32). Although this research team does not plan to conduct ‘official† surveys, t he team will conduct interviews with various participants to verify the data. In each case, the research team will disclose the nature of the study before engaging participants. Although Schlumberger has a strict no retaliation policy in the company, the final research report will not include the specific employee names of Schlumberger or suppliers employees. The primary focus of the study will be following and presenting the data related to product quality and increasing profits. The research team will honor all nondisclosure agreements and report the overall facts honestly. Consistent with company and standard research policy, the highest safety practices will be used throughout the study. Consistent with the research approach, the research team analyzed the data for the company owned manufacturing sites, first. This raw data revealed Schlumberger has a total of twenty-seven company owned manufacturing sites located in nine different countries. To review the first pass yield of these facilities, the research team reviewed a total of 4,376 quality records posted during 2012. The overall first pass yield for all twenty-seven facilities is 82 percent. The three facilities with the lowest first pass yields are all located in the Houston area. The three product lines with the lowest first pass yield are Pressure and Sampling (59%), Seismic (67%), and Drilling (71%). Next, the tea m began to analyze the information regarding our supplier performance. Based on the raw data, Schlumberger has a total of 5,778 approved suppliers. Of these suppliers 63% (or 3640) are considered active suppliers by definition. Of these active suppliers, twenty suppliers account for 61% of the line items delivered to the twenty-seven facilities. Three specific suppliers have the lowest first pass yield. These three suppliers are Freeport (46%), Harrison (61%), and Tenaris (63%). Based on public financial records, the current profit margin is recorded as $0. 98 per share in Q1FY12 and $1. 02 per share in Q2FY12. This translates into $1. 303 billion in Q1FY12 and $1. 40 billion in Q2FY12. A one percent increase in profit would increase earnings by just over $13 million per quarter. To validate the first pass yield data, the research team visited four company owned manufacturing sites each in North America, Europe, and Asia. Two of the facilities visited in each region recorded the highest first pass yields in that region. Two of the facilities visited in each region recorded the worst first pass yields in that region. During these visits, the research team took a tour of each facility, conducted an audit of the quality records and interviewed key members of each manufacturing team including the Process Engineers, Quality Engineers, Incoming Inspection and Finished Goods Inventory Warehouse Managers. During the audit, the research team reviewed each facilities documented processes, actual processes utilized and the data recorded in the quality database. To the research team’s surprise, the methods utilized in each of the facilities were not consistent – either documented or in actual practice. The North American and European facilities utilized and practiced the definition of first pass yield consistent with the research team’s definition. However, the Asian manufacturing facilities did not record the actual first pass yield per our definition. Instead, if a product failed testing, the Asian facilities would retest the product. If the product passed testing during the second or even the third test and passed, they recorded a positive first pass quality yield. The finding of inconsistent data records in the Asian facilities weakened the confidence in the raw data analyzed previously. However, it did uncover an opportunity to strengthen the company’s overall processes. In summary, the raw data suggests Houston manufacturing facilities have the three low yields of the twenty-seven in total. However, these facilities might not be the lowest yields because the research team uncovered inconsistencies in the data collection definition and process between the Asian manufacturing facilities and the European or North American facilities. As a result, a further study is recommended of the Asian facilities to determine how significant the overall raw data is skewed by them utilizing a different process to collect and record first pass yield. At the same time resources should be placed in the Houston facilities to raise the first pass yield from the current low level to 99%. Since the data and process for collecting and recording the data for the supplier first pass yield is consistent, the research team is confident in the results achieved. It is the recommendation of the research team to focus resources on the three lowest yielding suppliers. These resources should conduct a more detailed analysis to uncover the Pareto Analysis of the top defects. Once the top three defects are determined, the root cause and appropriate corrective actions can be determined to raise the first pass yield to the appropriate levels. Reviewing the financial evidence suggests a 1% increase in profit is achievable if the overall first pass yield of Schlumberger manufacturing facilities rises to 99%. To achieve this high yield levels quickly, the company will need a systematic and consistent approach across all facilities and suppliers. One such process to consider is implementing a combined Lean and Six Sigma continuous improvement approach in each manufacturing facility and with our suppliers. Since determining the cost of implementing Lean and Six Sigma process is out of scope for this research team, a further study would be needed to determine the cost of implementing significant process improvement verse the potential 1% benefit per quarter. Throughout this research the team worked well together. Having a process to follow made the overall activities much easier to accomplish in a systematic way. All members believed the success of this study was largely due to the planning at the beginning of the process. To keep the project on track, it was important to define exactly what activities were in the scope of the project and what was considered of of scope. When the team uncovered inconsistencies, in data collection or processes, we were able to document the information an continue progress toward the overall goal. Now that this study is complete the information will be recorded in our company Quest database for future reference. References APICS deifinitions First Pass Yield http://www. apics. org/dictionary/dictionary-information? ID=1543 Profit Margin http://www. apics. org/dictionary/dictionary-information? ID=3188 Cooper, D. R. and Schindler, P. S. (2011). Business research methods (11th ed. ). New York : McGraw-Hill Irwin Fawcett, S. E. , Calantone, R. J. (2000). Meeting quality and cost imperatives in a global market. International Journal of Physical Distribution Logistics Management, 30(6), 472-499. Retrieved from http://search. proquest. com/docview/232588532? accountid=32521 Karuppusami, G. , Gandhinathan, R. (2006). Pareto analysis of critical success factors of total quality management. The TQM Magazine, 18(4), 372-385. doi: 10. 1108/09544780610671048. Retrieved from http://search. proquest. com/docview/227643251/fulltext/13911EA989455E63FDD/3? accountid=32521 How to cite Improving Quality to Improve Profits, Essay examples

The Deadliest Wars free essay sample

We are offering our special pizza. Background and Goals We understand that you have been serving your customers with variety of food in your buffet every day. It is obvious that your customers are gaining satisfaction and hat is the reason why they are encouraged to go back. However, like what you and other industries are doing, introducing new variety of products to the customers is also addressing their needs and wants more delightfully. We are here to offer you our unique and delicious pizza at low cost that will help you achieve your goal. By including our pizza to your buffet, it would give your customers more options on what to eat. It would also add another variation in your food choices. Lil PizzaRica will help you answer your customers needs and wants more than what you promised. Proposed Plan We are offering our unique and delicious pizza that would surely catch your customers taste. We will write a custom essay sample on The Deadliest Wars or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page We have nine different flavors, which are the following: CheezyGarTom Xtreme Hawaiian HammyCheezy HammyCheezySausage CheezyPepperoni SausageBacon SausageCheesy Cheezy-na-Cheezy CheezyPepperoni with Sausage. The Deadliest Wars By lesleykehoe In 1914, when the European powers took to war, it was clear that years of building tension had erupted in one of the deadliest wars the world had ever seen. The general consensus among Americans, under the presidency of Woodrow Wilson, was that it was in Americas best interest not to enter the war. There is no doubt that American citizens would have taken comfort in the fact that Wilson was also reluctant to engage in any form of belligerency. He wanted to Mndicate principals for peace and Wilson in fact stated that America should be impartial in thought as well as in actions. In John G. Coogans article, Wilsons Unneutrality and its Costs, he makes it clear that, that in a time when American would have liked to be regarded as a mediator among the European powers, Wilson willingly disregarded international law and American History, and attempted to redefine neutrality, without the aid of awyers and textbooks. Coogan believes that the best summation of Wilsons attitude towards neutrality in the time of World War 1 was that his own opinion was his law. Coogans article condemns Wilson on the basis that he completely disregarded maritime law. He states that Wilson made no effort to hold the British maritime system within the boundaries of United States doctrines surrounding the rules of the high seas. In the first six months of war, Coogan tells us of how Wilson made only mild protest when Britain went in complete breach of maritime law by claiming the right to seize neutral ships on mere suspicion. These ships could be seized and held under the rule guilty until you prove yourself innocent. This was entirely against the sovereign rights of neutral citizens and states, yet Wilson, in Coogans opinion, seemed to turn a blind eye to the situation. America, according to Coogan, wished to be seen as a mediator by the European powers. However, the author attacks Wilson again when he says that Wilson chose to ignore Britains control over Dutch, Danish and Norwegian ports in order to keep them short of food, guaranteeing that there would be no surplus available for Germany. Coogan questions whether Wilson Just anted to give Americans the idea of isolation from the war. Wilson spoke in his public addresses of how neutrality was for Americas best interest, and it was Americas best interest he constantly had in mind. However, he said this while offering non belligerent aid to the Allies, Justifying this by stating that it would ensure national security. It appears that he gave Americans the comfort of believing American was neutral, but contradicted this completely in his actions. Coogan laughs at his excuse that while this may have been what citizens believed, this was never his intent. It appears that Wilson didnt see the contradiction between public promises of neutrality and ignorance of breach in maritime laws. In Coogans opinion, the real measure of American neutrality is Wilsons reaction when Germany stated that while it would regret a violation of Americas maritime rights in operations directed at the allies, they felt it was unavoidable. Germany were killing sailors and civilian passengers. Wilson reacted six days later with a strongly worded ultimatum, explaining in no uncertain terms that he wished for this to stop. He was, however, still unwilling to Join the war. Britain announced at the same time that they would blockade Germany, preventing neutral ships from supplying contraband goods to Wilson only mildly protested, sending a note that was described by British Assistant undersecretary as a letter that was altogether in a friendly tone. This event, as Coogan expresses, clearly shows the gulf between Wilsons public front of pro neutrality, and his actions Coogan believes that Wilson was delusional when he stated that he only entered the war because he was forced into it, in order to protect America from German submarines.

Should there be a limit to what scientists can discover and create when it relates to the wealfare of humanity

Introduction When industrial revolution started in England in the period between 18th and 19th century, the aim was to make work easier and increase the agricultural output, the main economic activity by then. However, as time progressed more and more technology was invented which was both beneficial and harmful to the human race. For example, in the late 19thand early 20th century man was able to make cars and airplanes which reduced the amount of time spent moving from one point to another.Advertising We will write a custom essay sample on Should there be a limit to what scientists can discover and create when it relates to the wealfare of humanity? specifically for you for only $16.05 $11/page Learn More On the contrary, advances in science and technology have been detrimental to human existence because weapons of mass destruction have been made. For instance, during the World War II, the United States of America war plane dropped two atomic bombs in Hiroshima and Nagasaki in Japan. The effects of these atomic bombs are still there even today; the children are born having deformities in their body (Rotblat par 3) Knowledge and awareness On one hand, there should be no limit on what scientists discover because some of the discoveries are meant for the well being of man. Researchers in physical and biological sciences have enhanced our knowledge in these fields. For instance, we have been able to understand the nature of life we are living. For example, the scientists are warning people of the effects of global warming which has been brought about by the destruction of the Ozone layer and hence campaigns to help stop air pollution. Transport and Communication In the field of information technology, scientists have discovered numerous ways of communication. They have managed to break boundaries literally as well as distances. Previously people had to rely on face to face communication but with the advances in technology. One can co mmunicate with other people who are miles away from them. This is possible through the use of cell phones, social sites like facebook, twitter, and badoo as well as emails. In addition the movement of people and cargo around the world has been improved and safety enhanced due to advances in technology. Improved medical care In the field of medicine, scientists have managed to come up with new ways of dealing with diseases. Doctors have managed to operate patients with complicated illnesses because machines to handle such cases have been made hence saving many lives that could have otherwise been lost. However, scientists should be limited on their discovery if human beings are affected negatively by them. Advertising Looking for essay on natural sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More Insecurity and lack of prioritization For instance, the manufacture of arms has led to proliferation of small arms which have resulted to inse curity in many countries. Many governments have abandoned projects of great benefit to the people by allocating huge amounts of money for the purchase of arms. This has resulted to slow economic growth. Furthermore advancement in information, communication and technology has reduced privacy. Through computer hacking people are able to access other people account without the owner’s knowledge hence undermining ones privacy. Cloning In addition, scientist should be limited on what they discover because some of these discoveries might not be morally and socially accepted. For instance, their attempts to clone human beings may lead to break down of institutions like marriage; this is because women are in a position to have children without men factor (Rotter p 45). Harmful radiations Nuclear technology as a source of energy is very useful to human beings but when natural catastrophes strike, like in Japan today, it posses a great danger to all the people living in that area due t o radiations emitted (Anthrop p.39). Conclusion In regard to the above sentiments, scientists should be free to explore all avenues available to make the life of mankind better. However, those discoveries which might be of grave danger to people should be vetted so that it is only appropriate technology that is availed to the general public. Governments should regulate these technologies by first involving all the relevant stakeholders to look in any side effects that they may pose especially to the environment and the people. Having done that then, the discovered technology stands to be accepted or rejected and hence improved in its areas of weaknesses. Works Cited Anthrop, Donald. Science and Public Affairs Bulletin of the Atomic Science: Education  Foundation of Nuclear Science. New York: Oxford University Press, 1970.Advertising We will write a custom essay sample on Should there be a limit to what scientists can discover and create when it relates to the wealfare of huma nity? specifically for you for only $16.05 $11/page Learn More Rotblat, Joseph (Sir). Nobel prize.org: Science and Humanity in the 21st Century, 1999. Web. https://www.nobelprize.org/prizes/peace/1995/rotblat/article/ Rotter, Andrew. Hiroshima; the world’s bomb. New York: Oxford University Press, 2008. This essay on Should there be a limit to what scientists can discover and create when it relates to the wealfare of humanity? was written and submitted by user Elisha Foster to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

the specter of communism essays

the specter of communism essays In the years following the end of the Cold War, many historians and social scientists have written accounts of what were some of the causes and effects of this period when the threat of war was almost always present. One such person was Melvyn Leffler and his work, The Specter of Communism, which described the origins and conflicts of the Cold War. Out of these accounts several interesting questions come to light about the true nature of the Cold War. One such question that has surfaced recently is that of number 2 on the handout. The main emphasis of the question or statement is that the Cold War never really took place, and what did occur was nothing but a complete waste of money and time. I will have to disagree with the statement that it was a waste of time and money for several reasons. First of all, throughout the entire Cold War, Americas core interests were constantly a threat from the expansion of the Soviet Union and communism. These ranged from the spread of comm unism through Europe, into the Far East and even into our own backyard of Latin America and the Caribbean. All of these places represented vital interests for the survival of the United States and the American way of life. When World War Two ended, the American public felt that they had finally achieved a peace that could last forever with the United States as the worlds foremost power economically, politically, and militarily. The remainder of the century was to be Americas Century, a time when the world would follow the United States into prosperity, both politically and economically. The end of the war left the United States in a position to dictate to the world the type of peace that would now encompass the globe. Following the principles of the Atlantic Charter, the United States could help bring political and economic relief to the world through its systems of capitalism and democracy. Suc...

Exam 2 Essay Example | Topics and Well Written Essays - 500 words

Exam 2 - Essay Example Also, he said that he would be willing to sell the Dealership to a third party. The loan officer verbally said that the Bank would not foreclose or sue on the promissory note as long as the note was paid when the Dealership was sold, but not later than September 1, 2010. Analysis: The promissory note and the deed of trust both contained the following clause: â€Å"Any amendment hereto or modification hereof must be in writing signed by both parties. Any waiver or indulgence of any default by Dealer shall not operate as a waiver of any subsequent default. Time is of the essence hereof.† Clearly, the Dealer was able only to reach a verbal settlement with the bank officer, so his liability exists and he can be prosecuted for not making a written negotiation. Issue 2: The promissory note called for monthly payments of interest but 16 of the 24 interest payments due under the note had been made untimely. Moreover, the last three payments had not been paid at all. Analysis: It is astonishing that the bank did not take action in time. The bank could have sought legal help against the Dealer earlier too. In such circumstances, the role of the concerned lean officer should be examined by the court. as stated by the website â€Å"Cornell Law School †¦ Lawyers in the Best Sense† under the auspices of the American Law Institute and the National Conference of Commissioners on United States Laws. Needless to say, this article is equipped with a strong framework to prevent unfair and unreliable financial action and prosecute the wrong doer. â€Å"U.C.C. – ARTICLE 3 – NEGOTIABLE INSTRUMENTS.† Cornell Law School †¦ Lawyers in the Best Sense. The American Law Institute and the National Conference of Commissioners on United States Laws, 2005. Web. 7 Aug. 2010.

The International Business Environment Essay Example | Topics and Well Written Essays - 3750 words

The International Business Environment - Essay Example This research will begin with the statement that in the present state of the global economic situation, the concept of Foreign Direct Investment (FDI) has attracted significant attention both domestically and globally. As such, FDI has been regarded as a vital element to consider in evaluating the economic development of countries around the world, particularly developing ones. Different empirical studies reveal that the relationships that prevail between economic development and FDI are multifaceted. From a macro aspect, FDI indicators represent high productivity, employment situation, technological spillovers, and competitiveness. For the less developed countries, FDI represents access to international currencies and markets, higher exports, and a source of financing. Research shows that FDI plays a vital role in promoting local firms. The efforts that countries make to help them attract FDIs result from the positive influences they have in an economy. FDI boosts productivity, tran sfer of technology, know-how, managerial skills, unemployment reduction, international production systems, and access to foreign markets. In this case, FDIs should be considered as ways of realizing technological spillovers, which have the significant contribution to the growth of an economy as opposed to the case of national investments. This practice leads to advanced technologies’ spillovers to local enterprises. Conversely, FDI has the potential of crowding out local firms, leading to negative impact on the economic development of a country. Various researchers stipulate that the positive effects associated with FDI are few and that most of the resulting effects are negative. Though FDI is associated with particular positive effects, the relationship that prevails between them and economic development are inconsistent. The potential negative or positive effects resulting from FDI on an economy are also dependent on the sectors nature, in which an investment will be carrie d out. For instance, the benefits of mining and agricultural sectors are limited.

Business Psychology on Leadership Essay Example | Topics and Well Written Essays - 2000 words

Business Psychology on Leadership - Essay Example The trait approach to leadership focuses on the leader, not the followers.   This approach â€Å"emphasizes that having a leader with a certain set of traits is crucial to having effective leadership† (Adam & Eves, n.d).   In this approach, society sees qualities in individuals that they deem worthy characteristics in their leaders, and consequently they install them as their leaders.   The trait approach relies on qualities of a person ranging from the superficial to the intellectual and even to the spiritual.   Physical qualities in a leader could be in the person’s height, general appearance, and grooming.   Less superficial traits such as intelligence, honesty, integrity, and expertise are also qualities that people expect in their leader.   Ã¢â‚¬Å"In the trait approach, effective leadership is defined in terms of the traits of leaders thought to exemplify good leadership†   (Vasu, et.al., 1998, p.98).   This approach equates good leadership wi th desirable traits and qualities (such as those previously mentioned).      The trait approach to leadership focuses on the leader, not the followers.   This approach â€Å"emphasizes that having a leader with a certain set of traits is crucial to having effective leadership† (Adam & Eves, n.d).   In this approach, society sees qualities in individuals that they deem worthy characteristics in their leaders, and consequently they install them as their leaders.   The trait approach relies on qualities of a person ranging from the superficial to the intellectual and even to the spiritual.   Physical qualities in a leader could be in the person’s height, general appearance, and grooming.   Less superficial traits such as intelligence, honesty, integrity, and expertise are also qualities that people expect in their leader.   Ã¢â‚¬Å"In the trait approach, effective leadership is defined in terms of the traits of leaders thought to exemplify good leadershipâ €    (Vasu, et.al., 1998, p.98).   This approach equates good leadership with desirable traits and qualities (such as those previously mentioned).      Behavioural Approach The behavioral approach came about as a response and as an alternative to the trait approach to leadership.   The focus of this approach is the behavior of the leader, not his qualities or traits.   Ã¢â‚¬Å"Effective leadership became transformed into what leaders do as opposed to what they are† (Great Visionaries, n.d.).   As a result of this approach, there was a greater emphasis on training leaders to be better in their craft.   In this approach, the leader’s behavior is easier to describe because they are observable actions, as opposed to traits that may be generally characterized and reduced to single word adjectives which are difficult to measure or quantify.   Transformational The transformational approach to leadership makes use of â€Å"’transactions’ as a means of motivating employees to achieve business results† (Gmelin, 2005).

Amalfi Restaurant: Leadership Strategies

Amalfi Restaurant: Leadership Strategies Provide leadership for a team in an organisation Unit 8493 About the company The Amalfi restaurant is a very famous in all over the New Zealand .it is 6 years old like there are many branch this restaurant all over New Zealand. This is branch is in Auckland there are total 15staff are working Iam the duty manager of over here.my work is to allocate duties to the staff member Iam very old employee here .we hire the employee after taking the interview and also giving the paid training of 2 weeks .we also help the people in their future time like in getting work permit and thing. We allocate the duties to the people according to the roasters. Now its time that we need to open another shop in Hamilton because our business is now taking a good step. The Amalfi restaurant is very famous in their best quality food and its affordable prices. My role at the above company is iam the manager of the above restaurant .i has been working as a manager and team leader for the past six years. I took Ove the past manager of the company few years ago. Now iam planning to build a new restaurant in Hamilton. We as the strive company in Auckland providing the best service by satisfy good customer services. The ultimate vision of my team Offer distinct, crave able fare prepared with premium quality ingredients that meet our exacting standards. Our attention to operational excellence, guest service, and product innovation keep our guests coming back for more. Amalfi values of Amalfi restaurant is to be the worlds best quality service restaurant .best quality means that providing outstanding quality, good customer service, cleaning so that we make every customer happy We give everyone a fair go and tell it is sound ethics is good business. At Amalfi restaurant we hold ourselves and conduct our business to the highest possible standards of fairness, honesty, and integrity.       Moreover as the manager of the above company I use democratic leadership style Democratic leadership, also known as participative leadership, is a type of leadershipstyle in which members of the group take a more participative role in the decision-making process. Everyone is given the opportunity to participate, ideas are exchanged freely, and discussion is encouraged. While the democratic process tends to focus on group equality and the free flow of ideas, the lead of the group is still there to offer guidance and control.The democratic leader is charged with deciding who is in the group and who gets to contribute to the decisions that are made. Researchers have found that the democratic leadership style is one of the most effective and leads to higher productivity, better contributions from group members, and increased group morale. Characteristics of Democratic Leadership Some of the primary characteristics of democratic leadership include: Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions. Members of the group feel more engaged in the process. Creativity is encouraged and rewarded. Example of this kind of a situation where I would others staff having to make decision on my own without other staff having to contribute .Example of this kind of situation is when I as the head teacher would have to hold a meeting and talk about some working strategies that I would like to have in place at the tiny crawlers day-care centre. This is not so bad of a l1eadership style as the team would always adhere to whatever has been in placed because they feel that their voice are always heard whenever they bring up an idea or solution and so doing vice-versa when I as the leader make decisions. Democratic leadership style In democratic style involves a team guided by a leader where all individuals are involved in the decision-making process to determine what needs to be done and how it should be done. The groups leader has the authority to make the final decision of the group. Focus the discussionIn this style my job is balance being open to ideas and keeping everything on-topic. If the conversation begins to stray, remind everyone of the goal on hand and then steer it back. Make sure to take note of off-topic comments and try to return to them when they are pertinent. Be ready to commit In the democratic leadership style, we get presented with so many possibilities and suggestions that it can be overwhelming and difficult to commit. But as the leader, when the time comes, I have to choose and do so with conviction. The team depends on the clear and unambiguous mandates to be committed. Respect the ideasI and my team might not agree with every idea, and thats ok. It is important, however, that you create a healthy environment where those ideas are entertained and considered not maligned or the flow of ideas will slow to a trickle. Laissez-faire leader styleLaissez-faire empowering patterns of leadership behaviour. Group members under laissez-faire leadership reported more isolation from the leader and less empowerment in decision making than did those under directive leadership. The results suggested that laissez-faire leadership contributed to low cohesiveness of the group. As pager compared laissez-faire and empowering patterns of leadership and showed that laissez-faire leadership was associated with lower task motivation and lower satisfaction with superiors laissez-faire leadership was associated with the highest rates of truancy and delinquency and with the slowest modifications in performance. It is individual risk-taking behavior in group settings and the shift in risk-taking behavior when the responsibility for making decisions moved from the individuals to groups. They found that the shift in such behavior was more likely to occur in laissez-faire-led groups than in groups led by a democratic or auto cratic leader. The consensus seems to state a disassociation of laissez-faire leadership with leadership in general since it enhances unproductive attitudes and disempowerment of subordinates The way our staff handle customers along every step of their dining experience has an impact on whether youll retain that customer. If they werent greeted when they walked in and when they left, they might mention it in an online review. As the digital arena continues to grow, online reviews are consistently important to your success. Our restaurant follows different personal and working styles and knows the importance of hiring and training the right employees. Our restaurant recently hired one employee named Neelam and as per recruitment our company and its old staff is providing Neelam with necessary training. Our company offers great emphasis on our staff, it reduce costs over time and enhance our diners customer service experience. We pay extra attention when hiring new staffs once hired, we train our staff and offer training manuals, checklists, goals and incentives. Inspire your staff as well as your management team. Train them to address any situation, good or bad, that arises. Make sure they are enthusiastic and motivated to pursue your goals and adhere to your restaurants unique concept. Establish and maintain a solid management structure so everyone knows and understands their own, as well as their team members responsibilities. Your management team should be exemplary, committed, motivational and adept at running the restaurant in your absence. Another working style our company follows is that to involve everyone in the task as it is a restaurant business the workplace needs to be filled with different personalities can be great for a workplace because it allows there to be many different opinions and ideas. It is the duty of the team leader or the manager to see that everyone is in this together, its just important to remember that everyone is working towards the same thing the success of the company. Our restaurant appreciate employees who are passionate and have opinions about work, it means they care. Inconsistent styles that were present in our company was common when the team leader use to give directions or come up with new ideas the team members use to nod their head, but dont agree. Those employees gifted at empathy and afraid of conflict will never tell you to your face that they dont understand your direction or why youre acting out of character today. Instead, theyll simply nod and smile and youll think that means yes, they understand, and will take action, when theyre really simply trying to keep you from acting scary. Our team leader discovered this when actually those tasks were assigned to the team members and they were unable to complete the task. Section 2 Section 2: Team member issues How do you establish behavioural expectations and standards with your team? In the workplace I ensure that team member issues are recognised and addressed by acknowledging the issue, discussing the impact, agreeing to a cooperative process, communication and lastly resolving the issue between team members. For example: Mary and Lucy started an argument at the workplace. Mary comes to me to complain about the issue, saying that Lucy has a laid back attitude towards her responsibilities at the workplace. I then separately call Lucy into my office and discuss on the matter and the impact of her attitude towards her team member and the workplace as a whole. Having said this I then asked if she could be more cooperative at work and help her to work as a team with her team members. Lucy knew she was not contributing to the team so she decided that shell be more cooperative and perform her duties well to the best of her abilities. Therefor as the leader of my team I need to be able to recognised issues and help resolve it in every way possible. 2) How do you ensure that agree behavioral and standards are clear and concise? They should be reviewed if the employees job description is updated. The discussion of standards should include the criteria for achieving satisfactory performance and the proof of performance (methods you will use to gather information about work performance) Manner of Performance: Describes conditions in which an individuals personal behavior has an effect on performance, e.g., assists other employees in the work unit in accomplishing assignments Prioritize Your WorkGood work plan or action plan is one that details what needs to be done, when and by whom. Even if the project leader does not have one for the project, you should personally have one for all the projects you are involved. Assuming you are involved in more than one project, you need to prioritize your work.Know what needs to be completed by its deadline. Your work affects those who are on the team. One of the much good behaviour is to make sure the important work is completed on time so that the rest can carry out their duty smoothly and successfully. That contributes to the teams success and people will know you have work behavior that is reliable. They will begin to like you. Do More than TalkThe problem with a lot of executives is that they talk more than do. These people tend to confuse busyness with achievement. They feel the more they talk the more they have done. When in fact all it has accomplished is a waste of time. Stand around the pantry chatting away when that time can be put to better use? Have you tackled your to do list? I have seen many executives that have a long to do list that never seems completed by the end of the day. Needless to say, these people have behaviors that are talk more than do. If you want your colleagues to start liking you, then start doing more and talk less. Keep Others InformedOne of the many working behaviors that will impress your colleagues is the ability to keep those who are involved in the project at the appropriate time. It is safe to assume that we all work in collaboration with others in order to complete a particular job. Keeping others informed is part of good work behaviours that others appreciate. It allows them to pace their work and know what to expect. They know if your part of the work will be delivered earlier, later or delayed. By keeping others informed you are also managing their expectations. Managing your colleagues expectations is also key work behaviour. Part of keeping others informed is also to follow up on next steps. Do you need certain information from others? Do others need certain data from you in order to deliver their part? Was this agreed in the meeting earlier? Then follow up with what is required. There is no need to wait for others to ask before you follow up. Especially when it was already agreed. Performance improvement As the team leader I need to continue to motivate my team members to help them improve their own performance and this carried out by distributing evaluation forms to all members at the end of every probationary period. It is helpful to ask the team members to complete this form, so that I can be allowed to rate, showing areas of agreement or discrepancy. Monitor, but dont micromanage. Avoid close supervision; do not over boss; do not dictate. Help keep the team focused and on track. Communicate team status, task accomplishment, and direction. Intervene when necessary to aid the group in resolving issues. (centred) Decision Making Being the team leader I need to make sure that all team members take an active part in decision making and that no one is left out or feels diminished. Each team member thinks about the problem individually and, one at a time, introduces new ideas to the group leader without knowing what ideas have already been discussed. After the first two people present their ideas, they discuss them together. Then the leader adds a third person, who presents his or her ideas before hearing the previous input. This cycle of presentation and discussion continues until the whole team has a chance to add their opinions. The benefit of this process is that everyone feels heard and acknowledged. Once all of the ideas have been presented, the team can look at ways to narrow the options down, and make a decision. Enhance and support In the beginning of every year I will have to provide an action list to all the team members. This Action list is a list of tasks that theyll need to complete a simple task or objective. And as the team leader ill make sure that each member achieves the activities that theyve set by establishing team meetings and having them to share how far theyve achieved certain activities and also discussing on certain issues or difficulties they face at work and how we can resolve it. I could also enhance and support my teams performance if team members decides trying to achieve a similar goal again, I can tell them to revise their plan after the work is complete, and making a note of anything that they can do better when working on it. Mutual trust Lead by Example If you want to build trust within your team, then lead by example, and show your people that you trust others. This means trusting your team, your colleagues, and your boss. Never forget that your team members are always watching and taking cues from you take the opportunity to show them what trust in others really looks like.( Pat Mayfield, 2007) Communicate Openly Open communication is essential for building trust. You need to get everyone on your team talking to one another in an honest, meaningful way, and you can use several strategies to accomplish this. Know Each Other Personally One way to build trust is to encourage your team members to see their colleagues as people. Think about creating situations that help them share personal stories, and bond. Do this by asking sensitively about their family, or about their hobbies. Start by sharing some personal information about yourself, and then ask someone else about a hobby, or a musical interest. Discuss Trust Issues If you manage an established team that has trust issues, its essential to find out how these problems originate, so that you can come up with a strategy for overcoming them. Consider giving team members a questionnaire to fill out anonymously. Ask them about the level of trust within the group, as well as why they think theres a lack of trust. Once youve read the results, get everyone together to talk about these issues (but make sure that you respect the anonymity of the survey!) Effective team work Consider each employees ideas as valuable. Remember that there is no such thing as a stupid idea. Encourage trust and cooperation among employees on your team. Remember that the relationships team members establish among themselves are every bit as important as those you establish with them. As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships. (David S. Finch, 2007) Set ground rules for the team. These are the norms that you and the team establish to ensure efficiency and success. They can be simple directives (Team members are to be punctual for meetings) or general guidelines (Every team member has the right to offer ideas and suggestions), but you should make sure that the team creates these ground rules by consensus and commits to them, both as a group and as individuals. Encourage listening and brainstorming. As supervisor, your first priority in creating consensus is to stimulate debate. Remember that employees are often afraid to disagree with one another and that this fear can lead your team to make mediocre decisions. When you encourage debate you inspire creativity and thats how youll spur your team on to better results. (M Leonard, 2014) Section Three: Enhancing working relationships Open communication with individuals outside of my team As the head teacher of the tiny crawlers day-care I need to keep an Open Communication with my work associates. This is established with all day communication, whether were sending emails and IMs, or meeting face-to-face. The better and more effectively I communicate with those around me, the richer my relationships will be. A ll good relationships depend on open, honest communication. Communication with your team from outside information After gathering information from the work association I then host for a staff meeting at my workplace to discuss to them information that have been gathered from the association and that needs to be addressed to the staffs. Managing unresolved issues raised by team members by taking corrective actions. Dealing with ethical issue between two team members. Example: a European member discriminates about the customs and rituals of a Maori member. As the leader I will personally call the two individually and hear their side of their story. After having to listen to their share of story I will counsel both of them and to ensure that I keep an open communication with the management I will have to report the matter to them, so that they can be aware of all that is happening at the day-care. Team members not following organisation procedures. Example: a team member hardly listens to instructions and prefers to do things her own way. I would call this member into my office and discuss about the issues and try and motivate and help her be on the right track so that the team goal is achieved and less problems can arise within the team members. Therefor during the management meeting I will have to discuss all matters and issues at the day-care so that the management will get to know the type of common issues or problems faced by the team and be able to come up with ground rules to solve such issues and problems. Managing unresolved issues raised by people outside the team by taking corrective actions. Parental issue Example: a parent comes to complain that every time she comes to pick her child up from the centre she notices that her child is never kept clean, like her nose is never kept cleaned and dirty diaper remains unchanged. After receiving this complain from the parent I then decided to have a talk with the carer in charge of looking after the child, and discuss to her the issue being brought up by this parent. I will then tell her that she needs to be more responsible with her duties by making sure that she checks diapers every half an hour and change dirty diapers ASAP. As well as keeping them clean before their pick-up time so that parents are satisfied with the service. Such issues are discussed during the management meeting so that the management can also discuss on matters where they think the team must improve on. Child accident in the centre Example: a child injures himself while trying to slide from a 3 meter slide. I will call the carer in charge and tell her to be more vigilant with the whereabouts of the children. I will then take this matter up to the management to which they have decided that special precautions are to be taken when kids are outside especially if its places where it involves climbing. At least a carer must be outside to look after the kids to avoid such accidents from happening. Therefor whatever is being discussed by the management must be taken down to the team and discussed clearly so that everyone understands and will try to avoid accidents from arising. Conclusion. Our company The Amalfi Restaurant has a good reputation of selling different kinds of cuisine. Our restaurant offers authentic dishes to its customers and has a variety of range when it comes to dining out with family. Our restaurant has to offer for every ethnic group and offers a multicultural and friendly environment. Our restaurant has a good relationship with its suppliers and relies on them for good quality products. Reference http://dx.doi.org/10.1136/qshc.2004.010033 http://www.davidsfinch.com/2007/08/8-basic-strategies-for-effective-team-building.html https://www.monster.com/career-advice/article/6-steps-to-building-trust-in-the-workplace http://www.centerod.com/2012/02/leading-teams-today/ . Notice of Meeting for the Staff and Board Members of The Amalfi Restaurant Manuka 19thFebruary 2017 Notice is hereby given that a Board meeting will be held for all the Staff, Board Members of The Amalfi Restaurant Manukau will be held at 11:00am on the 19thof February, 2017. The meeting will be held at Manukau Institute of Technology. Staff and Board Members are required to sign the book at the reception before entering the conference room. The meeting is regarding our new branch setup in Botany Junction. Date of Notice: 13th February 2017 BY ORDER OF THE BOARD à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ Kailash Raju manager Formal Meeting Notice of Meeting The agreement letter between Amalfi and apex building Apex building company For Amalfi Restaurant For The construction of a restaurant Prepared by Kailash For the Meetings with builders and restaurant owners Held in south hall Papatoetoe, Manukau Contract agreement between the Owner and the builder SECTION 1 DRAFT ARTICLES OF AGREEMENT (For Discussion only) Construction OF AGREEMENT MADE THE 16th day of April 2017. BETWEEN Amalfi restaurant and apex building company of (or whose office is situated at) (hereinafter called The Builder) of the other part. whereas the Owner is desirous of having a restaurant and its supporting infrastructure (hereinafter called the Works) constructed in accordance with the drawings and specifications approved by the Board and in accordance with the General Information at and the General Conditions of Contract And whereas the Builder has submitted his offer dated 16th December 2017 Offering to complete and construction work the Works upon the said conditions and in accordance with the Drawings and Specifications. And whereas the Owner has accepted the Builders offer conveyed in the said tender. Now it is hereby agreement as follows: For the consideration hereinafter mentioned, the Builder shall complete and maintain the Works subjected to the said Conditions of Contract and in accordance with the Drawings and Specifications. The Owner will pay the Builder the sum of ($ EC) 200,000 other sum as shall become payable in accordance with the said Conditions of Contract for the construction, completion, and maintenance of the Works. In witness hereof the parties have signed in the presence of the subscribing witness, Signed for and on behalf of the Owner by: Riteish Kumar Signature owner Kailash Raju In the presence of: Witness Krishna raj Wit Agreement between owner and barefoot and Thompson This Agreement is made on 14TH February 2017 between Name: Kim Samson Address: 1/10 Whitmore Road, Wellington, 1041 New Zealand and Name: Stella Valentine Address: 192 Cuba Street, Te Aro, Wellington, 1041 New Zealand. The seller owns and conducts a business of selling/renting properties, under the business of Barfoot and Thomson, 1/10 Whitmore Road, Wellington, 1041 New Zealand. For valuable consideration, the Seller agrees to sell and the Buyer agrees to buy business for the following price and on the following terms: 1. The Seller will sell to the Buyer, free from all liabilities, claims, and indebtedness, the Sellers business, including the premises located at 192 Cuba Street, Te Aro, Wellington, 1041 New Zealand. The Buyer agrees to pay the Seller the sum of $1.2 Million which the Seller agrees to accept as full payment. The purchase price will be allocated to the assets of the business. The $1.2 Million Promissory Note will bear interest at 12 percent (%)per year, payable monthly for years at 12 per month with he first payment due one (1) month after the date of closing. The Promissory Note will be pre-pay able without limitation or penalty. The Seller acknowledges receiving the Earnest money deposit of $80,000 from the Buyer. If this sale is not completed for any valid reason, this money will be returned to the Buyer without penalty or interest. This agreement will close on 16th /12/2017 This Agreement is governed by the laws of the State of New Zealand Dated: _01/03/2017 ____________ (Signature of seller) ______________ (Name of seller) ____________ (Signature of Buyer) ______________ (Name of Buyer) Justice of Peace: he/she is the person described in the above document and that he/she signed the above document in my presence. ___________ Signature of Justice of Peace) _____________ (Name of Justice peace) Date: __________ Agenda Meeting Agenda Objective: Date: 19th February 2016 Location: Manukau Institute Technology Time: 11:00am Meeting Type: Formal Meeting Secretary: kailashCalled by: kailash Time keeper: kaialsh Attendees: Shifa, Shina, , Shiwani, Baldev, Gurjinder, Preet, Antarpreet, Amanpreet, Sheroll, Jotishma, Kailash, Ritesh, Kishan, Pardeep, Jaskamal, Rishav Agenda Items. Apologies- Harveer Matters arising for discussion Setting up a new branch Location- Botany Junction Staff needed- Old Staff Assistant Manager Assistant cook 2 waiters Checkout operator New Staff 2 Chefs 1 waiter 1 Checkouts Operator Behaviour expectation from staff and training Need approval from the management

Virgin and Child with Four Angels by Gerard David Essay -- Paintings A

Virgin and Child with Four Angels by Gerard David The Virgin and Child with Four Angels was painted by Gerard David in about 1510, right in the middle of the Renaissance. The painting is rectangular in shape and appears to be about two feet long by maybe a foot and a half wide. It is oil painted on wood and it looks to be in very good condition. The painting is an image, as its title suggests, of the Virgin with the infant baby Jesus. This, of course, was a very common subject during the renaissance and for years before and after it. There are countless paintings of the Virgin and Child from that time period, probably because of the power and influence of the church at the time. People were much more involved in the church and, therefore, the subjects they painted or requested to be painted were typically religious themes. Many also felt that by commemorating such religious figures it might even help them gain a spot in heaven. In any case, in this particular version of the Virgin and Child there are also four angels in the scene - two who are flying above the Virgin holding a crown over her heard, and two who are sitting on either side of her playing instruments. Beyond her there is a large archway that opens into a landscape with a view of some grass and trees, some architecture, and some mountains in the far distance. The virgin is wearing a red garb and the baby Jesus is barely draped in some white cloth. That, of course, is a basic description at a quick glance. In examining the painting further, it becomes obvious that this is prime example of Renaissance painting. To begin with, the composition is completely balanced, almost symmetrical. The four angels are placed evenly around the Virgin, with two on each side. On one side an angel plays a harp and is balanced by an angel on the other side, strumming some type of guitar. The two flying above Mary are basically in the same position. Even the church in the background seems to be matched with a mountain in the distance. The columns and archway that border the painting are, in fact, completely symmetrical. And the Virgin and Child are in the center. It is, again, a beautifully balanced composition, typical of the Renaissance. The composition is also completely filled, but not overcrowded. Even with the flying angels, the painting appears rational; ... ...ead, which can also be seen on the wings of both of the angels holding it. Then again, that goldish hugh is seen in the instruments that then angels on both sides of Mary are playing. Blues and greens are used in a balanced manner throughout as well. On one side, the angel playing the harp is dressed in a light blue that is similar to the blue of the sky. The other angel is dressed in green, like the greens used in the trees and grass of the landscape beyond. The way these colors are painted, too, is very much in the style of the Renaissance. There is no visible brushstroke whatsoever. The entire painting is smooth, almost as if it wasn't really painted. This, too, adds to the realistic effect of the painting. The influence of the Italian Renaissance can clearly be seen in this painting by Gerard David. The composition is balanced; illusionism through perspective creates a recession in space; detailed modeling and shading make the painting appear realistic and human; vibrant colors are spread throughout; and a smooth, brushless texture adds to that realistic appearance. This work demonstrates the beauty and detail that was brought to if during the Renaissance.

Employee Rewards Essay

Introduction The purpose of this essay is to critically examine the processes used by Scotia Learning and identify if their rewards are appropriate to those of the market. The report will begin by discussing the background of Scotia Learning and follow on to define reward management highlighting the objective and constraints within the reward strategy. We will then consider the legal framework and examine why there are variations in pay and how job evaluation can ensure equity and fairness is achieved. Finally we will discuss the concept of motivation and the implications of pay for performance within the reward strategy. The report ends with an analysis of the key issues of the topic. Scotia Learning is the case study for this essay and is one of a network of university-based study centres offering preparation for students wishing to study undergraduate and postgraduate degrees for progression into university degree courses. The company has joint venture partnerships with top universities throug hout the United Kingdom, Ireland and United States of America. â€Å"Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organisation† (Armstrong & Murlis, 2007, p3). Research by Redman & Wilkinson (2009) indicates that reward is an enormously complex issue and has to take account of three fundamental principles in determining systems and structures: internal equity, external equity and business strategy. In addition Thorpe & Homan (2000) state that the organisation should identify what objectives and behaviours the payment system should have for example, labour market competitiveness and management skills whilst Perkins & White (2009) highlight the importance of legal regulations that can put constraints on organisations, for example minimum wage (legal), collective bargaining (trade unions), and the external labour markets. Scotia Learning does not recognise a trade union however it does recognise that collective bargaining has been influential in discussing and setting pay arrangement due to internal and external rates of pay not being equal. Within the employment legislation pay has always been an area of controversy especially when one considers employee’s collective concerns (Brown et al., 2003). The introduction of The Equal Pay Act 1970 outlawing unequal pay for men and women having since evolved into equal pay for equal work and the Equal Pay (Amendment) Regulations 1983 after the UK joined the EU in 1973 (Perkins & White, 2009), now gives employees a certain degree of protection in their employment relationship. To strengthen current legislation The Equality Act 2010 was introduced highlighting human rights and discriminatory factors, such as equal pay, sex discrimination, race, disability and equality (religion, sexual orientation, and age) (Equality and Human Rights Commission, 2012). In response to this Scotia Learning are aware that they have a ‘duty of care’ to all employees and comply with the Equal Opportunities Policy by ensuring the relevant training is undertaken by managers and employees ensuring everyone understands the importance of and their responsibilities under this Policy. This is also promoted in all recruitment documents, ensuring that wording of job advertisements does not discriminate against any potential applicants. As part of this legislation, employers are legally required to ensure their pay structures are not discriminatory against men and women in terms of valuing work between them in their employment and in order to defend themselves against equal pay claims, organisations must be able to prove that the jobs within their grading system are valued according to the job rather than the gender of the person doing the job. Failure to adhere to these regulations can result in a tribunal claim and if proven the organisation will have to pay all money accrued which can be backdated six years in England and five years in Scotland. In the case of (Birmingham City Council v Abdulla and others [2012] UKSC 47), the Supreme Court ruled that equal pay claims brought in the High Court more than six months after the end of the claimants’ employment, which would have been out of time in an employment tribunal, should not be struck out under section 2(3) of the Equal Pay Act 1970. The reasons for a claimant’s failure to bring a timely claim in a tribunal are not relevant in any way to the notion of convenience under section 2(3). (PLC Employment Law Weekly email). Within Scotia Learning pay and benefits are provided on the basis of objective criteria, free from discrimination taking into account the principle of equal pay for equivalent work or work of equal value. In addition we ensure transparency within the reward system is clear to all employees in that they understand how their pay is worked out and what is required from them to achieve this. Job profiles and person specifications for each new vacancy are drawn up in keeping with other jobs of a similar size and responsibility which focus on the skills, experience and qualifications that are directly relevant to the job. Armstrong & Murlis (2007, p115) state that â€Å"the payment system is important as it not only conveys a signal to the employees what the organisational priorities are but also a cts as a catalyst for wider organisational change† a view reiterated by Armstrong (1996) in which he proposes that the foundations of reward management are to achieve the individual and organisational behaviour that a company needs if the business goals are to be met. Therefore the term ‘employees are the key to enhanced organisational performance’ becomes relevant with links to Kessler and Purcell (1994) where they emphasise that payment systems are related to recruitment, retention and motivation of staff and that the determination of pay is not only the interaction of market forces but also employers. It is also acknowledged that variations in pay can occur for a variety of reasons and from a legal perspective it is important to understand why (Redman & Wilkinson, 2009). Firstly the power scenario, in that if labour is scarce, employees will have more power and hence may be able to demand higher pay, in contrast with an over-supply of labour employers have the power and hence may be able to hold pay at lower rates (Redman & Wilkinson, 2009). Secondly, it has been acknowledged that ‘the rate for the job’ should be the same for employees doing the same job but considering organisational performance is reliant on the empl oyee’s effort, skills and competencies, it is not logical to assume that effort should be rewarded and pay should vary accordingly. A view shared by Redman & Wilkinson (2009, p161) who advocate that â€Å"variable pay schemes (VPS) are said to hold out the promise towards the creation of internal labour market that is fairer in rewarding people as it is only ‘fair’ that rewards should have a direct link with effort†. The argument with this theory is that ‘risk adverse’ workers will be less willing to ‘gamble’ on pay related performance than a set amount of pay. Thirdly, we should also take into consideration the external market rate of pay and uneven market pressures such as differing regional or occupational rates of pay as Kessler (2007, p167) states â€Å"external equity is an organisational imperative as failure to respond the labour market changes will leave organisations at a disadvantage competitively†. Scotia Learning responds to these challenges by regularly benchmarking and studying the market rate of pay within the educational sector. Data collected is beneficial in determining pay to ensure pay scales are in line with and competitive with similar jobs. For example, when recruiting teaching staff, the use of organisations such as SATEFL and other educational websites are particularly useful, for administration staff we would use S1jobs.com and jobseeker.gov.uk website and with management we would use agencies. However, although the aforesaid strategy is very useful, Scotia Learning is a relatively large organisation with Centres worldwide and other factors have to be taken into consideration, such as location and cost of living. In determining the value of jobs within our organisation, although we consider the external market pay rates, decisions concerning pay are done through a coherent wage and career structure internal to our organisation which ensures consistency and fairness in our reward systems. It has been reported that issues with this reward system have arisen within the banking sector resulting in Government intervention to deal with inequalities of pay setting at senior management/director level and low pay via the nati onal minimum wage. This is not an area of concern for Scotia Learning as the annual salary increase is a % rate consistent throughout the organisation and our pay structure process involves a job evaluation â€Å"a systematic process for establishing the relative worth of jobs within an organisation† Redman & Wilkinson (2009, p141). In addition Scotia Learning is accredited to the British Council and British Accreditation Council and all HR policies and personnel files are properly documented and filed. Our job evaluation comprises of an analytical (i.e., jobs are broken down into individual components) broad-band pay structure with a range of factors such as knowledge and skills, problem solving, decision making and then allocating points to them. It is interesting to note that research by IRS (2007) showed that an average of 86% of organisations use this form of job evaluation. Within this broad-band pay structure we have 6 wide overlapping salary bands made up of management, HR, teaching staf f, finance, student services and cleaning staff with a salary range for each bank of at least 75%. Progression up the bands will be by skills and qualifications, performance and competence enhanced through individual career development thus supplying the motivation for continuous learning. To support this, the annual performance review takes place, however it is not linked to pay or rewards and is based on the objectives of skills and competence which are linked to organisational performance. In terms of equity and fairness the rate of pay for full-time and part-time teaching staff is calculated on the same hourly rate therefore ensuring consistency and fairness within the system. It is interesting to note that research by Redman & Wilkinson (2009, p139) argues that by paying an hourly rate â€Å"employers control over pace and performance is reliant on either direct supervision or the willingness of employees to engage with the task† synonymous with the argument surrounding ‘risk adverse’ workers. This point of view may be viable in organisations such as ‘call centres’ where technology enables the monitoring and regulating of work by measuring output and input and within the customer service industry where we have the ‘secret shopper’, but within the education sector autonomy is part of the job as is their professional code of ethics which includes commitment, motivation and discretionary behaviour which is contradictory to the argument by Thorpe & Homan (2000) who suggest that non-financial aspects are secondary and rarely given the same prominence in the design of payment systems. Managing rewards is largely about managing employee expectations linking to their psychological contract which is concerned with pay, performance and the development of skills (Armstrong & Murlis, 2007). The argument then becomes, if reactions to rewards depend on the psychological makeup, values and needs of individual, one cannot wholly rely on performance related pay schemes to enhance all employees’ performance as not everyone is motivated by money. Motivation only takes place if rewards are worthwhile to the individual and if the process is seen to be fair, therefore, it would require to be customised for every individual in the organisation (Armstrong & Murlis, 2007). For example, an employee nearing the end of their career may be more interested in job satisfaction (intrinsic reward), whereas a graduate beginning their career may be more interested in training and development (extrinsic reward). For that reason it can be argued that both intrinsic rewards such as respect, recognition, job satisfaction and responsibility are just as important as extrinsic rewards such as pay rises, bonuses, training and development opportunities and benefits such as annual holidays, company sick pay and company pension. This highlights the importance of implementing an equitable and fair reward strategy in that by incorporating financial and non-financial rewards is that they can be used as a tool to enhance employee motivation resulting in improved organisational performance. Finally the importance of management skills cannot be undermined as they are a fundamental element of human resource management. The management strategy within Scotia Learning is based on autonomy, communication and high levels of trust between management and employees. Evidence to support this is the turnover rate of staff with one employee resigning over the past two years and the annual absence levels within Scotia L earning for all staff inclusive stands at 0.1% of working hours, which is the lowest in the entire organisation. Conclusion This objective of the report was to establish the processes that ensure equity and fairness in the reward systems. We have covered the legal aspects, strategies, market awareness, motivation, job evaluation and performance appraisal and it has become evident that Scotia Learning complies with all legal legislation, and displays equity and fairness within the reward systems. However there was an air of negativity surrounding performance and reward as within Scotia Learning the annual appraisal is not yet connected to pay for performance. It is possible that issues could arise if this was implemented, namely, it could seriously affect the dynamics of the office environment between a very closely-nit team of employees, managers and directors in that, how does the manager justify their decision in the event of a low reward without affecting the equilibrium of the office environment and within a unionised organisation all trade unions argue against performance linked to pay. Schemes relating pay to performance, although generating a tremendous amount of interest have very little in the way of conclusive evidence concerning their effects on performance (Redman & Wilkinson, (2009). This echoes Thompson (1992) findings in which he states, â€Å"research fails to provide convincing evidence of a link between individual performance-related pay schemes and improvements in productivity†. The evidence supports that other approaches should be considered in rewarding employees, for example a one-off bonus payment which would not affect the employees’ annual salary. References Armstrong, M. (1996) Employee Reward, London: Kogan Page/IPD Armstrong, M., and Murlis, H. (2007) Reward Management. 5thedn. London: Hay Group Brown, W., Marginson, P., and Walsh, J. (2003) The management of pay as the influence of collective bargaining diminishes. In: P.K. Edwards, Industrial Relations: Theory and Practice, Oxford: Blackwell IRS (2007) Job evaluation is thriving, survey finds: Employment Review, 667 Kessler, I. (2007) Reward Choices: strategy and equity. In: Storey, J. HRM: a critical text 3rd edition, London: Thomson Learning Kessler, I., and Purcell, J. (1994) Performance Related Pay: Objectives and application, Human Resource Management Journal, Vol.2, No.3 Perkins, S. J., and White, G. (2009) Employee Reward: Alternatives, consequences and contexts, 2nd edn. London: Chartered Institute Of Personnel and Development, Redman, T., and Wilkinson, A. (2009) Contemporary Human Resource Management: Text & Cases, 3rd edn. London: Prentice Hall, Thompson, M. (1992) Pay fo r Performance: The employers experience, Brighton, Institute of Manpower Studies Thorpe, R., and Homan, G (2000) Strategic Reward Systems, Harlow: Financial Times Williams, S., and Adam-Smith, D. (2006) Contemporary Employment Relations: A critical introduction, Oxford: University Press Equality of Human Rights Commission, available from: http://www.equalityhumanrights.com/human-rights/ – date accessed 23/10/12 PLC Employment Law, available from: employment@email.practicallaw.com – date accessed 26/10/12