Fear :: essays papers

Fear The poem â€Å"Fear† by Gabriela Mistral, dramatizes the conflict between a mother and her fear of her child growing up. The mother is the speaker in this poem. The mother is frightened of her child growing up and not needing her as much as she does as a child. In stanza 1 line 1 it says, â€Å"I do not want them to turn my child into a swallow†. The swallow symbolizes a bird leaving the nest. The mother is fearful of her daughter growing up and moving out. This line is repeated in line 7. The mother refers to â€Å"them† when she talks of who is going to change her she is referring to society. The mother is fearful that society will make her daughter become independent. In line 4 it says, â€Å"and never come down again to my doormat†. She is fearful that her daughter will not come and visit once she moves out. In stanza 2 line 9 it says, â€Å"I do not want them to make my child into a princess.† The princess represents the childâ⠂¬â„¢s teen years. Again she refers to society as them. It is also repeated in line 16. The mother does not want society to turn her daughter into something she is not. She wants her child to have fun and play. The mother is fearful that her child will not sleep by her at night. In stanza 3 line 17 it says, â€Å"And I would like even less that one day they crown her queen.† The queen represents the daughter as an adult figure. The mother is frightened of the day her child is an adult, maybe married, and has a life of her own. She will not need her mother anymore. She will not be dependent on her mother anymore. Gabriella Mistral uses repetition in this poem.

The Sonnet Genre Combining with Figurative Language Essay -- Sonnets L

The Sonnet Genre Combining with Figurative Language Compare how the conventions of the sonnet genre combine with figurative language to create meaning in at least two texts. Originating in Italy, the sonnet was established by Petrarch in the 14th century as a major form of love poetry, and came to be adopted in England in the 16th century (Oxford Literary terms). Overtime there have been different types of sonnets written, for example the Italian (Petrarchan) sonnet, the English (Shakespearean) sonnet and the Spenserian sonnet. Each of these sonnets have there own conventions and use different types of poetic language to help create meaning for the reader. For the purpose of this essay we will look at how the conventions of sonnets combine specifically with figurative language to create meaning. We will begin by looking briefly at the three types of sonnet conventions before moving on to look at William Shakespeare’s ‘Sonnet 18’ and ‘Sonnet 73’ to show how meaning is created through the combination of conventions and figurative language. As earlier mentioned, there are different types of sonnet, the major types being Italian, Shakespearean and Spenserian, each having their own sonnet form. All forms generally have some common features, such as comprising of fourteen lines and being written in iambic pentameter. The Italian sonnet has an eight-line octave, which usually raises an issue/argument followed by a six-line sestet where the issue/argument is resolved. The octave has a rhyme scheme of ABBAABBA, and the sestet can have either two or three rhyming sounds arranged in a variety of ways, for example CDCDCD, CDDCDC, CDECDE thus making the sestet very flexible. The Shakespearean sonnet comprises of... ...ar conventions but developed its argument much like the Italian sonnet. This shows how the English form and Italian argument structure compliment each other. The conventions of both these sonnets did create meaning but this was further enhanced with the use of figurative language. In ‘sonnet 73’ the metaphors were used to show the speaker growing old and then extended throughout the sonnet, which helped to emphasize the sonnets central meaning. Whereas in ‘Sonnet 18’ personification was used to create an image in the readers head of an amazingly beautiful woman who is incomparable to even the nicest season, summer. I conclude that on there own both conventions and figurative language create meaning but when combined the meaning is enhanced. This is due to figurative language being able to create images for the reader and add mood and tension to a sonnet.

Which May Influence the Health and Development of Babies

3500 Unit 18 Task 1: (E1) Summarise the factors which may influence the health and development of babies in the first year of their lives. There are many factors that can influence the heath and development of babies in the first year of there life some factors can occur in the antenatal period before the child is born, some perinatal during the birth and some postnatal after the birth. An example of an antenatal factor is smoking. If the mother smokes during pregnancy the baby is more likely to be born premature with a low birth weight.They also can have poorer lung function and have organs that are smaller than a baby that is born to a mother that does not smoke. Another example of an antenatal factor is stress and worry. ‘Stress experienced by a woman during pregnancy may affect her unborn baby as early as 17 weeks after conception, with potentially harmful effects on brain and development, according to new research. ’ The cord being wrapped around the babies’ neck is a factor that can affect the perinatal period. If this does occur sometimes the cord will be cut before the birth of the baby can precede, other to this an emergency caesarean will be performed. When the cord compression is severe or long standing, the baby may have low Apgars and suffer brain damage, which could result in a degree of mental retardation or cerebral palsy. If the compression is severe enough and labor has not yet begun, the baby can die in uterus and be stillborn. Being born premature is a factor that can affect a baby during the birth. Premature birth is refers to a baby that is born less than 37 weeks of the pregnancy. Babies that are born premature are at greater risk for short and long term complications, including disabilities and impediments in growth and development.If the child’s mother suffers with postnatal depression this can be a factor that can affect the baby. As a result of this factor the child’s mother might not be able to bond with the child therefore the child will not feel safe and secure and also they may not be able to care for their child to their full potential. Also, although postnatal depression is more common in women, men can be affected too. The birth of a new baby can be stressful for both parents and some fathers feel unable to cope, or feel they are not giving their partner the support she needs.Abuse is a factor that can affect the baby in the antenatal period. It can leave the baby with lifelong affects such as confidence issues, depression and enabling them to make positive relationships. The baby may also fall behind in their expected stage of development. ‘Emotional problems such as anger, hostility, fear, anxiety, humiliation, lowered self-esteem and inability to express feelings. ’ Are also other affects of abuse towards a baby? E2: describe how indoor and outdoor environments for babies can be made safe, reassuring and stimulating.Write about what needs to be considered and provided in the setting so babies are safe, stimulated and feel reassured in their environment. This may include: relevant policies and procedures, attractive, reflects those that use it, indoors/ outdoors provision, age/stage equipment/resources†¦Ã¢â‚¬ ¦. Whilst children are playing indoors and outdoors there has to be many things that the practitioner has to consider and put in place. Although both environments have to be enjoyable, fun and stimulating they also have to be safe and secure for the babies.A policy is one thing that has to be put in place and used correctly in order for the environments to be safe and secure. An example of one current policy that is put in place in settings is the Health and Safety policy. The Health and Safety policy gives guidelines on how to keep children, staff, visitors and parents safe whilst attending the setting. An example of a procedure that will be stated under this policy is the signing in and out procedure. This procedure is put in place to make sure that no persons can enter the setting without reason or permission to be there.Equipment and resources in the setting needs to be appropriate for the age of the babies. An example of this which I have seen in the setting is paint. The paint that had been purchased for the setting was not age stage appropriate for the babies to do finger painting with which is what the paint was intended for therefore the paint could not be used. Staff ratio is important whilst keeping the children safe indoors and outdoors. In order to be able to meet all the children’s care needs and give the correct supervision then there needs to be the correct number of staff to the number of children that are in the setting.E3: State the choosen age group. Give information about the expected stage of overall development and identify changes which can be usually expected in the next two months. All babies are individual and will develop at different rates all babies will not develop to the same stage at the same age. A baby at the age of 3 months will be expected to be able to hold a rattle for a few seconds but they usually can not look at the rattle at the same time. By being able to do this the baby has developed on their physical skills. Within the next two months of their lives the baby will be expected to develop to the next expected milestones.At the end of four months the baby can now roll from their back to front. By being able to do this the infant has developed on their motor skills. Also the baby can now push up on his forearms and lift their head and chest 90 degrees when lying on their stomach this position only requires a slight lean to either side to become a roll. These two skills will help the infant to develop and slowly begin to crawl. An infant at the age of 5 months is now beginning to gain some balance and if the infant is sat on their parents lap or on the floor they might be able to sit for a few second unaided.If the parent places the child’s legs in a v shape and gives the baby a toy as distraction then they may be able to sit for a little bit longer each time. By doing this the parent is helping them to develop on their balance. E4: Explain how two different play activities/experiences can support the overall development of the baby described in E3. Write about two play opportunities which are developmentally appropriate for The baby described in E3. These may include everyday experiences such as Bath time or play activities. Identify how the overall development of the baby is helped by each experience/activity.A play activity such as laying the child under a play gym would help to support all developmental skills of a baby age 3 months. One example of the skills that are being built is physical development as they will be improving upon their fine motor skills such as their grasping reflects. Social and emotional skills are another area of development that the baby will be building upon. The practition er will be sat with the baby whilst they are under the play gym talking and communicating with to them, this will help to form an attachment between the practitioner and the baby. This activity is also supporting Bowlby’s attachment theory.At 5 months an activity that will help developmental skills is sitting the baby on the floor and providing them with a distraction such as toys to help them to be able to sit up unaided. A developmental skill that is going to be developed from this activity is the babies’ physical development. Intellectual development is another skill that is going to be built upon because the child will be exploring the different objects that the practitioner has provided them to play with this also links to the physical development as the child will be grasping the different objects while sat upright.E5: Describe the role of the practitioner in meeting the particular needs of babies in the chosen type of setting (group childcare) Give information a bout the responsibilities of the practitioner in EITHER group care OR home-based care. Responsibilities should relate to the chosen care setting and could include: establishing relationships with baby and parents, identifying and planning to meet baby's holistic needs, observation and recording of development, supervision, resources/equipment, routines, other children†¦Ã¢â‚¬ ¦.Meeting the care needs of the babies that are attending the setting is the main role of the practitioner. To be able to do this the practitioner has to establish positive professional relationships with the babies and their parents. The practitioner needs to establish this relationship to be able to meet the babies’ needs this will help this happen because the practitioner will be able to learn the babies’ routine and get to know the baby holistically. Good communication skills will aid this to happen.By getting to know the baby the practitioner will be able to plan to meet the baby’s needs. The practitioner can get to know the child holistically. Observations can be used to plan and also to support the practitioners planning. By doing regular observations the practitioner can observe the child and from the observation can gather an understanding of where the child is at in there development and use this information to meet the particular needs of children in the setting. They can then use the findings from there observation to plan for lessons, activities and the future. To monitor on-going development and plan for the next stage it is important to check that development is progressing steadily. With a good understanding of development patterns you can plan for the next stage. ’ The role of the practitioner is to also to provide the correct resources and equipment to meet the child’s needs and that provide stimulation. E6: Show how the child protection policies and procedures in the setting protect and safeguard the babies. Information about how c hild protection policies and procedures of the setting protect babies.This may include: observation/recording/reporting, recognising signs of abuse, confidentiality, rights of child, welfare of child, work with parents, teamwork†¦Ã¢â‚¬ ¦. Having implemented child protection policies and procedures in the setting will ensure that babies are always safeguarded whilst being in the setting. Child protection policies and procedures are put in place to protect the rights of the child, ensure the welfare of the child is being kept up to standards and also making sure that there needs are being met appropriately.It is also important that all practitioners in the setting understand their role regarding child protection. It is also vital that everyone is aware and follows the policies and procedures that are put in place to protect the baby’s. There are many forms of abuse that a child can be subjected to and that are subjected to. As a practitioner safeguarding children you need to be aware of these signs and be able to pick on them to be able to keep the child safe. All children, whatever their ages, culture, disability, gender, language, racial origin religious beliefs and/or sexual identity have the right to protection from abuse’. ‘All staff (paid/unpaid) working in sport have a responsibility to report concerns to the appropriate officer’. An example of a form of abuse that a child may be experiencing could be is physical abuse. A sign of this abuse that could help the practitioner to pick on the abuse that the child is experiencing is ‘Has unexplained burns, bites, bruises, broken bones, or black eyes’.Although one single sign does not prove child abuse is occurring in a family, but a closer look at the situation may be necessary if these signs appear repeatedly. Confidentiality needs to be abided by all the time during child protection. Not only will it help to keep the child safe confidentiality will help to keep the practitioner safe and cover themselves. Although if the practitioner thinks that a child is at harm then they need to approach the settings safeguarding officer and let them know what they think could be happening.Teamwork and working alongside parents are also essential to make sure that the child protection policies and procedures are successfully implemented in the setting. Whilst working with babies and keeping them safe the practitioner might have to work with other professionals such as social workers. Therefore the practitioner will have to make sure that they have good communication skills and that they are taking regular observations so that they are able to pass on information regarding the child to be able to keep them safe.E7: Explain the importance of the key worker system. Give reasons why well planned care routines and the key worker system benefit babies in early year's settings. This may include: links with home, individual needs identified/met, security and consis tency, babies learn to predict what is to happen, overall development and learning, relationships with parents, shared information, confidence and trust†¦Ã¢â‚¬ ¦. A baby needs routine, stability, safety and life’s basic essential to be able to develop and thrive therefore a well planned care routine is vital.During the time the baby spends in day care their home routine needs to be brought into the setting as this will help the child to make a clear link to the routine that they follow at home this will help the baby to be settled and feel safe. Having a well planned care routine will help the practitioner to meet the babies’ individual needs. The baby will be having nap time when necessary, having feeds at the correct time and also be receiving any medication that is needed to be administrated. As a result of all these things the child will be helped to feel security and consistency.Having a key worker system in the setting will allow all the needs of the baby to be met and will also give the baby the security, consistency and routine the need. ‘This means that each member of staff has a group of children for whom she/he is particularly responsible. Your child’s key person will be the person who works with you to make sure that what we provide is right for your child’s particular needs and interests. When your child first starts at the pre-school, she/he will help your child to settle and throughout your child’s time at pre-school, she/he will help your child to benefit from the pre-school’s activities. Having the key worker system in place will help ensure that a close professional relationship is developed between the staff and the baby’s parents so that the needs of the baby are made paramount and that the baby’s needs are met to the parents’ wishes. Confidence and trust will be built through the key worker system and well planned care routines because the baby’s needs are bei ng met and there is a good relationship developing then confidence and trust will come as a result of this which will help the well planned care routine to be affective.The practitioner must also abide by the Care Standards Act 2000. This act sets national standards that the setting has to meet whilst caring for the children in their setting. 219 227 235 531 595 D: Consider how the care routines can enhance the overall development of babies from birth to 12 months. A development of E7. Give examples of how the overall development of babies can be supported during care routines, eg as well as giving babies food and drink, meal times can be very enjoyable and stimulate the social and emotional development of babies because†¦Ã¢â‚¬ ¦.Well planned care routines can not only meet the individual needs of babies from birth to 12 months they also enhance their overall development. Nappy changing is made to be a part of a well planned care routine and is a part of the child’s care routine that not only has to be done to meet the baby’s individual needs but that can also help to enhance development in other areas. During nappy change the practitioner can communicate with the baby through singing and talking. As a result of doing this the practitioner is helping to develop on the baby’s language and social and emotional development.As the practitioner is talking and singing to the child they are also helping to build a bond between themselves and the child therefore if it was the baby’s key worker that was always changing the baby then this will help then bond to become stronger. Nappy changing can also be very enjoyable and stimulating for the baby and this will also result in helping to develop on the baby’s language development further. Another example pf how an event of a well planned care routine can also help to enhance the overall development of a baby is meal times.As well as meeting the baby’s individual care need an d helping the baby to understand routine it is also helping the baby to develop in other areas of development such as language development and can also help the children to form bonds with social and emotional attachments. At meal times in my current baby placement all the baby’s sit around the table together and all are eating or fed at the same time. Meal times are made fun with the practitioners communicating with the baby’s either through song or talking.By doing this the practitioners are helping the baby’s to become familiar with words which will help them to develop on their language development and they are also helping the baby’s to form bonds with the members of staff in the setting. As a result of this the children are going to be stimulated and experience enjoyment which will help when carrying out future meals times. Therefore as a result of this the baby’s will begin to enjoy nappy changes and meal times and the practitioner will be a ble to use these events of the care routine as times when the child can also be learning and developing.C: Discuss the importance of an environment that is safe, reassuring and stimulating. A development of E2. Consider why babies need a safe, reassuring and stimulating environment. This may include: the rights of the child and parents, encourages exploration, mental, emotional and physical benefits etc. Having a safe, reassuring and stimulating environment for babies that are attending the setting is essential in helping the baby to feel safe, secure and settled. The environment that a baby is developing in affects the way they grow and develop.As a result this environment will allow the baby to grow and develop their skills. Babies need plenty of opportunities to explore and move but they also need to be talked to and played with. Babies that have no or little stimulation will not or will slowly develop show signs of development. They will lack development in areas such as languag e and cognitive development. Offering babies lots of stimulation also encourages the children and helps them to develop on certain skills. By giving babies a safe, reassuring and stimulating environment then the practitioner is respecting the rights of the child.Every child has the right to be safe, feel reassured and have stimulation. To create this type of environment the practitioner has to enforce and used certain policies and procedures. An example of one of these policies is the child protection policy and a procedure that comes under this policy is that all staff has to be crb checked before entering the setting. As a result of this no one with a criminal conviction can enter the setting and it ensures that no one of any danger can work with the babies. Reference could be made to appropriate curriculum frameworks.B: Evaluate the role of the practitioner in promoting an inclusive approach when working with babies and their families 8 980 496 510 515 A practitioner should alway s have and promote an inclusive approach when working with babies. The practitioner should ensure that all babies are included and are care for with their individual needs being met at all times. As all the babies are different then within the setting there is going to many diverse needs that need to be met and the babies also have different family background and cultures that need to be considered in order for the practitioner to be inclusive.One role of the practitioner in promoting an inclusive approach is to put systems in place that can help to meet the children’s individual needs such as if one baby in the setting is allergic to peanuts then the practitioner will put a system in place so that the particular child is not going to come into any contact with nuts. An example of this would be that the baby’s feed or food would be kept in a separate place to the other baby’s food or snack so that the food is not coming in contact with any peanuts. A positive at titude in the setting is another way that the practitioner can promote an inclusive approach.If all the practitioners in the setting have a positive attitude towards the setting, children, parents and each other then it will help everyone to feel welcomed and included in the setting. Respecting the baby’s family’s beliefs and wishes is a way that the practitioner can demonstrate that they are promoting an inclusive approach. If the baby’s parents request that the baby cannot participate in a certain task or if they insist that the baby must do or receive something at a certain time then the practitioner must carry this out to the correct procedure that the family have requested in order to show respect for the families’ wishes.The settings environment must be welcoming and diverse to ensure that everybody feels comfortable, safe and secure whilst using it. An example of this would be the displays and facilities in the setting. The displays in the setting must show a diverse range of information and pictures by doing this the setting is sending a message out to them that visit that they are diverse and that they do embrace individuality. Working with parents to achieve the best for the baby is helps to make the setting welcoming.If the parents are made to feel that they can come into the setting any time and approach the practitioner with any issues then this will help the parent to feel that they are welcomed into the setting. Also keeping the parents involved with decision making is a way that the practitioner can make the setting welcoming by doing this the practitioner is making the parent feel valued and that there opinion matters. A detailed consideration of how the practitioner ensures the setting welcomes and provides for all babies and their families.Evaluation may include: systems in place to support individual needs, the environment reflects those that use it, positive attitudes, value diversity and respect beliefs/ values , staff and parents involved in decision making, writing and reviewing of policies, partnership with parents, reflective practice, challenging poor practice†¦Ã¢â‚¬ ¦. A: Reflect on the influences of theoretical perspectives of development and attachment on current practice in settings working with babies under 1 year of age. A detailed consideration of theories relating to development and to attachment.Make links to show how these have influenced current practice in settings that care for babies. This could include: Current research/theory into the effects of day care on babies, quality care standards, national initiatives, Curriculum frameworks, provision, key workers †¦ Bowlby’s attachment theory is a theory that influences current practice in settings working with babies under 1 year of age. ‘John Bowlby was one of the first people to recognise the need of babies and young children for a strong stable relationship with their primary carers. Bowlby believed that mental health and behavioural problems could be linked back to a child’s early childhood. ‘Bowlby’s evolutionary theory of attachment suggests that children come into the world biologically pre-programmed to form attachments with others, because this will help them to survive. ’ Bowlby believe that attachment behaviours are natural and will be activated by any situation that is seen to be a threat to the achievement of closeness to the adult, such as fear, insecurity and separation. ‘Attachment is an instinct in babies.They must form an attachment by the time they are 12 months old as otherwise they may find it hard to develop strong relationships in the future. ’ Bowlby’s theory influences settings now to have the key worker system in place. The key worker system allows the baby to form an attachment with their key worker as the key worker will be the one that is providing the baby with are the basic essentials to be able to survi ve therefore the child will form an attachment with the practitioner as they are the child’s only form of comfort and survival.The key worker will also be providing the baby with a routine that is the same to the one that they are following at home therefore this will also help the attachment to form as the child will feel the similarities between the key worker and home. A current theorist that influences on current practice and on the way practitioners meet the learning needs of babies is Lev Vygotsky. He believed that children are active in their learning and thinking. He also believed that children’s social environment and experiences are very important.Vygotsky influences the practitioners to provide the right resources for the baby to be active in their own learning. For example providing the baby with rattles, when the baby is provided with and shown the rattle then they will reach out for the object by doing this the practitioner is enabling the child to build upon their physical skills and also be active in their learning. Vygotsky, Piaget, developmental 284 70 Bowlby, attachment 80 82 576 Task 1: E1 Task 2: E2+C Task 3: E3 + E4 Task 4: E5 Task 5: E6 Task 6: E7, D, B Task 7: ABibliography http://www. needingworthcommunitypreschool. org. uk/introduction/keyworker. htm ——————————————– [ 1 ]. http://www. guardian. co. uk/science/2007/may/31/childrensservices. medicineandhealth [ 2 ]. http://www. ivillage. com/what-if-cord-wrapped-around-babys-neck/6-n-145567 [ 3 ]. http://www. nhs. uk/Conditions/Postnataldepression/Pages/Introduction. aspx [ 4 ]. http://www. secasa. com. au/index. php/family/11/95/5 [ 5 ]. Thornes N, Childcare and education, 2008, Cheltenham,Page62 [ 6 ]. ttp://www. nspcc. org. uk/Inform/cpsu/helpandadvice/organisations/childprotection/ChildProtectionPolicy_wda60690. html#Introduction [ 7 ]. http://www. nspcc. org. uk/In form/cpsu/helpandadvice/organisations/childprotection/ChildProtectionPolicy_wda60690. html#Introduction [ 8 ]. http://www. childwelfare. gov/pubs/factsheets/signs. cfm [ 9 ]. http://www. needingworthcommunitypreschool. org. uk/introduction/keyworker. htm [ 10 ]. Page 80 [ 11 ]. http://www. simplypsychology. org/bowlby. html [ 12 ]. Page 80

Pupils at Elementary School and Their Behavior Essay

Elementary school was formerly the name given to publicly funded schools in Great Britain[citation needed] which provided a basic standard of education for working class children aged from five to 14, the school leaving age at the time. They were also known as industrial schools. Elementary schools were set up to enable working class children to receive manual training and elementary instruction. They provided a restricted curriculum with the emphasis on reading, writingand arithmetic (the three Rs). The schools operated on a ‘monitorial’ system, whereby one teacher supervised a large class with the assistance of a team of monitors, who were quite often older pupils. Elementary school teachers were paid by results. Their pupils were expected to achieve precise standards in reading, writing and arithmetic such as reading a short paragraph in a newspaper, writing from dictation, and working out sums and fractions.[2] Before 1944 around 80 percent of the school population attended elementary schools through to the age of 14. The remainder transferred either to secondary school or junior technical school at age 11. The school system was changed with the introduction of the Education Act 1944. Education was restructured into three progressive stages which were known as primary education,secondary education and further education.[3] In the UK, schools providing primary education are now known as primary schools. They generally cater for children aged from four to eleven (Reception to Year Six or in Northern Ireland and Scotland P1 to P7). Primary schools are often subdivided into infant schools for children from four to seven and junior schools for ages seven to 11. In the (diminishing) minority of areas where there is a â€Å"three-tier† system, children go to lower school or â€Å"first school† until about 9, then middle school until about 13, then upper school; in these places, the term â€Å"primary school† is not usually used. United States Main article: Education in the United States Elementary school in Kentucky, 1946 In the United States, authority to regulate education resides constitutionally with the individual states. The direct authority of the U.S. Congress and the federal U.S. Department of Education is essentially limited to regulation and enforcement of federal constitutional rights. Great indirect authority is exercised through federal funding of national programs and block grants; but there is no obligation upon any state to accept these funds, and the U.S. government otherwise may propose but not enforce national goals, objectives and standards, which generally lie beyond its jurisdiction. Nevertheless, education has had a relatively consistent evolution throughout the United States. All states have historically made a distinction between two genres of K-12 education and three genres of K-12 school. The genres of education are primary and secondary; and the genres of school are elementary school, middle or junior high school, and high school (historically, â€Å"senior† high school to distinguish it from the junior school). Primary education (or â€Å"primary school† meaning â€Å"primary education†) still tends to focus on basic academic learning and socialization skills, introducing children to the broad range of knowledge, skill and behavioral adjustment they need to succeed in life – and, particularly, in secondary school. Secondary education or secondary school has always focused on preparing adolescents for higher education or/and for careers in industries, trades or professions that do not require an academic degree. The elementary school has always been the main point of delivery for primary education; and the (senior) high school has always been the focal point ofsecondary education. Originally, elementary school was synonymous with primary e ducation, taking children from kindergarten through grade 8; and secondary school was entirely coextensive with the high school grades 9 – 12. This system was the norm in America until the years following World War I, because most children in most parts of what was then the mostly rural United States could go no further than Grade 8. Even when the high schools were available, they were often not accessible. As the population grew and became increasingly urban and suburban instead of rural, the one-room schoolhouse gave way to the multi-room schoolhouse, which became multiple schools. This produced the third genre of school – the junior high school – which was designed to provide transitional preparation from primary school to secondary school, thus serving as a bridge between the elementary school and the high school. Elementary schools typically operated grades Kindergarten through 6; the junior high school, often housed in the same building as the senior high school, then covered grades 7 through 9; and the senior high school operated grades 10 through 12. At the same time, grade 9 marked the beginning of high school for the purpose of GPA calculation. It was typical during this period for state departments of education to certify (in California, â€Å"credential†) teachers to work in either primary or secondary education. A Primary School Certificate qualified the holder to teach any subject in grades K through 8, and his/her major and minor subjects in grade 9. A Secondary School Certificate qualified the holder to teach any subject in grades 7 and 8, and his/her major and minor subjects in grades 9 through 12. Certain subjects, such as music, art, physical, and special education were or could be conferred as K through 12 Teaching Certificates. By the late 1960s, the lines of transition between primary and secondary education began to blur, and the junior high school started to get replaced by the middle school. This change typically saw reassignment of grade 9 to the (senior) high school, with grade 6 reassigned to the middle school with grades 7 and 8. Subsequent decades in many states have also seen the realignment of teacher certification, with grade 6 frequently now included on the secondary teaching certificate. Thus, whereas 20th-century American education began with the elementary school finishing at grade 8, the 21st century begins with the American elementary school finishing at grade 5 in many jurisdictions. Nevertheless, the older systems do persist in many jurisdictions. While they are in the minority today, there are still school districts which, instead of adopting the â€Å"middle school†, still distinguish between junior and senior high schools. Thus, high schools can be either 9-12, which is most common, or 10-12.

Inaccessibility: Fiction and Miller

Inaccessibility Brook Thomas in his essay Preserving and Keeping Order by Killing Time in Heart of Darkness extends J. Hills Miller’s â€Å"unveiling† (Miller 220) of Conrad’s narrative. Miller’s essay Heart of Darkness Revisited demonstrates how Heart of Darkness â€Å"belongs to the genre of the parabolic apocalypse† (Miller 217). Thomas responds to Miller’s unveiling â€Å"a lack of decisive unveiling in Heart of darkness† (Miller 220) by reading â€Å"historically the narrative that Conrad weaves† (Thomas 239) so that we might be able â€Å"to come closer to a truth† (Thomas 239).Thomas presents the possibilities of decisive unveiling, which Miller claims, Heart of Darkness lacks. Miller’s questions what makes Heart of Darkness an apocalyptic parable? Subsequently Miller analyzes Conrad’s narrative â€Å"in light of these generic classifications† (Miller 207). Thomas is cautious in interpreting Co nrad’s narrative and questions the possibility of being able to glimpse into an essential truth by placing the text in historical context.Thomas quotes Miller, to synthesise â€Å"Conrad’s fiction in the context of the history of ideas† (Thomas 242), and later on takes up Miller’s suggestion in the evaluation of The Nigger of the â€Å"Narcissus† by Conrad to demonstrate that there can be â€Å"decisive unveiling† (Miller 220). Although Thomas does not mention Miller’s essay Heart of Darkness Revisited he quotes Miller’s The Disappearance of God and Poets of Reality. In addition to Thomas quoting Miller, both critiques adopt similar approaches in their essays.One of the first passage they quote from Heart of Darkness is Marlow informing us â€Å"the meaning of an episode was not inside like a kernel but outside, enveloping the tale which brought it out only as a glow brings out a haze, in the likeness of one of these misty hal os that sometimes are made visible by the spectral illumination of moonshine† (Heart of Darkness p. 20) both critiques examine Conrad’s writing and his purpose of writing.Miller’s analysis is that Conrad presents to us the description of â€Å"two kinds of stories: simple tales and parables† (Miller 208) and that Marlow’s stories â€Å"like the meaning of a parable- is outside, not in† (Miller 208) and goes on to say that the parable is inaccessible. Thomas quotes this passage to agree with Miller that â€Å"there is no guarantee that we will penetrate to the essential truth† (Thomas 239) at the same time suggest the possibility to glimpse truth â€Å"if we read historically the narrative that Conrad weaves† (Thomas 239).I am convinced that Thomas complicates Millers argument. Miller quotes Marx to define a parable like â€Å"the use of real life condition to express another reality or truth not otherwise expressible† he then compares the parable used from the Bible to demonstrate how Conrad’s fiction functions as a parable. Miller proves Heart of Darkness to be a parabolic apocalypse.In reference to the earlier passage from Heart of Darkness of the haze, Miller compares the image of the haze and illumination Conrad creates, with the â€Å"case of Jesus’ parable of the sower† (Miller 210) as Conrad uses â€Å"realistic and almost universally known facts as the means of expressing indirectly another truth less visible† (Miller 210). Miller further explains that Conrad’s parable becomes not just a way to examine Marlow’s story, consequently to examine Conrad’s narrative itself.Miller quotes Wallace Stevens that â€Å"there is no such thing as a metaphor of a metaphor† and moves on to use the Bible and Conrad’s The Nigger if the â€Å"Narcissus† to demonstrate inaccessibility of Heart of Darkness. Using the parable of the sower Mille r explains: â€Å"If you understand the parable you do not need it. If you need it you cannot possibly understand it† (Miller 210). Likewise Heart of Darkness based on the facts of History and Conrad’s life is used to express â€Å"the evasive and elusive truth underlying both historical and personal experience† (Miller 210) being a parable would fail to illuminate one who does not see the darkness.Miller picks out the passage of Marlow’s narration of life sensation and the impossibility of communicating life sensation sets it against the image of the halo in the mist to show us that Heart of Darkness â€Å"is a revelation of the impossibility of revelation† (Miller 212). The Nigger of the â€Å"Narcisusus† is used by both critiques to examine Conrad’s purpose of writing but interpretations of both critiques differ. They both quote similar passage of Conrad proclaiming his attempt to make his readers see and â€Å"that glimpse of tru th for which you have forgotten to ask†.Miller picks out the â€Å"double paradox† of seeing darkness in terms of light and the two sense of see one as physical vision and second the unveiling the invisible truth. Like the parable of the sower Miller states the Heart of Darkness does not accomplish in makes the reader glimpse truth. This analysis differs from Thomas analysis of the same quotation from The Nigger of the â€Å"Narcisusus†. Firstly Thomas uses this quotation to synthesis Conrad’s narrative and history, that Conrad re-envisions the way ineteenth-century historians that to â€Å"discover truth we had forgotten was to reconstruct it historically† (Thomas 248) linking the reading of the narrative with historical context. Secondly Thomas quotes The Nigger of the â€Å"Narcisusus† where â€Å"Conrad explicitly compares his work as an artist to the work of civilization† (Thomas 254) here Thomas links reading Heart of Darkness fo r the Conrad’s writing and focus on work. While Miller narrows the reading of Heart of Darkness and the inaccessibility of the narrative, Thomas points various ways to allow the narrative to be accessible.Miller examines the similarity between a parable and apocalypse genre through the notion that both â€Å"is an act of unveiling† (Miller 207). Again Miller uses the Bible to demonstrate how Heart of Darkness follows the genre of the apocalypse. Miller compares Conrad’s narrative structure of how the â€Å"reader of Heart of Darkness learns through the relation of the primary narrator, who learned through Marlow, who learned through Kurtz† (Miller 214) to â€Å"the book of Revaltion, God speaks through Jesus, who speaks through a messenger angle, who speaks through John of Patmos, who speaks to us† (Miller 214).This speaking through one next farther is what characterizers Heart of Darkness as the genre of the apocalypse. Miller synthesis of Heart o f Darkness as a parabolic apocalypse is what leads to his conclusion to the lack of decisive unveiling in the novel. The â€Å"ventriloquism† (Miller 214) of having a voice behind a voice and deprives the novel a voice of authority. Miller proves how the novel fits in the generic classification and identify the writing of Conrad to unveil as deeper truth but points out that the problems of the parable and apocalypse in making the Heart of Darkness inaccessible.Thomas acknowledges this inaccessibility but presents us with possible accessible reading through the synthesises he suggests. Thomas quotes Conrad’s Notes on Life and Letters and follows through Conrad’s stand that â€Å"fiction is history† and by placing Heart of Darkness in the context of history we can attempt to glimpse a truth. Thomas presents that Conrad weaves a story that â€Å"that proves to be truer that history† (Thomas 242). Thomas introduces British modernist novelist James Joyc e, D.H Lawrence, Virginia Woolf and E. M. Foster linking them with the â€Å"Jacques Lacan’s revision of Hegel† (Thomas 243) and some recent critiques concept of â€Å"the other†. By using the modern novelist to illustrate encounter between east and west Thomas synthesises Heart of Darkness as an encounter of Europe’s another with the other within itself. Thomas goes on to demystify the Eurocentric history and draws on modern thinkers Friedrich Nietzsche for poststructuralist thought and Sigmund Freud for psychoanalysis.Thomas states â€Å"for critics like Miller trying to cope with the loss of confidence in the Eurocentric view that is dramatized by Conrad’s narrative† (Thomas 244) but Thomas asserts that Conrad’s narrative help identify the condition for poststructuralist thought. And Freud as Thomas states â€Å"Conrad’s narrative [of] Africa eludes all attempts of the Western mind-especially a male mind – to underst and it†. However Thomas points out the problem of simply accepting this reading denying the encounter with â€Å"the other† the non – European, if it is reduced to a function of understanding Europe.Thomas goes back to close read and from the novel and looks at The Nigger of the â€Å"Narcisusus† to examine Conrad’s purpose. How Thomas moves beyond Miller in his analysis is by examining the â€Å"breaks and gaps† (Thomas 251) within the narrative. Miller almost alludes to the encounter of the other within Europe â€Å" the end of the Western civilization, or of Western imperialism, the reversal of idealism into savagery† (Miller 218) but goes on to show that the ironies in Marlow’s narrative is impossible to read with a clear meaning.Miller begins with Marx by using his definition of parable conversely Thomas ends with Marx in examining work and how it is â€Å"work, then, that constructs the lie of civilization† (Thomas 255). Thomas refers back to Conrad’s The Nigger of the â€Å"Narcisusus† examines a passage and draws Miller into the discussion pointing to the task of the writer to be a workman of art to provide a glimpse of truth to the man caught in labour. Work then links with Conrad’s narrative and the breaks and gaps from which Thomas suggests to draw a definitive unveiling.Thomas ends with a more radical envisioning one which allows â€Å"the other† to be represented not one suppressed in an understanding of Europe while Miller ends that his analysis of the novel has made his a witness pushing the truth further away as he adds on to the voices. As compelling as Miller’s close reading and comparison with the Bible, Thomas's extension of Miller’s discussions makes Thomas argument more convincing as he presents an additional step of not just looking into Conrad’s narrative but also the breaks in it.Reference Miller, J. Hillis. â€Å"Heart of Da rkness Revisited. † In Conrad Revisited: Essays for the Eighties, edited by Ross C. Murfin, pp. 31-50. University: The University of Alabama Press, 1985. Thomas, Brook â€Å"Preserving and Keeping Order by Killing Time in Heart of Darkness. † In Conrad Revisited: Essays for the Eighties, edited by Ross C. Murfin, pp. 31-50. University: The University of Alabama Press, 1985.

Performance Management

2. 1. 1. Literature survey and details on Performance management The central part of Performance management is rating employee’s performance as synergy. Performance management is the process through which managers ensure that employee’s activities and outputs contribute to the organization’s goals [1]. The main requirements of the process are to know what activities and output is desired, to observe whether they occur, and to provide feedback to help employees meet expectations. While taking feedback from different sources, managers and employees identify performance problems and try to resolve those problems. It provides an opportunity for the employee and performance manager to develop goals and jointly create a plan for achieving those goals. Development plans contributes to organizational goals and the professional growth of the employee. Performance Management being the most critical area of human resource management, the department relies on evaluation results in determining the soundness of much developmental decision, which have direct impact on the business surplus. The Process of Performance Management Figure 2. 1 Process of Performance Management [2] Purpose of Performance Management [2] 1. Strategic purposes – To achieve the business objective of an organization, effective performance management plays a vital role. Performance management does this help by linking employee’s behaviour with the organizational goals. It starts defining what the organization expects from each employee and at the same time it measures the performance of each employee’s to identify either the expectations are met or not. Depending upon performance measurement, the organization can take corrective action such as training, incentives or discipline. Performance management can achieve strategic purposes on the following condition. * When performance measurements are truly linked with the organizational goals. * When the goals and feedback about performance are communicated to the employees. 2. Administrative purpose – It is the way where organization uses the system to provide information for day to day decisions about salary, benefits and recognition programs. Decision making related to employee retention, termination for poor behaviour, hiring and layoffs are supported by erformance management. As the administrative decisions are supported by performance management, the information in performance appraisal can have a great impact on the future of individual employees. 3. Development purpose – It serves as basis for developing the employee’s knowledge and skills. When the employee’s met expectations they become more valuable. Employees get aware of their strength, weakness and areas of improvement by feedback of effective performance management. Tools of performance management [3] . Performance and development reviews 2. Learning and development 3. Coaching. 4. Objectives and Performance Standards 5. Competency and competencies 6. Measurement Pay 7. Team based work 8. 360 degree appraisal 9. Performance problem solving Criteria for effective performance management [1] Figure 2. 2 criteria for effective performance management [1] The aim of the performance management should be achieving employee behaviour and attitude which supports the organization goals, strategy, and culture. If the organization strategy changes the human resource personnel should help the managers assess how the performance management system should change to serve the new strategies. Example: – If a company emphasizes customer service, then its performance management system should define the kinds of behaviour that contribute to good customer service. Focus of Performance management [2] 1. Performance improvement 2. Employee development 3. Satisfying the needs and expectations of stakeholders 4. Communication and involvement Conclusion In today's management scenario Performance appraisals have become a tool of much importance. With the help of objective and fair HR practices, Performance management can prove to be the best. The outputs of which could be used for Organization development rather than for mere employee efficiency improvement. If challenged casual and subjective appraisals will not be able to stand the test of fairness and legality. Firms are thus being forced to emphasize a participative but joint management by objectives followed by a participative, joint-periodic appraisal, to bring more clarity into the system. Performance Management 2. 1. 1. Literature survey and details on Performance management The central part of Performance management is rating employee’s performance as synergy. Performance management is the process through which managers ensure that employee’s activities and outputs contribute to the organization’s goals [1]. The main requirements of the process are to know what activities and output is desired, to observe whether they occur, and to provide feedback to help employees meet expectations. While taking feedback from different sources, managers and employees identify performance problems and try to resolve those problems. It provides an opportunity for the employee and performance manager to develop goals and jointly create a plan for achieving those goals. Development plans contributes to organizational goals and the professional growth of the employee. Performance Management being the most critical area of human resource management, the department relies on evaluation results in determining the soundness of much developmental decision, which have direct impact on the business surplus. The Process of Performance Management Figure 2. 1 Process of Performance Management [2] Purpose of Performance Management [2] 1. Strategic purposes – To achieve the business objective of an organization, effective performance management plays a vital role. Performance management does this help by linking employee’s behaviour with the organizational goals. It starts defining what the organization expects from each employee and at the same time it measures the performance of each employee’s to identify either the expectations are met or not. Depending upon performance measurement, the organization can take corrective action such as training, incentives or discipline. Performance management can achieve strategic purposes on the following condition. * When performance measurements are truly linked with the organizational goals. * When the goals and feedback about performance are communicated to the employees. 2. Administrative purpose – It is the way where organization uses the system to provide information for day to day decisions about salary, benefits and recognition programs. Decision making related to employee retention, termination for poor behaviour, hiring and layoffs are supported by erformance management. As the administrative decisions are supported by performance management, the information in performance appraisal can have a great impact on the future of individual employees. 3. Development purpose – It serves as basis for developing the employee’s knowledge and skills. When the employee’s met expectations they become more valuable. Employees get aware of their strength, weakness and areas of improvement by feedback of effective performance management. Tools of performance management [3] . Performance and development reviews 2. Learning and development 3. Coaching. 4. Objectives and Performance Standards 5. Competency and competencies 6. Measurement Pay 7. Team based work 8. 360 degree appraisal 9. Performance problem solving Criteria for effective performance management [1] Figure 2. 2 criteria for effective performance management [1] The aim of the performance management should be achieving employee behaviour and attitude which supports the organization goals, strategy, and culture. If the organization strategy changes the human resource personnel should help the managers assess how the performance management system should change to serve the new strategies. Example: – If a company emphasizes customer service, then its performance management system should define the kinds of behaviour that contribute to good customer service. Focus of Performance management [2] 1. Performance improvement 2. Employee development 3. Satisfying the needs and expectations of stakeholders 4. Communication and involvement Conclusion In today's management scenario Performance appraisals have become a tool of much importance. With the help of objective and fair HR practices, Performance management can prove to be the best. The outputs of which could be used for Organization development rather than for mere employee efficiency improvement. If challenged casual and subjective appraisals will not be able to stand the test of fairness and legality. Firms are thus being forced to emphasize a participative but joint management by objectives followed by a participative, joint-periodic appraisal, to bring more clarity into the system. Performance Management Every organisation aspiring to achieve success by extending its wings from the mother country to a host country has to put into consideration certain pertinent issues that govern assimilation of the organizational culture into the existing political and socio-economic structures of the host country. The fundamental is an organisation aspiring to put up a new site in a foreign country, that is, China. Based on the survey and group discussion findings, the Managing Director seems to make assumptions that can dearly cost the organisation its success. For instance based on issues to do with the organizational background, the Managing Director has to put into keen consideration issues like the differences between China and the UK in terms of political structures, socio-cultural and economic issues, geographical advantage among others. For example every country has a political structure that differs from others in a way though by some aspects there could be some similarities. Another issue is the socio-economic structures which work together with the political system of a country. A country with capitalistic principles is totally different from a country whose system embraces communism. An organisation from a capitalistic country (with a capitalistic orientation) will find problems operation in a host country that embraces communism. This is because it has to source for manpower from the country and the success of an organisation is majorly determined by the dedication of the personnel or manpower. Therefore the Managing Director is expected to put into consideration these factors. Maybe to ensure progression of the organisation culture and way of operation, certain key positions have to be occupied by experts from the mother organisations to aid steer the branch into prosperity. The geographical location of an organisation is crucial in determining its success. This will be taken to refer to advantage or benefits it reaps by being close to other powerful economies or near an extensive market which would ensure obvious success. This might not be a serious issues since fundamental in UK wound reap similar benefits as fundamental China because both offers good market. However, issues to do with purchasing power, tastes and preferences and also cultural issues that determine whether the immediate population will accept the products offered or not should be considered. Other issues have to do with the quality of manpower in China compared to UK since it would be cheaper to work with local manpower than imported expertise. This is due to effects cost of production which might affect the profitability of the organizational operations. About the survey carried out and the group discussions held I would say that this was a smart move to seek to understand crucial issues concerning activities in the organisation, attitudes and perceptions of the personnel. Picking on the findings I would say that the parameters used were the most appropriate. They touched most of the crucial issues concerning the relationship between the management and the employees. Thorough, investigation would be required to ascertain the claims posed by the employees. On technology the managements should ensure utilization of modern technology to better productivity rather than surveillance and monitoring and manipulation of employee activities in the firm to the advantage of the management and at the expense of employee convenience and satisfaction. This would boost trust and help cultivate a culture of hard work, efficiency and effectiveness at work. On health, any screening or medical tests should be designed in a way to erase the already conceived idea of discrimination. It should be done in a way that will convince the employees that it is for further privileges in health care facilities offered by the organisation. If no health care service or privileges are offered the organisation will lack a way of convincing its employees. On morale, as much as the company appeals for unity it should cultivate the same by making the employees feel part of the organisation. A situation whereby the management is detached from the rest of the organisation the senior personnel enjoys privileges and opportunities that the juniors and other employees do not, staff morale is expected to be low. All programmes should be aimed at motivating the employees to work and hard since they feel part of the system. Too much bureaucracy would temper with proper running of the organisation’s productive processes. On communication, there should be constant contact between the management and the employees. As cited earlier too much bureaucracy stagnates processes. The employee would be bored and demoralized if all the time they have to communicate their views, they have to pass through a long process and through intimidating situations. The senior management is supposed to keep moving around not exactly to monitor operations but to create a friendly atmosphere between the management and the employees. Cultural change in an organisation is only achieved by ensuring structures are put up to achieve the set goals. The management should feel socially responsible to the employees. The goals set should be achievable and the organisation should provide an enabling environment to help the employees achieve the set objective. The manner in which this survey was conducted was proper for problem solving and ensuring changes in the culture of the organisation. An organisation grows and for it to attain progress in its growth it has to employ proper strategies in role administration. Proper communication, good leadership and organizational skills boost the morale of the employees a great deal. Good leadership and utilization of proper channels of communication ensures enhancement of self-confidence among the employees. Think of a situation whereby employees are viewed as desperate people who have no choice other than to keep on working there. The managers use intimidating language and they keep commandeering the employees every now and then. There is not direct contact between the juniors and the seniors. This makes the employees shrink back, never express their views and opinions and that would be a looming disaster in the organisation. At times it even leads to strikes or go slows. Lack of accountability by the management is another indicator of poor organisation leadership. Transparency and accountability are leadership skills, every manager must have. Employees are grown ups and they should always be let to know why things happen the way they do in the organisation. They should be kept aware of the progress or problems and challenges experienced by the organisation. Still on leadership the employees should be encouraged to exploit their full potential. Means should be provided for self exploitation and the organisation should encourage the employees to be committed to their work. Patriotism, commitment and loyalty to the organisation will not be brought about by a whip, rather it will be a product of good governance in the organisation. Staff or employee motivation is the ultimate goal that can be achieved by an organisation. When proper communication is done and other good leadership skills are inculcated in the management circles, then morale will be boosted among employees of the organisation and a motivated labour force can make tremendous achievements. The benefits an organisation can derive from good governance and proper communication include a committed labour force. Employees will have their minds geared on achieving organizational goals. Secondly the organisation will not have to replace employees when they run away from the organisation. It will also not incur more cost in training new employees or staffs. Employees will not absent themselves on flimsy grounds just to get off the boring place and employees will not suffer from stress related complications due to working under tight conditions. Morale will be boosted and everyone will feel obligated to ensure the success of the organisation. The employees are also likely to unleash their full potentials leading to high creativity and innovativeness and therefore the organisation will incur low costs of acquiring expertise from outside. This ensures also quality production and all these combined will reduce the cost of production and boost profits. This creates a culture that is value based, organizational ethics are adhered to and conflicts are minimized. Generally, this enhances unity of purpose and all the employees are geared towards achieving a common objective. If the management considers this, it prevents a looming management disaster. No organisation can progress without putting these factors into consideration. Fundamental should undertake expansion programmes by cultivating such a spirit. It does not matter what socio-economic set up employees come from; all human beings work efficiently and effectively where managers of work are realistic and reasonable. A work force that embarks on stress management cannot ensure progress in an organisation. Every organisation has a culture. Organizational culture has much to do with the values held dear by the organisation, the attitudes of both the management and the employees and the general behaviour of the workers in the organisation which is a manifestation of the values upheld and embraced by the organisation. Let us dissect this issue of organizational behaviour. Behaviour is shaped among other things by motivation. A motivated work force feels proud of their work places and the organisation. They will report to work early and they will have a reason to buy a couple of minutes in the organisation later after day’s period of work elapses. They keep talking about the organisation and would love to be associated with it. Behaviour is also influenced by work performance. An organisation that has hit the headlines for its performance makes the employees feel proud of it. Even other companies envy it to cross over to it by offering better remunerations. An organisation that offers equal opportunities and allows juniors to enjoy privileges enjoyed by the seniors will have employees who are motivated, proud and committed. A well motivated work force exhibits good group dynamics. An organisation has different operations and departments. Each section works as a group and all the sections work as one achieving great heights. Behaviour is a product of the culture of an organisation. Culture in an organisation is developed through strategies. This involves unity of purpose, team work, problem solving, creativity and innovation, profit maximization, accountability among other things. An organisation with a good culture ensures first of all team work spirit is inherent in its structures. This most assuredly enhances quality, effectiveness and efficient productive processes, better human resource development and allocation of resources which boosts its publicity. Team spirit also ensures that the work force is receptive to other better ideas. New issues keeps emerging in trade circles and a non-receptive labour force would cause a serious failure in productive processes of an organisation. A culture that is aimed at problem solving one of the best fault finding, pointing accusing fingers at people only results to more chaos. Man is to error though it should not be deliberate. But whenever a problem arises among the employees or if at all differences arise between management and the employees it should be tackled in a manner that it would result to a settlement of the dispute. I would recommend the Fundamental for working towards this end. A good culture also ensures an integrated and collaborative training and learning. This imparts similar skills at all levels and ensures effectiveness and efficiency at all levels. Opportunities should always be equitably distributed and on merit so that employees are also encouraged to their best. Of great importance is development of communication systems within the organisation and between the organisation and the outside which is the society. An organisation publicizes itself by ensuring proper flow of information. This is besides quality products and proper waste disposal. Though our main interest is human resource development all these issues come in to determine organizational performance. There are myriad of ethical issues concerning firms or organisations. However, we will embark on ethical issues concerning human resource management. Failure of an organisation to ensure ethical working conditions could definitely lead to failure of organisation to achieve its goals. For instance work force that is forced to work in risky areas and in pathetic conditions will not deliver. For instance it is unethical to put workers in a section of production where machines produce a lot of noise and you fail to provide ear masks. It is also unethical to put worker in unhygienic conditions. Working environment should ensure safety and high health conditions. Remuneration should be properly done. It is unhealthy to seek certain favours as a manager inorder to promote or offer certain privileges. It is also unethical to force someone to compromise their cultural and religious values. All employees manhandling juniors by management and general failure by management to communicate effectively to the juniors is unethical. It is worth noting that loopsided decision making is not in accordance to the corporate or business’s code of ethics. All organisations should ensure that ethical issues are adequately addressed to ensure organisational’s success. Performance Management CMIChartered Management Institute Diploma in Management and Leadership UNIT S8003 – Performance Management Julie RowcliffeNovember 2012 Task 1 A. C. 1. 1 Explain the links between Individual, team and organisational objectives A. C. 1. 2 Identify the selection of and agree individual and team objectives A. C. 1. 3 Identify and agree areas of individual and team responsibility in achieving objectives Introduction Edinburgh College is going through major change at the moment with the merger of 3 Edinburgh College’s coming together.Our new principal is in place and is currently setting the new management structure and organisational objectives for the next 5 years. Edinburgh College must find alternative ways of securing income due to huge cuts made from the Funding Council. The Government has made a commitment to provide 25000 apprenticeships throughout Scotland for 16 – 24 years old but predominantly 16 – 19 year olds. There is a huge pressure from the Gove rnment for College’s to engage in these programmes which will in turn bring new funded money into the college which will soften the shortfall from the Funding Council.Using the 7 stages based on â€Å"Plan-Do-See† (hand out from Annette) I will discuss and identify Task 1 1. 1 Check Vision 1. 2 Establish Vision 1. 3 Check Vision 1. 4 Establish Vision 5. 1 Self Appraisal 5. 2 Performance appraisal 5. 3 Confirm appraisal results 5. 1 Self Appraisal 5. 2 Performance appraisal 5. 3 Confirm appraisal results 2. 1 Draw up preliminary strategic objectives 2. Create strategy map 2. 1 Draw up preliminary strategic objectives 2. 2 Create strategy map 4. 1 Check Progress 4. 2 Find ways for improvement 4. 1 Check Progress 4. 2 Find ways for improvement 3. 1 Specify Performance Indicators 3. 2 Set Weight 3. 3 Specify and distribute initiatives 3. Agree on performance goals 3. 1 Specify Performance Indicators 3. 2 Set Weight 3. 3 Specify and distribute initiatives 3. 4 Agree on pe rformance goals Job analysis Job analysis Job appraisal Job appraisal Vision Clarification 1. 1 Check Vision With a new college and new principal and changes to the way funding is granted to college’s, there must be a new vision put in place. . 2 Establish Vision To increase and provide opportunities for 16 – 19 year old Modern Apprenticeship programmes across a wide range of vocational areas. For Edinburgh College to succeed in doing this we must diversify into new areas to help this area grow. The government is driving their commitment for college provision for 16 – 24 year olds; therefore the college cannot ignore this directive from the Government. From a college aspect this has potential to draw several million pounds direct from the Government.Strategic Objectives establishment 2. 1 Draw up preliminary strategic Objectives As Modern Apprenticeship Coordinator I must set clear objectives and ensure each individual involved is clear of their role to achieve these Objectives. These objectives include, ensuring contract are filled with apprentices, ensuring tutors and assessors provide excellent training and mentoring to â€Å"keep them on board† which in turn will achieve the objective of full funding claimed and brought into the college. 2. Create strategy Map A strategy map represents how an organisation creates value. A strategy describes how an organisation can create sustained value for its shareholders, customer and communities. Using Robert S. Kaplan and David P. Norton STRATEGY MAPS THE COMPLETE SUMMARY would help me set clear Strategic Objectives Performance goal establishment 3. 1 Specify Performance Indicators The goal is to ensure all apprentices achieve their qualification and maximise full funding available. 3. 2 Set WeightI would meet with assessors individually and put in place a performance goal agreement. I would use Skills Development Scotland’s benchmark % rate to monitor performance. 3. 3 Specify and d istribute initiatives I would meet with all staff involved and ensure full clarity of responsibilities was understood. As MA Coordinator I would survey on going initiatives and look at development of new initiatives and distribute any new initiatives with full discussion of all staff. 3. 4 Agree on Performance goalsI would meet individually with assessors confirm what was expected to be achieved and set quarterly targets and meetings to discuss these goals, this would link up with their performance goal agreement. Monitoring and coaching 4. 1 Check Progress We have internal verifiers (IV’s) within the department who check all apprentice portfolios monthly; we also have external verifiers (EV’s) who come into the college every 6 months to ensure we are delivering in line with the awarding body rules. This helps to ensure we are delivering high quality training.I meet regularly with IV’s to discuss individual apprentices which allows me to see progress. 4. 2 Find ways for improvement I would observe staff’s work, listen carefully to staff and their views and questions and give them feedback on ways of improvement, possibly mentoring another assessor if there is a weakness in an area that another excels in and close regular meetings to provide support. Performance appraisal 5. 1 Self Appraisal I would collect performance records from various sources look at achievement rates and prepare performance results and supporting documents. 5. 2 Performance AppraisalI would have a one to one meeting with individuals do discuss performance and would use SDS’s benchmark % performance to calculate how successful their performance is this again would be linked back to their performance goal agreement. 5. 3 Confirm Appraisal results This would be done in a one to one meeting with recorded notes of appraisal results and feedback with any actions required. Job Appraisal These are carried out by way of Staff Development Reviews (SDR’s) or Performance Development Reviews (PDR’s) these are used for staff with income responsibilities within Edinburgh College.These reviews are carried out yearly by managers and their staff, objectives and goals are measured from the previous year where they were set and are looked at and graded as; achieved, partially achieved or not achieved. Job Analysis At this stage, the essence of jobs (accountabilities) within an organization is clarified, and major activities and necessary capabilities are defined to achieve such accountabilities. This would be done by looking at job descriptions and work activities within that role. Task 2 A. C. 1. Identify the need to create an environment of trust and support with others A. C. 2. 2 Identify the causes of conflict and describe strategies to minimise or prevent conflict As MA Coordinator it is my role to ensure staff feel supported and clearly understand their roles within the department. To create an environment of trust thee must be exc ellent communication by way of regular meetings, encouragement, and giving recognition for achieving goals which is a motivational factor from Herzberg’s motivators and hygiene factors, (Herzberg – The Motivation to Work 1959).This allows for a more harmonious working environment as everyone is clear on their own individual responsibilities and goals. As a manager I must present information clearly, concisely, accurately and in ways that promote understanding. Conflict can arise when there is lack of clarity in roles or staff do not understand fully what is expected of them, equally there are other factors which can cause conflict which can be a direct effect of bad communication between myself and staff or lack of training, poor supervision, working conditions which are hygiene factors ofHerzberg’s motivators and hygiene factors. Using the chart below taken from Pathways to Management and Leadership, Diploma in Management Unit C45 I will show an example of how conflict can arise and ways of preventing this. The right skills and the knowledge| +| Motivation to do the job| +| The necessary resources| =| Objectives Achieved| Clerical in The funding Unit has responsibility for checking apprentice quarterly reviews are completed properly and sent out to employers on time in line with SDS rules. These reviews are sent on to employers to show how apprentices are progressing with college training.One to one training given to clerical from MA Coordinator explaining what is required. Clerical already deals with outside Training Providers reviews therefore her experience and knowledge of what is required is essential to reviews being completed accurately and within time deadlines. | +| Receiving positive feedback and comments from employers shows this is a worthwhile exercise and not just a ‘tick box’ exercise. This makes the clerical feel this is a valuable job worth doing. A new rule was brought in by SDS that they required to see any absences recorded on the review form.MA coordinator communicated this to the assessor and tutors who carry out the reviews through an e mail but only some read the e mail and this was not put in place in time for the next set of reviews. I then spoke to the clerical and explained this in a casual conversation but the clerical did not realise this had to start immediately. Reviews were then carried out and sent out to employers without this information. This caused conflict between me and the clerical as she felt she hadn’t been properly/officially told about this.We agreed monthly one to one meetings would be set up to go through the review process and ensure this did not occur again. MA Coordinator took full responsibility for this not being implemented when it should have been. It was also agreed to hold monthly meeting with assessors and tutors to ensure all were made away of the ever changing rules SDS create and although e mails should still be sent this could not be th e only form of communication with such important matters. | +| MA Coordinator secured 10 hours of extra clerical help to manage this process.This was done by putting a business case forward to the Vice Principal and HR. | =| Objective was achieved as quarterly reviews were sent on time to employer and apprentice. These are recorded on spreadsheet and copies kept in apprentice portfolio. Employers happy to see progress at college and SDS compliance rules were met. | Task 3 A. C. 2. 1 Evaluate and assess individual and team performance against objectives A. C. 2. 2 Identify methods of providing feedback to individuals and teams on performance A. C. 2. Explain recording systems for performance assessment for individuals or teams Using SMART objectives (Performance Management Key Strategies and Practical guidelines, Michael Armstrong) allow me to look at how we can achieve our main objective within the Funding Unit, which is to ensure the contracted places allocated to Edinburgh College are fulfilled and the contract value met. Element| How does the objective include this element| Specific| To fulfil contract places granted by the government and ensure full contract value is met. Measureable| This is measured by the amount of apprentices that are started on the Modern Apprenticeship programme within the college and also measured against the monetary value on the contract. | Achievable| This is achievable by assessors and MA Coordinator engaging with employers and selling the Apprenticeship programme to them. | Relevant| This is extremely relevant as the college is pressurised through the Government initiative to commit to 25,000 apprentices across Scotland in 2012. The funding council see this as a way of colleges bringing in income to cover for the shortfall of funding from the funding council. Timescaled| Contracts from SDS are bid for on a yearly basis, March to March. If contracts are not fulfilled colleges are in danger of losing this income. | In order for t he target to be met assessors must understand when units need to be achieved with apprentices so this can be converted into monetary value. This process involves assessors, tutors and me. Using a complex spreadsheet (see below) which holds information on the qualification the apprentice is following, the monetary value against each individual as this iffers depending on qualification, the actual month these must be achieved and the overall performance of the contract can be assessed using this spreadsheet. SDS has an online system called Corporate Training System (CTS) that all Training Providers must use to record and claim all progress on apprentices. SDS set % Performance benchmarks that must be met to allow future contracts to be secured. This is another way I can monitor performance of the contract. This is based on new starts and leavers to achievers.I send the spreadsheet weekly to assessors prior to our weekly meetings to discuss the progress of individual apprentices and lo ok at any potential apprentices who are not achieving. I would arrange a meeting between me the assessor and apprentice to try and find ways of supporting the apprentice, the offer of extra support through means of Edinburgh College’s Student Support Services are often taken up by apprentice with various tools to help assist them, e. g. extra time on exams or extra material given to help self study.Good performance management is achieved through all parties ensuring that: Staff know what is expected of them, every one clear about goals and works towards them, objectives are SMART (Specific, Measurable, Achievable, Relevant and Time related), a system exists to accommodate day to day performance feedback (spreadsheet above) and Staff Development Reviews are used to help self development and improve performance. The spreadsheet records performance of each individual which in turn shows me how each assessor and apprentice is performing. Another form of performance assessment cou ld be the 360 degree (http://cipd. o. uk/factsheets/360-degree-feedback. aspx) assessment which allows for performance feedback for a person, team, or organization by many of the people who work with a person or team in that organization. When employees receive feedback only from their managers, they act on limited information. If employees receive feedback from other co-workers — a 360 ° feedback assessment — they gain a more complete picture of performance. Using this method I could adopt questions for the apprentice, assessor and myself to look at how they see themselves performing.This could allow me to analyse each score and discuss any issues before the problem arises. For example a question on how an apprentice thinks he is progressing could show different to how an assessor perceives this. TASK 4 A. C. 3. 1Explain a performance improvement cycle A. C. 3. 2 Discuss the indicators of poor performance A. C. 3. 3 Evaluate methods that support performance improvem ent There are many different variations to the performance improvement process, but most follow a version of the PDCA cycle: plan, do, check, act.The â€Å"plan† part involves identifying the nature of the problem, obtaining the resources to fix it and determining the best way to implement change. The â€Å"do† part is the actual changing of an existing process. The â€Å"check† part involves measuring key performance indicators to ensure that the new process is performing as expected. The â€Å"act† part includes making changes to the change in order to make the underlying process as efficient as possible. Using the management cycle (Performance Management, Michael Armstrong) below works as a continuous process to manage performance. Plan Plan Act Act Review Review MonitorMonitor Plan – To ensure all places on the SDS contract are filled within the one year time frame given by SDS Act – Meet with tutors and assessors to discuss their input, commitment and responsibilities Monitor – Achieved through monitoring of new starts on MA programmes Review – Look at ways of reviewing this with regular assessor meetings Part of the assessor’s responsibilities is to recruit apprentices and find suitable employers willing to employ them and allow them to attend college to achieve their qualification. As MA Coordinator I was aware one of the new assessors was not achieving targets and goals set.Several meetings had taken place between me and the member of staff and he eventually indicated lack of time and full understanding of SDS and MA rules were hindering his achievement rate, he also indicated he felt I did not give him enough information to carry out this aspect of his role. He brought up a situation where he had recruited an apprentice who was 20 and the contract only allows 16 – 19 year olds, he felt he should have been made aware of such a relevant rule. He also felt uncomfortable about speaking to employers as he sees this as a ‘sales pitch’.I had given him a set of the SDS rules and wrongly assumed he would read through these and ask any questions he was unsure of but due to time constraints he had not done this. I recognised a need to spend more time with this assessor and look at ways to ensure he was aware of all rules to enable him to achieve his goals. I set up regular meetings between myself and a more experienced assessor, which allowed the experienced assessor to share good practice and tips with this member of staff. I organised for the assessor to shadow the more experienced assessor on going out and visiting employers.I also set up staff development with our commercial department who have a sales aspect responsibility within the college; he worked closely with one of the sales staff on going out visiting employers and seeing firsthand how to enhance his sales skills. I introduced an information sheet which the assessor could take with him to employ ers which gave him a starting point when going into speak with employers. I also introduced a financial bonus scheme to both employers and apprentices as I recognised employers had no real incentive to take on apprentices.Within 1 month or setting this up the assessor had filled all his places on his programme. TASK 5 A. C. 4. 1 Discuss the organisations disciplinary and grievance procedures A. C. 4. 2 Identify the role of the manager in both the disciplinary and grievance procedure A. C. 4. 3 Summarise the key aspects of legislation that applies to an organisations disciplinary and grievance procedures Disciplinary rules and procedures help to promote orderly employment relations as well as fairness and consistency in the treatment of individuals. Disciplinary procedures are also a legal requirement.Disciplinary rules tell employees what behaviour employers expect from them. If an employee breaks specific rules about behaviour, this is often called misconduct. Employers use discipl inary procedures and actions to deal with situations where employees allegedly break disciplinary rules. Disciplinary procedures may also be used where employees don’t meet their employer’s expectations in the way they do their job. These cases, often known as unsatisfactory performance (or capability), may require different treatment from misconduct, and disciplinary procedures should allow for this. http://www. acas. org. uk) Within Edinburgh College the Grievance and Disciplinary policy was updated in January 2010 and will run through to January 2014 this is approved by the Joint Trade Unions and Senior Management. (See appendix 1) In Edinburgh College all line managers have a responsibility to deal with Grievance and Disciplinary matters. In many cases formal disciplinary action can be avoided if the line manager tackles the problem with their staff as quickly as possible, e. g. poor timekeeping, poor relations with colleagues, improper use of telephone and or inte rnet etc..This could be improved through discussion rather than through formal disciplinary procedures. Problems dealt with early enough can be ‘nipped in the bud’ if acted upon firmly and fairly with the emphasis on counselling the individual that their behaviour is not up to the standard and must improve. Although informal the meeting must be recorded along with what was discussed at the meeting and any agreement reached. If however the employee is not satisfied with the outcome then formal procedure should be initiated.If formal procedures need to be initiated there are 2 stages within Edinburgh College’s Grievance and Dispute Policy and Procedure that must be adhered to, firstly Stage 1 where the employee should submit a formal, written statement of the grievance (appendix 2) to their line manager. If this relates to their line manager it should be given to the next senior manager. A meeting will take place within 5 working days, if another meeting is require d after this, it should also happen within a 5 days of previous meeting. The employee will be notified in writing within 5 days.If agreement is not reached the employee will be advised of their right to appeal the decision in terms of Stage 2 of this Policy and Procedure. Stage 2 will only be initiated if a resolve was not found. The employee would then submit a written appeal to the Principal within 10 working days of the outcome from Stage 1. All previous documents will be available for the Principal and employee prior to the meeting. Once the Stage 2 meeting has taken place the outcome will be notified in writing to all parties no later than five working days.The Principals decision will be final. On 6 April 2009, the new ACAS Code of Practice on Disciplinary and Grievance Procedures came into force. The current legislation on dismissal and grievance procedures introduced in 2004 was replaced by a far simpler, but not legally binding code. The new Code will provide guidance for e mployers and employees to handle disciplinary and grievance situations that arise in the workplace. â€Å"Employers and employees should always endeavor to resolve disciplinary and grievance matters informally in the workplace.The Code provides a standard of reasonable behaviour to help them to do this,† says Lauren Harkin, Solicitor in the Employment Law team at Lemon&Co Solicitor. However management within an organisation will adhere to statutory rules and lawyers would argue the interpretation (quote from Scott Charles Forbes, solicitor, Miscarriage of Justice Organisation) To summarise Disciplinary and Grievance procedures are frameworks which provide clear and transparent structures for dealing with difficulties which may arise as part of the working relationship from either the employer’s or employee’s perspective.They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reas onably, and that employers are compliant with current legislation and follow the Acas Code of Practice for handling disciplinary and grievance issues. Disciplinary procedures are needed to: * let employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards). identify obstacles to individuals achieving the required standards (for example training needs, lack of clarity of job requirements, additional support needed) and to enable employers to take appropriate action. * enable employers and employees agree suitable goals and timescales for improvement in an individual's performance or conduct. * try to resolve matters without recourse to an employment tribunal. * act as a point of reference for an employment tribunal should someone make a complaint about the way they have been dismissed.Grievance procedures are needed to: * provide individuals with a course of action if they have a com plaint (which they are unable to resolve through regular communication with their line manager). * provide points of contact and timescales to resolve issues of concern. * try to resolve matters without recourse to an employment tribunal. References | Appendix 1| Appendix 2| Armstrong, M (2006) Performance Management Key Strategies and Practical Guidelines| Existing Motor Vehicle Projection Sheet 2012 – 2013|Forbes, SC Solicitor, Miscarriage of Justice Organisation| Harkin, L Solicitor in the Employment Law team at Lemon ; Co Solicitor| Herzberg, The Motivation to Work 1959 http://www. acas. org. uk| http://cipd. co. uk/factsheets/360-degree-feedback. aspx| Kaplan, R S and Norton, D P, Strategy Maps The Complete Summary| Pathways to Management and Leadership, Diploma in Management Unit C45 | The 7 stages based on â€Å"Plan-Do-See† (hand out from Annette)|

The concept and importance of CPD Essay Example | Topics and Well Written Essays - 750 words

The concept and importance of CPD - Essay Example They basically work to enhance the talent of those working and responsible for the human resource in the organizations. A good HR manager basically has all the qualities that need to ace him in the complex professional organizations of today. He is a good role model and works with integrity and consistently all through his professional life. He also has the ability to make quick and right decisions under pressure and makes stress work in his favor. A good HR manager additionally has the potential to influence people and make them clearly see his point of view and gain consensus and support from a diverse workforce. His additional understanding of the business processes, activities and plans helps him ace his business towards success. He has the potential to engage, involve and commit the employee to the organization. The strategy that I opted to grow in my HR career was networking. My networking was not entirely internally focused; it was also concentrated on connecting with the peop le outside the organization. It allowed me to grow and get fresh ideas. Another behavior that I adopted was initially work as a generalist role and got exposure to all areas of HR. A behavior or skill that I think specifically worked to help me grow in my career was my ability to judge and evaluate the situation at once. I as a human resource professional see myself along the definition of band two. I have gained enough experience to be able to advice and manage human resource issues occurring all across the organization. I have it in me to stand objectively and view things like an outsider would and come up with solutions that work for everyone. I have evolved and gained knowledge, skills and competencies that make me successful at what I do. At band 2 I am more flexible and empowered to action and influence others to work effectively and efficiently. My aspiration to be the centre of the HR department and work as a HR mentor specified at band four makes motivates me to be more res ponsible, accountable and innovative. Performance and reward, though being a part of band 1, I understand it is a key driver of HR & Business strategy and developing an organization culture. Performance and reward refers to linking performance with reward – tying rewards with performance. Team/Group incentives, Sales commission, Recognition award are the examples of the aforesaid definition. Performance encompasses quantity, quality & timeliness of output, presence at work, cooperativeness, etc. etc. Rewards refer to all kind of financial and non-financial return by the employer. There are two types of rewards: Intrinsic rewards come from inside the person. Motivation, recognition, appreciation or acknowledging one’s efforts are the examples of intrinsic rewards. Extrinsic rewards refer to tangible rewards, such as annual pay raise, bonuses or days-off, etc. Employee Engagement: Organizations now realize that a â€Å"satisfied† employee does not guarantee maximu m productivity. Another category of employee (above satisfied) is an â€Å"engaged† employee – the most productive & loyal employee. An engaged employee is always willing to move a way forward in order to delight the customers. He/She is intellectually and emotionally bound with the organization, tries to yield 100% and is always passionate about his/her goals whilst committed to live by its values. Organization design: In this context, I give below the dimensions of five configurations: - Simple structure: It is usually found in small organizations where the manager and owner is one and the same person. It has a low degree of departmentalization and formalization while span of control & authority is delegated to a single person. - Machine bureaucracy: It refers to highly routine operating tasks having very