Comparison and constrast of the crime control model and the due Research Paper

Comparison and constrast of the crime control model and the due process model - Research Paper Example in their beliefs about criminal justice, the proponents of both sides must work together within the established criminal justice system, following laws and the legal process and procedures of the United States. The two models of criminal justice serve no legal purpose other than to give names and definitions to the most common perspectives towards criminal justice. The models serve as a way to talk about criminal justice and can serve as an aid to determine how a person might approach a criminal justice issue based on which theory they subscribe to. The two models can also compare to political viewpoints in terms of being considered either conservative or liberal. The crime control model is considered conservative in nature while the due process model is more liberal (Perron). Those believing that criminals should be treated as such and that there should be aggressive measure taken towards crime, are most often proponents of the crime control model, while those who feel people should not be beleaguered, that there are processes in place that should be followed and that law enforcement agencies are not the be all and end all of the criminal justice system are typically followers of the due process model. According to U.S. Legal Definitions, the crime control model, â€Å"refers to a theory of criminal justice which places emphasis on reducing the crime in society through increased police and prosecutorial powers†. This model is based on the notion that police, detectives and forensic workers are at the forefront of the criminal justice system and that their findings are almost always valid and reliable. Alleged offenders are considered to be guilty because those working in the criminal justice system have already conducted the research necessary to arrest the correct person (http://www.sociologyindex.com/crime_control_model.htm). The crime control theory focuses on keeping the public safe. Protecting the rights of individuals is less important than keeping

Literature review of supplements and erogoeinc aids used by cycling

Of supplements and erogoeinc aids used by cycling athletes - Literature review Example It was estimated that the cyclists spend approximately 82 680 KJ of energy during this event. From this total energy spend in the race 54 percents were obtained during the race with intermittent ingestion of liquids, energy and sports drinks and other sources. Based on this approximately 46 percents of the total energy was provided by the intrinsic stored energy (in a form of glycogen, fats, proteins etc.) form the cyclist. As a result of this at the end of the race cyclist loosed 1.19 kilograms of body weight. This example shows that energy demands during long lasting cycling events are extreme. It is estimated that they are 3 times greater than the highest recorded energy demand in a heavy industry worker. There are many parameters that are used in order to measure the level of physical demands in one exercise and in the same time to evaluate the physical condition of the athlete. One of them is VO2 max. It is defined as maximum oxygen consumption in one athlete or peak oxygen inta ke in a period of time during intensive exercise. It is the maximal measured capacity of the organism of the athlete to use oxygen during one physical exercise and is measured in liters of oxygen in minute or milliliters per kilogram body weight in minute. It is a measurement of the ability of the organism to use aerobic system to produce energy. In order to better understand the implication of this measurement we must note that the organism has several systems of energy production that in essence is one complex system, composited of the ATP system, anaerobic system of glycolisys and aerobic system or mitochondrial respiration. End product of all systems is ATP (adenosine three phosphate) which is the main energy source for the cell metabolism. During low level exercises human muscles almost exclusively use aerobic mitochondrial metabolism as for energy production. It is much more effective process of energy production because from one molecule of glucose it produces 30 molecules of ATP. Because of this during low levels of exercise muscles use mitochondrial respiration. But we must understand that the metabolism of glucose is conducted both by aerobic and anaerobic metabolism. In the anaerobic metabolism glucose is converted to pyruvate which is than metabolized oxalate and oxalate it then finally metabolized in the mitochondria to CO2 and water producing 30 molecules of ATP. Now in low level exercises almost all glucose is converted to pyruvate and all pyruvate is metabolized to CO2 and water using this aerobic metabolism in the mitochondria. VO2max is actually measurement of this ability of the human organism to use aerobic processes to produce energy. In order to measure VO2max the intensity of the exercise is gradually increasing until the oxygen consumption reaches maximal values (Niels et al. 2004). It is important measurement because by aerobic metabolism energy is used much more effectively and therefore athletes can produce better results in a long l asting low level exercises. However in the case of extensive exercise (for example during a sprint before finish or very steep slope on the mountain) there is a demand for more energy and more glucose is metabolized to

The Hawthrone Studies And Their Implications

The Hawthrone Studies And Their Implications According to Hucyznski and Buchanan, In the United States, during the 1920s and 1930s, the Hawthorne studies were to lead to the creation of the human relations movement and a highly influential school of academic and practical management thinking. The Hawthorne studies revolutionised the way in which the management of an organization deals with its human resources and the relationship between the different levels of the human resource chain. The Human Relations Movement originated in the United States of America and was the outcome of the Hawthrone Studies. The Movement and its basic theories were developed primarily by Elton Mayo. These experiments were conducted in the Western Electric Hawthrone Works in Chicago from the early 1920s to the 1930s. The Hawthorne Studies involved the examination and measurement of the affect of physical working conditions such as lighting, humidity, cleanliness, etc. and psychological factors such as managerial leadership, payment systems, working hours and respites between work on the output and productivity of the workers and on employee motivation. The most significant discovery from the Hawthorne experiments was that workers were not so much impacted by physical working conditions and remunerations, or by changes thereof, than they were by the very fact that they were being observed. When workers became aware that they were being supervised, they felt that they were an imperative part of the organization. They felt the need to perform better. This raised employee morale and motivation and in turn increased employee productivity. Thus, the term Hawthorne Effect was coined and used widely to denote the improvement or modification of the behaviour of a subject under study due to the fact that it was being studied. Subsequent studies that were conducted revealed that informal groups and informal social conventions within the organisation played an important role in determining the work habits and opinions of the workers along with the organisation and conduct of work. Course of the Experiments Changes in Lighting: The initial step in the experiments was the gauging of worker productivity against changes in the intensity of lighting conditions. Two groups were selected, lighting being changed for one, but kept constant for the other. However both groups were under the impression that lighting was changed. Mayo observed that output rose in both cases. Relay Assembly: This was the most crucial aspect of the experiments. These were conducted mainly on a small group of six women to test their responses to certain changes, over a period of five years. First, Mayo attempted to find a correlation between fatigue and monotony and productivity. Changes were made in the work hours, break timings, lunch timings, piece works and physical conditions to assess the workers responses to each. Next, a group was employed in assembling relays. The effect of changes was evaluated to see how these changes influenced the production and rate of relay assembly. Throughout the experiments an observer or supervisor was made to record the events and incidents, to direct the women and provide help and information where needed and to listen to their feedbacks and complaints. The most startling observation that was made during these experiments was that the output reached the maximum point when all the incentives, breaks and piece works were taken away from the workers and they were returned to working 48 hour six day weeks. This defied the notion that physical, economic and material benefits affect productivity to the highest degree. Here social factors were at play. The women worked sincerely and to the best of their abilities as a result of being free from any type of coercion. The sense of importance they were endowed with urged them to improve performance. The women under investigation were given the liberty to choose their own techniques of putting the relay parts together. It was noticed that each of them followed different patterns and introduced innovative techniques to avoid monotony. The freedom of movement accorded to the women encouraged them to work responsibly, without inhibitions and incited them to execute tasks in an enhanced manner. Interviews: Interviews were conducted with the workers to establish their attitude towards their work. It was uncovered that the relationships that existed between the workers and their supervisors and management were highly significant. Bank Wiring Observation Room: A sample of 14 workers were taken from the production line and observed for six months. No changes in working conditions were implemented. It was noticed that workers developed their own procedures and methods to protect their interests. Production was constant, even after changes in compensation. Counselling: Counselling sessions were held to discern the problems and complaints of workers towards their jobs. Inferences The results of the experiments led Mayo to draw the following conclusions: Work is a group activity. Workers should be considered a part of the group, but also as individuals. The status of the worker within the group, the recognition of his work and a sense of belonging impacts his productivity more than working conditions or pay scales. Workers are motivated by the attention and importance given to them by their supervisors. The relationship of the worker with his superiors and with the management was imperative to his performance and efficiency. Social and emotional factors play a vital part in determining productivity of workers. The workplace is a social system and the workers are influenced by internal and external social demands. Informal groups within an organisation have a strong bearing on the attitudes and behaviour of the workers. Group cooperation needs to be planned and cultivated. According to Wilson and Rosenfeld, George Elton Mayo stressed the following: Natural groups, in which social aspects take precedence over functional organizational structures. Upwards communication, by which communication is two way, from worker to chief executive, as well as vice versa. Cohesive and good leadership is needed to communicate goals and to ensure effective and coherent decision making. Thus, Elton Mayo looked at the organisation of work from a totally new perspective. He stressed on the social, rather than technical organisation of work. The inferences made by Elton Mayo led to the development of the Human Relations Movement. The implications of Mayos perspectives on modern day organisations are immense. The propositions laid down by Mayo were radical and changed the way in which organisations view their workers and their productive capacities. Mayos suggestions are the premise of human relations and their management in various organisations, even today. Importance of Human Relations Movement for Todays Organisations Mayo and his ideas have made organisations recognise the fact that apart from monetary and material rewards, social satisfaction and a sense of belonging is also important for the workers of the company. In order to guarantee that a worker will perform to the best of his ability, not only his economic but also emotional and social needs must be taken into account. Companies integrate the propositions of Elton Mayo and the Human Relations Movement perspective into their human resource management techniques by recognising the workers need for acknowledgement. As observed, workers tend to be more productive when they feel that they are an integral part of a group or the organisation and when their work is appreciated. The management of modern day organisations involves these perspectives to motivate employees and boost their morale. When an employee senses that the organisation is taking an interest in him, he will be motivated to enhance the execution of his tasks. Workers also perform better when there is internal stimulus, from within the working group rather than when there is pressure from management. Thus, the management must ensure that too much pressure or control is not placed on the worker. Instead group dynamics should be studied and control should be accorded to each group correspondingly. The propositions, laid down by Mayo have also taught organisations the importance of relationships. By maintaining healthy and positive relations with the workers and strengthening the relations at each level of the organisation, the management can further augment employee motivation, satisfaction and productivity. Mistrust or animosity should not be allowed to develop between the workers and their superiors. Communication is also an essential aspect of keeping a worker motivated. There ought to be adequate two-way communication between supervisors and workers. Instructions should be properly and unambiguously given to the employees. Further, employees feedback should be given due recognition. Their problems, complaints and suggestions should be heard and taken into consideration. Mayos suggestions also help organisations comprehend the importance of teams in the workplace. Groups and their functioning play a crucial role in the operation of the organisations. The integration of group or team goals with the goals of the company can aid the latter in ensuring greater efficiency. Freedom of movement should be conferred on the workers as it has been perceived that workers tend to do better when they have the independence to function according to their own methods and techniques. Thus, the Hawthrone Studies and the Human Relations Movement, spearheaded by Elton Mayo have made remarkable contributions to the administration and management of the human resources of an organisation. Since then, there have many developments in this field. Nonetheless, even modern day organisations choose to consider and implement Mayos notions and perspectives when dealing with the organisation of work and management of workers. http://en.wikipedia.org/wiki/Human_Relations_Movement

Love and Marriage an Affliction or an Alliance: Deceit and Betrayal in

During the Middle Ages and Renaissance period marriage and love were idealized, divine and celebrated. Weddings were large events that included the entire families of both the groom and the bride. Reality was different; women were viewed as being fickle, inferior to men and a possession of men. Women had very little, if any, choice in who they would marry. Marriages were arranged so that both families would benefit in gaining wealth or power. Even though the ruler of England for over 4 decades was female, women were still not respected. Women were kept at home and not allowed to take place in public events. In Shakespeare’s Richard III, male and female relationships are displayed as deeply cynical and are based on lies, lust and political gain. First, the relationship between Lady Anne and Richard is not the only, but one example, of a relationship that is based on lies. As Lady Anne mourns over the murder of her father-in-law Henry VI, Richard comes and greets her with â€Å"sweet saint† (1.2.49) and â€Å"bolsters this greeting with a string of compliments, to which she responds with curses† (Miner, 47). Richard says that the reason he murdered Henry VI and Edward is because of her beauty. â€Å"Your beauty was the cause of that effect/ Your beauty, that did haunt me in my sleep/ To undertake the death of all the world (1.2.126-128)†. In saying this, Richard â€Å"directs culpability from himself and onto the female figure† (Miner, 47). Richard thought that â€Å"her beauty served as incentive for murder† (Miner, 48). But he lied; he killed both to get closer to the throne, and wooed Anne for the same reason. Second, the relationship between Princess Elizabeth and Richard serves as an example of one that is based on lust. Since Elizabeth â€Å"remains t... ...chard are used as political gain and the new King Richmond is crowned. The basis’s of these relationships are weak and did not, or in some cases, will not last. Richard realizes that Anne is no longer any use to him, and makes a plan to kill her. â€Å"Rumour it abroad / The Anne my wife is very grievous sick / I will take order for her keeping close (4.2.51-53)†. Queen Elizabeth saves her daughter from Richard and sends a proposal to Richmond. Richmond may try to form a closer bond with Elizabeth, or abuse his new power as king. Therefore, the examples in the play give us the message that, relationships that are not based on love, personality and happiness will end unsuccessfully. â€Å"Ay me, for aught that I could ever read / Could ever hear by tale or history / The course of true love never did run smooth (Shakespeare, "A Midsummer Night's Dream" 1.1.132-134)†.

Has the improvement in high street retail logistics made us all more loyal customers??

Introduction To most businesses, the main objective is to make profit for the shareholders and satisfy the needs and interests of all the other stakeholders in the business. However, profit making is gradually getting more difficult as the liberalisation of markets has led to massive competition in most industries (Kumar et al., 2013). Consequently, companies have had to evolve in order to remain competitive and achieve their goals and objectives both in the short-term and in the long-term. One of the means commonly used by companies to ensure sustainable profitability is through capturing the loyalty of customers. The more loyal the customers are, the more businesses get recurring income and reduce the costs of doing business (Pepe et al., 2011). The retail stores in High St have been in the process of improving its services to their clients and the general public. This is with the aim of improving the levels of customer loyalty and thus increasing sales (Alessandra, 2007). This paper explores t he logistical improvements that have been made by high street retail companies to make their service to customers more effective. It seeks to establish if those improvements have related to customer loyalty to the company and to the brand. This will be achieved through the critical analysis of the supply chain and the detailed evaluation of the systems employed in relation to the benefits gained by High Street Logistics in its business. Findings and Analysis on High Street Retail Logistics Agrawal and Smith (2009) define retail logistics as the flow of goods from the suppliers to the stores and then to consumers. There is a specific logistical model through which this flow is managed to ensure efficiency and cost effectiveness in the process of doing business. The level of competition in high street retail is very high and all companies need to have a competitive advantage in order to be able to survive and thrive in the industry (Bruce & Daly, 2011). As such, there is need for companies to evolve and adapt to the latest trends so as to continue being profitable. Customer loyalty is critical in the performance of retail stores globally. The cost of retaining customers is far much cheaper than that of acquiring new customers thus reducing the cost of doing business for an organisation (Chan & Ip, 2011). The other advantage that is derived from customer loyalty is that the loyal customers will help in the marketing process of the brand name (Alessandra, 2007). Statistics from McKinsey.com (2013) indicate that more people tend to use brands, products or services that have been recommended by people that they know. Thus, such references can only be made by customers who are loyal to the company or brand. To make the customers loyal, retail stores have come up with incentives to entice their clients to continue shopping with them (Lawfer, 2004). Such incentives have involved logistical changes which have improved over the years and part of such an improvement is multichannel retailing. This section intends to address some of these logistical improvements that have been made by high street retail stores. Multichannel Retailing Within the last decade, there has been a shift of retail logistics principles from the traditional modules to the multichannel retailing (Waters, 2010). This evolution has been facilitated and necessitated by technological advancement, the rise and expansion of the internet, and change in purchasing habits. Convenience for the customers has been the primary focus in the evolution of the logistical processes where the needs and wants of the clients are met through all means possible (El-Manstrly et al., 2011). The level of logistical improvements by companies is dependent on how forward thinking the companies are. The future oriented companies have put in place measures in its logistical process to ensure that needs of their techno savvy clients are met in the best way possible (Agrawal & Smith, 2009). As a major improvement in the retail logistics in high street retailing, multichannel retailing is termed to be customer centric and transformative to the manner in which the both custo mers and the retailers relate (Miller, 2012). The process starts with research of the tastes and preferences of the consumers even before the products are stoked. The emerging trends of the market are also monitored and scientific analysis conducted to ensure that the company is able to predict the needs of the customer (Poloian, 2009). The anticipation of what the customers need has been able to help in satisfying the needs of the customers better and more effectively thus creating a perfect relationship between the company and the customers. This in turn fosters customer loyalty to the highest levels (El-Manstrly et al., 2011). Multichannel retailing involves the use of multiple channels to facilitate trade and other transactions, which include after sale service to existing and potential clients, browsing for the desired goods and services, purchase of the goods and services, returning of faulty goods and post sale services to the clients (Poloian, 2009). Based on the channels that a company uses to make sales, the logistics of the retail company are customised to suit the clientele and the goals/objectives of the company. For instance, Argos only used to sell to their clients through their retail stores. However, there was need to develop an online presence in order to be as competitive as companies such as Wal-Mart (Miller, 2012). As a result, the company started an online store which has turned out to be very effective and profitable. Customers prefer the online store as they can window shop without much hustle and get better prices for the goods and services that they need (Pearson, 2012; Grewal et al. , 2011). The online stores also created a need for delivery systems to be part of the logistics package. The goods that have been purchased by the clients are delivered to their door steps for their convenience. Multichannel retailing has contributed towards increasing customer loyalty because regardless of what could be termed as an inconvenience to make a purchase via one channel, there is always an alternative. As such, customer needs are catered for in a better manner, which also increases loyalty (Bruce & Daly, 2011). Even though researchers have established that multichannel retailing is highly beneficial for customers, the fact that customers are always looking for better deals – especially when shopping online – makes it challenging for a single business or brand to maintain certain loyal customers. This is especially when other brands are also trying to attract the same customers (Pearson, 2012). Data Mining Data mining has been one of the most conspicuous forms of improvement in the retail logistics that has been experienced in high street retailing. It is conducted by companies by reviewing the shopping trends of their clients and enables them to make predictions on the types of products or service that will be needed by their clients (Kantardzic, 2011). For instance, a company can check on its online stores which goods have been purchased most and by what category of their customers for instance, the products could have been purchased by female customers with young children and from a specific region of the country or part of the city (Linoff & Berry, 2011). By possessing this data, the store can be able to stock the product for an anticipated need or to maximize on the profitability of the product. The same case applies to seasonal products which need strategic stocking for limited resources not to be wasted (Phan & Vogel, 2010). Clipper, the leading retail and high value logistics company in the United Kingdom investigated the changes taking place in the retail logistic that are taking place in high street retailers presently and that are anticipated in the near future (Clipper Logistics, 2013). The company notes that in today’s ever changing world, high street retailers cannot afford to lack creativity and innovativeness the way that they do business (Clipper Logistics, 2013). Thus, it is necessary for companies to formulate strategies that will give them a competitive edge over their competitors. In some cases, however, companies have been sued for mining client data through unauthorised means (Kantardzic, 2011). Whereas data mining is intended to provide more customized customer services that will increase customer loyalty, such incidents are detrimental to the achievement of this objective. For companies that use the appropriate means to mine data and provide services tailored to meet the needs of clients, there is a definite potential of increased customer loyalty (Linoff & Berry, 2011). Other Logistical Improvements Many retail logistics companies offer a full redesign of a company’s logistics system, which includes fully automated or semi-automated warehousing systems which run most the retail channels for their clients (Agrawal & Smith, 2009). The other service that is offered is inventory management for the purposes of improving the shelf availability of the products and services. Distribution to clients and dealing with suppliers is another role that has been taken over by retail logistics companies as service providers (Poloian, 2009). Most of the high street retailers have outsourced these services while others have decided to have an in-built system but seek the consultancy services of retail logistics companies. No matter the approach taken, the main aim is to improve on service delivery, reducing the costs of doing business and ensuring that the customers’ needs are met (Bruce & Daly, 2011). Many high street retailers also have follow-up surveys to ensure that the quality of customer service is up to the required standards. With the current level of internet accessibility among consumers, if feedback is not collected from the clients directly, it is received on social media platforms where most clients air there grievance (McKinsey.com, 2013). To avoid such situations, logistics of retail high street retailers have undergone several improvements to ensure prompt and adequate communication with customers (Phan & Vogel, 2010;Grewal et al., 2011). All these improvements that have been made by companies have been done with the aim of increasing customer satisfaction as well as improving their competitive edges (McKinsey.com, 2013). This has also led to an increase in customer loyalty for high-street retailers. Conclusion All businesses have to evolve at one point or another in order to remain relevant in the business world. High street is no different from other competitive markets for retail business and most companies have come up with ways and means to ensure that their retail logistics are up to the latest standards and that all the customers are satisfied. Improvements in the logistical processes, such as the delivery of goods, e-commerce through mobile applications and online store and the innovation in new channels for retail, have played a great role in customer satisfaction. Customer satisfaction in turn translates into more sales for the company and most importantly it translates to customer loyalty. The level of customer loyalty has been enhanced through the new services that have been brought about by the improvement in the logistics of these companies. However, the fact that some logistical developments require a lot of customer information has raised some scepticism among several custom ers. Based on technological advancement, the level of competition in the market and the changing consumer needs, more changes and improvements are still expected. Recommendations Although much has been done in the retail logistics sectors, there is still more to be done through technological advancement. Application of artificial intelligence to the logistical process is recommended for the retail stores to serve the purposes of automating processes and making predictions of future consumer trends with higher accuracy (Bodhani, 2012). The use of artificial intelligence will not only raise the integrity of the companies and the transactions in which they are involved, but will also aid in fully satisfying the needs of the customers even without the mentioning of the needs by the clients (Phan & Vogel, 2010). Such high quality services will lead to customer loyalty and thus profitability of the high street retail stores. One of the limitations of this recommendation, however, is the fact that it needs a lot of financial capital to implement. References Agrawal, N. M., & Smith, S. A. (2009). Retail supply chain management quantitative models and empirical studies. New York: Springer. Alessandra, A. J. (2007). Stairs of customer loyalty. New Jersey: Electronic & Database Publishers. Bodhani, A. (2012). Shops offer the e-tail experience. Engineering & Technology, 7 (5), 46-49. Bruce, M., & Daly, L. (2011). Adding value: challenges for UK apparel supply chain management–a review. Production Planning & Control, 22 (3), 210-220. Chan, S. L., & Ip, W. H. (2011). A dynamic decision support system to predict the value of customer for new product development. Decision Support Systems, 52 (1), 178-188. Clipper Logistics. (2013). Evolution vs Revolution. ‘Death of the High StreetRetrieved July 18, 2014, from http://www.clippergroup.co.uk/wp-content/uploads/2012/10/Future-Forum-Conference-Brochure.indd-2.pdf El-Manstrly, D., Paton, R., Veloutsou, C., & Moutinho, L. (2011). An empirical investigation of the relative effect of trust and switching costs on service loyalty in the UK retail banking industry. Journal of Financial Services Marketing, 16 (2), 101-110. Grewal, D., Hall, K., & Robertson, J. R. (2011). Innovations in retail pricing and promotions. Journal of Retailing, 87, 543-552. Kantardzic, M. (2011). Data mining: concepts, models, methods, and algorithms. New Jersey: John Wiley & Sons. Kumar, V., Sharma, A., Shah, R., & Rajan, B. (2013). Establishing profitable customer loyalty for multinational companies in the emerging economies: a conceptual framework. Journal of International Marketing, 21 (1), 57-80. Lawfer, M. R. (2004). Why customers come back how to create lasting customer loyalty. Franklin Lakes, NJ: Career Press. Linoff, G. S., & Berry, M. J. (2011). Data mining techniques: for marketing, sales, and customer relationship management. London: John Wiley & Sons. McKinsey.com. (2013). Reorganizing to build customer loyalty. Retrieved July 18, 2014, from http://www.mckinsey.com/client_service/organization/case_studies/improving_on_success Miller, J. (2012). Preparing the High Street for online shopping. Journal of Urban Regeneration and Renewal, 6 (2), 122-130. Pearson, B. (2012). The loyalty leap: turning customer information into customer intimacy. New York: Penguin Publishers. Pepe, M. S., Abratt, R., & Dion, P. (2011). The impact of private label brands on customer loyalty and product category profitability. Journal of Product & Brand Management, 20 (1), 27-36. Phan, D. D., & Vogel, D. R. (2010). A model of customer relationship management and business intelligence systems for catalogue and online retailers. Information & Management, 47 (2), 69-77. Poloian, L. G. (2009). Multichannel retailing. New York: Fairchild Books. Waters, C. D. (2010). Global logistics new directions in supply chain management. London: Kogan Page.

Interventions: Special Education Essay

Monitoring development through observations, making assessments and targeting interventions can help lessen the likelihood of delays for children who are already at risk and can also prevent children who are not at risk from becoming at risk. Early intervention services include a variety of different resources and programmes that provide support to enhance a child’s development. These services are specifically tailored to meet a child’s individual needs. Services include: ? Assistive technology (devices a child might need) ? Audiology or hearing services ? Counselling and training for a family  ? Educational programmes ? Medical services ? Nursing services ? Nutrition services ? Occupational therapy ? Physical therapy ? Psychological services ? Respite services ? Speech/language Identify and meet any additional educational needs The Education Acts and the SEN Code of Practice provide frameworks for settings to identify and meet any additional educational needs. The Education Act 1996 states that a child or young person has special educational needs if â€Å"he or she has a learning difficulty which calls for special educational provision to be made for him or her†. Children with special educational needs all have learning difficulties and/or disabilities that make it harder for them to learn than most other children of the same age. These children may need extra or different help from that given to other children of the same age. The extra or different help could be a different way of teaching certain things, some help from an extra adult, or the use of a particular piece of equipment like a computer or a desk with a sloping top. Children may require extra or different help because they suffer from one or more difficulties such as: ? Physical or sensory difficulties ? Emotional and behavioural problems ? Problems with thinking and understanding ? Difficulties with speech and language ? How they relate to and behave with other people These problems could mean that a child has difficulties with all of their school work or problems could arise in particular areas of their work such as: ? Understanding information ? Reading, writing and number work ? Expressing themselves or understanding what others are saying ? Behaving properly in school ? Organising themselves? Forming relationships with other children or with adults The law says that children do not have learning difficulties just because their first language is not English, but of course some of these children may have learning difficulties in addition. To help make an early identification of those children who may have special educational needs, schools must regularly measure children’s performance and progress. These assessments can be made by referring to: ? Ongoing observation and assessment monitored by the teacher ? Standardised screening or assessment tools ? The outcomes from baseline assessment results ? The objectives specified in the National Literacy and Numeracy Strategy Frameworks ? The level descriptions within the National Curriculum at the end of a key stage The aim of any intervention is to provide as much help as is required, but not to intervene more than is necessary. The three levels of support that are set out in the Code of Practice are: 1. School Action (or Early Years Action for younger children) 2. School Action Plus (or Early Years Action Plus for younger children) 3. Provision outlined in a statement of SEN School action Once practitioners have identified that a child has special educational needs, the setting should intervene through School Action (or Early Years Action for younger children). At this level of support the class teacher, the school’s special educational needs coordinating officer (SENCO), a Home Learning College. Learning Support Assistant (LSA) or another member of the school’s staff gives the child extra help. The child has an Individual Education Plan (IEP) which gives details of the targets the pupils must work towards and the action/support that is required to help them to achieve those targets. IEPs will usually be linked to the main areas of literacy, mathematics, behaviour and social skills. The parents must be consulted and involved so that they too can help their child at home, in line with what the school is doing. The aim of School Action is to make it possible for the child to progress to the point where they no longer need extra help. School action plus If the intervention made as a result of School Action is not helping the child to meet his/her targets, the SENCO may need to seek advice and support from external sources, such as teaching support services and other agencies. An Educational Psychologist might be consulted to plan what forms of intervention might best help the pupil achieve the targets set out in his/her Individual Education Plan (IEP). This kind of intervention is referred to as School Action Plus (or Early Years Action Plus for younger children). The aim of School Action Plus support is to enable a child to progress so that they move from School Action Plus to School Action, or no longer need any extra help at all. Individual Education Children who are recognised as having SEN are entitled to an Individual Education Plan (IEP) as part of the School Action or School Action Plus process. An IEP should record what is different from, or additional to, those arrangements that are in place for the rest of the group or class. An IEP is written by the class teacher to help the parents and the school identify the child’s needs and to target areas of particular difficulty. Typically they focus on three or four targets that match the child’s needs. This document records the strategies that are to be employed to enable the child to progress. It should also show the steps that are to be taken to support the child’s learning and set a date for reviewing their progress. It will normally include information about: ? Learning targets for the child to reach in a given time ? Who will support the child and how that support will be organised ? What materials and methods should be used It may not always be possible to set measurable targets for every area of the curriculum, nevertheless, where targets are used, they can help individual pupils to focus energy and resources on raising standards in critical areas of the child’s school life. A statutory assessment In a great many cases, the individual needs of a child with SEN can be met via access to specialist approaches and equipment or to alternative or adapted activities that are available through School Action or School Action Plus. But there are a few exceptional circumstances, where children require more support than these two processes can provide. If the child does not make the expected advancement despite these measures, the school can ask the local education authority (LEA) to carry out a Statutory Assessment of special educational needs. The Statutory Assessment is a formal process where the LEA seeks advice from a number of different sources, for example: ? Educational advice ? Parental advice ? Medical advice ? Psychological advice ? Social services advice ? Any other advice which is considered desirable  At the end of the process the LEA will decide whether or not to issue the child with a statement of special educational needs. This statement describes all the child’s needs and special help requirements. There are many different types of professionals who can offer support to children who are not following the expected pattern of development, the support is usually coordinated by the schools, SENCO (Special Educational Needs Co-ordinator). If a child starts school with a disability the SENCO will have been informed by the child’s parents prior to the child starting. The child may already be receiving support from a number of professionals. For example a child with a physical disability may well be receiving treatment from a physiotherapist, with exercises given to strengthen their gross motor skills. The physiotherapist will co-ordinate with the SENCO as to the needs of the child and advise the school on what sort of support is needed in school to encourage development. Whist at school if a teacher becomes concerned about the development pattern of a child, they would inform the SENCO who is responsible for the identification of special needs. The SENCO would in turn speak to the child’s parents about their child’s development, and depending on the area of development concerned, suggest an assessment by an outside professional. The professional would in turn give the SENCO advice as to how the child should be supported in school in order to encourage development, this may involve the school providing support or it may involve the professional giving direct support. It is important that any needs are identified so that the correct support/intervention is given in order to prevent the development delay getting worse and spreading to other areas of the child’s development. Some of the interventions used are explained below. What is early intervention? Early intervention is a system of services that helps babies and toddlers with developmental delays or disabilities. Early intervention focuses on helping eligible babies and toddlers learn the basic and brand-new skills that typically develop during the first three years of life, such as: ? physical (reaching, rolling, crawling, and walking); ?cognitive (thinking, learning, solving problems); ?communication (talking, listening, understanding); ?social/emotional (playing, feeling secure and happy); and ? self-help (eating, dressing). Examples of early intervention services | If an infant or toddler has a disability or a developmental delay in one or more of these developmental areas, that child will likely be eligible for early intervention services. Those services will be tailored to meet the child’s individual needs and may include: ? Assistive technology (devices a child might need) ?Audiology or hearing services ?Speech and language services ?Counseling and training for a family ?Medical services ?Nursing services ?Nutrition services ?Occupational therapy ?Physical therapy? Psychological services Services may also be provided to address the needs and priorities of the child’s family. Family-directed services are meant to help family members understand the special needs of their child and how to enhance his or her development. Who’s eligible for early intervention? Early intervention is intended for infants and toddlers who have a developmental delay or disability. Eligibility is determined by evaluating the child (with parents’ consent) to see if the little one does, in fact, have a delay in development or a disability. Eligible children can receive  early intervention services from birth through the third birthday (and sometimes beyond). For some children, from birth | Sometimes it is known from the moment a child is born that early intervention services will be essential in helping the child grow and develop. Often this is so for children who are diagnosed at birth with a specific condition or who experience significant prematurity, very low birth weight, illness, or surgery soon after being born. Even before heading home from the hospital, this child’s parents may be given a referral to their local early intervention office. For others, because of delays in development | Some children have a relatively routine entry into the world, but may develop more slowly than others, experience set backs, or develop in ways that seem very different from other children. For these children, a visit with a developmental pediatrician and a thorough evaluation may lead to an early intervention referral. Parents don’t have to wait for a referral to early intervention, however. If you’re concerned about your child’s development, you may contact your local program directly and ask to have your child evaluated. That evaluation is provided free of charge. If you’re not sure how to locate the early intervention program in your community—keep reading. We give that information a bit further down the page. However a child comes to be referred, evaluated, and determined eligible, early intervention services provide vital support so that children with developmental needs can thrive and grow. The Early Intervention Grant (EIG) replaced a number of centrally directed grants to support services for children, young people and families.

DIFFERENCES IN MARKETING STRAT essays

DIFFERENCES IN MARKETING STRAT essays DIFFERENCES IN MARKETING STRATEGIES OF JAPANESE, UK AND US FIRMS Marketing Strategy is the premise that informs/guides a company`s marketing objectives. It logically sets out the broad framework that is necessary to ensure that the organization is able to anticipate and respond quickly to changes, thereby taking advantage of opportunities and minimizing threats as they present themselves. In the broad perspective of the corporate structure marketing is analogous to an orchestra. Though not the composer, it serves in no lesser of a function than that of the conductor, transforming the company`s manuscript to delivering the music that the audience desires in this case the correct balance of the elements of the marketing mix elements skillfully matched against the company`s and its customers` expectations. This is achieved by: Providing the guiding philosophy Providing the inputs to the strategic (Top Management) planners Designing requisite strategies for the SBUs to obtain their individual objectives. To this end, marketers play an integrating role in delivering customer value and satisfaction while ensuring that the organization`s goals and objectives are met (Kotler, Principles of Marketing 9th edition, p61). Designing the marketing strategy is a very painstaking task, to say the very least. Several factors must be continuously considered in all the markets that the organization serves. These factors are present in the three business environments that exists, namely: At each of these levels are complexities that must be carefully anticipated and addressed. The process is further complicated when the organization embarks on expansions of all types. Given these complexities and the current and foreseeable continuous break-neck pace of global expansions, other dimensions have now become the norm. ...