Reflective Review of Youth Work Practice

My decision to study E131 Introduction to Working with Young people was based on my desire to cement my experiential learning by developing my knowledge of theoretical concepts through academic study. I have worked with young people for seven years, and the majority of my training thus far has been practice based. My current role is as a group worker in a therapeutic community for children and young people. The therapeutic community is a residential provision with a specialist education and therapy centre for children and young people with attachment disruption and trauma leading to social and behavioural difficulties.We also work with children displaying sexualised and self-harming behaviours. The therapeutic milieu which exists within the community is underpinned by an attachment focussed approach and provides stability for chaotic behaviour and a disregulated emotional state. The therapeutic provision is underpinned by an integrated team approach which includes Child Psychotherapy , Clinical and Forensic Psychology, Educational Psychology, Child and Adolescent Psychiatry, Social Work and Counselling.Prior to beginning Open University’s E131 Introduction to Working with Young People, and due to the highly specialised nature of the work I do, I held the belief that I had little to learn relating to youth work. The most significant, and surprising, realisation I experienced whist working through the module was that I will never and can never know everything there is to know about youth work. In fact, the very nature of my role within the Therapeutic Community may have narrowed my view of young people to only the most damaged individuals, which in turn has narrowed my outlook on the issues that young people are faced with today.A young person commented ‘†¦you can’t talk about â€Å"understanding young people† – all young people are different, so you would have to know different things to understand them all’ (The Open University, 2005, Study Topic 3, pg 5). This statement impacted me in a way that I didn’t expect. Not only in my working life, but also in my view of young people in general. When working with the most damaged children in society the danger is that all young people become viewed as potentially violent, harmful and not to be trusted.This view is contradictory to the very nature of youth work as set out in the National Youth agency’s Ethical Principles, which states ‘youth workers have a commitment to treat young people with respect, valuing each individual and avoiding negative discrimination’ (Harrison and Wise, 2005, pg 20). Although I do not feel my practice is discriminatory, my somewhat insular views on young people, and preoccupation with high risk behaviour in my working life, may have negatively influenced my ability to ‘value the individual’.This is an area that, due to my learning throughout the module, I have made a concerted effort to address. I have renewed my efforts to look past the negative behaviour and the diagnoses to view the young people I work with as individuals who are not defined by their circumstances. This has had a positive impact on my working practice as I continue to reflect on ways in which I can be more open to the individual needs of the young people with whom I work. The learning throughout the module has also given me the opportunity to come to terms with and challenge another view I was unaware I held.I had given little consideration to the view I held on youth work in general other than my belief that the work I do is not technically ‘youth work’ but rather more specialised and important. This is a view I now consider to be arrogant and unhelpful. Howard Williamson states that the ‘public perception of youth work is still largely locked into ideas about youth clubs and table tennis and pool’ (Williamson, 2005, pg 70), and prior to beginning this module I mus t admit that I held a similar misconception.However, Williamson’s account of his own experiences of youth work and the positive impact it has on the lives of young people has altered my perception. Although this has not directly impacted on my working practice, it has enabled me to view my role as a group and individual worker within the wider context of youth work, and realise the importance of broadening the experiences of the young people with whom I work, through valuing the opportunities on offer within the wider community.The shift in my view of youth work has also enabled me to consider the challenges that exist in my own work setting. One of the fundamental principles of youth work is the ‘voluntary principal’ (Jeffs, cited in The Open University, 2005, Study Topic 12, pg 5). This is described as ‘the kind of work where young people can choose not to take part†¦Ã¢â‚¬â„¢ (The Open University, 2005, Study Topic 1, pg 5). Within the setting of a t herapeutic community, and specifically within the context of my role as group worker, I find it difficult to describe the opportunities on offer for the young people as voluntary.For example, the therapeutic, social and educational workshop programme, which young people who are resident in the therapeutic community have access to during the school holidays, is considered to be voluntary, although it is incentivised through access to days out and rewards for attendance. However, some of the young people resident within the community may consider that their placements are not voluntary, making it difficult to consider any of the interventions on offer as such.Although I accept that youth work in its truest form should be voluntary, it has been difficult for me to accept that the work that takes place with the young people within the Therapeutic Community is any less valuable. The young people with whom I work are the most damaged in the country and would not be able to access the type of support they need without what Mark Smith calls coercive forms of participation (Smith, cited in The Open University, 2005, Study Topic 2, pg 31). Should we let them choose to avoid forming relationships and realising their potential forever simply to retain a puritanical view of what youth work is supposed to be?Or should we, as adults, do everything in our power to prevent these young people, who society has already failed, become casualties of that failure? Mark Smith also introduced the idea that targeting ‘at risk’ young people for focussed work as a negative progression in terms of youth work in its purest form. Smith feels that ‘the identification of specific target groups has the potential to lead to a narrowing of the diversity of young people worked with’ (2003, cited in The Open University, 2005, Study Topic 2, pg 30).Although I agree with Smiths statement, I am also aware of the funding limitations which exist, and am a strong believer that the most vulnerable or ‘at risk’ young people in society are a priority in terms of accessing the support they need. Despite my desire to defend the work I do, and its less than voluntary nature, my practice has been positively impacted by reflecting on the reason why the ‘voluntary principal’ is so highly regarded in relation to youth work.Within the process of planning the therapeutic, social and education groups within our group work programme, I have realised the important of extensive consultation with the young people to ensure the topics covered are relevant to them; something they are interested in and value, rather than what I feel they need or want. In this regard, I have been able to ensure that group participation is due to values that are closer to the concept outlined by the ‘voluntary principal’ than the idea of coercive participation.The impact of my shift in perspective on the young people within the therapeutic community is ye t to be evidenced, but the planning process for the groups has been much more focussed. Bruce Tuckman (cited in the Open University, 2005, Study Topic 6) has identified the five stages in a group’s life, his concept names the stages as Forming, Storming, Norming, Performing and Morning. As a group worker this concept underpins my practice in that my observations of the group and its progress are linked to identifying the stage in which the group is functioning and adapting my role as facilitator accordingly.Due to the chaotic nature of the client group within the therapeutic community the group regularly revisits the Storming stage of group development. In Study Topic 6, (The Open University, 2005, pg 27) this stage has been identified as a time when ‘there may be overt or covert antagonism towards the group worker’. When reflecting on my role as group facilitator, the reaffirmation of the pressures placed on me during this stage has been helpful. I have been rem inded about the importance of regular reflection in relation to the emotive aspect of group work in order to ensure the experience is safe and effective for the young people involved.In addition, the reflections of Guy Butler-Madden a Youth Support Worker at Lowbridge Youth Centre (Audio theme 6), in relation to the ‘storming’ stage of the DofE groups, impacted my learning through developing a shared understanding of some of the more challenging aspects of group work with others who work in a similar field. The final area of the module which has impacted on my learning is the importance of reflection. Study Topic 10 introduced the work of Donald Schon (1996) who advocated the ‘reflective practitioner approach to professional decision making’ (cited in the Open University, 2005, Study Topic 10, pg 6).Schon emphasises the importance of reflection for professional development and problem solving, rather than relying on ‘off the peg solutions’. Thi s concept has significantly impacted my approach to the work I do, in as much as I have introduced a weekly reflective space with my colleagues in order to consider decision making and problem solving in a formal setting. The act of practicing the art of reflection in a formal setting should impact my learning in that reflection will become second nature, thus improving my practice.In conclusion, the most significant impact my learning from the module has had on what I have already learned in my work with young people, has been identifying and challenging some of my preconceptions. In particular I feel that studying E131 has helped me gain a better understanding youth work in its purest form, its purpose and its values; and has allowed me to view youth work as a valuable tool in aiding young people through their transition into adulthood. My understanding of group process has been cemented and I have developed an insight into the challenges faced by other organisations in relation t o group dynamics.Finally, I have learned the value of effective reflection, and how professional development through using my knowledge as a fluid tool to enable effective decision making, rather than having a ridged view of the way an issue should be approached, can lead to more positive outcomes. All of these areas have impacted on what I have already learned from working with young people by allowing me to view my role within the wider context of youth work. My outlook has shifted insomuch as I now feel part of a wider agenda which seeks to enable young people to transition successfully and positively into adulthood.

Operation Management Essay

1.Operation Management For the success of an organization, the management crew plays a major role. An organizational structure is based on different operational parameters and in order to perform all the operations, it is mandatory to scrutinize every major aspect related to the organizational strategy. Keeping the significance of operation management under consideration, different authors have developed different concepts and hence promulgated all of them in order to indicate all the major aspects that can define what the operation management is and how it helps an organization in achieving high level of success. This paper is basically about how proper operation management helps an organization in performing different tasks strategically. For this purpose, the analysis is done from different perspectives. The first part of the paper gives an overview of what is operation management and for this purpose; different definitions promulgated by different authors have been cited as evidence. The second part of the paper throws light upon the role of an operational manager and what strategic efforts enables him to perform his duty effectively. The third part of the paper identifies the relationship of operation management with other core functions and for this purpose, the case studies of Heathrow International Airport and Nestlà © UK Chocolate Factory have been elaborated. Hence, the entire paper indicates how effective operation management affects the progress graph of the company in one way or other. However, before elaborating how the manager performs  his job, it is mandatory to throw 1.1.Definition of operation management Operation management can be considered as one of the most significant factors responsible for any country’s economic growth. As service sector has observed mass development and changes, the very concept of operation management emerged with a focus on economic efficacy in manufacturing. The traditional concept of manufacturing was otherwise limited to concept of production management only. The manufacturing capabilities have been advanced through innovative procedures and techniques, new materials and facilities as numerous challenges and opportunities have been posed by rapid development in technology sector. It thus gave rise to development and management of a service system which could effectively resolve major challenges for global competitive environment (Heizer, Jay H. and Render, Barry, 2008). Around the world, operation management has now been considered as major business procedure for productivity and improvement. Organisations have become more vigilant in acquiring operation management procedures and techniques to achieve their objectives with minimum resources and efforts. (R. Pannerselvam, 2004) defined operation management as a system which an organisation employs within its framework to transform a wide range of inputs into the desired outputs (services) by achieving its requisite level of quality. Operation management transforms by combining several resources which are being used in organisation’s operation subsystem into value added products and services. Undoubtedly this has to be a controlled process and it should follow the policies of organisation, therefore the whole concept of operation management works as integrated and interrelated management activities. These management activities are sometimes limited to manufacturing of certain products which is called production management, but when the same idea is extended to effective service management, then resultant sum of manag ement procedures is called as operation management. Resources, transformation, systems and value addition activities are some key factors which represents a broader picture of operation management within an organisation. Resources are material, capital and human inputs to the process of production. Material resources include materials and physical facilities such as inventories, supplies and plant equipment etc. capital resources include bonds, stock and/or taxes which can  be used to regulate flow of associated resources. Human resource is sum of intellectual capabilities of managers, technical and non-technical staff and is considered as most vital asset of the organisation. Transformation is basically the process of combining resources for obtaining higher value goods and services than original inputs under controlled conditions. Systems depict an arrangement of multiple components developed to obtain require objectives of the plan. Business systems contain personal, finance, engineering and operation, functioning altogether for integrity of organisation. Value addition activities ensure to increase organisations’ productivity ratio and give more value to the products (Waters, C. D. J. (1991). After reviewing different definitions promulgated by different experts, the next part of the paper will analyze the role of an operational manager in an organization. 1.2.The role of Operation Manager Operation managers of any organisation are concerned with planning, systemizing and controlling the action which impact human behaviour with the help of models. Planning helps in establishing action plan for the organisation and provide future-decision making. It is thus duty of operation manager to define the objectives and goals for the operations and it’s subsystems of the organisation. They need to design procedures and policies in order to achieve those objectives. This stage embraces the clarification of role and focus of certain operations into organisation’s overall strategy. Product and services planning conversion process and facility designing are also included in the planning. The establishment of authority and tasks and other related activities fall under the head of organizing. The flow of information and structure of roles are being established by the operation managers within operation subsystems. It is their responsibility to determine the attributes es sential for goals achievement and they need to assign the responsibility and authority to carry them out (Joseph, G. Monks, 2004). Other prime responsibilities of operation managers include transforming inputs into the outputs. To devise an effective production plan, say, which employs capacity, knowledge of production facility and materials is prime responsibility of an operation manager. They are supposed to schedule and control the system demands in order to retain require services and/or produce desired goods. They need to  evaluate quality inventory levels, cost etc. to maintain the quality associated with goods and services. They are obliged to regulation of systems and resources within the organisation thus maintaining transformation and effective value addition activities. Operation managers are required to observe parameters which may affect the human behaviors. They need to evaluate models and frameworks of an effective operation management within an organisation (Slack et al). As operation management is primarily concerned with the accomplishment of both resource utilization and satisfactory customer services, operation managers are supposed to maximize both and maintain an overall satisfactory performance of the organisation. Sometimes there is improvement in customer satisfaction while deterioration in resource utilization. To overcome any such activity, operation managers are trained to tackle such conflicts and they need to find and implement a balance for the organisation in order to achieve its basic objectives. The principle customer service objective is strongly dependent upon services of an en enthusiastic and able operation manager (S. Anil Kumar, N. Suresh, 2008). The next part of the paper will discuss the relationship of operation management with the core functionalities of the organization. 1.3.Relationship of operation management with other core functions One of the most significant functions that operation management plays in an organisation that it defines the ways for strategic planning of an organisation. As strategic planning is concerned with organisation’s decisions and remedies for certain environmental and business conditions, operation management provides road map for strategic planning for the organisation and eases the way with help of fundamental concepts. The scope of operation management is not limited to transformation of inputs into the outputs by utilising physical resources thus achieving successful customer satisfaction along with efficiency, development and adoptability for the organisation, but it is deeply associated with other core functions of an organisation such as marketing, finance, personnel etc. It also include product design, quality control, maintenance management, location of  facilities, materials management, planning and product control, process design and many other core and support functions. The modern concept of operation management is very dynamic and promising and it evidently brings outstanding results for an organisation working under controlled environment (Dilworth, James B., 1999). 2.Case Studies Following are two cases studies that indicate how proper operation management strategy helps the organization in achieving its ultimate objectives. In this regard, the Heathrow International Airport and Nestle UK Chocolate Factory have been taken a evidence. 2.1.Heathrow International Airport Heathrow International Airport is the UK’s only hub airport. Around 5,500 people have been employed by the BAA at Heathrow of which 25% employees perform operational, customer service and maintenance roles. Other 75% are in security and head office functions. In addition, BAA has some 65% interest and it operates the Naples Airport. These figures show the need and significance of operation management within framework of Heathrow International Airport. An insight into Heathrow’s planning and preparation and its outstanding level of services and commitment will explain operation management practices being observed by the organisation. For example, winter resilience enquiry recently examined and implemented by operation management ensures its ability to provide excellent services and support given to passengers and employees during severe weather conditions, (Heathrow, 2011). The winter resilience initiative was carried out by operation management teams through expert peer review and extensive quality assurance. Teams studied and learned from Dallas Fort Worth, Madrid and Minneapolis-St. Paul airports which possess strong reputation for passenger welfare, airport operations and the clearance of snow. The devised plan for Heathrow was being examined and peer reviews helped it to carry out one of the most effective operation management tasks. For this, Heathrow had invested marvelously in acquiring innovative equipment which could effectively clear the airfield in reduced time. The equipment included taxiways, airside roads, runways, stands etc. and were used for the disposal of collected ice  and snow. This one task brought the Heathrow airport to fully operational status. It in fact appointed a full-time operations manager for winter that is responsible for Airport’s winter readiness controlled. The regular refinement and review of organisationâ €™s plans distinguishes it from other leading airports all over the world, (Heathrow, 2011). 2.2.Nestlà © UK Chocolate Factory Nestlà ©Ã¢â‚¬â„¢s brand and product portfolio ranges from local favorites to global icons. The products are supported by vigorous research and development facility, focused driving renovation and innovation, and with clear priorities which is attractive and relevant for consumers. Nestlà ©Ã¢â‚¬â„¢s desire in becoming a leader of renovation and innovation, whether of systems, processes or products define the role of governing operation management body which gives its product an entire new and refreshing aspect. From brand effectiveness to effective supply chain, from farm to the fork, nestle UK chocolate factory ensured best production and operation management. Best raw materials are being used in the preparation of chocolate and other products. For operations needs, nestle has set four pillars for effective operation management which include; increasing effectiveness and efficiency, operational efficiency, improved quality and elimination of waste. For continuous excellence and to make most innovative and appreciated products in most efficient way, nestle has implemented these four pillars into its operational management structure. The product and operational excellence has been given utmost importance all because Nestle ensures to provide its consumers with delightful products whenever and wherever they need them. Customer satisfaction is undoubtedly complimentary in consumer product market and Nestle has significantly earned it through continuous planning and operational excellence besides giving its products the desired and unmatched taste and nutrition, (Nestle, 2011). 3.Major Understandings of the study Major understandings of the study suggest that operation management is, by far, one of the most significant aspects of any organisation’s development and economic growth. It provides enormous value to the resources of the organisation and adds value to them. The resources and investments of any  organisation need to be utilized in more effective way for on-going progress. Furthermore, strategic planning division works hand-in-hand with operation management as it provides sustainable grounds for effective and efficacious planning and preparation. Indeed no organisation can survive without future plans and policies that define its objectives and goals and its overall competitive market value. Operation management thus promises sustainable future for the organisations and procures enormous economic growth under controlled conditions (Everett, E. Adam, Jr.Ronald J.Ebert, 1994). Another great aspect of operation management is its ability of giving added value to products and services of the organisation. It is aimed at increasing the efficiency of the products and services by minimizing the circumstances that may prevent organisations to achieve great market value for their products and services. As it is clear as crystal that today’s competitive environment demands higher level of excellence and efficiency from manufacturers and service providers, organisations should concentrate more and more on improving their standards. This can only be done through sustainable operation management plans and procedures. Furthermore, operation management not only serves as great tool in improving standards and adding value to goods and services, it has been proved as cost reduction tool within the framework of organisations. Great amount of capital and resources could be saved by implementing a resourceful and sustainable operation management plan which will ultimately turn the organisation into leading brand. To earn a competitive advantage in business sector, one needs to overlook every aspect that could affect it either positively or negatively. Only then unmatched products and excellent services can be manufactured and being provided (Hill, Terry, 1993). 4.Conclusions Operation management works in combination to several support and core functions of the organisation. It also increases the potential and performance of those areas where strategic and effective operation handling is essential. The scope of operation management is never dying and it embraces internal and external factors associated with business of any organisation. From manufacturing to supply, from marketing to customer satisfaction, from financing to human resource, operation management has its deep roots in the organisation’s framework (S. Anil Kumar, N. Suresh, 2008). Two case studies helped in understanding the role of operation management and how it can be utilized in improving overall performance of the organisations. Heathrow Airport is among world’s leading organisations that provide its customers with excellent services and it managed to sustain that position through years by effective operation management procedures. It has assigned one fourth of its employees to operational tasks which ensures greatest level of quality service. On the other hand, Nestlà ©Ã¢â‚¬â„¢ employed a tremendous operation management task force to maintain its brand value. It is evident of the fact why nestle consumers prefer its products over other brands. It has successfully achieved a competitive advantage over other foods and beverage companies operating all over the world through systemic and devoted operation management and planning. Concluding, the most significant role operation management plays is ensuring greater levels of customer satisfaction for the organisations for their brands, products and services. Customer satisfaction is utmost objective of any organisation and it will require that organisation to develop, implement and manage a sustainable operation management plan that could work in vicinity of other necessary activities and operations. Operation managers at organisations have the utmost responsibility in promising desired levels of satisfaction among consumers and customers thus fulfilling requirements for achieving basic objectives for the organisation. Their role in economic development is as essential as organisation’s survival in the competitive environment (Chambers et al, 2007) References †¢Chambers, Stuart, Johnston, Robert and Slack, Nigel (2007) – Operations management (5th ed) †¢Dilworth, James B. (1999) – Operations management : providing value in goods and services. (3rd ed) †¢Everett, E. Adam, Jr.Ronald J.Ebert, 1994. â€Å"Production and Operations Management†, Prentice-Hall of India Private Limited, 5th Edition †¢Heathrow, 2011. â€Å"Heathrow Winter Resilience Programme†, [online] Available at: [Accessed: 03rd December 2012] †¢Heizer, Jay H. and Render, Barry (2008) – Operations management (9th ed) †¢Hill, Terry (1993) – The essence of operations management †¢Joseph, G. Monks, 2004. â€Å"Theory and Problems of Operations Management†, Tata McGraw-Hill Publishing Company Limited, 2nd Edition †¢Joseph, G. Monks, â€Å"Operations Management†, McGraw-Hill International Edition, 3rd Edition. †¢Nestle, 2011, â€Å"Annual Report 2011†, [Online] Available at: [Accessed: 03rd December 2012] †¢R. Pannerselvam, 2004, â€Å"Production and Operations Management†, Prentice-Hall of India Private Limited, 9th print †¢S. Anil Kumar, N. Suresh, 2008, â€Å"Production and Operations Management, New Age International (P) Limited Publishers, 2nd Edition †¢Slack et al, Operations Management 4th Edition – online version †¢Slack et al, Operations Management 6th edition – online version †¢Waters, C. D. J. (1991) – An introduction to operations management

MGM465-0801A-05 Business Strategy - Phase 1 Individual Project 2 Essay

MGM465-0801A-05 Business Strategy - Phase 1 Individual Project 2 - Essay Example t question to consider is how to reconcile Ables need for building market share (long-term strategic business objective) with Waldens drive for year-to year quarterly increases in sales and pretax profit (short-term, corporate objective). Both of these are important to have, and they are not mutually exclusive. The company can hold both objectives in high priority provided that they all agree with each other to do so. However, Walden is demonstrating a lack of strategic management. Walden needs to consider strategic management as they move forward. According to Coulter, it is beneficial because â€Å"it gives a role to everyone in an organization to manage strategically, it helps the organization perform well, it helps the organization to effectively cope with the uncertainties in the external and internal environment, and it helps to coordinate various functions and activities† (2005). Strategic management is vital for the long-term success of any organization, and through implementing it, it is believed that the two blending organizations can come to a compromise and each get a great deal of what they are used to and what they want. The second challenge to consider is that Waldens success metrics of head count control, inventory management, inventory turnover, and day’s sales outstanding can be inhibitors to growth vitally needed by Able. It is possible to moderate these functional objectives and make them work for Able. This simply involves removing or raising the ceiling which currently inhibits this growth. For example, head count can still be controlled in larger numbers, inventory can still be managed when there is a lot more inventory to account for, and outstanding daily sales can still be recorded when the dollar figures are higher. Controlling objectives does not necessarily mean containing them. Able can still grow using the same basic framework of Walden’s success metrics, so long as Walden does not squash the growth being sought by Able

Learning and development in working with young people Essay

Learning and development in working with young people - Essay Example Therefore, Madcap main idea is to assist these groups of young children by allowing them to explore themselves and put their ideas into practice and things they want to achieve by giving them the opportunity (Steve, Madcap Sequence, 7). Practices and Work There are a number of practices involved in this learning centre as it comprises of different young people with diversified interest to pursue. Because of this, the youngsters work in music projects on their own as the learning centre gives them support towards achieving their ideas. The workers help them in building confidence to enable them cope with their ideas and realize the value of their own ideas. Thereafter, the workers leave them to allow them exploit the opportunities. The workers role is to give them the opportunity and assist them with minimal help towards realizing their ideas. Similarly, the youngsters undergo gauging to make them have insights of what they are involved by shedding more light into their own projects ( Steve, Madcap Sequence, 7). This is a practice meant at ensuring that youngsters develop insights and understand their projects more so music to better their values and outcomes as well as to bring what is good about it. Madcap is concerned with recording music produced by the youngsters. It offers the available support to its youngsters to enable then listen and produce their music to meet their objectives. From the scripts, James came to record his music by recording it with the help of Steve who is one of the workers responsible for their training (James, Madcap Sequence 1). The role of the worker is to ensure the availability of recording equipments and facilities. Therefore, the main role is played by the youngsters in ensuring they achieve their dream from the assistance got from workers. In Madcap, the workers are not judgmental, and this aims to promote their talents by encouraging them to doing what inessential for them. Creativity of the youngsters is promoted in the proje cts in the initial stages, as they are kept smiling and feeling the sense that their ideas have values. Youngsters also role out the plans, which outlines what is taking place and ways of achieving them. This may comprise of different activities besides just completing the project offered by the learning centre. They also give the centre the details of the purpose of what it they want to achieve from their projects. Their goals may be to develop a compact disk (cd), live performance or just to set lyrics and the centre helps them towards achieving (Steve, Madcap Sequence, 7). Madcap provides assistances to youngsters in different activities that they have developed interests. It empowers the youngsters on how they can develop their talents, come up with raw ideas, and help them achieve. The project discourages duplication of ideas as it wants to help young people come with new projects, which are unique and do not exist (Man in Cap, Madcap Sequence, 2). Because of this, the centre d iscourages mixing music and asks youngsters to come with unique ways of arranging instruments used in mixing to make it a unique idea. From this perspective, they help young people in playing instruments mostly guitars (Girl Madcap Sequence, 2). The project coaches students towards realizing their potentials and developing ideas they have by giving them necessary support where they experience challenges. The work

SCHOOL OF SOCIAL SCIENCE AND PUBLIC POLICY-CASE STUDIES IN POLICY PowerPoint Presentation

SCHOOL OF SOCIAL SCIENCE AND PUBLIC POLICY-CASE STUDIES IN POLICY DECISION - PowerPoint Presentation Example The approach of selection using the strict legislative system will most certainly be merit. Therefore, the students who fail to attain pre-determined levels of competency in primary school will be forced to endure more years in intermediate schools until they attain the compulsory age where the legislation gives them the freedom to leave school. However, such a system might discourage some students who might be competent in other areas than education or for slow learners. Furthermore, the psychological impacts of compelling certain students to intermediate levels rather than allowing them to join secondary schools could be devastating to such students. The general realization is that such a system does not give students fair chances to attain their potential by condemning them to legislations, which are mainly aimed at locking students out of secondary schools rather providing them with opportunities. The circular 10/65 perhaps provides a feasible alternative because it gives students options of either taking approaches that will ensure that they remain in school until just after the compulsory age, or they proceed to further their studies after secondary school. The circular 10/65 has two tier systems. These two tier systems ensure that after primary schools that allow students to either proceed to secondary schools or stay in intermediate schools for two years after which they will be free to decide whether they want to proceed or not. Circular 10/65 strongly advocates against a system that will deliberately discriminate against students with the potential to join secondary schools and become productive. The 10/65 circular also creates provision for students willing to stay in school even after attaining the age of 16 even if such students do not qualify to proceed through the conventional system. The circular proposes that middle level colleges be established that will cater f or the

Consensus Between Violence And Argument Essay Example | Topics and Well Written Essays - 1250 words

Consensus Between Violence And Argument - Essay Example Eristic dialogue covers argumentation, a social debate where victory over an antagonist is the primary goal. This art of right argument protects their self-interest incoherent dialogue and in the process of dialogue. The art of argumentation is used in law, in trials when preparing arguments for court presentation and in the testing legitimacy of evidence.Right argument comprises identifying premises where conclusions are derived, the establishment of â€Å"burden of proof† to determine the person who made an initial claim and identifying goals of contributors in dialogue. At the end of an argument, a valid conclusion must be given with good reason explaining the same. A good argument must be built with two premises and one concluding remark. Argumentation is good in a situation where evidence does not exist especially in handling scientific, epistemic, nature, and moral where science cannot apply. Violence is good in handling dispute like border disputes, insurgency, and host ility.In politics, some kinds of argumentation are morally wrong, and some kinds of violence are morally right. Argumentation is never a solution in many nations since it only works when there is peace in the nation, and no other nation wants to attack the nation in question. Argumentation is morally upright only if the nations under conflict also handle disputes through argumentation. If the nations under disagreement handle the dispute in different angles, then violence is morally right for a nation to defend itself from intrusion.

Statistical Analysis System (SAS) Software Essay

Statistical Analysis System (SAS) Software - Essay Example Some of these advantages include; It is quite interesting in the manner the company has recognized the behavior of most technology-savvy people of the present age. As the world continues to face new realities in the wake of technological advancement, young people tend to develop the urge to dress casually. Most organizations however have failed to realize this growing need and have not thereby relaxed the dress code. This is not so for SAS. Here, employees are free to dress casually and are therefore made to feel as part of the organization. The modern employee needs to grow and advance in their career. However, the opportunities for growth are normally very limited due to financial implications and time input. As such, most organizations do not provide these opportunities for their employees. At SAS, such opportunities are certainly abundant. Employees are greatly encouraged to enroll for further training courses at the institute or elsewhere in a bid to enable their advancement and organizational growth. The company has greatly invested in bettering the working conditions for its employees. The availability of plenty of recreational facilities and the well-tended and serene environment provide a very wonderful working environment that encourages creativity and innovation. Moreover, the employees are encouraged to work 35 hours per week. Above all, the company recognizes a good pay as one of the greatest employee motivators. The employees are therefore rewarded with very competitive salaries that greatly encourage them to give their maximum output. Moreover, a good salary scale ensures that the company attracts some of the best brains in the industry so that its mission and vision are better enhanced. In a world troubled by healthcare challenges, SAS recognizes the need to ensure that its employees are least worried by healthcare issues. As such, it has developed a very comprehensive healthcare

Style of Chinese Negotiation Case Study Example | Topics and Well Written Essays - 3500 words

Style of Chinese Negotiation - Case Study Example In forming such joint venture arrangements, the challenges the Chinese business negotiations pose is so great that there had been instances that many a number of business deals between China and other western countries including USA had failed because of poor negotiations. As John Graham and Mark Lam (2003) see this is because often "Americans see Chinese negotiators as inefficient, indirect and even dishonest, while the Chinese see American negotiators as aggressive, impersonal and excitable". Differences in the management style and problems in negotiations have deep cultural origins. Despite these hindrances, it is possible to win the negotiations with Chinese businessmen, provided a clear understanding of the social, cultural and economic aspects of the negotiation with Chinese entrepreneurs is evolved. This paper presents an in-depth analysis of the intricacies of Chinese negotiations including the cultural background of such negotiations. The paper also deals with the influence of Confucian traits like hierarchy, harmony and faces on communication, characteristics of communication and the Chinese perception of negotiation. Further the paper will also discuss the challenges the Chinese negotiation process poses for managing the international business in China. 2.0 Literature Review: A number of studies had been conducted in the area of business negotiations of the Sino - Western and Sino - American joint venture arrangements. These studies which started around the 1980s have made an in-depth study into the peculiarities of the negotiations of business deals with Chinese government and businessmen. Most important studies have been conducted by Blackman 1997; Chen 1993; Davidson 1987; Deverge 1986; Fang 1999; Frankenstein 1986; Lee and Lo 1988; Pye 1982; Stewart & Keown 1989; Tung 1982. The primary objective of these studies is to bring out an exhaustive narration of the socio-cultural implications of the negotiations with the Chinese and the intricacies thereof. It cannot be said that these studies have completely made the recommendations for the successful negotiation of business deals with the Chinese business empires. An abstract of these studies is detailed in the following sections. 3.0 Role of Culture in Chinese Negotiation: The Chinese culture which is 5000 years old has large influence on their business negotiations. The rural origin of a majority of the people has made them to retain their agrarian values. Social and economic theories attached more importance to the agricultural base rather than commerce and business. Because of the rural base, the human values assumed more prominence in the negotiations than the business profits and gains. John Graham and Mark Lam (2003) say that "Chinese negotiators are more concerned with the means than the end; with the process more than the goal." 'Morality' is the next aspect of culture that greatly affects the Chinese negotiations. Confucianism, which is a 2500 years ancient Chinese philosophical tradition, makes morality the all pervasive factor throughout the negotiation process. For coherence sake, the detailed discussion on 'Confucianism' is included in the section on Chinese Business Culture. The Chinese

The financial feasibility of a capital expenditure. Pevensey Plc Essay

The financial feasibility of a capital expenditure. Pevensey Plc - Essay Example The head of the production department has approved all the short listed machines and now the decision rests with the financial control unit in order to evaluate the financial feasibility of the purchasing decision. Future cash flows have been forecasted and are presented as net cash inflows. The cash outflows comprises of expected repair and maintenance expenditure over the useful life of the asset. Whereas, the cash inflows includes the expected total revenue generated by the machines in the form of sale of the products manufactured by the machine. All the projected cash flows include the impact of expected inflation. The capital expenditure pertaining to the purchase of machine has been decided to be funded through internally generated funds. Therefore, keeping into consideration the limited amount of the funds, the directors of the company must make prudent investment decision so to achieve the most lucrative and appropriate results. The method used in the investment appraisal is determining the Net Present Value (NPV) of each proposal. According to this method, the future expected cash flow, over the time span of the project, are discounted based on the expected discount rate in the economy. As per the treasury department of the company, the cost of capital of the company is 9%, which is used as the discount rate in calculating the NPV of each project. The expected cash flow from each year is multiplied by the discount factor to arrive at the present value at year 0 i.e. at the time of making of the capital expenditure. An investment whose NPV is positive is considered to be a rewarding one, whereas an entity does not venture on an investment where the NPV of the cumulative cash flows is negative. Where the management has to rank the investments, with the objective of giving priority to the most rewarding ones, the investment with the highest NPV must be ranked first. Calculating Internal Rate of Return (IRR) is another method extensively used in the investment appraisals. IRR is a rate where the cost of investment, cash outflow, is equal to the cash inflows. The proposal with the highest IRR is considered to be the most rewarding one. Payback period is another method utilized in investment appraisal which calculates the time taken by the investment to generate enough cash inflows to recover the initial cost of the investment. Investment appraisal through NPV method and IRR method are both very useful in order to financially attractive prospective of any investment decision. A good financial analysis is based on the trade off between these two methods. However, practically the IRR method is used widely in investment appraisal decision. The prime reason behind selecting the IRR method of appraisal is it is comparatively straight forward and can be used without having a prior experience in capital budgeting. NPV method has certain drawbacks and limitations. Different projects must be assesse d at different discount rates because the risk for each project is generally different. The reliability of the NPV based investment appraisal can be as reliable as the discount rate itself. However, in practice, it is very unrealistic to determine different discount rate for different investment proposals. Whereas, IRR uses a single discount rate to evaluate every investment, due to which it is used extensively among the financial analysts. With certain disadvantages, the NPV method comes with several attributes which makes it superior to the IRR method. IRR method of appraisal is for evaluating the financial result of an investment over a short period of time. Moreover, IRR is also ineffective for investments proposals which are a mixture of positive and negative cash flow. For these

Interactive Lecture Essay Example for Free

Interactive Lecture Essay What is interactive lecture? An interactive lecture is an easy way for instructors to intellectually engage and involve students as active participants in a lecture-based class of any size. Interactive lectures are classes in which the instructor breaks the lecture at least once per class to have students participate in an activity that lets them work directly with the material. * The instructor might begin the interactive segment with an engagement trigger that captures and maintains student attention. * Then the instructor incorporates an activity that allows students to apply what they have learned or give them a context for upcoming lecture material. * As the instructor feels more comfortable using interactive techniques he or she might begin to call upon a blend of various interactive techniques all in one class period. Why use interactive lecture? Lecturing is a time-honored teaching technique that is an efficient method to present large amounts of content in classes of any size and it is efficient for sharing information with large numbers of students, but may result in students who listen passively. * Making lectures interactive by including techniques such as think-pair-share, demonstrations, and role playing, can foster active engagement and enhance the value of the lecture segments. * Using techniques that allow all of the students to participate, instead of having individual students answer questions when called on, will promote student retention and learning of the material presented during lecture, give students practice in developing critical-thinking skills, and enable instructors to assess how well the class is learning that day. * Breaking up the lecture with these techniques not only provides format change to engage students, these activities allow students to immediately apply content and provides feedback to the instructor on student Activity Based Teaching Strategies The education on activity based teaching strategies Promotes teaching and learning strategies for learning activities, students work and provide opportunities for real life so they can contribute to self-learning and this strategy can be used to investigate the family situation, or discover an argument and the depth the sharpness. Examples of activity based teaching strategies, as follows: The excursion Games to make oral presentations Discussion of the training group innovative learning through projects The concept of learning The activities are part of the President of the elements of the program strategy and education are also important for other learning strategies and modern media: â€Å"The efforts of physical or mental exertion students (and teachers) to achieve this result, the following defines as â€Å"learning by students apply to intentional activity, and the deliberate and planned† He knew the work and activities â€Å"a student or students responsible for planning, the teacher’s request or desire of the classroom or outside resources, and in the form of movement or say or write according to the source of the accident the conduct in the place of activity to stop. For us it is clear that the task of wages, and reached a low with a test product, and it is necessary that the timing of how success is possible to reach the exit, but the educational activity, whether the teacher did and learning activities is done with the students and the educational activity is a means of learning activities can be educational and various learning activities, but teaching and learning activities with learning activities based on strategic problems of combined measures. Components of practice: It consists of activities in the preparation and planning of six elements: 1. Help 2. Time 3. Objective: The production, which aims to 4. Standard Admission 5. Calendar 6. Working (active substance) Benefits and advantages of activity based teaching strategies Learning by students through activity based teaching strategies on experience you get is of great importance because the education sector, with many goals and the advantages and benefits: †¢ increasing the student’s attention and willingness to respond to the educational settings †¢ Guide the development trend of students and their needs and develop their talents and the direction of education is correct. †¢ Provide real opportunities for students to self-study, where the benefits of the teaching learning situations in their future. †¢ lead to the strengthening of the independence †¢ Work in cooperative learning †¢ encourage students to take responsibility for their own learning †¢ Move the student to reluctance to exercise and respect for manual labor The role of students in the development and use of learning activities based. The role of students to do different things, including: 1. Their personal interests 2. Participate in educational objectives 3. Developing good organizational skills to keep unions 4. Involved in the program flow 5. Demonstrate enthusiasm for seeking new knowledge 6. In collaboration with other The teacher role in the development and use of activity based teaching strategies. Located in the role of the teacher in developing the strategy of education by â€Å"learning and the most important things the teacher must first of a activity based teaching strategies, as follows: 1. The planning and preparation for 2. Identify outcomes 3. Having noted the outcomes of learning using appropriate strategies such as the agenda: report or wish to evaluate the stairs 4. Choose the right activities and stimulating for students 5. Mechanisms within the group 6. Promote cooperation in carrying out activities Activity based teaching strategies describes a range of pedagogical approaches to teaching. Its core premises include the requirement that learning should be based on doing some hands on experiments and activities. The idea of activity based teaching strategies is rooted in the common notion that children are active learners rather than passive recipients of information. If child is provided the opportunity to explore by their own and provided an optimum learning environment.

Aerospace Engineering Career Paths

Aerospace Engineering Career Paths The reason why I chose Aerospace Engineering as the career I want to pursue would be because I am always interested in flight as a child and teen both aircraft and space travel. Some of my favorite toys and hobbies included model airplanes, model rocketry, paper airplanes, and Legos, which is basically the toy of future engineers. I started sketching out my own ideas for future air and spacecraft as well as reading books and magazines about military aircraft, airplane design and construction, space travel, aviation history, and the aerospace industry. Since about the seventh grade I really started to become more serious about this career path and find ways to get into different programs. I wanted to work on projects like those Id been reading about, and I never really wanted to do anything else except maybe architecture, civil engineering or aeronautical engineering. Aerospace engineering is the branch of engineering behind the design, construction and science of aircraft and spacecraft. It is broken into two major and overlapping branches: aeronautical engineering and astronautical engineering. The former deals with craft that stay within Earths atmosphere, and the latter deals with craft that operates outside of Earths atmosphere. Aerospace engineers are responsible for creating exceptional machines like airplanes which weigh more than half a million pounds to spacecraft, which travel at a speed of more than 17,000 miles/hour. They are in charge of designing, developing and testing aircraft, spacecraft and missile systems as well as supervising the manufacturing process of these products. Aeronautical Engineers are those aerospace engineers who deal with airplanes, while Astronautic engineers are engineers who deal specifically with spacecraft. Without engineers the world would lack structure and productivity, and as you look around you can see all the projects that engineers have played a role with. Technologies developed by aerospace engineers are used in aviation, defense, and space exploration and aerospace engineers may specialize in structural designing, guiding, navigating and controlling, instrumentation and communication, or production methodology. Technology like computer-aided design (CAD) software, robotics, laser and advanced electronic optics are used by them. Specialization in commercial transport, military fighter planes, helicopters, spacecraft, missile or rockets within the aerospace product is also possible. Aerospace engineers might also specialize in aerodynamics, thermodynamics, celestial mechanic systems, propulsion systems, acoustics, or guidance and control systems. Biography of Neil Armstrong Neil Alden Armstrong (born August 5, 1930) is an American aviator and a former astronaut, test pilot, aerospace engineer, university professor, and United States Naval Aviator. He was the first person to set foot on the Moon. His first spaceflight was aboard Gemini 8 in 1966, for which he was the command pilot, becoming one of the first U.S. civilians to fly in space. On this mission, he performed the first manned docking of two spacecraft together with pilot David Scott. Armstrongs second and last spaceflight was as mission commander of the Apollo 11 moon landing mission on July 20, 1969. On this mission, Armstrong and Buzz Aldrin descended to the lunar surface and spent 2ÂÂ ½ hours exploring while Michael Collins remained in orbit in the Command Module. Armstrong is a recipient of the Congressional Space Medal of Honor. Before becoming an astronaut, Armstrong was in the United States Navy and saw action in the Korean War. After the war, he served as a test pilot at the National Advisory Committee for Aeronautics (NACA) High-Speed Flight Station, now known as the Dryden Flight Research Center, where he flew over 900 flights in a variety of aircraft. As a research pilot, Armstrong served as project pilot on the F-100 Super Sabre A and C aircraft, F-101 Voodoo, and the Lockheed F-104A Starfighter. He also flew the Bell X-1B, Bell X-5, North American X-15, F-105 Thunderchief, F-106 Delta Dart, B-47 Stratojet, KC-135 Stratotanker and Paresev. He graduated from Purdue University and the University of Southern California. Aerospace Engineering Feats 1) Moon Landing Moon landings can be classified as a manned, but when you mention the moon landing then most people think of the first manned landing on the moon when the Apollo 11 mission placed two astronauts (Neil Armstrong and Buzz Aldrin) onto the surface when he said Thats one small step for man, one giant leap for mankind. I classified this as both aerospace and aeronautical engineering because first the space craft crosses through both hemispheres and I really cant decide on which career to pick because I love them both. 2) Concorde Between 1976 and 2003 the only way to fly transatlantic between London and New York (if you were lucky enough to be able to afford it) was by flying in Concorde- the worlds most successful supersonic passenger airline. Concorde was able to fly at an average speed of 1,330 mph and had a maximum cruise altitude of 60,000 feet making the flight time from London to New York only 3.5 hours long. The designers of Concorde had to pioneer and over come many engineering and technological challenges to make the airplane able to travel at such speeds and altitude. The aircraft enjoyed many successful years but was finally retired in 2003. A number of things coincided with the demise of Concorde, in part a change in the economic climate made the cost to fly transatlantic at supersonic speeds basically impossible, a crash of one of the Concorde fleet temporarily grounded the airplane and the design was showing signs of age approaching thirty years. Due to the lack of competition Conc orde didnt benefit from many upgrades over the years so the technology ended up being slightly dated. However, as dated as the engineering may have become over its lifecycle the fact remains that the concept of a supersonic commercial airline and the design that resulted from that concept hasnt been surpassed and one could say that technology and engineering has receded with Concordes demise as no viable replacement has been put in place. Today high-class commercial passengers are restricted to the same lower speeds achievable by traditional aircraft. The days of supersonic passenger aircraft zooming across the Atlantic have therefore been grounded for the foreseeable future. http://www.edref.com/college-degrees/engineering/aeronautical-and-aerospace-engineering http://ezinearticles.com/?The-Eight-Greatest-Engineering-Feats-of-Mankindid=465977 http://science.discovery.com/top-ten/2009/feats-engineering/feats-engineering.html http://en.wikipedia.org/wiki/Aerospace_engineering http://aviation.thingamajob.com/C-Aerospace-engineer-0.aspx http://www.discoverengineering.org/ http://www.collegeboard.com/csearch/majors_careers/profiles/majors/14.0201.html Different aerospace engineering jobs Aircraft Customer Support Engineer Philadelphia, Pennsylvania 9/10/2010 Aerotek AviationÂÂ   Aerospace Quality Engineer Philadelphia, Pennsylvania 9/10/2010 Aerotek AviationÂÂ   Quality Engineer Victorville, California 9/8/2010 Aerotek AviationÂÂ   Powerplant Engineer Jamaica, New York 9/7/2010 Aerotek CEÂÂ   QUALITY INSPECTOR Stockton, California 8/27/2010 Aerotek CEÂÂ   QUALITY INSPECTOR Stockton, California 8/27/2010 Aerotek CEÂÂ   POWER ELECTRONICS ENGINEER