Rapid-Eye-Movement Essays - Dream, Rapid Eye Movement Sleep, Sleep

Rapid-Eye-Movement dream, mental activity associated with the rapid-eye-movement (REM) period of sleep. It is commonly made up of a number of visual images, scenes or thoughts expressed in terms of seeing rather than in those of the other senses or in words. Electroencephalograph studies, measuring the electrical activity of the brain during REM sleep, have shown that young adults dream for 1 1/2 to 2 hours of every 8-hour period of sleep. Infants spend an average of 50% of their sleep in the REM phase (they are believed to dream more often than adults) a figure which decreases steadily with age. During dreams, blood pressure and heart rate increase, and breathing is quickened, but the body is otherwise immobile. Studies have shown that sleepers deprived of dream-sleep are likely to become irritable and lose coordination skills. Unusually frightening dreams are called nightmares, and daydreams are constructed fantasies that occur while the individual is awake. Studies have demonstrated the existence of lucid dreaming, where the individual is aware that he is dreaming and has a degree of control over his dream. Sigmund , in his pioneering work The Interpretation of Dreams (1900, tr. 1913), was one of the first to emphasize dreams as keys to the unconscious. He distinguished the manifest content of dreamsthe dream as it is recalled by the individualfrom the latent content or the meaning of the dream, which Freud saw in terms of wish fulfillment. C. G. held that dreams function to reveal the unconscious mind, anticipate future events, and give expression to neglected areas of the dreamer's personality. Another theory, which PET scan studies appear to support, suggests that dreams are a result of electrical energy that stimulates memories located in various regions of the brain. Psychology

Strategic Management and Leadership Skills

Strategic Management and Leadership Skills Introduction This report presents the relationship between strategic management and leadership skills. The report shows strategic management and leadership skills of Robert Eckert, the CEO of Mattel. Eckert demonstrated effective strategic management strategies and leadership skills when Mattel was a troubled company that had lost its focus. This was also the period of the biggest recall of toys in the history of the company.Advertising We will write a custom report sample on Strategic Management and Leadership Skills specifically for you for only $16.05 $11/page Learn More Understand the relationship between strategic management and leadership In order to comprehend the link between strategic management and strategic leadership, one must appreciate that these two concepts are requisite for the success of an organisation. Strategic management entails evaluation of the current external situations of the sector in which an entity operates and the firms itself. Analysis of the organisation is an internal process, but both internal and external analyses should provide the foundation for keeping the most favourable management practices (Kakabadse, Jackson and Fandale, 2002). In this case, strategic management aims to achieve the best positioning of organisational policies and strategic objectives. Strategic management aims to assert organisational objectives, develop policies and plans for realising these objectives. This process requires adequate allocation of resources in order to realise the desired goals. As the case of Mattel shows, strategic management is the highest level of managerial role. In this case, the CEO (Robert Eckert) and other senior executives took control of the situation. Strategic management and leadership of the CEO provided the overall direction for Mattel. Strategic management involves aligning organisational situation or strategic advantages with the business objectives and the prevailing operational conditions. T he fundamental aim of organisational strategy is to put an organisation in a situation that can allow it to execute its mission well and effectively. An effective organisational strategy should account for a firm’s policies, mission, vision, objectives, and the overall tactics for realising core values of a firm. Chaffee identified key elements that he concluded were fundamental for the concept of strategic management (Chaffee, 1985). First, executives must adapt an entity to the prevailing condition in the industry. Second, strategic management requires change and restructuring. This is a complex process, which must eliminate unstructured functions in the organisation. Third, strategic management influences the whole organisation by providing a new sense of direction.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is imperative when an entity has lost its focus. Fou rth, the process of strategic management also involves formulation and implementation of new strategic directions for an organisation. Fifth, strategic management involves analysis and restructuring of both corporate and specific business strategies. These are analytical and conceptual processes, which require adequate understanding by the top executives of an organisation. On the other hand, strategic leadership is a carefully orchestrated use of favourable tactics to communicate corporate goals of a firm to employees. Hence, strategic leadership must manage, motivate, and influence employees to focus on organisational vision. In this case, the whole team becomes an imperative tool for implementing the required changes in order to achieve the new strategic aims. Strategic leadership should respond to challenges that an organisation faces by providing a vision and strategic direction for recovery, growth, and success. Clearly, this is what Robert Eckert did as a new CEO of Mattel. C hanges at Mattel required leadership skills and necessary resources for formulation and execution. Managing changes in troubled organisations need strategic leadership, which can provide a sense of â€Å"direction, create ownership, and motivate employees to support the necessary strategic changes† (Chaffee, 1985). Strategic leadership requires effective strategies when handling employees. Usually, most leaders use the strategy of motivating workers in order to raise their morale. This would allow employees to take the initiative of improving the current condition of an organisation. Strategic management must encourage employees to perform best for the future success of an organisation. Just like Robert Eckert, strategic leaders have visions for the future by focusing and understanding current situations of their organisations. This allows such leaders to prepare for both current and future challenges they may face. Understanding the current situations and creating awareness for the future is a critical part of strategic leadership. These strategies require well-formulated action plans. Strategic leaders always show the ability to adapt and initiate growth strategies for an organisation. They facilitate communications and take initiatives and responsibilities to ensure that the organisation achieves the best performance possible. Strategic leadership focuses on productivity of an organisation with the aim of encouraging quality and amount of work from employees. Strategic leaders focus on the best interest of their organisations rather than their interests. They also recognise contributions from other employees.Advertising We will write a custom report sample on Strategic Management and Leadership Skills specifically for you for only $16.05 $11/page Learn More Such leaders motivate employees to perform best in order to realise organisational goals (Pedler, Burgoyne and Boydell, 2004). In this sense, employees can anticipate and understand their overall contributions to strategic objectives of the company. At the same time, strategic leaders motivate employees through incentives and promotions to allow them to perform well for the sake of the organisation. Strategic leaders review their situations before undertaking any critical decisions in the organisation. This shows that careful planning before initiating any changes in the organisation are fundamental components of strategic leadership. Strategic leadership requires that leaders use effective strategies in any critical decision-making processes. This ensures strategic management practices, which result in success of an organisation. Strategic leaders must work in unique situations, which require management of performance in order to improve the situation of their organisations. One can easily notice the effectiveness of strategic leadership in situations, which are volatile, uncertain, complex, and ambiguous. Overall, strategic management focuses on p romoting organisational strategic objectives, formulating, implementing policies, and allocating resources to realise these objectives. In this regard, strategic leadership plays a strategic role of motivating, managing, and encouraging employees to facilitate the realisation of organisational strategic objectives. The Mattel case study: the link between strategic management and leadership Leadership provides a link between strategic management and the realisation of strategic objectives of an organisation. Organisations can only realise their strategic objectives through effective leadership. On the other hand, strategic management must make use of the available resources in order to achieve desired goals. In this regard, leadership must provide direction for the organisation. The case of Mattel under Robert Eckert demonstrates how effective leadership and strategic management can transform an organisation successfully. Robert Eckert shows that strategic management and effective le adership are fundamental concepts, which work together for transformational purposes. Leadership must establish â€Å"strategic goals and the vision of an organisation and provide a future direction for growth† (Kouzes and Posner, 2008).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, Eckert was able to improve Mattel’s turnaround. The CEO strategic decisions resulted in selling of the Learning Company. Eckert managed to reduce costs and improve revenues. He managed to improve Mattel’s market share in the US and overseas. As a result, investors, the board, customers, and other stockholders were happy with the company’s progress. In addition, the Wall Street also took note of the company. Eckert noted that all 30,000 employees of Mattel had an improved sense of dedication to the company’s mission. Overall, strategic management at Mattel involved identification of the company’s objectives, formulating policies, action plans, allocating resources, and executing these plans in order to realise the company’s strategic objectives. Strategic leadership normally manages, motivates, and encourages employees to spearhead the company’s mission in order to realise the desired changes. Strategic leadership brings about changes in an organisation. The turnaround of Mattel: the impact of management and leadership styles on strategic decisions Robert Eckert was able to transform the fortune of Mattel from a company that had lost its focus to a successful one because of effective leadership styles and strategic management approaches. Decisions, which Eckert made to transform the company, were unique and aimed at improving employees’ morale and productivity. These decisions had fundamental impacts in the entire organisation because of effective communications with all employees. The CEO had to make strategic decisions by reviewing the current situation internal, external environments, and employees’ morale. When the leadership of an organisation fails to initiate strategic plans and execute them, then the organisation will fail to realise its strategic objectives. This suggests that leadership is a critical aspect in formulating strategies and action plans for changes in an organisa tion. Eckert was able to make strategic management decisions that affected the whole organisation. As a result, there was almost no resistance, and employees were able to improve on morale and productivity. How Robert Eckert’s leadership style had to be adapted between his original re-structure of Mattel and the 2007 Product recall scandal The concept of strategic management and leadership relies on some theoretical approaches for credibility. For instance, leaders normally base their decisions on resource-based views in which they strive to utilise resources and capabilities available within the company to create competitive advantage. There is also a stakeholder approach when executives relate with their organisations. Robert Eckert declared that he did not put his interest first, but that of Mattel. Restructuring requires leaders to make strategic decisions by establishing priorities on what an organisation should achieve in the future (Adair, 2009a). The leadership must f ormulate these strategies and implement them. Strategic management involves creating priorities for the organisation. Eckert had to focus on what Mattel had to do in order to turnaround itself. Effective leadership is important in making such decisions. Leadership has to unite the organisation in order to realise organisational goals. Eckert was able to handle the recall scandal of 2007 effectively because of his leadership abilities. The CEO managed to communicate effectively with all stakeholders across the global. The process of recall communication was transparent. The CEO and other executives held regular meetings in order to communicate and coordinate the recall strategy. Hence, every senior executive knew about the unfolding scenario at the company about the recall. Executives also held employees’ meetings for updates. Employees at Mattel observed that the recall was successful, and the company was able to recover quickly because the CEO was a part of the process. In o ther words, changes started from the top, which allowed other employees to embrace them. This ensured that the company managed change processes effectively. Robert Eckert displays some leadership styles in the case of Mattel’s product recall. First, the CEO uses a visionary leadership style. Eckert used this strategy because he knew that the company needed a new direction because of poor performance and product recall. As a result, the CEO focused on employees so that he could motivate them to focus on the new set of objectives for the company. According to Daniel Goleman and his colleagues, â€Å"Visionary leaders articulate where a group is going, but not how it will get there – setting people free to innovate, experiment, and take calculated risks† (Goleman, Boyatzis McKee, 2004). Mattel CEO also displayed affiliative leadership style. This type of leaderhsip style emphasises the importance of â€Å"teamwork and it creates harmony in a group by connecting p eople to each other† (Goleman, Boyatzis McKee, 2004). These authors argue that affiliative leadership style is critical â€Å"when trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organisation† (Goleman, Boyatzis McKee, 2004). However, the CEO was careful not to rely on this strategy alone because it could make poor performance within the organisation to go unnoticed. Finally, Eckert also used democratic leadership style. He relied on knowledge and skills of his employees in order to develop a group commitment and improve morale in order to focus on a new direction. The method was appropriate for the company because employees did not know the next course of action after poor performances and product recall. Hence, the CEO relied on the collective wisdom of Mattel employees by consulting widely. Leadership experts warn that democratic leadership may not be appropriate during a crisis, particularly when a management te am needs to make urgent and quick decisions (Goleman, Boyatzis McKee, 2004). Nevertheless, Eckert used it successfully during the product recall. Application of management and leadership theory to support organisational direction Leadership theories and strategic management concepts have enabled CEOs and other senior executives to facilitate change and improve organisational processes. As a result, managers have learned to lead and make strategic decisions by following established standards based on theoretical concepts of organisational behaviours (Mullins, 2010). Such senior executives renew the ownership of the company’s mission, set strategic management objectives, and motivate their employees to work for the future of the organisation. Usually, successful managers know how to plan and review organisational change processes carefully. Unplanned changes disrupt operational processes of an organisation. This can lead to resistance from employees (Kouzes and Posner, 2008). Effective change management requires leadership and constant communication. For instance, Eckert had to adopt a radical transformational approach in order to save the company from the recall scandal, motivate employees, improve revenue growth, and restore stakeholders’ confidence in the company. Effective leaders rely on different leadership strategies in order to achieve the desired change in an organisation. In the case of Mattel, one can observe different leadership strategies that Eckert used. These included transformational, learning, and rational approaches. A review of the impact of the selected theories of management and leadership on Mattel’s organisational strategy Robert Eckert recognised the situation of Mattel by conducting thorough studies and analyses. Hence, Eckert knew that he had to transform the company. This led to the application of transformational leadership strategy. The transformational leadership strategy requires leaders to create and inspire organisational vision and develop a clear set of objectives for the organisation, which create importance to employees within the entire organisation. Chaffee noted that most efforts of transformational leaders concentrate on transcending self-interests among employees in order to change their morale and pursue the realisation of organisational objectives (Chaffee, 1985). Scholars note that the role of management in the transformational process is to â€Å"motivate and inspire organisational members toward organisational goal attainment† (Barbuto, Jr, 2002). The transformational leadership style focuses on bringing employees together in order to achieve a common goal, develop, and maintain strategies for implementing the shared values and organisational vision. The transformational leadership style works because the strategy making process includes self-devotion of the leader, who encourages employees to adopt common organisational values and work toward common goals. Eckert was able to transform Mattel by adopting the transformational leadership style. As a result, the company started to generate revenues, staff morale increased, stakeholders renewed their commitment and confidence in the company, and decrease costs. Eckert also relied on a learning approach as a leadership strategy to manage Mattel during its troubled periods. Barbuto noted that the learning approach to strategy making involves â€Å"continual learning and with heavy reliance on flexibility and adaptation rather than on a predetermined and specifically outlined plan of action† (Barbuto Jr, 2002). Decision-making processes and strategy implementation rely on rationality and uncertainties that exist now. Formulation of organisational strategies needs constant dialogue and communication within the entire organisation. This process must also include other external stakeholders like customers, regulators, analysts, and investors. In this process, the CEO and other senior executives must engage in on-going communication as they strive to comprehend and improve the needs of the organisation and stakeholders. The learning strategy in decision-making was evident when Robert Eckert joined Mattel. Eckert recognised that he had no background in the toy industry because he was just a ‘food guy’. As a result, Eckert embarked on constant learning. He identified three areas that need immediate attention, which included building brands, cutting costs, and developing people. Generally, Eckert found it necessary to focus on employees first by relying on emotional intelligence strategies to boost employees’ morale. The new CEO also built a relationship based on trust. He started by ‘setting the table’ i.e., developing an atmosphere of honesty by engaging in healthy dialogues and constant consultations with others in order to establish common goals for the company. Senior executives must recognise that the learning approach in making strategi c management decisions targets employees’ commitment, focuses on customers, company processes, and constant learning and improvement within the organisation. The learning approach in strategic management focuses on improving strategies in order to achieve the desired changes in an organisation. Eckert dedicated great energy to learn the company’s processes and drive the organisational strategic goals. On-going communication with all stakeholders has been effective in facilitating learning within firms. Eckert was able to learn and discover new strategies for Mattel while on the job. There is also the rational model of strategic management, which concentrates on a systematic analysis and evaluation of all potential strategies that an organisation can pursue in order to improve its processes. The rational approach in strategic management and leadership focuses on evaluation of factors outside the firm, a company’s portfolio, and circumstances within the industry. These analyses help senior executives to understand and define strategies for future development (Barbuto, Jr, 2002). This strategy results in a detailed action plan, several alternatives, and a plan for effective use of available resources. The rational approach works in a similar manner like a resource-based approach that is critical for creating competitive advantage in an organisation. Eckert assessed Mattel’s situation and the industry environment. As a CEO, Eckert had the chief role of understanding Mattel through rational strategies by including employees’ inputs in the process of changing the company. A leadership strategy that supports Mattel’s organisational direction An appropriate leadership strategy for Mattel must recognise its vision of Creating the Future of Play and reinforce the four values of Mattel. In addition, it must complement recognised efforts of Alan Kaye in reducing risks, eliminating challenges from silos, fiefdoms, enhancing coordin ation of policies, communication, and aligning organisational policies and practices with the strategic goals of the CEO. This would result in increased employee engagement, loyalty, and productivity. The overall outcome for the company would be productivity. Still, the future leadership strategy must focus on the company’s global issues, develop, and implement an action plan for improvement. The future leadership strategy for the company must emphasise the role of the management in making strategic management decisions and providing effective leadership, emphasising the company’s mission, and the new direction. Mattel’s new leadership strategies will emphasise the following key drivers of leadership strategies (Pasmore, 2013). Leadership for global growth The future leadership will recognise cultural sensitivity, particularly when dealing with any challenges with the Chinese suppliers. This applies to its global clients too. The strategy will enhance increase d representations of different leadership skills from diverse geographies and build strong cross-cultural relationships. The CEO noted that leaders in other parts of the globe cooperated during the recall scandal. He should strengthen foreign assignments with the Chinese manufacturers and formulate effective strategies in their business arrangements. Leadership for innovation Innovation should drive future leadership strategies of Mattel. The company requires improved interdependence among its executives in order to develop effective collaboration so that it can introduce new, safe toys to the market. At the same time, the company requires increased leadership involvement in various operations and market activities. Mattel must also focus on developing new products and talent implications in order to cater for its growing product portfolio. The company must focus on risk aversion and communication strategies among its senior executives. Leadership focused on customers Mattelâ₠¬â„¢s customers are children across the globe. The company must develop and enact new strategies for understanding children’s experiences with their toys and translate such experiences into best business practices. The company leadership should focus on enhancing positive customer experiences. There is also a need for the company to understand various views from diverse customer bases. The company must emphasise the importance of customer primacy and care globally. Focus on high growth opportunities Mattel will continue to grow. Therefore, the company should focus on talent development in order to avoid potential leadership strains in the future. It is necessary for leadership strategies to focus on leadership growth at various departments of the company. Leadership for enhancing operating efficiency The company leadership should focus on â€Å"lean manufacturing, use Six-Sigma and other methods to bring costs down in to remain profitable and efficient† (Pasmore, 2 013). Senior executives must lead such efforts and allow managers to support such strategies at all levels of the business. This should be a continuous process by all leaders. Assessment of leadership requirements in Mattel Assessment of leadership requirements is a process that can assist Mattel to identify and illustrate employees’ unique characteristics when placed in a given leadership position. Employees have different characteristics and abilities in various roles. The process must account for the candidates’ characteristics with reference to a certain management position now or in the future (Adair, 2009b). It would help the company in making effective selection and placement of employees at the right leadership positions. The aim of leadership assessment is to ensure that Mattel’s employees utilise their potential effectively and improve effectiveness of the company in strategic management and decision-making abilities. In addition, the assessment shall provide a way of measuring several leadership competencies within the company. Mattel could adopt a hybrid system that would provide relative ease and flexibility in order to meet its specific leadership requirements. Use appropriate methods to review current leadership requirements of Mattel The strategic analysis approach will assess strategic thinking abilities of potential leaders (Grint, 2004). They must demonstrate vision and other supporting competencies. In this assessment, the company would ensure that its future leaders evaluate and analyse the presented data and develop the best course of action in order to tackle strategic planning challenges that would affect the company. Another assessment method would be management problems. In this approach, the assessment must evaluate rapid response abilities and high visibility required in a modern organisation. The process must account for decisiveness, flexibility, analytical skills, and other related skills of potential leaders when facing management crisis. Individual exercise method shall evaluate problem-solving techniques of employees. The process must also identify interpersonal skills, flexibility, decision-making abilities, effectiveness in communications, and other competencies that a person should display while in a leadership position. The candidate should display analytical abilities, review materials, and decided on the best course of action for a given situation. Finally, the group exercise method will evaluate interpersonal skills, team building abilities, conflict management, and communication abilities. Employees can work as a team when solving a problem within a specified period (Charan, Drotter and Noel, 2001). A Plan for the development of future situations requiring leadership In the future, the company would likely to become more customer focused than today. Mattel would need leadership skills that can allow it to focus on developing and implementing new strategies for comprehending c ustomer experiences and transforming them into enhanced business strategies and practices. The company will need to establish effective and solid relations within all areas of customer touch points with the aim of creating seamless experiences for customers. Mattel will establish the need to understand specific needs of various customers. Thus, it must move beyond a general solution for all customers. The company must facilitate a culture of customer care and customer primacy. Mattel will expand to other markets globally. This would demand for a greater cultural awareness and sensitivity among its leaders (Kristensen, 2001). At the same time, the company will need to improve on representation of diverse cultures and geographies at the management levels. Managers will also require different skills in languages and communication abilities. These leadership skills would facilitate the development of cross-cultural relations. At the same time, there would be increased international acti vities for senior executives. Mattel senior leaders would require practical knowledge in different local laws and business practices in different countries across the world (Guthridge and Komm, 2008; Lipman-Blumen, 2000). The company will also require leadership skills to facilitate innovation. Leaders shall need a great interdependence to enhance functional collaboration and teamwork with the aim of creating new products for the market. This would require increased leadership participation in different roles such as collecting user insights and applying them in developing new products for profitability. Future leaders will have to anticipate talent, capital, and innovative requirements for the fast growing consumer markets. In addition, leaders will have to overcome cultural barriers and embrace changes to enhance innovation (Sinclair, 2004). Mattel shall also enhance operational efficiency in the future. The company must adopt cost reduction strategies, lean manufacturing approach es, and Six Sigma for control critical aspects of production. Leaders must support these initiatives and lead by performance. Moreover, they must establish a culture of continued improvement, which senior executives must spearhead in all departments (Senge, 1990). Ability to plan the development of leadership skills The most important aspect of being able to plan strategies for developing new leadership skills for the future involves reviewing and understanding organisational business objectives. People who undertake this process must have deep knowledge about the organisation. In addition, there should be experts in leadership who understand processes of acquisition, development, and retention of leadership talents. It is critical to identify factors that drive business strategies. This would help leaders in understanding SWOT of the company and position it appropriately among competitors. These factors can allow leaders to create unique positions within the market, but leaders mus t understand essential elements of business drivers. The plan for the development of the main leadership skills identified as lacking within the Mattel structure Mattel will require constant assessments of individual employees and the organisation itself. Employees can create self-awareness and provide data for identification of management talent. Organisational assessment can reveal the performance of current leadership and changes required for business improvement. Mattel will rely on work assessment in order to understand how leaders can develop certain skills required for the task. Work assessment should have certain goals for evaluation purposes. This enhances feedback on skills attained by trainees and mentors with reference to specific business strategies required (Fowler and Gorman, 2005). Feedback from mentoring and coaching processes is an effective means of assessing and developing an appropriate leadership plan for the future. However, in most cases, people involved in c oaching and mentoring may fail assessment on feedback for potential leadership abilities. However, it is important to understand challenges that relate to coaching and mentoring because these concepts of leadership develop can also destroy potential individuals (Lambert, 2004). It is important for senior executives to participate in talent management within the organisation (Gold, Thorpe and Mumford, 2010). Mattel will not realise advantages from senior executives’ involvement in the leadership development plan, unless such leaders support, adopt, and evaluate the desired skills for future leaders for the company. Executives must demonstrate personal support and engagement for the processes of changes within the organisation (Drath, 2004). Another plan is to provide leadership seminars, events, and meetings. These provide opportunities for employees to interact, learn, and get information on the required leadership skills for the future. However, organisations must understand costs that result for such events. Thus, it is necessary to leverage such events. Evaluate and report on the usefulness of methods used to plan the development of leadership skills Leadership development strategies applied in this process are effective because they identify and specify specific actions that Mattel must undertake in order to develop, retain, or source employees with leadership abilities that it may require in order to meet business objectives. This suggests that the company’s leadership strategy plans relies on organisational strategic objectives and quantifiable business results. These approaches also recognise practical aspects inherent in developing effective leadership skills. Evaluating the best leadership style for Mattel According to situational leadership theory, the best leadership for an organisation depends on â€Å"situational variables because no single leadership style fits all workplace environments† (Oracle, 2012). Mattel should use à ¢â‚¬Å"the type of work, the complexity of its projects, and qualifications of employees in order to develop future leadership plans† (Oracle, 2012). Evaluating current and potential leaders The company focuses on expected leadership skills and competencies when evaluating current and future leaders. It must also evaluate internal politics and structures when developing future leadership skills. Identify leadership gaps The leadership plan accounts for leadership gaps in the company. The company assesses all employees on their readiness to lead others by evaluating current and future leadership requirements. Succession plan for organisational critical roles Mattel did not have the CEO for many months. Moreover, many employees in critical leadership positions resigned. Hence, an effective leadership plan accounts for succession and avoidance of disruption when key leaders leave the company. A succession plan should be a part of Mattel’s company policies. A successio n plan should account for all critical departments of the company. Career plans for potential leaders The plan accounts for responsibilities, which an employee can handle comfortably. Career planning aids â€Å"in retention, engagement, and protection of the leadership pipeline of a company† (Oracle, 2012). Career advancement programmes are effective ways of retaining potential leaders in a company. In fact, most employees leave their jobs due to lack career planning in an organisation. Required skills for future leaders It is important for a career plan to recognise changes that take place in the workplace environment. Thus, an organisation should identify potential leaders and develop a skills roadmap for the future (Oracle, 2012). Such leader plans should account for both formal and informal learning in the organisation. The plan should focus on â€Å"coaching, rotational assignments, job shadowing, mentor relationships, and project leadership† (Oracle, 2012). T his should account for technologies and include elements of social networking. Retention approaches for current and potential future leaders A leadership development plan must have retention strategies. Organisations have used both monetary and non-monetary reward approaches in order to retain their employees. A good approach should link such strategies with performance and motivate employees to stay focused on realising organisational goals. Reference List Adair, J 2009a, Effective Leadership: How to be a Successful Leader, Pan, London. Adair, J 2009b, How to Grow Leaders: The Seven Key Principles of Effective Leadership Development, Kogan Page, London. Barbuto, Jr, J. 2002, ‘How is Strategy Formed in Organizations? A Multi-Disciplinary Taxonomy of Strategy-Making Approaches’, Ó the Journal of Behavioral and Applied Management, vol. 3, no.1, p. 64. Chaffee, E 1985, ‘Three models of strategy’, Academy of Management Review, vol. 10, no. 1. Charan, R, D rotter, S, and Noel, J 2001, The Leadership Pipeline, Jossey-Bass, San Francisco, CA. Drath, W 2004, The Deep Blue Sea: Rethinking the Source of Leadership, Jossey-Bass, San Francisco, CA. Fowler, J and Gorman, J 2005, ‘Mentoring Functions: A Contemporary View of the Perceptions of Mentees and Mentors’, British Journal of Management, vol. 16, pp. 51-57. Gold J, Thorpe R and Mumford A 2010, Leadership and Management Development, CIPD, New York. Goleman, D, Boyatzis, R McKee, A 2004, Primal Leadership: Learning to Lead with Emotional Intelligence, Harvard Business Review Press, Cambridge. Grint, K 2004, What is Leadership? From Hydra to Hybrid, Working Paper, Oxford University, Oxford. Guthridge, M and Komm, A 2008, ‘Why multinationals struggle to manage talent’, The McKinsey Quarterly. Kakabadse, A, Jackson, S and Fandale, E 2002, Meeting the Development Needs of Top Teams and Boards, CRF, London. Kouzes, M and Posner, B 2008, The Leadership Challenge, 4th edn, Jossey-Bass, San Francisco, CA. Kristensen, J 2001, Post-Modern Approaches to Cross Boundary Interventions in Understanding Collaboration,University of the West of England Press, Bristol. Lambert, A 2004, Obtaining Value from Executive Coaching and Mentoring, CRF, London. Lipman-Blumen, J 2000, Connective Leadership: Managing in a Changing World, Oxford University Press, New York, NY. Mullins, L 2010, Management and Organisational Behaviour, 9th edn, Prentice Hall, New York. Oracle 2012, Seven Steps for Effective Leadership Development, An Oracle White Paper, Oracle Corporation, Redwood Shores, CA. Pasmore, W 2013, Developing a Leadership Strategy, A White Paper, The Center for Creative Leadership, Greensboro, NC. Pedler, M, Burgoyne, J and Boydell, T 2004, A Managers Guide to Leadership, McGraw-Hill, Maidenhead. Senge, P 1990, ‘The Leaders New Work: Building Learning Organizations’, Sloan Management Review, vol. 32, no.1. Sinclair, A 2004, ‘Journey Around Le adership’, Discourse: Studies in the Cultural Politics of Education, vol. 25, no. 1, pp. 7-19.

Race Relations and the Olympic Games

Race Relations and the Olympic Games Given that competitors from across the globe compete in the Olympic Games, it’s no surprise that racial tensions will flare on occasion. Athletes in the 2012 Olympic Games in London sparked controversy by making racial jabs about people of color online. Fans set off scandals as well by taking to Twitter to lob xenophobic insults at players from rival countries. And the International Olympic Committee itself was accused of anti-Semitism for not honoring the Israeli athletes killed by terrorists at the 1972 Olympic Games with a moment of silence during opening ceremonies 40 years later. This roundup of racial controversies linked to the 2012 Olympics reveals the state of global race relations and how much progress the world needs to make in order for all people- athletes and otherwise- to be considered equals. No Moment of Silence for Victims of Munich Massacre During the 1972 Olympic Games in Munich, a Palestinian terrorist group called Black September killed 11 Israeli competitors after taking them hostage. The survivors of those killed asked the International Olympic Committee to have a moment of silence for the slain athletes during the opening ceremonies of the 2012 Olympic Games to commemorate the 40th anniversary of the Munich Massacre. The IOC refused, leading the family members of the victims to accuse Olympic officials of anti-Semitism. Ankie Spitzer, the wife of the late fencing coach Andre Spitzer, remarked, â€Å"Shame on the IOC because you have forsaken the 11 members of your Olympic family. You are discriminating against them because they are Israelis and Jews,† she said. Ilana Romano, widow of weightlifter Yossef Romano, agreed. She said that IOC president Jacques Rogge told her during a meeting that it was difficult to answer whether or not the IOC would have approved a moment of silence for the murdered athletes had they not been Israelis. â€Å"One could feel the discrimination in the air,† she said. European Athletes Make Racist Remarks on Twitter Before Greek triple jump athlete Paraskevi â€Å"Voula† Papahristou even had a chance to compete in the Olympics, she was kicked off her country’s team. Why? Papahristou sent out a tweet disparaging Africans in Greece. On July 22, she wrote in Greek, â€Å"With so many Africans in Greece, at least the mosquitoes of West Nile will eat homemade food.† Her message was re-tweeted more than 100 times and the 23-year-old quickly faced an angry backlash. After the scandal she apologized, â€Å"I would like to express my heartfelt apologies for the unfortunate and tasteless joke I published on my personal Twitter account,† she said. â€Å"I am very sorry and ashamed for the negative responses I triggered, since I never wanted to offend anyone, or to encroach human rights.† Papahristou wasn’t the only Olympic athlete penalized for being racially insensitive on Twitter. Soccer player Michel Morganella was booted off the Swiss team after he referred to South Koreans as a â€Å"bunch of Mongoloids† on the social networking site. He made the race-based jab after South Korea beat the Swiss team in soccer on July 29. Gian Gilli, head of the Swiss Olympic delegation, explained in a statement that Morganella was removed from the team for having â€Å"said something insulting and discriminatory† about his South Korean rivals. â€Å"We condemn these remarks,† Gilli stated. Was Monkey Gymnast Commercial a Swipe at Gabby Douglas? After 16-year-old Gabby Douglas became the first black gymnast to win the gold medal for the women’s all-around in the sport, NBC sportscaster Bob Costas remarked, â€Å"There are some African-American girls out there who tonight are saying to themselves: ‘Hey, I’d like to try that too.’† Shortly after Douglas’ image appeared during Costas’ commentary on NBC, the network that broadcast the Olympics in the U.S., a commercial for new sitcom â€Å"Animal Practice† featuring a monkey gymnast aired. Many viewers felt that the monkey gymnast was somehow a racial jab at Douglas, since she’s black and racists historically likened African Americans to monkeys and apes. The network apologized in light of a torrent of negative feedback from viewers. It said the commercial was simply a case of bad timing and that the â€Å"Animal Practice† advertisement didn’t aim to offend anyone. For the fourth time in a row, the U.S. women’s soccer team took home the gold medal. They surged to the top during the London Olympics by defeating the Japanese women’s soccer team. After their 2-1 victory, fans took to Twitter not simply to rejoice but also to make racially tinged remarks about the Japanese. â€Å"This ones for Pearl Harbor you Japs,† wrote one tweeter. Many others tweeted similar comments. Discussing the controversy, Brian Floyd of the website SB Nation begged such tweeters to stop posting racially insensitive comments. â€Å"That wasn’t for Pearl Harbor,† he wrote. â€Å"It was a†¦soccer game. Please, for the love of everything, stop doing this, guys. It doesn’t reflect well on any of us. Stop being awful.† â€Å"Exotic Beauty† Lolo Jones Dominates Track and Field Media Coverage Sprinter Lolo Jones wasn’t the top track and field star to represent the United States during the Olympic Games, prompting fellow American runners as well as New York Times writer Jere Longman to point out that Jones garnered a disproportionate amount of media coverage. Why was Jones reported on more than American runners such as Dawn Harper and Kellie Wells? Those women came in at second and third place, respectively, in the women’s 100 meter hurdle, while Jones came in fourth. Longman of the Times says that the biracial Jones has capitalized on her â€Å"exotic beauty† to compensate for her shortcomings as an athlete. Danielle Belton of Clutch magazine said that members of the mostly white and male news media gravitate toward Jones because, â€Å"What is of interest [to] them is a pretty girl, preferably white or as close as you can get to it, who can also do ‘sports.’† Colorism, Belton said, is why the media largely overlooked darker-skinne d runners Harper and Wells to cover Jones.

Business law case study Example | Topics and Well Written Essays - 1000 words

Business law - Case Study Example The nature of the transaction is dependent upon the agreement between the parties. A novation also takes place when the original parties continue their obligation to one another, but a new agreement is substituted for the old. In order for the novation to be legally binding and enforceable, it must be agreed between all the parties involved and must be in writing as required by law. Answer: Breach of contract may be defined as the failure of one of the parties in a contract to abide with the terms or conditions of the contract. It gives rise to a cause of action and the party at fault could be held liable for the payment of damages. The party at fault could be held liable for the actual loss or nominal loss, or both of the aggrieved party. Actual losses are those that can be identified or estimated. Nominal losses are awarded when no apparent loss can be estimated as a result of the breach. In this case, Jettison could be held liable for payment of the actual loss suffered by the lessor which is the payment of the monthly lease for one year. The $250 dollar monthly reduction is not a loss at all so it is not compensable. Answer: One of the essential requisites of an employment contract is acceptance by the other party within a reasonable or a given period. The Big Bucks, Inc. offered an employment contract to Sara Student. ... The non-compete clause is a valid provision in an employment contract. It is an agreement that restricts an employee from seeking an employment to a similar institution, or to use the information gained after the employee had left the employer-company who made the agreement. This is to prevent trade secrets and confidential information from being exposed and utilized by other companies. The New York case of Double Click v. Henderson is the leading authority for this case (Nov. 7, 1997, WL 731413, N.Y. Sup. Crt.) Cyber-Deli Caf case: Issue: Is Kevin and his partners liable for the injury sustained by the customer who slipped and wrenched his back at the main dining area of the caf Answer: The premises liability rule is the body of law which makes the owner or possessor of land or property responsible or liable for injuries sustained by a person who is present in a premise (Expert Law). The US Reinstatement of (Second) Torts drafted by the American Law Institute is one of the legal sources of premises of liability. An example of premises liability can arise from a "slip and fall" accident. Slip and fall accident happens when an invitee, a licensee, or a trespasser slipped or fell in a property maintained by the owner or possessor causing him or her an injury as a result of the "dangerous condition" of the place which is known by the owner or possessor but was not anticipated by the injured party. To be legally responsible for the injuries someone suffered from slipping, tripping, or falling on someone else's property, the owner/possessor or the employee of a store, restaurant, or other business must have caused the spill, worn, or torn spot, or other

By the end of the Qing dynasty, did China already have the main Essay

By the end of the Qing dynasty, did China already have the main features of a modern economy and state - Essay Example policies are divided in two: the state policies that are directly affect the economy (industrial and monetary policies) and government’s social policies that indirectly affect the economy (Pierson 2004, p.80). China is one state that was characterized by capitalism during its transition to a modern economy towards the end of Qing dynasty. The process of modernization was slow and often met with a lot of interruptions. Capitalism can be defined as the inclination towards a steady accumulation of wealth, this is according to Pirenne. Periodization of capitalism into early, high and late capitalism was made by a German economist, Werner Sombart and late capitalism is referred to as state capitalism and it happened between the period 1880 and the start of imperialism by Lenin (Goody 2004, p.3). The Qing dynasty dealt with the foreign people using the same methods that they dealt with other Asian countries. The war started in 1839 when Imperial Commissioner Lin Zexu ordered suppression of drug (opium) trade between foreigners and the local merchants. The aim was to take away the control of opium trade from foreigners. He wanted the same control of trade as administrators had in Britain. After several wars with the British, China finally lost and agreed to form more trade concessions with the British. It saw the signing of the 1842 Treaty of Naijing and the treaty was in favor of the British. Defeat in the Opium War lead to the opening of the West into China and brought in a new era of Western Imperialism. The British captured the Guangzhou port and neighboring ports such as the Shanghai port and finally sailed upwards along the Yangzi River to Naijing. Many of the Qing officials committed suicide when they realized that they could not defeat the British. This is because the Qing dynasty had no enough armies and was lacking funds (Ebrey, Palais and Walthall 2008, p.298). Before the Opium War, the Europeans were allowed to trade at only one part of China, at the port

The Role of Internet in Marketing of Technology Products Essay Example for Free

The Role of Internet in Marketing of Technology Products Essay Advertisements play a vital role in marketing of technology products. Over a period of time advertising has evolved as a vital communication system for both customer and business markets. The ability of advertiser depends upon how carefully prepared messages are delivered to target audience. From large multinationals to small retailers, all increasingly rely on advertising and on various forms of promotion to help them market product and services in the most efficient manner. With the rapid development of Internet, the way of advertisement is also has been changed. Now producers are interested to introduce the product with least cost to customer and using the Internet technology, which is available at the doorstep of the customer. Customer has no need to visit the retailer of merchants to get the information about the technology product. Even customer can compare the features of various brands Online and take decision for the best technology product. So the use of Internet has been increased in past decades. Conducting business in the digital economy means using web-based systems on the Internet and other electronic networks to do some form of electronic commerce. Internet is a fast growing tool to promote products and services in the world. It also referred as i-marketing, online marketing, e-marketing and web marketing. This is considered as a strong medium that brings unique benefits to a venture by taking their product and services to the platform of the world at lower costs. The business of any kind of product is now driven with the strategy of marketing through Internet as it is used as a source to reach and communicate the customers using the Internet, companies can provide information about their products and services to the customers through the websites, search engines to co-ordinate the customers and the sellers. Customers can use e-mail to connect to the producers. In todays turbulent times, an effective and innovative marketing medium is a huge competitive advantage to producers of the technology-based products. Marketers, today, have realized the potential of a new cost-effective marketing and advertising space—the Internet. India, with a population of over one billion, is potentially a huge market for various technology products to explore. A recent study by Internet and Mobile Association of India (IAMAI) pointed out that there are 45. 3 million active Internet users in India. Based upon this study, it reveals that the contribution of Internet in Marketing of Technology Products is rapidly increasing. The present paper endeavours to study how Internet helps in marketing of technology products and how it saves the cost of advertisements made by companies to promote their business. The paper also describes the aspects related to the e- payment system as payment and clearing through Internet as a major boon for the upliftment of marketing of technology products. Keywords: Technology Product, advertisement, electronic commerce, digital economy, online marketing, I-marketing, e-payment.

Essay on Cruelty and Compassion in Homer’s Iliad -- Iliad essays

Cruelty and Compassion in The Iliad The Iliad, in that it is more about the Greek hero Achilles than any other particular person, portrays the Achaean in surprisingly shocking light at times throughout the story. In his encounter with Lycaon, who had previously been taken prisoner by Achilles long ago, Achilles demonstrates the extents to which his warlike demeanor can go. Yet it is equally surprising that he is capable of impressive compassion, as is depicted elsewhere in the Iliad. What seems to be an almost unbelievable fluctuation in attitude and mood is far from unexplained or contradictory, however. In fact, there is a well-defined regularity in Achilles' actions and demeanors, to the point of being capable of systematic classification. Achilles is not a loose cannon or an unpredictable firebrand. The method to his madness can be applied to his encounter with Lycaon as it can with any of his episodes in the Iliad. It is in Scroll XXI, at the height of his vengeful and destructive advance, that Achilles meets Lycaon. He has just captured twelve soldiers for sacrifice, and at the exact moment that he reaches Lycaon he is "thirsting for still further blood" (33). Lycaon entreats Achilles to have mercy on him. He mentions that he has been captured before by Achilles and has had precious little time to enjoy his regained freedom. He also distances himself from Hektor, who he knows has Achilles' enmity because of the death of Patroklos. In near desperation, Lycaon falls to his knees, declaring himself to Achilles as "suppliant" (64). Achilles' reaction at this instance is, along with his defilement of Hektor's body, among the most grim and bellicose moments in the Iliad and in Achilles' development as a character. H... ...rom being shocking, it is in fact completely consistent with the character of Achilles that we see throughout the Iliad†¹fearsome in combat, respectful of honor and courage otherwise. Works Cited and Consulted: Camps, W. A. An Introduction to Homer. Oxford: Clarendon Press, 1980. Goodrich, Norma. Cruelty and Compassion in The Iliad . New York: Orion Press, 1962. Homer: Iliad. Trans. Stanley Lombardo. Indianapolis: Hackett Publishing Co., 1994. Richardson, Nicholas. The Iliad : A Commentary. Vol. VI: books 21-24. Cambridge: Cambridge University Press. 1993. Schein, Seth L. The Mortal Hero: An Introduction to Homer's Iliad. Berkeley: University of California Press, 1984. Veiner, George, and Fagles, Robert, eds. Homer: A Collection of Critical Essays. Twentieth Century Views, ed. Maynard Mack. Englewood Cliffs, N. J.: Prentice Hall, 1962.

Impacts of malnutrition on children Essay

Capacio (2013) once said that one of the underlying reasons for establishing feeding program is to provide targeted families and their children, an incentive to attend school. It is popular strategy for achieving both educational and social objective among school children, which includes combating and fighting hunger and malnutrition. She further said that its potential impact on education is that aside from alleviating short-term hunger among children, proper nutrition improves children’s cognitive functioning and attention. Better nutrition provides them better assistance to diseases which would keep them from attending school, thus would indirectly improve educational achievement. School feeding programs could help supplement the problem for malnourished children through providing them with healthy meals. Meanwhile, Manasan @ Cuenca (2007) assert that malnourished children often experience loss of mental capacities. They became sickly and loss their presence of mind. Because of this children that are malnourished often have low performance in school. School feeding program is done to reduce the number of malnourished children and improve their nutritional status and at the same time improving their performance in the class. Bundy (2009) suggests that appropriately designed school feeding programs increase access to education and learning and improve children’s health and nutrition especially when integrated into comprehensive school health and nutrition programs. Similarly, a recent review by Jomaa (2011) reveals relatively consistent positive effects of school feeding on energy intake, micronutrient status, school enrollment and attendance of the children participating in school feeding programs compared to non-participants. At present there are approximately 300 million chronically hungry children in the world. One hundred million of them do not attend school. And school feeding programs have been continuously gaining popularity in developing countries, mostly among those affected severely by childhood hunger and malnutrition. These program aims to enhance the concentration span and learning capacity of school children by providing meals in schools to reduce malnutrition. Furthermore, Luistro (2012) said that 42,000 undernourished pupils stand to benefit from the Department of Education’s School Based Feeding Program, which aims to boost their health and help them do well in school. He also added that the feeding program gives nutritious meals to pupils suffering from severe malnutrition for 100 to 200 feeding days. According to Food for Education Stakeholders (2000), evidence strongly suggests that school feeding programs can increase attendance rates, especially for girls. School feeding or take home rations serve as incentives for enrolling children in school and encouraging daily attendance. Early malnutrition can adversely affect physical, mental and social aspects of child’s health, which as a result leads on underweight, stunted growth, lowered immunity and mortality. The lack of nutrition imposes significant economic costs on individuals and nations including how it affects on academic performance and behaviors at school and long term productivity adults. Problems like delayed entry to school, less overall schooling, smaller stature and lower school performance among children represent a great motivation to impose feeding programs. Henceforth, the researchers embark to pursue this study in order to determine the effects of feeding program to the health condition and academic performance of the students in Maasin Central School. In addition, the researchers believe that the results of this study would help curb the problems of malnutrition especially to younger children. THEORETICAL BACKGROUND This study is basically premised on the theories of Ahmed (2004), Jukes, Drake @ Bundy (2008) and Adelman (2008). It is also supported by the following legal bases such as House Bill No. 428, House Resolution No.26 and  DepEd Order No. 43, S. 2011. According to Ahmed (2004), solid empirical evidence of the impact of school feeding programmes on educational outcomes proves that school feeding increases school enrollment and attendance by reducing drop-out. Enhanced nutrition and health of primary school children leads to improved learning and decreased morbidity, paving the way for healthier lives. He further said that the school feeding programmes not only alleviate child hunger in school, but also enhance nutrition, particularly when the food is fortified with micronutrients. This raises the potential to improve a child’s health, school performance and educational attainment. Furthermore, Jakes, Drake @ Bundy (2008) state that when school feeding targets preschool children, it can help give a child a healthy head start and pave the way for a promising future. There is compelling evidence that poor nutrition in early childhood affects cognitive development and learning potential and poor health is an additional barrier to education. They further said that increased access to preschool can enhance education outcomes and equity among children of primary school aged-children. School feeding should be seen as a part of a continuum and one of many potential interventions that support nutrition for pre- primary and primary school aged- children. School feeding in pre- primary schools, for children aged 3 to 5 years can be seen as preventive, and has the potential to bridge the gap between infancy and primary school age- 6 to 11 years in countries where pre- schools are part of the basic education. Meanwhile, Adelman (2008) said that improving micronutrient status through food fortification or micronutrient powders, particularly of iron, B- vitamins, vitamin A and iodine, contributes directly to enhance cognition and learning capacity. Recent studies in Kenya and Uganda proved that both in- school meals and take home rations (THR’s) reduce anaemia prevalence. In addition, Grillenberger (2003) believes that school feeding enhances the diet and increases the energy and kilocalories available to a child. It targets micronutrient deficiencies, which are widespread among school- age children in developing countries and which increase susceptibility to infection, leading to absenteeism and impairing learning capacity and cognition. Alderman (2011) highlighted the importance of school feeding programmes both as a social safety net for children living in poverty and food insecurity, and as a part of national educational policies and plans. School feeding  programs can help to get children into school and help to keep them there, through enhancing enrollment and reducing absenteeism. And once the children are in school the programs can contribute to their learning through avoiding hunger and enhancing cognitive abilities. Furthermore, school health and nutrition interventions have been recognized in addressing the Millennium Development Goals (MDGs) of universal basic education and gender equity in educational access. In order to achieve these goals, it is essential that even the poorest children, who suffer most from ill health and hunger, are able attend school and learn while there. Disadvantaged children- the poor, the marginalized, girls and children in fragile states- often suffer from ill health and malnutrition and therefore benefit most from school feeding program. According to Jacooby (2012) ascertained that school snacks in the Philippines were completely additional resources to the students in the program. That is each additional calorie provided in school led to an identical increase to the total calories consumed by the student during the day. Numerous studies show that in school feeding has a positive impact on school enrollment or participation in areas where initial indicators of school participation are low (Jukes, Drake @ Bundy 2007). Moreover, Greenhalgh (2007) @ Lehrer (2008) claimed that school feeding programs which provide meals at school (SPFs) or related take home rations (THRs) can improve enrollment and attendance, can address chronic hunger or micronutrient deficiencies and, by improving health or by increasing a child’s focus in the classroom, can enhance learning. According to Jomaa (2011), states that school feeding programs (SPFs) are intended to alleviate short- term hunger, improve nutrition and cognition of children and transfer income to families. He also added that the positive impact of school feeding on growth, cognition, and academic achievement of school- aged children receiving SPFs compared to non- school- fed children was less conclusive. This review identifies in the design and implementation of SPFs and calls for theory- based impact evaluations to strengthen the scientific evidence behind designing, funding and implementing SPFs Likewise, House Bill No.428 otherwise also known as â€Å"Child Nutrition Act of the Philippines†- (an Act establishing in the Department of Education a National School Feeding Program for elementary grade pupils) requires the implementation of a National plan of Action that will save millions of elementary school  children from malnutrition and illiteracy by establishing in the Department of Education a National Feeding Program that could significantly reduce the prevalence of malnutrition and swiftly resolve related school and pupil- learning problems. House Resolution No.26- a resolution directing the house committees on basic education, social services, health and government to conduct an inquiry in aid of legislation on the implementation of the Philippine Plan of Action for Nutrition (PPAN) particularly, the various feeding programs for public school children in children in early childhood care and education centers (Day Care Centers), elementary and secondary schools all over the country. The resolution was filed on January 7, 2013 by Congressman Jonathan A. de la Cruz. Finally, DepEd Order No. 43, S. 2011 states that the Department of Education (DepEd) through the Health and Nutrition Center (HNC) should strengthen the School Health and Nutrition Programs (SHNP) into its key programs and aligning all its activities into one seamless whole. This is envisioned to make this Department better able to determine the effectiveness and relevance of its programs, and to make responsive to the DepEd’s mission of enhancing the student’s motivation and capacity for learning, improving learning, outcomes, reducing absenteeism and ensuring that school- age children are able to stay in school as enunciated in the Education for All (EFA) and Millennium Development Goals (MDGs).

Acc349 Reflection Summary

Weekly Summary Love accounting! Another great week with lots of much needed information to grasp. One advantage of Activity-Based Costing system is it has more accurate overhead cost allocation because there are more cost pools, the costs in each pool are more similar, and allocation is based on activities that cause overhead costs. It is more effective overhead cost control by focusing on processes or activities and focuses on relevant factors by assigning costs to any cost object that is of interest to management.Lastly, it allows better management of activities by helping managers identify the causes of costs and the activities driving them. The disadvantages of Activity-Based Costing are its cost to implement and maintain ABC requires management commitment and financial resources and its uncertainty with decisions remain and management must interpret ABC data with caution in making managerial decisions.Cost drivers are selected based on the casual relation, benefits received and reasonableness or fairness. Most of the cost drivers are related either to the volume of production or to the complexity of the production or marketing process. An overhead rate is calculated for each cost pool using the following formula: Costs in activity cost pool/base. The base is, of course, the cost driver. Overhead costs are then allocated to each product according to how much of each base the product uses.Activity-based costing allocates overhead to multiple activity cost pools and assigns the activity cost pools to products and services by means of cost drivers. In ABC, an activity is any event, action, transaction, or work sequence that causes the incurrence of cost in producing a product or providing a service. A cost driver is any factor or activity that has a direct cause-effect relationship with the resources consumed.

Text to text and text to world connections to characters and plot Essa

Text to text and text to world connections to characters and plot Essa Text to text and text to world connections to characters and plot page 7-52 In terms of text to world just like in the novel people have actually gotten lost in islands. Striving to survive they have to search for food and live there for years. Just like in this book people have to stay together in order to survive. page 53-102 Also another example of text to world would be the character Jack. Just like him there has been people who are evil and rude. Instead of helping each other and being a good leader Jack only wants power instead of uniting as one. page 103-152 A third example of text to world would be when all the boys split up and make their own decisions. Just like them there has been real people who argue and split up in real life. Just like them they dont understand the real meaning of surviving and staying together. page 153-202 At the end of this book Piggy and simon end up dead. I believe that a text to world connection can also be related. People who are lost in islands with no food or shelter end up dying and some causes are do to choosing their own decisions instead of uniting.

9 Steps to Produce a Professional Business Presentation

9 Steps to Produce a Professional Business Presentation 9 Steps to Produce a Professional Business Presentation The presentation is a very complicated and costly way of communication. It requires time, efforts, creativity and what is worse, it may not work if you have missed at least one important component. At the same time if a presentation is well-thought-out and properly organized it turns from being costly into being cost-efficient. Here are nine steps to create and deliver a professional business presentation, which will astonish your audience. Telling a Story Step 1. The goal should be clearly stated, written down and followed at every further step. Never start with asking yourself questions like: â€Å"What will I be talking about?†, â€Å"What is the best first line for this presentation?†, â€Å"How to capture attention?† Primarily you should determine your goal. Your goal is an answer to the question: â€Å"What do I want my audience to do after I finish?† You might want to be promoted, or hired, or receive a great mark for your project, or make people buy your product, invest money in your startup, you name it. To do: Determine your goal and write it down. Step 2. Find a dilemma in your story. No one likes boring stories like: â€Å"He felt in love with her, she felt in love with him. They lived happily ever after and had no problems. The end.† People want drama. People want you to show them a problem and then to solve it miraculously during your presentation. If your presentation doesn’t have any inner conflict, people won’t listen for long. To do: Apply some drama even when you are talking about microbiology. Step 3. Keep your story integral. Your presentation has the same structure as any good novel â€Å"beginning-stating a problem-peak (solving the problem)-ending.† You might have several smaller peaks, but you should still follow this order. It is better if one presentation is dedicated to one problem, but if you have several issues to cover, find the one uniting all of them. In this case, your smaller problems will be your small peaks. To do: Write down an outline of your story with a thesis in the beginning, peaks, and ending. Making Slides Step 1. Design matters. At this step, you make important decisions about slides. Determine, for example, whether they will be image or text centered and which are the most suitable fonts and colors, etc. To do: Choose fonts and colors, make sure they are matching. Step 2. Visualize. Don’t put huge tables with numbers or piles of text into your presentation. No one pays attention to them, first of all, because it is â€Å"mission impossible† to read and analyze them. Show trends and ideas with the simplest visualization you are capable of. To do: Add well-structured information, but don’t overload your slides. Step 3. One slide one idea. Make your slides concise and integral. One slide should contain only one simple idea, and serve your final goal. If some slide doesn’t complement the target you have determined, delete it, even if you like how it looks. To do: Check if every slide helps you achieve the major goal of the presentation. Delivery Step 1. Clarity is the answer. Focus on making your storytelling straight to the point. Establish organizational framework, for example, define the approximate time of the presentation and tell whether you are going to answer questions during the speech or right after it. To do: Write a clear introduction to your speech. Step 2. Stick to a storyline. It is hard, especially if you decided to answer some questions during the speech. You should balance between improvisation and the major line of your presentation. The easiest way to copy with this is to make repetitions and to understand clearly major peaks of the presentation. To do: Write down 3-5 issues you have to cover whatever it takes. Write 3 sentences about each, add a starting thesis and an ending. Learn all this by heart. Step 3. The audience is more important than content. Whatever your goal for this presentation is, the outcome largely depends on the way the audience perceives your delivery and you in general. People pay attention to what you say when you pay attention to people, not to your slides or paper with text. Talk to the audience, ask some short questions (rhetorical, if you are under time pressure) and make sure to keep eye contact. To do: Relax and try to enjoy what you are doing. Joy and engagement are infectious. Have a great time producing and delivering your custom presentation. We are sure you will rock it!

Property law Essay Example | Topics and Well Written Essays - 3500 words

Property law - Essay Example Furthermore, it is Debra who has been making payments on the mortgage for five years and she was also the guarantor for Fred in the initial few years. As a result, she is the one who has a considerable financial investment in the house. The basic principle that applies in the case of voluntary dealings is the presumption that a person making a transfer intends that the transferee remains a nominee only, while the person making the transfer is to retain a beneficial interest in the property2. This applies in the case of Fred, who originally had the title to the property, but later transferred it to Debra. It may be possible to apply proprietary estoppel on the basis of representation3, i.e, despite Debra owning title to the property, Fred is to have rights in respect of the property. As a result of such rights which Fred may have in the property because he has been living in the council house and the property was also in his name initially, his interests in the property may pass on a beneficial interest to Stan.4 But in this instance, it must be noted that Fred has not left a will, therefore the question of beneficial interest in the property passing through the will5 does not apply. In arriving at a determination of whether or not equity will apply, Lord Scarman has stated that the conduct and relationship of the parties must answer three questions: â€Å"First, is there an equity established? Secondly, what is the extent of the equity, if one is established? And, thirdly, what is the relief appropriate to satisfy the equity?"6 Firstly, in establishing whether Fred was the substantial owner in equity, the question that arises is whether Debra allowed or encouraged Fred to assume that he had rights in the property, rather than a mere hope for such rights, which is not sufficient7. In this case, it was Fred who was the continuous resident of the council house and Debra was the one who moved back in with him. Furthermore,