Teaching Methods Mathematics Essay Example | Topics and Well Written Essays - 500 words

Teaching Methods Mathematics - Essay Example In this principle of one to one correspondence it is a necessary for a full understanding of numbers and emphasized by counting with the child's actions like counting her fingers or counting her crayons. They also learn this principle when they count while playing like jumping and swinging. They can participate in this activity while counting out loud. A rule can make like counting 1 to 20, then another person's turn. At an early age they are now able to detect that counting was wrong if counting of numbers is reversed in order or skipping two numbers it is a violation to stable order principle. They may said that there's a counting mistake. If counting violated the cardinality principle with the use of the same medium - a toy, states that the number was one more or less than had been counted, They usually said that the answer is wrong. Therefore, toddlers are learning the counting principles, even though they may continue to make counting mistakes when counting larger numbers. Larger number like counting 1 to 15 have a difficult time to understanding. The teacher can help them and learn about numbers providing a concrete demonstration of number.

Value Creation and Business Success Essay Example for Free

Value Creation and Business Success Essay Copyright  © 1998 Pegasus Communications, Inc. (www. pegasuscom. com). All rights reserved. No part of this article may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, without written permission from Pegasus Communications, Inc. If you wish to distribute copies of this article, please contact our Permissions Department at 781-398-9700 or [emailprotected] com. The most successful organizations understand that the purpose of any business is to create value for customers, employees, and investors, and that the interests of these three groups are inextricably linked. Therefore, sustainable value cannot be created for one group unless it is created for all of them. The first focus should be on creating value for the customer, but this cannot be achieved unless the right employees are selected, developed, and rewarded, and unless investors receive consistently attractive returns. What do we mean by value creation? For the customer, it entails making products and providing services that customers find consistently useful. In todays economy, such value creation is based typically on product and process innovation and on understanding unique customer needs with ever-increasing speed and precision. But companies can innovate and deliver outstanding service only if they tap the commitment, energy, and imagination of their employees. Value must therefore be created for those employees in order to motivate and enable them. Value for employees includes being treated respectfully and being involved in decision-making. Employees also value meaningful work; excellent compensation opportunities; and continued training and development. Creating value for investors means delivering consistently high returns on their capital. This generally requires both strong revenue growth and attractive profit margins. These, in turn, can be achieved only if a company delivers sustained value for customers. If the purpose of business is value creation, it follows that the mission of any company should be defined in terms of its primary value-adding activities. Simply put, Honda should think of itself primarily as a maker and marketer of quality automobiles. McDonalds should think of itself as providing meals of consistent quality throughout the world, in a clean, friendly atmosphere, etc. While this may seem obvious, many managers and strategists behave as though the day-to-day business of a firm is irrelevant. Hence, an oil company might buy a hotel chain, while a national chain of automobile service centers is caught systematically charging customers for unnecessary repairs. What conception of business lies behind these actions? Typically it is a very narrow definition of purpose: to maximize the wealth of the shareholders, or to achieve a set of short-term financial goals. Managers are expected to address shareholder wealth, earnings growth, and return on assets, but the most successful firms understand that those measures should not be the primary targets of strategic management. Achieving attractive financial performance is the reward for having aimed at (and hit) the real target; i. e. , maximizing the value created for the primary constituents of the firm. Paradoxically, it is when an organization thinks of itself as a financial engine whose purpose is to generate attractive financial returns that the company is least likely to maximize those returns in the long run. Often, finance people end up shuffling a portfolio of assets in a self-destructive quest for growth businesses or superior returns, with no real understanding of the value-creation dynamics of the businesses they are acquiring and selling. Or, as with the automotive service chain, attempts to profit without delivering superior value end in lost business, long-term customer alienation, and corporate disgrace. Redefining an Organizations Self-Interest Why do managers so often choose not to focus on value creation and instead ake decisions that systematically decrease the long-term value of their businesses? One reason may be that their training and education lead them to define their organizations interests too narrowly. This narrow view is powerfully reinforced by financial accounting systems that were well adapted to the industrial economy, but are inadequate in the information economy. The accounting and finance conventions of the industrial age are good at valuing tangible assets, but they largely ignore the value of harder-to-quantify assets like employee satisfaction, learning, RD effectiveness, customer loyalty, etc. In the information age, those intangible assets are far more important than the bricks and mortar that traditional accounting systems were designed to measure. If management defines the organizations self-interest (and consequently its goals) too narrowly—for example, to maximize this years or this quarters reported earnings—it will view that interest as being at odds with the interests of customers and employees. Given that perspective, in the short term every dollar spent on employee training is a dollar of lost profit. Every additional dollar squeezed out of a customer, even if it comes at the cost of poor service or price gouging, improves this quarters results. This approach is based on win/lose or zero-sum thinking: The underlying assumption is that there is a fixed pie of value to be divided up among customers, employees, and investors, so the interests of the three groups must be traded off against one another (see Zero-Sum Versus Win/Win Thinking). Companies that act on this myopic conception of self-interest may stumble into a downward spiral of poor decision-making that is difficult to reverse (see When Customers Defect). For example, as reduced employee training and compensation lead to low employee morale and poor performance, and as underfunded RD allows a product line to age, customers can become dissatisfied and begin to defect. In situations where customers are locked-in owing to large investments in proprietary equipment or some other temporary monopoly effect, they may not defect immediately. Instead, they will become increasingly alienated and defect as soon as a technology shift, regulatory change, or competitive offering allows it. When customers inally do defect, profits shrink, tempting management to cut back even further on training, compensation, and RD, thus accelerating the spiral of customer dissatisfaction and defection. Expanding the Pie Alternatively, if managers define their companys interests broadly enough to include the interests of customers and employees, an equally powerful spiral of value creation can occur. Highly motivated, well-trained, properly rewarded employees deliver outstanding service, while effective RD investments lead to products that enjoy a significant value-adding advantage and generate higher margins. Satisfied, loyal customers (and new customers responding to word-of-mouth referrals) drive revenue growth and profitability for investors. Clearly, the undesirable reinforcing processes described in When Customers Defect can work in reverse. This win/win scenario is illustrated in the figure Zero-Sum Versus Win/Win Thinking. An expanding the pie approach to management requires that a company alter its thinking along several dimensions. Time horizons and perceived self-interest. The time horizon within which you evaluate a business decision dramatically influences your notion of self-interest. Considered at an instantaneous moment in time, virtually any transaction is a win/lose or zero-sum game. At the moment you spend a dollar on employee training, that dollar is in fact lost to the shareholder. Conversely, in a well-designed value-creation system, almost any transaction can become a win/win or positive-sum game, if it is managed within the context of an appropriately long time frame. For example, if a companys rate of return on the dollar invested in employee training is 20 percent (in the form of higher productivity, increased sales effectiveness, etc. ), then the shareholder hasnt lost a dollar—he has gained a stream of future cash flows that represents an attractive return on investment. One way to build an understanding of these dynamics is to identify the key capabilities, resources, and relationships that are the basic ingredients of value creation for a particular firm, and to think of those ingredients as assets that either grow or diminish over time, depending upon how they are managed. It is useful to map a companys key assets by building four Strategic Balance Sheets focused on customers, employees, processes, and investors (see Balance Sheet Dynamics). In building the balance sheets, managers must first decide which assets are the most important drivers of the companys value-creation system. For example, employee learning and job satisfaction are two assets that could be tracked on the Employee Balance Sheet. As managers identify the strategic assets that belong on the various balance sheets, they also must articulate the relationships among those assets. By tracing the dynamics through which customer, employee, and process assets accumulate, interact, and ultimately drive profitable growth, a company will be well on its way to managing the fundamentals of value creation and avoiding the pitfalls of managing by a set of narrow financial measures. Expanding the pie between a company and its employees. In a true win/win dynamic, two or more parties aim first to create more total value, then concern themselves with distributional issues (who gets what share). When the parties focus first on dividing the pie, they are diverted from the innovative strategies that could have made everyone better off. One way in which companies and employees can expand the pie is flexible work schedules. If an employee has the freedom to see to personal business (while completing all required work), the employee is better off, and the employer is likely to benefit from higher morale and the ability to attract and hold onto the best people. A key element of win/win scenarios is that they are aimed more at creating opportunity than at minimizing costs. Outback Steakhouse has become a very successful, rapidly growing business by resisting the temptation to view a dollar of additional compensation to employees as a dollar of lost income to the shareholder. Outback has made its restaurant managers partners, attracting the best, most experienced people in the industry with a compensation system that more traditionally managed chains would view as ludicrously extravagant. Outbacks general managers sign a five-year contract and invest $25,000 up front. In return, each manager receives 10 percent of her units cash flow (earnings before interest, taxes, and depreciation) on top of a base salary of $45,000. In 1994, total manager compensation averaged $118,600. In addition, managers receive 4,000 shares of stock, which vest over the five-year contract period. All hourly employees participate in a stock ownership plan as well. Another Outback innovation—not opening for lunch—generates benefits for investors, employees, and customers. Because they dont compete for lunch business, restaurants can be located in less costly suburban locations instead of expensive business centers. The benefit to managers and employees is that they work only one shift per day. Outback also insists that managers work only five days per week to avoid burnout and high turnover. Finally, focusing on dinner allows the restaurants to maintain high levels of food quality. From its 1987 founding, Outback grew to 420 restaurants by the end of 1996 in a very crowded, competitive industry. Over the last five years, revenues have grown at a 55 percent annual rate, while earnings have increased 36. 5 percent per year. For the year ending September 1997, Outbacks 20. percent return on equity placed it in the top 5 percent of restaurants (restaurant industry average ROE was 10. 6 percent). The Outback story illustrates one of the key characteristics of successful win/win thinking: The companys strategy is based on a systemic view of the entire value-creation process, and it seeks to align the key elements of that process. For example, if the restaurants were in higher rent locations, they might be more tempted to open at lunch to cover that cost. If managers worked longer hours, turnover would be higher and the partnership model that motivates those managers would be unworkable. If the quality of the food dropped, the number of meals from repeat customers would decrease, putting pressure on margins and tempting the owners to cut compensation to restore profits, etc. Expanding the pie between a company and its customers. As markets become increasingly competitive and one industry after another is forced to deliver greater value in the form of lower prices, higher quality, or both, companies in those industries respond to the mounting pressure with one of two broad approaches. Many firms focus narrowly on cost-cutting measures, playing an intensified win/lose game with their suppliers (pressuring them for cost concessions) and their employees (squeezing them to work longer hours for the same compensation or to do their own jobs plus the jobs of their laid-off former colleagues). This approach can yield some short-term profit increases, but it is not sustainable. You can only squeeze so hard for so long. A smaller number of forward-thinking firms innovate their way out of this zero-sum dilemma. For example, instead of focusing on individual transactions, such as the cost of a particular product, these firms examine the entire value-creation chain associated with their products (and their customers use of those products) and devise ways to make the entire system more effective. This increase in effectiveness often creates enough new value that the buyers total costs can be significantly reduced while the suppliers margins can be maintained or even increased. One example of this kind of value-chain innovation is the Custom Sterile program of Allegiance, Inc. a leading healthcare cost management and product distribution company. Under the Custom Sterile program, all of the supplies needed for a particular surgical procedure are collected, packaged together, and sterilized in advance at an Allegiance facility. This helps hospitals to standardize and optimize their use of surgical supplies, and creates dramatic savings compared to the traditional process, in which expensive nursing labor locates the supplies from storage facilities within the hospital, collects them, and sterilizes them for each operation. The innovation is also good for Allegiance. Instead of having their margins relentlessly squeezed in a series of transaction-focused, commodity sales, the company has created a relationship-focused, high-value-added offering that justifies higher margins. This is the best kind of win/win outcome: using innovation to create a value (and margin) umbrella from which all parties can benefit. Competition and Customer Value Another fallacy that has cropped up in much of the literature on strategy is that the purpose of business is to beat the competition. There is no question that competition, like profit, is an important dimension that companies must be aware of and manage to successfully create value in the long run. For example, a company typically creates value for customers and superior returns for investors by producing goods or services that are better than their competitors at meeting a set of clearly defined needs for a specific set of customers. So competition is a key variable in determining whether a product or service provides a differentiated benefit to the customer, and one that she is willing to pay a premium for. However, competition should never divert management from the primary task of creating those benefits by understanding and anticipating target customers needs, excelling in product and process innovation, providing outstanding service, etc. Thus, we need to think of competition not as a goal, but as part of the business environment—a key element of the context in which a firm seeks to create value. What then become critical are the alternative responses to competition undertaken by different firms, some of which are more likely to succeed than others, given the nature of the business environment. In the emerging information economy, the most successful responses to competition focus on two areas: (1) innovation that drives down the cost of products and services while increasing their quality and variety, and (2) building a deeper understanding of changing customer needs within increasingly specific market segments. Responses that are rooted in a win/lose framework, such as taking share from existing competitors in a zero-sum game, gaining power over customers (for example, by locking them into a proprietary computer operating system), or seeking to become the low-cost producer without simultaneously driving for world-class quality, are extremely dangerous. Many of them pit the interest of the company against the interest of the customer—a prescription for customer alienation and long-term disaster. The most fundamental weakness of those win/lose responses to competition is that they divert management from the more important engines of value creation in the information economy: innovation, imagination, cooperation, and knowledge. Managements time, creativity, energy, and imagination are among the scarcest organizational resources. At the same time, they are by far the resources that yield the highest returns. So it is important to recognize that all of the time, energy, and imagination expended on win/lose activities entails a high (sometimes fatal) opportunity cost. Managers are more likely to stay focused on the higher return, win/win levers if they aim not to beat the competition, per se, but to create more value than the competition—in other words, if they seek to achieve a value-adding advantage. And by doing so, they are likely to be more successful than their competitors in the long run.

JKL Industries

JKL Industries This report has been prepared for the General Manager of JKL Industries for his/her approval for the recommendations for introducing an advanced performance management system to improve on the current system. This report covers each of the following performance management standards: The goals and objectives of the proposed JKL PMS in the context of JKLs broader organisational and human resource goals and objectives. Outline of the performance management cycle, and the role and responsibility of all JKL employees in the successful implementation of the PMS. Sample template for use in the conduct of performance appraisal interviews. This template allows for the linking of job elements and key performance indicators to the ongoing development of the individual. Policies and procedures to ensure that line managers are monitoring performance regularly and that intervention occurs to address poor performance and acknowledge excellent performance. Policies and procedures to address performance excellence. Policies and procedures that address unsatisfactory performance and, where necessary, termination of employment as a result of ongoing unsatisfactory performance. This process conforms to existing organisational and current legal requirements. Process to deal with any problems or grievances that arise from the performance feedback. Policies and procedures to ensure that the documented outcomes of performance management sessions are accessible and are stored in accordance with organisational policy. Definition of HRs role during the implementation and ongoing operation of the performance management system. How the performance management system will be evaluated. Timeline/schedule for implementation, which addresses all communication and staff training requirements. Types of reporting that will be generated by the PMS and how these reports will be utilised by the management of JKL. How the various components of the PMS will be quality assured and How HR will support the PMS by providing specialist advice on all aspects of the implementation of the PMS, including career development, to all participants in the process. Proposed Vision Statement JKL Industries vision is: To be recognised nationally and internationally as an employer of choice and a model of best practice human resource management. Provide best quality service and products in their field. JKL Industries is a large company and therefore individual employees in different states will be accomplishing different tasks but all working towards the same goal therefore they will need several different approaches to managing performance. 1. Performance goals and objectives A performance management system ensures all staff are aware of and work towards organisational goals through providing clear goals and frequent reviewing of staff performance (Behn R 2006, p.8). 1.1 Goals and Objectives The new performance management system being implemented at JKL industries will support expansion of the business and play a more active role within the company through the development and implementation of a performance management system. The new performance management system will aid in the redevelopment of the organisational chart as there is a new HR officer that will now oversee the co-ordination of HR services across the organisation, as prior to this HR was divided up between each of the three business areas. With these new changes the performance management system will help identify what positions are necessary and unnecessary, and ensure JKL is employing the right people through developed recruiting processes and position analysis. The performance management system will provide guidelines on employing the right people and how regularly performance evaluations will take place to identify to what extent staff goals are being achieved and what can be done to further improve staff performance. Performance management uses past performance as a platform to improve future performance through regular reviews, the setting of clear goals, staff recognition and feedback (Jones 2010, p 95). The new performance management system at JKL will also provide guidelines on how training and support will be delivered to staff and enable staff skills and performance to be evaluated against job descriptions and key elements of the job including KPIs. The performance management system will also identify opportunities for further development of skills in staff. The performance management system will help in developing the following aspects: Improve organisational effectiveness Facilitate employee development, training and support Determine appropriate awards and compensation Facilitate legal compliance Facilitate planning process Increase motivation Address poor performance JKL Industries plans to expand existing branches to include the sale of large and medium trucks by the beginning of July. The performance management system will allow for the monitoring of performance of current staff and identify training and developmental opportunities. This will save recruiting costs and further challenge and develop staff skills and knowledge by identifying skills gaps through the reviewing of job descriptions (QDET 2010, p8). Through monitoring of current staff using the performance management system it will ensure the right staff are used in the implementation of the expansion (QDET 2010, p8). The performance management system will also help JKL Industries identify staff who are deserving of a promotion and could be used in the further expansions and new branch openings planned for 2013, 2014 and 2015 (QDET 2010, p8). 2. The Performance Management Cycle A Performance management system is a tool used to motivate and inform staff and managers of performance outcomes in an organisation for a particular period of time (QDET 2010, p7). It involves the use of a performance cycle that involves planning, performing, reviewing and recognising staff performance (QDET 2010, p7). The use of this performance cycle will help JKL Industries monitor the success of their staff in reaching their own individual goals, and monitor the status of the planned strategic goals that includes expansions and new branch openings. Before implementing a performance management system it is important that appropriate foundations are laid down to effectively evaluate staff performance objectively (Bedford D Malmi T p.12). This is done firstly through reviewing job duties and responsibilities (Bedford D Malmi T p.12). This will give an accurate job description to benchmark employee performance against and ensure employees are clear of their goals, what is to be achieved and the standard required (Bedford D Malmi T p.12). Job descriptions for similar positions may be researched online for comparisons (Bedford D Malmi T p.12). The performance management system at JKL Industries should be aligned to the budget cycle to further measure to what degree staff are achieving their goals, and to be able to plan for reward or further development opportunities or in some cases recruitment needs (QDET 2010 p.7). The length of the performance management cycle should be 12months for the formal processs including planning and reviewing with review conversations taking place every six months (QDET 2010 p.8). These timelines can be shortened and conducted more regularly during periods of large change that JKL industries will experience in the coming years with the planned business expansions for 2013, 2014 and 2015 to update performance plans as strategic business goals change (QDET pg 8). 2.1 Performance management stages Planning- clarifying expectations, reaching an agreement, negotiating performance goals, setting expectations and planning to develop skills Performing (ongoing support) learning on the job, continuous improvement, providing feedback Reviewing- discussing individual performance and contribution comparing achieved goals against goals agreed upon and whether goals were achieved in a way that further organisational goals Recognition- continuously recognising team members contribution, making staff efforts acknowledged and encouraging further achievements This cycle will operate at different times for each employee. It is recommended that performance cycles start from the anniversary date of employment for each employee to avoid large amounts of appraisals distracting management and HR from their respective duties. 2.2 Roles and Responsibilities At JKL Industries all staff will play an important role within the performance management system. The Managing Director must be thoroughly committed to the performance management system and ensure the workforce is managed in accordance with the policies and procedures of the performance management system. Human Resources are responsible for the development and design of policies and procedures in regards to the performance management system. The Head Human Resources Officer that has been employed to oversee the HR Assistants for each division will be responsible for training the HR Assistants in the new performance management system, ensuring all staff are competent and fully understand the reason why they are doing what they are doing and the outcome desired. The Head Human Resources Officer will be responsible for overseeing the implementation of the PMS and monitoring its success and any changes that will need to occur as well as collaborating relevant documentation. Operations Manager is responsible for guiding and managing the performance of the Service Manager, Rentals Manager and Sales Manager. The Operations Manager with the support of the Head HR Officer develops performance objectives, provides feedback, appraise performance, guide development and ensures the Service Manager, Rentals Manager and Sales Manager are rewarded for good performance (Government of South Australia 2012). Finance Administration Manager develops performance objectives with the guidance of head HR for the Accounts Manager. Accountants Manager with guidance from head HR develops performance objectives for Accountants. HR in the Divisions with guidance of respective Manager (SALES, RENTALS, SERVICE) develop performance objectives for employees ie plan perform review recognise. And support Manager in conducting appraisal interviews and implementing system. Employees are responsible for their performance and their participation in performance management both formal and informal (Government of South Australia 2012). Supervisors are to manage the performance of the team and each individual team member (Bedford D Malmi T p.12) 3. Performance Appraisal Template Performance appraisal interviews help identify any skills gaps and evaluate to what degree employees understand their roles (Jones 2010, p.131). The following performance appraisal template will assist in training and development plans for each individual and encourage two-way communication (Jones 2010, p.131). The performance appraisal template provided allows for linking of job elements and uses aspects of the balanced score cards system. The balanced scored card system help overcome the limitations associated with managing staff performance through financial indicators alone (Kaplan R Norton D 1992). The balanced score card approach looks at assessing staff from four business aspect, finance, customer satisfaction, internal business processes and learning and growth (Kaplan R Norton D 1992). 4.1 Policy Monitoring Staff Performance Interventions to Address Poor Performance and Acknowledge Excellent Performance 4.2 Purpose: The aim of this policy is to ensure management at JKL Industries are continuously monitoring staff performance effectively through reviewing individual goals set for employees against the level of outcome achieved (Personnel Management 2012). 4.3 Scope: This policy is relevant to all HR and management positions conducting employee performance reviews and applies to all employees receiving feedback. This policy does not apply to cases of gross misconduct. This policy does not apply to cases of long periods of absence due to illness (Personnel Management 2012). 4.4 Background: It is a requirement of management to conduct regular reviews to monitor progress of employee performance against previously set standards and goals. Ongoing monitoring will give management the view as to how well employees are progressing and make necessary changes to any issues that prevent employees from achieving their work goals. Unacceptable performance can be addressed at any time during the performance appraisal period and should be dealt with when situation arises, not left to the annual review meeting (Personnel Management 2012). Policy: This policy aims to ensure management can effectively identify poor performance and take the necessary steps to intervene and correct employee performance through identifying skills gaps and providing training and support (University of Brighton 2003). For cases of extreme unsatisfactory performance where disciplinary action or termination is involved please refer to (Policy No. 6 Monitoring Staff Misconduct). This policy also includes steps to address excellent performance however is covered in more detail in policy Staff Excellence policy and procedure. 4.5 Procedure: how to conduct appraisals and manage records Management to conduct monthly meetings to determine whether there has been any change in the responsibility of employees that may hinder performance (QDET 29). Formal performance appraisals to be conducted every 12months from anniversary date of employment Management to notify employee in writing 3 working days before performance appraisal is conducted. (email accepted) Employee to fill out employee satisfaction survey prior to commencing performance appraisal Management conducting performance appraisal to confirm date with appraise 3 working days before performance appraisal Human Resources Assistant to distribute or make readily available all documentation required to conduct performance appraisal After conducting performance appraisal employee and managers are to sign to say meeting has taken place All outcomes of the appraisal are to be approved by Senior Management. This includes proposals for further training, further financial delegation, moving to a different position. These outcomes must be addressed and decided upon in full 14 working days after meeting has taken place. All paper work from appraisal to be finalised 14 working days after meeting has taken place, all management and human resources assistants involved must sign and date relevant paper within this period and present paper work to administration assistant for filing. Administration Assistants are to make copies to distribute to ALL personnel involved in appraisal for secure storage. All documentation handled during the performance management process to be handled in accordance with Documentation Policy and all hard copies scanned and uploaded into the system as stated in the Documentation Policy. All Management to monitor staff performance daily by management by walking around and encouraging staff feedback and submitting reports on staff performance to relevant HR Department monthly Staff excellence in performance to be rewarded accordingly immediately when recognised. For more information please refer to the staff excellence policy and procedure Service Managers to identify any problems or difficulties staff may have encountered in achieving their goals and report these to HR Assistants who record details and document them for Head HR Service Manager to check with staff daily and encourage feedback on any difficulties that are being experienced with regards to achieving their work goals Informal feedback sessions to be conducted with all staff every three months Management are to plan with staff annually from date of employment agreed upon goals that link with JKLs organisational objective and assure that these goals are specific, measureable, achievable, and relevant and have time frames (QDET 2010). Management are to develop team plans annually. Team plans need to consider who is accountable for what and what management has agreed to delivering (QDET 2010). Team plans need to work towards organisational objectives. Team plans need to state what each individual is responsible for achieving and the behaviours expected of them. Individual performance planning takes place after team goals are decided. Management are to conduct regular conversations within their respective divisions with team members these include : Coaching conversations give helpful feedback, listen and ask questions, helps to reinforce the actions and behaviours that are needed to achieve team members performance goals Day-to-day conversations showing genuine interest in employees and their work will help build effective working relationships and create a supportive environment, gives management and employees open two way communication and the opportunity to provide and receive immediate feedback Management are responsible for recording information about staff performance and documenting conversations that take place during the performance cycle. Management must record staff performance against goals/standards previously decided upon to be able to provide feedback during the formal review Human Resources and Management are responsible for conducting the performance review conversation. These conversations are to take place annually from date of commencement of employment. Prior to this previously planned goal have been developed. The performance review conversation meeds to address the following; Measure actual performance against agreed upon goals General day-to-day behaviours and how effective these behaviours have been Things that have helped/hindered team member achieve goals Any change in responsibilities during cycle that would have affected team member performance Recognition- Staff performance is to be recognised accordingly. Staff recognition needs to be directly linked to an achievement. Recognition should be timely and praised/identified at time of achievement. This can be done informally simply by telling staff when they have done a great job and sincerely thanking them. Staff performance can also be recognised in form of career development opportunities when set goals are achieved extremely well, this will be recognised formally in the staff performance appraisal conducted yearly and continuously monitored by relevant line managers. 5. Monitoring Staff Performance Excellence JKL Industries Policy: Performance Excellence Policy No. P05/263 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 5.1 Purpose: JKL Industries is committed to providing a work environment that promotes, recognises and rewards performance excellence. The purpose of these principles is to provide an open and transparent system for rewarding and formally recognising performance excellence. The performance reward and recognition process is directly linked to the JKL Industries Performance Management System and all awards provided under these principles are determined from appraisal outcomes. It is important to recognise and reward people because it: positively support excellence in behaviours and performance builds staff commitment and increases job satisfaction leads to higher retention rates of key staff reduces stress and builds an environment where people are encouraged to explore innovative approaches to their work sends a message to potential staff that staff are valued, and supports a culture of performance excellence 5.2 Scope: These principles apply to all staff employed at JKL Industries continuously for more than 12 months. 5.3 Background: The reward recognises performance that exceeds what would be expected of staff in the normal performance of duties Performance excellence must meet one of the following criteria: an outstanding and exceptional achievement or success; outstanding service to internal or external stakeholders; an outstanding or novel initiative which has been successfully implemented; significant improvements to work procedure or operational systems; or outstanding contribution to enhancing the student experience 5.4 Definitions Nil 5.5 Legislation Fair Work Act 2009 5.6 Policy: JKL Industries aim to make the Reward and Recognition process fair and equitable, transparent and appropriate. The following guidelines outline considerations when applying rewards. Ensure that the level of the reward or recognition is appropriate with the achievement, level of performance or impact on the organisation The reward process should ensure equity in the distribution of awards, be transparent and be based on merit. Where appropriate, there should be evidence based data to support reward or recognition decisions. Ensure the type or form of rewards and recognition provided to staff are valued and meaningful to the particular staff member(s), recognising their preference for the things they find rewarding and how the recognition is given. For example, some individuals enjoy public recognition and others prefer private recognition in person or with a thank you note. Ensure that the reason for the reward and the impact of the behaviour or actions has been clearly communicated, firstly to the individual or team, and then to a wider audience (where appropriate) Rewards are not allocated to avoid promotion and reclassification processes; however rewards can be included as support in the promotions process. 5.7 Procedure The supervisor and HR manager will evaluate the evidence in the documentation from appraisal feedback, to determine which employee they would recommend receive rewards. Costs associated with these rewards are to be met from the cost centre budget and should be funded from productivity gains, either by way of increased income generation or cost savings. The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 5.8 Types of Rewards Unofficial rewards: spontaneous, timely, sincere and personal appreciation of an individual, team or group. Unofficial rewards may include: Praise or thank you, either privately or publicly. Writing a short note or thank you card or email. Acknowledgement at staff meetings or other appropriate functions. A Certificate and/or letter of appreciation with a copy placed on the staff members file Providing small appreciation rewards (e.g. movie tickets, morning teas, area sponsored luncheons, vouchers, plaques). Setting up a notice board to display thank you memos, photos, progress towards goals, etc. Implementation of a staff idea or proposal. Arranging a personalised gift to celebrate a milestone or service anniversary. Providing flexible working arrangements (where appropriate). Developmental Opportunities through Job Responsibilities Developmental opportunities (e.g. given priority to attend higher level meetings attendance at external conferences). Selected to represent area at a meeting or attend as an observer. Provision of more autonomy in their job. Additional responsibilities in a job or role. Opportunities for the staff member to provide comment on specific issues, policies etc. Providing greater access to information and increased opportunities for input and advice. Mentoring and work shadowing opportunities. Invitation to co-ordinate and chair meeting. Provide increased flexibility in working arrangements e.g. working from home. Opportunities to take on additional responsibilities that are more personally rewarding. An opportunity to be involved in a major presentation. Provide special project/assignment work. Smaller Monetary Rewards Where budgetary conditions allow: Small gifts (e.g. movie tickets, gift voucher, bottle of wine, flowers, certificates, plaques). Occasionally allow all staff to leave an hour early in recognition of their efforts. Pay professional membership. Official Rewards Employees achievements consistently exceed the expectations of performance and reasonable expectation the level of the performance will continue. Salary Increment One off bonus payment according to budgetary conditions Promotion to a higher position within the organisation Responsibility Loading Where a staff member, as a reward for performance, undertakes or is appointed to a position or role that carries additional responsibilities. Extraordinary Reward and Recognition When the need for a reward falls outside of the guidelines above and the available formal mechanisms, an Extraordinary Reward can be applied. 5.9 Tips and Traps The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 6. Monitoring Staff Misconduct JKL Industries Policy on: Managing Misconduct, Managing Unsatisfactory Performance and/or Workplace Behaviour Policy No. P06/260 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 6.1 Purpose: This policy must be read in full before proceeding to address misconduct or serious misconduct. Supervisors must discuss any allegations of misconduct or serious misconduct with an officer from Human Resources and their own supervisor. This policy is intended to assist supervisors when handling misconduct in the workplace and to provide guidance in taking appropriate action, and provide employees with a clear understanding of the processes for dealing with allegations of misconduct or serious misconduct Employees must be afforded procedural fairness throughout the implementation of this policy. Normal standards of respect, civility and confidentiality must be maintained throughout the process. Nothing in this policy precludes the University from terminating the employment of an employee without notice for serious or wilful misconduct. Depending on the nature of the misconduct, it may also be appropriate to refer to the Universitys policy on Anti-Fraud and Corruption. Conduct that is serious misconduct includes but is not limited to theft, fraud, assault, being intoxicated a serious breach of JKL Industries Code of Conduct, statutes or policies repeated acts of misconduct for which the employee has been counselled serious bullying or harassment (including sexual harassment) disobeying a lawful and reasonable instruction given by a supervisor abusing or threatening an employee or anyone within the workplace malicious damage to JKL Industries property or reputation repeatedly refusing to carry out a lawful or reasonable instruction that is consistent with the employees contract of employment Employees who are unsure about any aspect of this policy should seek further advice from HR. Confidentiality: the confidentiality of all parties involved in the management of misconduct and serious misconduct processed must be respected and all information gathered is confidential. 6.2 Scope: These procedures do not replace the normal responsibility of a supervisor to discuss work or conduct issues with staff members, to ensure that staff members have a clear understanding of the work and conduct expected of them and to provide appropriate feedback on their performance. The emphasis should always be on early intervention and informal resolution of a problem, as opposed to a more formal intervention at a later time. In any event, unless the matter is of a serious nature, the formal disciplinary process outlined below should only be commenced when it becomes clear to the supervisor that a work performance or conduct problem has not been corrected through relatively informal discussion between the supervisor and staff member. Nothing in these procedures prevents JKL Industries from terminating the employment of a staff member for unsatisfactory performance. 6.3 Background: The managing of unsatisfactory performance requires the principles of natural justice and procedural fairness to underpin all actions undertaken by supervisors. Staff from the Human Resources Section can advise on this. The principles of natural justice are: All parties will have the right to be heard and judged without bias All issues are investigated thoroughly and justly The principles of procedural fairness are: The standards of conduct or job performance required will be made clear to the staff member by documentation or during interviews The staff member will be made aware of the likely next steps in the event that satisfactory performance or conduct is or is not maintained The staff member will be afforded the right to be accompanied and represented by an employee representative at discussions or interviews at any level of the discipline process When a complaint about performance or conduct is brought to the supervisors attention by a third party, the substance of the complaint will be verified before any action is taken on the matter 6.4 Definitions Disciplinary ActionÂÂ  is the action or actions taken as a result of an allegation meeting the required standard of proof, for which a penalty is considered appropriate. Penalties may include: Formal reprimand, warning or counselling Suspend the employee for a period with or without pay Demotion to a lower position or transfer to another position Termination of employment Disciplinary ProcessÂÂ  is the process undertaken by JKL Industries management to investigate and manage allegations of unacceptable conduct or workplace behaviour. EmployeeÂÂ  means a person employed by the JKL Industries who has an ongoing or fixed term contract under the terms of a General Staff Agreements (as amended or replaced from time to time) Employee RepresentativeÂÂ  is a person nominated by an employee to provide support and/or to make representations to JKL Industries on their behalf, and who is not currently a practising solicitor or barrister. Employee Assistance Program

The Private Choice Essays -- Education Schooling Essays

The Private Choice Think of all the notable people you may consider as highly educated. If you look deep enough, chances are you can find out about their education, which is often private. Why do some people prefer a private education? What even classifies as a private school? One definition given by the Encyclopedia of American Education is â€Å"in modern American education, any school not operated or directly funded by a governmental agency† (793); these include religious, non-sectarian, military, postgraduate, and special education schools. Private Education is beneficial because it provides specialized programs, presents higher standards, includes more involvement of the parents or guardians, and may soon be available to more people through government vouchers. Private institutions are wonderful for those pursuing a specific field of education. A child who has a goal of becoming a scientist will learn more about that career choice at a school that emphasizes science than if they were to only take the classes offered through their local high school. There is only so much that can be taught in the public setting that still maintains the attention of the majority of the students in the class. In his book Choosing Equality, Joseph H. Viteritti states that â€Å"private school curricula offer students a narrower range of educational options and are more focused on academic, as opposed to vocational, subjects† (81). With the help of the more concentrated learning in a specific area, the students may even get through school faster and on to better things. I think that it is a great option for those who do not want to waste their time doing things in school that they deem meaningless. In addition, some privat... ...eir autonomy†¦[and] are unlikely to participate in a voucher program that would require them to meet accountability standards in [certain] areas† (Liberator 2). These opposing views are primarily why the issue is still in debate. Whether you were privately educated or attended a public school, you still were able to obtain an education. Private schools often offer opportunities that you may not be able to find in every public school. Some individuals are quite satisfied with their local public school and find nothing wrong with their child being taught there. For those who can afford it (unless the voucher option ever passes), they choose to take advantage of everything private institutions have to offer, from a better quality staff and atmosphere to more in-depth studies to more satisfaction on the parents’ part. It is all a matter of personal choice.

A Community Foundation in Lakeland Florida and its projects

Lakeland Florida is one of the cities in Florida that is vested with so many special features that make it so different from the rest of the states. Lakeland has such a philanthropy, which makes it such a big part of the larger community; it has the kindest people who are rare individuals in the way they dedicate themselves to various programs and organizations making Lakeland so special. (Argandona, A. (1999)Needless to say therefore is the fact that being such a good city with the best features there are so many community foundations in Lakeland ranging from sports, recreation, non-governmental and even church organizations.One of the most developed and sound of these organizations is sports and recreation since Lakeland has the best sceneries and attractions that make so suited for this area. (Argandona, A. (1999) as the name suggests Lakeland Florida has so many lakes making fishing to be a recreational activity, fun and even a routine to both residents and non-residents.The Flor ida Fish and Wildlife Conservation Commission (F. W. C) is one of the community foundations here in Lakeland. The F.W.C encourages and motivates families to enjoy and participate in the joys derived in fishing. Florida is well known and even titled as the capital for fishing in the whole wide world and the best location for such activities as compared to other states. (Lange, H. and Steinman, H. (2000).The organization as part of its activities will once in a while give special treatment to the people of Florida and beyond, this includes being allowed to do fishing in the fresh public waters without licensing, people are able to appreciate nature and families are able to come together and have fun. (Argandona, A. (1999)The organizations will also at times give bonus programs where people fish for free, this is a way of promotion and provides incentives in various forms that add to the convenience and cost cutting. These fishing license fees are used for the fish and other wildlife c onservation and maintenance purposes. They are also a major source of funds for various programs like habitat restoration, adding stocks of fish and even manage their accessibility.The organization has also not been left behind in sponsoring competitions and tournaments a good example is Florida Senior Games State Championship, where it enhances and promotes sports and ensures development of the same. (Lange, H. and Steinman, H. (2000) It is greatly supported by other organizations that also sponsor partly an example being the Blue Cross Blue Shield of Florida, Performance Health, and makers of Bio freeze.Since Florida has one of the best training sites, it is such an economic asset to the State of Florida it generates millions of dollars for our state and thus acts like an economic engine. Lakeland has a lot to offer from the climate, which is conducive all year round, best fans that are so supportive, it is able to attract tourists from all angles and corners of the world that hel p generate money for our rich economy.Since 1996, the Florida Sports Foundation help communities to attract sporting events all the year round this gives it good publicity and people identify new areas where they can tour on their holidays and get always. This organization has done Florida so proud and known all over due to its ability to keep up to date with current trends and development in technology thus providing the right services at the right time. (Lange, H. and Steinman, H. (2000)The Florida Fishing and Wildlife Conservation Commission also provides employment opportunities to the people of Lakeland Florida in various areas, it employs trainers, life savers, cleaners caretakers, managers at different levels of management and even recruits trainees to assist tourists. This earns the economy extra money in terms of labor inflow and also the fee charged to those on training. (Argandona, A. (1999)The organization also does a lot in encouraging the people to participate in the n ation and state building of our state joyfully without complaining since they pay to have fun and the money so collected helps in development activities which goes to construction of more infrastructure and also new projects are started to develop the same.Citizens are able to feel included and recognized; it also creates individual confidence and self-discipline in all activities. (Argandona, A. (1999)Other activities include promoting health that goes to raising the life expectancy. In conclusion, the F.W.C is an organization to reckon with bearing in mind that it has made our sports and recreation to be such a big success.References1)  Ã‚  Ã‚  Ã‚  Ã‚   Argandona, A. (1999), Community Projects, London; Institute of Business Press.2)  Ã‚  Ã‚  Ã‚  Ã‚   Lange, H. and Steinman, H. (2000), Planning of Projects, London; Kluwer Press.

Stereotypes and Excuses in Literature and Media Essays

Stereotypes and Excuses in Literature and Media Essays Stereotypes and Excuses in Literature and Media Essay Stereotypes and Excuses in Literature and Media Essay The human mind contains one’s true identity; usually, however, one’s mind can also overlook this. Oftentimes people are swayed by popular images of people and act using those opinions. Society floods humankind with these perspectives so excessively through media that it has become an issue. After reading Night, watching Primetime’s What Would You Do? and The Lunch Date, an important message to be grasped throughout this unit is that stereotypes do not define a person because it diminishes individuality, which gives the oppressor an excuse to treat the oppressed with disrespect. Night, a memoir by Elie Wiesel demonstrates the prejudice against Jews and the immoral actions that are thoughtlessly produced. When Elie arrives at Birkenau, a SS officer â€Å"[looks them] over as if [they] were a pack of leprous dogs hanging onto [their] lives† (Wiesel 47). He then threatens them to â€Å"work or [to] the crematory† (Wiesel 47). The officer disregards that Elie and the other prisoners are men. Knowing the effect of the words he produces, he holds fear over the prisoners heads, oppressing them because of unjust verifications. The stereotyping also displays its ways through Elie’s father when he politely asks a gypsy where the lavatories are. Rather than responding â€Å"the gypsy [looks] him up and down slowly as if he wanted to convince himself that this man addressing him was really a creature of flesh and bone† (Wiesel 48). After examining Elie’s father, the gypsy knocks him off of his feet with a punch. The gypsy simply ignor es the harmless nature of Elie’s father’s question and convinces himself that Elie’s father is a creature like the Germans emphasize. The man uses this as a justification to subject Elie’s father to violence. The series of acts put on the prisoners present the immoral outcome of stereotypes that corrode a person’s identity. The ABC Primetime series, What Would You Do?, epitomizes how people can be