Time management in the workplace Term Paper Example | Topics and Well Written Essays - 1250 words

Time management in the workplace - Term Paper Example Time management is important in every field of life, such as, in schools, at workplace, or even at home. In the present world, every person has to do many tasks daily, which need him/her to have excellent time management skills because without making a proper schedule, it becomes very difficult for a person to manage the routine tasks efficiently and effectively. Time management in the workplace is a very important concept related to increased workplace productivity. If the employees organize and schedule their time, as it should be, it not only increases their productivity but also increases overall productivity of the company. Without effective time management, it becomes very difficult for the employees to manage their job related tasks in an appropriate manner. Effective time management helps employees organize and learn the ways to spend their time at the workplace, allows employees to utilize the resources efficiently, and makes employees deal with every task with full dedicati on and commitment. Developing an effective schedule for the workplace is extremely important for the employees of any company or organization because it not only helps employees plan for the unplanned works but also makes them more productive and efficient. An important point regarding time management is that it should be able to adapt to the changes in the workplace. Certain things can happen at the workplace, such as, an unexpected work given by the manager, an urgent order placement by a customer, or failure of technology. Therefore, in order to face these kinds of situations, employees need to develop a schedule, which should have some capacity to accommodate unexpected situations. Another important point related to effective time management schedule is the sequence of works. Employees need to put the works in the queue based on the level of priority. Most relevant works should be done first in order to escape from all sorts of time shortage troubles. â€Å"Good time management involves keeping a schedule of the tasks and activities that have been deemed important† (Estes). If an employee does not care for the priority of works while developing the time management schedule, it can create severe problems for the employee in case of any unexpected addition of a task to the schedule. Therefore, adding the tasks in the schedule in the order of their significance is a very important concept regarding effective time management. Some employees need to develop their schedule once a week or once a month whereas some employees need to reschedule their activities on daily basis. Therefore, an important thing for an employee is to look at the nature of the job and develop the time management schedule accordingly. Moreover, employees need to avoid all sorts of distractions in order to become more productive and focused. Employees need to focus towards their work in order to complete their job related tasks within time. Distractions divert the concentration of em ployees affecting their level of productivity. Importance of Time Management Time management at the workplace is a very important concept for every employee working for any company or organization. Time management makes an employee get the maximum use of all available resources. It also plays a critical role in the success of an employee. Without developing of an effective workplace schedule, an employee cannot manage his/her job related tasks in an appropriate manner. We can take example of a new employee who starts feeling stressed while learning new roles and

Final exam ( very important to finish on time ) Essay - 1

Final exam ( very important to finish on time ) - Essay Example As an example, legacy applications are software designed and implemented in the previous decade and have limited functionality. At the same time, web applications use the latest programming techniques, gather inputs from a variety of sources and offer many new functionalities, features and modules (p. 16-17). Hence, the same approach of software engineering cannot be applied to them. Prototyping model is a part of the prescriptive process model and is a part of the evolutionary process model. In prototyping, the customer defines a general set of objectives for functions and features. The developer then uses these requirements as the basis, identifies the requirements and then creates a prototype model for the software that is further refined until the final product is ready (p. 43-44). The prototype model is used to develop applications used by a organizations in different sectors namely, banking, insurance, manufacturing and retail. As an example, banking applications have requirements such as registering the customer, assigning an account number for each customer and tracking their account related activities. On the other hand, a manufacturing firm produces a small range of products with a fixed number of parts. In this case, the prototype model must allow the organization to track each part, assist the marketing department in sales, aid the accounts departmen t to carry out billing and so on (p. 45). The Manifesto for Agile Development has the objective of finding better ways of developing software and it is based on four values (p. 65). However, some situations can arise that can vitiate the development procedure and create trouble for the software team. These possible situations are briefly discussed as follows. Individuals and interactions over processes and tools: Process and tools specify protocols and methods in which they

The Impacts Of Terrorism On Uk Tourism Tourism Essay

The Impacts Of Terrorism On Uk Tourism Tourism Essay Chapter 4: 4.1 Introduction: Terrorism is the biggest threat to UK economy and also documented to have biggest threat on tourism industry demand. This chapter focuses on the short term impacts on UK tourism and related industries demand after September 11 2001 terrorist attacks on New York and July 7 2005 terrorist attacks on London. The studies show that, these attacks caused big shock to tourists attitudes to travel toward UK destinations and also change the image profile of tourist destinations in UK, especially London. Moreover, this chapter will also find that some UK destinations (like London) experienced strong negative impacts on the attractiveness and image for short term than others. 4.2 Targeting the Tourists: Tourism industry represents a significant contribution to UK economy. The past decade terrorist attacks caused significantly decline in foreign exchange receipts, it also increase government costs and gain political advantages over UK government officials (Hall and O Sullivan 1996). These terrorist attacks have changed the tourists perception to travel UK and they preferred to go safer destinations to enjoy their holidays. According to Keenan Steve (2003), UK tourists receipts dropped by 12.9 % as the result of September 11, 2001 terrorist attacks (Table 1). The Maley J. (2006) report, after London bombing tourists frightened away from Capitals major tourist attractions. The National Gallery had 15.2%, Tate Modern, London Eye had 12% and London tower 9.7% fewer tourists than last year. As Hall and O Sullivan (1996) said, the tourism is a symbol of capitalism for an economy. Attacking the tourism industry means, attacking the government policies and in this way terrorists strengthenin g themselves against government by making the government look weak. Table 1: International Tourists Arrivals in UK after September 11 2001 MONTH / QUARTER UNITED KINGDOM % COUNT CHANGE JANUARY 255,140 5.2 FEBRUARY 307,587 -5.8 MARCH 370,319 0.4 1ST QUARTER 933,046 -0.5 APRIL 418,837 -11.9 MAY 359,168 -5.9 JUNE 354,505 -6.4 2ND QUARTER 1,132,510 -8.4 JULY 410,208 -4.1 AUGUST 415,076 0.6 SEPTEMBER 317,035 -31.1 3RD QUARTER 1,142,319 -12.1 OCTOBER 330,791 -26.3 NOVEMBER 275,931 -31.5 DECEMBER 282,661 -25.1 4TH QUARTER 889,383 -27.6 Year-To-Date Average 4,097,258 -12.9 Source: http://tinet.ita.doc.gov/view/m-2001-I-001/table_5.html Different scholars have defined and explain terrorists objectives in different ways and most scholars have agreed that terrorists gain their objectives by targeting people. Richter and Waugh (1986) said that, terrorists goals can be classified as revolutionary, sub-revolutionary or anti-government. For closer examination several other objectives emerge. Firstly, targeting tourists help terrorists groups to achieve their strategic aim and objectives by creating fear in people, destabilizing the economy and gaining the media attention. Targeting local and international tourists provide platform to terrorists with the advantage by gaining free international publicity and disrupting local tourism industry. Richter and Waugh also said that the terrorists can travel with other travellers and carry out big foreign currencies financial transactions without arousing suspicion. Over the past decade, the international tourism has become very popular. Terrorists have recognised the importance of tourism industry in economies. As a result, they had demonstrated by number of attacks on tourists. When international tourists involved in terrorist attacks, media coverage is guarantee and media keep these incidents alive for weeks and months. According to Weimann and Winn (1994), media coverage make terrorists hero and amplify their massages to enhance their moral legitimacy. By targeting tourists, terrorist groups main objectives are to secure the media attention. It is a modern tact for terrorists to keep themselves alive in local and international media news for weeks. When international tourists killed or kidnapped, the whole situation in instantaneously dramatized by local and international media, which can cause political conflict between establishment and terrorists. Terrorists achieve their objectives, when media increase its rating or circulation. The Second major objective of terrorists is to achieve their ideological objectives by targeting tourists, which can cause clashing cultures, values and socioeconomic levels. Terrorists target tourists for their symbolic values. The July 7 2005 London bombing was the prime example of terrorist attack on world famous tourist destination and cultural city. The bombing on public transport killed over 50 passengers including some foreigners. In this incident, terrorists targeted public transport to create uncertainty and cultural differences between different communities in UK. The major impact was on UK government foreign relation with foreigner tourists countries and accused (terrorists) countries. The foreigner tourists countries are demanding justices for their innocent civilian killing and UK government is demanding from accused countries to take strict measures to control terrorism. The conflict between different communities and countries resulting from clashing values and cultures was aptly demonstrated in past few years after terrorist attacks. The tourism literature demonstrates that, tourism can be medium of communication as well as the massage initiated by terrorists. Terrorists violence against tourism industry fuelling political, socioeconomic, religious and cost effective instrument used to deliver broader massage as opposition. In either case, the terrorists aim to target tourist is not coincidental and for terrorists, tourism industry is high profile, symbolism and free publicity which not to be left unexploited. 4.3 Levels of analysis: The economic impact of terrorism on UK tourism can be calculated from number of ways. There are direct costs to the industry and indirect costs to responding these events. The cost can be calculated in number of ways, for example, how much money would be lost in any productive work if we stand up in a line for an extra hour every time, we flew or travel for security checks etc. In past the economist experts have tried to calculate the economic impacts of terrorism on UK tourism for Years. They agreed that, the terrorist attacks have both short and long term impact on the tourism industry. The short term impacts are psychological factors (for example fear of flying, uncertainty), and long term impacts are decline economic performance, spending on war on terrorism (both cause unemployment and loss of earning) and long time to recover the tourism industry long term down cycle. 4.4 Effects of terrorism on UK tourism: There are number of studies that show economic impacts of terrorism on the tourism industry. The studies of IMF 2001, Hobjin 2002 and Navarro and Spencer 2001 concluded that the direct cost on tourism demand (output) seems relatively small and short term. Terrorist attacks do reduce the economic growth, although the estimated impacts are smaller than the cost of internal conflict. When September 11, 2001 and July 7, 2005 terrorist events happened, it effected UK tourism industry both directly and indirectly and disrupted the whole UK economic process. To make the impacts of their activities stronger, terrorist groups targeted airline industry, local transport system, tourism destinations, public areas and other businesses. But, travel and tourism industries were the prime and attractive target for terrorist groups in past decade. Because, these industries presence is everywhere and their aftermaths are deeper on society and on the economics. 4.5 Direct Effect of Terrorism on UK Tourism and Related Industries: The tourism industry generates huge economic benefits for the UK economy. The main economic benefits of tourism are foreign exchange earning reserve, employment, tax revenue and business development opportunities etc. According to the world tourism organization report, tourism is one of the top five export categories and source of foreign exchange earnings for many countries. For UK economy tourism is one of the biggest sources of foreign exchange earning. This foreign exchange can be used to import goods needed for other economic sectors. Tax revenue receipts by HMRC from tourism industry can be divided into direct and indirect receipts. Direct receipts are the taxes on income earned by workers and businesses. The indirect tax receipts are the duties levied (VAT) on goods and services purchased by tourists in UK. In past few years, UK tourism industry has been through a very difficult period. It failed to keep up with global arrivals growth, after September 11 2001 terrorist attacks, outbreak of foot and mouth disease in 2002 and July 7 2005 London bombing. The September 11 2001 terrorist attacks have biggest impact on UK international tourists arrival and airline industry (Graph 1). UK tourism industry is heavily dependent on air transport for tourists arrival. After September 11 2001 terrorist attacks people were hesitate to travel on aeroplanes, because the terrorist threatened to hijack the plans. These threats shocked the UK tourism industry. After 2001 terrorist attacks and 2002 foot and mouth disease shock wave, UK tourism industry started recovering its position. In 2004 UK tourism industry reached its peak and 27.7 million tourists arrived in UK during this year. They spend over  £13 billion in UK economy directly and indirectly. Further growth in tourism industry was forecasted fo r coming year, and in first six months of 2005 UK tourism industry boomed and hit the forecast target but July 7, 2005 bombing thwarted the tourism industry again. According to LCCL (2005) report, in first three weeks of July 7 terrorist attacks, UK tourism industry lost in excess of  £300 million. Graph 1: Impact on International Arrivals in UK Source: British Tourism Framework Review 4.5A Impact on Airline industry: Direct effects of terrorism have instantaneous effects on the tourism and related industries. Airline industry is one of those industries. Many travellers were fearful of travelling after September 11, 2001 terrorist attacks, because terrorist threats to target airlines. These threats caused huge decline in air travel passengers, as a result number of European and US airlines cut back number of flights and some airlines carriers went completely out of business (Swiss Air, metro jet) for couple of days (Lennon and Leary 2007). Before September 11 2001 the airline industry was already under pressure of surplus capacity. According to Francis and Humphreys (2001), at the end of October 2001, BAA Plc (Owner of Londons main airports) reported that World trade centre attacks have broad impacts on UK air traffic. The worst effected route was Trans Atlantic traffic route. It was reported that almost one million passengers declined in October 2001 at Heathrow airport, of which more than half m illion were Trans Atlantic routes passengers. Because, the Heathrow airport is the world most important long haul international travel destination. While the short or local haul traffic demand was down by 11 percent compare to previous year. July 7, 2005 terrorist attacks were direct attacks on London Local bus and train networks. As a result the London underground train services were suspended for couple of days and transport companies lost millions of pounds. This loss was the direct damages and declined in the number of passengers travel toward London due to security reasons and fear of more terrorist attacks. The airline industry also had severe impacts of London bombing, because for the short time period many tourists and travellers cancelled their flights and holidays. 4.5B Increase in Security Cost to tourism related industries: The latest terrorist attacks on London caused new and tightened security measures at hotels, entertainment centres, bus and train stations, airports, sports stadiums and tourists destinations. Some of these security measures are deployment of more security personnel on airports, historical places and city centres, installation of better screening system on airports and other public areas to scan and examine travellers and their baggage, more random checks of passengers, installation of surveillance cameras to monitor suspicious people activities. All these security measures have caused big increase in cost to government departments and businesses; as a result they increase their products and services prices and all burdens goes to end user of the products and services, which may be tourists. 4.5C Impact on tourism related Jobs: Terrorism crises cost many jobs in UK and rest of the world. According to Travel trade Gazette (2002) report, The World Travel and Tourism Council estimated that over 10 million travel jobs were lost worldwide after to September 11 2001 terrorist attacks. In United Kingdom, just in October 2001 tourism revenue declined by 25 percent, as compare to the last year, as a result thousands jobs were lost in London (Travel trade Gazette 2002). According to Riley O. (2002), in just three months after September 11 incident, it was announced, that UK tourism industry total loss were over  £600 million in revenue. In first two months, over three thousand hotels and other related businesses workers lost their jobs in UK. July 7, 2005 was the direct attacks on London, as a result London tourism declined and thousands of people engaged in tourism and tourism related industries lost their jobs. In past couple of years UK tourism industry was generating over 10 billion pounds a year and provides e mployment more than half a million people in the London city of more than 7 million people, which represent 10 percent of population. 4.5D Impact on Hotel Industry: The UK tourism and hotel industries are growing side by side and UK hotel industry is highly depending on tourists. The hotel industry performance in Europe suffered badly after September 11 2001 terrorist attacks. The UK hotel industry was booming before September 11 2001 terrorist attacks, because hotels in London which relay on tourism industry and high end US business were most exposed. According to Travel Research International Ltd (2001) report, just in September 2001 over 25 percent London hotel industry revenue declined. Based on preliminary information available, the hotel occupancy rates for the rest of the year are forecast to be 65 to 75 percent, compared with 81 percent in 2000 (Graph 2). After September 11 2001 international hotel chain Hilton Group has reduced it capital expenditure budget from  £150 million to  £75 million in response to decline in entire hotels chain revenues. In first two months there was a 10.7 percent fall in Hilton hotels chain revenues. Many hotels in all UK cities suffered from lack of American business, five star hotels in London down by 32 percent and four stars hotel by 15 percent. The UK hotel industry had suffered badly after July 7 2005 terrorist attacks on London. Data from PKF Accountants and business advisers (2005) shows that, the London hotel occupancy down by 4.9% on the same month last year. Outside London regional hotel showed .7% fall in occupancy. According to Monaghan G. (2005), UK hotel and travel industry stocks including TUI, AG and Hilton Group Plc slumped by July 7 2005 London bombing, which hurt the citys tourism industry. The FTSE 350 shows that hotels and leisure index dropped by 5.8 percent; it was the biggest decline in Leisure and hotels index since September 11 2001 terrorist attacks. UK tourism industry had been recovering from three year slump in industry followed by September 2001 attacks and UK tour operators was receiving a boost from London win a bid to host the Olympics in 2012. Expert said due to tourism boom about 75 percent London hotel rooms were occupied between 2004 to June 2005. Soon after July 7 0005 terrorist attacks on London hotels occupancy declined down to 65 percent, as a result of decline in tourists (Graph 2). The share prices of Hilton group and Inter Continental Hotel Group Plc slumped to 7.2 and 6.4 percent respectively. Graph 2: Hotel Occupancy in UK after September 11 July 7 Attacks Source: PKF, Deloitte and TRI Consulting Press releases 4.5E Impact on Sports Tourism: During the week of terrorist attacks on London, all major sporting events in the London and other cities were cancelled and postponed for the future dates, because of security concerns. These included football matches, local cricket league matches etc. Thousands sport fans travel from abroad to attend sport events had cancelled their trips. The local sport fans from other UK cities had also cancelled their trips toward London to attend sports events. Each attendee spends an average of  £100 to  £150 for admission, food, accommodation, parking and miscellaneous items. After July 7 2005 terrorist attacks many sport tourists had cancelled their trips to attend events or changes their mind to travel to London. Many months later after attacks sport tourists were still hesitating to travel London attend sports events for safety and security reasons. 4.5F Impact on Travel toward the UK Destinations: September 11 terrorist attacks not only impact on US travel and tourism, UK was also curtailed. Many countries issued warning to travellers to avoid countries such as US and UK, because of more threats of terrorist attacks. As a result, Great Britain saw over 25% declines in tourism revenue in September and October 2001 as compared to the previous year. July 7 2005 London bombing also adds fuel to the fire. Several thousands tourists were cancelled their vacation plans and business trips to the UK and other Europeans countries. Many UK tourists also cancelled or postponed their holidays within the UK and many hesitate to travel toward London. As a result, hospitality industry in UK had lost millions of pounds in revenue. 4.5G Impact on Tourists Safety, Attitudes and Beliefs: Tourists always prefer their safety before they travel. Terrorist attacks on London city 2005 and New York 2001 had very strong affects on the UK tourism industry, because it was a big challenge to the tourists security beliefs. When tourists travel, they do not want to expose any hazards. The safety is the main concern for them. The terrorist attacks are the biggest threat to travellers and tourists personal safety, which reduce the travellers propensity to travel. The September 11 2001 attacks clearly demonstrate the tourism industry and Sonmez S. (1998) said that tourists substitute risky destinations with safer choices, demonstrate a delayed reaction to terrorism and exhibit cultural differences in their reactions to risk or threat. As a result many tourists had switched their holidays toward safer destinations in other countries. 4.5H Impact on Tourism and Travel Services Suppliers: The travel services suppliers are operating in very comparative market and at very thin margins are vulnerable to any decline in demand. Tour operators and travel agents in UK were already under growing pressure from direct sell methods between customers and service suppliers. The impact of September 11 2001 terrorist attacks had weakened the airline and related industries and July 7 2005 terrorist attacks on London had made matters worse. The difference is that, these suppliers have less rigidity than the airline and related industries; hence contractions in size and closures are likely to be permanent. The tour operators and travel agents in UK have been hit particularly hard by terrorist attacks. According to the Association of British Travel Agents report, after September 11 2001 terrorist attacks, the number of agents closing has increased, compared to the same period last year, because decline in air travel tourists demand. The UK tourism mainly depends on air travel and for survival many travel agents were cutting costs by shedding staff. Just Thomas Cook had announced 1500 job cut, which was representing 12% of its workforce. Many months after the terrorist attacks UK tour operators reported that, booking are not improving, tourists and holiday makers are hesitate to travel toward UK. Although holidays packages were being discounted and booking were offered at short notice. The UK tour operators were reported to reduce there capacity by 20 % for coming summer, although Association of British Travel Agents forecasted that booking will fall by only 5% in next summer. 4.5I Impact on Tourists Spending Pattern: The Tourism industry Emergency Response group reported, that the spending by overseas tourist in UK is likely to decline by 300 million as a result of July 7 2005 bombing. The decline in tourism spending generates negative impact on UK total spending and employment pattern. The direct impacts of July 7 2005 terrorist attacks were many tourists cancel or postponed their trips to UK because of their safety. The effects of cancellation and decisions not to travel cost UK tourism industry huge losses, which contributes 4 percent to UK GDP that represent $2.1 trillion. Just London accounts 50 percent of total UK tourism industry of foreign tourist revenue alone and provide gateway for tourist travelling to other UK cities. 4.6 Indirect Effect: 4.6A Change in tourists demand heterogeneously: While the indirect effects of terrorism on UK tourism industry include prominent decrease in tourism demand after terrorist attacks and many months after these terrorist attacks foreign tourists were still hesitating to travel toward UK destinations. Many tourists permanently switched to other world famous tourists destinations. The decline of tourists demand also compels UK authorities towards the new policies and their immediate implementation, with the aim to minimise long term impact on tourism demand. According to Loewenstein et al (2001) the indirect effect contains fall in tourists demand, which may interrupt or disconnect the industry demand. It is evident that UK tourism industry operates according to the demand of overseas and local tourists. The above discussed terrorist attacks are infecting a widespread of common fear of individuals which in results decline in tourism demand. 4.6B Change in Tourists Behaviour: According to Sunstein (2003) the asperity of those adverse cases detect to which level these events are painful and emotionally attach towards the memory of individuals. Janis and Feshbach (1953), fear is a specific mental state, it appear with the surety of non availability of security or when there are predictions of more incidents in future. More over it is obvious the tourists get some kind of impact from continuous state of fear from terrorism. Czinkota M. R. (2005) said that economic research also has roots in correlation among behaviour and emotion. The negative emotions like state of fear definitely affect tourists travelling behaviour. Leventhal (1970) narrates that excessive fear of terrorism is look out of control for tourism market. Sunstein (2003) said, the terrifying effects of terrorism, tourists over estimate its occurrence in certain ways. The behaviour of over re-acting about terrorist attacks fear traces people to make demand of extra improvement in remedies from a uthorities and government. This kind of tourists behaviour also had strong impacts on tourism industry. 4.6C Long Term unplanned expenses: The terrorism caused major decline in all UK economic sectors, which results the huge reduction in long term profits in all type of industries. Tourism sector is one those economic sectors which had direct and indirect impacts. The decline in tourists demand after terrorist attacks to travel toward UK destinations caused big reduction in long term profit of tourism and related industries. To bring back tourists and to recover its position, UK tour operators were offering special offers to tourists, like reduction in holiday packages, travelling packages, hotel packages etc. All these price cuts results tourism industry has to face un-planned expenses and reduction in revenue, which was the indirect impact on tourism sector. 4.6D Impact on Tourist Destinations Image: The UK tourism industry is very popular in overseas tourists, because there are number of places of interest throughout the Great Britain including museums, castles, stately homes, royal palaces, theme parks, Zoos, art galleries, gardens and many more historic places. The image importance of UK tourism industry can be viewed as it is sixth largest destination in the world (over 190 countries). This reputation and image took years to build but past decade terrorist attacks pointed many fingers toward it stability. The UK tourism had suffered largely due to derogatory history of terrorism in London and other main cities in past. The July 7 2005 terrorist attacks added fuel to the fire. For short time many overseas tourists cancelled their holidays due to more terrorist attacks fear, which had direct and indirect impact on image brand on UK tourism industry. After these terrorist attacks UK tourism industry image brand took months to recover in tourists mind. 4.6E Impacts of Government Regulations on Tourism: Czinkota et al (2004) said that there may be need of making of policies, laws, and regulations for public in reaction of these terrorist attacks. While determine to improve security conditions, these regulations cause delays in efficient tourism industry operations. According to Sustain (2003) these government regulations sometimes does not help really in growth of economy and tourism industry, also effect negatively. These new polices of checking tourists and their languages imposed on airports, sea ports and train stations cause more trouble to tourists, increase security cost, time wastage and also decrease the efficiency. 4.6F Impact of Foreign Polices on Tourism: The way foreign relations alter because terrorism is not predictable and it is mixed blessing in so far foreign policy concerned. Terrorism unites the nations as well as separates them. The nations unite on common agenda of tackling terrorism and break with forever due to it. The foreign relations of different countries are based on co-operation and mutual interest of governments. Terrorism causes misunderstanding and disruption between countries. Once confidence or relationship between countries is broken, it never revives or takes very long time to build the same and strong relation again. Both countries government could be right and wrong at the same time. The country accused of the terrorism sometimes may not be in a position to control the terrorism and on the other side target country cannot believe that accused country is taking strong action against terrorists or sometimes believe that accused country is sponsoring the terrorist to achieve their interest against target countr y. Terrorism has become major issue in the UK foreign relations, especially after July 7 2005 terrorist attacks. It also has changed the style and direction of UK foreign polices. Now it is the first and most important thing to consider before entering into any agreement of mutual benefits. UK government has introduced new and striker polices for many countries visitors and travellers due to week foreign relation of those countries. These polices have discouraged many tourists to travel toward UK because of strict visa rules, security checks and questions at airports etc. 4.7 Summary: Terrorism affects tourism activities deeply, this threat compel almost both local and international tourists, which cause decline in the revenue and profit of tourism and related industries. On the other side, the whole UK economy has to bear the cost of every single act of terrorism. It is the responsibility of UK government to develop and make polices to tackle the terrorist threats. The government is also liable for making such kind of policies and regulations that give some relaxation to overseas tourists to enjoy their travel and holidays in UK. This may help UK tourism industry to reduce its losses.

The Collector :: essays research papers

Macbeth Essay   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"False face must hide what the false heart doth know.† (I, vii, 82) The quote above signifies him being pushed and pushed into things that were intended for him to accomplish, although these actions creates a world of death and revenge. Macbeth was a victim of his own ambition. In Macbeth tragedy strikes upon Macbeth and causes him to lose his own life in order to live another. Macbeth is not a sympathetic character in that man can control his own destiny and that being pushed into some decision can cost either their life or someone else’s.   Ã‚  Ã‚  Ã‚  Ã‚  In the play Macbeth one does not feel sympathetic for Macbeth. He controls his own destiny and lives a life of one man, himself. Rather accepting what he has, Macbeth gets greedy and wants it all. One can not feel sympathetic if the best way to get something is to kill that person or to kill the family of that person. He does change though at the end of the play. One can feel sympathetic for him at the end, when knowing that all hope has come to an end, he fights for something else than himself. He fights till the death but loses at the end. Also one can feel for him because of many nagging things going on in his head, including his wife and the three witches. Knowing the thought that he can become king, Lady Macbeth influences Macbeth to many things that soon cause a great deal of pain and suffering. â€Å"If you can look into the seeds of time and say which grain will grow and which will not, speak then to me.† (I, iii, 59-60) The quote is from Banquo who states if the witches can look into the future then tell him of what happens in the next coming. Macbeth has some control over his own destiny. He soon learns that from the witches foretelling him of his future. He learns that not only will he become Thane of Cawdor but also King. His â€Å"destiny† is soon thrown into the hands of Lady Macbeth, who in many people’s eyes believes she is the controller of Macbeth. Macbeth’s own actions show that he can control his own destiny. He could have never killed King Duncan, but pressure from his wife and the future telling him that he will be King seduces Macbeth into wanting more than what he has.

Management and Leadership

For this report I will describe how Effective Communication is key within management. Effective communication between a manager and team is important as a manager’s job is 90% communication. Effective communication is really important within a team as it plays a part in the everyday running of a setting; effective communication helps to establish clear expectations for employees and with parents.Effective communication also gives staff members clear expectations which will convey how their performance will impact the setting, for example when a manager is briefing a team they need to be prepared, be clear, they should keep it simple and be vivid and natural. Effective communication helps managers build strong relationships within the team and parents. Effective organizational communication skills will help with team work and the ability for the employees at all levels to work together to achieve goals within the setting and also to help to achieve company goals, Effective comm unication is essential to the success of any organization.There are various skills needed for good management, some skills are learned others are instilled as part of that’s persons nature; employees respond more enthusiastically to a leader they feel confident in. On a more basic level an effective manager in an early years setting needs to ensure good lines of communication are open between themselves and the members of their team, is capable of creating an atmosphere that is comfortable, i. e. a family atmosphere’ builds trust in the team, maintains confidentiality, represent the views of the team, find out what motivates the team and be supportive. An effective manager in an early years setting also needs to be approachable, involve staff so they can arrive at joint decisions in the welfare of the children in their care, delegate tasks to staff and allow them to decide how to achieve them which in turn will give the team members a feeling of empowerment, enabling t hem to set their own objectives and achieve them.Teamwork within any setting is paramount; within in my own setting I find that communication is key , myself and the manager will meet and discuss the team on a daily basis as each member of staff are at different development stages within the setting. As a deputy manager my ability to manage the team to achieve organisational goals and objectives is analysed by being reflective as a manager as well as being supportive of the individuals, I consider myself to be a positive role model in encouraging the individuals of my team to continue their professional evelopment in a bid to keep them motivated and keep their knowledge up to date. As I myself continually embark on further education this in turn gives my team the incentive to do so themselves. Everyone in my setting is undertaking some form of professional development for example level 2’s are training towards level 3 and level 3’s towards a degree. As stated by June S ullivan (2003) ‘it is important for a manger to develop a trusting relationship with all members of the team.Successful teams will thrive on mutual trust, so it is vital to establish this early on by delegation, open conduct and communication and a free exchange of ideas’ page 11 Developing individuals as well as the team is an important fact to consider as the setting achieves effectiveness with the individuals that are part of a team where the setting is aware of the individual’s different learning styles and personalities.The team is empowered to effectively manage quality in our setting to meet the children’s and their family needs which is ultimately the settings goals and objectives. This is done through giving the team responsibility for certain aspects of the day to day running of the setting for example each member of the team has a specific area within the setting which they own and develop and each team member is a key person for a number of ind ividual children which gives them the opportunity to develop relationships with children and their families children to meet their needs.Teamwork is also essential within in the setting as we have children that have different level of needs these needs range from speech and language, dietary requirements and we also meet with external agencies to help families that need extra support. Finding out what motivates the team is a useful tool to acquire a manger needs to beware of what makes individual staff members tick.The opportunities for on-going training of themselves and staff is also a motivator if the team members see the manager embarking on professional development this in turn will encourage and enthuse the individuals to embark on future professional development for themselves. A good manager and leader willin still their own values within the team and introduce newcomers to these values, however a manager should be open to new and innovated ideas that a new team member could bring into the setting.Everyone should be encouraged to participate in contributing their ideas, values and opinions within staff meetings and informal discussions to ensure the element of management power is removed, which in turn will make parents feel comfortable about their children’s welfare as good lines of communication will open from all angles.The difference between a leader and a manager is defined in the following text ‘managers do things right’ whilst leaders do the right thing’ there is a fine line between the kind of approach that is necessary in an early years environment and in my opinion, leadership is the approach we need to adopt as managers in an early years setting as managers require the co-operation of their team members.Leadership involves getting the best out of people and remembering everyone has something to offer, strong leaders should be in a position of inspiring people, building confidence and supporting colleagues to achiev e their full potential. Managers should also be aware that’s individuals have different learning styles; cognitive psychologist Howard Gardner (1985) identified seven styles of learning which apply to adults as well as children, the main ways in which we learn as individuals are visually, kinesthetically and through auditory means.Leadership in an a early years setting requires the manager to have personal qualities such as being kind, warm and friendly, patient, sympathetic and nurturing, knowledgeable, logical and assertive and be prepared to become a mentor who guides the staff. There is clear evidence of the relationship between how staff are managed and how they perform, the deeper the commitment of the staff to their organisations, the better their performance will be, it is essential that a manger leads by example. The manager must be able to build and lead the team and cope with the day to day management issues.The manager must also act as the public face of the nurse ry (Jameson and Watson, 1988) Team development requires both strong leadership from the manager and commitment from team members; a good team is made up from individuals who are valued, managers need to analyse how they can involve their teams in the process and look and find ways to motivate them, as a manger you need to be open to ideas but should also look at the strengths and weakness off individual team members and what works best for them as each member has different strengths and weakness and as a manger you should work on this with them and get the team involved in helping each other develop by offering support and guidance as it helps to build effective teams.Also a good relationship with your team will ensure that they form good relationships with the children and their parents and are enthusiastic about new challenges, have confidence to make improvements to the practice when needed. The team is developed with in house training, staff meetings, appraisals to name a few ex amples, however in my opinion emotional intelligence and communication is key to achieving these goals, by focussing on the needs of the team and giving direction which supports and challenges, we will be developing a culture of openness, mutual respect and honesty within the team working towards achieving the goals and objectives of the setting.Teams are encouraged in staff meetings to be reflective and build on their reflections, by being reflective they can observe how they could handle situations more effectively to promote even more effective practice and feel empowered as a team because they are making their own decisions alongside each other as well as individually. Developing teams is key to achieving tasks in the workplace and an essential skill for a manager to possess as a manager I endeavour to ensure I have a clear purpose and display a positive image to engage in mutual trust and respect between my team and myself to achieve the settings goals and objectives. Also a le vel of commitment is important to a team, it is also essential that there is good communication with in the team in order that it can be effective.The team is aware of their roles and responsibilities and are encouraged to communicate effectively, make decisions, manage change and be reflective in practice and engage in sustained shared thinking within the setting. As a deputy manager my management style is slightly autocratic where I make the decisions myself and I find I take on all the responsibly of trying to do everything myself, I only ask my colleagues to do a task for me when I find I don’t have the time to do it, it has taken me a while to realize that this not good for me or my team and I have decided to change my approach and involve my team more in the decision making and delegating tasks so I hope this will instil a sense of responsibility within the team.While writing this report I did an exercise set out for based on Belbin team roles inventory where you score yourself and see what type of team worker you are, my highest score was in team worker where it describes that a team worker is sociable, rather mild, sensitive, co-operative. My second highest score was shaper where it describes that a shaper can be highly strung, thrives on pressure and challenging and my third was completer finisher where it describes that a completer finisher is orderly, conscientious and anxious. After doing this task I took time to reflect and I am all of the above and more, I do get anxious and can be highly strung and am rather sensitive, these are things I need to work on when I am leading my team.I also found that to be an effective manager in an early years setting it requires a leadership style that is collaborative and to be supportive of colleagues. For this report I had to make an action plan for myself to develop my own management skills and how I would action these I took in to account the Belbin task and I reflected on how I manage my team on a day to day basis and how I could work better with my own manager to improve my skills. (See Appendix A) I hope this will be a positive move and am hoping it will make the working environment a better place for all. Being a leader involves getting the best out of people and seeing what strengths that they possess and supporting them in their development needs. Management and Leadership Management is defined and built on constructive theories by well known Management Gurus such as Peter F.Drucker, and many other emerging or contemporary management writers.   Management theory is always researched, tested and after successful results, is implemented in organizations which is why,   management is also called management science.   Leadership carries a separate identity that works beyond the capacity of management,   whereas management carries leadership qualities. Leadership is somewhat authoritative having followers to its side, whereas management maintains subordinates who listen to management by virtue of being holding a higher position either in job or in some other capacity belonging to an organisation. Managers think in soft skills whereas leaders are at time prove radical and even dictatorial, who believe firmly and ratify whether or not pre-emptive to be true.  Ã‚   Managers possess all kind of potential abilities, skills, academic theories of management, work experience which shapes managers into a diplomatic,   situation-oriented individuals to act according to the breeze of atmosphere in an organization and to that effect, manager takes swing to that side. This does not mean that managers are very clever or uncomfortable individuals, whereas the position of manager is such that it requires certain to-be-dealt-with situations and this does not necessarily lower the image of a manager to act unethically as the matters are to be resolved in an apt manner.   A manager takes a short-term decision whereas a leader takes a long-term decision.   Well known quote â€Å"Managers do things right, while leaders do the right things†Ã‚   which gives a fact that managers are required to follow company’s policy, while leaders form policies. Manager   paves the way for creation of goodwill, loyalty, ethics, motivation, skill development, training for subordinates to learn, get trained and adhere to the company rules. Manager exercises almost every management tool to bring a situation to the order whereas leader has followers whether it is a hardship or an easy way, people easily get carried away by the intentions of a leader which may hold good or bad according to the scenario, time and period.   Many a times leaders too have to face contradictions, criticisms, negative results until the realities are proved and for checking veracity,   essential ingredient is time and investigation. Leader is always chosen among a few whereas a manager is selected among many and both the positions carry diversified activities. Leaders always expect to listen and obey whereas managers explain both the negative and positive impact to the people, and instruct to undertake the necessary step for producing positive results to the benefit of organization.   Manager never acts on personal interest, whereas a leader has no limitations either in personal conduct or in view of others, a complete detailed discussion is made about the total issue,   and stay committed to the demands that are to be met with. Manager keeps an account of every step of system of working which means, every move in an organization is known to a manager in an organization. This provides another fact that a manager knows how to handle people, organization behavior, culture and systems of working areas. If both the positions of manager or leader are compared at a greater length,   manager always practice certain limitations and may not possess adequate courage to take initiative step in decision making whereas once a leader identifies a situation, with the motive of solving a situation, takes a bold step and brings the entire organisation to order in spite of knowing the fact that organization does not permit to act beyond certain limitations and in such occasions, the role of a leader is identified who acts with wisdom and knowledge. Manager may not fit to be a leader, whereas a leader can always fit into the role of manager with the fact that, leader in the disguise of manager can get on and manage people in an efficient manner and it is here important for the organization to check whether a leader is producing positive results or negative results.   This is because, managers are expected to produce positive results only whereas leaders may or may not prove to fit in every organization and this has to be verified.   Building or gaining faith among people is one of the important aspect either for management or for leadership. A manager is always transactional whereas a leader is transformational.   Manager works for attractive pay package whereas for a leader   monetary benefit is only a means to a make living. Managers,   when subordinates act in a dominant manner to much disliking,   may find some unethical way to terminate subordinates from organization by eavesdropping or by spreading rumors or any other kind of uncivilized elements of management. A good manager is very difficult to find when most of the companies are looking for good managers.   Managers in all sectors take things for granted and never bother to care for people until some kind of benefit in return is made. Managers are very calculative although the position of a manager is quite appealing and rewarding to an organization, organizations commit mistakes by being unfair to good managers which must be reinstated here that good managers can never be replaced and experienced good mangers who hold a considerable tenure in an organization may prove beneficial to organizations. For any reason, manager or a leader, it is good to continuously keep progress in all aspects of an organization, i.e. relationship with subordinates and senior management, organizational clients, customers in order to keep a transparency of all the matters that come to the desk of manager or leader, as transparency removes all disputes, conflicts and solves many hurdles in an organization. Learning to say NO is one of best principles in an organization, with the fact that every individual carries certain limited strength beyond which one cannot act and if a manager or leader learns to say YES for every issue, the work cannot be delegated to others and in this manner, completion of tasks or projects are completed in a slow process.   Delegation of authority, responsibility, trust in other people’s work, a belief in the work of efficient employees,   are some of the essential elements for organizational growth to expand in terms of work and organizational culture.   Providing adequate training,   motivation, performance evaluation, rewards, incentives are some of the best techniques to retain employees which are very understood by a good manager. Conclusion Dale Carnegie in â€Å"How to make friends and influence people† quotes â€Å"when you have a lemon, make a lemonade†Ã‚   which states that understand that one can never change the world and it is good to change oneself according to the environment or atmosphere one is put up with.   If a manager runs a hare race, tortoise wins like a leader and this must be remembered always in every principle that acting in an apt manner is essential irrespective of the situation one is in while adhering to all the principalities of an organization. Conclusively, management and leadership can never be contradicted with and must go interdependently applying the qualities of manager or leader wherever required and this must be verified with. References The difference between management and leadership Leadership vs management Accessed 31 October, 2007 http://changingminds.org/disciplines/leadership/articles/manager_leader.htm    Management and Leadership For this report I will describe how Effective Communication is key within management. Effective communication between a manager and team is important as a manager’s job is 90% communication. Effective communication is really important within a team as it plays a part in the everyday running of a setting; effective communication helps to establish clear expectations for employees and with parents.Effective communication also gives staff members clear expectations which will convey how their performance will impact the setting, for example when a manager is briefing a team they need to be prepared, be clear, they should keep it simple and be vivid and natural. Effective communication helps managers build strong relationships within the team and parents. Effective organizational communication skills will help with team work and the ability for the employees at all levels to work together to achieve goals within the setting and also to help to achieve company goals, Effective comm unication is essential to the success of any organization.There are various skills needed for good management, some skills are learned others are instilled as part of that’s persons nature; employees respond more enthusiastically to a leader they feel confident in. On a more basic level an effective manager in an early years setting needs to ensure good lines of communication are open between themselves and the members of their team, is capable of creating an atmosphere that is comfortable, i. e. a family atmosphere’ builds trust in the team, maintains confidentiality, represent the views of the team, find out what motivates the team and be supportive. An effective manager in an early years setting also needs to be approachable, involve staff so they can arrive at joint decisions in the welfare of the children in their care, delegate tasks to staff and allow them to decide how to achieve them which in turn will give the team members a feeling of empowerment, enabling t hem to set their own objectives and achieve them.Teamwork within any setting is paramount; within in my own setting I find that communication is key , myself and the manager will meet and discuss the team on a daily basis as each member of staff are at different development stages within the setting. As a deputy manager my ability to manage the team to achieve organisational goals and objectives is analysed by being reflective as a manager as well as being supportive of the individuals, I consider myself to be a positive role model in encouraging the individuals of my team to continue their professional evelopment in a bid to keep them motivated and keep their knowledge up to date. As I myself continually embark on further education this in turn gives my team the incentive to do so themselves. Everyone in my setting is undertaking some form of professional development for example level 2’s are training towards level 3 and level 3’s towards a degree. As stated by June S ullivan (2003) ‘it is important for a manger to develop a trusting relationship with all members of the team.Successful teams will thrive on mutual trust, so it is vital to establish this early on by delegation, open conduct and communication and a free exchange of ideas’ page 11 Developing individuals as well as the team is an important fact to consider as the setting achieves effectiveness with the individuals that are part of a team where the setting is aware of the individual’s different learning styles and personalities.The team is empowered to effectively manage quality in our setting to meet the children’s and their family needs which is ultimately the settings goals and objectives. This is done through giving the team responsibility for certain aspects of the day to day running of the setting for example each member of the team has a specific area within the setting which they own and develop and each team member is a key person for a number of ind ividual children which gives them the opportunity to develop relationships with children and their families children to meet their needs.Teamwork is also essential within in the setting as we have children that have different level of needs these needs range from speech and language, dietary requirements and we also meet with external agencies to help families that need extra support. Finding out what motivates the team is a useful tool to acquire a manger needs to beware of what makes individual staff members tick.The opportunities for on-going training of themselves and staff is also a motivator if the team members see the manager embarking on professional development this in turn will encourage and enthuse the individuals to embark on future professional development for themselves. A good manager and leader willin still their own values within the team and introduce newcomers to these values, however a manager should be open to new and innovated ideas that a new team member could bring into the setting.Everyone should be encouraged to participate in contributing their ideas, values and opinions within staff meetings and informal discussions to ensure the element of management power is removed, which in turn will make parents feel comfortable about their children’s welfare as good lines of communication will open from all angles.The difference between a leader and a manager is defined in the following text ‘managers do things right’ whilst leaders do the right thing’ there is a fine line between the kind of approach that is necessary in an early years environment and in my opinion, leadership is the approach we need to adopt as managers in an early years setting as managers require the co-operation of their team members.Leadership involves getting the best out of people and remembering everyone has something to offer, strong leaders should be in a position of inspiring people, building confidence and supporting colleagues to achiev e their full potential. Managers should also be aware that’s individuals have different learning styles; cognitive psychologist Howard Gardner (1985) identified seven styles of learning which apply to adults as well as children, the main ways in which we learn as individuals are visually, kinesthetically and through auditory means.Leadership in an a early years setting requires the manager to have personal qualities such as being kind, warm and friendly, patient, sympathetic and nurturing, knowledgeable, logical and assertive and be prepared to become a mentor who guides the staff. There is clear evidence of the relationship between how staff are managed and how they perform, the deeper the commitment of the staff to their organisations, the better their performance will be, it is essential that a manger leads by example. The manager must be able to build and lead the team and cope with the day to day management issues.The manager must also act as the public face of the nurse ry (Jameson and Watson, 1988) Team development requires both strong leadership from the manager and commitment from team members; a good team is made up from individuals who are valued, managers need to analyse how they can involve their teams in the process and look and find ways to motivate them, as a manger you need to be open to ideas but should also look at the strengths and weakness off individual team members and what works best for them as each member has different strengths and weakness and as a manger you should work on this with them and get the team involved in helping each other develop by offering support and guidance as it helps to build effective teams.Also a good relationship with your team will ensure that they form good relationships with the children and their parents and are enthusiastic about new challenges, have confidence to make improvements to the practice when needed. The team is developed with in house training, staff meetings, appraisals to name a few ex amples, however in my opinion emotional intelligence and communication is key to achieving these goals, by focussing on the needs of the team and giving direction which supports and challenges, we will be developing a culture of openness, mutual respect and honesty within the team working towards achieving the goals and objectives of the setting.Teams are encouraged in staff meetings to be reflective and build on their reflections, by being reflective they can observe how they could handle situations more effectively to promote even more effective practice and feel empowered as a team because they are making their own decisions alongside each other as well as individually. Developing teams is key to achieving tasks in the workplace and an essential skill for a manager to possess as a manager I endeavour to ensure I have a clear purpose and display a positive image to engage in mutual trust and respect between my team and myself to achieve the settings goals and objectives. Also a le vel of commitment is important to a team, it is also essential that there is good communication with in the team in order that it can be effective.The team is aware of their roles and responsibilities and are encouraged to communicate effectively, make decisions, manage change and be reflective in practice and engage in sustained shared thinking within the setting. As a deputy manager my management style is slightly autocratic where I make the decisions myself and I find I take on all the responsibly of trying to do everything myself, I only ask my colleagues to do a task for me when I find I don’t have the time to do it, it has taken me a while to realize that this not good for me or my team and I have decided to change my approach and involve my team more in the decision making and delegating tasks so I hope this will instil a sense of responsibility within the team.While writing this report I did an exercise set out for based on Belbin team roles inventory where you score yourself and see what type of team worker you are, my highest score was in team worker where it describes that a team worker is sociable, rather mild, sensitive, co-operative. My second highest score was shaper where it describes that a shaper can be highly strung, thrives on pressure and challenging and my third was completer finisher where it describes that a completer finisher is orderly, conscientious and anxious. After doing this task I took time to reflect and I am all of the above and more, I do get anxious and can be highly strung and am rather sensitive, these are things I need to work on when I am leading my team.I also found that to be an effective manager in an early years setting it requires a leadership style that is collaborative and to be supportive of colleagues. For this report I had to make an action plan for myself to develop my own management skills and how I would action these I took in to account the Belbin task and I reflected on how I manage my team on a day to day basis and how I could work better with my own manager to improve my skills. (See Appendix A) I hope this will be a positive move and am hoping it will make the working environment a better place for all. Being a leader involves getting the best out of people and seeing what strengths that they possess and supporting them in their development needs. Management and Leadership Management is defined and built on constructive theories by well known Management Gurus such as Peter F.Drucker, and many other emerging or contemporary management writers.   Management theory is always researched, tested and after successful results, is implemented in organizations which is why,   management is also called management science.   Leadership carries a separate identity that works beyond the capacity of management,   whereas management carries leadership qualities. Leadership is somewhat authoritative having followers to its side, whereas management maintains subordinates who listen to management by virtue of being holding a higher position either in job or in some other capacity belonging to an organisation. Managers think in soft skills whereas leaders are at time prove radical and even dictatorial, who believe firmly and ratify whether or not pre-emptive to be true.  Ã‚   Managers possess all kind of potential abilities, skills, academic theories of management, work experience which shapes managers into a diplomatic,   situation-oriented individuals to act according to the breeze of atmosphere in an organization and to that effect, manager takes swing to that side. This does not mean that managers are very clever or uncomfortable individuals, whereas the position of manager is such that it requires certain to-be-dealt-with situations and this does not necessarily lower the image of a manager to act unethically as the matters are to be resolved in an apt manner.   A manager takes a short-term decision whereas a leader takes a long-term decision.   Well known quote â€Å"Managers do things right, while leaders do the right things†Ã‚   which gives a fact that managers are required to follow company’s policy, while leaders form policies. Manager   paves the way for creation of goodwill, loyalty, ethics, motivation, skill development, training for subordinates to learn, get trained and adhere to the company rules. Manager exercises almost every management tool to bring a situation to the order whereas leader has followers whether it is a hardship or an easy way, people easily get carried away by the intentions of a leader which may hold good or bad according to the scenario, time and period.   Many a times leaders too have to face contradictions, criticisms, negative results until the realities are proved and for checking veracity,   essential ingredient is time and investigation. Leader is always chosen among a few whereas a manager is selected among many and both the positions carry diversified activities. Leaders always expect to listen and obey whereas managers explain both the negative and positive impact to the people, and instruct to undertake the necessary step for producing positive results to the benefit of organization.   Manager never acts on personal interest, whereas a leader has no limitations either in personal conduct or in view of others, a complete detailed discussion is made about the total issue,   and stay committed to the demands that are to be met with. Manager keeps an account of every step of system of working which means, every move in an organization is known to a manager in an organization. This provides another fact that a manager knows how to handle people, organization behavior, culture and systems of working areas. If both the positions of manager or leader are compared at a greater length,   manager always practice certain limitations and may not possess adequate courage to take initiative step in decision making whereas once a leader identifies a situation, with the motive of solving a situation, takes a bold step and brings the entire organisation to order in spite of knowing the fact that organization does not permit to act beyond certain limitations and in such occasions, the role of a leader is identified who acts with wisdom and knowledge. Manager may not fit to be a leader, whereas a leader can always fit into the role of manager with the fact that, leader in the disguise of manager can get on and manage people in an efficient manner and it is here important for the organization to check whether a leader is producing positive results or negative results.   This is because, managers are expected to produce positive results only whereas leaders may or may not prove to fit in every organization and this has to be verified.   Building or gaining faith among people is one of the important aspect either for management or for leadership. A manager is always transactional whereas a leader is transformational.   Manager works for attractive pay package whereas for a leader   monetary benefit is only a means to a make living. Managers,   when subordinates act in a dominant manner to much disliking,   may find some unethical way to terminate subordinates from organization by eavesdropping or by spreading rumors or any other kind of uncivilized elements of management. A good manager is very difficult to find when most of the companies are looking for good managers.   Managers in all sectors take things for granted and never bother to care for people until some kind of benefit in return is made. Managers are very calculative although the position of a manager is quite appealing and rewarding to an organization, organizations commit mistakes by being unfair to good managers which must be reinstated here that good managers can never be replaced and experienced good mangers who hold a considerable tenure in an organization may prove beneficial to organizations. For any reason, manager or a leader, it is good to continuously keep progress in all aspects of an organization, i.e. relationship with subordinates and senior management, organizational clients, customers in order to keep a transparency of all the matters that come to the desk of manager or leader, as transparency removes all disputes, conflicts and solves many hurdles in an organization. Learning to say NO is one of best principles in an organization, with the fact that every individual carries certain limited strength beyond which one cannot act and if a manager or leader learns to say YES for every issue, the work cannot be delegated to others and in this manner, completion of tasks or projects are completed in a slow process.   Delegation of authority, responsibility, trust in other people’s work, a belief in the work of efficient employees,   are some of the essential elements for organizational growth to expand in terms of work and organizational culture.   Providing adequate training,   motivation, performance evaluation, rewards, incentives are some of the best techniques to retain employees which are very understood by a good manager. Conclusion Dale Carnegie in â€Å"How to make friends and influence people† quotes â€Å"when you have a lemon, make a lemonade†Ã‚   which states that understand that one can never change the world and it is good to change oneself according to the environment or atmosphere one is put up with.   If a manager runs a hare race, tortoise wins like a leader and this must be remembered always in every principle that acting in an apt manner is essential irrespective of the situation one is in while adhering to all the principalities of an organization. Conclusively, management and leadership can never be contradicted with and must go interdependently applying the qualities of manager or leader wherever required and this must be verified with. References The difference between management and leadership Leadership vs management Accessed 31 October, 2007 http://changingminds.org/disciplines/leadership/articles/manager_leader.htm    Management and Leadership For this report I will describe how Effective Communication is key within management. Effective communication between a manager and team is important as a manager’s job is 90% communication. Effective communication is really important within a team as it plays a part in the everyday running of a setting; effective communication helps to establish clear expectations for employees and with parents.Effective communication also gives staff members clear expectations which will convey how their performance will impact the setting, for example when a manager is briefing a team they need to be prepared, be clear, they should keep it simple and be vivid and natural. Effective communication helps managers build strong relationships within the team and parents. Effective organizational communication skills will help with team work and the ability for the employees at all levels to work together to achieve goals within the setting and also to help to achieve company goals, Effective comm unication is essential to the success of any organization.There are various skills needed for good management, some skills are learned others are instilled as part of that’s persons nature; employees respond more enthusiastically to a leader they feel confident in. On a more basic level an effective manager in an early years setting needs to ensure good lines of communication are open between themselves and the members of their team, is capable of creating an atmosphere that is comfortable, i. e. a family atmosphere’ builds trust in the team, maintains confidentiality, represent the views of the team, find out what motivates the team and be supportive. An effective manager in an early years setting also needs to be approachable, involve staff so they can arrive at joint decisions in the welfare of the children in their care, delegate tasks to staff and allow them to decide how to achieve them which in turn will give the team members a feeling of empowerment, enabling t hem to set their own objectives and achieve them.Teamwork within any setting is paramount; within in my own setting I find that communication is key , myself and the manager will meet and discuss the team on a daily basis as each member of staff are at different development stages within the setting. As a deputy manager my ability to manage the team to achieve organisational goals and objectives is analysed by being reflective as a manager as well as being supportive of the individuals, I consider myself to be a positive role model in encouraging the individuals of my team to continue their professional evelopment in a bid to keep them motivated and keep their knowledge up to date. As I myself continually embark on further education this in turn gives my team the incentive to do so themselves. Everyone in my setting is undertaking some form of professional development for example level 2’s are training towards level 3 and level 3’s towards a degree. As stated by June S ullivan (2003) ‘it is important for a manger to develop a trusting relationship with all members of the team.Successful teams will thrive on mutual trust, so it is vital to establish this early on by delegation, open conduct and communication and a free exchange of ideas’ page 11 Developing individuals as well as the team is an important fact to consider as the setting achieves effectiveness with the individuals that are part of a team where the setting is aware of the individual’s different learning styles and personalities.The team is empowered to effectively manage quality in our setting to meet the children’s and their family needs which is ultimately the settings goals and objectives. This is done through giving the team responsibility for certain aspects of the day to day running of the setting for example each member of the team has a specific area within the setting which they own and develop and each team member is a key person for a number of ind ividual children which gives them the opportunity to develop relationships with children and their families children to meet their needs.Teamwork is also essential within in the setting as we have children that have different level of needs these needs range from speech and language, dietary requirements and we also meet with external agencies to help families that need extra support. Finding out what motivates the team is a useful tool to acquire a manger needs to beware of what makes individual staff members tick.The opportunities for on-going training of themselves and staff is also a motivator if the team members see the manager embarking on professional development this in turn will encourage and enthuse the individuals to embark on future professional development for themselves. A good manager and leader willin still their own values within the team and introduce newcomers to these values, however a manager should be open to new and innovated ideas that a new team member could bring into the setting.Everyone should be encouraged to participate in contributing their ideas, values and opinions within staff meetings and informal discussions to ensure the element of management power is removed, which in turn will make parents feel comfortable about their children’s welfare as good lines of communication will open from all angles.The difference between a leader and a manager is defined in the following text ‘managers do things right’ whilst leaders do the right thing’ there is a fine line between the kind of approach that is necessary in an early years environment and in my opinion, leadership is the approach we need to adopt as managers in an early years setting as managers require the co-operation of their team members.Leadership involves getting the best out of people and remembering everyone has something to offer, strong leaders should be in a position of inspiring people, building confidence and supporting colleagues to achiev e their full potential. Managers should also be aware that’s individuals have different learning styles; cognitive psychologist Howard Gardner (1985) identified seven styles of learning which apply to adults as well as children, the main ways in which we learn as individuals are visually, kinesthetically and through auditory means.Leadership in an a early years setting requires the manager to have personal qualities such as being kind, warm and friendly, patient, sympathetic and nurturing, knowledgeable, logical and assertive and be prepared to become a mentor who guides the staff. There is clear evidence of the relationship between how staff are managed and how they perform, the deeper the commitment of the staff to their organisations, the better their performance will be, it is essential that a manger leads by example. The manager must be able to build and lead the team and cope with the day to day management issues.The manager must also act as the public face of the nurse ry (Jameson and Watson, 1988) Team development requires both strong leadership from the manager and commitment from team members; a good team is made up from individuals who are valued, managers need to analyse how they can involve their teams in the process and look and find ways to motivate them, as a manger you need to be open to ideas but should also look at the strengths and weakness off individual team members and what works best for them as each member has different strengths and weakness and as a manger you should work on this with them and get the team involved in helping each other develop by offering support and guidance as it helps to build effective teams.Also a good relationship with your team will ensure that they form good relationships with the children and their parents and are enthusiastic about new challenges, have confidence to make improvements to the practice when needed. The team is developed with in house training, staff meetings, appraisals to name a few ex amples, however in my opinion emotional intelligence and communication is key to achieving these goals, by focussing on the needs of the team and giving direction which supports and challenges, we will be developing a culture of openness, mutual respect and honesty within the team working towards achieving the goals and objectives of the setting.Teams are encouraged in staff meetings to be reflective and build on their reflections, by being reflective they can observe how they could handle situations more effectively to promote even more effective practice and feel empowered as a team because they are making their own decisions alongside each other as well as individually. Developing teams is key to achieving tasks in the workplace and an essential skill for a manager to possess as a manager I endeavour to ensure I have a clear purpose and display a positive image to engage in mutual trust and respect between my team and myself to achieve the settings goals and objectives. Also a le vel of commitment is important to a team, it is also essential that there is good communication with in the team in order that it can be effective.The team is aware of their roles and responsibilities and are encouraged to communicate effectively, make decisions, manage change and be reflective in practice and engage in sustained shared thinking within the setting. As a deputy manager my management style is slightly autocratic where I make the decisions myself and I find I take on all the responsibly of trying to do everything myself, I only ask my colleagues to do a task for me when I find I don’t have the time to do it, it has taken me a while to realize that this not good for me or my team and I have decided to change my approach and involve my team more in the decision making and delegating tasks so I hope this will instil a sense of responsibility within the team.While writing this report I did an exercise set out for based on Belbin team roles inventory where you score yourself and see what type of team worker you are, my highest score was in team worker where it describes that a team worker is sociable, rather mild, sensitive, co-operative. My second highest score was shaper where it describes that a shaper can be highly strung, thrives on pressure and challenging and my third was completer finisher where it describes that a completer finisher is orderly, conscientious and anxious. After doing this task I took time to reflect and I am all of the above and more, I do get anxious and can be highly strung and am rather sensitive, these are things I need to work on when I am leading my team.I also found that to be an effective manager in an early years setting it requires a leadership style that is collaborative and to be supportive of colleagues. For this report I had to make an action plan for myself to develop my own management skills and how I would action these I took in to account the Belbin task and I reflected on how I manage my team on a day to day basis and how I could work better with my own manager to improve my skills. (See Appendix A) I hope this will be a positive move and am hoping it will make the working environment a better place for all. Being a leader involves getting the best out of people and seeing what strengths that they possess and supporting them in their development needs.

Comparison of Dutch Economy and German Econmy in Last 30 Years

Comparison of Economic Growth between The Netherlands and Germany (1978-2009) Introduction About 16 years ago, when European Community became European Union(hereinafter to be referred as EU) , the Netherlands and Germany, as two founding members of the EU, have been played an important role in European and world's economy. When talked about Dutch economy, East indies company must be a start. As the first company in the world, it helped the Netherlands to be the leader of world's economy seventeenth century and to build Dutch entrepreneurship. The capital city of the Netherlands, Amsterdam, use to be the financial and business centre of the world. Later, Dutch economy has seen by many declined for a while. But, since 1980s, dutch government has reduced intervention, dutch economy become more prosperous and open again. To the east of the Netherlands, Germany stands in the central europe, as the largest national economy in Europe, ranked fourth by nominal GDP and fifth by GDP (PPP) in the world in 2008. After the industrialization, this country has become a driver and innovator in global economy. Especially when west and east Germany unified in 1990, the country's economy went out from the recession after second war's big hit. Compared these two countries' economic development, there are a lot similarities and differences due to its close position in Europe continent, culture background, and even history. This paper is organized as follow. Section 2 introduces briefly the concepts of economic growth and the key concepts in measuring economic development, section 3 explains how rule of law effect economic development in the Netherlands and Germany, section 4 presents the relationship between income distribution and economic development, section 5 describes cultural influence on economic development, section 6 consists of examples of successful entrepreneurship in the Netherlands and Germany, section 6 deals with the technology factor in economy in the two countries. Section 8 comprises comparison and conclusion. Section 1 1. 1 To start with the comparison,we need to define what economic growth is and the key concepts of economic development. At first, the economic growth we are going to study is long-run economic growth. Long-run economic growth is the growth of what an economy is able to produce given its labour force, knowledge, technology, tools, machines, land. It is not about the growth of what an economy actually produces, that type of economic growth is short-run economic growth. Economic growth implies increases in per-capita real gross domestic product (GDP), namely widening of the production scale in a country as a whole, or more efficient use of its economic resources to produce goods and services(Kibritcioglu, 2001). Real GDP is the value of final goods and services produced in a given year when valued at constant prices. It is the best measure of total production and the increase in real GDP is used to measure economic growth, as by comparing the value of the goods and services produced at constant prices we can measure the change in the quantity of production (Parkin, 2008, pp. 91). 1. 2 figures in the Netherlands and Germany Figure 1: GDP growth in percentage in the Netherlands and Germany(1978-2007) [pic] Source: WDI(world development indicators) online 2007, the World Bank Group Figure 2: GDP growth per capita in percentage in the Netherlands and Germany(1978- 2007) [pic] Source: WDI(world development indicators) online 2007, the World Bank Group Fi gure 1 and figure 2 show the annual GDP growth and GDP per capita growth in percentage in the Netherlands and Germany from 1978 to 2007. As in figure 1 and figure 2, from 1978 to 1982, the Netherlands and Germany both suffered an economics recession, with the annual GDP growth in percentage declining from 2. 33% in 1978 to -1. 21% in 1982 in the Netherlands and 3. 01% in 1978 to -0. 39% in 1982 in Germany. Then the Netherlands and Germany both experienced fluctuations in GDP growth. Especially in 1990, the Netherlands had a sharp rise from -1. 21% in 1990 to 4. 42% in 1989 and Germany experienced a sharp increase in 1990 from -0. 39% to 5. 26%, which is the highest growth rate for Germany in last 30 year. Afterwards, it shows a different trend between the Netherlands and Germany. The GDP growth declined to 1. 26% in 1993 and raised again till 4. 68% in 1999, while German GDP growth declined to 2. 01% in 1999 steadily. In the next 10 years, Dutch growth rate decreased till 0. 08% again as the lowest rate and then the rate slowly went up and became steady in recent years. Germany also showed the same pattern but the rate is lower than the Netherlands in general. Though the figures, we can see the Netherlands and Germany have a lot common in GDP growth rate and GDP per capita growth rate. Economy in these two countries are likely to be steady. Only in some year like 1982, 1990, 1993, 1999, 2002, it showed a sharp rise or decline. So, what happened in these remarkable years? What caused the difference in growth rate between the Netherlands and Germany? In the following sections we will discuss four key concepts related to economic growth in order to see through these problems. Section 2 2. 1 Economic freedom Economic theory indicates that economic freedom affects incentives, productive effort, and the effectiveness of resource use(de Haan,2000). We start with definition of the economic freedom:â€Å"Individuals have economic freedom when (a) property they acquire without the use of force, fraud, or theft is protected from physical invasions by others, and (b) they are free to use, exchange, or give their property to another as long as their actions do not violate the identical rights of others†(Gwartney et al. , 1996). Moreover, the key indicators of economic freedom are personal choice, voluntary exchange coordinated by markets, freedom to enter and compete in markets, and protection of persons and their property from aggression by others (Robert, 2006). In this paper, we use the indicators of the Fraser Institute. Gwartney et al. (1996) choose 17 measures and rate a high number of countries on each of these measures on a scale of 0–10, in which zero means that a country is completely unfree and 10 means it is completely free. The measures are in four broad areas: Money and inflation; Government operations and regulations; ‘Takings’’ and discriminatory taxation; and International exchange(de Haan,2000). 2. 2 Figures analysis Figure 3: level and ranking of economic freedom of the Netherlands(1970-2006) [pic]Source: freetheworld. om 2008, The Fraser Institute Figure 4: level and ranking of economic freedom of Germany(1970-2006) [pic] Source: freetheworld. com 2008, The Fraser Institute Though these two figures, we can see the Netherlands and Germany had the same pattern during last 30 years and they both got a high rate, which means they were both free to a large extent in economy. After 1980, the rate in the Netherlands was a little higher than the rate in Germany, but both are very stable. Compared with the rest of the world, the economy in the Netherlands and Germany are comparatively free. . 3 Results After we look though the GDP growth rate and economic freedom rate, we found there is a relationship between those two figures. More economic freedom fosters economic growth, but that the level of freedom is not related to growth. In other words, our findings suggest that more economic freedom will bring countries more quickly to their steady state level of economic growthif they are below that level. , but that the level of steady state growth is not affected by the level of economic freedom(de Haan and Sturm, 1994). And always the countries with more economic freedom can achieve higher levels of GDP per capital and grow faster (Lawson & Moor Chair, 2006). So we can say high economic freedom rate do contribute to high GDP growth rate, and steady economic freedom also has a positive effect on economic growth. Section 3(income distribution) 3. 1 income distribution Section 4 (Culture) 4. 1 Culture As Hofstede said the world is full of confrontations between people, groups, and nations who think, feel, and act differently. At the same time, these people, groups, and nations, are exposed to common problems that demand cooperation for their solution(2004, p2). Those confrontations and cooperation are called culture. Using the Hofstede's â€Å"Onion† model to depicts four cultural concepts: symbols represent the most superficial and values the deepest manifestations of culture, with heroes and rituals in between(2004, p6). Economic development will not stop at national borders. Globalization also require us to deal with culture differences and all the countries should work more closely than ever. 4. 2 Dimensions of Culture Five dimensions were frequently used to measure culture difference: power distance(PDI), the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally(Hofstede, 2004, p46); Individualism(IDV), pertains to societies in which the ties between individuals are loose: everyone is expected to look after himself or herself and his or her immediate family(Hofstede, 2004, p76); Masculinity(MAS): A society is called masculine when emotional gender roles are clearly distinct(Hofstede, 2004, p120); Uncertainty Avoidance(UAI), the extent to which the members of a culture feel threatened by ambiguous or unknown situations(Hofstede, 2004, p167); Long-term Orientation(LTO), the fostering of virtues oriented toward future rewards, in particular, perseverance and thrift(Hofstede, 2004, p210). Following is the index scores of Germany and the Netherlands, compared with the World's average. Figure 5: Culture dimensio ns' index scores of Germany(1967-2001) [pic] Note: The Germany's Index Scores:PDI=35, IDV=67,MAS=66,UAI=65,LTO=31 Sources: from IBM data base(1967-2001),except LTO from original Chinese Value Survey database(2005) Figure 6: Culture dimensions' index scores of the Netherlands(1967-2001) [pic] Note: The Netherlands' Index Scores:PDI=38, IDV=80,MAS=14,UAI=53,LTO=44 Sources: from IBM data base(1967-2001),except LTO from original Chinese Value Survey database(2005) Figure 7: Culture dimensions' average index scores of the World(1967-2001) [pic] Note: The world' Average Index Scores:PDI=55, IDV=43,MAS=50,UAI=64,LTO=45 Sources: from IBM data base(1967-2001), except LTO from original Chinese Value Survey database(2005). According to the figures above, we can see PDI in these two countries are lower than average,which means people in these two countries are more equally treated than the rest of the world. For IDV index, the Netherlands and Germany are both societies with more individualistic attitudes, people there are more self-reliant and look after themselves or their close family members, also, individual pride and respect are more highly held values than world's average. When talked about uncertainty avoidance, Germany scored a little higher than the Netherlands, which shows it's a country will reduce the level of uncertainty by enhancing laws, policies and regulations to avoid unknown circumstances. In LTO, the Netherlands scores higher than Germany, which indicates its long-term oriented culture. But compared with the world's average,the Netherlands and Germany scored more or less in above four dimensions, except in Masculinity, the Netherlands got a lowest score at 14 among its dimensions which indicates a lower level of differentiation and discrimination between men and women. In Netherlands, women are treated more equally than Germany. Though every country has its own culture background,economic development will not stop at national borders. Globalization requires us to deal with culture differences and work more closely with other countries than ever. Nuclear warfare, global warming, poverty, AIDS, even recent economic recession are all good examples for global cooperation. Section5 (Entrepreneurship) Reference Kibritcioglu, A. and S. Dibooglu, ‘Long-run Economic Growth: An Interdisciplinary Approach,’ Office of Research Working Paper No. 01-0121, University of Illinois 2001 (http://www. business. uiuc. edu/Working_Papers/papers/01-0121. pdf ): Parkin, M. (2008). Economics(8th ed). Boston: Pearson Education. J. De Haan and J. -E. Sturm, On the relationship between economic freedom and economic growth, European Journal of Political Economy 16(2000), pp. 215–241. Gwartney, J. , Lawson, R. , Block, W. , 1996. Economic Freedom in the World, 1975–1995. Fraser Institute,Vancouver. Cowell, F. A. , 1999, â€Å"Measurement of Inequality† in Atkinson, A. B. and F. Bourguignon (eds) Handbook of Income Distribution, North Holland, Amsterdam. Hofstede, G. (2004) Cultures and Organizations: Software of the Mind. New York: McGraw-Hill International. Wealth, Culture, and Corruption Bryan W. Husted and Instituto Tecnologico y de Estudios Journal of International Business Studies, Vol. 30, No. 2 (2nd Qtr. , 1999), pp. 339-359 http://www. jstor. org/stable/155316

Jamestown Essay essays

Jamestown Essay essays Jamestown offered more opportunity to colonists than Massachusetts Bay Colony by allowing more than one religion, more workers rights, and freedom of speech. Jamestown settlers had a charter from England guaranteeing the rights of settlers, as they would have had it in England. The Puritans formed the Massachusetts Bay Colony and they received a charter also. Both colonies had their have and have-nots in them. Massachusetts Bay Colony promoted the church greatly and Jamestown promoted working over religion. Jamestown was the starting of a democracy, equality. Colonists in Jamestown were given the right of free speech. The House of Burgess, first elected legislative assembly, was created for the settlers in Jamestown. Only white males, with property were aloud to vote in the assembly. When England started to send over indentured servants for the colonist, they were aloud to protest in courts for being abused or being handled in the wrong way. In Massachusetts the Puritans had set standards for the elect, visible saints. Not all the people could become the elect and participate in church. The justices in the local courts in Massachusetts were appointed by England, not by the people. Jamestown did not depend on one religion, as this was not the case in Massachusetts. In Massachusetts the colonists were mostly Puritans, some separatists were there also. Jamestown had a mix of all religions and did not really care about it as much as the Puritans did. It didnt matter what religion you where in Jamestown, because everyone was equal. Puritans made everything based upon religion because they had a covenant with God. They were giving faith to God to help them start a settlement that all the people would look up to. It didnt matter what religion you where in Jamestown, because everyone was equal. The colonists in Jamestown had more rights for workers because it didnt rely on religio ...