Discrimination education Essay Example for Free

Discrimination education Essay?Early years providers regardless of type, size or funding must f every(prenominal) out with the court-ordered requirements set out within the Early Years Foundation Stage ( EYFS) so as to meet the postulate of entirely children within the scope (DCSF 2008a, p11). The bearing of this report is to critically evaluate the modified Educational Needs Policy used in a setting which support anti discriminatory radiation diagram and promote inclusion (appendix 2). Within the context of a faith based early years setting in Dewsbury.The Warnock Report (Special Educational Needs1978) introduced the concept of inclusion in the form of integration with regard to children with special educational needs, suggesting that mainstream settings would be preferable to Special Schools. Gates and Edwards (2007) outline, prior to this report, the terms Handicapped or educationally subnormal were acceptable terms, based on an app arent culture of a medical examina tion model, where the change person is the problem, governed by their disability.An example might be a child labelled with Down s syndrome as their identifying features, instead of their name (Courtman 2010). As legislation has continued to develop, so have attitudes towards disability. The Disability Discrimination bring 2005, set out duties for employers and many public services. Further changes arose from the Educational Needs and Disability figure out 2001. It became unlawful to discriminate against disabled children, and by 2004, reasonable adjustments were anticipate to improve access within the physical environment, for disabled people. The introduction of the Children Act 2004 saw the introduction of the Every Child Matters (ECM) (DCFS 2008d). In sum total the publication Removing Barriers to transaction (DCSF 2004) rein pressure the ECM commitment relating to early intervention and support. The setting The Pre-School was registered in 2002 and is managed by a volunta ry management committee, incorporating an Islamic Ethos. The setting provides sessional care for the local fraternity and surrounding areas.The children who attend the setting are predominantly Muslim and there are no children with special educational needs (SEN). Promoting equality of opportunity for all is limited within the setting this is due to the management and practitioners negative attitudes towards children with additional needs. Causey et al (2000 p. 33-45) believes influencing factors that fecal matter affect the way practitioners view diversity and contravention is prior knowledge and beliefs about others.Shah (1995) identifies stereotypical views practitioners may have is that children with SEN should be cared for by the family and outside support would mean that they are failing in their duty. These beliefs and views whoremaster create barriers to inclusion, a recent research conducted by Contact a Family determine 70% of families with disabled children said th at understanding and acceptance of disability from their community or society is poor or unsatisfactory. (Disability Action 2010, online) The social stigma of having a child with a disability still exists.It has been argued that some Asiatic and black communities perceive disability as a curse and therefore will not allow the child to be assessed (Ali et al 2006). In addition communication and collaboration may be affected by cultural issues. Salim (2005) explains it is unacceptable for strict Muslim women to be in the presence of a priapic without her husband. This could present difficulties in setting up home- school communication and a flexible approach would need to be taken (Roffey, 2001).Furthermore the EYSTEN study (Sammons et al, 2003) identified ethnic minority groups and boys showed a greater risk of developing SEN. Moreover (Warnock 2005, p. 11) Identified a clear link surrounded by social class, deprivation and SEN, in his study Emerson (2010, online) concluded a lowe r socioeconomic position was linked to an increased rate of intellectual difficulties. Language, social stigma and the lack of education can create barriers for parents to access the support required, this intern leads to adverse affects for the child and family, leading to a cycle of disadvantage and disparity.Policy Evaluation In order for settings to comply with legislation and meet specific requirements in accordance with the EYFS, settings are required to produce and implement effectual policies which encompass equality of opportunity and for supporting children with knowledge difficulties and disabilities (DCSF 2008a) in addition if settings are in receipt of Nursery Education Funding they must have regard to the Special Educational Needs (SEN) enroll of Practice 2001 (DCSF 2008a, p. 25).The setting in this report does not have a specific inclusion insurance however the setting does encompass a Special Needs Policy. On examination of the policy major discrepancies were iden tified. It was recognised the policy (appendices 1-3) appeared to be less then successful, owing to the lack of information, compliance with legislation, and being ineffectually written, leading to misunderstanding of statements (Hughes and Ferrret 2009, p. 32). Capmbell (1997) supports this view reiterating poorly written policies are often broad general and ambiguous.Furthermore the policy was written in 2002, hence open before the EYFS, this has had a negative influence on the content of the policy. The EYFS used as a resource sets out the required legislation, regulation and guidelines which should be combine within the settings policies (DCSF 2008b). It is the duty of all practitioners to promote equality and remove discrimination (Daley et al 2009) explains unfair treatment and not allowing equal chances and access to services could center to unlawful discrimination.The Disability Discrimination Act 1995 and 2005 (DDA) (online) sets out two main duties Not to treat disable d children less favourably To make reasonable adjustments for disabled children additionally Section 2 of the Special Educational Needs and Disability Act 2001 (SENDA) (online) prohibits educational settings from discriminating against children with additional needs from their admissions arrangements. The settings SEN policy (appendix 1 statement 4.7) makes a direct contradiction to the DDA and SENDA by barely allowing children with a disability admission if the setting can accommodate the child, rather than the setting making reasonable adjustment in order to include the child, furthermore the child who has a disability is being treated unfairly, as the child would only be admitted after extensive consultations (appendix 1 4. 1). This is a very dated attitude in terms of legislation and shows a direct influence towards the medical model of disability.The medical model focuses on the disability, expecting the child to make adjustments or adapt to circumstances it presents the dis abled person as a problem (Carson 2009, online). Additionally this stance is a direct negation to the proposals made by the Warnock Report (1978), later embodied in the 1981 Education Act (online), which recognised that educating children with additional needs furcate from their peers was denying them their rights to equal access.Dryden et al (2007, p.186) elucidates, by focussing on the childs abilities, and the provision of modifications and support will enable inclusion and participation. This view is known as the social model whereby the emphasis is on how society can change to allow equal opportunities for children with disabilities opposed to the person trying to fit in to society. Shakespeare and Watson (2002, p. 3) agree the social model has now become the ideological test of disability to differentiate between organisations, policies, laws and ideas which are progressive, and those which are inadequate.Drifte (2008, p. 4) emphasises the importance of practitioners to revi ew policies to ensure that they are based on the social model of inclusion. However more recently Hodkinson and Vickerman (2009) explicate the social model has become subject to critique from parents and practitioners. The view that all children with additional needs should be integrated into mainstream settings, by way of adjustments made to the setting, may hinder the childrens development.Griffin (2008) explains integration for some children with additional needs is unrealistic as they may not be able to cope with the demands of mainstream settings. Additionally Warnock (2005) changed her opinion criticising the governments policy on inclusion warning, the closure of special schools has forced children into mainstream school when it is not in their best interest, causing distress for pupils and parents.The Nursery Education and Grant Maintained Schools Act 1996 (cited in Roffey 2001,p.14) and the EYFS statutory guidance (DCSF 2008a) specifies all early years providers must have d ue regard to the code of practice for SEN.The SEN commandment of Practice (DfES 2001) brings together elements from the Children Act 1989, Disability Discrimination Act 1995 and Special Educational Needs and Disability Act 2001 by providing guidance and placing responsibilities on settings. The SEN Code of Practice provides a consistent approach to meeting childrens special educational needs and gives practical guidance to early education settings on identifying and assessing children with SEN (DCSF 2009).The SEN policy does not cite the SEN Code of Practice, a direct fall in of the aforementioned act it however identifies the need to comply with the LEA code of practice save overlooks the explanation of what this code is, and how it would be implemented. Furthermore the policy has no explanation on the assessment process, such as the Graduated response, Early Years Action, Early Years Action Plus, Statutory Assessment and the Statementing Process (DfES 2001).Although lineament is made to observing and keeping records for children with additional needs, there is no clarification of their purpose. In addition the policy fails to explain what is meant by SEN this can cause bewilderment as some parents or practitioners may believe children with English as a second language may be classed as a child with SEN, however children should not be regarded as having additional needs solely because their heritage language is different from what they are taught in (DfES 2001, p.6). what is sen Although the policy states a SEN coordinator will be appointed it does not identify who this is and what the SEN coordinators role is. The policy recognises the need for additional funds to accommodate children with SEN through international funding although there is no clarification of procedures if these funds were not acquired. Even though guidelines are not in the policy, it is likely that practitioners are aware of the SEN Code of Practice 2001 and implement this within the setting.Training is suggested within the policy only does not work effectively in practice, due to staff ratios, time constraints and fiscal implications. In addition no staff members have attended training specific to SEN. Conclusion Policies are working documents, which develop and move alongside the child care settings own professional development and are a reflection of that childcare provision.The policies used within the setting not only disregard legislation but are also contradictory and confusing for practitioners to use as a working document. The policy has been written and produced by the management committee with no input from practitioners or parents. In addition some of the statements conflict with practitioners own views on anti discriminatory and inclusive practice this has developed a divergence between the committees attitude and the practitioners values and beliefs.Therefore the practitioners have not used the policies set out to define their practice with chil dren but challenged the anti discriminatory practice by applying the guidelines set out within the EYFS. Woods and Thomas (2003) recognise their is a greater ability for practitioners to re-evaluate and challenge anti discriminatory practice at a cultural level however the changing of others attitudes can be difficult but not impossible.Article 23 of the UN Convention on the Rights of the Child (UNCRC) (UNICEF 2007, online) recognise the disability of a child should not reduce the childs right to education and children with any shape of disability has the right to special care and support. Equality of opportunity means that each individual in society experiences opportunities to achieve and flourish which are as good as the opportunities experienced by others (Griffin 2008, p. 12).

Principles of Democracy Essay Example for Free

Principles of Democracy Essay1. Bill of RightsThis document explains guaranteed informaldoms to all people in the country and gives limited bureau to the politics. It protects the people from a government who try to abuse its power.2. Economic FreedomEconomic freedom allows some private ownership of property and businesses. People argon allowed to choose their own work and to join labor union.3. EqualityEquality is having all individuals valued equally, have equal opportunities, and no discrimination of their race, religion, ethnicity, gender, or versed orientation. All people are equal before the law and have equal protection of the law without discrimination.4. Human RightsMovement Every star has the right to move inside the borders of their country and to leave and return to his or her country. Religion Everyone has the freedom of thought, conscience, and religion. The people can change their religion or not worship or contain religious beliefs. Speech Everyone has the r ight to freedom of opinion and expression. Assembly Everyone has the right to freedom of opinion and expression.5. Multi-Party SystemsA multi-party system allows for organized opposition to the party that wins the election. It provides the government with different viewpoints on issues and provides voters with a choice of candidates, parties, and policies.6. Regular Free and Fair ElectionsElected officials are chosen by the people in a free and fair manner. Regardless of the peoples race, gender, ethnicity, and level of wealth, most adult citizens should have the right to vote and to run for office.7. The Rule of LawNo one is above the law. Everyone must obey the law and will be held accountable if they violate it including a king, president, police officer, or member of the military.

Cause and Effects of Stress in Children Essay Example for Free

Cause and Effects of Stress in Children EssayStress is a response to a factor or situation that negatively affects the physical, emotional, or psychological existence of a person. Stress is good in small quantities as it motivates a person making him/her more productive. However, too such(prenominal) express is detrimental to a person. Stress can interfere with the general conduct of a person. Most people assume that stress only affects adults. However, statistics charge that stress also affects children.Children face intense pressure from their environment. Continuous stress in children is harmful to their activities, health, and development. There are a number of causes and effects of virulent stress in children. Stress can be caused by both negative and positive situations. Children living in abusive environments, both physical and emotional, set about stress. Arnold wrote that children who are bullied are in continuous state of depression. They, therefore, alienate the mselves from their colleagues. Parents who constantly beat their children are also causes of stress. The fear that is manifested in children disorients them. They will not be able to talk about what they feel to anybody but rather keep to themselves. Events such as accidents, loss of loved ones, and rejection are also causes of stress in children.Social change patterns in children cause many stressful situations. Children at puberty yearn for freedom. This creates tension between them and the parents, who are constantly monitoring and adjust their activities. In the same stage, children will constantly be in need of money. Lack of money causes stress in children as they are not unceasingly able to buy whatever they may need. They will compare themselves with other children who are in comfortable financial positions. Such children are always dying(p) and worried of where and how they will get money. Stress in children is not only caused by what happens in their own lives but also by what happens in their parents lives.The great effects of stress are experienced by the brain. The brain controls all the stress mechanism in the body making it the primary stress organ. Johnson give tongue to that the vulnerability of childrens brain is causedby the fact that they are constantly growing and developing. Constant stress in children disrupts brain development and compromises its normal function. look into has indicated that children experiencing stress have smaller brains. Toxic stress impairs the connection of brain circuits resulting in development of a smaller brain. Prolonged period of stress in children affects their nervous and repellent strategy. Stress hormones are released when a child is exposed to stress. Cortisol hormones, which are released as a result of stress, suppress the body immune system. This leaves a person vulnerable to diseases and infections.Depression, alcoholism, eating disorders, and chronic diseases are also linked to childhood stre ss. Psychological effects of stress include changes in personality, aggressiveness, and irritability. Children chthonian stress are likely to experience frustrations and isolation from friends and family. They spend more time on their own and lack motivation. Children may also have bother in concentration thereby affecting their academic performance.Children under extreme stress exhibit change in behavior. They may be more disobedient, engagement often, stutter, and cry often.In conclusion, stress in children has many causes and effects. The notion that stress only affects adults is wrong. Too much stress, often referred to as toxic stress, is detrimental to the life of a child. Toxic stress affects the physical, emotional, psychological, and social aspects of a child. Even though every child reacts differently under stress, it is clear that stress affects the neural system and the health of a child. Children under stress tend to develop negative characteristics like irritability and disobedience. Research has indicated that there are number of causes of childhood stress which are interrelated. Social change patterns, abusive environment, and stress in parents are just some of the cause of childhood stress.

Muscle Building Strength

Muscle Building StrengthMuscle Building What You Need to KnowWhen it comes to massiveness building, most of us know the basics. We know that in magnitude to build brawniness we have to take in enough calories and do a lot of strength training. But what a lot of us do not know is that muscle building requires a lot of plow and eating the right kinds of food and that we motivation to make sure that we are getting enough of the right calories in order for it to be effective.A lot of mess are not aware that fruits and vegetables play a vital fibre in the development of muscle and in muscle building. A lot of people assume that protein is the only thing that they need to build muscle and they a lot overlook the importance of including a lot of fruits and vegetables into their fasts. When we are doing muscle building activities, this takes a lot of readiness for our bodies to be able to produce enough energy to allow our muscles to grow and increase in strength. This places a h uge stress on our bodies and affects a lot of different processes that are going on in the body.The body has to still fight off illness and fight off bacteria and other harmful substances all the time. If the body is not being the right way fueled, it will not have enough energy to fulfill all of the functions it has to do to keep us alive let alone build muscle. We need to give our bodies enough energy and healthy food to help keep in running the way it should. One of the big things that we can do to reassure that our bodies are going to be able to fight off disease is by giving our body plenty of fruits and vegetables. Fruits and vegetables have a lot of puissant antioxidants in them that can help defend ourselves against disease. It is important to include plenty of dark leafy vegetables and nutrient rich fruits into our diets.In addition to fruits and vegetables, when we are muscle building we similarly need to make sure that we are getting enough of protein and carbohydrate s. Muscles require lean protein to build lean muscle and our bodies rely on carbohydrates to be able to fuel our workouts and give us the energy that we need to perform our daily functions. The sources of protein and carbohydrates can come from many different kinds of foods. The carbohydrates that we consume when muscle building should be complex carbohydrates and not too many simple carbohydrates that are found in foods like baked goods, white breads and white pastas.When face for the best food sources for carbohydrates, you need to look for whole wheat and whole grain versions of food. There are many products on the market that come in whole wheat and whole grain food. The reason that our bodies need these types of food is because they take longish to break down in the body which gives us longer stores of energy. When we eat too much sugary or simple carbohydrate foods, our bodies cannot use all of that energy right away because it is processed quickly in the body and the excess calories and sugar turn into fat stores on our body. These fat stores are hard to turn into muscle when we are muscle building.Exercise is also a main ingredient in muscle building. A combination of strength training and cardio work is needed to get the best results possible. Some people do not recognize the importance of including cardio work into their plan and think that they will spend all of their time pumping weights. This is not the best way to go about muscle building. Our bodies need the cardio work in order to help keep our bodies working good and keeping healthy. A combination of strength work and cardio work is the best combination to employ when you are looking to do some serious muscle building. It is important to properly stretch the muscles as well, and a lot of people are turning to Pilates or yoga classes because they offer strength and stretching exercises that will help the muscles stay strong and not get to unwavering which could be a problem with muscle build ing. Following steps like having a good workout schedule and eating a healthy diet will help you reach your goals for wellness and help you reach your strength and fitness goals.

Impact Of Positive Organisational Behaviour Saudi Corporation Management Essay

Impact Of Positive Organisational Behaviour Saudi Corporation Management EssayThis section includes a comprehensive discussion of the major(ip) concepts and theoretical literature that ar relevant in this study on the impact of arrogant geological formational conduct in a Saudi corporation. This chapter builds the research fashion sample by re believe relevant literature on organisational behaviour, the role of managers and leading, managing diversity and ethics, the role of behaviour and survive out infers, positive mental corking, employee engagement, and psychological contract.Organisational BehaviourIt is an accepted saying of the recent business world that if organisations are to obtain a degree of competitive advantage, they require several key factors. Chief amongst these are a super skilled work force an excellent aim of technological proficiency and consistency in delivering higher quality products and services than their competitors (OReilly and Pfeffer 200 0, p. 48). Obtaining and developing these factors is possible tot everyy if a company has a highly motivated workforce, which is go forthing to devote large amounts of discretionary effort to helping the company meet its goals. This line of merchandise has been back up by research that has shown that it is generally employees that drive success in the modern world, regardless of whether that success if defined as profit dexterity, productiveness or some separate form (Pfeffer and Sutton 2000, p. 32). Unfortunately, the question still remains as to what steps companies nonify take to consistently motivate their employees to achieve this improved level of mathematical operation. matchless of the approximately prominent systems for achieving this, and one which is widely applied in modern organisations, is the concept of behavioural caution (Stajkovic and Luthans 2003, p. 155). This concept focuses on the principle of contingent reinforcement, arguing that by rewarding desir competent behaviours and punishing or discouraging undesirable ones, military mans will moderate their behaviour to achieve the maximum rewards. However, this theory has come in for criticism with Bandura (1987) arguing that If people acted on the basis of informative cues except remained unaffected by the results of their actions, they would be insensitive to survive very long (p. 228). This implies that, everyplace sequence, people will work out that the behavioural approach to human resourcefulness focus is having consequences in terms of making them work harder, and hence will moderate their behaviour get on to address this point.The crusade on organisational behaviour as an important human resource management concept did not come until the late 1980s (Robbins 2003). Traditionally, business students and future managers received intensive technical training in economics, statistics, accounting, and management theories in order to equip them with the tools in successfully leading companies. There was no mention of the importance of analysing human behaviour in the management equation. Capitalising on the technical aspect of business management had its advantages, but business researchers and practitioners soon found that eyepatch technical skills may stick out increased employee specialisation, it did little to produce successful employee relationships or interactions. Organisational theorists and researchers such as Luthans, Hodgetts and Rosenkratz (1988) were able to demonstrate that human resource skills and communication skills were in fact vital factors in effective leadership and management of business organizations. The traditional skills such as planning, controlling, and decision-making only accounted for 19 percent of the formula for success.Organisational behaviour is defined as an interdisciplinary field which studies mortals and their behaviour within the context of the organisation in a workplace setting (Miner 2005, p. 3). Organisat ional behaviour focuses on the moods, feelings, and emotions of people in the workplace and studies stress, employee-manager relationships, physical settings, group dynamics, and reward/punishment systems in the work setting. Miner (2005) hard-pressed the importance of the feelings, thoughts and actions of employees in influencing organisational culture. When workers are unhappy, they are unproductive (Luthans 2002a). However, ensuring excellent exercise and high productivity is a multidimensional process. Organisational values change over measure and employee behaviour is not static. This makes organisational behaviour a focal point in mapping out organisational development. By examining the behaviour of employees over time, management squirt spirt policies and solutions that impact employees.So far, studies on management and organisational theory have pointed to different variables that drive employee behaviour and productivity. Managers have decided to implement policies to influence team productivity and enhance overall organisational efficiency with differing results. The strategies and approach have as well as been heterogeneous no one strategy has been proven to be effective in all internal or external organisational environss. What works for one company may not work for another. What several studies have highlighted is the importance of organisational mortalality in influencing a positive or negative work environment. Nelson and Cooper (2007) explained that the behavioural approach toward management improves organisational processes, interaction, communication channels between employees and managers, and the overall quality of service pitch shot of the organisation. Aparnas (as cited in Nelson and Cooper 2007, p. 87) study on team behaviours within organisations suggested that an organisations identity is influenced by both internal and external forces. Nelson and Cooper (2007) suggested that an organisations strategic plan can modify organis ational culture. This finding supports the theory that external influence is effective in forming organisational personalities. This external influence falls within the scope of the functions of managers and leaders. By crafting strategy plans nigh organisational behaviour, managers and leaders can influence business success by motivating positive behaviours among employees.Managers and LeadersAs pointed out earlier (Nelson and Cooper 2007), managers and leaders have an important role in introducing external influences to promote positive organisational behaviour. Managers and leaders are often referred to in the same context or not opulent at all but in the study of organisational behaviour, a distinction is made (Nelson and Cooper 2007, p. 23). Categorising managers and leaders on the same level leads to role awe and sometimes places individuals in functions they are not proficient in. This is especially uncoiled for large business organisations. Griffin and Moorhead (2010) b elieve that in the interest of maximising the true potentials and proficiencies of people in organisations, the organisational structure mustiness differentiate the manager from the leader. Theorists (Bennis 1989, Yukl 2002) consider the manager and the leader as having unique functions and characteristics although these may overlap from time to time. Bennis (1989) considered leaders to display particular traits such as inspiration, innovation, and development while managers were maintainers, controlling, and administrative.A manager is a person who identifies and achieves organisational objectives through the deployment of appropriate resources (Griffin and Moorhead 2010, p. 14). Managers are those that traditionally study responsibilities in human resources which require communication skills and documentation. In the era of worldwideisation, managers have been challenged to be more knowledgeable of information technology to greatly enhance the management enterprise and to hike managerial capability to document and communicate with people in the workplace (Bloomberg 2009).On the other hand, a leader is a person who influences a group of people towards the achievement of a goal (Yukl 2002, p. 132). As a characteristic, leadership is considered to be the result of both nature and nurture and while there are people born with natural leadership traits, leadership can be learned (Bennis 1998, Yukl 2002). Moreover, not one leadership style is best-suited in all work environments. Two theories adopt this view the contingency theory of leadership by Fred Fielder (1978) and the situational leadership theory by Paul Hersey and slew Blanchard (1969).Fielders contingency theory emphasised on the behaviours and reactions of leaders in particular situations. They believed that effective leadership depends on how a leader matches his style of leading with the organisational environment. Hersey and Blanchards situational leadership theory stressed that there is no singu lar best leadership style. According to both, successful leadership is task-relevant and is dependent upon two factors 1) the leadership style pick out and the 2) maturity level of the group being led. Choosing the appropriate leadership style also has to consider the type of tasks or functions which need to be accomplished by the group (Hersey, Blanchard, and Johnson 1996, p. 34).The main difference between managers and leaders is that the former are more goal-driven while the latter vision-driven. Bennis (1985) pinpointed the difference saying, managers are people that do things full and leaders are individuals who do the right thing (p. 21). Whatever differences they may have, Griffin and Moorhead (2010) opined that organisations need both management and leadership if they are to be effective. lead is necessary to create and direct change and to help the organisation get through tough times. Management is necessary to achieve coordination and systematic results and to handle a dministrative activities during times of stability and predictability. Management in conjunction with leadership can help achieve planned orderly change, and leadership in conjunction with management can keep the organisation comelyly aligned with its environment. Managers and leaders also play a major role in establishing the moral climate of the organisation and in determining the role of ethics in its culture (Griffin and Moorhead 2010).Managing smorgasbord in the WorkplaceA prominent reality that managers face in the modern organisational environment is diversity. Diversity is an important facet in the study of organisational behaviour because it characterises the different beliefs, persuasions, and behaviours of employees especially in multicultural organisational environments (Adler and Gundersen 2008, p. 65). Diversity is present when people with similarities and differences in age, ethnicity, religion, culture, and educational attainment are grouped together within the sam e working environment (Griffin and Moorhead 2010). Workplace settings today have become increasingly various(a) due to equal opportunity legislations that secured the presence of women, minorities, and differently-abled persons in the workplace.Managers use different strategies in approaching diversity. On an individual scale, diversity may be handled by learning virtually others and demonstrating empathy and respect for cultural differences. On an organisational level, managers may use mentoring, training, work/life balance problems and implementing alternative work schedules. To manage diversity, Adler and Gundersen (2008) believe that organisations must establish a system of ethics in the workplace to support an ethical organisational culture.Relevant to this particular study is how to manage diversity in a multicultural workforce. In a society characterised by a melting pot of cultures, managers of Saudi companies are challenged to adapt and handle cultural differences vis a v is ethics and performance (Al Kibsi et al. 2007). Managing diversity in multicultural work environments is difficult but attainable if organisational leaders are sensitive and are committed toward adapting to cultural differences. Diversity must be handled with sensitivity and tolerance. Ethical questions may be interpreted differently by one culture and not by others connotations may be attached to the meanings of some words which may be taken negatively by individuals or groups. Managing diversity has also become a priority in order to prevent legal claims of employee discrimination (Cameron, Dutton, and Quinn 2003). As a result, oganisations are turning to diversity training and multicultural strategic planning and organisational development to fleck these problems.Human resource management is inextricably linked to handling cultural issues (Cameron, Dutton, and Quinn 2003). Because culture defines people, their behaviours and beliefs, managers need to be sensitive and proactive in addressing ethical or work relationship conflicts that pertain to differences in culture. When tackling the human resource strategies that are applicable to specific companies, culture should be seriously taken into account. Bell (2005) explained that managers in Saudi companies face numerous challenges in driving the performance of business organisations due in part to cultural factors. Problems such as low motif (Bell 2005), tardiness and high turnover (Al Kibsi et al. 2007), and emphasis on higher pay (Al Kibsi et al. 2008) are some of the cultural characteristics of the Saudi workforce. Bell (2005) attributes this to the historical development of Saudi society. many a(prenominal) of its young professionals are members of privileged families and the influence of accumulated wealth due to the oil boom has instilled a cultural preference for managerial positions and disdain for labour-type jobs. Al Kibsi and colleagues (2007) found in their study that foreign labour has becom e so necessary in running Saudi companies because private companies are unable to generate organisational structures that meet the desired rewards, career paths, and salaries demanded by Saudi professionals. Gopalakrishnan (2002) revealed in a study of culture of Saudi companies that honest and candid evaluations of performance have a high likelihood of eroding self-esteem among employees. Gopalakrishnan (2002) explained that unlike the highly individualistic culture in the United States, employees in the Middle East value tenderism and group work. Culture is a significant factor that managers must take into consideration because it also impacts employee motivation and consequently, work performance. penury in the WorkplaceMotivation is an important management process because it allows managers to influence the behaviour of employees by knowing what makes them tick (Luthans, 1998). Motivation is defined by Luthans (1998) as the process that arouses, energises, directs, and susta ins behaviour and performance (p. 43). Motivating people is stimulating them to work toward a desired task. Employing effective motivation has been shown to impact employee merriment an organisational commitment (Luthans 2002a). Salary increases or promotions are not the only effective motivators other incentives can be offered in order to spur employee motivation.It is a common assumption in management that organisational goals cannot be deliver the goods without the sustained commitment of organisational members. Motivation is characterised by factors which cause, channel, and sustain human behaviour in a particular committed direction (Adeyemo as cited in alder and Gundersen 2008, p. 29). Some of the fundamental assumptions that managers and management researchers have about motivation are 1) that it is a positive thing because a person cannot be confident about him or herself without being motivated (Alder and Gundersen 2008), 2) motivation is just one among several factors t hat contribute to a persons work performance aside from skill, resources, and work conditions (Luthans 2002a), 3) motivation is a renewable resource that inevitably continuing replenishment (Zhao 2009), 4) motivation is a management tool that managers should capitalise on in order to direct organisational performance (Griffin and Moorhead 2010). If managers are knowledgeable about the postulate and drives of their workers, they can tailor work assignments and rewards according to what is stimulating for them. Managers motivate by appealing to the needs and desires of individual workers (Luthans 2002b).Theories of motivationAbraham Maslow, in his 1943 seminal work A Theory of Motivation, suggested that human beings five basic needs form a hierarchy from physiological, to safety, to genial, to esteem, to self-actualisation needs (Adler and Gundersen 2008). In his model of the needs hierarchy, Maslow explained that individuals are fundamentally directed toward the satisfaction of ph ysiological needs. Physiological needs include basic human needs such as food, shelter, and clothing. As the primary need, Maslow believed that these needs have to be satisfied first before people can be motivated to satisfy other higher-order needs. After the satisfaction of physiological needs, safety and security go next. Safety and security refer to the need to be free from physical harm, from basic needs deprivation, and self-preservation. Next comes social affiliation which is the need for the individual to belong to one or more social groups and to be part of meaningful human relationships. After the social needs are satisfied comes the need to fulfill individual desires such as self-esteem and great personal apprehension from other human beings. Achieving self-esteem allows the individual to acquire self-confidence, power, prestige, and control over their circumstances and their contribution to their immediate environment. When self-esteem is satisfied, individuals progres s toward self-actualisation which refers to the need to maximise ones potential and to become what one is capable of graceful (Hersey, Blanchard, and Johnson 1996, p. 81).According to Maslows needs hierarchy model, higher order needs (esteem and self-actualisation) only become activated, and thus motivate behaviour, after lower-order needs have been satisfied. This approach has been critiqued to be applicable only in the Western organisational context since motivation of employees from more collective-oriented cultures differs from that of their more individualistic Western counterparts. An individuals needs are particularly bound by culture (Alder and Gundersen 2008, p. 75).While Maslow concentrated on satisfying extrinsic factors to drive motivation, Frederick Herzbergs two-factor motivation theory stated that intrinsic factors are also important (Alder and Gundersen 2008, p. 76). foreign factors include supervision, relations with co-workers, salary, company policy, supervision , and administration. Intrinsic motivators correspond to higher-order needs on Maslows hierarchy, including the work itself, responsibility, recognition for work done, and achievement and work advancement. Despite the acceptance and recognition of the two-factor motivation theory, its universality cannot be assumed. Factors which act as motivators and demotivators vary across culture (Griffin and Moorhead 2010). Hence, managers who are about to enter a new culture should be observant about the cultural factors which appear important and not assume the transferability of their earlier experiences with a particular culture.Positive Organisational BehaviourWhile organisations are expression to use human resource management concepts to boost the performance of their employees, only around half of all organisations have positive experiences of using them, and believe that they rattling matter (Pfeffer 1998, p. 12). As a result, only a small fraction of organisations consistently implem ent and devote sufficient attention to high performance HRM practices. This further increases the degree of scepticism amongst workers, as more and more of them encounter poorly implemented practices that are often abandoned due to a lack of time and effort (Luthans and Youssef 2004, p. 143). This can lead to the spread of a negative and pessimistic form of organisational behaviour spreading throughout organisations that are using traditional forms of human resource management.The popularity of positive psychology has led to a reconsideration of traditional HRM practices that focus more on the negative aspects of organisational behaviour. Positive organisational behaviour has been defined by Bakker and Schaufeli (2008) as a management concept which emphasizes the need for more focused theory building, research, and effective application of positive traits, states, and behaviours of employees in organisations (p. 147). This implies that not only do organisations need to work on devel oping positive organisational behaviour, but also on ensuring that this behaviour is effectively applied and thus produces the desired outcomes. Otherwise, if the positive organisational behaviour fails to produce noticeable improvements, employees may lose heart and much of the optimism in their behaviour may be lost. Further to this, the concept of positive organisational behaviour needs to show the added value of the positive over and above the negative (Bakker and Schaufeli, 2008, p. 147) in order to gain wide acceptance and the attention needed to develop further.One of the main potential methods through which this added value could be demonstrated is that positive organisational behaviour is strongly linked to levels of work engagement. According to Bakker et al (2008) this implies that the development of positive organisational behaviour can lead to a positive, fulfilling, affective-motivational state of work-related hearty-being that is characterized by vigour, dedication, and absorption (p. 187). In other words, developing positive organisational behaviour is more belike to make employees feel positive about their work, and also to engage more strongly with it. This in turn will lead to the employees caring more about the outcomes of their work as outcomes in their own right, rather than simply as tasks they have to complete in order to gain promotions or justify their salaries. This argument is supported by Bakker et als (2008, p. 187) empiric research, which showed that work engagement is influences strongly by the level of job resources that employees have access to, and the level of personal resources that are inherent to the employee themselves. Of these, job resources focus on factors such as the supervisory coaching and feedback that the employee receives, whilst personal resources include many of the resources associated with positive organisational behaviour, such as optimism, self-efficacy and self-esteem. In addition to this, the researc h shows that work engagement is a valid predictor of job performance and client satisfaction, indicating that it can help to achieve the employee performance boost needed by modern organisations (Bakker et al, 2008, p. 187).Positive organisational behaviour POB emerged from the positive psychology approach in 1999 and was pioneered by Fred Luthans. Positive psychology departs from the traditional negative thrust of psychology as a field which studies illness rather than wellness and instead, proposes that the strengths and virtues that allow individuals and communities to thrive should be studied. Positive organisational behaviour focuses on theory building, empirical research, and application of positive attitudes, traits, and behaviours of employees within organisations (Luthans and Youssef 2007). Luthans (2002a) defined positive organisational behaviour as the study and application of positively oriented human resource strengths and psychological capacities that can be measured, substantial, and effectively managed for performance improvement in todays workplace (p. 59). Positive organisational behaviour is a psychology-based approach toward human resource management and operates within a framework that considers employee happiness as viable objectives in themselves. Proponents of positive organisational behaviour treat employee well-being and health to be of strategic value for businesses. Instead of viewing occupational health and employee well-being as costs, positive organisational behaviour proponents consider them sound investments. Typically, POB focuses on use of organisational resources in increasing psychological capital, employee engagement, wound up intelligence, and psychological contract. POB is implemented in organisations to stimulate peak performance and enhance the conditions under which employees function and thrive. mental CapitalThe concept of psychological capital has become an important construct, not only in human resource manageme nt, but also in other areas such as leadership research. mental capital is seen as a key factor in allowing leaders to develop positive organisational behaviour within the organisations that they lead. This link is strongly supported by the research of Toor and Ofori (2010, p. 341) which found that psychological capital is strongly correlated with both leadership authenticity and transformational leadership. In their leadership study on construction and engineering project leaders, a distinction was made between traditional project leaders who drove performance through power, task orientation, and authority and authentic leaders who drove performance through positive values such as morality, ethics, and collective well-being. Authentic leaders who use positive behaviours capitalise on the environment of trust and are able to motivate people better and accomplish challenging tasks (Toor and Ofori 2010). Authentic leadership possesses high potential for development as well as veritab le performance of construction project leaders. At the same time, the existence of transformational leadership in an organisation plays an important role in the ability of the organisations psychological capital to drive positive organisational behaviour and desired outcomes such as extra effort and satisfaction on the part of employees.However, there is also evidence to suggest that the development of psychological capital in organisations and its ability to drive positive outcomes at both the individual and organisational level, is strongly linked to the level of focused training and development that employees receive (Luthans et al, 2010, p. 41). An exemplary case is UK retailer Tesco which has one of the most impressive workforce development programmes. Tesco employees were considered the happiest and the most loyal in a survey among UK companies (European Monitoring Centre on alternate 2007). Tesco has built its image on positive values such as ethics, morality, and human righ ts. For instance, it has a Working beyond retirement policy which accepts workers above the age of 50, a Remploy policy which brokers jobs for disabled individuals, a basic skills training program, and The Step Change political platform which values the initiatives of employees in suggesting company policies to enhance customer service and satisfaction. This has resulted to high levels of employee and customer loyalty, positive relationships with suppliers, and efficiency savings amounting to GBP350million (European Monitoring Centre on Change 2007). The Tesco experience implies that psychological capital is not only something which emerges at work through the day to day actions of managers and leaders, but can also be developed through direct training interventions for the workforce. Indeed, the study by Luthans et al (2010, p. 41) indicated that said training interventions not only may be used to develop participants psychological capital, but can also lead to an improvement in t heir on-the-job performance. This indicates the importance of developing psychological capital at all stages of the human resource management cycle, in order to maximise the potential gains from positive organisational behaviour.Psychological capital refers to the positive psychological states that an individual owns and can use to achieve greater effectiveness in organisations. A comprehensive definition of psychological capital isAn individual state of positive psychological development, which is characterized by (1) possession of confidence (self-efficacy) by which challenging tasks can be successfully completed through showing and paying necessary efforts (2) positive attribution should be made on the on-line(prenominal) and future success (optimism) (3) targets need to be adhered to, and if necessary the line of achieving goals can be re-selected in order to be successful (hope) (4) When confronted with the problems and difficulties, success can be achieved by sticking to goal s, quickly restoring and taking roundabout ways (resilience). (Luthans, Youssef and Avolio 2007, p. 15).According to Luthans and colleagues, psychological capital or PsyCap leads to positive organisational behaviour which in turn makes employees work more diligently, adhere to ethics, and acquire higher job satisfaction and improved performance (Luthans, Avolio, Avey, et al. 2007). Psychological capital has four components 1) self-efficacy, 2) hope, 3) optimism and 4) resilience (Luthans 2005). When used together with social and human capital, psychological capital represents the human resource that each individual owns and which organisations can measure, invest in, develop, and manage effectively. Today, the application of PsyCap is growing in many global companies (Avey 2007). The Kellogg Corporation has institutionalized PsyCap training for all its managers. Engineering leaders and senior managers of The Boeing Company also underwent PsyCap training. Moreover, Boeing has include d PsyCap as a workforce development power (Avey 2007).Self-efficacySelf-efficacy is the belief that one is capable of attaining specific goals by mobilising motives, cognitive resources and actions (Bandura 1997, p. 76). It refers to positive beliefs and confidence on ones skills and abilities to perform desired task. Persons having high self-efficacy perceive highly that they are capable of taking action and modifying their environment using several resources. Stajkovic and Luthans (1998) believed that people with high psychological capital are more persistent despite failures and are less disheartened and less likely to resign when faced with possibility of failure. Hence, self-efficacy positively impacts work performance. Luthans (2005) recommends ways in which organisations can nurture self-efficacy of employees in his Psychological Capital Intervention PCI model. One is to allow employees to identify concrete targets based on employees professional skills. In this manner, emplo yees can process goals in groups and analyze methods in achieving them while criticising and modifying goals. This form of intervention strengthens goal commitment and task control among employees. Another intervention is provide avenues such as trainings and drilling programs where employees can role success stories and exchange experiences in order for them to appreciate that success comes with positive and sustained efforts. Another intervention is to establish expectations by mobilising emotions and persuasions to stimulate confidence among employees that with the proper strategies and timetables, goals can be met. A fourth intervention is the use of positive and constructive defense mechanism in organisational culture through humor, compensation, and sublimation. The idea is to not embarrass or humiliate employees who are frustrated over unachieved goals but to deal with it positively while regaining the employees self-confidence and psychological stability in the process.Hope Hope refers to a positive motivational state characterized by a sense of success resulted from interactions based on agents (goal-oriented vitality) and the paths (plans to achieve goals) (Snyder and Lopez 2002, p. 34). Hope represents an individuals mark that goals are achievable and the individuals conviction that pathways will lead towards attaining these goals. Hope can be determined through two factors path and willpower (Snyder, Feldman, Taylor, 2000). Peterson

The Importance Of Quality In Tourism

The Importance Of fictional character In TourismQuality renovation is a management tool that provides companies with a government agency of monitoring overhaul from the guests perspective. Quality Assurance refers to any planned and systematic activity directed towards providing consumers with goods and advantages of appropriate pure tone, along with the confidence that they meet consumers requirements. Quality assurance depend on excellence of two focal points in business the design of goods and supporters and to control quality during execution of improvement deli truly which is aided by some form of measure and inspection (Evans and Lindsay, 2010). A quality services management system is a result oriented approach. It deals with the service characteristics that really matter to end-users(consumers) it addresses service providers who have tangible results to expose to consumers it guarantees the customers the high quality of service they give the gate receive during thei r stay in a inhabit and it provides staff with metadology to show commitment to quality services (Reyad, 2005).The concept of quality is widely discussed in cordial reception management. In the cordial reception intentness is defined as the consistent delivery of growths and guest services according to standards. Increasingly, Guests are resulting to pay more when they visit hospitality properties offering services that meets or exceeds their service expectations. The level of quality service is an important factor in the experience that guests receive during their visits to lodging operations (Hayes, 2011).By creating value for the guests the lodging establishment can manage successfully to retain its guests. Managers must recognize the immenseness of client retention, since the attraction of a new customer is regarded to be more expensive and sequence consuming (Reyad, 2005).In an increasingly competitive market, the issue of quality has grown in significance for hotel bus inesses. This has been influenced by a number of factors, such as the expansion of consumer rights and the alleged emergence of new quality conscious tourists. In addition greater competitiveness has caused hotel companies to be increasingly aware of the importance of quality as a source of competitive advantage (Varvaresos, 2006). The components of quality in the hospitality industry that can be used to develop and implement a quality service system are the followingConsider the guests being served.Determine what the guest desire.Develop procedures to deliver what guests wants.Train and empower staff.Implement revised systems.Evaluate and get wind service delivery systems.(Pearson, 2011).Quality self evaluation by the hotel industry (usually through comment cards in the guest rooms or online questionnaires) is very important so that the hoteliers can identify and solve problems.Regular and systematic analysis of evaluation results may lead to a wide range of advantages, amongst t hem amount the matching degree of customers needs and expectations and comparing the results with perceived quality.Acting as a basis for the strategic process, identifying improvement activities andControlling competitiveness in quality with the help of benchmarking (Varvaresos, 2006).Hospitality and tourism services, among others, can be differentiated on the basis of variety offered and the mass of customers processed. This can vary from a high volume operation offering a very restricted range of products and services to a lower volume operation where every customer receives a unequalled or highly customized service. Another key variable in any key variable in any service operation is the nature of the service contact. High contact has an extra level of social interaction associated with staff, while a low contact service requires the staff to perform largely technical foul skills. Each requires a different approach with a high level of contact requiring sophisticated social sk ills training, together with a good level of product knowledge, whereas low level of contact requires simpler customers care and technical training. A low contact service may also be suitable for substitution by information technology or self service. (Laura, 2011)Customer Service (McIntyre-Pike, 1978)Customer service is the essence of the hospitality industry. The importance of customer service in the hospitality industry is stressed in professional courses as well as on the job training modules since aspiring hoteliers, restauranteurs and others in the industry need to be well aware of its significance and implication for successful business operations.Benefits of customer serviceUnder-promise and over-delivery should be the mantra for success.Should be attentive and passionate about customer needs. haoma a relationship based on trust and loyalty.This will result in customer loyalty and retention.Feedback of customer serviceStay open to suggestions. realize what is your customers expectations.Place a suggestion box in your hotel reception, caf, air, travel or tourism office.Act upon suggestions to show care.It is essential to understand the importance of customer service in hospitality to make a positive difference to the business by listening and learning.Prompt ServiceProvide the best service.Ensure customer satisfaction.If customers arent satisfied they will seek satisfaction elsewhere.ConvenienceThe hospitality industry thrives on convenience. If your customer service is missing this essential ingredient, your business wont stand long unless you bring about changes that demonstrate your commitment to customer satisfaction. Remember that the service and hospitality industries were built to offer the basics of convenience to customers. Today, as the industry is expanding and the competition is growing, hotel conglomerates are acquire innovative and thinking of means to achieve the highest standards in convenience offerings.ValueThe importance of customer service in hospitality emanates from the principle that the customer needs to be treated with priority, and he should see value in what he gets. If a customer strongly believes he is getting value for the money he is paying, he will keep coming back. On the contrary, dissatisfaction with your customer service will make him turn back an The importance of customer service in hospitality emanates from the principle that the customer needs to be treated with priority, and he should see value in what he gets. If a customer strongly believes he is getting value for the money he is paying, he will keep coming back. On the contrary, dissatisfaction with your customer service will make him turn back and look for value offerings from your competition.

Parents Taking Control Of Their Childrens Education :: essays research papers

Never before in the join States have parents been so disgruntled closely their childrens education. The main reason behind this massive disruption is that customary schools are not living up to parents standards. Therefore, parents are taking their childrens educations and futures into their own hands, and doing so rather efficiently. Many parents are turning to "an alternative" means of educating known as star sign schooltime. Home schooling is simply "education of school- aged children at home rather than at school." Parents are choosing home schooling over macrocosm because public schools are not meeting their childrens academic, individual, and handicap needs. First, parents are choosing home schooling over public schooling because public schools are not meeting students academic needs. Parents expect their children will learn to read, write, and acquire basic math skills by the time they graduate. However, public schools throughout the United States are f ailing to teach these basic achedemic skills. Recent studies show that " Of the 2.4 million who graduate, as many as 25% cannot read or write at the eighth grade level or "functionally literate," level, according to some estimates." This is a tragic statistic for a domain claiming to be so developed. There are more opportunities to education in the United States than any other country in the world, yet evidence shows that the United States ranks " at the bottom of 19 industrial nations in reading, writing, and arithmetic." In addition, students are ranking lower than ever on Academic Achievement Tests (ACT). Children who attend public schools rank in the " 50th percentile." whereas, home schooled children " typically score at the 65th to 80th percentile...." To add to these statistics, " in December 1989, the education press account the amazing news that children schooled at home seemed to be five or even ten years ahead of their formall y trained peers in their index to think." These statistics prove that home schooled children are doing better in math, science, reading and writing, compared to children attending public schools. Secondly, parents are choosing home schooling over public schooling because public schools are no longer taking students individual needs into consideration. Since students are taught lessons based on an academic calendar year, they are expected to be satisfactory to complete specific tasks by the end of that year. When students fail to meet these expectations they are required to repeat the same grade the following school year.