Learning Organization Essay

EXECUTIVE SUMMARY are proliferating as corporations seek to better themselves and gain an edge. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. That’s because most companies have failed to grasp a basic truth. Before people and companies can improve, they first must learn. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Three critical issues must be addressed before a company can truly become a learning organization, writes Harvard Business School professor David Garvin. First is the question of meaning: a well-grounded, easy-to-apply definition of a learning organization. Second comes management: clearer operational guidelines for practice. Finally, better tools for measurement can assess an organization’s rate and level of learning. Using these â€Å"three Ms† as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from past experience, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization. And since you can’t manage something if you can’t measure it, a complete learning audit is a must. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. No learning organization is built overnight. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. The first step is to foster an environment conducive to learning. Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples. CONTINUOUS IMPROVEMENT PROGRAMS  CONTINUOUS IMPROVEMENT PROGRAMS are sprouting up all over as organizations strive to better themselves and gain an edge. The topic list is long and varied, and sometimes it seems as though a program a month is needed just to keep up. Unfortunately, failed programs far outnumber successes, and improvement rates remain distressingly low. Why? Because most companies have failed to grasp a basic truth. Continuous improvement requires a commitment to learning. How, after all, can an organization improve without first learning something new? Solving a problem, introducing a product, and reengineering a process all require seeing the world in a new light and acting accordingly. In the absence of learning, companies-and individuals -simply repeat old practices. Change remains cosmetic, and improvements are either fortuitous or short-lived. A few farsighted executives – Ray Stata of Analog Devices, Gordon Forward of Chaparral Steel, Paul Allaire of Xerox-have recognized the link between learning and continuous improvement and have begun to refocus their companies around it. Scholars too have jumped on the bandwagon, beating the drum for â€Å"learning organizations† and â€Å"knowledge-creating companies. † In rapidly changing businesses like semiconductors and consumer electronics, these ideas are fast taking hold. Yet despite the encouraging signs, the topic in large part remains murky, confused, and difficult to penetrate. Meaning, Management, and Measurement Scholars are partly to blame. Their discussions of learning organizations have often been reverential and utopian, filled with near mystical terminology. Paradise, they would have you believe, is just around the corner. Peter Senge, who popularized learning organizations in his book The Fifth Discipline, described them as places â€Å"where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together. â€Å"‘ To achieve these ends, Senge suggested the use of five â€Å"component technologies†: systems thinking, personal mastery, mental models, shared vision, and team learning. In a similar spirit, Ikujiro Nonaka characterized knowledge-creating companies as places where â€Å"inventing new knowledge is not a specialized activity †¦ it is a way of behaving, indeed, a way of being, in which everyone is a knowledge worker. â€Å"‘ Nonaka suggested that companies use metaphors and organizational redundancy to focus thinking, encourage dialogue, and make tacit, instinctively understood ideas explicit. Sound idyllic? Absolutely. Desirable? Without question. But does it provide a framework for action? Hardly. The recommendations are far too abstract, and too many questions remain unanswered. How, for example, will managers know when their companies have become learning organizations? What concrete changes in behavior are required? What policies and programs must be in place? How do you get from here to there? Most discussions of learning organizations finesse these issues. Their focus is high philosophy and grand themes, sweeping metaphors rather than the gritty details of practice. Three critical issues are left unresolved; yet each is essential for effective implementation. First is the question of meaning. We need a plausible, well-grounded definition of learning organizations; it must be actionable and easy to apply. Second is the question of management. We need clearer guidelines for practice, filled with operational advice rather than high aspirations. And third is the question of measurement. We need better tools for assessing an organization’s rate and level of learning to ensure that gains have in fact been made. Once these â€Å"three Ms† are addressed, managers will have a firmer foundation for launching learning organizations. Without this groundwork, progress is unlikely, and for the simplest of reasons. For learning to become a meaningful corporate goal, it must first be understood. What Is a Learning Organization? Surprisingly, a clear definition of learning has proved to be elusive over the years. Organizational theorists have studied learning for a long time; the accompanying quotations suggest that there is still considerable disagreement (see â€Å"Definitions of Organizational Learning† on page 77). Most scholars view organizational learning as a process that unfolds over time and link it with knowledge acquisition and improved performance. But they differ on other important matters. Some, for example, believe that behavioral change is required. for learning; others insist that new ways of thinking are enough. Some cite information processing as the mechanism through which learning takes place; others propose-shared insights, organizational routines, even memo. And some think that organizational learning is common, while others believe that flawed, self-serving interpretations are the norm. How can we discern among this cacophony of voices yet build on earlier insights? As a first step, consider the following definition: A learning organization is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. This definition begins with a simple truth: new ideas are essential if learning is to take place. Sometimes they are created de novo, through flashes of insight or creativity; at other times they arrive from outside the organization or are communicated by knowledgeable insiders. Whatever their source, these ideas are the trigger for organizational improvement. But they cannot by themselves create a learning organization. Without accompanying changes in the way that work gets done, only the potential for improvement exists. This is a surprisingly stringent test for it rules out a number of obvious candidates for learning organizations. Many universities fail to qualify, as do many consulting firms. Even General Motors, despite its recent efforts to improve performance, is found wanting. All of these organizations have been effective at creating or acquiring new knowledge but notably less successful in applying that knowledge to their own activities. Total quality management, for example, is now taught at many business schools, yet the number using it to guide their own decision making is very small. Organizational consultants advise clients on social dynamics and small-group behavior but are notorious for their own infighting and factionalism. And GM, with a few exceptions (like Saturn and NUMMI), has had little success in revamping its manufacturing practices, even though its managers are experts on lean manufacturing, JIT production, and the requirements for improved quality of work life. Organizations that do pass the definitional test – Honda, Corning, and General Electric come quickly to mind – have, by contrast, become adept at translating new knowledge into new ways of behaving. These companies actively manage the learning process to ensure that it occurs by design rather than by chance. Distinctive policies and practices are responsible for their success; they form the building blocks of learning organizations. Building Blocks Learning organizations are skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from their own experience and past history, learning from the experiences and best practices of others, and transferring knowledge quickly and efficiently throughout the organization. Each is accompanied by a distinctive mind-set, tool kit, and pattern of behavior. Many companies practice these activities to some degree. But few are consistently successful because they rely largely on happenstance and isolated examples. By creating systems and processes that support these activities and integrate them into the fabric of daily operations, companies can manage their learning more effectively. 1. Systematic problem solving. This first activity rests heavily on the philosophy and methods of the quality movement. Its underlying ideas, now widely accepted, include: †¢ Relying on the scientific method, rather than guesswork, for diagnosing problems (what Deming calls the â€Å"Plan, Do, Check, Act† cycle, and others refer to as â€Å"hypothesis-generating, hypothesistesting† techniques). †¢ Insisting on data, rather than assumptions, as background for decision making (what quality practitioners call â€Å"fact-based management†). †¢ Using simple statistical tools (histograms, Pareto charts, correlations, cause-and-effect diagrams) to organize data and draw inferences. Most training programs focus primarily on problem solving techniques, using exercises and practical examples. These tools are relatively straightforward and easily communicated; the necessary mind-set, however, is more difficult to establish. Accuracy and precision are essential for learning. Employees must therefore become more disciplined in their thinking and more attentive to details. They must continually ask, â€Å"How do we know that’s true? â€Å", recognizing that close enough is not good enough if real learning is to take place. They must push beyond obvious symptoms to assess underlying causes, often collecting evidence when conventional wisdom says it is unnecessary. Otherwise, the organization will remain a prisoner of â€Å"gut facts† and sloppy reasoning, and learning will be stifled. Xerox has mastered this approach on a companywide scale. In 1983, senior managers launched the company’s Leadership Through Quality initiative; since then, all employees have been trained in small-group activities and problem-solving techniques. Today a six-step process is used for virtually all decisions (see â€Å"Xerox’s Problem-Solving Process†). Employees are provided with tools in four areas: generating ideas and collecting information (brainstorming, interviewing, surveying); reaching consensus (list reduction, rating forms, weighted voting); analyzing and displaying data (cause-andeffect diagrams, force-field analysis); and planning actions (flow charts, Gantt charts). They then practice these-tools during training sessions that last several days. Training is presented in â€Å"family groups,† members of the same department or business-unit team, and the tools are applied to real problems facing the group. The result of this process has been a common vocabulary and a consistent, companywide approach to problem solving. Once employees have been trained, they are expected to use the techniques at all meetings, and no topic is off limits. When a high-level group was formed to review Xerox’s organizational structure and suggest alternatives, it employed the very same process and tools. 2. Experimentation. This activity involves the systematic searching for and testing of new knowledge. Using the scientific method is essential, and there are obvious parallels to systematic problem solving. But unlike problem solving, experimentation is usually motivated by opportunity and expanding horizons, not by current difficulties. It takes two main forms: ongoing programs and one-ofa-kind demonstration projects. Ongoing programs normally involve a continuing series of small experiments, designed to produce incremental gains in knowledge. They are the mainstay of most continuous improvement programs and are especially common on the shop floor. Corning, for example, experiments continually with diverse raw materials and new formulations to increase yields and provide better grades of glass. Allegheny Ludlum, a specialty steelmaker, regularly examines new rolling methods and improved technologies to raise productivity and reduce costs. Successful ongoing programs share several characteristics. First, they work hard to ensure a steady flow of new ideas, even if they must be imported from outside the organization. Chaparral Steel sends its first-line supervisors on sabbaticals around the globe, where they visit academic and industry leaders, develop an understanding of new Xerox’s Problem-Solving Process Step Questions to be Answered What do we want to change? Expansion/ Divergence Lots of problems for consideration Contraction/ Convergence One problem statement, one â€Å"desired state† agreed upon What’s Next to Go to the Next Step Identification of the gap â€Å"Desired state† described in observable terms Key causes documented and ranked 1. Identify and select problem 2. Analyse Problem What’s preventing us from reaching the â€Å"desired state†? How could we make the change? What’s the best way to do it? Lots of potential causes identified. Key causes identified and verified 3. Generate potential solutions 4. Select and plan the solution Lots of ideas on how to solve the problem Lots of criteria for evaluating potential solutions. Lots of ideas on how to implement and evaluate the selected solution Potential solutions clarified Criteria to use for evaluating solution agreed upon Implementation and evaluation plans agreed upon Implementation of agreed-on contingency plans (if necessary) Effectiveness of solution agreed upon Continuing problems (if any) identified Solution List. Plan for making and monitoring the change Measurement criteria to evaluate solution effectiveness 5. Implement the solution Are we following the plan? Solution in place 6. Evaluate the solution How well did it work? Verification that the problem is solved, or Agreement to address continuing problems work practices and technologies, then bring what they’ve learned back to the company and apply it to daily operations. Inlarge part as a result of these initiatives, Chaparral is one of the five lowest cost steel plants in the world. GE’s Impact Program originally sent manufacturing managers to Japan to study factory innovations, such as quality circles and kanban cards, and then apply them in their own organizations; today Europe is the destination, and productivity improvement practices the target. The program is one reason GE has recorded productivity gains averaging nearly 5% over the last four years. Successful ongoing programs also require an incentive system that favors risk taking. Employees must feel that the benefits of experimentation exceed the costs; otherwise, they will not participate. This creates a difficult challenge for managers, who are trapped between two perilous extremes. They must maintain accountability and control over experiments without stifling creativity by unduly penalizing employees for failures. Allegheny Ludlum has perfected this juggling act: it keeps expensive, high-impact experiments off the scorecard used to evaluate managers but requires prior approvals from four senior vice presidents. The result has been=a history of productivity improvements annually avenging 7% to 8%. Finally, ongoing programs need managers and employees who are trained in the skills required to perform and evaluate experiments. These skills are seldom intuitive and must usually be learned. They cover a broad sweep: statistical methods, like design of experiments, that efficiently compare a large number of alternatives; graphical techniques, like process analysis, that are essential for redesigning work flows; and creativity techniques, like storyboarding and role playing, that keep novel ideas flowing. The most effective training programs are tightly focused and feature a small set of techniques tailored to employees’ needs. Training in design of experiments, for example, is useful for manufacturing engineers, while creativity techniques are well suited to development groups. Demonstration projects are usually larger and more complex than ongoing experiments. They involve holistic, system wide changes, introduced at a single site, and are often undertaken with the goal of developing new organizational capabilities. Because these projects represent a sharp break from the past, they are usually designed from scratch, using a â€Å"clean slate† approach. General Foods’s Topeka plant, one of the first high commitment work systems in this country, was a pioneering demonstration project initiated to introduce the idea of self-managing teams and high levels of worker autonomy; a more recent example, designed to rethink small-car development, manufacturing, and sales, is GM’s Saturn Division. Demonstration projects share a number of distinctive characteristics: †¢ They are usually the first projects to embody principles and approaches that the organization hopes to adopt later on a larger scale. For this reason, they are more transitional efforts than endpoints and involve considerable â€Å"learning by doing. † Mid-course corrections are common. †¢ They implicitly establish policy guidelines and decision rules for later projects. Managers must therefore be sensitive to the precedents they are setting and must send strong signals if they expect to establish new norms. †¢ They often encounter severe tests of commitment from employees who wish to see whether the rules have, in fact, changed. †¢ They are normally developed by strong multifunctional teams reporting directly to senior management. (For projects targeting employee involvement or quality of work life, teams should be multilevel as well. ) †¢ They tend to have only limited impact on the rest of the organization if they are not accompanied by explicit strategies for transferring learning. All of these characteristics appeared in a demonstration project launched by Copeland Corporation, a highly successful compressor manufacturer, in the mid-1970s. Matt Diggs, then the new CEO, wanted to transform the company’s approach to manufacturing. Previously, Copeland had machined and assembled all products in a single facility: Costs were high, and quality was marginal. The problem, Diggs felt, was too much complexity. At’ the outset, Diggs assigned a small, multifunctional team the task of designing a â€Å"focused factory† dedicated to a narrow, newly developed product line. The team reported directly to Diggs and took three years to complete its work. Initially, the project budget was $10 million to $12 million; that figure was repeatedly revised as the team found, through experience and with Diggs’s prodding, that it could achieve dramatic improvements. The final investment, a total of $30 million, yielded unanticipated breakthroughs in reliability testing, automatic tool adjustment, and programmable control. All were achieved through learning by doing. The team set additional precedents during the plant’s start-up and early operations. To dramatize the importance of quality, for example, the quality manager was appointed second-in-command, a significant move upward. The same reporting relationship was used at all subsequent plants. In addition, Diggs urged the plant manager to ramp up slowly to full production and resist all efforts to proliferate products. These instructions were unusual at Copeland, where the marketing department normally ruled. Both directives were quickly tested; management held firm, and the implications were felt throughout the organization. Manufacturing’s stature improved, and the company as a whole recognized its competitive contribution. One observer commented, â€Å"Marketing had always run the company, so they couldn’t believe it. The change was visible at the highest levels, and it went down hard. † Once the first focused factory was running smoothly -it seized 25% of the market in two years and held its edge in reliability for over a decade-Copeland built four more factories in quick succession. Diggs assigned members of the initial project to each factory’s design team to ensure that early learnings were not lost; these people later rotated into operating assignments. Today focused factories remain the cornerstone of Copeland’s manufacturing strategy and a continuing source of its cost and quality advantages. Whether they are demonstration projects like Copeland’s or ongoing programs like Allegheny Ludlum’s, all forms of experimentation seek the same end: moving from superficial knowledge to deep understanding. At its simplest, the distinction is between knowing how things are done and knowing why they occur. Knowing how is partial knowledge; it is rooted in norms of behavior, standards of practice, and settings of equipment. Knowing why is more fundamental: it captures underlying causeand-effect relationships and accommodates exceptions, adaptations, and unforeseen events. The ability to control temperatures and pressures to align grains of silicon and form silicon steel is an example of knowing how; understanding the chemical and physical process that produces the alignment is knowing why. Further distinctions are possible, as the insert â€Å"Stages of Knowledge† suggests. Operating knowledge can be arrayed in a hierarchy, moving from limited understanding and the ability to make few distinctions to more complete understanding in which all contingencies are anticipated and controlled. In this context, experimentation and problem solving foster learning by pushing organizations up the hierarchy, from lower to higher stages of knowledge. 3. Learning from past experience. Companies must review their successes and failures, assess them systematically, and record the lessons in a form that employers find open and accessible. One expert has called t9is process the â€Å"Santayana Review,† citing the famous philosopher George Santayana, who coined the phrase â€Å"Those who cannot remember the past are condemned to repeat it. † Unfortunately, too many managers today are indifferent, even hostile, to the past, and by failing to reflect on it, they let valuable knowledge escape. A study of more than 150 new products concluded that â€Å"the knowledge gained from failures [is] often instrumental in achieving subsequent successes†¦. In the simplest terms, failure is the ultimate teacher. â€Å"‘ IBM’s 360 computer series, for example, one of the most popular and profitable ever built, was based on the technology of the failed Stretch computer that preceded it. In this case, as in many others, learning occurred by chance rather than by careful planning. A few companies, however, have established processes that require their managers to periodically think about the past and learn from their mistakes. Boeing did so immediately after its difficulties with the 737 and 747 plane programs. Both planes were introduced with much fanfare and also with serious problems. To ensure that the problems were not repeated, senior managers commissioned a high-level employee group, called Project Homework, to compare the development processes of the 737 and 747 with those of the 707 and 727, two of the company’s most profitable planes. The group was asked to develop a set of â€Å"lessons learned† that could be used on future projects. After working for three years, they produced hundreds of recommendations and an inch-thick booklet. Several members of the team were then transferred to the 757 and 767 start-ups, and guided by experience, they produced the most successful, error-free launches in Boeing’s history. Other companies have used a similar retrospective approach. Like Boeing, Xerox studied its product development process, examining three troubled products in an effort to understand why the company’s new business initiatives failed so often. Arthur D. Little, the consulting company, focused on its past successes. Senior management invited ADL consultants from around the world to a two-day â€Å"jamboree,† featuring booths and presentations documenting a wide range of the company’s most successful practices, publications, and techniques. British Petroleum went even further and established the post-project appraisal unit to review major investment projects, write up case studies, and derive lessons for planners that were then incorporated into revisions of the company’s planning guidelines. A five-person unit reported to the board of directors and reviewed six projects annually. The bulk of the time was spent in the field interviewing managers. ‘ This type of review is now conducted regularly at the project level. At the heart of this approach, one expert has observed, â€Å"is a mind-set that †¦ enables companies to recognize the value of productive failure as contrasted with unproductive success. A productive failure is one that leads to insight, understanding, and thus an addition to the commonly held wisdom of the organization. An unproductive success occurs when something goes well, but nobody knows how or why. â€Å"‘ IBM’s legendary founder, Thomas Watson, Sr. , apparently understood the distinction well. Company lore has it that a young manager; after losing $10 million in a risky venture was called into Watson’s office. The young man, thoroughly intimidated, began by saying, â€Å"I guess you want my resignation. † Watson replied, â€Å"You can’t be serious. We just spent $10 million educating you. † Fortunately, the learning process need not be so expensive. Case studies and post-project reviews like those of Xerox and British Petroleum can be performed with little cost other than managers’ time. Companies can also enlist the help of faculty and students at local colleges or universities; they bring fresh perspectives and view internships and case studies as opportunities to gain experience and increase their own learning. A few companies have established computerized data banks to speed up the learning process. At Paul Revere Life Insurance, management requires all problem-solving teams to complete short registration forms describing their proposed projects if they hope to qualify for the company’s award program. The company then enters the forms into its computer system and can immediately retrieve a listing of other groups of people who have worked or are working on the topic, along with a contact person. Relevant experience is then just a telephone call away. 4. Learning from others. Of course, not all learning comes from reflection and self-analysis. Sometimes the most powerful insights come from looking outside one’s immediate environment to gain a new perspective. Enlightened managers know that even companies in completely different businesses can be fertile sources of ideas and catalysts for creative thinking. At these organizations, enthusiastic borrowing is replacing the â€Å"not invented here† syndrome. Milliken calls the process SIS, for â€Å"Steal Ideas Shamelessly†; the broader term for it is benchmarking. According to one expert, â€Å"benchmarking is an ongoing investigation and learning experience that ensures that best industry practices are uncovered, analyzed, adopted, and implemented. † The greatest benefits come from studying practices, the way that work gets done, rather than results, and from involving line managers in the process. Almost anything can be benchmarked. Xerox, the concept’s creator, has applied it to billing, warehousing, and automated manufacturing. Milliken has been even more creative: in an inspired moment, it benchmarked Xerox’s approach to benchmarking. Unfortunately, there is still considerable confusion about the requirements for successful benchmarking. Benchmarking is not â€Å"industrial tourism,† a series of ad hoc visits to companies that have received favorable publicity or won quality awards. Rather, it is a disciplined process that begins with a thorough search to identify best-practice organizations, continues with careful study of one’s own practices and performance, progresses through systematic site visits and interview and concludes with an analysis of results, development of recommendations, and implementation. While timeconsuming, the process need not be terribly expensive AT&T’s Benchmarking Group estimates that a moderate-sized project takes four to six months and incurs out-of-pocket costs of $20,000 (when personnel costs ax included, the figure is three to four times higher). Bench marking is one way of gaining an outside perspective; another, equally fertile source of ideas is customers. Conversations with customers invariably stimulate learning; they are, after all, experts in what they do. Customers can provide up-to-date product information, competitive comparisons, insights into changing preferences, and immediate feedback about service and patt ern of use. And companies need these insights at all levels, from the executive suite to the shop floor. At Motorola, members of the Operating and Policy Committee, including the CEO, meet personally and on a regular basis with customers. At Worthington Steel, all machine operators make periodic, unescorted trips to customers’ factories to discuss their needs. Sometimes customers can’t articulate their needs or remember even the most recent problems they have had with a product or service. If that’s the case, managers must observe them in action. Xerox employs a number of anthropologists at its Palo Alto Research Center to observe users of new document products in their offices. Digital Equipment has developed an interactive process called â€Å"contextual inquiry† that is used by software engineers to observe users of new technologies as they go about their work. Milliken has created â€Å"first-delivery teams† that accompany the first shipment of all products; team members follow the product through the customer’s production process to see how it is used and then develop ideas for further improvement. Whatever the source of outside ideas, learning will only occur in a receptive environment. Managers can’t be defensive and must be open to criticism or bad news. This is a difficult challenge, but it is essential for success. Companies that approach customers assuming that â€Å"we must be right, they have to be wrong† or visit other organizations certain that â€Å"they can’t  teach us anything† seldom learn very much. Learning organizations, by contrast, cultivate the art of open, attentive listening. 5. Transferring knowledge. For learning to be more than a local affair, knowledge must spread quickly and efficiently throughout the organization. Ideas carry maximum impact when they are shared broadly rather than held in a few hands. A variety of mechanisms spur this process, including written, oral, and visual reports, site visits and tours, personnel rotation programs, education and training programs, and standardization programs. Each has distinctive strengths and weaknesses. Reports and tours are by far the most popular mediums. Reports serve many purposes: they summarize findings, provide checklists of dos and don’ts, and describe important processes and events. They cover a multitude of topics, from benchmarking studies to accounting conventions to newly discovered marketing techniques. Today written reports are often supplemented by videotapes, which offer greater immediacy and fidelity. Tours are an equally popular means of transferring knowledge, especially for large, multidivisional organizations with multiple sites.

Ethics of Observation

Uses of Observation within a work environment:†¢Identifies stages of development †¢Identifies level of ability †¢Use observations to plan activities †¢Monitors changes in behaviour †¢Use to report suspected abuse/neglect †¢Psychological evidenceWhy is observation important?By observing children within a work environment, we are able to learn their interests and dislikes. As teachers, it’s important for us to know the children we work with as deeply as we can, so we can relate to them and get in touch with their personalities. Once we have had the chance to observe children, we are able to plan activities and lessons according to individual learning styles and the children’s attitudes towards learning. By doing this, we are able to make their first years within a learning environment proceed to their best potential.Read on to learn about Ethical IssuesEthical IssuesBefore carrying out an observation on any child, make sure you have received permission from the parents of the child, your supervisor and depending on the age of the child, the child herself/himself. Here is a list of Ethical Issues concerning observationsAnonymity is important because all of your observations as a teacher should be kept confidential. If anyone who isn’t supposed to read your observations does happen to find them, you need to take careful measures to ensure that only you will be able to make sense of them. You will need to change the names of all children involved in your observation (Child A, B, C etc.) as well as the school name and the members of staff names (Staff A, B, C etc.).Confidentiality is vital when working with children. You wouldn’t want to let a child’s file fall into the wrong hands. Only certain people are allowed to read your observations, such as your supervisor, the parents of the child if they ask, and the child themselves. You should ensure that your records are kept in a safe place, and treat them in a confidential manner.Objectivity is needed within the observations you make within the working place. You cannot let your personal feelings or thoughts intrude with your observations. You must check that all statements are accurate, supported by evidence and are not discriminatory.Storage of Data is used to ensure that data is kept in a secure place. It makes sure that only authorised people are given access to the records. This ties in with the Data Protection Act 1998.Rights of the parents and child. Each have the right to refuse being observed and to see the observation record. The parents have the right to refuse permission of observation. Accuracy is essential within an observation to ensure that children are not assessed on inaccurate evidence. The evidence recorded must be as true a reflection of the child’s actions as possible. If the record is not as accurate as it could be, we may not take the precautions to meet the needs of the child. Purpose of the observati on is needed. The observation you record should not be used in any way to harm the child. Responsibility to record the observation as accurately and as carefully as possible is yours. Conclusions should be fair and supported by reasonable evidence. This ensures that the observation is used to the benefit of the child.

1867 reform act

In 1867 the second reform act was passed by Disraeli, there were many factors which brought about the reform act and public pressure was definitely one of them however there were other factors which helped the 1867 reform act to be passed, such as the conservatives being opportunists, the personal ambitions of Disraeli and also the fear of unrest that pushed the act to be passed. Public pressure had a large part to do with the passing of the 1867 reform bill in many ways. Most working class men at this time felt they were ready for the vote, this lead to the creation of pressure groups these would campaign for enfranchisement. In 1864 the national reform union was set up, this was mainly aimed at bringing the interests of the working and middle class men together in politics. Also created in 1864 was the reform league, although similar to the national reform union this was much more radical, it mainly aimed towards having universal male suffrage and a secret ballot. These groups would hold rallies of over 100,000 to try and put pressure on the government and get the bill passed, these groups doing this is significant evidence that public pressure could have been a large contributor to the passing of the act. It could also be argued that not only was the government being pressured into reform by these groups but it was scared of the repercussions and outbursts that could follow if the act was not passed. During this time Britain had gone through many difficult times such as , economic depression, a cholera epidemic and quite high unemployment. This would make the government anxious about the current temper of the general public and therefore wouldn’t want to upset them. An example of the public unrest would have been the Hyde park riots of 1867, where railings were ripped off windows were smashed and there was great uproar. This is then evidence that the bringing about of the 1867 reform act was also due to other reasons and not totally on pressure from the public, however it could be said that this fear of unrest was amplified by the pressure groups which would then suggest that public pressure was the main cause. Disraeli knew that to get this act passed and to stay in power he needed to take another step towards democracy, he wanted to attract the support of the back bench conservatives and the adullamites this is why the 1867 bill was much more moderate than the previous liberal 1866 bill. In the 1866 bill Gladstone had introduced the enfranchisement of people paying more than ? 7 in rent in the boroughs and ? 10 in the counties. This I believe was simply to radical and this is why I think it failed. The failure of the previous 1866 reform act by Gladstone I would say is also a contributor to the passing of the 1867 bill as people were not happy with this and therefore Disraeli saw his chance to strike and get the conservatives back into power. It could also be argued that the 1867 reform was pushed through as an opportunist act. At this time the conservatives had not been in power for over 20 years, at the time the liberal party was split, some wanting reform some not. The conservatives couldn’t miss this opportunity to get back into power or they could be out for another 20 years or even more. The death of Lord Palmerston in 1865 was a gateway as he had previously been the barrier to the idea of reform. The liberal party then didn’t sort out there problems and their government collapsed, this was when Disraeli saw the real opportunity and he put the conservatives in power in 1867. I would say that the opportunist mind of Disraeli and the conservatives was a large contributor of the passing of the act as if Disraeli hadn’t of seized the opportunity when the liberals were weakened he may have never had the chance. In conclusion I would argue that yes the pressure of the people on the government was large contributor to the bringing in of the reform act however it was not the only thing pushing for the act to be passed, conservative opportunism and fear of riot and revolt are just two other reasons that could have considerably helped to pass the 1867 reform bill.

Organisational Change Management Essay Example | Topics and Well Written Essays - 3000 words - 6

Organisational Change Management - Essay Example From a critical perspective, it is quite likely that in the prevailing situation, the planned change management strategies will lead to unavoidable conflicts and confusions among the employees. The objective of the study is thus to analyse the underlying problem as well as to find solutions to these problems. Emphasising on these aspects, the underlying objectives of the study is to critically analyse the change management approach considered by D2 applying the 5D’s framework that involves Definition, Discovery, Dream, Design and the Destiny. Definition: Primary Underlying Problems of the Case Study The situation witnessed by D2 as described in the case study of â€Å"The auto-components manufacturer†, portrays the problem of the survival and the sustainability within the competitive market scenario. In this context, a crisis was caused within the operational process of D2, fundamentally due to the decreasing demand of the consumers for the products. With reference to t he problem, the main cause was identified as the economic downturn resulting in the contraction of the business cycle and inhibited purchasing power of the customers. Hence, to counter the situational crisis, and generate customer demand to a sustainable extent, the company has been concentrating towards applying cost cutting strategies in accordance with the customer convenience with the given reduction in the purchasing power of the customers. From a theoretical understanding, it can be affirmed that the company has been focusing on a framed process to execute its change management approach, with a clear definition of the underlying objectives and assumptions (Golembiewski, 2000). In accordance with the crisis scenario the company also framed plans to discontinue the production of the few components and concentrating towards the other components at fewer production units to derive more sustainable benefits from economies of scale applying a retrenchment strategic notion. In accord ance to the crisis, the company has decided to close down an existing unit that being operated on the basis of out-dated technology support. It is expected that the closure of the company will result in accelerated redundancies as well as provide a substantial opportunity to very few employees to re-deploy within other plants or units. Economic downturn within the market scenario is also quite likely to cause increased unemployment thereby causing ethical concerns in the light of economic downturn situation. In accordance with aforementioned crisis scenario, situational leadership or the management style can be observed. Situational leadership style portrays decisions of the leader with respect to a particular situation. With reference to the related case study, a hierarchical organisation structure of D2 can be identified wherein the management’s decisions and the rules are followed from the top to the bottom level of the organisation. The prevailing organisational structure also forces the employees to abide by rules and regulations as well as the strategies framed by the management in

Homeland Security Department Plays Very Significant Role in Ensuring Research Paper

Homeland Security Department Plays Very Significant Role in Ensuring Security of the US - Research Paper Example The CIA (Central Intelligence Agency) is a federal intelligence agency heavily involved in homeland security since its establishment in the year 1947. The agency is involved in providing security intelligence on a national scale to USA’s senior policy makers and implementers. The agency’s director is nominated by the President on the consent and advice of the state senate. The appointed director oversees the agency’s budget, personnel and operations. At present, the number of people working in CIA cannot be disclosed publicly either is its budget. The agency’s budget and the number of employees are known and scrutinized only by the Budget management office and the Senate Intelligence committee. The agency has a number of responsibilities in the homeland security setup: Its most basic mission is to gather, analyse, conduct evaluation, and disseminate intelligence deemed foreign with the aim of assisting the country’s President and high-level policy-m akers in the government in formulating strategic decisions that are related to the overall security of the country (Gurr et al, 2009). This complex process integrates a number of steps. Identification of a national security problem, the collection of information, assessing present and perceived future situations based on the collected information, are definitely some of these steps (Douglas and Olshaker, 1999). The agency analysts only report the collected information and are not in any way mandated to make any policy recommendations (Sauter & Carafano, 2005). Making policy recommendations is left to other related agencies such as the Defense Department and the State Department. The CIA is also not involved in law enforcement that is done by the FBI (Federal Bureau of Investigations) (Douglas and Olshaker, 1999). The agency can also be engaged in actions deemed covert based on the President’s orders in line with the applicable law(s). CIA’s role in Homeland security is widely important. Its association  with Homeland Security is generally based on the agency’s four components/departments that work together in the processes of collecting information, analyzing the collected information, and disseminating it to senior officials in government  

Globlization Essay Example | Topics and Well Written Essays - 2250 words

Globlization - Essay Example Introduction In order to understand this topic, this article will start by defining the key concepts that are involved. One of these concepts is the term globalization. According to Harvard Professors Robert Keohane and Joseph Nye, understanding this term requires one to grasp another important term known as globalism (Bauman, 1998). Globalism is seen as a state of the world networks involving interdependence of multi-continental distances (Bisley, 2007). This interconnection involves the movement of information and ideas, people and force, as well as, capital and goods. It also involves the environment and biologically relevant substances such as acid rain or pathogens. Therefore, when defining globalization, Keohane and Nye state that it is the complete integration of globalism at a deeper or geographical level (Holton 1998). Globalization and Education in the Developing World: Case Study of Saudi Arabia The world as it is currently has attained the tag of being a ‘global vil lage’ (Holton 1998). This means that there is a higher level of interaction between different countries today than was the case 100 years ago. Currently, the issues affecting one country can easily be replicated in another country as witnessed in the spread of the Arab Spring from Tunisia all the way to Syria. Technology has ensured that there is faster seamless communication between people in two very distant regions. This way, a person in Africa can communicate one-on-one with a relative in France. In this way, the world as is has been opened up to more scrutiny and so has the formats of education all over the world (Bisley, 2007). Saudi Arabia is a state renown for its oil wealth and the fact that it is reined over by a monarch. The system of education in this country like in many developing countries has a lot of emphasis on university education (Ramady, 2010). This means that white collar jobs are mainly preserved for the university elite in the country. As a result, thi s makes technical studies appeal less as they are associated with failures. As stated above, this is a common occurrence around the developing world, and, as a result, the technical training institutions do not get as much funding as the universities. Saudi Arabia has not many natural resources apart from oil (Ramady, 2010). This means that it has to depend on other forms of resources to allow it to move ahead. One of these resources is the human manpower (Ramady, 2010). The most important avenues for creating this manpower are through education. According to organizations that promote knowledge based economies such as the World Bank, higher education has a direct correlation with the country’s productivity (Ramady, 2010). This means that higher education has a direct impact on the skill level of people in a country, which in turn affects the quality of work that they produce. There is also the additional aspect of the remuneration that these people receive, which further tra nslates to an improved standard of living. As seen above, technical education is not one that draws a lot of the populace in the country as it has a low remuneration. This is a worrying trend for a country like Saudi Arabia because being a developing country; it requires a lot of people trained in the technical studies. This means that there is a need to look at this matter. It is important that the government encourage people to take these courses by popularizing them.

Lighting Term Paper Example | Topics and Well Written Essays - 1250 words

Lighting - Term Paper Example What exactly is this phenomenon? What causes it to occur? Have scientists through the years found the answers to explain this amazing occurrence? If this was a myth, what sort of stories was told about it? These are just some of the questions that this paper aims to answer. Introduction â€Å"A French scientist named Pierre Gassendi was claimed to have named the northern lights after the Roman goddess of dawn, â€Å"Aurora† in 1621. The word â€Å"borealis† was added to represent the Greek god of the north wind, â€Å"Boreas† † (Effron L., 2011.). Others, however, claimed that it was the Italian scientist Galileo Galilei (1564-1642) who actually first gave the term ‘Aurora Borealis’, a Latin derived word† (â€Å"Facts and Info†, n.d.). Places where aurora borealis can be viewed have become tourist attractions in that part of the world_ the northern latitudes which particularly they call the polar zones. Some scientists call them a s â€Å"polar auroras† (or aurorae polaris)† (Polar zone, n.d.). All types of aficionados all over the world and from all walks of life come and gather to this part of the world to enjoy looking and appreciating a â€Å"no man-made† awesome sights in the sky. ... Here are some facts gathered about the officially known aurora borealis or northern lights in the earth’s northern hemisphere. Is Aurora Borealis, A Myth? When there were still no valid explanations for these amazing colorful sightings in the sky, people invented several stories translated into legends, folklores and myths. As myths, many have thought of these colorful lights in the sky as something alien in origin (â€Å"Alaska Public Land†, n.d.). It is important to note that â€Å"different cultures and communities had different stories to tell about the aurora borealis. For one, it was thought to be spirits of the dead dancing in heaven while others believed that those people who whistled at the lights were taken away by them. The lights were also thought to be trails of various gods and goddesses traveling in the sky. The dominance of red colors it radiated in the sky was also perceived to be signs of bloodshed, wars, and catastrophic events. Some have accepted th em as signs given by Immortal Gods and Goddesses in strange worlds trying to communicate with mortals† (â€Å"Facts and Info†, n.d.). But eventually through the years of man’s milestone achievements on scientific technology-advancement, persistent scientists were able to find scientific answers to what causes and makes up these northern lights. The Scientific Explanation The Corpuscular Theory of the Aurora Borealis by Goldstein in 1881 was one of the earliest theories attempting to explain the occurrence of the northern lights (Spencer, 1918). Further studies in support of the aurora borealis were initiated by, Paulsen, a Danish meteorologist (1891), Birkeland (1896), Dr.

Growing Crime Problem of Juvenile Delinquency Essay

Growing Crime Problem of Juvenile Delinquency - Essay Example We can then make a speculation on the future and offer recommendations to confront this unique challenge. In the last 200 years in the United States, children have held a special status within the framework of the law. However, the age at which they were considered juveniles has been subject to change over the years. In the early 1800s, most children that we consider to be juveniles today were treated as adults under the law. As late as 1827, a child at the age of 10 was considered to be of age to accept full adult criminal responsibility under the law in Illinois (Ferro 2003 p.3). In fact, the term 'delinquency' did not appear in US law until the turn of the twentieth century as social upheaval transformed our urban areas and juvenile crime became more prevalent and problematic. During this period, industrialization had brought people together in large urban areas from all over the country and the world seeking employment in the newly established factories in cities such as Chicago, New York, and Detroit. Social pressures and poverty fueled rising crime in the general population. This rise in crime among adults was mirrored in the juvenile population. States have often held great authority over the handling of juvenile crime. Delinquents would often be relegated to poorhouses, county farms, or reform schools. But by the 1920s, America was more cognizant of juvenile crime and its effect on the established social order. The move to the Sun Belt during the 1930s and 1940s magnified the problem in cities such as Los Angeles and Phoenix. Crime statistics from this period are largely fragmented and anecdotal. However, there was a concern among the population about the growing juvenile delinquency problem. President Herbert Hoover created the Wickersham Commission to investigate the rising crime rate. The report issued in 1931 found that, "...turf wars were being waged in America's large cities by rival criminal groups fighting for control of bootleg liquor distribution" (Ferro 2003 p.4). Gang crime and their influence on juveniles continues to dominate the juvenile delinquency issue. The post World War II era saw a beginning of the rise in adult crime that was echoed by juvenile delinquency. Access to media, technology, and mobility has contributed to the problem. Beginning in 1960, there was an increase in juvenile delinquency that peaked in the early 1990s (Ferro 2003 p.4). However, beginning in 1980 there was also a rapid escalation in the violence of juvenile crime and the reported incidents of gang activity and guns. Between 1978 and 1993 violent crime by juveniles rose 79% and the murders committed by juveniles soared by 177% (Levitt 1998 p.1156). Though the overall juvenile crime rate has gone down in recent years, the rates of more serious and violent crimes have not seen as dramatic of a decline. According to statistics complied by the Bureau of Justice Statistics, from 2001-2005 the total violent crime rate among juveniles has dropped, but forcible rape has not experienced the same decline (Sourcebook of criminal justice statistics 2006). Much of the pr evalence of violent juvenile crime has come as a result of, or can be attributed to, gang activity (Ferro 2003 p.5). Juveniles in contact with gang members, whether peers or family members, may emulate their activity even though they may not be a member of a gang. In

The Death Of Ivan Ilych Essay Example | Topics and Well Written Essays - 500 words

The Death Of Ivan Ilych - Essay Example It appears that Tolstoy’s main point in writing this story was to illustrate the concept of death. Death is usually portrayed as a very mysterious and frightening aspect of life. However within The Death of Ivan Ilynch, Tolstoy shows death in a different light. In the first chapter, Tolstoy really captures how utterly mundane death is, especially for those left behind. This is shown in the reaction of Ivan’s coworkers. For example, as soon as Fedor Vasilievich hears about Ivan’s death, he starts to think about the possibility of being promoted as Ivan’s spot in the court has now opened up(Tolstoy, 1886). Additionally, many of the men, particularly Peter Ivanovich feel a bit irritated or put out at the thought that they are now obligated to go pay their condolences to Ivan’s wife and family(Tolstoy, 1886). At the house, a man named Schwartz even communicates with Peter about an upcoming game of bridge at Fedor Vasilievich’s house(Tolstoy, 1886 ). This entire chapter illustrates how death can become a rather mundane event, and, even if someone is no longer living, the lives of other people continue on. In addition to addressing the mundane aspects of death, Tolstoy also looks at how drawn out illness and death can be. For much of the story, Ivan is battling a mysterious illness, and every doctor he visits appears to have a different opinion as to what it could be(Tolstoy, 1886). Eventually the illness becomes so severe and painful that Ivan is unable to live his life in a normal fashion and must be given powerful drugs like morphine in order to stave off the pain(Tolstoy, 1886). The medication does little to help him; however and Ivan becomes unable to care for himself at all. This period lasts quite a while in the story. At the end of his life, he screams for three days as the pain becomes too great(Tolstoy, 1886). Finally, he is able to die. Ivan’s death presents a more accurate take on the expiration of a human.

Social Work Essay Example for Free

Social Work Essay A career in social work gets people involved the community and the world. Social work is a profession that helps to improve problems faced in society in order to make it better and more civilized. Going into this project I knew all of the common and most basic information about social work. But, as I began to research more on the profession if social work, I learned more than I actually thought I knew. Social work is a great profession that involves people helping people and improving the lives of people all over the world. Making a difference in another person’s life was a huge attraction from social work to me. I have always been the type of person who has a genuine love for helping others. I get great joy out of it and it makes me feel rewarding. I truly believed that my love for helping others was my life’s purpose. The only difficulty I had was figuring out the right career that would allow me to fulfill my purpose. As freshman in high school is where I began my search for the perfect career. I took the time out for two summer’s straight and attended something similar to job shadowing with family members who currently held profession that involved helping people. This is when I was introduced to the field of social work. Even though there were other career fields that would fit my purpose, social work was the only career I felt was just right for me. I felt that social work was the right field for because it fitted my personality perfectly and not only did I want to help people hands on, I also wanted to be able to go outside of my office and help as well. Social work was the field that would allow me to do so. The profession itself is not as stressful compared to the medical professions. Social work professions involve face-to-face communication that is not as intense as other face-to-face conditions. While looking further in to the career that am attempting to pursue, I have gained a lot of knowledge from research and interviews which have inspired me even more to continue to strive for a career in the field of social work. Through my research I found many things from scholarly journals that interest me. I earned from the â€Å"Reevaluation of social work student’s career† study, conducted by researchers Rubin and Johnson, that most students are committed and devoted to the basics in a career of social work. Most of them also plan to open up their own private practice 5 years after graduation (Butler 45). The purpose of the study was to find out how committed master degree students were to a career in social work (Butler 45). Majority of the students wanted to hold positions in social work that did not involve having clients who were disabled in anyway. Students within a few years after graduation planned to go into private practice with social work (Butler 47). I also discovered from the social work of education journal that the instruction of multicultural content in social work classes causes a discomfort amongst professors, other faculty and students (Social work education 251-253). It is a discomfort especially for minority students that are attending schools of social work (Social work education 254-256). Most try to avoid the multiculturalism content when educating or being educated with the study of social work because most fear that the discussion on that particular topic will be blown out of proportion and will cause a huge disagreement (Social work education 254-256). I learned through interviews with social workers, Mr. Charles Blakely and Reava Lipson that the pay that comes with social workers may not be what I want in salary but it is worth it because it reminds me that I make a difference I other people lives so that they may be as successful as me. Overall I have learned from this entire project that you have to first be passionate about the career you plan to take on and secondly stay focused and devoted. Social work is not just a profession that helps other but it I also a profession that gives social workers the opportunity to help themselves through someone else’s problem. Social work is something like a projector that reveals what really goes on in societies all over the world. Social work is a career that many have chosen and are still choosing. Social work deals the change of individuals and the changes in society. I am determined to make a difference in someone else’s life in the field of social work.

Marketing Analysis of Whale Watch Tourism

Marketing Analysis of Whale Watch Tourism Whale Watch- New Zealand’s Ultimate Marine Experience and the Nature-Tourism Market Question One Market Segmentation in the nature-tourism market can be defined as the process through which potential customers with similar needs and characteristics are grouped together so that a tourism organization can apply marketing strategies for the selected market segment efficiently (Oohlala, 2013). Segmentation also involves learning more about customers and making the heterogeneous market into a homogenous market (Bowker, 2014). Segmenting the New Zealand nature-tourism market is viable because it assists in understanding the needs and wants of customers, allocating marketing expenses efficiently, further developing products/services and developing marketing strategies more precisely (Grewal Levy, 2012). The two segments I will divide the domestic nature-tourism market are the: â€Å"Being There† and â€Å"Embracing Life† segments. Comprising of over a quarter of New Zealand’s adult population, ‘Being There’ is definitely an identifiable segment which is large and old. A majority of this segment are aged 55 years or older. They havea female majority and a high percentage of people living alone. The segment can be found throughout all over in New Zealand meaning that it is substantial. Members of this segment have a strong interest in gardening and reading. They also have a positive interest in visiting natural/scenic locations, and are most likely to be a member of church or rotary group. Members of ‘Being There’ are motivated to travel by a yearning to spend time with people they love and appreciate natural/scenic locations. This segment is most interested in sightseeing, natural attractions and walking/hiking and meaning it is a responsive segment for the nature-tourism market. As this segment is relatively wealthy, money is less of a barrier to travel meaning that it is a profitable segment. There are many viable marketing channels that can be used to reach this segment which makes it reachable. These include: Major daily newspapers, special media (e.g. gardening channels/magazines/groups), affinity groups (churches, Rotary, other voluntary groups) are all channels that can be used to reach this market. Another segment for the New Zealand nature-tourism market makes up nearly a quarter of the adult population making it a substantial segment, ‘Living Life’ shares a philosophy to live life to the fullest and embrace nature. This segment is identifiable with a majority of members being aged between 25 and 60 years old. This segment has a dominant family structure of couples with children. Members of ‘Living Life’ can be found throughout all over New Zealand which enables the segment to be substantial. Members of this segment are most likely to have hobbies such as mountaineering, tramping, sight-seeing, boating and gardening at home. This segment is very responsive because vacations are important to them and they holiday frequently within New Zealand. When holidaying in New Zealand, they take part in their favourite activities with their children and partners, away from the pressures of daily life. The ideal holiday for ‘Living Life’ is spending well-earned money on an above all family-friendly, and involves outdoor experiences, scenery and landscapes meaning it is a profitable segment which will spend money on nature-tourism. Key barriers to travel are the amount of annual leave available, work and family commitments. This segment is reachable through channels such as newspaper, media/online (e.g. golf, outdoor, boating, fishing), newspapers and fairs. Question Two In order to evaluate how Whale Watching’s product is perceived by potential customers, it is vital to deconstruct the product into four different levels. This is called the Total Product Concept and we will use this model to deconstruct the product Whale Watch is offering, and evaluate how the company is positioned within the nature-tourism market. Firstly, the Core Product is the fundamental benefit that responds to a potential customer’s need or wants (Elliott, Rundle-Thiele Waller, 2010). For Whale Watch the core benefit for a customer would be being able to observe whales in their natural habitat. This could be for recreational or scientific and educational purposes depending on the motive of the customer. Secondly, the Expected Product is the relative factors that delivers the benefit which forms the core product and fulfil the customer’s most basic expectations (Elliott, Rundle-Thiele Waller, 2010), Whale Watch offers an exciting up-close encounter with the Giant Sperm Whale in their natural environment. In a typical Whale Watch tour, the customer can expect to encounter a wide variety of sea-life and birds. Vessels are crewed by an expert team who are experienced in interacting with the whales. Whale Watch ensures that passenger comfort and safety are always high priority. These are all expected features of the product/service Whale Watch is offering to customers. The Augmented Product offers a combination of benefits that is not a part of the basic level of needs for the customer. It is at the augmented product level where marketers are able to significantly differentiate their products/services from the competition (Elliott, Rundle-Thiele Waller, 2010). Whale Watch is New Zealand’s only vessel-based whale watching experience and the 95% success rate of trips at Whale Watch means that they guarantee an 80% refund and is an example of an augmented service that gives a competitive edge over other companies. Furthermore, it is based in Kaikoura, the Whale Watching capital of New Zealand which provides a unique experience over other locations. Whale Watch is committed to the care and protection of the environment and seeks to minimise waste, promote recycling, use eco-friendly product and minimise their impact on marine life (Whale Watch, 2013). These factors are important for customers who really care about then environment and are conce rned with conservation and the preservation of nature. All these special features and facilities are factors that would help customers to choose Whale Watch over other competitors. The Potential Product of the Product Concept Model comprises all possibilities that could become part of the expected or augmented product. This includes features that are being developed planned as well as features that have not yet been conceived (Elliott, Rundle-Thiele Waller, 2010). In the future, Whale Watch could offer new tours such as swimming with dolphins swimming with whales which would offer a unique, up-and-close, more personal experience. Whale Watch will need to do research on how to bring this programme to life and keep safety measures in mind. Whale Watch seems to be using a differentiation positioning strategies using conservation, nature preservation and a unique approach to attract customers. Whale Watch’s positioning statement is used to succinctly convey their philosophies and approach: â€Å"Whale Watch Kaikoura is New Zealand’s ultimate all year round nature experience offering visitors an exciting up-close encounter with The Giant Sperm Whale† (Whale Watch, 2013). â€Å"We are visitors to the world of the whales and respect it as such at all times. As a Maori owned company, Whale Watch cherishes the twin values of hospitality to visitors and reverence for the natural world† (Whale Watch, 2013). Question Three A service is an act or performance offered by one party to another. They are economic activities that create value and provide benefits for customers at specific times and places as a result of bringing desired change .One of the unique characteristics of a service is that it is inconsistent meaning the service provider cannot provide exactly the same service every time (Brown, 2008). Applying this to Whale Watch’s situation, because of the nature of their service, Whale Watch cannot guarantee the same Whale Watching experience to customers for every tour. Depending on seasonal variations or even the weather on a particular day, every trip will offer a different kind of experience. Customers are not guaranteed to be able to see a consistent number of whales and sea-life on every trip because Whale Watch has little control over this factor. In some seasons of the year, certain animals will not appear at all and on certain days no whales may be sighted at all. Because Whale Watch offers a conservative and completely nature-based experience it cannot â€Å"force† a service and experience for the customer. In order to manage these challenges Whale Watch seems to have particular strategies to target and solve these challenges. Firstly, Whale Watch offers an 80% refund if a tour does not see a whale. Furthermore, Whale Watch staff constantly monitor the weather and respond professionally to any changes. This could a result in a tour being cancelled or safety restrictions placed on children or passengers with medical problems. This is because Whale Watch wants to promote passenger comfort and safety as their number one priority. Furthermore, Whale Watch would want to decrease the chances of a trip a day with bad weather conditions resulting in zero or minimal whale sightings. The on-board plasma screens display a virtual animated tour while the tour is actually taking place so customers will have a larger than life experience even though there may be inconsistency in actual whale and other sea-life sightings. Also, the professional guides and skippers are there in order to maintain consistency in a service with inconsistent characteristics. Whale Watch will make sure that the staff provide a high level of professional service with passenger safety and comfort as their number one priority. This is evident in their constant monitoring of weather and responding professionally.to any changes. Looking at Whale Watch’s philosophy and positioning statement, the company emphasizes that it is Maori owned which has a reverence for the natural environment and is dedicated to conservation, preservation and respect for wildlife. This is a factor that Whale Watch seems to be using to manage challenges of inconsistency of its services. Many customer’s especially nature-lovers and conservationists will respect the company’s philosophies and understand the unavoidable, inconsistent nature of services that Whale Watch is offering. Word Count: 1590 References Grewal, D., Levy, M. (2013). Marketing (1st ed.). New York: McGraw Hill/Irwin. Oohlala, R. (2013). Tourism market segmentation. Slideshare.net. Retrieved from http://www.slideshare.net/reymarieoohlala/tourism-market-segmentation/ Whalewatch.co.nz. (2014). New Zealand Attractions | Kaikoura Whale Watching | Canterbury NZ. Retrieved from http://www.whalewatch.co.nz/ Brown, A. (2008). Alex Brown: teaching digital marketing and ending horse slaughter. Udel.edu. Retrieved from http://www.udel.edu/alex/index.html/ Bowker, M. (2014). Segmentation, targeting and positioning [PowerPoint slides]. Retrieved from https://cecil.auckland.ac.nz/

Chivalry??. . . . . . . . . Today?? :: essays research papers

Chivalry is usually known as a moral system or an honor code. It originated in the 12th century when kings ruled the country, as a code to make peace. Now there is no king or queen monarchy, now there’s that wonderful thing that we call the Government. If you were to ask me if chivalry existed today I’d have to say that there are some examples, but there sure aren’t as many as there used to be. Back in the time when King Arthur ruled a lot of the people were loyal to their king and their country. Now our wonderful crime, racism, and hate conquer all systems. Some ways that you might be able to say that chivalry still is around is perhaps clubs, such as, basketball teams or baseball teams. The teams as well as the fans have great loyalty to their team. The fans will wait outside for days to get tickets for the big game. People pay to see fights on Pay-Per-View. And if you ever go to a Hawks game I’ll guarantee you that their fans will â€Å"tell off† anyone that is saying anything bad about their beloved team!   Ã‚  Ã‚  Ã‚  Ã‚  Also another way that you would see chivalry today is in corporate businesses. For example, I work or 21st Century Telecom Inc. I do Technical Support. Anything that goes wrong with your Internet access or your e-mail devices, will be fixed by me. We are in a very corporate area, State and VanBuren, and when we have meetings about things that no one can tell the media, or other companies, such as mergers or special events. It seems that no one ever says anything negative. We are very dedicated to our job and sometimes you will catch one of our Administrators sleeping here over-night. Now if that isn’t dedication to your job, I don’t know what is!   Ã‚  Ã‚  Ã‚  Ã‚  Another way that you could find chivalry today would be all the Unions. Chicago Unions have plenty of hard working men and women in all sorts of trades. They are very loyal and proud (most of them!) of their work that they have done. Then you get the people that just want their paycheck. Those are the types that really don’t show much loyalty or contribute much to their job.   Ã‚  Ã‚  Ã‚  Ã‚  Some ways that you could say that there is not really chivalry in today’s society is the slowly disintegrating church.

Biological Rights Essay -- essays research papers

Biological Rights What is a parent? A parent is someone who will love and nurture a child, and help mold it into the best that child can be. At least that is what society would like to believe. If someone adopts a child, does that make him or her any less of a parent? Is it not possible that they will love that child more then its biological parent could? Unfortunately, once adoption is final some biological parents try to fight for their child back. This can only bring confusion into the child’s life period. Tearing a child away from the parents it knows, is a cruel, unhealthy and immoral act. Every state has their own set of laws concerning adoption. The one part that each state varies the most is the â€Å"Waiting Period†. The â€Å"Waiting Period† begins when both sets of parents sign papers signifying the beginning of the adoption. â€Å"Typically, the waiting period ends six months after the child is placed in the home. The temporary decree is replaced by a final one. The most important feature of this decree is that it is final. The biological parents now have no legal relationship to the child.†{Bolles 94} Some biological parents, however, just do not understand that. They fight to get their child back, that they so willingly gave up. They don’t care about the feelings of the child, only their personal needs that they feel the need to satisfy. â€Å"Children are compared to property rather then a person†.{Bolles 36} These children, who live with the adoptive parents, who are now in ...

Chromium :: essays research papers

One of the most controversial supplements on the market is chromium. In the body, its natural functions consist of potentiating the activity of insulin and influencing lipid and protein metabolism. It may also be involved in the formation of glycogen in muscle tissue and facilitate the transport of amino acids to the muscles. Chromium can also affect cholesterol metabolism (Williams, 262). There are different claims to this mineral’s benefits, but the most common ones are muscle building, and fat burning. Although it is a big seller in the industry, does it really work? The main users of chromium at one point were body builders. chromium was marketed at first with the promise of building more muscle mass. Unfortunately, it failed to produce results as a muscle builder, and then was introduced as a fat burner. Those who were dieting and some long distance runners interested in holding low weights began to use the supplement and still do today. Although it is advertised as a fat burner, an article in a 1995 issue of the Journal of Sports Medicine and Fitness described an experiment that proved otherwise. A double blind study was conducted among healthy Navy personnel (79 men, 16 women). Participants took one capsule of either chromium picolinate or a placebo per day during a 16-week experiment. Subjects met for a minimum of 3 times/week for 30 minutes of aerobic exercise. The chromium group failed to show any greater reduction in body fat, or gains in muscle mass than that of the placebo group. Therefore, the results showed chromium supplements to be â€Å"ineffective in enhancing body fat reduction† (Trent, Linda K., 273). Trent’s experiment was not the only one to prove Chromium’s inadequacies. In 1993, Melissa A. Hallmark et al proved Chromium to be a useless supplement that was only excreted when ingested in excess. In Hallmark’s experiment, sixteen untrained males (23 years old +/- 4) were studied to examine the effects of Chromium supplementation when used during a 12-week training schedule of resistance exercise. The men trained 3 times/week and food records were kept. The results showed that there was no significant difference in muscle gain or weight loss between the placebo group and those who ingested chromium with their diets other than the amount of Chromium excreted. Lacking results have proven chromium as a fat burner to be yet another wait loss quackery Dr. John Vincent at the University of Alabama at Tuscaloosa has also proven that chromium supplements such as chromium picolinate may even cause cancer.

Traditional Games Are More Useful Than Modern Games in Developing Children’s Abilities. to What Extent Do You Agree

Traditional games are more useful than modern games in developing children’s abilities. To what extent do you agree? It is commonly deemed that games play an increasingly pivotal role for children’s growth, which bestows marked benefits upon the future life of our next generation. Yet whether conventional games are more useful than modern ones in youngsters’ physical, mental, intellectual development has sparked spirited debate. From my perspective, the boons brought about by conventional games far outweigh the banes.It is manifest that conventional games result in numerous benefits. Owing to the fierce competitions at school, children, in their formative years, need entertainment to balance the long sitting at desks. Obviously, conventional games afford a break from the mental focus of academic courses, which enable youngsters to relax their body and ease their mind. Furthermore, conventional games are able to cultivate young adult a sense of teamwork.Winning th e game is not everything, cooperation in striving to win is marvelous successful at help people to communicate efficiently, to trust in each other, and to accept those who are different from themselves. These might make them better prepared for their adult life and become better at decision making and critical thinking. However, conventional games do not come without drawbacks. If everything children play in the game is exactly the same, their world would really be dull and monotonous.As the saying goes,† nothing endures except change. No matter how wonderful certain traditional game is, the same without any innovation will lose attraction among young people sooner or later. On the other hand, modern computer games are more likely to measure up to various expectations of adolescents, thereby putting a new patch on the previous programs, from which students can learn computer application abilities. In the final analysis, I concede that although modern games have something uniqu e, traditional ones are more blessings to offspring. On balance, children need to do their utmost to honor modern technology.

Family Problems

Many Family conditions are seen as factors that increase the likelihood of poverty. Regarding risk factors, Tom Luster and Harriett McAdoo of Michigan State University summed up the findings of 17 eminent researchers in the field in 1994 by noting: â€Å"Over the past 15 years, research on diverse samples of children has shown that children who are exposed to several risk factors simultaneously tend to experience learning or behavioral problems. â€Å"a Poor families are more likely to have multiple risk factors. Jean Brooks-Gunn of Teachers College at Columbia University and her colleagues estimated that in 1995, only 2 percent of poor families had no risk factors, while 35 percent experienced six or more. By contrast, among families that were not poor, 19 percent experienced no risk factors and 5 percent experienced six or more risk factors. b Many of these risks are measures of conditions linked to broken families. The instrument used most widely in social science research to assess risk factors is the â€Å"HOME† measurement, used in the National Longitudinal Survey of Youth (NLSY). The factors in the HOME scale below can be shown to be associated with the presence or absence of marriage and with Family structure, as noted within the parentheses. References cited in the footnotes for each factor are studies that illustrate the correlation between the risk and Family structure. The HOME assessment factors are: * Low birth weight (most prevalent in out-of-wedlock births). c * Low neonatal health index score (most prevalent in out-of-wedlock births). c * Unemployment of the household head (least likely in a two-parent Family). * Mother has less than a high school education (less likely if parents are married). e * Mother has a verbal comprehension score below the 25th percentile (associated strongly with educational level, which is linked extensively to her parent's Family structure). f * High maternal depression score (less likely if married). g * More than three stressful life events (less likely if married). h * Teenagers at time of child's birth (most unlikely to marry). f * Low social support network (less likely if married and have married parents). i * Father absent at time of interview. Child-to-adult ratio is greater than 2:1 (50 percent less likely if married, since marriage doubles the number of adults). * Simplistic categorical view of child development. * Of ethnic minorityb (two married parents are less likely in African-American and Hispanic households). j Rather than being immutable conditions, many of these risk factors are the result of individual choices, particularly regarding marriage. Restoring marriage among the poor would create home environments that are more likely to reduce these factors significantly. But this will require a coordinated effort by the public, private, and parochial sectors of society. aTom Luster and Harriette Pipes McAdoo, â€Å"Factors Related to the Achievement and Adjustment of Young African American Children,† Child Development, Vol. 65, No. 4 (April 1994), pp. 1080-1094. bJean Brooks-Gunn, Pamel Kato Klevbanov, and Fron-ruey Liaw, â€Å"Learning, Physical and Emotional Environment of the Home in the Context of poverty: The Infant Health and Development Program,† Children& Youth Services Review, Vol. 17, (1995), pp. 251-276. Family Problems Many Family conditions are seen as factors that increase the likelihood of poverty. Regarding risk factors, Tom Luster and Harriett McAdoo of Michigan State University summed up the findings of 17 eminent researchers in the field in 1994 by noting: â€Å"Over the past 15 years, research on diverse samples of children has shown that children who are exposed to several risk factors simultaneously tend to experience learning or behavioral problems. â€Å"a Poor families are more likely to have multiple risk factors. Jean Brooks-Gunn of Teachers College at Columbia University and her colleagues estimated that in 1995, only 2 percent of poor families had no risk factors, while 35 percent experienced six or more. By contrast, among families that were not poor, 19 percent experienced no risk factors and 5 percent experienced six or more risk factors. b Many of these risks are measures of conditions linked to broken families. The instrument used most widely in social science research to assess risk factors is the â€Å"HOME† measurement, used in the National Longitudinal Survey of Youth (NLSY). The factors in the HOME scale below can be shown to be associated with the presence or absence of marriage and with Family structure, as noted within the parentheses. References cited in the footnotes for each factor are studies that illustrate the correlation between the risk and Family structure. The HOME assessment factors are: * Low birth weight (most prevalent in out-of-wedlock births). c * Low neonatal health index score (most prevalent in out-of-wedlock births). c * Unemployment of the household head (least likely in a two-parent Family). * Mother has less than a high school education (less likely if parents are married). e * Mother has a verbal comprehension score below the 25th percentile (associated strongly with educational level, which is linked extensively to her parent's Family structure). f * High maternal depression score (less likely if married). g * More than three stressful life events (less likely if married). h * Teenagers at time of child's birth (most unlikely to marry). f * Low social support network (less likely if married and have married parents). i * Father absent at time of interview. Child-to-adult ratio is greater than 2:1 (50 percent less likely if married, since marriage doubles the number of adults). * Simplistic categorical view of child development. * Of ethnic minorityb (two married parents are less likely in African-American and Hispanic households). j Rather than being immutable conditions, many of these risk factors are the result of individual choices, particularly regarding marriage. Restoring marriage among the poor would create home environments that are more likely to reduce these factors significantly. But this will require a coordinated effort by the public, private, and parochial sectors of society. aTom Luster and Harriette Pipes McAdoo, â€Å"Factors Related to the Achievement and Adjustment of Young African American Children,† Child Development, Vol. 65, No. 4 (April 1994), pp. 1080-1094. bJean Brooks-Gunn, Pamel Kato Klevbanov, and Fron-ruey Liaw, â€Å"Learning, Physical and Emotional Environment of the Home in the Context of poverty: The Infant Health and Development Program,† Children& Youth Services Review, Vol. 17, (1995), pp. 251-276.

Marketing Sample

Canada is among the leading countries in economic production.   Since its industrialization, much has been achieved from the economic sector especially through manufacturing industries.   Butter fat, Sugars and alcohol could not complete diet until when some foods in Ball Park of 100grams of fat per 750ml bottle, cream liqueur was introduced in the market.   The cream liqueur industries sales in seasons where by the peak is around October, November and December holidays which are the perfect holiday treat- permitted during the gluttony of the season. These sale seasons are cut back after New Year resolution kicks in (Bender & Bender, 1995). Yet even in a climate of health conscious consumerism, cream liqueur sales continues to hold their own. In terms of market growth per year, the liqueur distributing brand reports a 1.7 per cent increment in its sales as compared with the previous 12 months, while   connect logistics in Alberta reports a   0.9 per cent increase for the same period. In some parts like Alberta, the figures are deceptive however, not included in the statistics but can be roughly half of cream liqueurs that benefits from a lower tax rate by being classified in the category with alcohol lender 17 percent.   This category division exists only in Alberta whose flagship cream liqueur lowered its alcohol content in order to distribute within the province.   Research shows that while the average consumer will not be able to detect the decreased alcohol, the price differential will be noticed. Canada has been unique in labeling restrictions which require liqueurs to have a minimum of 22 per cent alcohol.   This has in turn improved their sales both in quality and quantity.   It also implies that most cream liqueurs are actually classified as liquors in Great White, North.   In terms of sales this Canadian company maximizes its sales through selling predominantly on quality basis unlike other companies which attract customers through bargain of prices. This is why the industries continue to grow despite an influx of new products within the category.   The cream liqueur company has widely diversified its production because about 61 cream liqueurs products are in the market. Within the category, however, many agents agree Irish creams have the most staying power, while flavored cream come and go. Their products have fetched market even with international countries which is evident by Highwood distilleries whose sales of flavored creams have been dismissal and Highwood will be discontinuing their maple and chocolate Rose creams. Similarly, mountain crest is phrasing out its just deserts and fruits cream lines.   On the other hand, category leaders of cream liqueurs continue to have a strong presence in the market. Some other products like true Irish creams are made from Irish Whisky where the term often refers to any whisky based cream liqueur like Kemper’s Bavarian Cream made in Germany. Baileys original Irish Cream is still leading the park as number one selling brand in the world.   Launched in Dublin in 1974, Bailey was the very first commercially produced cream liqueur. Corolans Irish Cream Liqueur is ranked as the second best selling Irish Cream liqueur, both globally as well as in Western Canada.   Carolans is known for its honey taste and boosts lower price than its leading competitor. Amarula Cream, selling within the top four cream liqueurs in both Alberta and British Columbia, South Africa reported international volume growth of 12.7% in 2004.   This distell, is recognized for its environmental policies including elephant conservation initiatives (Bender & Bender 1995). References: Bender D and Bender A, (1995). A   Dictionary of Food and Nutrition. Oxford, New York.   

Living Arrangement Contract

My philosophy of marriage yours and your significant others philosophy of marriage. This is my Philosophy on marriage. When I think of marriage I think of a special bond between two people. I believe marriage is a choice among the ones that have a mutual relationship and they want to show other people how much they care about each other. The two make a mutual decision to have a ceremony of some sort and have a government recognize there union and that they share almost every facet of their lives together. Marriage to me means that they will endure good times and bad times together while showing mutual respect towards each other.My wife’s Philosophy on marriage. â€Å"Marriage, to me, is kind of lake taking a leap of faith. When you vow to love and be with the same person for the rest of your life, you’re putting the hopes and dreams and thoughts and feelings of two completely different lives and people into one. Finding a way to make it work isn’t always the eas iest thing, but that’s where the teamwork rally starts. It about believing and knowing the other person will always be there for you; to hear you for, support you when you need it, and to pick you up when you think you’ve fallen for good.Marriage is a partnership, a friendship, and a bond that takes a lot of work; but always reaps the best benefits and can reward you for the rest of your life if you care for it properly. † My philosophy of love and my significant others philosophy of love. This is my Philosophy on love. Love is not just one dimensional. I think of love as being like a seven layer of chocolate cake. The top layer represents the most extreme case of love because it has the most chocolate of all the layers. In this case that would mean love set aside for my wife. Love to me is a feeling that is strong that it can supersede anything.Love changes your feelings toward a person; whether it is for the right reasons or not. I have found someone so special to me that has made my feelings and emotions change for the better. Love also brings in the sensual side of me that I do not share with others. For one that would be gross and another bond with her is set apart from her and the others. (The cake in between the frosting) My philosophy of love towards my now wife of seven years is still there, and still burning strong inside me. I have seen how love has made me do things for her that I would not even slow down to think about anybody else for.The next layer of the chocolate cake is still very tasty but doesn’t include the same taste and goes as far as the first layer with my wife. I can also extend that love to my children and my family, (another layer and my friends (another layer and so on†¦) that are very close to me. The love for my children are just as strong for my wife, but in a totally different way. I would do anything for my children as long as it will not make them into a bad person. For instance, I will not rob a bank for my child if they needed money, but I might inflict pain on someone who has hurt my two young daughters, all in the name of love for my children.My wife’s Philosophy on love. â€Å"Love is something that can come in so many forms. It is shown in so many different ways and means different things to different people. When you love someone you don’t mind doing things you normally wouldn’t do if it makes the other person happy. Thinking of them and showing them affection should be second nature. You want to make them laughs; it warms your heart to see them smile. Love is something that is felt within but you find different little way to bring it out and share it. Love for your spouse, your children, your parents, your friends, and together family members are all felt differently.It’s up to you to show them what love for them is. † How are you going to cope with or handle the following topics: Religion, vehicle responsibilities, spouse indepe ndence, personal independence, academic or occupational issues, intimacy, communication, money, social activities, rearing of children, and household responsibilities etc†¦? Religion is just another thing that is always there, but not necessarily in the fore front of what we think about on a daily basis. I for one am a spiritual person. I believe in a higher power, but I don’t believe in organized religion.I understand why it is there and that most people in the world need it in their lives. I don’t have a problem with it and I am always willing to listen to any body about it as long as they aren’t trying to push it on me, and being over bearing. My wife on the other hand is Jewish and doesn’t practice like most do except around the bigger holiday’s, such as, Chanukah, pass over, etc†¦ And we are both cool with that. In fact I kind of know more about here religion then she does. Coping with vehicle responsibilities is easy. I have my vehi cles and she has hers.We each pay for and maintain our own vehicles so there are no problems what so ever. We both share the driving responsibilities and it works out great. Coping with spouse independence can be tricky at times especially now that I am back in school. Sometimes she wants to go out and have girl’s night out, and I fully understand. But I have to ask her to limit herself so that I am not the only one to watch the kids all by I why doing school work all the time. I sometimes wish that I had more free time. My personal independence has changed a lot. I have to think about not just myself. Like when I was younger.I have many responsibilities’ now; Wife, Children, Work, and School. I have always been good at taken care of myself when it is needed most. Coping with academic or occupati9onal issues has been a top priority on my list. I make sure that I take care of my work activities and do the right thing for my company and for myself in order to keep a job. It is extremely important now that the recession is still going on. That also ties into my academics. I try to do as well as I possibly can because I have found that if you want to do well in life you must make sure you get your education and do as well as possible.Just getting by was my old way of life, and I have found that did not lead me to what I wanted in life. Intimacy has never been a problem for me. I have found someone that I care about and love. I am still very much able to be intimate with my wife. Communication has always been a trial and error thing with me. Over the years I have learned to listen to my wife and do what she says. By doing so I am saving a lot of grief. (Just kidding) I do try to listen to all points in any argument and then try to make the best decision possible.That was a problem earlier in life where I might have let my ego take over and make a wrong choice because I wouldn’t know how to communicate. Coping with money, like must people can be trying. I work at handling my finances and try not to over spend from time to time. Social activities, in my life has, diminished mainly because I am so involved in with my immediate family, school, and work. There is not enough time in the day. Once I finish with school I should be able to be involved in social activities. Rearing of children has been difficult at times, but again it is another part of life and I think that I am doing well.I do wish I could spend more time with them then I do, but I think they understand that I am doing it for them. Finally, coping with household responsibilities; like I have been saying this how time. I have to manage my work load, (meaning school, work, family, etc†¦) find the time to share the household responsibilities. Right now I have projects everywhere. I am building a tree house, remodeling a basement, building a fence. And so on and so on. When I have free time I try to work on something. I have become quite good at juggling.