Fractional Distillation of Crude Oil Essay

Aim: To investigate the substances given off at different temperatures from crude oil (petroleum) mixture. Apparatus: * Fractional Distillation glassware and thermometer * Clamp stand x 2 * Conical flask * Supply of cold water * Rubber tubes x 2 * Test tube rack * Small glass test tubes x 5 * Rubber stopper x 5 * Evaporating basin * Micro Bunsen Burner and bench mat * Wooden Splint * Stopwatch * Boiling stones * Crude Oil supply Method: 1. Set up the clamps stands and the fractionating glassware as shown in the diagram. 2. Connect the rubber tubes to the two open tubes of the condenser. 3. Connect the other end of the rubber tubing to a water tap and let the other one flow into a basin. Turn on the tap. 4. Place two boiling stones into the conical flask and then pour in the crude oil into the flask. Place the flask right above the micro-burner as shown in the diagram. 5. Heat the crude oil mixture slowly. Record at which temperature one of the compounds in the mixture evaporate, and then collect it in the small test tube after it passes through the condenser. 6. Repeat step 5 until maximum temperature has been reached and/or no more compounds evaporate. 7. Test the compounds which were collected. Light them in an evaporating basin and record the time it takes to run out. Results: Data Table of Results of Hydrocarbons tested Hydrocarbon Compound Boiling Point Range (à ¯Ã‚ ¿Ã‚ ½C) Colour Viscosity Pentane 36 – 40 Colourless Very Low Viscosity Hexane 66 – 69 Colourless Low Viscosity Heptane 90 – 94 Very slightly cloudy Viscous liquid Kerosene (Paraffin) ~ 250 Brownish – black High Viscosity Conclusion: These results prove to us that firstly, crude oil being a mixture of several hydrocarbons, that the mixture provided was a simulation. Secondly, there are noticeable trends in the hydrocarbons. As the molecules gets heavier and heavier, by which I mean that we go from pentane to Hexane and so on, the viscosity of the compound increases, as well as the time taken for it to burn up completely. The boiling point also increases. These hydrocarbons belong to the first organic homologous series: Alkanes. Alkane molecules are completely saturated and each carbon atom has at least 2 hydrogen atoms attached to it. Apart from the two end carbon atoms, the other ones are attached to two other carbon atoms each. A covalent bond between a carbon atom and a hydrogen atom is strong, and a bond between two carbon atoms is also strong. It therefore takes a lot of energy to overcome this bond, and hence a higher temperature and more time is needed to break these compounds apart. The more carbon atoms an alkane possesses, the more energy is needed to break it apart. This explains the increasing boiling points, and is also one of the main reasons why hydrocarbons are used as fuels. Kerosene was the only one of the four hydrocarbons which could not be heated to its boiling point and hence the temperature recorded is the one that was given to us. It did, however, last the longest when it was burned. Therefore that result coincides with the one that was given to us. Its other properties which could be verified have given us further proof of the fact that its temperature is higher than the other hydrocarbons’. Also related to the viscosity, the weight of each hydrocarbon also increased as the viscosity increased. By the time kerosene was being handled, a really wide margin of difference could be felt from pentane. Evaluation: Weakness Improvement 1 The equipment available was not enough to determine the boiling point of Kerosene Get a macro burner and heat the kerosene to its boiling point 2 The difference in viscosity between the first two hydrocarbons was hard to tell Measure the poise of the two compounds and record the difference 3 The evaporating basin in which the hydrocarbons were heated was the same all throughout Use a different evaporating basin for each compounds so that the heat from the previous test does not affect the next test 4 The main mixture provided to us was not actual crude oil, simply a simulated substitute To gather all of the compounds found in crude oil use a mixture which contains all of them kind of obvious

Devloping Property Investment Strategy

Abstract This research proposal investigates the varying methods of choice when investing in direct or indirect property. Investment is the giving up of a capital sum now in exchange for the benefits to be received in the future, such as income flow and or capital gains. The results show a choice of investment opportunities that can be made by measuring risk and return and by balancing different types of asset classes. Using the different investment choices available a strategy plan can then be developed tailoring to the needs of the client. There are four main areas of research that should be considered by each individual when developing a property investment strategy; the investor’s objectives, how much the investor can afford to invest, the level of risk acceptable, and the rate of return desired. The motive however for all investors is the same, to increase wealth and secure their future. Contents Introduction3 Research questions3 Literature review4 Investment requirements/objectives4 Property as an Investment5 Property investment analysis9 Developing an Investment Strategy11 Research Design13 Significants13 Definitions13 Limitations14 References14 Introduction There are many different types of investments some of which include; stocks and shares, bonds and bills, property, trusts, syndicates, debentures, insurance policies and superannuation. The type and size of these property investments appeal to different investors from the small individual properties to the property trusts worth millions of dollars. Location can also play a role in subdividing the different categories even further such as an industrialist might limit their demand for factory space to a specific area, whereas the industrial property acquired by investment fund for its portfolio may not worry about the country or region of which it purchase its property from. Investment in property can be direct or indirect; can be acquired by way of auction, by tender, by private treaty or by take over bid (Enver 2002). Australian investors have forever been fascinated in real estate as it still remains the main class of investment for individuals and investment funds, however many people are still under the impression that an asset of land will offer secure and lasting returns. In fact the acquisition of land must require informed and justifiable decisions involving the comparison of alike assets including tenanted houses and units, syndicates, property trusts and funds. (Rowland 1997) The main area of study describes the planning required for investment in property. Investment returns and yields are explained with risk level outlined in the current market. Explanations in methods of investing in property and a plan of developing an investment strategy. Comparisons to the stock market transactions are quick and easy, compared with property transactions where time and money is needed to collect information on each property that is up for sale. Then an inspection and analysis of each property needs to take place to ensure all the facts and figures are interpreted and taken into account and the optimal choice is made. Research questions Success can never be assured when acquiring an asset, as there are many risks involved such as the unpredictability of the future market, opinion and outlooks. Given that property is only one of the opportunities for investment on the market and that different investments appeal to different investors, the comparison of asset with asset is essential, but the comparison of that asset against other forms of investment is also just as important. – To obtain the investment requirements and to explain property investment considerations through the measure of the amount of investment, return/yield, risk comparison – To compare property as an investment choice it is examined through risk, property classes and diversification. To analyse the property investments which are explained for the planning of investment strategy – To develop the needs and constraints of an investment strategy Literature review Investment requirements/objectives Investment objectives must reflect the needs of the investor indirectly suggest the appropriate type and duration of property investments and are crucial in the development of an investment stra tegy of any kind. Without them it would be impossible to make a rational decision on what type or class of property to invest, how to finance it, when the income is needed and an estimated holding period Rowland et al (1997) suggests that a person must determine their objectives by analysing their own personal circumstances, such as their income, spending habits and social needs, or by shared or individual goals. For private investors it involves income, age, family commitments and even personality will suggest how much they are willing to risk to obtain a higher return (Pyhrr et al: 1989, p665). Because buying and selling direct real property assets involves high transfer, entry and exit costs and long selling periods it is consequently seen as an illiquid investment. Whereas an investment in property funds or units or shares also known as indirect property allow quick an easy trades along with shorter holding periods and evidence of rapid and high gains in less than two years. However direct property investment is still seen as a long-term investment strategy with lower risk involved. The one common objective is to find the asset that offers protection against the decline in purchasing power caused by price inflation. Real Estate is commonly considered to be a good hedge against both expected and unexpected inflation in the long term. Properties for which the rent is closely linked to consumer prices are often required when the primary motive is to preserve capital. Residential rents, commercial rents and those retial rents based on shop turnover including those rents reviewed annually in line with the consumer price index are commonly thought to provide at least partial protection against the effects of inflation (Rowland, 1997). The assets that are currently owned by the investor will also play a role in the determinants of the investment objectives and process. A diversified portfolio is commonly desired by investors and often requires different expertise to assist in the acquisitions, which lowers risk that can be increased when investing in unfamiliar and foreign assets types and classes. Investment considerations The amount for investment Consideration and analysis of a selected group of possible investment opportunities cannot take place unless there is an estimate of how much the nvestor has or is available to invest. Investors must have access to equity, cash, borrowings or a combination of all to even begin considering investing. The funds available to an investor ultimately determine the purchase price. Return/yield The expected rate of return must match the investor’s objectives to determine the property class or type suitable. The measurement of return is calculated from known facts about t he sale of a property and is used as a unit of comparison when comparing direct and indirect property. A suitable cash flow for the investment and the perceived risk should be viewed in conjunction with the rate of return, with a higher risk property requiring a higher rate of return. Capitalisation rate is the most common unit of comparison between asset classes, and can indicate whether a property is overpriced or incorrectly valued in some way with market evidence. The cap rate can be calculated by dividing the net income by the price expressed as a decimal or initial yield on purchase. Investment risk Rowland et al suggests that the purpose of the investment and the current circumstances of the investor determined an attitude to the risk involved. An increase in the return would normally compensate for any risks that are taken, but the trade-off between risk and return is dependant upon how unwilling or hesitant each investor is to risk. Variables involved in the prediction of future property income and value, such as rental income, running costs, vacancies, capital expenditure, charges in capital value and interest rates national and international stability, are critical and must be estimated to determine the property return. There are some key considerations that an investor must look at when determining their investment risk level. – Each investors objectives influence the selection of properties. – Cap rates (initial yields) unless lease terms are known are limited use in comparing properties. – Property investment and financing is a question between debt and equity or a combination of both. – Testing the impact of the return of below expected rental growth and unexpected rental vacancies could assess the two major risks or property investment. Investors are prepared to take varying degrees of risk to enhance return, depending on their objectives and circumstances (Rowland 1997) Property as an Investment Real Estate or property is the main asset class for property investment and contains very desirable characteristics, which are also very attractive for the larger investors who are trying to balance their portfolios between risk and return: – A good hedge against infl ation – Good income and capital returns – Low risk investment Diversification benefits from low co-variability with shares and bonds. Investing in property is however considerably different to the other principle investment options of shares and bonds because property is a physical asset (Bird 1984), while shares and bonds are financial assets. The main differences between a physical and a financial asset relate to: Flexibility: Shares and bonds are readily and frequently traded in the market (i. e. stock exchange), whereas property is infrequently traded, has lengthy transaction times and has no central â€Å"market place†. Divisibility: Portions of shares or bonds can be traded. Obviously part of a building cannot generally be traded, although subdivision by strata titling can be an option. Liquidity: Shares and bonds can be viewed as short-term investments, where as property is seen as a medium-to-long term investment. The high costs associated with entry and exit to property significantly impact on liquidity. This makes dealing in shares or bonds for the small investors more attractive (Newell 2000) Listed property trusts are more related to the financial assets of shares and bonds rather than the physical asset of composite property (Joslin 2005). Property as an investment choice Real estate is often acquired over other investment assets for its low risk performance, however this ignores many characteristics that differentiate property from other investments such as shares and bonds (Rowland 1997). Property Direct Indirect Redeemable Unredeemable (Syndicates) Market Priced Appraisal Priced (Listed) (Unlisted) Direct property is the purest form of property investment (PIR 1998), but mostly known as where the owners name appears directly on the title papers. It ranges from the simplicity of a residential investment by a private individual, which is easily understood, to that of the sophisticated commercial property portfolio’s managed by institutions (Upton 1998). The level of economic activity is directly linked to property, where the roperty market improves so does the value of the property. As property values continue to rise the number of potential investors begins to fall because of the high costs of quality real estate. Even the institutional investors who use property to balance their risk within their asset portfolios are reducing direct property exposure to between only 10-15% of the value of the portfolio (PIR 1998). Indirect property investments are often defined as pooled investments and are covered by the Managed Invest ment Act 1998. This notion allows for the purchase of types and classes of properties that would not otherwise be available to the average investor. Listed trusts are usually unrestricted investment opportunities, particularly the large and more liquid trusts. The Australian Stock exchange is used by the investors to trade their units and the trusts managers use it to buy and sell properties into and out of the units. Bond price and the comparative risk for each individual property trust are what drives the prices of units on the stock exchange. This itself is governed by the property, the lease, the tenant, the manager, liquidity and tax allowances and the other factors not necessarily related to the property, which may cause unit prices to depart from the net asset value (PIR, 1998). The majority of unlisted trusts on offer are open ended. In 1991 the Government introduced changes governing unlisted trusts which has the effect of turning most into what is termed hybrid funds, wherein they offer a mix of direct property, property securities, and also cash reserves. This liquidity is necessary to pay out redemptions which are the units that can be redeemed against the trust after a year they are not traded on the stock exchange as are listed trusts. Trusts were able to overcome two of the main problems of direct property ownership Firstly costs; transaction costs are much lower and are bound up in the vehicle structure. All the unit-holders share these indirectly. Secondly; liquidity, investors are able to trade their unit holdings for cash, which is beneficial to both small and large investors. However this aspect is one that often has property assets trading more like the all-ordinary index rather than a property asset (PIR 1998) A property syndicate is an investment vehicle through which investors can have direct ownership of one or more properties legally (Upton 1998). The investment usually lasts between 5-12 years after which the investment properties are sold and the profit is returned to the investors. Syndicates have for a long time been a means by which smaller investors can enter the property market when they otherwise could not afford to do so (upton1998). Syndicates have not only provided this broader range of better quality property for the general or retail market but institutional investors such as superannuation funds have used syndicates as a means of obtaining better diversification for the funds available for direct property allocation (Upton 1998) Risk and property investment Rowland et al (1997) suggests that there are a number of important or special investment considerations, which are strategically important to investors developing an interest in property. The most significant factors are: Specific risk, each individual property is unique and will require a detailed appraisal of specific opportunity. -Costs of management and charges are upwards of 25% of gross income while specialised management is also required due to favourable tenant rights, compared to investment in other equities or bonds. These costs are high. -Market information is not as readily available, less reliable and is much more expensive than other index m arket information. -Financial considerations. A considerable degree of financial leverage is normally required, which comes under increasing pressure in economic and property cycles. This is why decisions made should be long term. -Quality premium property is often in short supply and any improvements made may become economically or functionally obsolete. Rowland states that in assessing long-term exposure to property that we must look at key factors such as; the tax position, the rival situation and risk profile, the liquidity required, the character of the liabilities Rowland (1997) writes. â€Å"The return from any property cannot be judged properly without also assessing the risk that the investment may not meet the objectives of ownership. Investors are most unlikely to take on additional risks unless there is sufficient increase in the expected return†. This point is the basis of all investment not only for property. The investor makes the choice between high risk and high return, or low risk and low return. These are again the principles of a balanced investment portfolio. Property classes and diversification Most investors would be well aware that an old saying â€Å"don’t put all your eggs in the one basket† which is a practical investment strategy. All of the sensible institutional investors balance their asset portfolios As stated earlier, McMahon (1998), property only plays a small part of between 10 to 15% of total asset portfolio composition, which normally consists of property, shares and bonds. However, property trusts and property syndicates will principally be composed entirely of property, but contain many sub classes or property types which in turn play an important part in the diversification strategy. It must be remembered, property can be direct and indirect, interstate, intrastate or international. Property investment analysis This chart shows the relationship between each asset class and the level of risk and return that can be expected. High Potential Return Low Expected Risk High Cash Fixed interest Property Growth Alternative investments Assets Shares Individual investors each have different and unique circumstances that need to be taken into considerations when making a decision between direct and indirect property investment. It is often argued, â€Å"property investment is the trade off between risk and return†. The investor can therefore have a very complicated or simple investment plan depending on their needs, however an investor seeking high returns should be prepared to take high risks, while a more prudent investor would settle for a more modest return. As there is no central market place for property trading except for listed property trusts in the stock exchange it means the majority of property investors and not equipped to undertake a through or sustained investment analysis. This means there is very limited means of information regarding the history of trading including returns for the unlisted trusts. The individual investor’s objectives or requirements will often determine the class of property for investment, which is frequently balanced by their experience or existing property portfolio impacting on the risk return strategies. Direct property Most direct property analysis is based on a direct comparison basis. Investors choosing income-producing properties balance the overall return/yield on the net annual income of the property and the annual capital growth of the asset. For example a property located in the country may give a greater annual return than one in the suburbs but its capital growth may be far less. As an investment strategy it may however amount to a positive investment, returning more than it costs to own. Direct comparison analysis requires a comparison of â€Å"like with like† therefore a property on a busy main road location is not comparable to a property with direct water frontage. Therefore the influences of Type, location and timing need to be considered with return or yield. Property information. Property information can be broken down in to three main categories, general overview, specific class/type and local information. General overview: when an investor is first looking to invest in property they want a general overview about the whole industry, what is hot and what’s not and where to find it. This information can be found on sites like; ABS, The Property Council of Australia, The Australian Property Institute, Access Economics, The Real Estate Institute etc. These sites will provide overall information on trends, the present state of the market and future predicted trends, which will assist the investor in choosing a location and class of property for investment. Specific class/type; large corporate real estate players like CB Richard Ellis, the real estate franchisers, PRD, researchers like Property Investment Research, Residex, RP data or investors AMP, Westfield, etc all are supported by extensive research departments and are able to provide very specific property performance information. The difficulty in using their services is that most are commercial businesses and seek payments for the services provided. Local Information; once the location and the class of property is chosen then there is no better research than getting to that location. When you have acquired/ researched, the latest most comprehensive information, then the analysis process is undertaken, as we have demonstrated earlier. Indirect property Indirect property because it trades as a financial asset provides a clear trial of transactional and corporate informational because of the rules associated to being listed on the stock exchange. The stock exchange also has some very strict â€Å"code of conduct† rules for companies or individuals as traders on the stock exchange, far more stringent than for regulated property traders/professionals. Each individual company or property trust listed on the stock exchange must meet reporting requirements, which allows advisers access to the most intimate â€Å"going concern† and stock market trading information. It is for this reason that the stock market investing is volatile, analysts have intimate corporate information, coupled with cyclical and world events puts daily pressure on stock values. Stocks are trading daily effectively valuing assets and performance on a daily basis. A company’s annual report’s can be analysed using mostly ratio analysis, undertaken as a matter of course before being recommended by investment house/advisors. Property trusts are also analysed and benchmarked prior to being recommended for investment. Because listed companies and property trusts operate in the economy, they are obviously affected by the overall state of the local and world economies. If both the local and world economies are doing well, then, other things being equal, you could expect listed companies and trusts to do well and stock prices increases. Developing an Investment Strategy The development of an investment strategy over a period of time allows the individual to assess what they can afford, their risk level and provides a clear outlook for the future. The main considerations would be how much you need to borrow and the level of gearing, the purchasing costs, ongoing costs and depreciation schedules and other tax issues. Hargitay and Yu (1991) et al suggests that the investment usually means the acquisition of assets by the investor with the view to satisfactory returns in the future. The capital committed to the acquisition of the assets and the expected returns are exposed to risk. Generally the greater the exposure to risk, the higher the return expected by the investor as a reward for bearing the risks involved. Most rational investors are risk-adverse. That is they prefer less risk to more risk and more return to less return. The formulation of an investment strategy or portfolio objective involves the listing and ranking of the principal needs the constraints for a particular investor. A list of the particular needs and constraints may include the following: Needs 1- Need for the security or capital invested. 2- Need for the security and stability of income. 3- Need for the readily marketable investment, i. e. liquidity 4- Need for tax exemptions or reliefs 5- Need for external professional management. Constraints 1- Limit on the size of immediate capital investment 2- Limit on the size of future investment. These future capital commitments are either regular or random. 3- Upper limit of risk bearing 4- Minimum acceptable rate of return – Term of investment 6- Statutory controls It is extremely important that the investor sees their particular position amongst the needs and constraints and is able to express their relative importance. Only then will the investor be able to articulate their portfolio objectives clearly. Hargitay and Yu (1991) et al also suggest that Modern Portfolio Theory (MPT) provides another more rational method to assemble a portfolio of risky securities. MPT provides the rational to select a combination of risk free assets that would meet the investors’ objectives. The first and fundamental problem facing the investor is to establish the investment goals and objectives. Only after the clear definition of the investment goals and objectives can the appropriate investment strategies and tactics be established. Conclusion The theme of this proposal is that a sound investment decision-making is based on a thorough return and risk analysis, which is the best strategy for maximising a person’s wealth. The institutional or corporate investor usually invests to make adequate provisions to cover future liabilities and hedge against the success or failure of their enterprise. Various institutional investors have distinctly different liabilities and tax status and therefore require different investment and portfolio structures to meet their respective commitments now and in the future. The first step in the establishment of investment objectives is the determination of the investors needs. The needs of an individual investor will be different from those of an institutional or corporate investor. However the primary motive for investment in all cases is profit. Usually individual investors’ provide for certain goals, retirement, educating their hildren, or simply hoping to increase their wealth through investment of individuals to money matters, and in particular to risks’, varies greatly. Some have the attitude that given their investment amount is only small that when investing in risky ventures the risk aspect is insignificant, so they accept the risks quite readily. Other investors would regard the loss of their small investment as a major disaster. Research Design The development of a property investment strategy data collected mainly from secondary sources. Define Purpose of the proposal Question Scholarly Journals Trade Journals Reference Books Sources Official Statistics Technical Reports Libraries and their search engines Research Literature Review articles Design Locate Col Evaluate Verify Construct and Incorporate data into the proposal The purpose of this proposal is to examine the way in which an individual decides what is the best investment option to undertake. Included is the discussion of issues on investment strategies; risk and return measures; limitations; investment decisions; investment objectives. A variety of industry sectors were analysed including direct and indirect property and what each of these involve. The graphs in this report were constructed using a vast array of publicly information obtained for the literature review and the secondary sources mentioned. Significants This proposal outlines the framework for determining a sound investment strategy and important steps and criteria a potential investor must undertake in order in maximise their financial wealth. Positive investment results are directly related to a well researched and thought about investment strategy. Definitions Asset allocation: â€Å"The proportion of your total capital you invest in the different asset classes. This will be largely determined by your risk profile† (ASX) Benchmark: â€Å"The yardstick that a fund manager compares the performance of their fund to, such as the All Ordinaries Index which may be used as a benchmark for Australian Shares† (ASX) Diversified Portfolio: â€Å"A portfolio that holds a variety of assets over more than one asset class or one market. This may include shares, property, or fixed interest† (ASX) Gearing: â€Å" Refers to the process of the increasing funds available for investment through borrowing. The ratio of debt finance to equity finance or as: The use of long-term debt in financing an entity. Gearing may be measured as EBIT/EBIIT – interest, Used to be known as Leverage† (ASX) Hedge: â€Å"A transaction, which reduces or offsets the risk of a current holding. † (ASX) Liquidity: â€Å" Being able to convert assets into cash easily, quickly and with little of no loss of capital. A liquid market is a market with enough participants to make buying and selling easy. ASX) Return on investment: â€Å"What you earn from your investments, including dividends, interest or other income and realised capital gains. Return is usually expressed as a percentage of the amount invested. † (ASX) Limitations This research proposal of developing a property investment is limited in that it does not take into consideration individual circumstances and further ana lysis of this should be done before investment begins. This proposal also does not take into the account other factors that affect the market, which can also then affect an investment. This proposal also ignores the adverse tax consequences associated in investment, which are critical in any investment strategy. References Australian Securities Exchange, 2008, (ASX) Bird, P. (1984), â€Å"Commodities as a hedge against inflation†, Applied Economics, Byrne P and Lee S, 2004, Different Risk Measures; Different portfolio compositions, Journal of property investment and finance. Enever, N. , Isaac, D. (2002), The Valuation of Property Investments, 6th ed. , Estates Gazette, London, Hargitay. S. E and Yu. S, 1991, Property Investment Decisions; a quantitative approach Joslin, A. (2005), â€Å"An investigation into the expression of uncertainty in property valuations†, Journal of Property Investment & Finance, Vol. 23 McMahon, Walter W. (1998) â€Å"Conceptual Framework for the Analysis of the Social Benefits of Lifelong Learning†, Education Economics, Newell G, Kottegoda P and Acheampong P, 2000, Using style analysis to assess direct property performance, Sixth Rim Real Estate Society, Sydney Newell G, Acheampong P, Kishore and Padan M 2000, Diversification issues in property securities funds, Sixth Pacific Rim Real Estate Society, Sydney Property Investment Research, PIR 1998, Melbourne Pyhrr. S. A and Cooper. R. J 1989, Real Estate Investment; Strategy, Analysis, Decisions, New York: Wiley Rowland. P. J 1997, Property Investments & their financing, 2nd edition, LBC (Thomson) Upton D, 1998 flirting with debt, Property Australia ———————– Define Question Secondary sources Collect, Review & analyse data Research report

Mgmt 4440 Essay Example | Topics and Well Written Essays - 500 words

Mgmt 4440 - Essay Example University of Colorado mission, vision value statement says that they value their campus community, employees and their institutional heritage. It also says that they achieve organizational excellence through; A safe environment, An engaging workplace, Staff development, Teamwork and partnership, Integrity and accountability, Open and respectful communication, An inclusive community, Quality, competitive, value-added services, Innovation and continuous improvement, Environmental sustainability etc (University of Colorado at boulder: Mission, Vision, Values). When we compare the actual performance management against the vision, mission, value statements, we can conclude that most of the claims made in the mission, vision, value statements are reflected in the actual performance management system. In other words, the CU performance management process is directly connected with the employee’s performance plan and the strategic visions of the university. â€Å"The supervisors mea sure an employee’s performance contributions not only in terms of skills, competencies, and outcomes and how her/his individual position contributes to achieving the goals of the work unit, but also in terms of a positive contribution to the strategic direction of the campus† (UNIVERSITY OF COLORADO PERFORMANCE MANAGEMENT PROGRAM, p.6).

Dangerous and Natural Energy Essay Example | Topics and Well Written Essays - 750 words

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The socail responsibility of business is to increase its profit Essay

The socail responsibility of business is to increase its profit - Essay Example Social responsibility of a business means the responsibilities which the business must undertake for the betterment of the society. These are the policies and programmes which a business must pursue for the general upliftment of the society. The business must be concerned about the welfare of their customers, employees and the society on the whole.The idea behind assuming social responsibility by the business is to help for the rapid development of the society besides increasing the profits of the business. In the ancient times the businesses were concerned only about increasing the profits. But the modern business has to undertake certain social responsibilities also. The difference between traditional business and modern business is that the former is concerned only about economic and technical objectives while the latter extends it to social responsibilities as well.There are various authors who have supported the idea of assuming social responsibilities by the business. On the ot her hand some authors feel that the question of assuming social responsibility by the business falls outside the scope of business. Milton Friedmen is of this view.According to Friedmen the political principal capitalism will be affected if the business assumes social responsibility. In a capitalist economy the business firm has the complete freedom of using its available resources in a manner it wants. But if the business firms are compelled to assume social responsibility the political principle of capitalism will be violated.... The owners will have main objective of maximising the profit. Therefore the managers have no right to direct the resources of the firm for any other purpose other than for the purpose of increasing the profits. There are various constraints which blocks a manager from assuming social responsibility. The corporate managers are trained to increase the profits and they do not have any idea about the manner in which they can improve social well-being of the people. Milton Friedmen feels that the principle of taxation would be violated if the business undertakes social responsibility, because the business will be using the money of the people for undertaking some measures for the betterment of the society. And this is similar to the taxes imposed by the government. The taxes imposed by the government and the money which the business use for undertaking social responsibility are similar because both the government and the business are using the money of the citizens for the benefit of the society. The government asks taxes from the public only for undertaking some social functions. And the right of taxes is given only to the government. So the business has no right to take money from the public for undertaking social works. If the people feel that they should contribute something for the betterment of the society they can use their own resources for undertaking these works. Friedmen believes that if we bring the concept of social responsibilities into the business it will amount to bringing socialism into the business which will be against the principle of capitalism or a free-enterprise economy. In a free enterprise economy the business firm has full freedom to use the available resources of the economy for maximising the profits. Only in a socialist

Testing in HR Recruiting Essay Example | Topics and Well Written Essays - 750 words

Testing in HR Recruiting - Essay Example In addition, the poorly carried out interview is detrimental to an organization future. It is in this regards that tests are mandatory during interviews to sieve out unwanted traits in organizations. Inappropriate hiring can be costly errors to rectify and as such, manager should concentrate on convincing hiring processes, which offer, return on investment. In a busy organization stress, tolerance tests are extremely imperative. This prevents the hiring of employees who cannot withstand pressure from both customers and managers. Subsequently, a satisfactory interview process through tests also enables identification of personal style of employees whereby only people with proficient personality traits get the chance (Dessler, 2011). This makes the interviewing process a critical area in human resource management where channeling of all resources is necessary. The future of any business organization depends on the nature of employees. Ambitious, dedicated and focused employees guarantee the success of an organization while lazy and less enthusiastic employees assure a fall in the operations of an organization. Psychometric tests during interview offer an evidence-based insight into behaviors of employees (Palmer & Varner, 2005). Nevertheless, straight, forwards, pertinent information gets concealed to the interviewing managers that are vital in the hiring process. In any event, that a psychometric test is not carried out before hiring managers will have problems coming up with non committed; at times arrogant employees who do not only make the business fail but also demoralize other employees. It is in this regards that clients with impressive results get retained in the hiring process (Hyder & LÃ ¶vblad, 2007). This improves greater self-awareness among management teams and employees. Â  

Bilby Case Study- persuassive writing portfolio Essay

Bilby Case Study- persuassive writing portfolio - Essay Example The future, any future, hospital or no hospital, is built on the foundation of our past: Our natural history and our man-made heritage. A new hospital is a brilliant idea. Destroying our natural history and heritage to build a new hospital is nothing but a headlong rush into the future with a foundation of sand: A race to the future with no foundation in the past. Bilbys blessing, and its curse, is its persona as a byword for local tranquility. Located off the highway, a century-and-a-half after the Gold Rush, time had largely past Bilby by until the production of City Stress, Country Pleasures. Now, Bilby is famous as the home of local tranquility, and its future, is contingent on preserving that image. A new district hospital will do nothing to facilitate that image and, if anything, undermine it. The development of Bilby, in a sustainable manner, must be predicated on preservation of local tranquility. Visitors seeking pastoral peace and quiet not visiting hospital patients are the key to Bilbys future. Preservation and restoration of the natural environment not enhancing the built environment is the key to Bilbys future. Preservation and restoration of Bilbys built heritage, not new development, is the key to Bilbys future success. John Russell, founder of Bilby Landcare, will be hosting a special event at the entrance to the Bilby Cemetery on Saturday, January 8, 2011 at noon. It will kick-off Bilby Landcares campaign to protect the cemetery and the community from reckless development. Joining John will be Garrett Pietro of Grassroots who will be debuting his new song about preserving the natural and built heritage of Bilby. John Russells past, present and future are embedded in Bilby. Born and raised here he left Bilby for university and returned to take over Russell Native Nursery in 1993. His commitment to the community deepened further when he stood for election to the shire council. Johns personal, professional and political lives are all

Assess the state of the economy, both its orientation and success, in Essay

Assess the state of the economy, both its orientation and success, in East and Southeast Asia in the past two generations - Essay Example Other countries such as Taiwan also shared this economic growth and became sufficient in terms of technological improvements while at the same time countries like South Korea and Singapore also became the trading hubs for the world and the region specifically. (Kaup 2007) The basic change in the structure and overall orientation of the Asia Pacific economies came after 1985 when countries in the Region signed Plaza accord. The Plaza accord allowed the integration of these economies and further advanced the cause of the economic supremacy of the region in the world economy. It is also important to note that with the increasing economic self sufficiency of the countries in the region, their overall dependence on US gradually declined and they became relatively independent economies with their own dynamics and strengths to steer ahead in the world economy. The period during early 1990s however, also witnessed a worst financial crisis in these countries due to currency and foreign exchan ge issues which forced many countries like Thailand and Korea to re-evaluate their economic infrastructure and decision making process in order to become more self sufficient. In the last decade of the 20th century, China emerged as the leading country in the region to make unprecedented economic progress. China continuously recorded economic progress of approximately 10% consistently. ... refore gave rise to the assumption that in 21st century, there will be three main centers of Power in the world i.e Europe, North America and East Asia. (Mahbubani 1995) On political grounds, the Region however remained fragile and did not made considerable progress. China is still predominately a socialist country with government playing central role in controlling almost every aspect of life including the economy as well as the political sphere of life. Similarly, tension between North and South Korea is still one of the significant political threats to the economic stability of the Region. Political changes in China however, can also be considered in favor of free trade as after the end of Mao Zedong’s revolutionary era, subsequent governments in China gradually opened the Chinese economy to the external world and achieve the natural integration of China in the world’s political and economic scene. This allowed international companies to invest in China and other reg ions to take advantage of the large and previously untapped market. Corruption is still rampant in countries like Philippines and Indonesia with Indonesia is considered as the most corrupt country in the Region. Corruption in Philippines is relatively more rampant due to the fact that most of the production resources and employment is controlled by large organizations. For them, it is relatively easier to do the corruption due to their overall influence in the government and in political parties. (Digal 2010) Considering the overall situation, it is clear that the East and Southeast Asia may be able to surpass the economic progress made by the West. Countries like China are considered to hold the key for the economic future of the world however, on the political and governance level, countries in the

Cross cultural marriage Essay Example | Topics and Well Written Essays - 1000 words

Cross cultural marriage - Essay Example In this paper, an argument for cross-cultural marriage shall be made by analyzing the advantages involved in it. For many people, marrying a foreigner, or somebody from a different cultural background, is a tremendously exciting thing, and these people tend to get into such marriages with a strong optimism concerning the future. Cross-cultural marriages tend to promote unity between different cultures and nationalities (Milan et al, 2010). This is because it leads to cultural understanding between the marriage partners and their families. Some have argued that cross cultural marriage results in conflict between the marriage partners, but these assertions have been found to have no basis in reality. When one considers marriages between people from different cultures, one will find that the levels of cultural conflicts are surprising low. In fact, it can be said that the bringing together of two diverse cultures has the effect of creating a new, distinct culture, as the couple who get married often bring along their own cultures and continue to practice them alongside those of their partners. Th erefore, those who raise the argument of cultural conflicts in such marriages are wrong. One will in most instances, find that those who are involved in such marriages are always immensely accepting of other cultures, and it is rare for them to show any prejudice, if any. When it comes to raising children, an environment created through a cross-cultural marriage is the best (Fenyo, 2001). One would argue that the cultural exchange that occurs between the marriage partners also affects their children. This is because the children will be able to adopt the best traits that  are in the cultures  in which  they are raised. The implication of being raised in such an environment is tremendously positive on the children. It not only enables them to be aware and appreciative of other

Strategies Used for the Gifted and for Those Who Are Developmentally Delayed Essay Example for Free

Strategies Used for the Gifted and for Those Who Are Developmentally Delayed Essay Generally when we talk of individuals with disabilities, the very core or center of concern always falls on individuals with developmentally disorders, physically handicapped, emotionally disorders. We tend to miss out the individuals who are born as â€Å"gifted†. Well for us, as the title says (gifted), being born gifted is more of a blessing than the other way around. But the truth of the matter is, it is not as easy as it may seem to be. If individuals with different kinds of disorders have special needs, so do gifted individuals. It may just be in a different manner, in a dissimilar kind and in a more diverse situation but there still is a special need and this is also need to be properly addressed in the same manner as with the other disabilities. Since both gifted and with disabilities individuals need special needs, corresponding modifications, strategies and adjustments should be done accordingly to be able to suit to their needs thus learning process can occur. Both classroom set up should be designed in accordance to provide optimum conduciveness in learning. Both have its own sets of teaching strategies that would be best effective in each set of exceptionalities. Initially, both gifted and developmentally delayed individuals should be properly assessed based on either a preliminary checklist or assessment obtained from the professionals such as developmental pediatrician or psychiatrist. Obtaining the assessment would help us discriminate or distinguish individuals that are mild moderate and severe. It also goes the same with gifted children, we need to know which are mildly gifted, moderately and highly gifted in order to be able to address their needs more appropriately. Another psychological truth that we need to learn is that most learning occurs when an optimal match between the learner’s current understanding and the challenge of new learning material has been carefully engineered. Choosing an appropriate program for both gifted and developmentally delayed individuals has always been indeed a challenge to anyone. Sets of programs are always done individualistic may it be for gifted individual or individual with developmental delay because both have unique characteristics that make them so personal and different from one another. Moreover, most often than not, the progress programs given to these two exceptionalities are based on their pace. Generally, for the developmentally delayed students the initial step for learning process to occur is behavior modification. Once the behavior is properly addressed, meaning the teacher is able to get the attention and behavior of the student, will the learning take effect. In gifted children, however, the initial step is to discover the child’s area of giftedness and create a program that will attend and enhance farther his special needs. Behavioral modification is not the basic concern at this point except for some social aspect such as coping up with peers older of his/her age. If that case happens, that is the only time that behavior intervention is needed. If teaching methods use for developmentally delayed students are direct instructions and task analysis, thus making tasks as simple and as directly instructed as possible for easier mastery, for gifted students, it is making it more complex and abstract to maintain the student’s interest and be challenged with it. If the gifted students master a particular unit, they need to be provided with more advanced learning activities, not more of the same activity as before. With developmentally delayed students, repetitions of activities and tasks are advisable to be able to incur mastery. Moreover, gifted students’ learning characteristics are best served with thematic, broad based and integrative content rather than just single-subject areas in which are being used in developmentally delayed students. Compacting are used with gifted student to streamline curriculum in order to allow them to move at a quicker pace and have time to pursue in alternate topic while in developmentally delayed students, the (general) task or activity is broken down into pieces of smaller tasks to be able to effectively master the (general) task.

Personal Development Through Reflective Practice Personal Development Essay

Personal Development Through Reflective Practice Personal Development Essay The learning set was created on the first day of the course. Members were chosen at random based on their seating position in the room and that fellow work colleagues could not be part of any group. Our set therefore consisted of six strangers from different backgrounds and organisations. No direction was given about learning sets theory or practice. We met as a group over a period four months. Initially we struggled with making our learning set work. At times we wanted to apply formal structures. For example in week 3 we tried a self evaluation exercise from a text book (Pedler, Burgoyne, Boydell, 2007). Whilst that was helpful from an individual perspective it did not fully clarify what we were meant to achieve via the set or satisfy the eagerness of some members to put structures in place. However over a period of time the group has now gelled and is less negative about the concept of the learning set. We are still not fully behaving as a set as defined by theory e.g. we dont always spend time at each meeting to discuss specific issues, often digressing into wider debates (Revans, 1978) As a group we have followed the various stages of Tuckmans classic team development model. (Alan Chapman/Businessballs.com, 2010). The application of this model is shown in Appendix 1 Account of Learning Gains I was initially critical of the learning set process, as like others, I could not see where it was going beyond being a talking shop. Nonetheless I can see now that the process has developed me personally. This is not uncommon. for those who have persisted with the process (of action learning sets) this talk has proved to be a powerful agent of personal and business change (Clarke et al, 2006). I have learnt about my own and others learning styles. My learning style is activist/pragmatist (Appendix 2) compared to others in the group who were more in the styles of reflectors/theorists and therefore wishing to apply a more rigorous approach before engaging in the process. The set has allowed me to reflect on this style and I am now more reflective in my actions. I now consider options before acting whereas before I would almost identify the route to resolving a problem and determine my actions accordingly. My reflective diary shows that I have become more aware of group dynamics and how people behave in groups (appendix 3). This in turn has helped me make changes to my managerial style and behaviour in situations at work. It has also made me realise that as a manager you need to be continually reflecting and re-acting to deal with an ever changing world. I can now see that learning can be a social process and that learning is dynamic and affected by social context. Whilst we as a group have only had limited formal learning set time, what has really been effective is the informal time we have had as a learning set and as a cohort with other learners. In that time we have shared our experiences and learnt from each other. I have also developed friendships through this process. I am a now also more questioning and challenging of assumptions I may have held. The academic reading has helped me to do this but so too has having the opportunity to question and be questioned in a safe environment. At times this has been uncomfortable but the rigour of keeping a reflective diary has been invaluable in enabling me to see this. A Learning Set Process Review One of the key issues the set struggled with was not having a facilitator or any formal input to guide us from the onset. This had the potential to make the set a talking shop, which in the early days it was. Some timely input was provided but as Revans stated it is by being comrades in adversity i.e. having to make sense of the learning set for our MBA that we managed to progress. (Revans, 1978). On balance I would say that having a facilitator to provide the set with a steer and maintain focus would be something I would change in future. Alternatively an introductory session on the principles of learning sets would have been helpful, though I appreciate, having been through the process, that this could potentially bias the learning that could be achieved. Bourner et al found that setting up set randomly had the potential of creating a group of group of leftovers who did not benefit from the learning set process. (Bourner Weinstein, 1996). This happened in our overall group and did influence my thinking about whether I should move sets but my overall comfortableness with ours and what I had surmised about others clouded my own thoughts around whether I should move sets (appendix 3). We had consistent attendance from members, except for one person who missed the initial sessions as well as the mining museum event. He subsequently did not return. I would argue that for the process to benefit an individual then s/he must attend regularly so that relationships as well as confidence to question can be built up. Commitment to the process is therefore critical. Time in meetings was also a critical factor. We probably only have had a handful of set meetings where we followed our agreed structure of each member putting forward an issue for debate. As we met only once a week meetings often did not get going and on occasions the time was taken up with other course related activities. We should have created opportunities to meet outside the set or used electronic means to communicate. Having people who were outside of each others work context helped set members gain views that are independent but also enabled members to talk frankly without fear of breaching confidentiality or work related sensitivities. This is a very powerful tool as often managers do not have access to such individuals. However that does require a certain amount of trust between members. This particularly helped me with the issue I brought to the learning set (appendix 3). The process also allowed us to have some thinking time outside of normal day to day work activities, again something that managers dont often find time to do. One hour just was not enough. I would change the time to at least one and a half hours. KEY SKILLS Ability to build sophisticated relationships with a variety of stakeholders and customers to help meet strategic organisational goals Dynamic leadership and management skills to lead and motivate individuals and teams to achieve targets and outcomes Excellent negotiating and problem solving skills Excellent influencing skills with excellent interpersonal and communication skills, both oral and written EMPLOYMENT HISTORY Development Manager Childrens Workforce Development Council May 2008 present Manage a team of 3 staff over seeing England wide youth workforce reform projects totaling over  £4m Member of management team for overall youth workforce reform programme with a total three year budget of  £25m Interim Head of Operations, North of England/East Midlands Equality and Human Rights Commission (EHRC) October 2007 April 2008 Managed the setting up of four English regions for the newly created EHRC Provided leadership and direction to help each region produce strategic scoping reports mapping the equalities terrain to help inform future planning Regional Director, North of England and East Midlands Commission for Racial Equality (CRE) Oct 2006 to Oct 2007 Directed 4 regional offices with 13 staff based in Manchester, Leeds, Newcastle and Nottingham and ensured very effective working relationships with key regional agencies Prepared, delivered and evaluated the regional business plan Introduced and managed innovative art based projects in Merseyside, West Yorkshire and Middlesbrough respectively to support local level equality voluntary sector Carried out a fundamental review of equality networks across the North of England Diversity Director, North of England (secondment) Acas April 2004 to October 2006 Managed Acas equality work for the North of England Specialist diversity lead on three person Acas team that delivered collaborative working training to the United Nations in New York Developed first ever Acas/North West Development Agency Memorandum of Understanding for work on equality and diversity across the whole North West region Managed the first ever joint Business in The Community/Acas equality conference in March 2006 Conceptualised and project managed the first ever Fair Employment Zone with a budget of  £200k to provide employers with support, guidance and training on equality and diversity Head of Private Sector, Commission for Racial Equality October 2002 to March 2004 Lead the CREs national private sector team of 12 staff based in multiple locations and a budget of  £600k Developed and managed the CREs new strategy for working with the private sector Negotiated sponsorship of  £100k from HSBC and Post Office Ltd for the CREs Guide to Small to Medium enterprises Oversaw the production of the revised CRE Statutory Code of Practice in Employment Director, Equality Direct June 2001 to September 2002 Successfully set up and managed the first ever national government helpline on equality and diversity for employers. Trained, managed and supported 8 helpline advisers Drafted the Department for Education and Employments 10 point plan for employers Various positions including Head of Regional Strategy, Head of Legal Action Team, Social Policy Officer, Employment Officer, Commission for Racial Equality January 1988 to May 2001 Successfully project managed five public education exhibitions attended by over 2000 individuals and employers Managed the CREs funding ( £1m)of Race Equality Councils in the North of England, which included supporting the development of new organisations Developed in conjunction with the Rugby Football League the first ever campaign to tackle racism in Rugby League- Tackle It Deputy Supervisor/ Trainer, Dewsbury Trust Fund March 1984 to December 1987 Supervised a Community Programme scheme which provided and created training and employment opportunities for over 20 long term unemployed ethnic minorities ANALYSIS OF THE CHILDRENS WORKFORCE DEVELOPMENT COUNCIL Introduction The Childrens Workforce Development Council (CWDC) is an England wide executive non-departmental public body set up in 2005 whose vision is to create a world-class workforce for Children, Young People and Families. It does this in two ways by supporting people working with them have the best possible training, qualifications, support and advice and by helping children and young peoples organisations and services to work together better (CWDC, 2010) It receives an annual grant from the governments Department of Children, Schools and Families (DCSF) for distinct projects and core management costs. Its budget and staffing have seen massive growth over the last five years. The organisation is strategically managed by a Board of Directors and operationally managed by a senior management team (SMT) consisting of the Chief Executive and five Directors. The SMT is supported by a small planning and performance unit (Appendix 4). Each Directorate consists of smaller teams which are responsible for programmes of work and projects. Woodward refers to these as task functions, namely the basic activities related to producing organisational outcomes. Central functions such as IT, Finance and Procurement, Human Resource Management referred to by Woodward as element functions i.e. those activities that support the task function sit within separate Directorates. (Woodward, as quoted in Mullins, 2007). The HQ is in Leeds with a small number of home-based staff. The majority of these are senior staff, but also includes singleton regional managers in the nine English regions. Appendix 5 shows how the delivery of programmes for the workforce is managed within one of the directorates. Projects are grouped into programmes consisting of small project teams. Each programme is answerable to a programme board consisting of key officials from CWDC and its sponsor body, DCSF. Critical Appraisal Appendix 6 provides a SWOT analysis for CWDC. This shows that as a public body it operates in a complex and challenging environment, facing pressures and demands from a large group of stakeholders/sources. CWDC is an infrastructure body that does not provide direct services to the workforce it serves and is attempting to upskill and reform the workforce to make it more effective in working with children and young people. To achieve this CWDC has put in place a significant bespoke electronic project management system into which all projects relate. This has yielded benefits in terms of consistency, accountability and close management of projects. However it is a heavily bureaucratic system which takes up significant staff time and has lead to a feeling that the system is driving the organisation. Accountability has become a key driver for CWDC and is influencing its way of delivering its aims. All projects have significant sign off processes including SMT approval. Outward facing activity such as press releases, publications, conference speeches also require sign off at this level. Whilst this is appropriate as it ensures alignment with organisational strategy, it does create a risk averse culture and makes decision making feel longer as well causing managers to feel that they cant make decisions. CWDCs structure is a tall hierarchical one that has evolved as it has grown in size. The SMT have large directorates and responsibility for staff is devolved and within Urwicks span of control is within the optimum number of six. Fayols scalar chain showing the direct line from the top to the bottom is clear and well understood across CWDC. Whilst this brings advantages in terms of clear lines of authority and accountability, it can also lead to demotivated and disempowered staff, where staff may feel that they have no say or involvement in decision making. Having a centralised base enables CWDC to ensure that there is a consistent approach to strategy and implementation across the organisation and enables more interaction between directorates. On the whole this is effective but having the majority of its senior staff as home workers and out of the office on a day to day basis can mitigate against this. To avoid this there is a significant use of emails and teleconferencing as well as two all staff conferences each year. The excessive use of email is however potentially counterproductive as it can lead to poorer communication, information overload, be a substitute for face to face contact, be used as a control tool thereby creating stress to staff. CWDCs limited regional staff presence also has the potential to create distance between the end user (the workforce) and CWDC. This is however compensated for via strong links with representative or employer bodies as well as regional roadshows. A DETAILED ANALYSIS OF THE MANAGERIAL JOB ROLE. Definition of Managerial Role Despite the fact that the theory on what a manager is or does have developed significantly over the last 100 years ago, it is not easy to define the role of a manager. In the early 1900s, F. W. Taylor pioneered the idea of one best way model to manage employees and structure to achieve maximum performance. Taylorism put forward the idea that the role of the manager was different to that of a worker. Around the same time. Henry Fayol identified five key functions of a manger namely planning, organising, co-ordinating, commanding and controlling. These hold true today though arguably the function of commanding has been replaced with motivating staff to achieve. (Stewart,1999) The work of Stewart and Mintzberg several years later took a slightly different approach to the work of the manager. They identified some key aspects such as managers not operating in orderly well organised worlds, managers interacting and managing relationships with lots of people not just their direct staff, and continually having to work in a fragmented world of variety, at pace and with little free time. (Stewart 1999,) This is particularly true for me where I find that day to day plans can easily be thrown out of kilter due to unplanned events or circumstances. Mintzberg identified ten roles common to all managers, which he put into three categories as set out below. Mintzberg suggested that a manager had to perform various roles dependent on the particular situation or context. The table (appendix 7) sets out the groupings alongside examples from my work practice: In todays world, many of the roles identified by early theorists are relevant, however the world has changed dramatically since then. The significant advances in technology, impact on how managers carry out the informational roles Mintzberg refers to. For example in my experience e-mails, internet and the company intranet now play a major role in enabling information to be disseminated without the need for the manager to do so. Today, managers also need to have the right set of hard and soft skills to manage the complex and ever-changing world, including interpersonal skills.(Mullins 2007). Important issues for the future include managing change, leadership and motivation of staff, managing diversity, the development of human resources..(Mullins 2007) Making operational decisions On a daily basis I make operational decisions namely those decisions that concern the day to day running of my area of responsibility (Teale et al, 2003) and those whose impact is immediate on the organisation (Beckford 2001). Such decisions tend to be programmed ones namely those that relate to recurring problems that have occurred often enough to enable a standard response (Daft Marcic, 2009).In my context such decisions include decisions on which supplier to use, use of agency staff, procuring of supplies, recruiting, retaining staff. The factors I take into account, dependent on the context, will include: existing organisational policies and practices. This is to ensure consistency as well as compliance to company processes and policies whether I have all the facts available to me or if I need to obtain further information budget availability e.g. when replacing staff, or sanctioning costs for services risk evaluation e.g. considering the risk to the organisation in the decision. Most of these operational decisions will be minimal risk as they fall under my command of control. However on occasions for example terminating a contract may have wider ramifications which may well involve consultation with more senior staff impact on staff in team e.g. making decisions of staff leave requests and whether cover is available whether I need to consult with others to help arrive at the decision Options available to the manager for influencing senior managers Research has identified the importance of upward influence as a key factor in the effectiveness of managers (Case, Dosier, Murkison, Keys, 1998). There are a number of options available to do this. Reason or using a logical well prepared and presented argument with supporting data and documentation appears to be an effective one when trying to put a case forward (Case, Dosier, Murkison, Keys, 1998; Bhatnagar, 1993). An example of this in my practice is attached at Appendix 8. However there is more to influencing than just having a good argument, building relationships is extremely important. (Paulson, 1991). A manager will therefore need to: See things from their senior managers perspective Keep the manager informed to enable them to do their job Be friendly but keep a professional distance Put forward solutions to problems Support the manager but not to the point of being a yes person and express reservations in private This last bullet point has some relevance to me. My reflective diary (incident of 14-16/10/09-appendix 3) shows I need to recognise this aspect more and where appropriate challenge my boss. Operational management-level meeting A key to the success of any meeting is preparation (Kendrick, 2004). Appendix 9 shows an example of how this works in my meetings. This particular meeting refers to the contract inception meeting with a contractor for a complex  £4m project. As such prior to the meeting I met with one of my team and agreed all the areas to be covered. An agenda is always produced, based on the purpose of the meeting and expected outcomes from it. The agenda is structured in such a way that it allows time for reviewing action points from previous meeting and prioritising the major items for discussion in order of priority. It also includes an item at the end for round of agreed actions. This is to ensure that participants leave the meeting with a clear understanding of the nature of and owner of the agreed actions. A note taker is critical in key meetings to ensure accurate note taking and enable me to chair and facilitate the meeting. Minutes reflecting the key areas of discussion and action points are always produced within a few days of meeting, so as to ensure completion of actions in advance of the next meeting. Following the meeting a de-brief is held with the note taker to ensure all points have been captured but also to check that the meetings objectives have been realised (Kendrick 2004). Due to the importance of these meeting I chair them. This enables me to ensure control as the contract manager. However my style is participatory and informal to allow full contribution from all participants, as it is in the organisational interest that contractors work together with us to deliver this project. Delegating effectively Time is at a premium for a manager (Stewart, 1999). Delegation is necessary to ensure that decisions are made at the lowest level to save organisational cost and free up time for management duties (Mullins 2007). However delegation must not be seen as a reason for merely dumping work onto staff or abdicating managerial responsibilities (Jones, 1979). Not all work, though, can be delegated e.g. supervision, planning, disciplinary matters which must remain with the manager (Ghazda, 2002). The key to successful delegation lies in having a planned and systematic approach to it (Mullins, 2007). Before determining whether to delegate the manager needs to be clear on the task and whether the task is being delegated for results or for employee development (Ghazda, 2002). Assumptions should also not be made about the willingness of the employee to take on the task (McConalogue, 1993). They may be afraid of failure or lack confidence (Jones, 1979). Managers need to be aware of this. The manager should also set clear objectives and identify with the employee what the expected results are (Ghazda, 2002), which should be written down (Jones, 1979). Guidance and support should be provided throughout without being too instructive as this will inhibit employee development (Mullins, 2007; Jones, 1979). Employees must be able to feel that authority has been passed on without fear of the manager constantly interfering or checking on them i.e. having the freedom of action within agreed terms (Mullins, 2007). Monitoring of the task is important and should be defined at the onset through agreed milestones (Ghazda, 2002). Manager should also check progress informally and through ongoing supervision. On reflection my practice covers most of the requirements for effective delegation. However I need to do more on formally considering employee willingness to carry out the tasks delegated to them and write down clear objectives as per paras 18-19 above. Mentoring and supporting others There are numbers of definitions of mentoring, but one that is interesting is below which highlights that mentoring can be beneficial to both the mentor and mentee. Mentoring is a learning partnership between two people with different levels of experience and with the potential to achieve new learning, new insight and personal growth (Poulsen, 2006) Mentoring uses all types of helping to learn styles i.e. coaching, counselling, guiding and networking (Clutterbuck, 2004). Mentoring can be formal and structured or informal, but for it to succeed it needs to have a structure but operate informally (Clutterbuck, 2004). On reflection, I can say that I have not formally mentored my staff but I believe that at times I have followed the four learning to help styles primarily in a job task completion context. Nor did I realise its potential development benefits for me and staff. A follow up action is for me to informally mentor a member of CWDC staff and this has been incorporated into my Learning and Development Plan (see Appendix 10) PERSONAL DEVELOPMENT Training and Development History Appendix 11 sets out my personal training and development history. My development has been primarily related to my previous career within the equality industry. In particular my development has been through spending twenty years rising up the ranks at the Commission for Racial Equality (CRE), achieving a high level position managing four regions within England. During that time I also went on secondment twice to enhance my knowledge and experience of working in other organisations. Following closure of the CRE, I became a consultant. This did not last long as I found the lack of uncertainty around work to be unsuitable and I missed the security of working within teams an established organisation. My self analysis using Belbins eight group roles showing me as a team worker supports this (Appendix 12). I therefore chose to take a lower level job in a new area (workforce reform policy) on the understanding that I would, within 2-3 years, obtain a higher level position within the new company or outside it. Learning and Development Plan My learning development plan (LDP) at Appendix 10 is based on my work related appraisal (appendix 13), issues arising from my assessment against the CMI standards (para 10 below) as well as the completion of the University of Huddersfields Guide to Reflective Practice Workbook (appendix 14). A key area I would like to focus is developing my own resilience to deal with situations in a more rounded manner. This will require me to be continuously reflect on my behaviours in different contexts. I have found the rigour of using a template for reflection for my learning set particularly useful and have started to extend this to other situations. A significant strength that has been identified is my competency to develop effective working relationships both within my team and externally. Comments from my line manager support this: One of your strongest competences (working with others). You inspire others to work with you and balance a range of personal and external demands. The learning on your management course is beginning to pay dividends and providing a theoretical background to your personal approach. It is helping you to achieve at the higher levels of this competence (Appendix 13) Reflection on the significance of the MBA programme The programme is significant for me for the following reasons: It will provide me with a qualification to support my 20+ years of management experience, which in turn will lead to new opportunities for progression to a more strategic management position within my existing employer or externally It will enable me to engage with current and new management ideas and practices thereby influencing my future practice. I will hear views and perspectives from other managers from other sector Both of the above will make me a better manager and leader. I am already benefitting from attendance on the programme. In particular it has helped me identify my strengths as well as areas for development. My knowledge of the theoretical aspects of e.g. managing people is also influencing my approaches to work situations. Attendance on the course has particularly given me the confidence to think differently and if necessary challenge in situations where previously I would not have. Progress in meeting the Chartered Manager standards. Appendices 15-16 provide a self assessment against the Chartered Manager standards using the National Occupational Standards for Management and Leadership. (http://www.management-standards.org). This shows that I meet many of the required standards either in my current role or through previous experience. Areas for improvement are: Consistently apply strategic thinking Adapt leadership style to take account of diverse situations Identify opportunities for change and development Establish information management and communication systems Manage complexity to positive effect Optimise use of financial and other resources Demonstrate resilience on achieving personal goals

Free Essays - Free Will Isnt Free in Macbeth :: Macbeth essays

Macbeth - Free Will Isn't Free Could Macbeth choose his own path in life or is it already planned? Everything he does in his life is already planned out. It is destined for what happens happened in his life. He still has his free will, but no matter what everything is bound to happen as it were destined to. His destiny is still a step ahead of him. No matter what his decision is, even the three witches can foretell his future. Every decision that Macbeth choose was on his free will and his fate is already destined for him ahead of times. The three witches knew everything before hand. Therefore, they could foretell who would be the destined one and be king. They knew the exact time and place in which they were suppose to encounter the future king. They knew Macbeth would be ordained to be this future king. They told Macbeth that he was the Thane of Glamis because he is the rightful heir "all hail, Macbeth! Hail to thee, thane of Glamis!" [I, iii, 49], Thane of Cawdor all hail, Macbeth! Hail to thee, Tthane of Cawdor" [I, iii, 51] and King of Scotland, "all hail, Macbeth, that shalt be king hereafter!"[I, iii, 49]. They told Macbeth about the apparitions of the signs that he would be overthrown off the throne. The first apparition was Macduff "Macbeth! Macbeth! Macbeth! Beware Macduff, Beware the thane of Fife" [IV, I, 71]. The second apparition is foreshadowing that nothing woman born shall kill him, "the pow'r of man, for none of woman born shall harm Macbeth" [IV, I, 80]. While, the third apparition tell ing Macbeth not to worry until the forest comes to him and the eight kings overthrow him from the thrown. "Macbeth shall never vanquished be until Great Birnam Wood to high Dunsinane Hill shall come against him" [IV, I, 92]. So the three witches already know Macbeths destiny and his decisions. When the witches told Macbeth that he was going to be king, he was not patient enough to wait, hence, wanted for him to be king right then. He discussed the ordeal to his wife about the three witches warning him and how things started to take its course.

Gettysburg :: essays research papers

Gettysburg is the bloodiest battle on U.S. soil. It started when Vicksburg was under siege by General Grant. General Lee thought that he would drive them out by invading the North. There plan was to first invade Harrisonburg, but Lee then saw that Gettysburg was a great place, because all the roads lead into it and it would be easier to gather his army.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Stuart was in charge of the South Calvary, which is in charge of keeping track of the position of the North’s army, but he was of causing havoc in some northern towns. In light of Stuarts disappearance General Longstreet Hired a southern actor named Harrison to spy on the north. With his information the decided to move towards Gettysburg.   Ã‚  Ã‚  Ã‚  Ã‚  While this is going on the Northern army was to the north of Gettysburg and Buford, who is in charge of the Northern Calvary Division, saw what the South was doing.   Ã‚  Ã‚  Ã‚  Ã‚  On the first day of battle three southern divisions were marching in between Seminary Ridge and Gettysburg. Buford knowing that he need to keep the high ground safe he sent Develin to set up a barricade one street and Gamble to barricade the other. As the three Southern divisions moved on Heath thought that Devilin’s barricade was made up of local militia and he decided to attack. To Heaths dismay it was un mounted Calvary that were there to defend and to make sure that the south didn’t move into Corps Hill or Cemetery Ridge. Develin and Gamble held them off long enough. The south then settles in to Seminary Ridge. Ewell was told by Lee to take the corps hill but he doesn’t. That was the end of the first day of battle. The south considered it a victory even though nothing came out of the first day.   Ã‚  Ã‚  Ã‚  Ã‚  During the first day the 20th Maine under the command of Cornel Chamberlain was issued men who refused to fight. They were also told that they were to march towards Gettysburg and to be ready to fight. As they march all but six of the new guys decided that they would fight.

Remember the Titans 2: Invasion of the Gorgons :: Women Sports Essays

Remember the Titans 2: Invasion of the Gorgons Years after the heart-wrenching tale of young males overcoming racism by bonding over sweat and spandex pants comes the sequel, Remember the Titans 2: Gorgons. Instead of addressing the racial issue, it will follow the integration of women into the tradition of football. The unification comes about when a professional football is given the choice to drop out of the world altogether or merge their male and female teams due to new law that states that all teams must be coed. The story opens in the locker room of the women's football team. The team is fairly new, shown by new equipment and jerseys, with their mascot, the Gorgon, proudly emblazoned in green on white jerseys. Redefining Title IX years before had brought about this change. Women must have exactly the same sports as men, with the same funding. Somehow, it all worked and women's sports are finally on par with men's sports; even as women draw the same size crowds, however, they still maintain a physical and strategic difference from the men. Women, in football especially, play a quicker, more strategic game than men. Men over the years have gotten bigger, stronger and more stupid. Strategy developed into a clash of shoving bodies. But now, the schools have run out of money. Also, the fans have become restless, waiting for the sport's new development. When the team integrates, it becomes doubly sized and doubly staffed. No one wants to give up his or her position, least of all the coaches. In the tradition of the original movie, the non-traditional coach becomes the leader of the team. With a female as head coach, men, especially the drugged and technology enhanced male players must learn to cope with this loss of authority. The movie medium is perfect for representation of this situation; the coach berates an unruly player while he towers above her, roughly three times her size even as she puts him in his place. With such a size difference, drama ensues, as some female players get hurt. Women's status as an equal sex is tried and triumphs as the men and women learn to work as a unit and stop trying to kill each other. The public wants none of the political or economic burden of the shift. They want their old sports back; sports as a whole evolved since the first movie.

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This is the entrance season. Don't miss the important exams†¦ Whether your interest is in Engineering, medicine, Law or Hotel management, the period between march and may, at times even June is meant for writing a series of entrance exams. Careerists helps you prioritize†¦ Asking endless rounds of post ices and banks is so tiring, cribs Dry Manhandling, a harried father of a 17-year-old. His daughter is appearing for 10+2 and aspires to be an engineer.He has so far ailed in 11 application forms for efferent state and national-level entrances and a few are to follow. What is making matters worse is the indifference of most of the test-conducting agencies, especially the state-led ones like CBS or NITS. None of them respond, and their phone lines are perpetually busy, laments Manhandling. To help thousands of parents like him, we have put together detailed information on over 50 entrances across the four major disciplines: Medicine, Engineering, Law and Hotel Management.For e ach of the entrances, we have provided detailed information on the process of form ailing, syllabus, test pattern, counseling process and seats availability. Continuing our tradition, we will also publish advisories on how to crack them. During the course of next three months, in case you have any queries with respect to any of these examinations you are most welcome to call up our helpline number: 011- 40 360 360. Entrance examinations in the country vary in their objective and scale widely. The biggest of course is the JEEZ (Main) which sees over 1. 5 million aspirants.Other private and deemed universities that conduct their own examinations for different programmers get between 5000-30,000 aspirants. It would make sense to appear for good private university entrances because, quite a few of them offer good scholarships for toppers in their respective examinations. Do not miss out on applying to your preferred institutions. Good Luck! ENTRANCE EXAMS MEDICINE iris step that one tak es to become a doctor or rather a professional adept in the ‘led of medicine is to opt for subjects in Life Sciences, particularly Biology while in high school.The next step is to prepare for medical entrance examinations, during or after the year of passing class 12, that are held mostly in the month of April, May and June every year. Clearing the exam successfully helps you secure admission in a medical school to undertake an undergraduate medical degree, primarily MOBS or BEDS (Dental). There are slight variations in eligibility norms for various entrances. Usually candidates must be of 17 years of age and must have passed 10+2 from a recognized board with 50/45 percent in the aggregate (40 percent for SC/ SST).The candidates appearing for their board exam in 2014 are also eligible to apply. The candidates must have studied Physics, Chemistry, Math or Biology. Cracking the exam A career in medicine, especially in India with roughly 50,000-odd seats at the undergraduate leve l is based on your ability to qualify national or state-level tests. You need to test your ability in Physics, Chemistry, Botany and Zoology. In these exams, apart from being accurate, you also need to be alert and very quick.In most of the exams for which we are listing out key information (nature, application procedure, fees, important dates, intake, selection), the answers have to be given in less than a minute per question. The assessment in a way relates to the profession that demands an enquiring mind, the capacity to acquire high levels of knowledge which has to be constantly up-dated, and he ability to relate to people as individuals, each with their own health needs. DRY CUSHMAN BATHWATER Addle.Proof & Head, palliative care, Alms Alms has a tradition of research excellence & in addition to being world class, provide care and cure. Some of top researchers in the country populate the campus BOCCE Briar Combined Entrance Competitive Examination (BOCCE) is a state-level exam co nducted by the Briar Combined Competitive Exam Board for admissions to MOBS, BEDS, Barbara courses in various colleges across the state. Exam type: State-level Selection process: The candidates will be called for counseling on the basis f the result.Application Form/procedure The candidates can acquire the application form from select colleges across Briar or select Canard Bank branches, details of which can be CAREERS FEBRUARY 2014 found on the social website The candidates can also acquire the form through post by sending the AD to the BOCCE Board. I The facility for online submission of applications might be available for BOCCE on the social website (http://baseboard. Com/Home. PH).Counseling procedure The counseling for BOCCE candidates will be held as per the roll numbers given in the schedule, merit-wise. I Candidates will have to attend the unsealing and go through document verification process at: The BOCCE Board, I. A. S. Association Building, Near Patina Airport,Patina-800 014 TRAINING IN specialties help surgeons to keep themselves updated Students have to carry originals of all qualifying exams along with one set of attested copies of the same.Exam pattern: The paper comprises two stages: First stage There are four sections: Physics, Chemistry, Mathematics and Biology. I Candidates have to attempt Physics and Chemistry compulsorily I Candidates opting for MOBS/BEDS should attempt Biology. I The total marks for PC candidates ill be 150 with each subject carrying 50 marks. Second Stage I There are four sections: Physics, Each paper will be for the duration of one-and-a-half hours. And Chemistry compulsorily.I Total marks for each subject will be I There will be a total of 100 questions in each subject I Four marks will be awarded for each correct answer and one mark deducted for every wrong answer Syllabus: The syllabus will be available on the social website of BOCCE and will basically be the same as that of the HAS-level examination. 31 Selection Pr ocess: The process begins after both the phases of the examination have been conducted. Then the BOCCE Board declares shortlist students based on the results. It then invites students for counseling and college/course preference.Important dates Commencement of sale of Application Form: January 17, 2014 I Last date of sale of Application Form: February 17, 2014 I Last date of receipt of application form: February 25, 2014 I Date of Examination (First Phase): 13 April, 2014 I Date of Examination (Second Phase): 18 May, 2014 Entrance Exams SEAM Kraal Engineering Agriculture Medical Entrance Examinations (SEAM) is conducted by Choice of the Commissioner for Entrance Examinations, Kraal for admissions to undergraduate professional courses. Selection process: Candidates will be called for counseling based on results of the entrance.Application form/procedure Candidates need to apply online in prescribed SEAM 2014 application form available on the social website (http:// www. CE-kraal. Org /). They need to remit an examination fee of RSI. 800. Counseling procedure: The counseling will be as per the schedule drawn on the merit list rankings. It involves document verification, allotment of seats, payment of admission fees and other formalities. Students must be physically present during counseling and original comments have to be submitted. Exam pattern It is a paper-pencil exam of 2 hours and 30 minutes duration having 120 Multiple Choice Questions (Macs) of 480 marks.Each correct response to the question will be awarded four marks and one mark will be deducted for each incorrect response under negative marking scheme. I Online Application Form: January 10, 2014 – February 5, 2014 I Admit Card: March 24, 2014 I Exam: April 23 and April 24, 2014 (lo:o a. M – 12:30 p. M. ) I Result Declaration: May 20, 2014 WEBBED Medical Conducted by West Bengal Joint Entrance Examination Board, the West Bengal Joint Entrance Examination WEBBED) allows admissions to underg raduate medical and dental courses. Selection Process: The candidates will be called for counseling on the basis of the result.I The interested candidates need to ill in WEBBED Online Application Form through the social website (http:// www. Webb. In/). I The WEBBED application form fees of RSI. 500 can be deposited either online or Allahabad E-Bank Callahan or selected Post Choice. The WEBBED merit rank will be announced soon after the declaration of the results. The counseling for WEBBED will be conducted in three phases. The phases of counseling depend on the umber of meritorious students and the availability of the seats. A fourth round may be conducted if seats are available after the deemed three rounds of WEBBED counseling are concluded.The exam comprises multiple-choice questions with 80% of the total marks and short answer type questions with 20% of the total marks. The total marks allotted for WEBBED 2014 Exam is 200. There shall be a system of negative marking of 33. 33% for every wrong response. Online WEBBED 2014 Application form available from: December 18 to January 25, 2014 I Last date for receipt of confirmation page: February 4, 2014 I -rest date: April 20, 2014. All India Pre Medical/Pre Dental Examination Exam type: National-level I All India pre Medical -rest (MITT) is conducted by CBS for admission to MOBS and BEDS courses.The exam allows ailing 15 percent seats in government colleges. 32 be called for counseling on the basis of Log on to MITT website (http:// mitt. Nice. In/mitt/Welcome. Asps), ill the application form and note down the registration number generated by the system. I Payment of RSI. 1000 can be made through Credit Card/Debit Card or through E-Callahan. I Confirmation page will be generated after payment of fees. Take print -outs f the confirmation page at Part IV of application format and the address slip.Paste photograph on the confirmation and send it to the following address along with E-Callahan Copy (in case payment is made through E-Callahan) by registered/speed post: The Deputy Secretary, MITT unit, Central Board of Secondary Education, Sheikhs Kenned, 2, Community Center, prà ªt Viral, Delhi- 110 301 All original documents are required during counseling – Counseling call letter; Rank Card/Hall Ticket score card; Mark sheets/consolidated mark statement of the qualifying examination; Original degree/provisional certificate; High school (Class X) certificate as proof of date of birth: Community certificate (issued by the competent authority); Demand draft for amount towards part of tuition fee or full tuition fee, whichever is less.