Scenarios of Stereotypes Essay -- Illustrative Stereotyping Stereotype

Scenarios of StereotypesStereotypes can have excessive damage and it can have a very prejudicious effect on the person in view or as a whole group. Stereotyping is not just another form of making bid of people, it excessively encourages rejection and outcast. Stereotyping is not only cruel and harmful to people, it can also have major effects on how a person behaves and acts towards other people. It also makes who ever is stereotyping look like a fool. It also forms barriers in communication and everyday life.In this essay Im gonna give senarios that allow for give evidence to what Im trying to say. But first let me give you a short definition of stereotyping. Stereotyping is putting a strike out on someone or a group who is different in a way that society looks down upon, Like looks, beliefs, an...

Karl Marx - The Victory of the Proletariat and the Fall of the Bourgeoi

Karl Marx - The Victory of the Proletariat and the Fall of the Bourgeoisie In the communistic Manifesto, Karl Marx writes of the proletariat working class on the verge of revolution due to the overwhelming oppression perpetrated by the middle class. Marx lays out a sequence of steps, which demonstrate the approach of the revolution, a revolution caused consequentially by the actions of the bourgeoisie. As the bourgeoisie constantly form new ways to revolutionize production, they invariably move toward a take wherein the working class discovers its oppression and turns to the only means of change possible, a complete revolution.Marx first discusses the indispensableness for the bourgeoisie to revolutionize instruments of production, an action necessary for the good of their own profit. The owners, who incessantly resolve personal worth into exchange value, (p. 828) attempt to derive new forms of production to minimize the callous cash payment owed to their workers in order to max imize the surplus of production. This ultimately leads to a great disassociation between the laborers and their product. In Alienated Labor, Marx describes the worker as poorer the more wealth he produces, the more his production increases in power and extent, (p. 791). Since the bourgeoisie undoubtedly wish to maximize the wealth produced by the laborer, their actions inevitably lead to the marginalization of the working class. distinct for cheaper, more effective means of production, the non-workers track down raw material from remote zones, invent new technologies for production, and generally separate workers from their own creations. In these ways, the bourgeoisie undeniably alter the dealings of production.As Marx said in Alien... .... They have exposed the world of injustice to the proletariat, who will burst asunder the conditions of the times in a new revolution that will bring an end to the bourgeois.In the modern industrial age of Karl Marx, the bourgeoisie perpetually revolutionize the instruments of production, altering relations of production, and most importantly, the relationship of human beings to the rest of society. In this revolutionizing, the bourgeoisie produce greater surpluses, but also their own grave-diggers, alienating the class that will churn up to reclaim their individual identities as human beings. For Marx, this change requires only time, and as the proletariat begin to realize the injustices of their positions in society, they will begin to recognize the necessity for revolution. The victory of the proletariat and the fall of the bourgeoisie are equally inevitable.

Farce and Satire in Shakespeares Comedy of Errors Essays

Farce and Satire in The Comedy of Errors All is not as it seems in The Comedy of Errors. Some induct the notion that The Comedy of Errors is a classical and relatively un-Shakespe aran bidding. The plot is, in fact, based largely on Plautuss Menaechmi, a light-hearted comedy in which twins are mistaken for each other. Shakespeares rundown of twin servants is borrowed from Amphitruo, other fulfill by Plautus. Like its classical predecessors, The Comedy of Errors mixes farce and satire and (to a degree) presents us with carnation characters. Besides being based on classical models, is it really fair to call The Comedy of Errors a estimable play? Im not sure it is. Three-quarters of the play is a fast-paced comedy based on mistaken identity and wordplay, and often descending to crude physical humor. The framing plot changes the total embossment the play makes, mixing pathos, wonder, and joy with the hilarity. But it doesnt turn an essentially funny play into an essentially s erious one. Still, there are serious elements in the play, and these whitethorn stay with us longer than the light ones. These serious elements are not limited to the framing plot, though they often depend on it. In fact, what is serious and thought-provoking in the play is often the source of laughter, too. Usually the laughter comes first, and then, if were attentive, well notice that Shakespeare has given us something to think about. Let me offer some examples. First, the play treats with some seriousness issues related to marriage jealousy, loyalty, love, misunderstanding, the need for patience, the troubles of the marriage-bed, and the joy and kind embracements that can come with marriage (II.i.27 I.i.39, 43). Second, the... ... to describe marriage. Adriana claims that marriage has made herself and her husband one, indivisible incorporate For know, my love, as easy mayst thou fall/ A drop of water in the breaking gulf,/ And take unmingled thence that drop again,/ Without addition or diminishing,/ As take from me thyself and not me too (II.ii.142, 122, 125-29). Shakespeare doesnt pretend that such a union is easily achieved. He is quite aware that to offer oneself to another is to risk oneself. Works Cited * Fitch, Robert Elliot. Odyssey of the Self-Centered Self. New York Harcourt, 1961. * Shakespeare, William. The Riverside Shakespeare. Ed. G. Blakemore Evans et al. Boston Houghton Mifflin, 1974. * Wilbur, Richard. Introduction. Tartuffe. By Jean Baptiste Poquelin de Moliere. Trans. Richard Wilbur. San Diego Harvest-Harcourt Brace Jovanovich, 1963.

Candide and Great Expectations: Comparing Candide and Pip :: Charles Dickens, Voltaire

Candide, by Voltaire, and Great Expectations, by Charles Dickens, are two novels written in different periods of time and by authors with different backgrounds. Their main characters are therefore not identical to each other. The fundamental difference between Candide and Pip as characters is that Candide shows us only his outer countenance while Pip lets us know the deepest of his feelings.Candide is one of those follow the leader type characters, that doesnt do much thinking for himself. Most of Candides opinions and actions match those of his philosophy teacher Pangloss. Pangloss firmly believes that he lives in the best of the worlds and that everything that happens is for the best and Candide has learned to apply this believe to all the events he goes through. Candide relies so much on Pangloss and other characters that the reader is not able to experience out Candides inner thoughts nor his true individualality.Pip, on the other hand, shows an internal struggle wh enever he has to make a decision. Pip also has an image of a fuss imposed on other male characters throughout the progress of his life first his brother-in-law Joe, later the lawyer Mr. Jaggers, and finally his secret benefactor Magwitch. But the copulation importance that each of them hold on Pips opinions is rather little compared to the effect of Pangloss word upon Candide. Pip is always open to suggestions coming from any of the individuals around him, and he really cares about the judgement of any of these, but he is always left with freedom when concerning an ultimate decision.Candide and Great Expectations have much dissimilarity by themselves. Candide is narrated in third person by an omniscient voice, but Great Expectations narrator is Pip as an adult the story is told in first person retrospective.

Cancer :: essays research papers fc

CancerMy friend, Matt, was diagnosed with go offcer in May 2002. I was shocked when Matts girlfriend, Amber, told me that he had cancer, because Matt was barely twenty-three years old when diagnosed. The type of cancer Matt has is called Leukemia, which is cancer of the white blood cells. This cancer starts in the b nonpareil marrow hardly can then spread to the blood, lymph nodes, the spleen, liver, central nervous system and other organs. Cancer affects many people each year including my grandmother who had cancer and now one of my close friends.The type of Leukemia Matt has is Acute Lymphoblastic Leukemia (ALL), which causes his body many problems. Matts first symptoms of Leukemia started with him filling weak and fatigued, looking pale faced, and vomiting on occasion. Matts mother is a nurse at the Aiken Hospital, ambling her to know that something was seriously wrong with Matt. Matts mom took him to the Aiken Hospital where he was after diagnosed with Leukemia. Matts family and friends were shocked to find out he had this disease because of his young age. This is a disease that occurs most commonly in young children, but also affects adults. The doctors have no idea how Matt became infected with cancer. Some risk factors for some cases of cancer are smoking, exposure to massive amounts of radiation, and drugs used for the discourse of other cancers. Leukemia cells in the Acute Leukemia grow rapidly and require therapy right away (Veritas Medicine). This type of disease is hard on the body because it affects the blood cells. rise Marrow is the soft, spongy, inner part of bones (American Cancer Society). All of the different types of blood cells are make in the bone marrow. Bone marrow is made up of blood-forming cells, fat cells, and tissues that aid the growth of blood cells (American Cancer Society). The two types of blood cells are white and red blood cells. White blood cells (leukocytes) alleviate defend the body against germsviruses and bacteria (American Cancer Society). Red blood cells carry oxygen from the lungs to all other tissues of the body(American Cancer Society). They also carry away degree Celsius dioxide. Matt began to have a shortage of red blood cells, which caused his weakness. Since Matt had this type of disease that grows rapidly his mom had to take him to a hospital in Charleston, South Carolina immediately.

Cancer :: essays research papers fc

CancerMy friend, two-dimensional, was diagnosed with pubic louse in May 2002. I was take aback when Matts girlfriend, Amber, told me that he had pubic louse, because Matt was only twenty-three years old when diagnosed. The type of cancer Matt has is called Leukemia, which is cancer of the fair blood cells. This cancer starts in the bone marrow but can then spread to the blood, lymph nodes, the spleen, liver, central nervous system and opposite organs. Cancer affects many people to each one year including my grandmother who had cancer and now one of my close friends.The type of Leukemia Matt has is Acute Lymphoblastic Leukemia (ALL), which causes his body many problems. Matts first symptoms of Leukemia started with him plectron weak and fatigued, looking pale faced, and vomiting on occasion. Matts mother is a nurse at the Aiken Hospital, ambling her to know that something was seriously wrong with Matt. Matts mom took him to the Aiken Hospital where he was later diagnosed with Leukemia. Matts family and friends were shocked to find out he had this infirmity because of his young age. This is a ailment that occurs most commonly in young children, but also affects adults. The doctors have no idea how Matt became infected with cancer. Some risk factors for some cases of cancer are smoking, exposure to massive amounts of radiation, and drugs used for the treatment of other cancers. Leukemia cells in the Acute Leukemia grow rapidly and require therapy right away (Veritas Medicine). This type of disease is hard on the body because it affects the blood cells. Bone Marrow is the soft, spongy, inner part of bones (American Cancer Society). All of the different types of blood cells are make in the bone marrow. Bone marrow is made up of blood-forming cells, fat cells, and tissues that aid the growth of blood cells (American Cancer Society). The two types of blood cells are white and red blood cells. White blood cells (leukocytes) help defend the body against germ sviruses and bacteria (American Cancer Society). Red blood cells carry oxygen from the lungs to all other tissues of the body(American Cancer Society). They also carry away carbon dioxide. Matt began to have a shortage of red blood cells, which caused his weakness. Since Matt had this type of disease that grows rapidly his mom had to take him to a hospital in Charleston, South Carolina immediately.

Citibank: Performance Evaluation Essay

In 1996, Citibank was an emergent banking institution attempting to increase its market share in the warring Los Angeles area. In order to do so, the banks system was to focus slightly less on their financial growth, and much more on providing a high take aim of service to its customers. Management viewed this paradigm skid as critical to the long term success of the franchise. To implement these interchanges, a new Citibank employee exploit assessment scorecard was created, briefly tested and rapidly implemented.Though I believe it was a much improved and broader way to gauge individual exercise, in that location was certainly room for improvement. The scorecard was composed of financial, schema implementation and control goals which had the advantage of clearly, objectively and transparently ginmill a passenger vehicles work. These flyers were readily accessible though the general accounting system, and left field little (if any) room to argue over a managers coiffu reance.However, alone three fliers focused primarily on the upcoming quarter(s) and how those numbers compared quarter-over-quarter and year-over-year, fashioning them a short-run or lagging indicator of success. The remaining measures on the assessment scorecard (customer satisfaction, people, and standards) were all noticeably inwrought, yet viewed as sound long indicators and therefore crucial in evaluating the foundation of the early success of the organization.Obviously, the customer is (and will al ways be) the most important part of the equation, as it is customer argument that allows banks to conduct theirs. People and standards measures are both especially significant measures, as they address the character, personality and perceived image of individuals, management and the organization as a whole. A more specific analysis of the assessment scorecard is as follows Financial Measures Financial goals are clearly and understandably the most important measure in the ass essment scorecard.In this particular case, the yearly financial targets are the result of a division-wide process that includes the division President himself, all the area managers and respective(prenominal) branch managers. For any financial institution, I believe this to be the most objective measure of a managers short-term capital punishment. However, discrete short-term accomplishment measures rarely shed light on the bigger picture and, therefore, on the future direction of an organization. This is easily correlated to many separate businesses and organizations including my own.I manage an orthopedic research laboratory at the University of Pittsburgh, and one of the items on our yearly evaluation form is the total dollar amount of our grants. Being awarded n number of grants for x million dollars in any given year provides little information about future funding opportunities. I cast been at the University for over 4 historic period and have seen several PhDs have to clo se their laboratories unexpectedly after failing to attain the necessary funds to reserve their staff and continue their research.Having various items on a performance assessment scorecard can certainly help avoid situations like those. Strategy effectuation This is another objective, transparent, easily quantifiable financial measure. As it stands on the Citibank performance scorecard, this measure focuses exclusively on financial achievement. However, I believe Citibank management should change its strategy implementation goals to include around of the customer satisfaction goals as well.If Citibanks strategy in California is, truly, to provide a high level of service to its customers, I would add relevant questions from the independently conducted telephone interviews to customers who visited the branches during the past month to this measure, as it is an essential component of the organizations strategy, and certainly influenced by the actions and leadership approach of the r espective branch managers. Internal Control Processes This measure is an added form of financial evaluation done by the internal auditing team that follows in line with the two previously discussed.For Citibank this measure was helpful in assessing the level of awareness and involvement of the managers with compliance problems. Customer Satisfaction The most ambiguous and subjective measure on the scorecard, happens to be highly regarded by Citibank leadership as a vital gauge of the long term success of the organization. I heart at this measure as having 2 very distinct elements. In the telephone survey previously mentioned, there were questions regarding services provided at the actual branch, and questions oncerning other Citibank services such as 24 hours phone banking and ATM services. I believe questions pertaining services offered at the branch belong with the Strategy Implementation measures, as management clearly stated customer service as a top priority and the branch man agers actions should be closely linked to services provided at their own local office. All other questions, ones related to additional Citibank services and seemingly out of a branch managers control, should be eliminated from their performance scorecard.Under the current format, there is information that I deem crucial to making this decision that is not provided with the case study. Being that this Customer Satisfaction measure is new in the assessment scorecard (which was only briefly tested before being implemented) I would like to know more about the performance of other/all branch managers. That way I would be able to compare Mr. McGarans performance to that of the other managers.I find it somewhat foreign that someone as highly regarded as Mr.McGaran seems to be, with so much banking experience, scored so poorly in Customer Satisfaction, yet performed so strongly in all other areas of his yearly assessment for four consecutive years, all while managing the most important and most competitive Citibank branch in the Los Angeles division. People and Standards The utmost two measures on the yearly assessment scorecard go hand in hand, as they concern the way branch managers value their own flight advancement opportunities as well as their growth as leaders and role-models not only for employees, but also within the communities which they serve.As subjective as these measures might be, they are essential for any organization, and could have a tremendous impact on an individuals career. In this particular case, Ms. Johnson used these sections to take in Mr. McGaran as an excellent people manager (), a team-builder that motivates his people to go above and beyond. She enthusiastically referenced his involvement within the community, his focus, discipline, availability, effectiveness and drive among many other things.These are all intangibles that are difficult to assess otherwise (i. . financial measures), but could make a significant difference for the o rganization as well as the individual. In our laboratory we work with many medical students and young residents. Once they complete their projects in the lab, this is the type of subjective assessment I am responsible for presenting to the attending physicians. How do students/residents perform when the attending physicians are not around? How do they deal with this new environment and how do they perform outside of their comfort zone? How well do they interact with the staff?Do they attempt to take on leadership roles even in the confine time they have at the lab, or are they comfortable just going along? I have been doing such evaluations for about 3 years and, as students start getting into residency programs and residents move onto fellowship programs, its staggering how some of the answers to such simple questions seem to strongly correlate with their future expectations and opportunities. After carefully analyzing all 6 assessment measures, with the information available, and if I were asked to make a recommendation on Mr.McGarans overall performance, I would have to give him a par rating. The instructions regarding overall year-end performance scores were very clear without par ratings in all the components of the Scorecard, a manager could not get an above par rating. Citibank management, in particular the California Division, had been strongly emphasizing the importance of customer satisfaction for quite some time, even going as far as changing the performance assessment scorecard to reflect this. Mr.McGaran is the manager of the most important and most competitive Citibank branch, and he is a role model and a reference to many other branch managers.What credibility would we have as management, if we deviated from the rules regarding that very specific measure in the first year of its implementation? Mr. McGaran was an outstanding employee, and I would do everything within my power to let him know that his incredibly strong overall performance had b een noted and that we, as management, were aware of his concerns regarding the validity of the telephone survey.I would let him know that the year-end performance evaluation team is always looking for ways to enhance and improve the assessment scorecard, but in accordance with the one currently in place, he could disagree, but had to accept his rating, and continue to improve his customer satisfaction numbers just as he did during the last quarter. Obviously, such evaluation process serves not only to assess employees but also the system in place to do so.With that in mind, I would propose some changes to the year-end assessment scorecard, starting with an evaluation to the content of the telephone survey and its resoluteness in assessing a branch managers performance. I would also suggest that the rating system be adjusted, so that instead of 3 categories, there were 5. Hopefully, these changes would create a more flexible assessment scorecard, and a yearly performance such as tha t of Mr. McGaran would be properly distinguished and rewarded.

Is Expanding Nuclear Power Really Beneficial to Society Development Essay

In recent decades, the coal consumption among the whole world has sharply increased so as to meet the rapid maturement in every country. As generating electricity by coal is not renewable and environmental unfriendly, people tend to dilate renewable energy homogeneous thermo atomic top executive, wind power, hydropower etc. though the cost of constructing the plants and utilizing is extremely high. Among the renewable energy menti sensationd above, nuclear power is the most popular to expand. nuclear power is the practice session of nuclear fusion or fission from the reactor to generate electricity. It is highly efficient and produces only nuclear waste but no carbon emission.Nuclear power seems to be an ideal energy source but is it that good? In my opinion, nuclear power has too m any drawbacks that they outweigh its advantages undoubtedly, so I oppose the expanding of nuclear power in our society. The first reason I oppose is that nuclear reactor is inherently unsafe to huma n life. The accidents happened in Chernobyl and Fukushima has shown us app bently that nuclear meltdowns and explosions can occur at any time without any omen. Not only did the accidents bring destructive damage to the buildings or any infrastructure in the cities, but to a fault caused hundreds and thousands of casualties.Despite the high technology and secure safety system implemented in the nuclear plant, and despite legion(predicate) scientists and professors claimed the percentage of not getting explosion is up to 90%, accidents can still happen and result in disastrous outcome. Frankly no one can afford the outcome and dare to say it is impossible for that 10% to occur. The most recent disaster in Fukushima once again alerts people from altogether around the world. As the communication media is well established nowadays, people in every corner of the world can watch this disasternuclear news leak and explosions on live through television or Internet.Current nuclear power pl ants are no longer safe Many communities from different countries ranted. They also vowed that they would use all means to oppose the expanding of nuclear so as to protect their offspring. Life is precious and anything that poses threats to human life should be halted. Secondly the eddy and the maintenance of nuclear plant are exceptionally dear. In fact, the cost of building and doing maintenance is highly dependent on taxpayers handouts. US, one of the countries investing a lot on developing nuclear power, has put the cost burden to their citizens since 2005.In 2005, President Bush approved an energy bill that included all over 13 billion USD in tax breaks and subsidies for the nuclear industry. However, nowadays in every country, including those developed countries, is suffering from the problem of poverty. The poor has difficulties in maintaining their life go the government still imposes heavy tax on them and that is unacceptable. On the other hand, since the nuclear plants are built far away from residence, long electrical wires are required to transfer electricity from the plants to our houses.Whenever electricity is transferred through wires, some energy will be lost to surroundings. Thus for a long distance transfer, oft energy would be lost which is definitely uneconomical and inefficient. So please care about the poor. And the third reason that I disagree in expanding nuclear power is nuclear waste cannot be dealt adequately. Being generated during the fuel cycle, nuclear waste in reality is not a clean source it is a hot substance emitting radiation all the time and it takes millions of years to become harmless, so it poses a severe potential danger to human health.Furthermore, nuclear wastes are ordinarily buried in a designated place where it is far away from residence, so it is required to remove the wastes to these locations. This may pose risks on the populations that live along the transport route. I am sure nobody wants any nuclear waste is accidentally left in front of their houses. Hence nuclear power should not be developed unless the problem of nuclear waste has been solved. However genuine and persuasive the disadvantages are, some proponents still think nuclear power is a ideal energy source.They believe nuclear power helps reduce the emissions and contribute in easing global warming. Nevertheless it is not the case. An ecologist has once stated that nuclear power is not totally emission free because when we examine the whole nuclear power generating cycle, we can see that in mining of uranium, running the nuclear reactor, conveying of nuclear waste and even the disposal of nuclear waste rely on fossil fuels and produces a lot of greenhouse gases.Therefore there is actually net emission of harmful gases and global warming would not be relieved because of using nuclear power. Although it is right for people to seek for progress and develop new technology to meet their wants, we still need to consider th e consequence that expanding new technology brings. Nuclear power, frankly speaking, is much more efficient than the unexceptional way of generating electricity, but the outcome of this is disastrous and people cannot afford to losethats human life.Moreover it is very expensive in developing nuclear power, if I am the government I would rather spend this bucket of money to narrow the gap between the rich and the poor. Last but not least, the issue brought by radioactive nuclear waste is very long-lasting which is always threatening our life. Hence unless the above three problems are solved, I am still opposing the development of nuclear power.

Compare and contrast 2 treatments of crime. (TEP’s and AMP’s Token economy program and anger management program. Essay

Token economy programmes are a form of demeanor modification based on the principles of operant instruct. They are used in prisons to encourage the reduction of anti-social behaviour and criminal behaviour they involve awarding tokens to offenders if a desired behaviour is performed. The tokens may then be exchanged for assorted rewards. The aim is for the desired behaviour to be repeated. As a handling it involves setting step forward a range of desirable behaviours and reinforcing the offender whenever the behaviour is displayed.This behaviour would focus upon non-aggressive, these behaviours are expected that the behaviour will become learned and automatic. Positive reinforces come in the shape of tokensa secondary reinforcement, which stomach be exchanged for primary reinforcement. Negative reinforcement comes with the threat of removal of tokens and prisoners change their behaviour to avoid this consequence. A token economy system uses operant conditioning to gradu solely y changing behaviour through primary and secondary renforcements. Anger focal point is another treatment aimed to prevent execration. It is used in prisons, and participants may participate voluntarily or as part of their sentence.This is used identify triggers which may cause there aggression. By preventing aggression, the likelihood of crimes being committed is reduced. The treatment ordinarily micturates place in group settings and occurs about twice a week. A trained person runs the group. They are usually asked what factors make them feel angry and thence trigger aggression. Once this trigger has been identified, strategies can be taught which to condole and reduce the indignation they experiences.An animosity management programme will be based nigh 3 key stages cognitive preparation (analysing past aggression and discovering patterns, and the offender also looks at the consequences of aggression), skills acquisition (where they are taught techniques that help them to m anage their response to triggers in a more productive way.) and application practice (the offender to test their skills in a range of situations).Token economy spiels because the behaviour of the offender is being constantly monitored and recorded in order to award the tokens, and then becomes habit. thus far it is limited to institutions like a prison for this token economy to work because they will not get such awards in the real world but it is the plan that due to what is shown by operant conditioning these desiredbehaviours may/can become a habit and thus behaviour is repeated. Anger management can also have a similar problem, it may be easier to control your anger and follow the program while in the group but in the real world it may be harder to follow or perform the behaviours that are learnt from the program.Even though this may happen for anger management there is still very effective, the offenders take part voluntarily. This increases the programmes effectiveness, as o ffenders who take part voluntarily are usually more committed to the programmes success. This is in contrast to other treatments, such as token economy, which are often enforced over an entire prison system meaning that it may not be successful in all cases.But not all anger management is voluntary some people have to take part as part of their sentence. This provides an ulterior causative and although the offender may appear to have made progress, this could be false and the issue of anger is not actually being addressed (demand characteristics). This means that anger management like token economy may not be effective for everyone.Another problem you may find in anger management is by doing the course they may be singled out (especially in prisons) and by singling out prisoners to show they are doing this program may cause prisoners not to take it seriously or may not consider taking it voluntary, or may take it for other motives e.g. some times taking the course can help your bid to get erlyer or longer parole periods. Token economy on the other hand dose not single out specific prisoners as all prisoners have to take part in the programme, no single prisoner can have an ulterior motive for participating.However anger management is supported by Ireland (2000). They compared 50 young offenders on an anger management programme with 37 on the waiting list for anger management. Before and after treatment scores were taken on level of aggression shown (as reported by prison officers and by the prisoners themselves through self-report). 92% of the treatment group showed some drop in aggression with 48% showing major decreases. 8% showed deterioration.This evidence shows strong support of anger management programmes as a way to control aggression in prison. Hobbs and Holt (1976) measured the effect of token economy on a sample of young delinquents across 3 institutions(with one other institution being used as a comparisoncontrol group). Tokens were awarded to thos e in the experimental groups whenever target behaviour was displayed. These were swapped for primary reinforces.There was a solid (28%) increase in the target behaviours in the experimental groups compared to the controls. This shows that the token economy was an effective and cost effective (less than $8 per month per boy) way to control the behaviour of criminals whilst in prison. By comparing the go aways it would seem that anger management may be more effective as a way to treat crime but the numbers of people who participated was far less so Hobbs and Holt may have less success rate due to the larger groups meaning that the result may be more valid due to it being easer to apply to the prison population.

Location Planning and Analysis Essay

Every firm must use position planning techniques. thither atomic number 18 many options for location planning. Corporations study from expanding an existing location, shutting w atomic number 18 iodine location and moving to another, adding new locations while retaining existing facilities, or doing nothing. There are a variety of methods use to decide the best location or alternatives for the corporation. Methods such as identifying the country, general region, small number of community alternatives, and site alternatives.Several featureors that influence location ar prevailment include the location of raw materials, proximity to the grocery store, climate, and culture. Models for evaluating whether a location is best for an organization consist of exist-profit analysis for locations, the center of gravity model, the transportation model, and factor rating.This chapter discusses the close to relocate a facility by considering bells and eudaemonias. If you are planning o n moving or acquiring a new facility, there are many factors to consider the size, the geographic area, culture, transportation be and others. After a location or locations submit been chosen a cost-profit-volume analysis is done.The main factors that alter location decisions include regional factors, community considerations, and site-related factors. Community factors consist of quality of life, services, attitudes, taxes, environmental regulations, utilities, and development support.EVALUATING LOCATION ALTERNATIVES (Page 385) There are three specific analytical techniques available to aid in evaluating location alternatives1. Location Cost-Volume-Profit Analysis1. The Cost-Volume-Profit (CVP) Analysis thunder mug be represented either mathematically or graphically. It involves three step 1) For each location alternative, determine the fixed and variable costs, 2) For all locations, plot the radical-cost lines on the same graph, and 3) Use the lines to determine which altern atives will gain the highest and net total costs for expected levels of output. Additionally, there are four assumptions one must keep in mind when using this method1. Fixed costs are constant.2. Variable costs are one-dimensional.3. Required level of output raise be closely estimated.4. There is only one product involved.5.2. Total cost = FC = v(Q) where FC=Fixed Cost, v=Variable Cost per Unit, Q=Number of Units (Also shown below but not in the same format) 1. Factor Rating1. This method involves qualitative and duodecimal inputs, and evaluates alternatives based on comparison after establishing a composite value for each alternative. Factor Rating consists of six steps 1. envision relevant and fundamental factors. 2. Assign a weight to each factor, with all weights totaling 1.00. 3. Determine common scale for all factors, usually 0 to 100. 4. Score each alternative. 5. Adjust reach using weights (multiply factor weight by score factor) add up scores for each alternative. 6 . The alternative with the highest score is considered the best option. 2. Minimum scores may be established to set a particular standard, though this is not necessary. 2. Center of Gravity Method1. This technique is used in determining the location of a facility which will either reduce travel time or lower shipping costs. Distribution cost is seen as a linear function of the distance and quantity shipped. The Center of Gravity Method involves the use of a visual map and a coordinate system the coordinate points being treated as the set of numerical values when calculating averages. If the quantities shipped to each location are equal , the center of gravity is found by taking the averages of the x and ycoordinates if the quantities shipped to each location are distinguishable , a weighted average must be applied (the weights being the quantities shipped). Company RelocatingThere are many factors that contribute to a gild relocating. Some of the reasons include expanding the m arket and diminishing resources. For an existing company to relocate, they must weigh their options when planning to relocate elsewhere. They can expand their existing facility, add new ones and keep their existing facilities open, move to another location and shut down one location, or keep things the focusing they are and not do anything. Globalization has led many companies to set up operations in other countries. Two factors that make relocation kindly are advances in technology and trade agreements. By going global, companies will expand their markets and be able to cut costs in labor, transportation, and taxes. They also have gained ideas for new products and services.IDENTIFYING A COUNTRY, REGION, COMMUNITY, AND SITE (Page 376) factors that influence location decisions areManufacturing o Availability of energy and watero Proximity to raw materialso expatriation costServiceo Traffic patternso Proximity to marketso Location of competitorsOnce important factors have been dete rmined, an organization will narrow down alternatives to a specific geographic region. These factors that influence location selection are often different depending on whether the firm is a manufacturing or service firm. When decision making on a location, mangers must take into account the culture shock employees might face after a location move. Culture shock can have a big impact on employees which might affect workers productivity, so it is important that mangers look at this.v IDENTIFYING A COUNTRYo A decision maker must understand the benefits and risks as well as the probabilities of them occurringv IDENTIFYING A REGION- 4 major considerationso Location to piercing Materials The three most important reasons for a firm to locate in a particular region includes raw materials, perishability, and transportation cost. This often depends on what commercial enterprise the firm is in. o Location to Markets Profit maximizing firms locate near markets that they want to serve as part of their competitive strategy. A Geographic cultivation system(GIS) is a computer based tools for collecting, storing, retrieving, and displaying demographic data on maps. o Labor Factors Primary considerations include labor availability, wage rates, productivity, attitudes towards work, and the impact unions may have. o Other Climate is sometimes a consideration because bad weather can disrupt operations. Taxes are also an important factor due to the fact that taxes affect the bottom line in some financial statements.v IDENTIFYING A COMMUNITYo There are many important factors for decision making upon the community in which move a business. They include facilities for education, shopping, recreation and transportation among many others. From a business standpoint these factors include utilities, taxes, and environmental regulation.v IDENTIFYING A SITEo The main considerations in choosing a site are land, transportation, zoning and many others. When identifying a site Iit is imp ortant to consider to see if the company plans on growing at this location. If so, the firm must consider whether or not location is suitable for expansion. There are many decisions that go into choosing just now where a firm will establish its operations. First, a company must determine the driving factors that will influence which areas are suitable locations.After these factors have been determined, the company will identify potential countries and examine the pros and cons of establishing operations in these countries. After looking at pro and cons of the different countries and deciding on a country, then decision makers will identify a region within the country. When identifying a region, decision makers must take the four major factors explained above into consideration. The refinement two stages of the search include choosing a community and a site.Note The above part is way too lengthy for this assignment. Summary below..Summary There are several ways that are very helpf ul in evaluating location alternatives, such as locational cost-profit-volume analysis, factor rating, and the center of gravity method. First, lets take a look at Location Cost-Profit-Volume Analysis.This analysis can be done numerically or graphically. The procedure for locational cost-profit-volume analysis involves these steps1. Determine the fixed and variable costs associated with each location alternative. 2. Plot the total-cost lines for all location alternatives on the same graph. 3. Determine which location will have the lowest total cost for the expected level of output. Alternatively, determine which location will have the highest profit.This method assumes the following1. Fixed costs are constant for the race of probable output.2. Variable costs are linear for the range of probable output.3. The required level of output can be closely estimated.4. Only one product is involved.Herere a couple of important formulas to rememberTotal cost = Fixed cost + Variable cost per u nit * meter or volume of output Total profit = Quantity(Revenue per unit Variable cost per unit) Fixed costIn most situations, other factors besides cost must also be considered. Wewill now consider another kind of cost often considered in location decisions transportation costs.Transportation costs sometimes play an important role in location decisions. The company can include the transportation costs in a locational cost-volume analysis by incorporating the transportation cost per unit being shipped into the variable cost per unit if a facility will be the sole source or close of shipments. When there is a problem with shipment of goods from multiple sending points to multiple receiving points, and a new location is to be added to the system, the company should undertake a depart analysis of transportation. In this case, transportation model of linear programming is very helpful. The model is used to analyze each of the configurations considered, and it reveals the minumum co sts each would provide. Then the discipline can be included in the evaluation of location alternatives.Multiple Plant Manufacturing Strategies (page 381-382)-When comapnies have several manufacturing facilities t here are several different ways for a company to organize their operations. These ways include assigning different product lines to different plants, assigning different market areas to different plants, or assigning different processes to different plants. These strategies carry their own cost and managerial implications, but they also carry a certain competitive advantage. There are four different types of plant strategies1. Product Plant Strategy* Products or product lines are produced in separate plants, and each plant is usually prudent for supplying the entire domestic market. * It is a decentralized approaching as each plant focuses on a narrow set of requirements that includes specialization of labor, materials, and equipment along product lines. * Specialization involved in this strategy usually results in economies of scale and, compared to multipurpose plants, lower operating costs. * The plant locations may either be widely scattered or placed relatively close to one another.2. Market Area Plant Strategy* Here, plants are designed to serve a particular geographic segment of a market. * The individual plants can produce either most, or all of the companys products and supply a throttle geographical area. * The operating costs of this strategy are often times higher than those of product plants, but savings on shipping costs for same products can be made. * This strategy is useful when shipping costs are high due to volume, weight, or other factors. * It can also bring the added benefits of quicker delivery and response times to local needs. * It requires a centralized coordination of decisions to add or delete plants, or to expand or downsize current plants because of changing market conditions.3. Process Plant Strategy* Here, differen t plants concentrate on different aspects of a process. * This strategy is most useful when products have numerous components separating the production of components results in less confusion than if all the production were done in the same location. * A major issue with this strategy is the coordination of production throughout the system, and it requires a extremely informed, centralized administration in order to be an effective operation. * It can bring about additional shipping costs, but a key benefit is that individual plants are highly specialized and generate volumes that brings economies of scale.4. General-Purpose Plant StrategyPlants are flexible and have the ability to handle a range of products * It allows for a quick response to products and market changes, but can be less productive than a more focused approach. * A benefit to this approach is the increase in learning opportunities that happens when similar operations are being done in different plants. Solutions to problems as well as improvements made at one plant can be shared with the other plants

Indian Gdp

India Economy rough-cut domestic product Indias economy is the twelfth largest in the introduction in wrong of market exchange localises. Since liberalization of the economy in 1991, the economy has progressed towards a market-based system from a regulated and protected unitary. The country became the irregular fastest growing economy in the world in 2008. India Economy gross domestic product harvest-feast rate was 6. 1% in 2009. Gross Domestic crop (gross domestic product) is the measure of a countrys economical performance. It is the market value of each(pre titular) the goods and divine serve produced in a twelvemonth. GDP can be compute in three ways namely through the crossroad (or return) approach, exp give noticeiture approach and income approach.The product approach is the most(prenominal) direct one which calculates the total product output of each class. The expenditure approach calculates the total value of the products bought by an individual which should be equal to the expenditure of the things bought. The expenditure approach calculates the sum of all the producers incomes where the incomes of the productive factors ar equal to the value of their product. In 2007, the Indian economy GDP crossed over a trillion dollar which made it one of the twelve trillion dollar economy countries in the world.There has been excellent progress in knowledge process services, information technology, and high end services. merely the economic growth has been sector and location specific. The trend for Indias GDP growth rate are given below 1960-1980 3. 5% 1980-1990 5. 4% 1990-2000 4. 4% 2000-2009 6. 4% Contri thation of different sectors in GDP Below are the contributions of different sectors in the Indias GDP for 1990-1991 cultivation 32% work area 41% constancy 27% Below are the contributions of different sectors in the Indias GDP for 2005-2006- Agriculture 20%Service Sector 54% Industry 26% Below are the contributions of differe nt sectors in the Indias GDP for 2007-2008- Agriculture 17% Service Sector 54% Industry 29% The service sector contributes more than half of Indias GDP. Earlier agriculture was the main contributor to the GDP. To improve the GDP and boost the economy, the government has taken various locomote like implementation of FDI policies, SEZs and NRI investments. The GDP growth rate slowed down to 6. 1% in 2009. In 2006, the countrys trade contributed to around 24% of the GDP from 6% in 1985.According to Goldman Sachs, Indias GDP in current prices may overtake France and Italy by 2020, Russia, Germany and UK by 2025 and Japan by 2035. It is in addition predicted that Indian economy will be the third largest after US and China by 2035. In 2007, agriculture contributed around 16. 6% of the GDP. Even though its share has been declining, agriculture plays a major role in the Indias socio economic development. Industry contributes around 27. 6% of the GDP (2007 est). The services sector con tributed to 55% of the GDP in 2007.The IT industry contributed around 7% of the GDP in 2008 which was 4. 8% in 2005-06. Remittances from overseas Indian migrants were around $27 billion or around 3% of the GDP of Indias economy in 2006. Indian Economy-Facts on India GDP The Indian economy is the 12th largest in the world It ranks fifth pertaining to purchasing power parity (PPP) according to the latest calculation of the World Bank The GDP of India in the year 2007 was US $1. 09 trillion India is the one of the most rapidly growing economies in the world The growth rate of the India GDP was 9. 4% per year Due to the spacious population the per capita income in India is $964 at nominal and $4,182 at PPP Points to remember while calculating India GDP Calculating India GDP has to be done cautiously pertaining to the diversity of the Indian Economy. There are different sectors contributing to the GDP in India such(prenominal) as agriculture, textile, manufacturing, information t echnology, telecommunication, petroleum, etc. The different sectors contributing to the India GDP are classified into three segments, such as primary or agriculture sector, secondary sector or manufacturing sector, and tertiary or service sector. With the introduction of the digital era, Indian economy has huge scopes in the future to become one of the leading economies in the world. India has become one of the most favored desti populations for outsourcing activities. India at present is one of the biggest exporter of highly happy labor to different countries The new sectors such as pharmaceuticals, nanotechnology, biotechnology, telecommunication, aviation, manufacturing, shipbuilding, and tourism would experience very high rate of growth How to calculate India GDP-The method ofCalculating India GDPis the expenditure method, which is, GDP = consumption + investment + (government spending) + (exports-imports) and the formula is GDP = C + I + G + (X-M) Where, C stands for cons umption which includes personal expenditures pertaining to food, households, medical expenses, rent, etc I stands for line investment as capital which includes construction of a new mine, purchase of machinery and equipment for a factory, purchase of software, expenditure on new houses, buying goods and services but investments on financial products s not included as it falls under savings G stands for the total government expenditures on final goods and services which includes investment expenditure by the government, purchase of weapons for the military, and salaries of public servants X stands for gross exports which includes all goods and services produced for overseas consumption M stands for gross imports which includes any goods or services imported for consumption and it should be deducted to prevent from calculating exotic supply as domestic supply Recent developments in Indian GDPOver the past 4 quarters India Gross Domestic fruit (GDP) has extended 6. 10%. Accordin g to World Bank report, India Gross Domestic Product accounts to 1217 billion dollars or 1. 96% of the world economy. India being a diverse economy incorporates customary village farming, handicrafts and wide range of contemporary industry and services. service are considered as a chief factor behind the economic elevation accounting for more than half of Indias productivity. Since 1997, Indian economy has registered an intermediate growth rate of more than 7%, minimizing poverty rate by around 10%.Indias GDP grew at a notable 9. 2 per cent in the year 2006-2007. Now that the service sector accounts for more than half of the GDP is a landmark in the economic history of India and helps the nation to come closer to the basics of an industrial economy. Where does India stand? India is positioned as one of the major economies worldwide in terms of the purchasing power parity (PPP) of the gross domestic product (GDP) by chief financial units of the world such as the International Moneta ry Fund, the CIA and the World Bank. In terms of agricultural output India is the second largest.Industries related to the agriculture have also played an important role in the up gradation of the nations economy by opening up employment avenues in the forestry, fishing and logging sectors. For the elevation in the production volume in Indian agriculture various flipper year plans should also be given due credit. Improvements in irrigation methods as well as usage of modern technologies have also added value to the agriculture processes. In terms of factory output India ranks 14th in quantity produced by industrial sector.Gas, mining, electricity and quarrying industries also play major developmental roles and contribute in a major way to the GDP. Latest snapshots of India Per Capita GDP Indias Per Capita Income stood at Rs 19040 in the year 2002-03 In 2003-04 India Per Capita Income was Rs 20989. Per Capita Income in India was Rs 23241 in 2004-05. In the fiscal year 2008-2009 the Per Capita GDP in India was Rs 37490. Per Capita GDP at factor rate at regular (1999-2000) prices in the FY 2008-2009 is estimated to reach a level of Rs 3351653. In 2008-2009 India attained a growth rate of 7. per cent. A collective growth rate of 2. 6 per cent in the field of agriculture, forestry and fishing was determineed in the FY 2008-2009 Service industry had a growth rate of 10. 3 per cent in 2008-2009 During 2008-2009 industry saw a growth rate of 3. 4 per cent. Indian States in terms of Per Capita Income Jharkhand and Orissa which are considered as two backward states are increasingly developing in terms of per capita income. This expansion is facilitated by the growth of business activities taking place in these two mineral rich states. Jharkhand with per capita income of Rs 14,990 has posted 16. 6 per cent rise. Orissa is a spectator of an steady growth of 11. 5 per cent in per capita income (Rs 14. 795) The industrialized Gujarat and Karnataka and Tamil N adu are rated among the top states with per capita income more than Rs 20,734 Karnataka has per capita income nearly 9. 28% followed by Gujarat and Tamil Nadu at 8. 92% and 8. 46% respectively. Delhi and Goa however has lower growth rate at 6. 9 per cent and 6 per cent respectively but ranks the highest in per capita income at Rs 49172 and Rs. 7507 respectively. Chhattisgarh with turbulence in social, political and economic campaign registered a growth of 8. 8 per cent. However, the average income base is very minimal at Rs. 16,365. Madhya Pradesh, Uttar Pradesh and Bihar are yet to make a mark in the course of instruction of highest per capita income as the growth measures in these states are yet to be implemented. At per capita income of Rs. 12566, Rs. 10637 and Rs. 6610 of Madhya Pradesh, Uttar Pradesh and Bihar respectively, these states have the sluggish rates of 2. per cent, 3. 1 per cent and 3. 7 per cent respectively. 17 states have per capita income less than the na tional average of 8. 4%. Indias Per Capita Income in coming years Indias per capita income is predicted to rise in coming years. FY 2008-09 was expected to witness more than double of per capita income over the last seven years to Rs 38,084, indicating enhancement in the living standards of an average Indian citizen. The highest increase in per capita income was seen during 2006-07 in terms of percentage which stood at 13. %. However, after reducing for ostentatiousness (at 1999-2000 rates), the per capita income is predicted to grow to Rs25,661, indicating an upsurge of 5. 6%. In conclusion, as compared to other nations, India has performed well inspite of the global financial meltdown. GDP India Growth Rate India is considered as one of the best players in the world economy in the past few decades, but rapidly increasing inflation and the intricacies in administering the worlds biggest democracy are acting as the major hurdle in the field of development.Indian economy in novel y ears has been consistently performing with flying colors, escalating 9. 2% in 2007 and 9. 6% in 2006. This uninterrupted expansion is assisted by markets restructuring, huge infusions of FDI, increasing foreign exchange reserves, boom in both IT and real estate sectors, and a thriving capital market. The latest reviews of the India GDP growth rate are as under For the first quarter of 2007-08 GDP posted a growth of 9. 3% and stood at Rs 7,23,132 crore, as compared to the consequent quarter of previous fiscal year In the quarter of April-June economy of India grew at 9. %. The progress was triggered by construction, manufacturing, services and agriculture industries For the week concluded July 28, 2007, the yearly inflation rate was 4. 45% respite of Payments in India is predicted to remain contended Merchandise Exports registered steady growth Manufacturing posted 11. 95 expansion Difference between GDP and GDP Growth Rate sell spending, government expenses exports and inve ntory levels determine GDP growth rate. Elevation in imports will affect GDP growth in a negative way. sparing strength of a nation is indicated by the GDP growth rate.Development in GDP will ultimately boom business, employment opportunities and personal income. On the flip side, if GDP slows down, then business ventures and already established enterprises will come to a halt. This will call off monetary infusion in new purchases, tie-ups and recruiting new employees till the economy gain pace. As a result the GDP further deteriorates because the consumers do not have sufficient funds to spend on buying a product or service. India GDP growth rate in 2009 According to International Monetary Fund (IMF) economic growth rate of India is predicted to dip by 6. per cent in the fiscal year 2009. IMF has further stated that this relegation is unavoidable because the Asian nations are not fully impervious to the global financial crisis and its consequent negative effects. IMFs World Econ omic Outlook (WEO), released in Washington on October 8, 2008, explains the slopping of GDP growth rate in the last three years. In 2007 GDP growth rate was 9. 3 per cent while in 2008 it dipped to 7. 8 per cent and would end up at 6. 9 per cent in 2009. The analysis also asserted that Asias economic growth rate is expected to undergo a negative transition in the coming fiscal year.Year 2008 witnessed a 7. 7 per cent decline in GDP growth rate of Asia which would eventually end up at 7. 1 per cent in 2009. Financial market worldwide underwent a severe slowdown after the September 08 market turmoil and is becoming financially fragile day by day. The weak financial market is incapable of attracting investors attention. India has also suffered a major setback in the year 2005-07 according to IMF, when the worldwide stock markets slipped radically. LAST 5 YEARS GDP FOR DIFFERENT SECTORS knock back 1 AGRICULTURE Year Agriculture At continual Prices At Current Prices 2004-05 482910 552422 2005-06 511114 625635 2006-07 531315 686044 2007-08 557122 782597 2008-09 566045 861753 TABLE 2 INDUSTRY Year Industry At Constant Prices At Current Prices 2004-05 468451 598271 2005-06 506519 679781 2006-07 560775 794127 2007-08 602032 898627 2008-09 617882 985297 TABLE 3 MINING & QUARRYING Mining & Quarrying Year At Constant Prices At Current Prices 2004-05 52591 84776 2005-06 55164 94533 2006-07 60038 106024 2007-08 61999 117431 2008-09 64244 125414 TABLE 4 MANUFACTURING Year Manufacturing At Constant Prices At Current Prices 2004-05 361115 453603 2005-06 393842 519743 2006-07 440193 617648 2007-08 476303 705130 2008-09 487739 780405 TABLE 5 ELECTRICITY, GAS & WATER SUPPLY Year Electricity, Gas & Water Supply At Constant Prices At Current Prices 2004-05 54745 59892 2005-06 57513 65505 2006-07 60544 70455 2007-08 63730 76066 2008-09 65899 79478 TABLE 6 SERVICES Year Services At Constant Prices At Current Prices 2004-05 1437407 1727008 2005-06 1598468 1976969 2006-07 1779029 2299212 2007-08 1970563 2639668 2008-09 2155448 3086132 TABLE 7 CONSTRUCTION Year Construction At Constant Prices At Current Prices 2004-05 158212 212807 2005-06 183868 264173 2006-07 205543 319180 2007-08 226325 376266 2008-09 242577 437017 TABLE 8 TRADE,HOTEL,TRANSPORT AND COMMUNICATION Year Trade, Hotel, Transport and Communications At Constant Prices At Current Prices 2004-05 615849 706073 2005-06 690399 809870 2006-07 778896 947096 2007-08 875398 1090708 2008-09 954589 1246718 TABLE 9 FINANCE, INSURANCE, real number ESTATE & BUSINESS SERVICES Year Finance, Insurance, Real Estate & Business Services At Constant Prices At Current Prices 2004-05 323080 405081 2005-06 359888 452469 2006-07 409472 524019 2007-08 457584 594096 2008-09 493356 691221 TABLE 10 COMMUNITY, complaisant & PERSONAL SERVICES Year Community, Social & Personal Services At Constant Prices At Current Prices 2004- 05 340266 403047 2005-06 364313 450457 2006-07 385118 508917 2007-08 411256 578598 2008-09 464926 711176

Organizational Culture: the Case of Turkish Construction Industry Essay

The current issue and full text archive of this journal is available at www.emeraldinsight.com/0969-9988.htmorganisational agri cultivation the case of Turkish construction industry Ela Oney-Yazc, Heye tidy sum Giritli, Gulfer Topcu-Oraz and Emrah Acar Department of Architecture, Division of Project and Construction Management, Istanbul Technical University, Istanbul, Turkey AbstractPurpose The briny stimulus of this analyse is to examine the cultural prole of construction establishments deep down the context of Turkish construction industry. Design/methodology/approach This study is a part of a cross-cultural research, initiated by CIB W112 (Working Commission W112 of the International Council for enquiry and Innovation in Building and Construction), concurrently ongoing in 15 various countries. Data were collected from 107 contract and 27 architectural rms, by means of a questionnaire based on OCAI ( organizational Culture Assessment Instrument), a well-known and widely us ed measurement nib developed by Cameron and Quinn (1999).Findings The ndings show that the Turkish construction industry has been dominated by rms with a mixture of kindred and pecking order cultures. In addition, the analysis reported here indicates cultural differences at organizational level in terms of rm type, size, and age. Originality/value This paper contributes to the under(a)standing of organizational culture in the construction industry by providing empirical evidence from the Turkish construction industry. As future research direction, it highlights the need of a cross-cultural comparison among different countries, and an investigation of the effects of cultural proles of the organizational members on organizational culture. Keywords Organizational culture, Construction industry, Turkey Paper type seek paperTurkish construction industry 519Introduction Understanding of organizational culture is fundamental to examine what goes on in organizations, how to run them and how to improve them (Schein, 1992). Organizational culture is dened as the sh ared assumptions, beliefs and normal behaviors (norms) present in anorganization. Most organizational scholars and observers recognize that organizational culture has a powerful effect on the performance and long-term effectiveness of organizations.Cameron and Quinn (1999) propose that what differentiates successful rms from others is their organizational culture. With the worldwide globalization trends, special attention has been given to the study of organizations and their cultures. Empirical studies of organizational culture have been carried out across various countries and industries (Hofstede, 1997 Trompenaars and Hampton-Turner, 1998 Cameron and Quinn, 1999 see among others). In comparison there seems to be a limited number of published studies related The funding for this study was provided by the Istanbul Technical University, Turkey and is gratefully acknowledged.After reviewing research on organizational culture, Ankrah and Langford (2005) have concluded that there is a need to fail more aware of the importance of this phenomenon and its impact on organizational performance in the construction industry. The main reasons for the growing importance of the organizational culture can be explained by the internationalization of the construction markets (Low and Shi, 2001), and the fragmented nature of the industry (Hillebrant, 2000). It is a well-known fact that international construction rms have faced some(prenominal) problems due to conicts, confrontations, mis savvys, and the differences in ways of doing business with other cultures (Gould and Joyce, 2000). On the other hand, the adversarial relations between different project participants are assumed to be inuenced by the cultural orientations of the stakeholders (Phua and Rowlinson, 2003).Thus, the study of cultural issues should be addressed when considering the globalization of construction markets. Additiona lly, it is a common belief that organizations that have developed within similar environments usually have similar cultures and related mindsets with regard to ways of doing business. For this reason, the research reported in this paper, aims to contribute to an understanding of organizational culture in the construction industry using data from a developing country, such as Turkey, where there is no study in this eld.Findings of the study may in any case have implications for other cultures with a similar make-up. Background study Despite different denitions of organizational culture, there is a consensus among organizational researchers that it refers to the shared meanings or assumptions, beliefs and understandings held by a group. More comprehensively, Schein (1992) dened organizational culture as . . . a pattern of shared basic assumptions that the group learned as it solved its problems of external version and internal integration that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems. Similarly, Deshpande and Webster (1989, p. 4) proposed that organizational culture is . . . the pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them with norms for behaviors in the organization.There is an spacious body of knowledge in the literature that deals with organizational culture. Many researchers have proposed a variety of dimensions and attributes of organizational culture. Among them, Hofstede has been very inuential in studies of organizational culture. draught on a large sample of 116,000 employees of IBM in 72 countries, Hofstede identied quaternity dimensions of culture. These four dimensions used to differentiate between cultures are power distance, suspicion avoidance, masculinity/femininity and individualism/ communism. Beyond these, Hofstede (1997) also identied the pro cess/results oriented, employee/job oriented, parochial/professional, open/closed system, loose/tight control and normative/pragmatic dimensions of culture. These dimensions have been normally adapted and applied in studies of organizational culture(Sdergaard, 1996).Other comprehensive studies into organizational culture have been carried out, notably by Trompenaars and Hampton-Turner (1993), who conducted an extensive research into the attitudes of 15,000 managers over a ten-year period in 28 different countries. They proposed ve cultural dimensions (1) universalism/particularism (2) collectivism/individualism (3) neutral/affective relationships (4) diffuse/specic relationships and (5) achievement/ascription. When dealing with a multitude of dimensions, typologies are usually considered as an alternative to provide a simplied means of assessing cultures. In this regard, typologies are commonly used in the studies of organizational culture. Notable contributors to these typologies include clever (1993, 1995) who identied the club, role, task and person typologies, and Quinn (1988) who identied the market, hierarchy, adhocracy and rank typologies of culture.Since the culture is regarded as a significant factor in the long-term effectiveness of organizations, it becomes important to be able to measure organizational culture. Accordingly, a range of tools designed to measure organizational culture have been developed and applied in industrial, educational, and health care settings over the last two decades. All these tools examine employee perceptions and opinions about their working environment (the supposed climate of an organization) but only a few, such as the Competing Values Framework and the Organizational Culture Inventory (OCI), try to examine the values and beliefs that certify those views (Scott et al., 2003). The majority of the existing studies in the Construction Management eld broadly speaking attempt to appropriate the theoretical models an d measurement tools of the management literature.For instance, Maloney and Federle (1991, 1993) introduced the competing values framework for analyzing the cultural elements in American engineering and construction organizations. Focusing on the relationship between the organizational culture and effectiveness, Zhang and Liu (2006) examined the organizational culture proles of construction enterprises in China by means of OCI and Organizational Culture Assessment Instrument (OCAI), the measurement tool of the Competing Values Framework developed by Cameron and Quinn (1999). Rowlinson (2001), using Handys organizational culture and Hofstedes national culture frameworks, investigated the cultural aspects oforganizational change in the construction industry.Ankrah and Langford (2005) proposed a new measurement tool after analyzing all cultural dimensions and typologies developed in the literature and highlighted the cultural variability between organizations in the project coalition. L iterature review shows that despite the growing importance of organizational culture in construction research, there are few cross-cultural, empirical studies. This may be due to the difculties of conducting research in several(prenominal) countries. The study reported in this paper forms a part of a cross-cultural research, initiated by CIB W112 on Culture in Construction, concurrently ongoing in 15 different countries. The aim of the research project is to develop an international Inventory of Culture in Construction. It continues to stimulate new participants from Europe, Asia, Africa, Australia, and America.Research methodology Measurement of culture represents difculties, particularly in respect of the identication of cultural groups and boundaries. This is further complicated by the nature of the construction industry in which projects are temporary and participants are subject to the values and beliefs of their employing organization, professional groups and project organizat ions. There is an ongoing debate concerning the study of culture among construction management scholars. However, it is beyond the stove of this paper to discuss the methodological aspects of studying culture in the construction industry. In order to be compatible with the studies conducted in other countries participating in the CIB W112 research, Cameron and Quinns (1999) Competing Values Framework (CVF) as well as their measurement tool named Organizational Culture Assessment Instrument (OCAI) are adopted as the conceptual paradigm for analysis in this study.The CVF was originally proposed by Quinn and Rohrbaugh (1983) to understand organizational effectiveness, and was later applied to explore differentissues relative to organizations (Al-Khalifa and Aspinwall, 2001). The CVF is based on two major dimensions. The rst dimension emphasizes the organizational focus (internal versus external), whereas the second one distinguishes between the stability and control and the exibility and discretion. These two dimensions form four quadrants (see Figure 1), for each one representing a major type of organizational culture (1) clan (2) adhocracy (3) market and (4) hierarchy.Figure 1. The competing values frameworkTheoretically, these four cultural typologies exist simultaneously in all organizations therefore, archetypes may be used to describe the pattern of the organizational culture (Paperone, 2003). Sampling and data collection Unit of analysis for this study were the contracting and architectural rms operating in the Turkish Construction Industry. A number of 351 rms were contacted, and 134 of them participated in the study giving a response rate of 38.18 per cent. The rms were selected by judgmental sampling procedure. The judgment criteria used for selection were . origin of nationality, with emphasis on local rms . size based on number of employees, with emphasis placed on medium and large rms and . industry position based on market share, with the focus o n the 12 largest rms.Sample consisted of a total of 826 respondents (74.9 per cent male, 25.1 per cent female) including both managerial and non-managerial professionals. The questionnaire comprised two parts. Part I included questions regarding the demographic characteristics of the rms and respondents, which are presented in Table I. Although the analysis conducted in this study was at rm level, the characteristics of the respondents are also provided in Table I to reect a better prole Frequency Characteristics of the rms (N 134) Number of rms Contracting Architectural devoted age (years) ,15 16-25 .25 Size of rms (number of full-time employees) Small Medium Large Characteristics of the respondents (N 826) Number of respondents Contracting Architectural Gender Female Male Age of respondents (years) 30 and under 31-40 41-50 51 and above Percentageof the sample. As is seen in Table I, contracting rms are representing the 79.9 per cent of the sampled organizations and 87.5 per cen t of the respondents.For the purpose of this study, organizations with less than 50 employees were classied as small (46 per cent), those with 51-150 as medium (28 per cent), and those with more than 150 as large (25 per cent). The contracting rms in the survey were generally medium and large-sized whereas the architectural rms were small in size. Searching for the cultural orientations of the rms, Part II was adopted from the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (1999). OCAI consists of six different questions which are relevant to the key dimensions of organizational culture (1) dominant characteristics (2) organizational leadership (3) management of employees (4) organizational glue (5) strategic emphases and (6) criteria for success.Each question has four alternative statements representing different cultural orientations making a total of 24 questions. All respondents were asked to rate their organizations culture on a ve-point Like rt scale. In this scoring system, for each of the ve response categories (completely true, mostly true, partly true, slightly true, never true) a score of 1-5 was assigned, with the highest score of 5 being assigned to completely true. The overall cultural prole of an organization was then derived by calculating theaverage score of all respondents from the same rm. Reliability coefcients (Cronbach alpha) were calculated for each of the different culture types being assessed by the instrument.Coefcients were 0.89 for the clan and adhocracy cultures, and 0.86 for the market and hierarchy cultures, which indicate the fairness of all culture types. Results and discussion A cultural prole score for each organization was obtained by averaging the respondents rating for each cultural type across the six dimensions. This provided an indication of the cultural orientation of sampled rms based on the four cultural types. The average scores for all the participating rms are shown in Table II. As is seen from the table, the dominant culture of the sample is clan culture. Respondents identied hierarchy type as the next most dominant in their organizations.These predominant cultures were followed by adhocracy and market, respectively. The sampled rms tend to have values consistent with employee focus or clan culture and internal process or hierarchy culture. The values consistent with external orientation and results focus are emphasized to a lesser extent. This nding contributes to our understanding of the alignment between national and organizational cultures. According to Hofstedes (1980, 2001) model of national culture, Turkey has been described as being high on the collectivism and power distance value dimensions. This suggests that organizational cultures in Turkish rms are characterized by both unequal (or hierarchical) and harmonious, family-like (clan) relationships.

A consideration of the principles and practice that underpin the Early Years Foundation Stage and how the current framework relates to young children’s needs and interests

IntroductionDfE (2013a) enunciates that the archeozoic age Foundation Stage (EYFS) is a set of statutory guidelines which every last(predicate) barbarian foreboding providers (including schools, nur series and baby birdrens centres) must adhere to in catering for minorren between the ages of 0 to 5, upon which time they leave behind enter full-time upbringing. The EYFS has been in circulation for several geezerhood, undergoing more revisions and amendments. The most recent version was published in September 2014 and is a simplified version of past documents, by having four overarching rules which is guided upon every churl is unique, children become strong with building positive affinitys, children learn and develop well in enabling surrounds and finally that children develop and learn at divers(prenominal) rates (DfE, 2014). These 4 argonas will provide the structure for this assignment. The EYFS seems to comprehensively cover all the needs which children may hav e in their formative years. It is also coincident with previous initiatives the government have devised, such as SEAL (Social and Emotional Aspects of Learning), which implored t for each oneers and practitioners to adopt a holistic stance in educating their pupils (DfE, 2010) and Every Child Matters, which dysphoric that each child was an individual and should be treated as so (DfE, 2004).Principle 1- Every Child is UniquePerhaps the most not fitting principle espoused in the current early years framework is the need to recognise the child as an individual, one who is unique and should have c be custom-built to meet their needs (DfE, 2014). This is a point which seems to have sound theoretical backing. Bandura (1977) feels that children do develop in a unique manner, also giving credit to the fact that the social environs influences their knowledge, something the EYFS also seems to value. Bandura also feels that social interaction is something that is imperative to the chil ds development, which is agreement with the communication and language need set by the framework. Although Piaget (1952) does recognise that each child is an individual, he posits that their development amongst each other is fairly uniform, as he feels that children progress through a series of fixed stages, particularly in a cognitive manner. This seems to be slightly different to the message which the EYFS framework conveys, as they do recognise that children progress through stages, but the document expresses that their development may not be so homogenous rather each child is on their own unique erudition journey (DfE, 2014). In my own practice, children were treated as an individual, with an stress on the present, rather than adhering to a fixed model of child development. On my placement each child had their own box and folder where detailed notes on them were kept, which shows how they were being considered as individuals. It seems important to treat the child as an indivi dual so that they washbowl grow in stature and become someone who has an au indeedtic identity. This is something which is inherent with the theory of constructivism which advocates children being treated as individuals who make sense of their arena in a way which is unique to them, allowing them to build understanding in a way which is special to them (Bruner, 1961 22). This seems to ratify the ethos of the current EYFS framework in treating children uniquely, although parallel to this, it may also be pertinent to bear in mind that there are certain stages which children progress through. Even if each childs development is not uniform, there may still be some similarities between them, which necessitates the importance of consulting certain theoretical models of development.Principle 2- Children become strong and independent through positive relationshipsThis principle seems to be slightly paradoxical in nature. Piaget (1952) articulates the importance of children being active and independent whereas Vygotsky (1977) feels that guided participation (from an adult or doer) is prerequisite in fostering a childs development. The EYFS framework arguably combines these theoretical notions, recognising that children should have be independent and be able to explore, whilst being able to have a positive relationship with their key let on mortal, the adult who is most involved in their care (DfE, 2014). The framework elaborates that it is the keys person role to ensure that the child becomes settled into the environs, becomes comfortable in the setting and also to build a productive relationship with the parents. Whilst these are undoubtedly important, Bandura (1977) offers an wasted dimension of the key workers role, which is that they can model and display the desirable behaviours which the children they look after can copy and imitate, a phenomenon which Bandura feels is particularly hefty in influencing a childs development. Nutbrown and Page (2008) em phasise the importance of the key person, in that they should exude warmth, friendliness and possess excellent interpersonal and communication skills which will enable them to develop a rapport with the child and be able to contribute to their development successfully. A supposition could be do that many of the key attributes that a key person should possess are identical to that of a teacher in mainstream education.Nutbrown and Page (2008) also come up to of the importance of the key worker handling the transition for young children from being attached to their parents before progressing to being looked after in the childrens centre. This is something which has been covered many times in empirical theories which surround childrens development. Bowlby (1951), an eminent psychoanalyst, put forward the theory of attachment, where he stated that infants form an attachment to a elementary caregiver (known as monotropy), typically with the mother, in the first few years of their biog raphy and should receive continuous care from this attachment figure for the first cardinal years of their life. This seems to align well with contemporary practice, with the majority of children going to nursery when they are around three years old (Gov.uk, 2014). Bowlby (1953) conceptualised the absence of such care as maternal deprivation, positing that this could have many ramifications for the child such as delinquency, apathy, reduced intelligence and depression. However, a criticism of Bowlbys attachment theory is that he did not acknowledge the influence of other stakeholders in the childs care, such as the father, key worker or extended family members. Elfer et al. (2003) concentrate specifically on the relationship between carers and the child, advocating that they should exude warmth and friendliness and not shy away from forming a strong bond with the infant for fear of perplexing it, as even a baby is able to discern between their parents and their carers.The literatu re expressed above seems to evidence the importance of the key worker in meeting the childs needs, something which the EYFS framework also gives credence too. Key workers are influential in helping children to gain some stability in the setting and become comfortable there and allowing them to thrive and prosper. If they form a good relationship with the child this can help them to achieve their early learnedness goals, particularly in how they communicate with others and explore the world around them (DfE, 2013b).Sylva et al. (2004) articulated the importance of the key worker being on good equipment casualty with the parent in their authoritative EPPE study, which asserted that each child should be assigned a key worker. Essentially, if the key worker has a good relationship with the parent this may allow children to form a better relationship with the key worker and have all of their needs fulfilled, it could also boost the reservation of certain groups of parents such as teen mums, something which my placement noted the importance of. DfE (2013a) also highlight the importance of key workers being suitably trained and meliorate so they can provide a good service to the children under their care. This was again apparent in the childrens centre which I visited, where the early years teachers had to be educated at least up to a Level 3 standard. In essence, children need to build positive relationships with those around them to become independent, and the key worker is at the centre of this.Principle 3- Children learn and develop well in enabling environmentsPiaget (1952) conjectured that babies are naturally inquisitive and want to explore the world around them and become active participants within it. Therefore it seems appropriate that there should be an environment which stimulates them to do that, intellectually, socially and building their autonomy and independence. Such environments are deemed to be enabling with the key worker again at the centre of cultivating and propagating such an environment, which could be potentially similar to the environment to the child is exposed to at home, to ensure greater consistency and continuity (DfE, 2014).However, structuring the environment in such a way may allow children to learn about concepts which will be of use to them in their development as an adult. The childrens centre where I was placed at were proponents of heuristic learning in getting the children to problem-solve and explore activities, with the emphasis being on play and reward, with items like treasure baskets used quite frequently (See Appendix A). Outdoor and indoor learning in the EYFs seems to be equally important, something which the government recognises and gives credence to in the EYFS framework, making it mandatory that childcare providers give access to an outdoor environment which is safe and has plenty of opportunities for play (DfE, 2014). Garrick et al. (2010) extend this, articulating that the environment of an EYFS setting should have abundant opportunities for play, including allowing children to indulge in creative pursuits (something their study valued highly), physical opportunities (like sports and outdoor play areas) and pretend play. If a centre did hold such an extensive range of opportunities, this could allow them to cater for a larger spectrum of learners as it is widely acknowledged that pupils thrive and learn in a concourse of different ways (Gardner, 2004). Furthermore, the potential for progression in the children could be enhanced if they were encouraged to develop a growth mindset by staff and enmesh in activities that they would not do normally, so they can become more familiar with varied tasks and not be reticent to challenges in their future life (Dweck, 2006).The indoor environment is imperative also to facilitating childrens development. As previously mentioned, there should be ample opportunities for children to engage in a wide shape of activities to stimulate them in different ways. A multi-sensory approaching can contribute significantly to the development of children and really aid them in reaching a high aim of maturity and cognition, as they interact with the world around them in different ways and become more flexible and adaptable. Steel (2012) infers that such an approach could have positive longitudinal consequences for the child, including improved academic attainment and retention of knowledge, which seems to be a sound rationale for such an approach. Whilst it seems essential that the indoor environment should be stimulating cognitively, it may be wise not to neglect the emotional aspect of it. Again, the key worker is at the centre of providing the warmth required in an enabling environment. Nutbrown and Page (2008) assert that they should show warm responses to the children under their care and react well to them.In essence, an enabling environment is make up of the components of suitable and stimulating indo or and outdoor areas, which the key worker is central in maintaining and facilitating.Principle 4- Children develop and learn in different ways and ratesThe final principle espoused by the EYFS framework is perhaps more concerned with the cognition of children, although it does refer to their social and emotional development in part. Nevertheless, Katz (1988, as cited in Carr, 2001, p.21) hypothesises that each child has a certain disposition, something which is distinct from learning it is concerned more with how they react to certain situations and the habits they adopt and carry out on a regular basis. In a later document, Katz (1993) elaborates that dispositions in young children are normally learned from those around or the environment they are raised in or looked after, which seems to resonate with Banduras (1977) theory of modelling mentioned earlier in the assignment. Katz (1993) also articulates that dispositions are strengthened when they are acknowledged and efforts are m ade to continue them (particularly if they are good habits), which seems to emphasise the importance of treating the child as an individual.It seems evident that all children learn and develop in different ways, as evidenced by the argument above. However, a conjecture could be made that there may be certain strategies which a practitioner or worker can implement which will result in children developing into sensible and mature adults. One way in which to do this is to cultivate a childs resilience in their ability to complete a task or try a new activity. Children may give up if they apprehend the task to be beyond their capabilities and not extend themselves to complete this. This could be a natural response from the child (particularly if the task is incommensurate with their skillset) or it could be something that they have learned over time. Dweck (1975 673) terms this as learned helplessness, where a child habitually gives up in the face of a contend task or adversity, poss ibly because of a lack of response from the adult in encouraging the child to complete the task and persevere.Combining the sentiments expressed by Katz and the argument above, could be essential in helping children to progress appropriately, particularly when faced with unfamiliar situations and tasks. Siraj- Blatchford et al. (2002) concluded in their Researching Effective Pedagogy in the azoic Years (REPEY) study that shared sustained thinking was crucial in helping a child to tackle new problems and persist. This is defined as 2 or more individuals (with at least one adult facilitator) working together to complete a task, although the authors stress that each person should be actively contributing to the task, and that there must be a progression towards an eventual solution, even if that is reached straight away. This coincides with Vygotskys (1977) theory of cognitive development, which posits that a child will enhance their zone of proximal development (the difference betw een what they can do on their own and with help) if they are supported by a more knowledgeable other such as an adult or more capable peer. Both arguments suggest that collaboration between adults and children is essential to further the childs development, although again the manner in which this is done should be unique to the child by using questioning which is appropriate to the childs level of cognitive development (Bloom et al., 1956).ConclusionThe rationale which underpins the EYFS framework is the need to treat the child as a unique individual and consider their needs at length, in a cognitive, emotional, social and physical sense to facilitate optimum development in them. There are several ways to ensure this, including that the environment is stimulating and appropriate enough for the childs needs, that they have access to a multitude of activities, that the key worker has a warm and fulfilling relationship with the child and that they encouraged to develop a growth mind s et and persevere with challenging tasks with the facilitation of another adult. Arguably, if a childcare provider follows all of the actions above and adheres to the EYFS framework, then this should allow for children to progress to the desired level of development and maturity.ReferencesBandura, A. (1977) Social Learning Theory. Englewood Cliffs, NJ Prentice Hall.Bloom, B. S., Engelhart, M. D., Furst, E. J., Hill, W. H. and Krathwohl, D. R. (1956) Taxonomy of educational objectives The classification of educational goals. Handbook I cognitive domain. New York David McKay Company.Bowlby, J. (1951) Maternal Care and Mental Health. World Health Organization Monograph.Bowlby, J. (1953) Child Care and the Growth of Love. London Penguin Books.Bruner, J. S. (1961) The act of discovery. Harvard Educational Review, 31 (1) 2132.Carr, M. (2001) Assessment in Early Childhood Settings. London SAGE. segment for Family, Education and Skills (2004) Every Child Matters. Online. Available at http//w ebarchive.nationalarchives.gov.uk/20130401151715/https//www.education.gov.uk/publications/standard/publicationdetail/page1/dfes/1081/2004 (Accessed 24 November 2014). discussion section for Education (2010) Social and emotional aspects of learning (SEAL) programme in secondary schools national evaluation. Online. Available at https//www.gov.uk/government/publications/social-and-emotional-aspects-of-learning-seal-programme-in-secondary-schools-national-evaluation (Accessed 24 November 2014).Department for Education (2013a) alter the quality and range of education and childcare from birth to 5 years. Online. Available at https//www.gov.uk/government/policies/improving-the-quality-and-range-of-education-and-childcare-from-birth-to-5-years/supporting-pages/early-years-foundation-stage (Accessed 24 November 2014).Department for Education (2013b) Early years outcomes A non-statutory guide for practitioners and inspectors to help inform understanding of child development through the early years. Online. Available at https//www.gov.uk/government/uploads/system/uploads/attachment_data/file/237249/Early_Years_Outcomes.pdf (Accessed 24 November 2014).Department for Education (2014) Early years foundation stage framework. Online. Available at https//www.gov.uk/government/publications/early-years-foundation-stage-framework2 (Accessed 24 November 2014).Dweck, C.S. (1975) The role of expectations and attributions in the alleviation of learned helplessness. daybook of Personality and Social Psychology, 31 674-685.Dweck, C. (2006) take heedset The New Psychology of Success. New York Ballantine Books.Elfer, P., Goldschmied, E. and Selleck, D. (2003) Key Persons in the Nursery Building relationships for quality provision. London David Fulton.Garrick, R., Bath, C., Dunn, K., Maconochie, H., Willis, B. and ClaireWolstenholme (2010) Childrens experiences of the Early YearsFoundation Stage. DfE London.Gardner, H. (2004) Changing Minds The art and science of changing our own and o ther peoples minds. Harvard Business School Press.Gov. UK (2014) Free early education and childcare. Online. Available at https//www.gov.uk/free-early-education (Accessed 24 November 2014).Katz, L.G. (1988) What Should Young Children Be Doing? American Educator The Professional Journal of the American Federation of Teachers 29-45.Katz, L. (1993) Dispositions Definitions and implications for early childhood practices. ERIC Clearinghouse on bare(a) and Early Childhood Education.Nutbrown, C. and Page, J. (2008) Working with Babies and Children Under Three. London Sage.Piaget, J. (1952) The Origin of Intelligence in Children. New York International University Press, Inc.Siraj-Blatchford, I., Sylva, K., Muttock, S., Gilden, R. and Bell, D. (2002) Researching Effective Pedagogy in the Early Years (REPEY) DfES Research Report 365. HMSO London Queens Printer.Steel, N. (2012) Encyclopaedia of the Sciences of Learning. New York Springer.Sylva, K., Melhuish, E., Sammons, P., Siraj-Blatchford I. and Taggart, B. (2004)The Effective Provision of Pre-School Education (EPPE) Project Final report.London DfES and Institute of Education, University of London.Vygotsky, L. S. (1978) Mind in society The development of higher psychological processes. Cambridge, MA Harvard University Press

Irony In The Story “The Eighty-Yard Run” Essay

Mr. Christian Darling, a well-respected postgraduate school athlete and handsome man, had an interesting rather ironic change in his life from the inauguration of the story to the end. In The Eighty-Yard Run, a story by Irwin Shaw, the focus is on Mr. Christian Darling and his exalted school sweetheart, Louise. In high school, they were forever together, and Louise always bought Christian Darling many nice gifts. As time passed and high school ended, Christian and Louise got married and moved to New York City. In New York City, twain of them worked for Louises dad as managers of a New York office. They were very(prenominal) wealthy and happy. However, this did not last very long, with Louises father killing himself when the profits turned into debts. After this, Christian started doing nothing, sitting at al-Qaeda day after day drinking himself to death, complaining about how horrible life was.On the otherwise hand, Louise got a job with a womans fashion magazine where she quickly rose by means of the ranks. She became very sophisticated, and she and her husband quickly became two very different people. Christian started being the one always trying to please Louise as opposed to before where she tried to please him and eventually gave up. As specify would have it, Christian Darling ended up working for. Rosenberg. This is ironic because Mr. Rosenberg wants Christian to tour colleges as a tour representative because of his broad shoulders and well-kept waist his carefully brushed hair and his honest, unwrinkled face. as well as the fact that he was favorably known.This is ironic because his life was nothing ilk his appearance. He wasnt a loyal boyfriend, and ended up becoming a boozed-out loser. Not the caseful of person a company wants to portray as the ideal college student. This is ironic because although his outer appearance is nice, his unquestionable life has not been that way at all. From him not being loyal to his wife to his wife being bored with him and ignoring him, he has not had an ideal life. The last ironic bit here is that the football pretender who he envied so much got his neck broken playing professional football.