Thursday, October 31, 2019
Colombian Entrepreneurial Ecosystem Essay Example | Topics and Well Written Essays - 2750 words
Colombian Entrepreneurial Ecosystem - Essay Example The armed conflict in Columbia had drastic effects on all sides: the government forces, the guerillas, and even the civilians. A large number of people, approximately 90,000, lost their lives with millions of people being forcibly displaced. Several other people were kidnapped with many being disabled by landmines and explosion of bombs. Properties such as buildings, roads, and other infrastructures were destroyed in the process of the soaring conflict, hence leading to massive physical destructions. The armed conflict started because of protest for the rights of the poor Columbians with the desire to be protected by government against social injustices and unequal distribution of resources including land and wealth, which made the people of Columbia dissatisfied. Out of these, there came up strategic protests to forcefully demand these rights by taking over governance by force and violence (Acs &Szerb 113). This struggle was undertaken by different groups at regional and subdivision levels through conflicts. Their anger was directed to state utilities, infrastructure and regions perceived to be beneficiaries of public resources, such as those in strategic routes of transportation of weapons, drugs and food. Other areas attacked are those seen to harbor state forces or those which provide them with resources. This Columbian conflict had far-reaching effects on the business sector in Columbia and its environments. It affected the entrepreneurial performance, which includes the regulatory framework, access to capital, access to R&D technology, entrepreneurial capabilities, market conditions and culture. By affecting these determinants, the conflict changed and determined how entrepreneurship is carried out in Columbia. Entrepreneurs were affected both directly and indirectly by the conflicts in Columbia. Entrepreneurs faced high transactional cost because of the unfavorable business climat e resulting from the conflicts. Merchandizing was spoiled due to the disrupted network and infrastructure since goods and services relying on them could not reach their destination. Businesspersons also lost international partners because the conditions were unfavorable for business. This led to loss of business opportunities, which made many companies close their business. Entrepreneurs could not invest freely for fear of being victimized and kidnapped, extorted or attacked. The room for expansion was limited by competition for territory, which was managed by guerilla groups. With high insecurity, finance meant to be used in business was invested to cover for security and insurance of their investments. Huge amounts of finances were spent in efforts to control conflicts with development projects and peace initiatives started in Columbia. This strained businesses and even led to closure of some. The entrepreneurship culture was eradicated and individuals were stopped from investing because of insecurity in the market. Prices of natural and industrial goods increased because of decreased production as demand increased; the low production was witnessed as a result of insecurity and instability in the country during the war. Regulatory Framework in Colombia Whereas laws have been enhanced, the implementation approaches in Colombia are weak because of mainly the idea that defense spending is exploiting the civilian economy and entrepreneurial growth. During the 1990s, defense budget averaged 1.36% of the total GDP. Even up to early 2000s, the
Tuesday, October 29, 2019
Experiential Leadership Essay Example for Free
Experiential Leadership Essay Executive Summary  The researchers’ aim is to point out to the effect of Experiential Leadership in the selected company liked Barras Home Improvements. Background:  The Progress Report Name of the Business Manager of Barras Home Improvement Company is Mike Allen. He supervised 16 employees. Eight of them were assigned in office and eight were outside in the field. Nature of business/service market Barras Home Improvements was formed in 1987. During the past year, the company has positioned itself as a leader in the sales and home improvement. Home Improvement is the field of expertise in fact customer can easily choose their desired lay out for their home improvement, guided by the advice support to meet the great improvement of the home. In addition, they are now celebrating a twenty years in service. Barras Home Improvements Company is classified as family Business. They have large selection of Kitchens, Bathrooms and Bedrooms gallery lay-out or so called showrooms. Their mission statements are choice and value for money, service and quality product, and first class workmanship. The purposed of the operation of the company is to provide customer with highest standards of quality and service. Their products are sinks, taps, wall and floor tiles, Amtico flooring and shower enclosures and etc. They are also specialised in the complete installation service covering every aspect from plumbing and electric’s, plastering and minor building work and tiling to maintenance free ceilings. Insurance work is also undertaken and a 12 month written guarantee is given on all our work. We are both CORGI and NIC EIC registered. They also have a promotion of  £50.00 deposit only for the customers instillation fee Customer scope and demographics The informational data that the company can offer to the customer is as follows: Local: This Company is situated at the top of Clay Lane, off Ball Hill Shopping Centre on the Walsgrave Road. M6 –  Heading South: Leave M6 at Junction 3. Follow A444 towards Coventry. Turn           left into Mercer Avenue and the showroom is at the top of this road, which is at           the junction of Clay Lane. M6 – Heading North: Leave M6 at Junction 2. Follow signs for the A4600 heading towards Coventry City centre. At Ball Hill shopping centre on the Walsgrave Road turn right into Clay Lane and our showroom is at the junction with Barras Green and Mercer Avenue.  Organizational Structure of the Barras Home Improvement Company Organization’s Workforce The Barras Home Improvement Company was subdivided into two groups of 8 in the office and 8 in the out field for installation and contractors. The people in office were responsible for customer service and do some paper works and entertain clients or customer. And in addition they lead the customer on the computer lay outing for the home improvement processing. Presentation Situation; The current situation of the organization is very exciting. Recently, business has relocated to a larger and more efficient facility. This move will enable the company to streamline its method of operation and increase its bottom line. Market environment; The market place is undergoing tremendous technological change. New Technologies of Home improvement and materials are making products increasingly attractive stronger and less costly. The business is poised now to take advantage of these changes, and expect to become an important supplier of home appliances and home improvement installation. Products and Services; The raw material and other home appliances that we are using were the latest awith high quality materials. This is primarily due to the strong influence of committed manufacturers and the demands of the appliances and raw materials. Gathering and Collection of Data: This investigation adopted the descriptive method of research as this is the appropriate way in evaluating the manager of the Barras Home Improvement Company in relation with his experience in Leadership Management style and behavior. This will be viewed from the responses of his 16 employees in the company. The descriptive method is also defined as studying components to serve as direction in reaching the goal. Its purpose is to tell what exist or what is about a certain business phenomenon, predicting and identifying relationships among and between the variables describe. The data and information was gathered through interview of some customers of Barras Home Improvement Company, employees and through internet the profile of the company has been gathered and studied.  Facts: The company is still a leading company in terms of home improvement because of the experienced manager of the company. The trend of the company was remarkably improving because of the good feedback and referral of the customer. They have the additional benefit of being able to provide a computer aided photo-realistic image that can even show the kitchen, bathroom or bedroom in the finish of their own choice. The Actual Report  Executive Summary  This paper studies the company named Barras Home Improvements (BHI). The purpose of this study is to evaluate effectiveness of the Experiential Leadership Manager to the Business Flows specifically in family business like BHI. This study was conducted to enlighten other businessmen in the market place to exercise Experiential Leadership Management. Background: Barras Home Improvements was formed in 1987. During the past year, the company has positioned itself as a leader in the sales and home improvement. Home Improvement is the field of expertise where a customer can easily choose their desired lay out for their home improvement, guided by the advice support to meet the great improvement of the home. In addition, they are now celebrating a twenty years in service. Barras Home Improvements Company is classified as family Business. They have large selection of Kitchens, Bathrooms and Bedrooms gallery lay-out or so called showrooms. The purpose of the operation of the company is to provide customers with highest standards of quality and service. Their mission statements are choice and value for money, service and quality product, and first class workmanship. Their products are sinks, taps, wall and floor tiles, Amtico flooring and shower enclosures and etc. They are also specialised in the complete installation service covering every aspect from plumbing and electric’s, plastering and minor building work and tiling to maintenance free ceilings. Insurance work is also undertaken and a 12 month written guarantee is given on all our work. They are both CORGI and NIC EIC registered. They also have a promotion of  £50.00 deposit only for the customer’s instillation fee Definition of the Problem   The objective goal of this research is to evaluate the strength and weaknesses of experiential leadership management in business. The Barras Home Improvement is the company that will be treated on this study. Initially, a simple random sample of 16 employees will be given a baseline test organized by the researcher. The results will be compiled for later comparison with the research results, and those initially tested will no longer take part in the study. Questionnaires are one of the most popular ways in which data may be collected. These are used for a range of purposes and will often be the tool used to collect quantitative data. But it is worth mentioning that although this may be classified as mostly a quantitative process of collecting data it may also be a qualitative method, depending on the number, depth and style of the questions. Research questions This study sought to evaluate the Business Manager of Barras Home Improvement Company. Specifically, it aimed to answer the following questions: How to determine the degree that the person like working with task and people? What is the Leadership dimension of the Business Manager of Barras Home Improvement Company possess? What practice of leadership style does the Business Manager of Barras Home Improvement Company have? Is there a significant effect on experiential leadership management to the Barras Home Improvements company employees?  HYPOTHESIS: Ho      :  There is no significant effect on experiential leadership management to the Barras Home Improvements employees.        THEORETICAL Framework            the theoretical framework adopted for this study may be reflected in this model below. Input                                             Process                         output  Figure1. This paradigm was used to determine the effect on experiential leadership in the Barras Home Improvements.           This model suggests that Leadership behavior and leadership style survey questionnaire may be anchored on the manager of Barras Home Improvement Company who is Mike Allen. The conceptualization of this study revolved around the notions clearly represented by this model. The paradigm of the study consists of the inputs that contain all those which have been studied in this research. The process consists of the survey questionnaires that were used to analysis the company data. The output consists of the effects of Experiential Leadership Management to the company performance. Analysis of Variance was also used to treat the data statistically. Research design  Sample Size: All the employees were included in the sample and then the researcher calculated the weighted mean of the survey questionnaire to determine the effect of experiential leadership. Sample selection: Employees of Barras Home Improvements company were selected as sample selection of this study Instrument used: This study used a survey questionnaires of leadership behavior and leadership style  Editing of data: Standard editing and coding procedures with MS-EXCEL program. Analysis of data: Simple tabulation and cross-tabulation used. RESULTS: The following results were gathered and tabulated with the use of leadership survey questionnaire: This study reveals that the Manager of Barras Home Improvements Company has a characteristic of a Team leader. This is because the score 6.9 in the people section and a score of 7.3 in the task section revealed it. The quad where the two lines intersect is the leadership style in case of Team Leader quality. The manager used delegative and democratic leadership style. Sometimes he also used autocratic leadership style may be because it is necessary and it is revealed in the scores that 26 means being autocratic. This means that the style was used in some cases where the problem arises or decision making is required in the process for humanitarian sake. Conclusions: From the results of the experiential leadership management evaluation the following conclusions were drawn: The more experience the manager have the more effective and organized the business is. Experienced manager has more wisdom than an autocratic manager or even none experienced leader. Managers need to be team leaders for building much effective and successful business. A Team leader is the most ideal manager a company needs. Recommendation: This study suggests every businessman to undergo on the survey questionnaire to identify if their characteristics are autocratic, democratic or free reign. The new public relation officers must widen the scope and topics. Leadership Questionnaire Questionnaire Below is a list of statements about leadership behavior. Read each one carefully, then, using the following scale, decide the extent to which it actually applies to you. For best results, answer as truthfully as possible. Never         Sometimes         Always                                           0      1     2       3         4          5 _______ encourages team to participate when decision making time comes and also attempts to implement ideas and suggestions. _______ â€Å"Nothing is more important than accomplishing a goal or task†. _______ closely monitor the schedule to ensure a task or project will be completed in time. _______ enjoy coaching people on new tasks and procedures. _______ â€Å"The more challenging a task is, the more he enjoys it. _______ encourages employees to be creative about their job. _______ seeing a complex task through to completion, he ensures that every detail is accounted for. _______ found it easy to carry out several complicated tasks at the same time. _______ enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what have been read into action. _______ when correcting mistakes, he do not worry about jeopardizing relationships. _______ He manages time very efficiently. _______ He enjoys explaining the intricacies and details of a complex task or project to my employees. _______ breaking large projects into small manageable tasks is second nature to me. _______ nothing is more important to him than building a great team. _______ He enjoys analyzing problems. _______ He honors other peoples boundaries. _______ He Counsels his employees to improve their performance or behavior which is second nature to me. _______ He enjoyed reading articles, books, and trade journals about my profession; and then implemented the new procedures he learned.   Scoring Section Put your answers on the spaces provided for every question. PEOPLE TASK  Question 1.______ 4.______ 6.______ 9.______ 10.______ 12.______ 14.______ 16.______ 17.______ TOTAL ________ X 0.2 = ________  Question 2.______ 3.______ 5.______ 7.______ 8.______ 11.______ 13.______ 15.______ 18.______ TOTAL ________ X 0.2 ________ Leadership Style Survey Directions: This questionnaire is about leadership style ideas. Please encircle any of the number provided for at right-end of each item/statement to express your honest judgment by using the following code: Category                                                    Weight Almost Always True                                          5 Frequently True                                               4 Occasionally True                                            3 Seldom True                                                    2 Almost Never True                                           1 1. I always retain the final decision making authority within my department or team. 5 4 3 2 1 2. I always try to include one or more employees in determining what to do and how to do it. However, I maintain the final decision making authority. 5 4 3 2 1 3. I and my employees always vote whenever a major decision has to be made. 5 4 3 2 1 4. I do not consider suggestions made by my employees as I do not have the time for them. 5 4 3 2 1 5. I ask for employee ideas and input on upcoming plans and projects. 5 4 3 2 1 6. For a major decision to pass in my department, it must have the approval of each employee or the majority. 5 4 3 2 1 7. I tell my employees what has to be done and how to do it. 5 4 3 2 1 8. When things go wrong and I need to create a strategy to keep a project or process running on schedule, I call a meeting to get my employees advice. 5 4 3 2 1 9. To get information out, I send it by email, memos, or voice mail; very rarely is a meeting called. My employees are then expected to act upon the information. 5 4 3 2 1 10. When someone makes a mistake, I tell them not to ever do that again and make a note of it. 5 4 3 2 1 11. I want to create an environment where the employees take ownership of the project. I allow them to participate in the decision making process. 5 4 3 2 1 12. I allow my employees to determine what needs to be done and how to do it. 5 4 3 2 1 13. New hires are not allowed to make any decisions unless it is approved by me first. 5 4 3 2 1 14. I ask employees for their vision of where they see their jobs going and then use their vision where appropriate. 5 4 3 2 1 15. My workers know more about their jobs than me, so I allow them to carry out the decisions to do their job. 5 4 3 2 1 16. When something goes wrong, I tell my employees that a procedure is not working correctly and I establish a new one. 5 4 3 2 1 17. I allow my employees to set priorities with my guidance. 5 4 3 2 1 18. I delegate tasks in order to implement a new procedure or process. 5 4 3 2 1 19. I closely monitor my employees to ensure they are performing correctly. 5 4 3 2 1 20. When there are differences in role expectations, I work with them to resolve the differences. 5 4 3 2 1 21. Each is responsible for defining their job. 5 4 3 2 1 22. I like the power that my leadership position holds over subordinates. 5 4 3 2 1 23. I like to use my leadership power to help subordinates grow. 5 4 3 2 1 24. I like to share my leadership power with my subordinates. 5 4 3 2 1 25. Employees must be directed or threatened with punishment in order to get them to achieve the organizational objectives. 5 4 3 2 1 26. Employees will exercise self-direction if they are committed to the objectives. 5 4 3 2 1 27. Employees have the right to determine their own organizational objectives. 5 4 3 2 1 28. Employees seek mainly security. 5 4 3 2 1 29. Employees know how to use creativity and ingenuity to solve organizational problems. 5 4 3 2 1 30. My employees can lead themselves just as well as I can. 5 4 3 2 1 Scoring Section Put your answers on the spaces provided for every questions. Item Score Item Score Item Score 1 ______ 2 ______ 3 ______ 4 ______ 5 ______ 6 ______ 7 ______ 8 ______ 9 ______ 10 ______ 11 ______ 12 ______ 13 ______ 14 ______ 15 ______ 16 ______ 17 ______ 18 ______ 19 ______ 20 ______ 21 ______ 22 ______ 23 ______ 24 ______ 25 ______ 26 ______ 27 ______ 28 ______ 29 ______ 30 ______ TOTAL _______ TOTAL ________ TOTAL ________ Authoritarian Style Participative Style Delegative Style (autocratic) (democratic) (free reign)         References:  Covello, Joseph and Hazelgren, Brian, (1998). Your First Business Plan.Sourcesbooks 3rd Ed., Inc.USA Culp, C.(2001), The Risk Management Process: Business Strategy and Tactics, Wiley, New York, 60 -75. Gardner, Lawrence , (2006) Why businesses fail: and strategies for a successful turnaround, Detroiter, retrieved July 3, 2006, www.findarticles.com Kiyosaki, Robert T. and Lechter, Sharon L. (2002) Prophecy. Rich Dad’s.Warner Business Books, Inc. USA Spindler, A.,(1984) Publication Information: Book Title: The Politics of International Credit: Private Finance and Foreign Policy in Germany and Japan, The Brookings Institution, Washington, DC., P. 37-50. Vlieghe, G.(2001) Corporate Liquidations in the United Kingdom, Bank of England Financial Stability Review Weygandt, Jerry J., Kieso, Donald E. and Kimmel Paul D. (1998) Financial Acounting, John Wiley and son Inc. Canada Yoder James, (2004) Time diversification and changing volatility in an options pricing framework, Journal of Academy of Business and Economics  Unpublished Book: No author, (2007) My firm, Business Resource Services, has developed a process that I call Profit Mastery., At the risky end of finance Credit derivatives, Economist
Saturday, October 26, 2019
Maintaining Good Communication in Childcare
Maintaining Good Communication in Childcare Rebecca Ellis 1.1 Explain the process for maintaining effective communication within the setting team. Effective communication allows all members of the team to work together to provide the highest quality of childcare possible. The key skills needed for effective communication are; Verbal communication. Non-verbal communication. Reading. Writing. Listening. Good communication is essential in achieving and maintaining strong working relationships with all members of staff with in the nursery environment. It will also help to keep the standard of work within the nursery to a high standard, achieving the maximum results with governing bodies such as OFSTED and ESTYN. Poor communication in the nursery will inevitably lead to unmotivated staff that may begin to question their own confidence in their abilities or look for a job in another nursery. Employers who invest time and energy into delivering clear lines of communication will rapidly build up levels of trust amongst employees, leading to increases in productivity, output and morale in general. (Michael Page. www.michaelpage.co.uk.15/11/13). Strategies for effective communication: Weekly staff meetings with minutes to be taken, typed and given to all members of staff. Have a quiet room on site. i.e. an office. Correct body language, making sure it’s appropriate in different situations. A good listener, understanding all areas of communication correctly. Be approachable to all members of staff, maintaining a professional relationship with all. Respond to situations calmly and not react out of anger or frustration. Use the 4c’s. Comprehension (Keep it simple) Credibility (Get to the point) Connection (Be as interesting as possible) Contagiousness (Motivate the staff in to action) (Isabelle Albanese. (2007) The 4cs of truth. United States. Paramount Market Publishing.) Barriers of effective communication and solutions to the barriers. Barriers in communication usually fall in to two categories, verbal and non-verbal. Verbal barriers are when the surroundings or a person’s personal circumstances effect how/what they interpret when speaking and listening to someone else. A non-verbal barrier is when somebody’s actions or body language effect the communication. On the next page are some examples of these. 1.2 Understand the importance of the appraisal process and how records for staff can be logged. Reasons for the appraisal process to take place in a nursery setting are; To identify areas of the job description in which the member of staff is succeeding. To focus on any areas in which the required standard is not being achieved and to offer help, advice and support in these areas. To agree with the member of staff targets for future development in areas within the nursery setting. To assist the member of staff to develop their skills, knowledge and expertise. To encourage and motivate staff by listening to what they want to achieve. To help members of staff identify their own strengths and weaknesses. To make sure that members of staff and the nursery are working together. To encourage effective communication, it is ideal to communicate on a 1-1 basis the staff. It is very important for both the nursery as a business and personal staff development to encourage and provide on-going training in every aspect of the nursery nurses role. This creates more effective staff relationships with nursery management and also helps the nursery as a business to move forward and set a high standard of professional practice. Staff appraisals are not for discipline and should never be used as a grievance procedure. It is purely for both staff and nursery management to work together to improve standards of achievement and care for the children that attend the nursery. It also provides an opportunity for effective communication on a 1-1 basis with staff. Performance appraisals should be carried out every year, around the same month the employee started working for the nursery. This is an opportunity to look over the previous year’s appraisal form and to discuss any targets that might/might not have been achieved. It is always best practice to allow the staff member to time to achieve targets which have not been met in order for them to qualify for any pay rises due. Pay rises are linked to the nursery pay scale. Therefore the staff member should be given the previous year’s personal appraisal form in advance of the meeting taking place. Example of an appraisal form. Targets set to improve performance in specific areas: What practical help/further education would support the member of staff in developing further skills, knowledge and expertise? Any other comments? Signed ________________________________Date____________________ www.silkysteps.com (13/12/13) 1.3 Identify the correct procedures to follow in regard to disciplinary and grievance issues. The disciplinary procedure happens when an employer has concerns or a complaint about an employees work and so they may decide to take disciplinary action against them. There are a number of reasons why an employer may decide to take disciplinary action against an employee. These include the member of staffs: Behavior at work Absence from work Standard of work. www.adviceguide.org.uk (14.12.2013) The disciplinary procedure should always start with a letter to the employee stating that a meeting is to take place. This needs to include the date, time and place where the meeting is to be held. The letter would need to clearly state who would be present at the meeting and it also needs to include information the employee may find useful i.e. that they are allowed a witness to be present on their behalf. The letter should be given to the employee at least 72 hours before the meeting is to take place. All evidence must be collected by the management before the meeting is to take place so that all facts can be stated and discussed during the meeting. Witnesses can be called in to the meeting to give accounts of the disciplinary incident/incidents. Minutes/notes of the meeting should be taken by another member of the management team so that the member of staff conducting the meeting can give their full concentration to the meeting. Members of management staff should always stay impartial and be fair to all sides of the disciplinary process. â€Å"Innocent until proven guilty†should always be at the core of any disciplinary action. The employee should always be given time to give their account of incidents. Support should always be given no matter what the outcome; anger has no place in a disciplinary procedure. The meeting can be adjourned if new evidence comes to light so that both parties can have time to think/investigate these matters. There are three potential outcomes of the procedure; No action taken. Formal warning issued. Either Verbal, first written or final warning depending on any previous disciplinary procedures. Dismissal. The outcome of the meeting should always be given to the employee in writing along with information on the appeal process. Written evidence should always be taken and kept on file in case the employee should go to tribunal for unfair dismissal. Everything should be done to support the employee before a written warning is given, i.e. Additional training/courses that would improve standards of work. A mentor scheme whereby the employee works alongside a senior member of staff for a short period of time to gain a better understanding of procedures. 1.4 Evaluate the relevant employment policies required for the recruitment and management of staff in the organisation. To ensure that equal opportunities are met, the nursery should advertise any job vacancies fairly. This procedure should include the role being advertised in a wide range of places so the information is accessible to all. The advert is to be released to all areas at the same time and it should include a statement welcoming all applicants that meet the minimum requirements and qualifications, thus to promote that the nursery is an equal opportunities employer. When the deadline for the application forms to be sent in has passed. The management team should then go through the applicants and choose which they should shortlist and invite for interview. The management team need to make sure that all applicants that are invited for interview meet the minimum requirements that were stated in the advert and set out by the nursery management. The reasons for selection or rejection of an applicant should be recorded on a scoring sheet and be kept on file for 3 months. It is best practice to send a letter to all applicants notifying them if they have been successful or not. It is useful if the management team put together a list of key questions for the interview. This insures that all applicants receive a fair and equal opportunity during the interview process. All answers should be written down by the interview panel so that all information is accessible when deciding who they will employ. All staff involved in the recruitment and selection process should be trained appropriately, especially in the area of equal opportunities. Again, all interviewees should be notified if they have been successful or not, by a letter. It is best practice to welcome the interviewee to phone the manager for feedback on how the interview went. This encourages development of qualifications and skills where needed. The letter should include a formal job offer for the successful candidate. The manager should then organise an induction meeting with the successful candidate. During this meeting, the manager can go through the day to day running of the nursery. The new employee can be introduced to other staff members. Uniform can be given if needed. The manager should also give the new employee a copy of the nursery policies and procedures and asked to read them before they start their new role. Both the manger and the new member of staff should sign to say these policies were given and recieved. The manager could also discuss with the new employee any training development opportunities that may be available and a personal development plan should be filled in. During this discussion, the manager may also talk about future promotions that may be available within the nursery and give the new employee any help and advice they may need to further their career and achieve their personal goals. During the first week of the new employee’s job, it is good practice to pair them up with an existing member of staff so they can shadow and observe the staff member to see how the nursery works on a day to day basis. The new employee should be told of all the nurseries policies and procedures such as forms that regularly need filling in, times of the day that certain events take place i.e., toileting times, lunch times etc. The new member of staff should also be made aware of any special requirements that the children may have such as allergies, medication, illnesses and dietary requirements. This is an example of an employment policy; Employment Policy Policy statement We at Early Learners Nursery School ensure that adults looking after children, or having unsupervised access to them, are suitable to do so. We meet the Safeguarding and Welfare Requirements of the Early Years Foundation Stage, ensuring that our staff are appropriately qualified, and we carry out checks for criminal and other records through the Criminal Records Bureau in accordance with statutory requirements. Vetting and staff selection We work towards offering equality of opportunity by using non-discriminatory procedures for staff recruitment and selection. All staff have job descriptions, which set out their staff roles and responsibilities. We welcome applications from all sections of the community. Applicants will be considered on the basis of their suitability for the post, regardless of disability, gender reassignment, pregnancy and maternity, race, religion or belief, sexual orientation, sex, age, marriage or civil partnership. Applicants will not be placed at a disadvantage by our imposing conditions or requirements that are not justifiable. We use Ofsted guidance on obtaining references and enhanced criminal record checks through the Criminal Records Bureau for staff and volunteers who will have unsupervised access to children. This is in accordance with requirements under the Safeguarding Vulnerable Groups Act (2006) for the vetting and barring scheme. We keep all records relating to employment of staff and volunteers, in particular those demonstrating that checks have been done, including the date and number of the enhanced CRB check. Staff are expected to disclose any convictions, cautions, court orders, reprimands and warnings which may affect their suitability to work with children whether received before, or at any time during, their employment with us. Disqualification Where we become aware of any relevant information which may lead to the disqualification of an employee, we will take appropriate action to ensure the safety of children. In the event of disqualification, that persons employment with us will be terminated. Changes to staff We inform Ofsted of any changes in the person responsible for our setting. Training and staff development Our setting leader and deputy hold the CACHE Level 3 Diploma for the Children and Young Peoples Workforce or an equivalent qualification and a minimum of half of our staff hold the CACHE Level 2 Certificate for the Children and Young Peoples Workforce or an equivalent or higher qualification. We provide regular in-service training to all staff whether paid staff or volunteers through the Pre-school Learning Alliance and external agencies. Our setting budget allocates resources to training. We provide staff induction training in the first week of employment. This induction includes our Health and Safety Policy and Safeguarding Children and Child Protection Policy. Other policies and procedures will be introduced within an induction plan. We support the work of our staff by holding regular supervision meetings and appraisals. We are committed to recruiting, appointing and employing staff in accordance with all relevant legislation and best practice. Staff taking medication/other substances If a member of staff is taking medication which may affect their ability to care for children, we ensure that they seek further medical advice. Staff will only work directly with the children if medical advice confirms that the medication is unlikely to impair their ability to look after children properly. Staff medication on the premises will be stored securely and kept out of reach of the children at all times. If we have reason to believe that a member of staff is under the influence of alcohol or any other substance that may affect their ability to care for children, they will not be allowed to work directly with the children and further action will be taken. Managing staff absences and contingency plans for emergencies In term time only settings, our staff take their holiday breaks when the setting is closed. Where staff may need to take time off for any reason other than sick leave or training, this is agreed with the manager with sufficient notice. In all year round settings, managers organise staff annual leave so that ratios are not compromised. Where staff are unwell and take sick leave in accordance with their contract of employment, we organise cover to ensure ratios are maintained. Sick leave is monitored and action is taken where necessary, in accordance with the contract of employment. We have contingency plans to cover staff absences: There are several banks staff that are contactable in case of absences and also staff which can be contact from another Nursery. www.earlylearnersnurseryschool.co.uk (25.01.2014) Conclusion. It is essential to maintain good communication with in a nursery setting because the nursery as a business depends on it. Good communication produces a high standard of work thus creating maximum results with governing bodies. The appraisal process is important in supporting all members of staff to achieve a high level of qualifications and further advance their career. This achieves a better environment for all the children in the nurseries care as they would receive a high standard of care. The disciplinary and grievance procedures with in the nursery setting are never a nice time for both employee and employer but these procedures are a must for the nursery to maintain a high standard of care. The recruitment and selection process is very important to â€Å"get right†. The manager needs to employ the right staff for the nursery whilst offering equality of opportunity by using non-discriminatory procedures for staff recruitment and selection.
Friday, October 25, 2019
The Important Role of Missionaries in the Anglican Church :: European Europe History
The Important Role of Missionaries in the Anglican Church Missionaries have been part of the Christian faith for many years. With the great expanse of the British Empire it is logical that the need for missionaries would expand as well. The problem is that England was already experiencing a shortage of clergy due to the increased demand caused by industrialization. With a shortage of Anglican clergy in England, the call to leave home and hearth to encounter unforeseen perils defines the true meaning of a missionary. The reason that the clergy were willing to make this sacrifice reflects society's perception, and the clergy’s perception of what it means to be a missionary. John Kent in Nineteenth Century Church and English Society describes missionary work as doing "the divine will of God" (Kent 109). The fact that many different religions feel that they are doing the will of God is completely immaterial to the Christian missionary. They feel that theirs is the one true faith and it is their "duty to convert the heathens to the one true faith" (Kent 112). The missionaries felt in doing their duty that they would reap their just rewards and secure for themselves a place in Heaven. Kent also tells us that " Victorian missionary work was treated as a saga of sacrifice, heroism, and Christian philanthropy" (Kent 109). The sacrifice was in leaving the comforts of home. The heroism was in the converting of the non-believers and the philanthropy was in the giving of oneself for the "betterment" of humanity. In Jane Eyre we listen to St. John telling Jane his deepest desire to be a missionary. He says he "aspires but after the day when the cross of separation from fleshly ties shall be laid upon his shoulders, and when the Head of that church-militant of whose humblest members he is one, shall give the word, 'Rise, follow me!'" (347; ch. 30). St. John is foreshadowing his separation from his family to follow the call of the missionary. His sister Diana describes his ambition to go to India as a "fever in his vitals" (349; ch.30) and that her conscience "will hardly permit me to dissuade him from his severe decision†¦. It is right, noble, Christian: yet it breaks my heart" (350; ch.31). She sees the missionary work as something extreme and severe. When she talks of the fever in St.
Wednesday, October 23, 2019
Novelist of the Harlem Renaissance Essay
In Nella Larsen’s Passing, racial identity and â€Å"passing,†or traversing the color line, have multiple configurations. Clare Kendry is the character who seems to saunter undisturbed back and forth across the color line. Irene Redfield wants to maintain a strict perimeter around her life, a perimeter far from the ambiguity of the color line. Their reunion starts when Clare introduces herself to Irene at a restaurant and end with Clare’s death. It is easy to read the novel as one where Clare is dangerous to Irene’s life. After all, she brings the color line right to Irene’s doorstep. But Irene seems to be more dangerous at the end of the novel. Larsen raises the question of whether Irene pushed Clare or if she fell. Irene and Clare interpret racial identity in very different ways. â€Å"Passing†is also open to interpretation, not only because racial identity is constructed but, because Irene and Clare also negotiate boundaries of gender and sexuality. Just as she does with race, Irene maintains a strict perimeter around her sexuality and in adhering to expectations of femininity. The abandon with which Clare seems to move back and forth across the color line is the same abandon that seems to inform her sexuality and gender identity. Larsen very skillfully unsettles reader expectations by delineating a rigid character on one hand and a flexible character on the other. Then Larsen undermines those expectations over the course of the novel. A reader’s experience of race is initially confirmed by Irene and challenged by Clare but not all of the pieces of puzzle fit. Class identity, something both Irene and Clare have in common, is a consistent challenge to broad generalizations in the 1920s about what black people could do and be. Because of the way â€Å"class†and socio-economic â€Å"place†for black people was associated with extreme poverty and lack of education, a middle-class black woman could not â€Å"stay in her place. †Works Cited Davis, Thadious M. Nella Larsen, Novelist of the Harlem Renaissance: A Woman’s Life Unveiled. Baton Rouge, LA: Louisiana State University Press, 1996. Doyle, Laura. Freedom’s Empire: Race and the Rise of the Novel in Atlantic Modernity. Durham, NC: Duke University Press, 2008. Favor, J. Martin. â€Å"A Clash of Birthrights: Nella Larsen, the Feminine, and African American Identity. †Authentic Blackness: The Folk in the New Negro Renaissance. Durham, NC: Duke University Press, 1999: 81-110. Hutchinson, George. In Search of Nella Larsen: A Biography of the Color Line. Cambridge, MA: Belknap Press, 2006. Jenkins, Candice M. â€Å"Decoding Essentialism: Cultural Authenticity and the Black Bourgeoisie in Nella Larsen’s Passing. MELUS 30. 3 (2006): 129-54. Larsen, Nella. Passing: A Norton Critical Edition. Ed. Carla Kaplan. New York: W. W. Norton, 2007. Rabin, Jessica. Surviving the Crossing: (Im)migration, Ethnicity, and Gender in Willa Cather, Gertrude Stein, and Nella Larsen. New York: Routledge, 2004. Wald, Gayle. Crossing the Line: Racial Passing in Twentieth-Century Literature and Culture. Durham, NC: Duke University Press, 2000.
Tuesday, October 22, 2019
Bullying in School Has Become Serious Issue Essay Example
Bullying in School Has Become Serious Issue Essay Example Bullying in School Has Become Serious Issue Essay Bullying in School Has Become Serious Issue Essay Essay Topic: Middle School Is bullying a part of a more normal aspect of children’s behavior? Has bulling become a more serious problem? The answer is yes! I remember that at one point in my middle school years, I was bullied. Fortunately it didn’t get too serious because my parents moved me from the school I was attending. Not everyone has that luck. CNN reported Just prior to his death he was stripped nude, tied up and again placed into a trashcan, (Kuo, 2011, para. 4). This happened to Jon Carmichael, 13, who committed suicide, hanging himself after being bullied. Bullying is defined as when a teen’s behavior is purposefully meant to harm or disturb another child, when it occurs repeatedly over time. Further, bullying behaviors include anything from verbal belittling regarding race, looks or speech, hitting, pushing or slapping. It also includes rumors, sexual comments or gestures. Many argue that there is no real way to prevent bullying. Kids will be kids and that is all there is to it. But, because of the incredibly negative effects that have recently been found to occur to the victims of bullying, there has been an active effort to limit bullying. The solutions are easy ones, and easy to practice. Often times, students fall victim to the bystander effect, simply by letting the bullying occur. It is in the hands of the kids and the teachers. The teachers need to listen and watch. They have to pick up on the clues that a child is being bullied. As for students, to embrace the victim is to tell the bully that what they are doing is unacceptable. The bully will stop if the bully knows that they are not getting the kind of attention they sought through bullying. It is a group effort, and an effort that is worth it. According to Indicators of School Crime Safety, bullying continues to be a serious problem, particularly in middle schools, where 10% of students in grades 6 and 7 reported to be bullied, compared to 5% of students in grades 8 and 9, (Indicators of School Crime Safety, 2000, p. 13). Parents also have to get involved in the situation. First, listen to your child. Many fail to do this. Just talking about the problem and knowing that you care can be helpful and comforting. Make sure that your child knows that you do not blame or feel disappointed in him or her. Encourage your child not to retaliate against the bully or to let the bully see how much he or she has upset your child. Getting a response just reinforces the bullying behavior. Tell your child that if at all possible, he or she should stay calm and respond evenly or firmly. Some children find it works to just say nothing and walk away. At other times, it can be more effective to make a joke, laugh at oneself, or to use humor to defuse the situation. Finally, encourage your child to go immediately to a teacher, principal or any other nearby adult. Bullied victims should be encouraged to form strong friendships. Those who have loyal friends are less likely to be singled out by a bully. So, yes! Bullying has become a serious problem that can lead to death. It is important for parents, teachers and principals to increase supervision on students. Parents need to know who their child is spending time with. Schools need an anonymous hotline line, in which students can report any bullying. If the bullying continues, you need to seek help for your child. Without intervention, bullying can lead to serious academic, social, emotional and legal difficulties. Talk to your childs pediatrician, teacher, principal, school counselor, or your family physician. If the bullying continues, a comprehensive evaluation by a child and adolescent psychiatrist or other mental health professional should be arranged. The evaluation can help you and your child understand what is causing the bullying and help you develop a plan to stop the destructive behavior.
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