Microsoft Corporation Essay Example | Topics and Well Written Essays - 750 words

Microsoft Corporation - Essay Example It is evidently clear from the discussion that Microsoft Corporation has been ranked as one of the top companies in terms of its manufacture of electronics and the top company, which develops software. Microsoft offers software developers a lot of personal free will over the working environment where the individuals get to order their personal materials and modify their offices as they desire. Microsoft Corporation is responsible for its commitments, its shareholders and human resources. It also holds great enthusiasm for its clients, the associates that work with them and inventions of the latest technology. The company is open and respectful with other companies, and it is dedicated to making them better. It does share its information that is needful to improve the society rather than only make a profit for its benefit. It takes on challenges and drives them to the end to improve the lives of people by coming up with good, usable products. The main headquarters of Microsoft Corpora tion is located in Redmond, Washington in the United States. It also operates in different other countries, which can be more than 100 in number according to the recent case study conducted by the company itself. The region that attracts me is Chaoyang Beijing China. This company deals with information and technology. It mostly concentrates on the development of different software for desktop and servers and manufacturing of electronic devices. They hold the majority of consumers in the world in terms of their good products and services from their qualified personnel. They are coming up with new models and systems that give them an edge over other IT companies. Furthermore, they are improving their versions of the products that they had manufactures previously to meet the current emerging demands of the consumers.

Ethical Marketing Strategies in the Pharmaceutical Industry

Ethical Marketing Strategies in the Pharmaceutical Industry Ethical marketing refers to the application of marketing ethics into the marketing process. Ethical marketing generally results in a more socially responsible and culturally sensitive business community. The establishment of marketing ethics has the potential to benefit society as a whole, both in the short- and long-term. Ethical marketing should be part of business ethics in the sense that marketing forms a significant part of any business model. Marketing strategy can be arranged into five categories, (1) Physicians-targeted promotions, (2) direct-to-consumer advertising, (3) unethical recruitment of physicians, (4) researchers conflicts of interest, and (5) data manipulation in clinical trials. Drug companies promotions subconsciously influence physicians prescription patterns. Heavy advertising to consumers results in more prescriptions being written, whether or not the new drug is in the best interests of patients, and therefore strongly correlates with sales increases for the promoted new drug. It has been estimated that pharmaceutical companies spend Rs.7 Billions every year prompting their product to Physician in Pakistan. Although pharmaceutical marketing strategies are primarily directed toward practicing physicians and residents, medical student are targeted as well. The goal of this study is to asses the importance of ethical marketing strategies of pharmaceutical industry in Pakistan. A questionnaire is design to assess the attitudes of Doctors and pharmaceutical professionals about pharmaceutical promotion, including the acceptability of receiving various gifts, foreign and local sponsorships, and incentives. In this study, Pharmaceutical market will be direct variable, marketing strategies will be indirect variable where as doctors and Pharmaceutical representatives will be population. The scale will use from strongly agree to strongly disagree. Total 180 Questionnaire will be distributed by the researcher. Rresearcher will elaborate here the different choices of m ethodology that have been adopted in this research paper. Research-findings based on data analysis will be discussed in general and exclusively. Finally conclusions and recommendations will be made accordingly. Problem and Its Background Introduction Mark Twain once remarked: Always try to do the right thing. It will surprise a lot of people. And it will astonish the rest. There has long been a close relationship between physicians and the pharmaceutical industry. It has been estimated that 85-90% of doctors in Pakistan see to pharmaceutical representative. These representatives often visit physician offices to discuss their products, provides free samples, and offer gifts. According to industry estimates, pharmaceutical promotional expenditure in Pakistan amounted to Rs.7 Billions in 2009. Approximately 25% of this amount was spend on detailing to doctors, 4% on hospital detailing, 2% on journal ads, 56% on samples, and 12.5% on direct-to-consumer advertisement. The precision and the worth of drug advertisements has been the subject of debate for more than a century now. According to World Health Organizations (WHO) criteria for medicinal drug promotion, promotion refers to all the informational and convincing activities of manufacturers and distributors, the effect of which is to encourage the prescription, supply, purchase and / or use of medicinal drugs. Drug promotion and marketing make up a very large part of the activities of pharmaceutical companies in Pakistan. For the drug promotion, in addition to other activities, companies usually use the written material supposedly showing all the good and bad aspects about the concerned drug. These advertisements can be highly informative as long as they are critically appraised. However, when these are accepted without any question, can contribute to illogical prescribing. Ideally, drug promotional literature should provide health care professionals with considerable information. However, the information contained in promotional material may be inadequate or altogether inaccurate Undoubtedly, the pharmaceutical promotional activities have powerful influences on prescribing behaviour of the doctors although this influence may be more hidden rather than explicit. Being a member state of the United Nations Organization, efforts to regulate drug promotions in Pakistan were also initiated with the proliferation of the Drug Licensing, Registering and Advertising Rules by the Ministry of Health, Government of Pakistan. However, there is no mechanism to monitor the drug promotional campaign by pharmaceutical industry in Pakistan despite the fact that there is enough evidence that logical drug utilization problems are increasingly encountered even in developed countries due to unethical practices of pharmaceutical promotion. Since promotional activities influence the prescribing behaviour of the health care providers, it is of utmost importance to critically analyze the claims made in the promotional material of the drugs. Internationally, aspects of contents in pharmaceutical advertising pertinent to evidence based decision-making have been studied. The extent to which pharmaceutical companies promote the merits of their products and whether such c laims are supported by evidence, has not been studied in Pakistan. The results of the present analytical study show that unethical and biased claims regarding the medicinal products are uncontrolled in Pakistan. These drug promotions influence the prescribing behaviour of the General Practitioners, Consultants thus accounting for one of the potentially major causes of illogical prescription. Pakistan Medical Association has developed Ethical Code of conduct for Doctors and pharmaceutical organizations but are not followed by National companies. All Multinational organizations in Pakistan are following the Pakistan Medical Association (PMA) code of conduct and International Federation of Pharmaceutical Manufacturers Associations (IFPMA) code of conduct. The International Federation of Pharmaceutical Manufacturers Associations is the global nonprofit NGO representing the research-based pharmaceutical, biotech and vaccine sectors. All the Multinational pharmaceuticals companies running in Pakistan are members of this NGO and bound to follow the code of ethics. Definition of Construct Ethical Marketing Strategies in pharmaceutical industry are the tools and techniques to sell medicines ethically. The strategy must be such that it doesnt not influence the decision making criteria of doctors. Background Information The researcher is working as Field Manger in Roche Pakistan Ltd since last three and half years. Roche Pakistan Ltd is a member of Halfman La Roche Basel, a Switzerland research based multinational organization that is running its businesses in more than 70 countries of 6 continents of the world. Halfman La Roche started it business in 1886 from Basel Switzerland from multivitamins medicines to new innovative biotechnology products. In 1946 they discovered metabolic and antibiotics product. In 1980, they discovered anxiolitic and psychiatric medicines. In 1990s, they discovered cancer and hepatitis medicines. Now Halfman La Roche Basel has discovered 100 more molecules that are in different phases of clinical trails for different diseases. Roche Pakistan Ltd started its operation in Pakistan in 1982. Initially they imported their products and sell in the Pakistan Market but they started their manufacturing in Pakistan in 2001. Now Roche Pakistan Ltd selling its product in 8 segments in Pakistani pharmaceutical market that are; Hepatitis Cancer Transplant Anaemia Antibiotics Antihypertensive Metabolic Diseases Diagnostic Halfman La Roche is at 4th ranking world wide in pharmaceutical industry and is Market leader in Hepatitis, Cancer, Transplant and Anaemia, Metabolic diseases and Diagnostic. The annual sale is CHF. 49051 Millions grew by 10% and operating profit in 2009 was 15012 Millions that grew by 6%. Roche is invested CHF. 9874 Millions on RD in 2009. The free cash flow in 2009 was 8893 that was 79% more than 2008. The total employee of Roche are 81507. Out of them 80115 are permanent. The Sales contribution is more from US that is 38% than West Europe that is 28%. Since pharmaceutical marketing activities influence the prescribing behaviour of doctors, it is of utmost importance to critically analyze the claims made in the promotional material of the drugs. The extent to which pharmaceutical companies promote the merits of their products and relevant clinical trails provide to doctors are not studied in Pakistan. The results of the present analytical study show that unethical and biased claims regarding the pharmaceutical products are uncontrolled in Pakistan. These drug promotions influence the prescribing behaviour of the General Practitioners, Consultants thus accounting for one of the potentially major causes of illogical prescription. Roche Pakistan Ltd is a Member of IFPMA and PMA and follow their ethical business guidelines to sell its products. Roche Paksitan Ltd is at 6th ranking in Pakistan Pharmaceutical Market and its annual sale is Rs. 5.2 Billions in 2009 in Pakistan. Problem Statement Unethical Marketing strategies effect the prescribing habit of doctors that can lead to serious life threatening results for patients. Research Questions Research Q 1: What Ethical Marketing Strategies formulated for business in pharmaceutical industry? Research Q 2: What type of studies should be formulated? Research Q 3: what are the Marketing strategies that effect the decision making criteria of doctors.? 1.6 Research Objectives To find out the problem associated with unethical marketing strategies in pharmaceutical industry. To enlist the ethical strategies that will not effect the decision making criteria of doctors. Hypothesis Ho: There is no relationship between ethical marketing strategies and unethical marketing strategies. H1: There is relationship between ethical marketing strategies and unethical marketing strategies. Scope and Limitations of Study Scope of the research: As this research will be carried out with in single organization that is Roche Pakistan Ltd, based on the population from the different pharmaceuticals representative and doctors so the targeted low population narrows down the scope of the study. Limitations: Following limitation may also be observed during the research procedure and methodology adopted in collection of data from the resources within the organization: Data will be collected only from those respondent who directly and indirectly involved in the decision making process at different levels. Researcher may lave limited access to all authorities in respondent. Respondent may not responded answer due to tight schedule Respondent may not have proper information about variable and their relationship. respondent personal liking and disliking may create some biasness. Respondent may feel hesitation while attempting to questions Respondent may have personal reservations in responding to some questions relevant to their field or job. As the population under study is lessened to 132 respondent only, hence the scale of the study is restricted. Due to inadequate time, Research may cover and pass influential information only Data will be collected by the researcher himself. It is not possible to cover all variables. Significance of the research The study will explore that how the marketing strategies effect the decision making process of healthcare professionals. This research will also helpful to understand the importance of ethical marketing strategies. It will elaborate the impact of ethical marketing strategies on patients life. Moreover another aspect of this study is to elaborate the significance of ethical pharmaceutical strategies for doctor, pharmaceuticals industry and patients. It will assist to confirm that following the ethical marketing codes in pharmaceutical industry not only save the cost of patients but also life. It will also increase the moral and dignity of doctors also. CHAPTER 2 Literature Review Ethical marketing is the application of marketing ethics into the marketing process (Patrick, 2005). Ethical marketing generally results in a more socially responsible and culturally responsive business community (Eugene, 1978). Pharmaceutical strategy can be arranged into five categories (Brownlee, April 2004). Heavy pharmaceuticfal promotional activities to doctors results in more prescriptions being written (Elliott, Oct 2004). It has been estimated that 85-90% of doctors in Pakistan see to pharmaceutical representative (Gutknecht, 2001). pharmaceutical promotional expenditure in Pakistan amounted to Rs.7 Billions in 2009 (Gutknecht, 2001). (WHO) criteria for medicinal drug promotion, Marketing Strategies by Pharmaceutical companies is to encourage the prescription, supply, purchase and / or use of medical drugs, (WHO 33rd World Health Assembly, May 1986). The pharmaceutical promotional activities have powerful influences on prescribing behaviour of the doctors although this influence may be more hidden rather than explicit. (Lexchin, 1999). There is no mechanism to monitor the drug promotional campaign by pharmaceutical industry in Pakistan (Lober, 1993). Pakistan Medical Association has developed Ethical Code of conduct for Doctors and pharmaceutical organizations (www.jpma.gov.pk). International Federation of Pharmaceutical Manufacturers Associations (IFPMA) has developed code of conduct for pharmaceutical organizations. (www.ifpma.org). The strategy must be such that it doesnt not influence the decision making criteria of doctors. (Lober, 1993). Roche Pakistan Ltd is a member of Halfman La Roche Basel (www.roche.com). The annual sale of Roche is CHF. 49051 Millions and operating profit in 2009 was 15012 Millions. Roche is invested CHF. 9874 Millions on RD in 2009. (www.roche.com). In 2002, the pharmaceutical industry spent $15.63 billion on promotions, which include free office supplies, all-expenses-paid events, sales representatives, and awards to physicians (Parker, 2003). A 10-year study of internists at seven university hospitals, published in 1990, found that frequent contact with sales representatives also changed prescription practice (Israel, 2003). New drugs are not time tested; their long-term effects are unknown; many patients who can be just as effectively treated with less expensive, older drugs are risking their health when using newer drugs (Elliott, 2004). Dr. Drummond Rennie, Deputy Editor of the Journal of the American Medical Association, stated, I suppose I had about 20 at one time (Spears, 2003,). Brett and Colleagues found that physicians make distinction about the ethical acceptability of drug company gifts ( Brett, 2003). Drug information provided by pharmaceutical representative and drug advertisements are inaccurate ( Wilkes, 1992). Medical practitioners are dependent on the pharmaceutical industry for much of their drug information in Pakistan (Ahmad,1990). Unethical practices regarding the medicinal drug promotion are uncontrolled in Pakistan and it is suggested that physicians should be careful and decisive in assessment of advertised claims of greater efficacy, safety or convenience made by the pharmaceutical companies (Ahmad, 1990). Gifts DinnerNetwork Diagram Samples Pharmaceutical Market Doctors à ¢Ã¢â‚¬  Ã¢â‚¬â„¢Ãƒ ¢Ã¢â‚¬  Ã¢â‚¬â„¢ International Trip Clinical Trails Cash Chapter 3 Research Methodology In order to answer the research questions mentioned in chapter 1, researcher will elaborate here the different choices of methodology that have been adopted in this research paper. For historical viewpoint, I will conduct a Qualitative (content based) study of the previous researches on the role ethical marketing strategies in pharmaceutical industry. For present view, I will conduct a Quantitative (based on survey) analysis. 3.1 Population In the given research study, the population will be all employees of Roche Pakistan Ltd, Doctors of Medical Unit Sir Gangaram Hospital Lahore. 3.2 Sample The sample will consist of both males and females, Seniors and Juniors Doctors, pharmaceutical representative. According to the designations of the respondents their qualifications, professional experience, age will vary. 3.3 Sampling Technique/Strategy: In order to select the sample from the target population i.e. Roche Pakistan Ltd, Sir Gangaram Hospital Lahore, Non-Probability Convenience (purposive) sampling technique will be used. 3.4 Sample Size For the present study sample size will consist of 132 respondents (Pharmaceutical Representative, Doctors and Chemist). 3.5 Survey Instrument A questionnaire (English language) will be designed to collect the required Information. All the questions will be close-ended. A Cover letter to highlight the purpose of the study and instructions to fill the questionnaire, and a Demographic Data Sheet will be prepared and attached with the Questionnaire as well. 3.6 Data Collection The data for the proposed study will be collected through sell-structured questionnaire. The questionnaire will be circulated, explained and collected by the researcher himself. The questionnaire will be based on Likert Scale and will have five levels of responses against every question from the respondent. Since the company contains different hierarchies of employees and management so the respondents will be categories and manipulated accordingly. The five levels of responses will be: 1. Strongly Agree 2. Agree 3. Undecided/ Neutral 4. Disagree 5. Strongly Disagree 3.7 Pre-Testing Before the full scale administration of the questionnaire it will also be pre-tested on a  very small segment of the population (10-15 respondents) so that any ambiguity in  any question/s can be dealt with. CHAPTER 4 Data Analysis and Interpretation Available research soft ware for social sciences i.e. SPSS. Will be uses for analysis on Data collected for the proposed research study. Statistical and Arithmetical formulae Correlation or Regression will be applied as per demand and need of the study. Statistical tables and graphs / figures will also be obtained / drawn if needed. CHAPTER 5 Findings, Conclusions and Recommendations In order to achieve the basic purposes and objectives of the proposed research study, research-findings based on data analysis will be discussed in general and exclusively. Finally conclusions and recommendations will be made accordingly.

Dave Barrys Complete Guide To Guys :: essays research papers

Wait, are you telling me that Dave Barry's Complete Guide to Guys addresses women's issues? If "women's issues" include understanding why guys spit, scratch themselves, and give each other noogies, well then this book certainly addresses them! As for addressing the whole bit about a patriarchal world history, the subjugation of women, and accused responsibility for the Fall of Man, well, you might as well forget it. Dave Barry might not make you feel better about the stature of women in today's world or the future of the human species, but hopefully you can say this: you're not a guy. Dave Barry's book reminds me a lot of an episode of Seinfield: it's all about nothing. It tells the reader what guys are thinking(nothing) and what their "deal" is(nothing). While it does pretty much, well, nothing to help understand women or help women understand, the one thing it does do is hold true to the manufacturer's guarantee: you WILL laugh. You will not only laugh, but you will laugh hard. You will laugh hysterically, obnoxiously hard. You will want to share Dave Barry's insight on the male species with everyone you know and every stranger you meet, particularly so if they are women. Barry's book speaks little about the real reasons as to why males do the things they do and more about the fact that they are just scumbags and idiots. According to Barry, people "make being male sound like a very important activity, as opposed to what it primarily consists of, namely, possessing a set of minor and frequently unreliable organs"(xi). You will become convinced that the title should not be "Complete Guide to Guys," but "More Reasons Why Women Are The Better Sex." In fact, Barry himself seems to support the latter idea through his discussion of "the Punch Reflex," "the Noogie Gene," scientific reasons as to why guys act like jerks, the hidden truth of the Space Shuttle program, and standards. Yes, guys are just mindless idiots who like things that go, "Brrrrrrmmmmmmmmm!" I suppose he would know, though: he is a guy. It is a well-known fact that our world history is dominated by a tyrannical patriarchy in which the majority of women have been forgotten. Somehow, according to Barry, it is the men who have been forgotten. "Guys have played an important role in history, but this role has not been given the attention it deserves, because nobody wrote it down"(9).

Implementation Of Performance Management System Education Essay

Purpose – The intent of this paper is to supply an overview of the manner the public presentation direction system is being implemented for Educators in State Secondary Schools in Mauritius, to measure its effectivity as a tool to better public presentation in secondary instruction in the populace sector and to do recommendations to policy shapers on countries necessitating betterment. Design/methodology/approach – Datas were obtained from studies of secondary school Educators in educational zone 3 of Mauritius ( n=245 ) . The research workers used chi-square trial, Pearson correlativity and factor analysis in order to measure whether the new system was carry throughing its intent and to associate apprehension of Performance Management System ( PMS ) to its effectivity in secondary schools. Findingss – The findings indicate that pedagogues in Education Zone 3 believe in the importance of the PMS to better quality of instruction. They agree that it is a good planned procedure up to the concluding assessment phase. There is a weak relationship between the sentiment of Educators on effectivity of the PMS and its really taking to school betterment. Career development programs did non organize portion of the PMS. They view the PMS as undependable to mensurate public presentation, drawn-out and clip devouring with no follow up on public presentation spreads and for developing demands of the appraised. PMS is implemented merely as another bureaucratic tool. Originality/Value – Bing the first research of its sort in the secondary instruction sector in Maurtius, this research might be of value to the Ministry of Education, every bit good as to Managers of Private Secondary Schools who wish to utilize the public presentation direction system as a tool to measure and better the public presentation of pedagogues and thereby take at ‘quality of instruction for all ‘ . Limitation – As merely secondary schools of zone 3 are in their 2nd twelvemonth of PMS, our sample was restricted to that zone merely. Cardinal words: Educators, Performance Management, Performance direction system, public presentation steps, State Secondary Schools, Mauritius. Introduction Globalization together with a competitory universe environment and developments in engineering have made it imperative for all sectors in the economic system to supply better services to their clients and secondary schools are no exclusion. The Government of Mauritius realized that human capital is an of import resource with which Mauritius has been endowed, and that optimal usage demands to be made of this resource in all sectors and the instruction sector was no exclusion. Being cognizant that public officers working in schools ( both primary and secondary ) need to be dynamic, proactive, vivacious, frontward looking, advanced, effectual, executing and consequences oriented, it became imperative to set in topographic point a system which would let non merely to measure the public presentation of Educators working in these schools but besides to analyse their preparation demands. In 1976, the authorities introduced free secondary instruction for one and all and in 2005, made instruc tion compulsory for all kids up to the age of 16 old ages. Since so, it has become the duty of the Educators working in secondary schools to bring forth citizens with the needed accomplishments and competences needed by the economic system. Bearing in head that the one-year budget for Performance Management for secondary instruction is Rs.1.2 million, it becomes imperative that authorities ensures that public financess are being decently used in order to run into the outlooks of the citizens. The vision of the Ministry of Education is ‘to provide Quality Education to All ‘ . To accomplish this vision it is of import that those who deliver the service in the instruction system execute to the best of their ability. Thus it becomes necessary non merely to measure the forces working in our secondary schools, but besides to look into their preparation demands. The PMS can let to function this double intent which was non being achieved through the present Performance Appraisal system i.e. the Confidential Reporting System in the Civil Service in Mauritius which dates back to colonial times. Confidential Reporting has been in topographic point since 1963 and amended twice since so in 1973 and 1979. However, as ment ioned above it is no longer functioning its intent due to its legion failings viz. , it is a cosmopolitan one tantrum system for all public officers, there is no engagement of the appraised and he is non made aware of his strengths and failings, therefore doing the system unjust and inconsistent, it has no yardstick to mensurate the grade of public presentation of assorted facets of the occupation as there are no fit professional criterions, all standards are assigned the same evaluation, thereby doing no difference between most of import and least of import standards, subjectiveness, prejudice and bias are ineluctable in this system of describing as it does non follow a scientific attack and the system is used merely for publicity and does non place the preparation demands of the officers in the visible radiation of ascertained public presentation. The restrictions of the Confidential Reporting System gave rise to the demand for better system whereby both valuator and appraisee would be taken on board. An effort was made to present a new public presentation assessment strategy in the mid-1990s but it failed likely due to its bad selling, which led to resistance from both Trade Unions and Public officers. Against this background, a Task Force on Performance Management was set up which created a Framework for all Ministries to follow corporate strategic planning and step accomplishment of organisational aims. Divisional work marks set against established public presentation indexs. The Draft Performance Management Framework stated that assessment should get down with a public presentation understanding based on work program prepared, with regular reappraisals and completed with an overall reappraisal of public presentation, appraisal of professional demands and acknowledgment of public presentation. The Task Force on Performance Management and the Pay Research Bureau ( PRB ) study 2008 recommended inter alia that all Ministries/ and Departments should measure and reexamine their public presentation in relation to put marks ; they should set in topographic point and implement a ‘Performance Review Scheme ‘ as an built-in portion of Performance Management on a uninterrupted footing. The Ministry of Civil Service and Administrative Reforms should move as a coordinating Ministry, responsible for debut of the Performance Management System and promote a Performance orientated civilization in the Public Service. Furthermore, the PRB 2008 in its study recommends that as from fiscal twelvemonth 2011-2012: ( I ) increases may be granted three months before for employees who perform beyond the acceptable criterions systematically for a period of one twelvemonth and nine months ; and ( two ) more than one increase may be granted at a spell, say two increases, for uninterrupted o utstanding public presentation for three back-to-back old ages. The PMS is still in its babyhood in State Secondary Schools being introduced in the educational system merely in 2008. Mauritius is divided into four educational zones and the navigation in secondary schools was done in all schools of educational zone 3 during the twelvemonth 2009 and in this current twelvemonth they are in their 2nd PMS rhythm whereas the secondary schools of the other 3 educational zones ( 1, 2 and 4 ) are in their first PMS rhythm. It is hence of import to analyze whether all stakeholders have the necessary cognition and apprehension of the Performance Management System, the nature of the current Performance Management agreements, the Performance Management Process, the Performance Measures in order to mensurate its effectivity in State Secondary Schools in Mauritius. 1.1 Knowledge and apprehension of PMS There are legion definitions of Performance Management, from the general position, as a agency for an organisation to recognize its aspiration ( IDeA, 2001 ) to the more specific one, aiming at single employees, directing and heightening their public presentation, therefore bettering organisational effectivity ( Williams, 2002 ) . However, the common characteristic of all definitions lies in the accomplishment of the organisations ‘s ends or aims: Performance direction is the procedure of bettering the quality and measure of work done, therefore conveying all activity in line with an administration ‘s ends. ( Walters, 1995 ) . Harmonizing to the Local Government Improvement and Development, UK public presentation direction is ; reacting to existent public presentations to do results for employees and the populace better than they would otherwise be. All these definitions merely give the intents of the Performance Management system. ( Armstrong and Baron, 2004 ) have stres sed that public presentation direction helps to guarantee that directors manage efficaciously ; that they guarantee their employees or their squad cognize and understand what is expected of them, have the accomplishments and competences to present on these outlooks, are supported by the organisation to develop the capacity to run into these marks, are given feedback on their public presentation and the chance to discourse and lend to single and squad purposes and aims. It is besides to guarantee that directors themselves are cognizant of the effects of their ain behaviour on the people they manage. They are encouraged to place and reflect positive behavior. Execution of a Performance Management System will assist to obtain better consequences from persons, squads and the organisation as a whole as both valuator and appraisee understand and manage public presentation as per an agreed model for planned ends, aims, criterions and competences. This appears to be a more comprehensive def inition of Performance Management as it gives all the of import phases in public presentation direction but does non speak on placing public presentation spreads and supplying the necessary professional development. ( Armstrong, 1999 ) identifies the chief extra characteristics of public presentation direction as: the engagement of all members within the organisation as spouses in the procedure, concern with inputs ( competencies and accomplishments ) every bit good as end products, based upon understandings refering answerability and duty, concern with public presentation of the person and the squad, uninterrupted procedure and non reliant on an one-year reappraisal, personal reappraisals focus on constructive patterned advance, betterment and development, recognizes the demand for preparation and dressed ores on ‘self managed ‘ larning ‘ , feedback is every bit much spontaneous as possible and non reliant on luxuriant signifiers. ( Engelmann & A ; Roesch 1996 ) identified negative effects of ill designed and ill administered strategies as: hapless motive and ego regard because employees receive unequal feedback on their work public presentation, small or no focussed communica ting about public presentation between directors and employees ; inefficient usage of directors ‘ clip and judicial proceeding over alleged prejudiced actions. The Performance Management Procedure: Performance direction means a shared committedness to better public presentation. It focuses attending on more effectual instruction and monitoring to better the quality of learning and to profit students, instructors and the school. It means giving appropriate and effectual personal preparation and development, a high degree of know-how and patterned advance of staff in their chosen profession1. Performance Management is an on-going, procedure inolving an employee and his/her supervisor. It involves the undermentioned phases: Pre-appraisal – Planning and holding on Performance: The valuator discusses and records precedences and aims with each of the instructors in his/her squad and discusses how advancement will be monitored through a two manner communicating between valuator and appraisee. A work program is developed and agreed upon by both parties. Mid-appraisal – Pull offing Performance: At mid term of the stage, the appraisee is called upon to transport out a self rating of the accomplishments and public presentation spreads as per the work program, following which the valuator arranges for a formal interview with the appraisee to discourse and enter advancement made on the public presentation understanding, therefore informing him of the countries that need betterment. Final Appraisal – Reviewing Performance. At the terminal of the one twelvemonth rhythm, the valuator reappraisal, buttocks and records the public presentation of the appraisee during the appraisal period. The appraisee is called upon to one time once more self evaluate his/her public presentation against the work program agreed upon during the pre-appraisal phase. The valuator carries out a concluding interview to give the appraisee relevant public presentation information with regard to good public presentation and to 1. [ Online ] available at hypertext transfer protocol: //www.burford.oxon.sch.uk/policy/performancemanagementpolicy.htm [ Accessed on 13 November 2010 ] supply any pertinent suggestions for betterment, and action programs are developed in audience with both parties for lacking countries. This type of communicating and certification allows chance for an appraise to concentrate on the expected consequences for during the following appraisal twelvemonth. 1.3 Nature of current Performance Management System Effective public presentation direction needs consistently determinant and pass oning what needs to be achieved ( purposes, aims, precedences and ends ) , a program to guarantee that it happens, some agencies to measure if this has been done ( public presentation steps ) and information making the right people at the right clip so determinations are made and actions taken2. The PMS ‘s function can be classified into three chief classs: ( a ) Strategic: consist the functions of pull offing scheme execution and ambitious premises ; ( B ) Communication: comprises the function of cheque place, following with the non negotiable parametric quantities, pass oning way, supplying feedback and benchmarking ; ( three ) Motivational: comprises the function of measuring and honoring behaviour and encouraging betterment and acquisition 1.3.1. Performance Management System in United Kingdom: Findingss of ( Andrew Brown, 2005 ) in ‘Implementing public presentation direction in England ‘s primary schools ‘ showed that considerable fluctuation exists among primary schools as to how they are implementing public presentation direction. This was due to confusion and uncertainness on the portion of all stakeholders refering the significance and intent of public presentation direction. He concludes that factors that influence the effectivity of public presentation direction in any one primary school are the extent to which: ( a ) the caput, instructors, governors and public presentation direction advisor have a common apprehension refering the significance of public presentation direction and the intents of presenting the enterprise into schools ; ( B ) all relevant stakeholder groups are suitably and sufficiently good trained to implement the enterprise ; ( degree Celsius ) the school ‘s organisational civilization is such that the determination to present a system of public presentation 2. [ Online ] available at hypertext transfer protocol: //www.idea.gov.uk/idk/core/page.do? pageId=4405770 [ Accessed on 13 November 2010 ] direction is perceived by the school ‘s caput, instructors and governors to be an appropriate and worthwhile one ; ( vitamin D ) the public presentation direction aims which the caput and instructors receive are sufficiently specific, mensurable, relevant and ambitious ; ( vitamin E ) the methods and indexs adopted to mensurate the public presentation direction aims of the caput and instructors are considered to be sufficiently varied and just ; ( degree Fahrenheit ) the construct of â€Å" overall public presentation † is sufficiently good defined, mensurable and accepted by both the valuators and appraisee ; ( g ) sufficient resources are available to implement instructors ‘ single professional development programs ; ( H ) the associated wage and wages systems are perceived to be both just and feasible. In short, England has a good established Performance system including Performance Thresholds, nevertheless, there is no consensus on whether fiscal inducements wo uld actuate instructors in advancing good instruction ( Croxson,2001 ) . 1.3.2 Performance Management System in New Zealand: Effective public presentation direction involves sharing an apprehension of what needs to be achieved and so pull offing and developing people in a manner that enables such shared aims to be achieved ( Dransfield, 2000 ) . In New Zealand, since 1997 public presentation assessment is compulsory for all instructors who are appraised against nine Professional Standards which include: professional cognition, professional development, learning techniques, pupil direction, motive of pupils, publicity of Te Reo Maori linguistic communication, effectual communicating, support for and cooperation with co-workers and part to wider school activities. These professional criterions aid to guarantee that employer and direction outlooks are clear and consistent across each school. Based on these criterions public presentation indexs are developed which require the school to place cardinal facets of public presentation ( that can be verified ) , fi nd what information is needed to measure public presentation against each of the professional criterions, make up one's mind how public presentation is to be assessed ( the appraisal method/s ) , design methods for roll uping the public presentation information. Performance indexs are reviewed from clip to clip to guarantee they are still relevant and appropriate. The public presentation assessment is carried out which focuses on the nine professional criterions and leads to a written appraisal study for treatment and audience with the instructor. This public presentation assessment includes readying of a statement of aims which are discussed and agreed upon at the beginning of the public presentation direction rhythm. Then there is an interim assessment, the intent of which is to supervise advancement against professional criterions and to foreground success and turn to any concerns. It besides provides an chance to discourse and enter any alteration to the agreed public presentati on outlooks. The reappraisal may affect observation of instruction, an interview and readying of an interim study. The following phase is the Final Appraisal whereby the valuator and appraisee meet to discourse the instructor ‘s public presentation over the twelvemonth based on professional criterions and indexs. The valuator informs the appraisee of the accomplishments and discusses what needs to be addressed in the undermentioned twelvemonth in footings of farther professional development. Teacher public presentation may besides include equal assessment, parent feedback, pupil feedback, pupils ‘ public presentation consequences and documental grounds such as lesson programs, appraisal records and resources used. Once instructors have met the appropriate degree of professional criterions they entree the 2nd tranche of salary rates ( Ozga, 2003 ) . Principals may postpone patterned advance for instructors who have non met the professional criterions at the appropriate de gree during the assessment period but so they must set in topographic point a plan for support and development to help the instructor to run into the criterions. If a instructor disagrees with the recess of the salary increase the instructor may, within 14 working yearss of being notified of the deferral seek a review3. However, ( Carol Cardno, 1999 ) states that in New Zealand the public presentation direction system has non good started and has non improved the public presentation of instructors and pupils. The New Zealand policy resembles closely our Mauritanian system, whereby the primary intent is to supply a model for bettering quality of learning. There the school board is responsible for seting in topographic point an assessment procedure with appropriate professional development orientation ( Cardno, 1999 ) . ( Rohento, 1992 ) found that instructors supported the debut of pecuniary inducements, and believed that a performance-related wage strategy would increase their attempt and have a positive consequence on student attainment. Harmonizing to some caputs, although the public presentation direction was non used to penalize hapless executing instructors, it was a utile agencies of placing and turn toing countries of failings with instructors ( Burgess et al, 2001 ) . 3.Draft National Guidelines for Performance Management in Schools, Ministry of Education, 1995.1.3.3 Performance Management System in Malaysia and CanadaMalaysia has adopted a Result-based Management Approach ( RBM ) , which focuses on systematic and structured public presentation direction, whereby, the Intergrated Performance Management Framework ( IPMF ) helps in being results-oriented in plan planning and delivery4. Canada is in its early phase on public presentation direction which has replaced the â€Å" Supporting Teaching Excellence † which was the instructor public presentation assessment policy. The policy model for pull offing people is effectual as of July 2010. It applies to the nucleus public disposal and is said to necessitate sustained leading and investing of clip and money5. 1.3.4 Performance Management System in Mauritius In the Mauritian context small research has been done as the PMS is still in its early phase. The lone research on the effectivity of Performance Management System has been carried out by ( Chittoo and Ramphul, 2006 ) in the Health Sector where they claim that Performance Management in the instance of Mauritanian infirmaries is still a implausible thought because irrespective of how good a technique it is, there is a fright to implement it due to swerve deficit of staff who still have to fulfill the clients to the ‘extent possible ‘ . The execution of public presentation direction may do affairs worse in the present state of affairs. The failings and prejudices that can do the PMS to neglect include absence of engagement, organisation civilization, low dignity, high outlooks and inaccurate evaluations ( Lukheenarain, ( 2009 ) . Published in a imperativeness article, caput instructors and school principals are said to be kicking about an overload of paperwork. Performance Management is seen as a good thing where instructors can hold their say in their public presentation assessment, nevertheless, tonss of administrative work coming with the system, can be a hurdle6. 4.http: //www.tbs-sct.gc.ca/pol/doc-eng.aspx? id=14226 5.http: //www.minedu.govt.nz/NZEducation/EducationPolicies/Schools/SchoolOperations/EmploymentConditionsAndEvaluation/PerformanceManagementSystems/PMS 6.Kot Zot Mauritius Portal Mauritius Newspaper Syndicating Mauritanian News. Effectiveness and Efficiency ( Anthony and Young, 1994 ) argue that efficiency and effectivity are the two key standards for judging public presentation. Effectiveness is seen as the relationship between an organisation ‘s end product and its aims ( results or consequences ) and efficiency as the ratio of end products to inputs ( e.g. disbursals ) , or the sum of end product per unit of input. In add-on, ‘Economy ‘ ( i.e. inputs ) is frequently added to finish what is normally referred to as the ‘Three Es ‘ of public presentation measuring ( Hyndman & A ; Anderson, 1997, Boland and Fowler, 2000 ) . To enable the rating of economic system, efficiency and effectivity, it is necessary to mensurate inputs, end products and results ( or consequences ) . However, in public sector organisations which frequently have multiple, long term non-financial aims focused on social impact, it can turn out hard to mensurate the ‘three Es ‘ and hence hard to measure public presentation ( Hyndman & A ; Anderson, 1997 ) . ( Neely, Kennerley and Martinez, 2004 ) reported that there has been much prescription sing the design of PMS but really small consideration of whether such systems really work ( Neely et all, 2004 ; France & A ; Bourne, 2003 ) . It is deserving observing that Speckbacher et Al ( 2003 ) have reported that 8 % of 174 German talking states decided non to implement a Performance Measurement System because they could non see the advantages or ‘positive impact ‘ particularly given the attempt required to implement such systems. The above literature reappraisal raises a figure of issues which are in line with this survey. In peculiar whether public presentation direction in schools leads to improved public presentation or merely answerability. It is merely through a farther research on the effectivity of public presentation direction for pedagogues in State Secondary that it would be possible to convey out the strengths and failings of the system and aid to do recommendations to the governments on how to better the system so every bit to carry through the vision of the Ministry of Education of ‘Quality instruction for All ‘ and besides do it sustainable in all province secondary schools in the hereafter. Hypothesis The Performance Management System for Educators in State Secondary Schools, if decently understood and implemented will assist to better School Effectiveness in footings of both pupil and instructor public presentation. Methodology 2.1 Purpose of the survey The research paper has assorted aims. First given the increased accent on public presentation direction in Mauritius following the defects of the Confidential Reporting system, the paper examines the extent to which both Educators and Curates have a cognition and apprehension of the Performance Management System. Second it provides an overview of how the current public presentation direction system is being implemented in secondary schools in Education Zone 3 in Mauritius. Third it looks into how assorted standards used in the measuring of single public presentation in schools are related to teacher attitudes and perceptual experiences. It probes into the strengths and weaknesses/problems and troubles being encountered both by valuator and appraisee in the execution of the system. Last it makes an attempt to measure the effectivity of the Performance Management System as it is presently implemented in province secondary schools and do an effort at explicating recommendations to polic y shapers on the betterments needed to do this system sustainable in secondary schools in the hereafter. The usage of multiple methods in a survey secures in-depth apprehension of the phenomenon in inquiry because it adds energy, comprehensiveness and deepness to the probe ( Cresswell, 1994:174 ; Denzin & A ; Lincoln, 1998:163 ; Salomon, 1991: 10 ) . Therefore, both quantitative and qualitative informations aggregation techniques were used. Research Design: The research documented in this paper relied on informations obtained from both primary and secondary beginnings. Survey Questionnaire: The quantitative attack involved a questionnaire study, because it helps to garner informations at a peculiar clip with the purpose of depicting the nature of bing conditions ( Cohen & A ; Manion, 1995:83 ) . Questionnaires were used for both Educators and Rectors and included chiefly closed inquiries and three unfastened ended inquiries. For the closed inquiries the Likert graduated table was used. The questionnaire foremost asked for demographic informations such as age, gender, station held and old ages of experience in the station. Then respondents were asked inquiries on their cognition and apprehension of the Performance Management System. Next, respondents were asked their positions on the nature of the current Performance Management System agreements at their school, the Performance Management procedure and the standards used in the measuring of single public presentation. Open ended inquiries refering the strengths and failings of the current PMS at the ir school and the betterments they would wish to see in the present system. The questionnaires were designed in a logical and specific mode to accomplish the necessary consequences. The subsequent stairss were pursued in the undermentioned order: Shaping ends and aims, planing the methodological analysis, finding feasibleness, developing the instruments, choosing a sample, carry oning a pilot trial, revising the instruments, carry oning the research, analysing the information and devising recommendations. Questions for both classs were dispensed on a pilot footing in one school and necessary amendments were made. Interviews: In add-on to questionnaires, qualitative information was collected through semi structured interviews with Curates and the Zone Director in order to acknowledge their perceptual experiences on the effectivity of the Performance Management System in Secondary Schools in Zone 3 and notes were taken. The notes consisted of statements and remarks made by the interviewees which were identified as being important and of import. Triangulation: While questionnaires and interviews were the primary methods of informations aggregation, the secondary methods of informations aggregation included survey of statistics from the Ministry of Education and other relevant paperss such as the Performance Management Guide by the Ministry of Civil Service Affairs, the Pay Research Bureau Report 2008 and the Confidential Reporting system. 2.3 Participants In Mauritius, there are 3439 Educators ( appraisee ) and 63 Curates ( valuators ) in State Secondary Schools over the island. For the intent of this research the mark population consisted of 660 Educators ( appraised ) and 12 Curates ( Appraisers ) working in State Secondary Schools in Zone 3 as they are the lone secondary schools which are finishing their 2nd PMS rhythm, the first one holding been completed on a pilot footing in 2009. Zones 1, 2 and 4 have non yet completed a full Performance Management rhythm. Questionnaires were administered to 280 Educators and Curates from 8 province secondary schools, who formed the sample population. 245 Educators and all 8 Curates responded favorably. Semi-structured interviews were held with the 8 Curates and the Zone Director who is by and large responsible for the overall direction of different schools in this Zone. 2.4 Analysis Techniques Chi square trial, Pearson correlativity and Factor analysis are carried. The consequences are used to mensurate the cognition and apprehension of both Educators and Rectors of the current Performance Management System, its procedure, the importance of its different standards in the measuring of the public presentation of persons, respondents ‘ attitudes and perceptual experiences on the public presentation steps, the strengths and failings of present Performance Management System and the betterments they deemed necessary. These findings are so related to the literature findings. They are analyzed in order to judge the efficiency of the present system so as to explicate necessary recommendations for policy shapers to do it more effectual and sustainable as a agency of mensurating public presentation of all Educators in Secondary schools in Mauritius. Datas Analysis Questionnaire informations were computerized utilizing SPSS package. Open ended inquiries were categorized harmonizing to the response. For the structured interviews, qualitative informations, forms and classs were identified and described. Validity was ensured through triangulation whereby study informations from pedagogues were verified with study informations from curates and farther supplemented by the interviews of the Rectors and the Zone Director. 3. Findingss The perceptual experiences of the effectivity of the execution of PMS in our State Secondary schools are discussed and linked with the literature harmonizing to the undermentioned classs: cognition and apprehension of PMS ; nature of current PMS agreements ; Performance Management Process ; public presentation steps ; and PMS from an administrative point of position. Educators who responded to the questionnaire have a average age of 36.4 ( SD=0.889 ) , an mean old ages of 8.2 ( SD=1.48 ) old ages of learning experience, 58.5 % of whom were female and 18.3 % held place of duty as caput of section. They were all appraised by their curate. 3.1 Knowledge and apprehension of PMS Figure 1. Knowledge and apprehension of PMSQuestions were framed harmonizing to literature findings as referred to in Figure 1. The survey has revealed that more than 50 % of pedagogues believe in the importance of PMS for set uping a high public presentation civilization, concentrating on end product and procedures of accomplishing consequences and bettering the procedure of instruction and acquisition. As Walter ( 1995 ) stated that PMS improves the quality and measure of work done, therefore associating them to the administration ‘s ends and aims. 3.2 Nature of current PMS agreements An analysis of the public presentation direction procedures and activities in the school provides an apprehension of the execution of PMS. 74.5 % of pedagogues believe that PMS is a good planned procedure. One of the purposes of PMS in to better public presentation of schools. Harmonizing to Jenny Ozga ( 2003 ) , the nucleus premises of public presentation direction are that public presentation degrees in the public sector can be raised, that is to do the schools on Scotland more efficient and effectual than in Finland. Reliance on mark scene and monitoring as a cardinal component of the direction of instructors rises concern about the possible distorting effects of marks on relationship between instructors and directors, and on instructors ‘ definition of their nucleus undertaking. Teachers and caputs experience under force per unit area to show good public presentation. This position was besides reflected in our survey, the sentiment of pedagogues on effectivity of PMS in the ir school and whether current PMS agreement leads to betterment in public presentation of school have been analysed utilizing cross tabular matter and Chi-square ( I†¡2 ) trial to happen out if there is an association between these two variables. The formulated hypothesis is H0, there is no association between sentiment on effectivity of PMS and PMS really taking the betterment in public presentation and H1, there is an association between sentiment on effectivity of PMS and PMS really taking the betterment in public presentation. Table 1 shows that bulk of pedagogues do non hold that PMS leads to betterment ( 33.1 % ) and are decrepit linked to school effectivity ( 40 % ) . I†¡2 50.248 with grades of freedom 8. Probability ( 0 ) is 5 % . Therefore at 5 % degree of signifigance H0 is rejected and we accept H1. Cramer ‘s V value being 0.320 shows weak relationship between the two. Table 1. PMS arrangement – betterment in school public presentation * Opinion of PMS as appraisee Crosstabulation Opinion of PMS as appraisee Entire Not effectual Reasonably uneffective Neither effectual nor uneffective Reasonably effectual really effectual Disagree Count 11 11 26 11 1 60 Expected Count 5.9 5.9 19.8 24.2 4.2 60.0 Neither agree nor disagree Count 12 12 33 44 3 104 Expected Count 10.2 10.2 34.4 42.0 7.2 104.0 Agree Count 1 1 22 44 13 81 Expected Count 7.9 7.9 26.8 32.7 5.6 81.0 Entire Count 24 24 81 99 17 245 Expected Count 24.0 24.0 81.0 99.0 17.0 245.0 In the survey on â€Å" Implementing public presentation direction in England † s primary school † , ( Brown, 2005 ) , 24 out of 30 headteachers considered the public presentation direction preparation which they have received as unsatisfactory and most of the instructors stated that there was no formal preparation in public presentation direction. Merely 20 % of curates ( 8 in all ) and 25 % of pedagogues ( 247 in all ) agree that sufficient preparation was given before execution of PMS, and they believe that the preparation was non effectual and excessively brief ( based to open ended inquiries and interview ) . Training on PMS is believed to be deficient, there has been no farther preparation or follow up and new recruits are non offered any signifier of preparation or briefing. PMS, so far, has non helped to better school effectivity or pupil public presentation. They are non confident about the success and sustainability of PMS. Once the PMS rhythm is over, there is no coverage and follow up and pedagogues are non offered developing harmonizing to their demands. The biggest job they are confronting is clip restraint, to follow single pedagogue and transport out one to one interview. Interviews carried out with curates gave farther penetrations into the execution of PMS. All curates believe that PMS is an of import tool for estimating public presentation and guaranting answerability. PMS is seen as really much adapted to the new direction paradigm, quality confidence and undertaking based budgeting ( PBB ) . It is being implemented without major jobs, all staff are join forcesing, there is no job with the work program, midterm assessment and terminal of twelvemonth assessment. Everything is being done satisfactorily and curates find PMS better than the â€Å" confidential study † . They view PMS as bettering collegiality and believe that with clip it will further better. However, it is done automatically because they all know that they have to follow. 3.3 Performance Management Process Harmonizing the survey on ‘Teacher perceptual experience of the effectivity of instructor assessment in Botswana ‘ ( Monyatsi, 2006 ) , bulk of respondents ( 44.7 % ) agreed that assessment procedure in Botswana motivates instructors. However, in our survey on the province secondary schools in zone 3 merely 20 % of pedagogues find PMS utile and the bulk ( 66 % ) are apathetic to public presentation direction but go through the gestures. 52 % of the respondents agree that the valuator invites self-appraisal and uses congratulations to actuate pedagogues. Confidentiality and trust issues, particularly in relation to appraisal coverage and who has entree to the information was one on the participants concern, ( Cardno, 1999 ) . 57.2 % of the pedagogues responded positively when asked whether they trust PMS procedure in their school and 75 % feel that confidentiality is maintained throughout the PMS procedure. This shows that confidentiality and trust is non an issue in our s chools. An analysis of discrepancy ( ANOVA ) is used to compare current PMS taking to betterment in public presentation of pedagogues to the existent assessment procedure is given in table 2 below. As the homogeneousness of discrepancy trial ( .000, .001, .019 ) is & lt ; .05, the ANOVA tabular array was constructed as shown in table 2. The significance value being & lt ; 0.05, we reject the void hypothesis and accept that there is a difference between the current PMS agreements taking to betterment in public presentation of pedagogue and the assessment mechanism carried out by the curate as promoting for pedagogues. Table 2. ANOVA to compare current PMS taking to betterment in pedagogue public presentation and the existent assessment mechanism by utilizing congratulations, discuss public presentation and non personality and encourages self-appraisal. Sum of Squares ( combined ) df Mean Square F Sig. Curates use congratulations to do motivate pedagogues 46.599 2 23.300 19.481 .000 Curates discuss public presentation non personality 35.246 2 17.623 15.834 .000 Rector invites self assessment 45.989 2 22.995 24.768 .000 Brown ( 2005 ) besides investigated how PMS would assist to better professional development of instructors. The positions of both caputs and instructors were assorted. On the positive side, some instructors felt that a formal one-year reappraisal, to reflect on assorted facets of their public presentation enabled them and their leader to jointly explicate a extremely individualized development program. However, it was reported that even though an appropriate program had been formulated, it had non been implemented due to shortage of clip and resources. One of the premier importance of PMS is staff development. Khim Ong Kelly et Al ( 2007 ) stated that there are important challenges in efficaciously measuring the aptitude of instructors for different calling paths and in measuring what constitutes good public presentation. In England primary schools, ( Brown,2005 ) , the positions of both caputs and instructors about public presentation direction assisting to better professional devel opment of instructors are assorted. The boxplot ( Figure 2 ) show a normal unskewed distribution with 32 % response as impersonal, same applies for public presentation reappraisal being a preparation program for each pedagogue. This shows that the same uncertainness applies to our system. Table 3. Rotated Component Matrix Component 1 Problem work outing accomplishments .787 Duty .756 Versatilty .755 Leadership .739 Planing .730 Strategic thought .710 Technical cognition .703 1 Strongly disagree-15 % 2 somewhat disagree-14 % 3 neither agree nor disagree34 % 4 somewhat agree-32 % 5 strongly agree-4 % 3.4 Performance steps One ground for replacing the confidential study is because it has no yardstick to mensurate the grade of public presentation of assorted facets of the occupation as there are no fit professional criterions. Furthermore, there is general consensus from all the research conducted that the ends of public presentation direction system or assessment are to better quality and answerability. In their survey, Chittoo and Ramphul ( 2006 ) , referred to the systems attack with the 3e ‘s – economic system, efficiency and effectivity. However, the extent to which this mark is achieved remains blurred due to restraints such as clip, fiscal resources and staff. The great bulk ( around 80 % ) of respondents agree that the standards in the measuring of single public presentation ( student focal point, competency, attending and promptness, communicating accomplishments and others ) are of import or critical. Factor analysis was carried out to happen out which PMS measures pedagogues see to be more of import. The 26 PMS steps rated by the respondents were considered in this trial which is applicable as the determiner ( 1.11 ) is greater than 1A-10-5. Table 3 shows the revolved constituent matrix with some PMS steps in footings of precedence as seen by the pedagogues. It is interesting to observe that the first three steps are related to personality traits and accomplishments. However, 60-70 % pedagogues believe that PMS is undependable to mensurate public presentation, is drawn-out and clip consuming, with excessively much paper work and that there has non been follow up for the preparation demands identified during assessments. These findings are confirmed utilizing bivariate correlativity trial. At 1 % degree of significance ( two-tailed ) , there is a weak but negative correlativity ( Pearson Coefficient ( R ) is -0.002 ) between the standards to be assessed and the manner of appraisal in PMS. 3.5 PMS from an Administrative point of position This survey confirms information published in local imperativeness article, that is PMS is seen as a good thing but tonss of administrative work coming with the system can be a hurdle. The Zone Director monitors the execution of PMS in the schools. She confirmed that all schools in zone 3 are implementing PMS as instructed. Curates do kick about PMS being clip devouring but they all managed to finish the procedure. However, she is non satisfied with the execution of PMS, accent is laid on measure, guaranting that PMS is implemented in all schools, but there is no quality, no clip for analysis of public presentation, rating and proper coverage. The Ministry is concerned with the completion and entry of the PMS, but there is no construction for follow up and developing. As Lukheenarain ( 2009 ) stated, certain failings and prejudices can do PMS to neglect, some of them as revealed by our survey are: no analysis, no follow up and deficiency of support from higher governments, no clear g uidelines of what to make after one PMS rhythm, deficiency of forces and clip restraints. The strength of PMS is that pedagogues and curates are cognizant of what that are supposed to make harmonizing to their work program, they hence make the necessary attempt to accomplish their cardinal consequence countries by executing the cardinal undertakings. The Zone Director is unable to state if some schools are making better than others because of PMS as there is no analysis done, but she believes that if done decently with an appropriate mechanism for analysis, preparation and coverage, PMS is traveling to be fruitful. The whole PMS needs reappraisal, harmonizing to her it has to be seamster made for instruction sector and should be user friendly and attractive for both valuator and appraisee. To do PMS sustainable, at the terminal of each rhythm there should be a mechanism for coverage, analysis and forming preparation Sessionss to make full in the public presentation spreads identifie d. Furthermore, some pedagogues proposed the debut of wage related public presentation in order to actuate and promote them to follow the system. We would wish to thank Mrs R. Koomar for her valuable aid and back up throughout this research paper. CONCLUSION AND RECOMMENDATIONS. The intent of this paper, as stated at the beginning, has been to look at the effectivity of the execution of public presentation direction system for pedagogues in province secondary schools of educational zone 3. All schools in Zone 3 are implementing PMS as instructed by the Ministry of Education and Human Resources. The bulk of pedagogues believe that execution of PMS can be good as it will set up a high public presentation civilization in the instruction system. However, the bulk of pedagogues in Zone 3 are apathetic to PMS but merely follow with another bureaucratic standard. Analysis has shown that execution of PMS is non linked to effectiveness in the sector. This survey shows that all those involved should possess the cognition and apprehension of its intents, procedures and step, if the whole procedure is to be effectual. There is a deficit of work force to work on public presentation direction system in schools and therefore it is seen as an extra undertaking. Curates and pedagogues likewise in Zone 3 believe that execution of public presentation direction system has resulted in more paper work instead than concrete action. There is no proper staff development follow up in topographic point and as a consequence pedagogues and curates feel PMS has non produced the coveted results. Allotment of financess and proper preparation are non in topographic point to run into the demands of pedagogues and curates likewise. Emphasis is laid on completion of the public presentation direction rhythm and the results are kept in shortss and no proper actions taken to rectify any failings or reward those who are executing to the satisfaction of the top direction. Bearing in head the benefits which the public presentation direction system can convey to bettering the effectivity of services in province secondary schools, the undermentioned steps should be looked at and set in topographic point. Curates and pedagogues should be given more appropriate preparation on public presentation direction system which is tailored to the demands of instruction. It should be related to pay ; extrinsic wages can assist to better pedagogues ‘ public presentation. Educators who are executing outstandingly should be rewarded with another increase on the wage spinal column that is the pedagogue can leap two graduated tables on the wage ladder. There should be more committedness from the top degree of disposal ; the Ministry of Education should be committed non merely to measure ( figure of schools who have completed the rhythm ) but besides to quality of the results. It will add drift and motivate staff to take public presentation direction more earnestly. The Ministry should look into geting more financess for formal and on-going preparation. Professional development of the staff should be given due consideration so that pedagogues can profit from it and happen the exercising of public presentation direction system fruitful. Protected clip should be given to the valuator and appraise likewise so that they both can give due consideration PMS. Regular update should be held at regular intervals during the twelvemonth so that all freshly recruited pedagogues and curates are acquainted with the system. PMS should be reviewed, updated at sensible periods so as to aline it with the vision of the Ministry of Education of â€Å" Quality instruction for All ‘ . Further research on the topic should be encouraged by the Mauritius Research Council, the University of Mauritius, the University of Technology, Mauritius and other third establishments through the Student Research Grant Scheme as proposed in the Budget for 2011 and recommendatio ns made should be studied and implemented where executable. Professional Standards for Educators should be worked out in coaction with this cell because it is good known in direction that if the person/s who are traveling to be affected by policy determinations are taken on board in the treatment phase, they feel a committedness to the determination and will seek to stay by them and make the ends set. Those non making the set marks should non be regarded as ‘ failures ‘ , instead they should be given in service and professional development classs to assist make full the public presentation spreads identified during the execution phase. Use of engineering can be of aid in cut downing the excess paperwork.

Exceptionalities in a classroom Essay

In any teaching-learning activity, there are major challenges that arise and must be addressed with a lot of concern if the success of the learners is to be achieved. In any given learning environment, which narrows down to a school setting, there must be a classroom whereby learning process takes place. A classroom consists of quite a number of learners who are from different ethic groups, different cultures and also different races. This therefore calls the teacher to understand that in every given population of learners there are diverse attributes among the learners and hence treat each learner according to his/her needs. In working with students with exceptionalities in my classroom, my main concern will be identification of the factor that makes such a student be an exceptional student. In the first place, I will be concerned with identifying the students who are physically challenged by simply using observation (Schulte, Villwock, Whichard & Stallings, 2001). Through close observation, those students who are visually impaired, hard–of hearing and those who are dumb are easily identified. It is very important to identify such group of students since they have special needs to be attended to as opposed to the other normal students. In many learning institutions, these students tend to be overlooked since the relevant learning aids are not provided to them. As a result, poor performance by an able student or even a high achiever is witnessed and if this persists, the morale of the student declines and it may even result to dropping out of school. My physically challenged students must therefore be having learning aids such as braille for those who are visually impaired, hearing aids and translators for those with hearing problems. (Schulte, Villwock, Whichard & Stallings, 2001). My concern will be on ensuring that these students are not side lined in any way and that their performance rhymes with the effort that they put in their class work. I would as well encourage them to always sit in front whereby I can constantly monitor them and give the necessary assistance. There is another group of exceptional students that have been overlooked in many learning institutions. In a classroom of slow learners who are also treated to be exceptional students and low achievers, my concern will be to identify them through assigning regular exercises and continuous assessment test. Schulte, Villwock, Whichard & Stallings, 2001). Most of these students have lagged behind with great work load to cover, most of which they never accomplish. This then leads to failure and lack of self esteem among these students. I would address in full, every question that they ask and at their pace, give them remedial hours and more exercises so that they can perfect on them at their own time. This particular group of students needs a lot of encouragement since they may take a quite a lot of time before realizing that they are slow learners. There is also another exceptional group of students referred to as the high achievers or the gifted students. These are the students who are highly determined to know everything and grasp everything taught in class very fast. They might even at times challenge the teacher with questions. These particular students should be encouraged by assigning them much involving tasks that will seek to keep them busy. This breaks the boredom that they might experience when the teacher tries to assist the other students. They should be helped to set their realistic goals in their lives and also in ways of achieving them.

Marks Spencer Operations Management Essays

Marks Spencer Operations Management Essays Marks Spencer Operations Management Paper Marks Spencer Operations Management Paper The Company- A journey from cave to modern civilized societies, Marks and Spencer from a single market stall to a giant international multi-channel retailer has travelled over 129 years to establish its deep roots all over the world with 766 UK and 418 international stores. Marks and Spencer stores are spread over 50 territories worldwide employing almost 82000 people. Marks and Spencer is a general retailer that sells clothes, gifts, home furnishings and foods. The UK turnover is split between Food (54%) and General Merchandise (46%). Marks and Spencer acknowledges the fact that consumer is the real king of market. This can be drawn from its founding values which consist of Quality, Value, Service, Innovation and Trust; it also assures to work hard to ensure its offer continues to be relevant to its customers. The vision and mission of the company is to be the standard against which others are measured and to make aspirational quality accessible to all. This suggests that ‘Quality’ is at the heart of Marks and Spencer’s operations strategy (Marks and Spencer, 2013). International Expansion: Mamp;S has a clear and targeted strategy for its international growth. Henceforth it continues to build more new stores to expand in key locations across its priority markets, employing a mix of ownership models including partnerships and franchises (Marks and Spencer, 2013). Operations Strategy- An Overview- Operations Strategy Perspective: The operations activities are aimed to achieve operations strategy of the business. Marks and Spencer’s operations management activities ensure that all its products are of high quality and the stores are located in the most convenient locations. This reflects that the operations strategy of Marks and Spencer is of a ‘top-down’ perspective where the business wants its operations to provide quality products with an easy access to all. The Top-down Strategy Hierarchy: Corporate Strategy: Mamp;S aims to be the world’s most sustainable retailer. Its eco and ethical programme, is at the very heart of how they do business. Mamp;S also aims to be a truly international, multi-channel retailer which can be accessible to even more customers around the globe (Marks and Spencer, 2013). Business Strategy: Mamp;S is reaching more customers across the new and existing markets through its online development. In order to dominate the competition, Mamp;S has facilitated its customers with ‘free next day delivery’ to its stores. Moreover, Mamp;S has also developed i-phone application to carry out its sales via mobile phones. Mamp;S has also encouraged the online sales to make it more convenient for its customers to shop with them (Marks and Spencer, 2013). Functional Strategy: Improved navigation, greater choice, exclusive ranges and offers have boosted the online sales by 16. 6% in 2013. The recent performance of the technology depicts that i-phone application has increased the sales via mobile phones by 200% this year. To carry out its operations efficiently, Mamp;S has developed a fully mechanised 900,000 square feet e-commerce distribution centre which is the UK’s largest. It has the capacity to process and ship up to a million products per week to customers’ homes and Mamp;S stores across the country (Marks and Spencer, 2013). Store Layout: Mamp;S has revamped its visual merchandising and window displays to do a better job of showcasing its products. The different fashion brand such as Per Una, Autograph, Indigo, Classic, North Coast, Blue Harbour, Cellezione and its core Mamp;S Man and Woman will have dedicated ‘shop in shop’ area so that the in-store environment communicates each brand’s distinctive values. In the food department, Mamp;S has refreshed the shelving with wood effect shelf edges to look less like a supermarket and more like a specialist (Baker, 2011). Mamp;S store is therefore a mix of functional and fixed position layout type where general merchandise and food department operates in a functional layout type and the restaurant being the fixed position layout type. Technology: Mamp;S understands the growing importance and contribution of strong IT function to operate efficiently in the multi channel world. The role of technology is changing at Mamp;S and as a result changing the company itself. Marks amp; Spencer rolls out ePLUM Enterprise Scale Manager from Invatron Systems Corp. to 37 of its European stores to centrally manage its in-store deli and bakery department scales. ePLUM Enterprise Scale Manager is a multi- vendor, multilingual, web- enabled solution that provides retailers with centralized control of in- store scales and printers accessible from any computer in the enterprise; this makes the operations much efficient and fast (Anon. , 2013). The internal team of software engineers of the company are developing new IT driven customer innovation projects that include 156 screens dubbed ‘Browse and Order’ – in store terminals where customers can buy Mamp;S’s entire online range across 63 stores. Moreover, Mamp;S has equipped 1500 customer assistants with i-pads to enable them to demonstrate to the customers, the store’s full range of the products, its availability and its sizes. The client- facing technology of Mamp;S includes virtual makeover counters, which allow customers to see how they would look on applying certain beauty products. On developing bid data strategy, Mamp;S will be able to drive its profitability and improve marketing and promotions by using data insights smartly. This technology will enable Mamp;S to send specific e-mails regarding promotions and offers to its customers based on their purchase history rather than sending bulk e-mails to all its customers which is of no relevance (Stein, 2013). All these advancements by the IT team of Mamp;S are aimed at encouraging customers to use technology to spend more money at Mamp;S. Supply Chain Management: It is very crucial for every business to have a strong supply chain network in order to satisfy its customers before the competitors do. Mamp;S though being one of the UK’s largest retailers is criticised by its Finance Director, Alan Stewart for under investing infrastructure for upwards of 20 years. He further adds that the way the company buys and distributes its clothing is inappropriate. Shoppers may be looking for the latest looks and demanding new ideas in stores and online every few weeks, but Mamp;S takes two to three weeks just to transport goods from UK ports to its stores. This is where Mamp;S is losing its competitive edge in the market because the other retailers have hi-tech systems to track stock. For example, one of the rival retailers, Hamp;M boasts that it can get designs from the drawing board to the store in a fortnight, while Mamp;S takes longer than that just to get its merchandise from the ports to its shops (Butler, 2013). For the businesses like Mamp;S where the life span of a product is very short- clothes due to change in fashion and food due to expiry, the business must develop strong bonds and ties with its suppliers. In order to increase the ability to respond quickly to the ever changing needs of customers, Marks and Spencer should work closely with its suppliers and integrate the supply chain so that both Marks and Spencer and its suppliers are working towards the same business objectives. Hence, there will be a win – win situation for both Mamp;S and its suppliers which will increase the operations efficiency and enable them meeting the market requirements on time. Logistics: Gist has a long history providing logistic operations for Marks and Spencer. Gist manages 100% of the storage and distribution of Marks and Spencer food products to their 700 plus stores, 24 hours a day and 7 day a week. Warehouses across the UK are operated by Gist employees who receive and pick store orders and then distribute to Marks and Spencer stores, including Simply Food, throughout the UK and Ireland, covering all their high street, forecourt and out-of-town stores (Gist, 2013). Outsourcing its storage and distribution would make Marks and Spencer’s logistics much faster and this will increase its efficiency in delivery to customers, increased sales and high customer satisfaction. Inventory Management: Inventory planning and control is an important aspect of operations management. In a market, customers demand certain quantity of products and services at a particular time. The role of operations is to supply and deliver the required quantity of products and services when demanded. Marks and Spencer in February 2013 was caught of having shortage in the stock of winter coats and woollens due to cold snap. The Chief Executive of Mamp;S, Marc Bolland said that Mamp;S sold 100,000 cardigans and jumpers from its core Mamp;S Woman collection in the fourth quarter but could have sold three times that number. Bolland insisted that the weakness was not down to having wrong fashions in its shops but there was just not enough stock of the right ones. The majority of Mamp;S’s knitwear is being made in Asia. Therefore, Mamp;S was unable to repeat orders fast enough and thus failed to meet the market demand (Wood, 2012). The above instance demonstrates the importance of demand forecasting in managing the inventory which was missing in this case. In a multi-echelon inventory system, effective communication between the different echelons is of high importance to deliver the products at a rapid pace. Mamp;S could have succeeded in minimising some of its losses had there been more flexibility in the supply chain and latest requirement updates in the inventories. Mamp;S Inventory and Technology: Marks and Spencer has chosen Quantum Retail technology, ‘Q’ to improve inventory management. This technology is able to forecast and make inventory decisions in real time while considering both inter-day and intra-day stocking. Quantum Retail’s software solution, Q manages the end-to-end inventory forecasting, replenishment and order planning needs (Quantum Retail, 2010). Quality Management: Mamp;S operates rigorous Quality Management Systems which have been developed with its suppliers. To ensure total quality, the systems operate on a precautionary principle and are supported by a range of on-site audits and product testing. Further, Mamp;S also ensures that its suppliers meet a range of quality, safety, environmental and social standards (Marks and Spencer, 2013). Mamp;S is renowned for its ‘quality and innovation’ and is often appraised by its customers for providing quality worth every penny spent at Mamp;S. The customers expect the best from Mamp;S products but recently, Mamp;S was in headlines for selling low quality and cheap clothing products. Fashion watchers, rivals and its customers insisted Mamp;S to abandon this practice. One of the rival retailers suggested Mamp;S that it should be aiming to be a premium brand rather than trying to compete on price (Watkins, at el. 2013). The company should stick to its set objectives and design its day to day operations in such a way that it leads to achieving its long term goals. The mission of the company is to provide aspirational quality that is available to all. The above discussed case is a clear case of Mamp;S’s deviation from its long term goals. To rectify this error, Mamp;S should rediscuss its company objectives and strategies with its suppliers to ensure guaranteed and rapid recovery. Plan A and Sustainable Operations: Mamp;S aims to become the world’s most sustainable retailer. Its eco and ethical programme is at the very heart of how Mamp;S carries out its business. Mamp;S claims to make its business sustainable by integrating Plan A into every aspect of its operations- including the products that they evelop and sell, the stores that they rebuild or refit and the way they work with their suppliers and engage its employees. Plan A’s success lies in its innovative thinking and ideas. With the help of Plan A Innovation Fund, Mamp;S has launched a number of promising projects. These projects include ideas for developing more sustainable clothing fabrics, original thinking about ways to improve labour standards in t heir supply chains and a joint project with the Natural Environment Research Council to improve the way they share knowledge and work with its suppliers (Marks and Spencer, 2013). Plan A Activities: CO2 Neutral Mamp;S is proud to be certified as CarbonNuetral  ® Company across its operations in the UK and Republic of Ireland. Mamp;S also encourages its suppliers to reduce the greenhouse gas emission through actively developing various programmes aimed at this (Marks and Spencer, 2013). Zero Waste to Landfill Besides this, Mamp;S continue to work for reducing the amount of waste produced within its business. Mamp;S successfully fulfilled its commitment of sending no waste to landfill from its UK stores, offices, warehouses and construction activities (Marks and Spencer, 2013). Corporate Social Responsibilities: The Britain’s retailer has always cared about environment and society. Mamp;S knows that many of its customers as well do care about the environmental and social issues. So, it is of no surprise that Mamp;S customers donated a total of 3. 8 million clothes items through its Shwopping Scheme which raised ? 2. 3 million for Oxfam (Marks and Spencer, 2013). CSR activities at Mamp;S: Breakthrough Breast Cancer: The Company also carried out campaigns for raising money for Breast Cancer donations. Mamp;S has now generated ? 9 million for Breakthrough Breast Cancer in 12 years (Marks and Spencer, 2013). Big Beach clean – up: In April 2013, around 5000 customers and 4000 Mamp;S employees worked with the Marine Conservation Society at over 160 beaches, riversides and canals, cleaning, clearing enough rubbish to fill 4000 recycle bin bags (Marks and Spencer, 2013). These activities suggest that Mamp;S has always taken very hands on approach towa rds its corporate social responsibilities. Recommendations: Customer Satisfaction – It is very necessary for Marks and Spencer to maintain high quality standards in all their products. The prices of the Mamp;S products are usually higher than that of its rival companies such as Tesco’s and Sainsbury’s in food and Primark and Debenhams in clothing. Therefore, Mamp;S needs to ensure that all its products are of high quality because their customers are paying that extra amount in hope that the products will be of a better quality than other rival retailers. The hidden benefit for Mamp;S satisfying its customers is reduced complaints and therefore less service costs of paying an employee to find out the cause of the issue and fix it. This will increase customers’ loyalty towards Mamp;S which would lead to positive word of mouth publicity to the potential customers. Supplier Satisfaction: It is Mamp;S’s best interests to keep their suppliers happy by paying them enough and on time. This would make its suppliers feel like a part of Mamp;S and would be encouraged to work keeping in mind the needs and objectives of Mamp;S. By working more closely with its suppliers, Mamp;S can ensure that their products are of great quality standards are delivered on time with no or less troubles. Word Count: 2431 References: * Mamp;S, 2013. Company Overview. [online]Available at: lt;http://corporate. marksandspencer. com/aboutus/company_overviewgt; [Accessed 03 July 2013]. * Mamp;S, 2013. Our Plan. [online] Available at: lt;http://corporate. marksandspencer. com/aboutus/our_plangt; [Accessed 03 July 2013]. * Baker, R. , 2011. Marketing Week, Mamp;S outlines new store strategy for brands, [online] Available at: lt; marketingweek. co. uk/ms-outlines-new-store-strategy-for-brands/3030044. articlegt; [Accessed 03 July 2013]. Anon. , 2013. Marks amp; Spencer rolls out ePLUM Enterprise Scale Manager from Invatron Systems Corp. to 37 of its European stores. Invantron Systems Corp. , [blog] 2013, Available at: lt; invatron. com/blog/main/press-releases/marks-spencer-rolls-out-eplum-enterprise-scale-manager-from-invatron-systems-corp-to-37-of-its-european-stores/gt; [Accessed 03 July 2013]. * Stein, D. , 2013. CIO Interview: Darrel Stein, IT director, Marks and Spencer Interviewed by Angelica Mari , [online] on Computer Weekly. Available at: lt; computerweekly. com/news/2240179873/CIO-interview-Darrell-Stein-IT-director-Marks-and-Spencergt; , 20 March 2013, 17:15. * Butler, S. , 2013. Mamp;S boss under pressure amid race to upgrade supply chain. The Guardian, [online] 10 May 2013. Available at: lt; guardian. co. uk/business/2013/may/10/marks-and-spencer-marc-bolland-technologygt; [Accessed 03 July 2013]. * Gist, 2011. Marks and Spencer Excellence in food logistics. [online] Available at: lt; gistworld. om/en-gb/customers/case-studies/marks-spencer/gt; [Accessed 03 July 2013]. * Wood, Z. , 2012. Mamp;S admits womenswear stock shortages hit sales. The Guardian, [online] 17 April 2012. Available at: lt; guardian. co. uk/business/2012/apr/17/marks-spencer-womenswear-stock-shortagesgt; [Accessed 03 July 2013]. * Quantum Retail, 2010. Marks amp; Spencer Selects Quantum Retail to Improve Inventory Management. [online] Available at: lt; http://quantumretail. com/2010/01/05/marks-spencer-selects-quantum-retail-to-i

Rubber bands Essays

Rubber bands Essays Rubber bands Paper Rubber bands Paper The aim of this experiment is to find how the amount of stretching, when shooting a rubber band, affects the length of the shot. Hypothesis When you stretch an elastic rubber band, you store potential elastic energy inside it. When the rubber band is released, the potential elastic energy will be transformed into the same amount of kinetic energy. This will cause the rubber band to move, and the more kinetic energy we have, the longer the rubber band will fly. Thus, the more stretching performed on the rubber band, the longer it will fly. Stand, double muff, 2 flags, 2 rubber bands with an circumference of 0. 20 respective 0. 22 m, measuring tape with an uncertainty of , and a ruler with an uncertainty of . Procedure The experiment was performed indoors at normal room temperature. We of course began to set up our equipment in a proper way. (see picture) The setup ensured that we would have the same angle of the rubber band in each shot. Three different lengths between the flags were used, 0. 15 m, 0. 20 m and 0. 25 m. When the rubber bands were attached to the flags, the total circumference of the rubber bands then became 0.30 m, 0. 40 m and 0. 50 m, and the increase in length of the rubber band was different dependent on which rubber band was used (see table). Rubber 1 was not as slack, as thin, and had a smaller circumference than rubber 2. Five shots with each rubber band on each length were done, and a mean value was calculated. The values were inserted into a diagram in order to increase and simplify the comprehension of the result. The following result was reached when investigating the shot length on different stretching lengths: These values are then inserted in a graph, which looks like following:On the x-axis we have the stretch of the rubber band in meters, and on the y-axis we have the shot length in meters. The different points represent the length of the shots on different stretching values. The lines are drawn to best fit. Conclusion We see a clear result, and it does indeed follow our hypothesis. The more the rubber band is stretched, the longer the shot length becomes. As kinetic energy is required for anything to move, we can draw the conclusion that that kinetic energy must have come from somewhere, and in this case it was the potential elastic energy in the rubber band, which was stored in it when stretched. However, another interesting result was reached. As we see in the diagram, the lines drawn to best fit are not linear, but shaped as curves. This implies that the increase in shot length is not correlating to the increase in stretching. As the table and the diagram show, the flight in meters per stretched meter decreases the more you stretch the rubber band. We also see that the curves cross each other. Rubber 2, which had a shorter flying distance, would when stretched only 0. 004 m, have a greater range than rubber 1 with the same stretching. This low value of stretching of course is quite hard to measure as you probably would not have been able to release the rubber band at all. Perhaps if you would have used rubber bands in a larger scale and with some differentiating property, a difference would have been possible to actually measure. However, to draw any conclusion like this from the graph probably should not be done. Our measuring points are nowhere close to the actual crossing of the lines, but at least a hint about what might happen is given, even though we can not draw any certain conclusions.

Stasis Theory Definition, Use And Key Principles

Stasis Theory Definition, Use And Key Principles Statis Theory For Your Academic Success Some students think that the only goal of a writer is to create simple and readable content, remaining professional and academic. However, you should also provide reliability and accuracy of the mentioned information and the only way to achieve this is to understand the discussed subject. This means that you need to research as much as you can before working on the writing itself. Researching is a great way to learn new data, which is supported by evidence and can greatly improve your critical thinking. This leads us to the most common problem any student has to face: where to find information and how to process it. Luckily, there is a plan, which can help you along the way and it is called stasis theory. In this article, I will tell you what it is about and how to use it effectively in your writing. Definition Stasis theory is a rhetorical approach, which aims to determine the goal of a certain debate issue. It was introduced by Aristotle (or Hermagoras according to other sources) and was used by rhetoricians and philosophers since ancient times. These great minds defined key questions, which were first used in legal cases. Mentioned questions were used in a particular order because the answer on every question depended on the previous one. Stasis theory is very useful for writing essays, conducting research and working as a part of a team. When stasis theory is used, it aims to determine the following elements: Conjecture, i.e. facts; Meaning of the issue (its definition); Importance of the issue (its quality); Plan of actions (so-called policy). Remember, it is crucial to follow the proper order of the theory. However, to simplify the process you can divide every category into subcategories. Below is an example of how you can divide mentioned stages to get the maximum benefits out of the writing process. Fact Did anything happen? What was the cause of the event? Can the event be changed? For example, does climate change exist? What caused it? What can we do about it? Definition Nature of the problem; What sort of a problem it is? What parts make up the problem and how they interlink? For example, is climate change defined solely as global warming or it includes other issues? Quality Does it have a positive or a negative impact? How serious the problem is? What are its consequences and who is the most affected by the issue? What will happen if the problem is solved? For example, are changes in the ecosystem really harmful? Who is the most affected? Policy Should any actions be applied? What groups of people or individuals are involved in the process of solving the problem? What actions should be done? What should happen to resolve the issue? For example, is it necessary to find a solution to climate changes? Who should be involved? Research Stasis theory is a great solution for writers, who are willing to get maximum information on the studied subject. It is a key element of successful work, so you need to understand the theory’s basic principles not depending on the type of assignment you have. Stasis theory acts as a list of the most efficient analytical questions that help in collecting the most recent and relevant information. When you are working on the questions, you need to evaluate multiple sources: literature, interviews, databases, journals, polls and much more. Stasis approach helps not only to get access to the most accurate information on the research but also assists in exploring the issue even before shaping a thesis. For example, you are given a very challenging topic and you need to provide your own opinion and arguments. Before you shape your own ideas, you can apply all the stasis questions and explore the subject. This will help you to decide what side you are on and what your ideas on the matter are. In addition, stasis theory questions help in identifying gaps in your knowledge. If you can’t answer two or more questions, this means that you must conduct deeper research. Teamwork When you are asked to work as a part of a team, stasis approach helps to find common issues by starting a dialogue until the consensus is found. To provide an example, let us again return to the question of global warming and whether it is caused only by the harmful behavior of the planet’s inhabitants. While parts of the team may think that climate change was caused by people, others would disagree. Reaching a certain stasis means finding an idea or term, which everyone could agree with. Even though team members may have different opinion on whether climate changes were caused by people or not, all of them agree that those changes have a negative effect on Earth (fact), it leads to endangering of multiple species (fact) and of course everyone will agree that this problem influences us all (quality). In such a way a stasis will be reached in at least two categories (quality and fact) but they would still disagree on the definition (whether the problem is caused by people or by other issues) and the policy (what actions should be taken to solve the problem). Even if opinions differ, this theory helps to create and hold a dialogue and to write a strong paper. Without such a theory, members of the team would probably drown in arguments and would feel stressed about the assignment. You should remember that working in a team means that you should always use arguments and reach a consensus if members have different opinion. For example, you can make a list of different reasons why people should be blamed for global warming and also provide arguments why they shouldn’t. Let the reader decide whose side to choose. Many field experts name stasis theory a sort of research guideline. Simply by using its standard questions, you will be able to get maximum information on the matter, shape your own opinion and write an assignment, which will be filled with credible data. This theory is also of great use for teams because it helps to find common grounds and solve conflict situations. Remember, stasis theory is all about logic and thorough research of a given issue, so don’t waste your time and get started immediately.