Poetry Terms ( eye rhyme) Essay Example | Topics and Well Written Essays - 500 words

Poetry Terms ( eye rhyme) - Essay Example However once pronounced, they change and start rhyming hence beginning to make perfect sense. The eye rhyme is normally classified in the group of rhymes defined by nature of similarity. This classification is so because the rhyming words are usually similar in pronunciation and hence very easy to capture them when a poem is being read. This type of rhyming according to poets and other poetry experts is usually highly conventional that is represented in a highly symbolic form yet it is simplified at the same time and in most cases it acts as a reflection of historical changes in the pronunciation for example the words why and envy or even love, move and prove. When said that they reflect historic times, it simply means that this type of rhyme has been there from the early years in the English poems (especially those written during renaissance period) but they have only been recognized as eye rhymes by modern poets. This is true for an eye rhyme like slaughter and laughter. Eye rhymes can also be said to be half rhymes or slant rhymes which have very slight repetition of sounds and pronunciation for example hill and full. The rhyming words are also almost close but not exact and the difference is majorly noted during pronunciation of these words as they have different spellings. Another example of this is glorious and nefarious. The famous American poet Emily Dickinson also is fond of using half rhymes or eye rhymes in her works. This is evident in one of her poems â€Å"Hope is the thing with feathers† where there are the words soul and all (Eliopulos and Todd 48). The eye rhymes according to other poetry works are also known as sight rhymes. This is because they involve words that are similar in pronunciation but different when it comes to spelling for example sight and right. The trick in eye rhymes for those who are not poets or poetry experts is therefore to understand the meaning of the eye rhyme so that

Memo Essay Example | Topics and Well Written Essays - 250 words - 26

Memo - Essay Example She needs exhaustive information that will enable her influence formulation of an appropriate public relations campaign. The audience requires utmost formality in this context. The memo is an official document that will influence successive undertakings at the company. She will file the memo for future references a feature that requires formality. The audience values exhaustive and objective communication. She requires an extensive analysis of the effects that the detour will have on the local Indonesian communities. Key among the benefits of the audience is the fact that she is a professional in the sector. This implies that she will readily understand the concepts I will address. Furthermore, she understands the project and will easily transform the ideas I will present into appropriate public relations campaigns. While the planned detour is inevitable, it will present a number of adverse ramifications on the rural Indonesian community. The planned diversion traverses large plantations of chili, coffee and team among other crops. The terrain is rugged but has a clean and quiet atmosphere. As such, the diversion that seeks to make large trucks move through the rural villages will cause immense disruptions on the community’s way of life. Key among the social and cultural features of the community are: With such an overview and basic understanding of the community, the research team will investigate the effects that the diversion will have on each of the above features among many others thereby creating an appropriate campaign message. The team members will undertake their duties as follows: The team will carry out an extensive analysis of the nature of the detour on its effects on the local community thereby developing an effective public relations campaign that will inform the locals thereby safeguarding the reputation of the

How Can We Improve Child Care Safety in the United States Research Paper

How Can We Improve Child Care Safety in the United States - Research Paper Example As a result, children spend more time outside home rather than with their parents. Most of the child care service providers in the US operate under unlicensed and unchecked contexts where the caregivers often lack formal training in the discipline. Since these services are more convenient and less expensive for the parents, they prefer sending their children to neighborhood childcare centers. There have been many well documented cases of children getting injured while in day care centers including falls, poisoning, drowning, electric shock, and so on (Runyan and Gray et al., 1991). A large number of children attend organized group child care and a significant number of them get injuries while in the day care. Hence, the safety of children in child care has become a public health concern. After the instance of child care issues and safety concerns, several legislative efforts have been made. Although no formal federal regulations existed previously except for a few centers, regulation s and licensing procedures now exist to provide a standard for child care center and their safety. Several bodies of pediatricians and other social workers exist that work to improve the safety and standards of child care. ... egivers therefore they must be trained in order to educate and aid healthy growth of children (â€Å"Stepping Stones to Caring for Our Children†, 2013). Advocacy Efforts Several legislative efforts were made since the documentation of child care injuries and diseases in day care centers. Now child care laws and licensing regulations and standards exist. These provide specific rules and requirements for quality standards and licensing of child care centers. Each state has a different rule or procedure for child care even though most of these regulations coincide. The government of US has defined a broad set of disease and injury prevention improvements, medication requirements, and so on, as a general policy. The US government also raises child care awareness among people, aids research and publication in the field, and funds the training of child care professionals (Office of Child Care, 2013). Although the US government has been keen on financing early child care and developm ent, several public notions has inhibited the thoughtful federal government gesture. Many people believe that raising their own child is a matter between the parents and the child and therefore should involve no government intervention. Also, a public view which supports only mother care is against the federal financing of child care. Such attitudes towards government financing of child care has obstructed the consistency of federal financing. However, such values have shown a decline particularly after the increase of employed women in the US workforce (Cohen, 1996). Initially, only state governments enforced child care laws except a few federally regulated child care centers (Runyan and Gray et al., 1991). Now, the US government has its own separate Office for Child Care that provides guidelines

Reading response 2 Essay Example | Topics and Well Written Essays - 250 words

Reading response 2 - Essay Example The issue was that: does TV makes the viewer dumber or smarter? Stevens position was more inclined to side with the latter. Thus, her attack on Johnsons theory as particularly highlighted in the title, where she called the TV "idiot box". Her main arguments were the impact of advertisements as well as the misrepresentations of certain groups such as Muslims in TV shows. The rest were mainly her personal opinion based from her experience watching the medium. I was looking for an empirical evidence that proved Stevens position. But there was none. As part of the TV audience, I am interested about this aspect. Has it been scientifically proven that TV makes us dumber? In my observation Stevens was correct to say that there are harmful TV contents or materials that are plainly stupid. However, her position treats the public as unthinking mass who is not able to distinguish rubbish from good and just absorb everything that TV shows have to offer. I think that TV makes us smarter. It provides information. It is up to us to analyze and make use of each and every data, whether to reject it or use it as part of our

Bigamy & Alimony Essay Example for Free

Bigamy Alimony Essay If fact of first marriage was concealed from the spouse – term of imprisonment may extend to 10 years In Sarla Mudgal v UOI AIR 1995 SC 1531, the SC criticized the practice of conversion to Islam for the sake of contracting II bigamous marriage ‘coz that enables them to marry again without getting their first marriage dissolved. The ruling was reaffirmed in the case of Lily Thomas v UOI AIR 2000 SC 1650. Also held: plurality of marriage is not unconditional right conferred on the Muslim husband. There is a precondition that he should have the capacity to do justice between the co-wives. Under Hanafi Law – 5 marriages are not void but merely irregular and can be regularized by divorcing one wife. Exception – a Sunni taking a 5th wife is not guilty of Bigamy u/s 494, 495 of IPC ( Shahumeedu v Subajda ( 1970) But a Shia Husband who takes 5th marriage (where 5th marriage is void) can be prosecuted for bigamy. So, one who marries during the lifetime of his or her spouse commits an offence of bigamy – provided his first marriage is not null void. In M. M. Malhotra v UOI AIR 2006 SC 80, Husband married a woman whose marriage was in subsistence but was void. Hence, held subsequent marriage would not be bigamous. If former marriage is voidable, then also bigamy is committed. Varadrajan v State of Madras AIR 1965 SC 1964, Bigamy where requisite formalities of marriage have been performed at the time of the solemnization of II marriage. Priya v Suresh AIR 1971 SC 1153, held second marriage cannot be treated to be proved by mere admission of parties. Performance of appropriate ceremonies is to be proved. Dr. D.N. Mukherji v State AIR 1969 All. 486, held: performance of some mock ceremony is not enough and, therefore, prosecution of bigamy will fail. So bigamous marriage is void under H, Christian and Parsi laws. Under SMA – declaration of nullity of marriage can be obtained by either party. The spouse of 1st  marriage has no right to file a petition for nullity. Remedy is to file a declaratory suit to that effect u/s 34 of the Special Relief Act, 1963. Under Matrimonial law the spouse of 1st marriage may sue for dissolution on the ground that other party is living in adultery u/s 13 (1) (i) of HMA. Law Commission of India In 227th report, given on 5th Aug.’2009, recommended in HMA after S. 17 ( punishment) S. 17 – A be inserted that a married person, who is governed by this Act cannot marry again even after changing religion, unless- i. 1st one is dissolved; or ii. Declared null and void In accordance with law. And if such a marriage is contracted it will be null void; and Shall attract application of S. 494,495 of IPC. no defense can be taken in the charge of bigamy that it was a i. in good faith; or ii. mistake of law. Only aggrieved party can complaint But once case is filed State prosecutes the bigamous spouse. Should bigamy be permitted in some limited cases? In Goa, Daman Diu – during Portuguese rule Hindu Husband was permitted to take II wife during the lifetime of 1st one but – i. in specified cases ii. With the consent of wife Kane – (in History of Dharmashstra) suggested – it should be tolerated for some classes on economic grounds. Derrett also supports (Critique of Modern Hindu Law) Some arguments hold good for polyandry also, but present writers do not support this view. iii.

The Modernist Theater’s Departure from the Romantic Theater Essay Example for Free

The Modernist Theater’s Departure from the Romantic Theater Essay From the early theater of the Greeks to Broadway, theater had definitely evolved to one of the most accepted and highly communicated form of art. After all, everything is subject to change, the world of theater is no exception. The theater that we know today had undergone heavy changes. In those stages of changes, it had seemed that just after a type of theater has been accepted by the public, another type of theater will arise. It also seems that the following type of theater intentionally digresses from its predecessor just like in the case of the shift from theater of the Romantic period to the Modernist Theater. Much of the theater that our generation experiences (this type of theater can be categorized as post-modern) owes much from Modernist Theater. With that taken into account, Modern theater also owes much from its forerunner Romantic Theater even though Modern Theater intentionally defies the convention set by the theater of the Romantic period. To start off, we will have a brief background of the kind of theater in the Romantic period. The Romantic period followed after period Neoclassical had receded. Perhaps the best and concise way of theater of the Romantic period could be described is with the name of probably one greatest playwright that had ever written, William Shakespeare. He is considered as an immortal in the world of literature simply because his works are still the most popular of plays even if it has been generations since he had wrought it. Other famous playwrights during this time are Johann Wolfgang von Goethe, Friedrich Schiller, and Victor Hugo among many others. They plays of William Shakespeare and his fellow playwrights during the Romantic period are usually written in poetic language. This poetic language could also be called as â€Å"elevated language† that is seemingly too complicated to be used in conversations of our generation. The plays during this time were mostly plot driven. The theater of the Romantic period is often criticized as appealing more to the emotion and not to the intellect. It is also a convention that the characters of the plays were of noble status in the society. The plays were designed to be long that they could run for several long acts. Moreover, one their theater many practices is having the audiences distributed within the theater according to the amount that they had paid. (Kermode 2005) All of those conventions and practices were intentionally defied by the Modernist Theater. The language that they used is prosaic, imitating the way people normally speak in casual conversations. The plays are also centering on the characters themselves rather than the plot. Modernist Theater also gave way to the rise of one-act plays that would run for just minutes as opposed to hours in Romantic plays. The plays of Modernist Theater is appealing more to the intellect rather than the emotion, thus they can be called intelligent plays. The seats for the audience are fashioned in such way that there will be no marginalization of the poor and the rich. That is because Modernists wanted to have what they call a â€Å"classless† theater. Aside from the direct deviations from the Romantic Theater, Modernists also gave way for revolutions in the theater world. They had formulated plots that can be considered contemporary so the audience could relate more to the play. Modernists Theater also gave way to a new kind of conflict for plays that they call as â€Å"inner conflict. † (Wainscott 1997) All in all, the Modernist Theater had surfaced because (just like how the Romantic period had replaced the Neoclassical period) the context of theater in general is changed through time. The times are changing and so are the demands of the new audience. Modernist Theater had defied the theater of the Romantic period not because the former has no respect to the latter. It just because some things are not fitting anymore, and the new generations requires changes. Reference Kermode, F. 2005. The Age of Shakespeare. Random House Publishing Group: Ontario Wainscott, R. H. 1997. The Emergence of the Modern American Theater, 1914-1929. Yale University Press

Tasks on Management Skills

Tasks on Management Skills Task 1 Identify and evaluate the importance of the personal and professional skills, outlined above, for a successful manager, which enable the manager to meet organizational and own goals (1.1a) The changing role of management: Mary Parker the mother of modern management ,defined management as the art of getting things done through people . At one time, that meant that managers were called bosses, and their job was to tell people what to do and watch over them to be sure they did it . bosses tended to reprimand those who didnt do things correctly and generally acted stern and bossy. Many managers still behave that way. Perhaps you have witnessed such managers yelling at employees at fast-food restaurants or shop floors. Today management is changing from that kind of behavior. Managers are being educated to guide, train, support, motivate, and coach employees rather than to boss them around. Modern managers in progressive companies emphasize teamwork and cooperation rather than discipline and order giving. Managers in some high-tech and progressive firms of all kinds dress more casually, are more friendly, and generally treat employees as partners rather than unruly workers. In general, therefore, management is experiencing a revolution. Managers in the future are much more likely to be working in teams, thisll appraise them below them as well as those above, and theyll be assuming completely new roles in the firm. The following table summarizes the managers different roles. Planning Setting organizational goals Developing strategies to reach those goals . Determining resources needed. Setting standards. Directing Leading, guiding, and motivating employees to work effectively to accomplish organizational goals and objectives. Giving assignments Explaining routines Clarifying policies Providing feedback on performance. Organizing: Allocating resources, assigning tasks, and establishing procedures for accomplishing goals. Preparing a structure (organization chart) showing lines of authority and responsibility. Recruiting, selecting, training, and developing employees.. Placing employees where theyll be most effective. Controlling Measuring results against corporate objectives. Monitoring performance relative to standards. Taking corrective action. Some modern managers perform all of these tasks with the full cooperation and participation of workers. Empowering employees means allowing them to participate more fully in decision making. Tasks and skills at different levels of management: Anyone who has ever played a sport such as basketball, football, or soccer knows theres a tremendous difference between being an excellent player and excellent coach (manager). Often a good player will volunteer to coach the neighborhood team and be disaster as a manager. The same thing happens in business. Few people are trained to be managers. Rather, the process of becoming a manger is similar to the sports example. A person learns how to be a skilled accountant or salesperson or production line worker, and then- because of his or her skill- is selected to be a manger. The tendency is for such managers to become deeply involved in showing others how to do things, helping them, supervising them, and generally being very active in the operating task. The further up the managerial ladder a person moves, the less such skills are required. Instead, the need is for people who are visionaries, good planners, organizers, coordinators, communicators, morale builders, and motivators. Managers must have three skills: Technical skills: involve the ability to perform tasks of a specific department such as selling (marketing) or bookkeeping. Human relation skills: include leadership, motivation, coaching, communication, morale building, training and development, help and supportiveness, and delegating. Conceptual skills: refer to mangers ability to picture the organization as a whole and the relationship of various parts to perform tasks such as planning, organizing, controlling, system development, problem analysis, decision making, coordinating, and delegating. The first line managers need to be skilled in all three areas. Most of their time is spent on technical and human relation tasks (assisting operating personnel, giving direction, and so forth). First line managers spend little time on conceptual tasks. Top managers, on the other hand need to use few technical skills. Instead, almost all of their time is devoted to human relations and conceptual tasks. One whos competent at one level of management may not be competent at higher levels and vise versa. The skills needed are different at different levels. The most difficult task for most managers to learn is delegating. Whats delegating? Delegating is assigning authority and accountability to others while retaining the responsibility for results. Managers are usually selected from those who are skilled at doing what the people they manage are doing. As we noted earlier; most progressive managers of the 21 st century will be team leaders. They will set specific goals in corporation with a team of workers, set up feedback and communication procedures (control procedure) , and minimize the tendency to continually look over the teams shoulder to make sure its doing things the managers way . Employees will be given freedom (empowered) to decide the hows and whens of completion of specific tasks as long as the goals are accomplished on time. Decision-making is choosing among two or more alternatives. It sounds easier than it is in practice. In fact , decision making is the heart of all the Management functions. We have six Ds of decision making, which are: Define the problem Describe and collect needed information Develop alternatives Decide which ethical alternative is best Do whats indicated ( implement solution)) Determine whether the decision was a good one and follow up. Managers often have computer terminals at their desks so they can get internal records and external data of all kinds. But again no data in the world can replace a manager who is creative and make brilliant decisions. Decision-making is more art than a science. Its the one skill most needed by managers and leaders in that all the other functions depend on it. Task 2 Provide a range of practical methods suitable for developing or improving the skills discussed in 1.1b Learning managerial skills: We have explored the broad categories of skills needed by various levels of management. Now lets be know more about specific skills needed to be a good manager. a) Verbal skills: The bulk of a managers duty will involve communicating with others. a communicate his idea to others. To prepare for such tasks, he should take oral communication courses. At least half of communication is skilled listening. A good manager mixes with other managers, workers, clients, stockholders, and others outside the firm . he or she listens to recommendations and complaints and acts on them. Active listening requires the asking of questions and feeding back what youve heard to let others know he is truly interested in what they say. b) Writing skills: Managers must also be able to write clearly and precisely. Much of what he want others to do must be communicated through memos, report, policies, and letters. Organizations every where is complaining about many graduates in ability to write clearly (which will affect our future managers). So if from now on, a future manager, develop good writing skills, he will be miles ahead of his competition. That means he must practice writing, it helps to write anything like, diary, letters, notes and so on. With practice he will develop the ability to write easily- just like he speaks. Also with this shill he will be more ready for his career in management. c) Computer skills: The office of the future will be an office full of computers and related technology. Memos, charts, letters, and most of other communication efforts will involve the computer. When a manger is practicing writing, practice on a word processor. The truly efficient manager of the future will be able to effectively use and take advantage of the continuing developments in technology. d) Human relations skills: A manger works with people and that means that good managers know how to get along with people, motivate them, and inspire them. People skills are learned by working with people. good leaders begin early by assuming leadership positions is sports, community groups, and so on. A manager must be aware of how others react with him. If he cause negative feelings or reactions, he has to learn why? He doesnt be afraid to make mistakes and upset others. That is how he could learn. But also he has to learn how to work with others . What is managing diversity? Is building systems and a culture that unite different people in common pursuit without undermining their diversity. Research has shown that heterogeneous (mixed) groups are more productive than homogenous (similar) groups in the work place .men and women, young and old, and all other mixes of people can learn not only to work together but also to work together with more success. In the future, mangers must learn how to deal effectively with people from different cultures. Managers will also be asked to work in foreign countries. The more skilled he can become in other languages and in working with diverse cultural groups, he will be an effective manager. e) Time management skills: One of the most important skills for new mangers to learn how to budget their time effectively. There are many demands on managers time that they need to learn to control telephone interruption, visits from colleagues, questions from subordinates, meetings scheduled by higher management, and such. . This could be by setting priorities, delegating work, choosing activities that produce the mot results and dealing with interruption. f) Technical skills: To rise through the ranks of accounting, marketing, finance, production or, any other functional area , the manager should be proficient in that area. About 60 percent of top mangers have taken courses beyond their bachelors degree. The most common areas of technical expertise among top managers are accounting and finance together. Marketing came in second. Slightly more than half of the top 1000 chief executive officers in the country has a graduate degree. As an example of the skills needed by managers to carry out their work successfully, Ill apply it on my organization and how they are trying to develop these skills from now .They believe that we are the future managers and professors, so we have to learn and apply these skills from now on . I work as a teacher assistant in MIU ( Misr International University). We use to have to attend workshops to improve and develop our ( assistants) skills. These work shops were mainly discussing the following topics : Lesson planning Class management Time management Presentation skills Look at these , these are skills needed from us to have as future professors in MIU.We have to learn how to control a class, how to deal with trouble makers, how to finish what we plan for in the time required..etc. They kept telling us that we are the managers of the class . They resembled the class as an entire organization and Im the leader, manager, controller and evaluator . also they train us to parctice talking in English all the time , to be able to handle all the class teaching in English. Also we have to have excellent computer skills. All of these skills is better off to be learned from now , to apply it in our future careers. This is a simple article from the internet disscussing what should managers do to develop their career. What is expected of me? How well am I doing? Sales Manager: You need to learn how to do relationship selling. Sales Associates response: What exactly does that mean? Executive to manager: You need to be more of a leader and less of a traditional manager. Managers response: What exactly does that mean? The world of work is changing so fast, its difficult to communicate changing expectations quickly and clearly. This is especially true in areas such as sales skills, project management skills and leadership skills. The changes expected in these areas arent easy to observe and measure and, up to now, most companies didnt attempt it. But with competition heating up and hierarchies melting down, the focus on performance and career development has become more intense. For this reason, competencies have become a new tool in the workplace. Competencies are clearly spelled out expectations for a certain role (a leader) or a job (sales associate). They go far beyond a job description to create a template for ideal performance. This tool can then be used for things such as hiring, day-to-day coaching, training and development and performance reviews. Once individuals know what the expected competencies are, the next question is, How am I doing on them now? Many organizations put the competencies into a format that can be used as a feedback instrument. Then they use it to gather 360 degree feedback. This refers to getting feedback from people all around you; your boss, your peers and your employees. Gathering feedback from other colleagues has many advantages. In addition to his or her managers feedback, it also reveals what peers and employees think. It is more comprehensive and less prone to individual bias, since there are multiple perspectives. For example, a manager, who may have thought that his boss was just being picky about his communication skills, will begin to take it seriously when everyone around him is also suggesting that he needs improvement in that area. But there are pitfalls to avoid when setting up competencies and a feedback system like this. If it isnt done well, the damage control will overshadow any good that may have come from it. Here are some things to consider:  · Create a participatory process, where representatives help to establish the competencies and how they will be used. If this process is done to them, rather than by giving them some control, there will be more resistance during implementation.  · Make the competencies as specific to the job as possible. The more generic they are the less effective they will be. In addition, it is key to word the competencies in behavioral language, so everyone knows what the competency means. For example, instead of Effective sales skills, include some behaviors, such as, Builds trust through accountability, honesty and follow-though, or Looks for additional ways to help clients solve their business problem before, during and after the sale, or Makes realistic commitments for themselves and the team, and does what it takes to keep those commitments.  · Use the feedback for coaching and development rather than a for a performance review or to weed out ineffective managers. Although it can eventually be folded into the performance review process, it creates less defensiveness if people have a chance to work on their skill gaps before they are evaluated on them. It isnt fair to surprise employees with a performance review on expectations they havent seen before.  · No matter how open the culture is, people are reluctant to be honest unless they can give feedback anonymously. Later, if managers are genuinely willing to discuss their feedback openly, individuals will come forward with their personal feedback and advice. Initially, each manager should collect data from a minimum of three or more peers and three or more employees so that confidentiality is preserved.  · Time and trouble can be avoided by using an experienced third party to guide the group and to independently gather and tabulate the feedback for each manager. When we help organizations with this process, we find that people are more willing to be honest when they know that a neutral party is doing the tabulation and individual feedback reports.  · Give the data and any summary report back to the manager, not to their boss. Hold managers accountable for creating an action plan that they will co-develop with their manager. The plan should include how they plan to leverage their top strengths and how they plan to improve their weaker areas. The plan should also include how the boss can help with that development.  · An overall report on the organizations strengths and development needs can be used to determine what the training priorities are, what should be included in a core curriculum and where training dollars should be spent.  · An independent third party can provide help to a manager who is struggling with his/her feedback and what to do about it. If they are unfavorably surprised by what their peers or employees think, they will probably appreciate guidance in how to approach their colleagues for more clarity.  · Managers should meet with their manager at least once a year to go over their action plan and discuss progress. The best career development happens on the job, so its important that manager play an active role by coaching their employee, giving them new and challenging assignments that will play to their strengths and develop weaker areas. Companies are realizing that more sophisticated performance management has a bottom -line pay off and individuals are demanding more coaching and development on the job. Systems like these can be a win/win for everyone. Outcome 2 Personal Skills Audit Task 3 Provide evidence of the various personal skills audits carried out as an aid to understanding where you stand with regards to achieving the objective of becoming a more effective manager. These to include the obligatory analyses of the personal learning style and skills audit. Choose from the strengths and weaknesses these reveal, samples that will affect the development of the 4 skills from outcome 1 (1.2a). SKILLS AND TECHNIQUES FOR EFFECTIVE MANAGEMENT Good Time Management is an essential quality for anyone who needs to work efficiently and effectively in an everyday working environment. It is essential if you are to achieve the organizations objectives and indeed the individuals personal objectives. There are many techniques which, when combined, give an individual (or team) the skills required to time manage the task effectively. In a nutshell, time management is all about making the most efficient and effective use of your time. Some examples of these skills and techniques are as follows: a. Planning and Organization b. Prioritizing c. Delegating d. Review and Monitoring PLANNING AND ORGANISATION Information/Anticipation: Successful planning requires accurate information from which decisions are eventually made. This accurate information is crucial if these decisions are to be well judged and implemented successfully. An element of anticipation is also a bonus if you are able to best guess a possible arising which may influence your decision. Flexibility: The planning must also be flexible as not all plans are set in concrete Circumstances change and the overall plan must remain flexible and capable of change as the situation determines. Sufficient time spent planning can greatly reduce the overall time taken to complete an activity and should always consider all factors which may have an influence on the tasks final outcome. By giving the objective the correct amount of time in the planning phase, and by factoring in any events which could (if not considered) destroy or devalue the overall outcome of the task. Goal Setting: By ensuring clear goals are set from the outset, and by keeping a constant review of the tasks progress, a successful outcome should ensue when coupled with other skills and techniques in successful time management. Planning should be considered not just in the short term for each single objective but also include daily, weekly and long term planning. PRIORTISING As suggested, planning alone will not necessarily ensure successful objectives are met. Allocated time must also be prioritized in a manner that focuses on the goals set during the planning phase. Many people often spend their day in a frenzy of activity but because they are prioritizing their time correctly, they achieve a lot less output. PERSONAL AND PROFESSIONAL SKILLS REQUIRED TO MANAGE EFFECTIVELY ATTRIBUTES OF A MANAGER To manage effectively, an individual requires many skills and various personal qualities to enable the successful completion of his, or her, objectives. The skills and qualities combine to shape the management style of the individual and the style can directly affect the final outcome of the task completion. These attributes could be broken into four main headings as follows: Proficiency Technical Competence Social and Human skills Conceptual Ability Within each of the above headings there are many sub groups which all combine to give the individual manager his unique style of management which can, or may not be, particularly effective. SPECIFIC COMPETENCES Communication: Managing well requires sound communication skills above all else. No manager can relay their planning and intentions without this basic skill. It is vital that communication, by whatever means, relays the information to the staff and that more importantly, the information is understood and deliverable. Two way communication is essential, everyone will have some part to play in the exchange of information and the communication process. Planning: Sound planning ensures the objectives are met and met within the framework of the organizations structure. Effective planning at the outset will ensure there is a realistic chance of completion in line with the goals set. Knowledge and Information gathering: Planning without the necessary information will very often prove unsuccessful. It is vital that the information is gathered and the plan drawn up based on this information. Accurate information is essential if the plan is to prove a success. Problem solving/decision making: As with any plan there are nearly always options and many ways to skin a cat This will involve decision making and problem solving which the manager can make more effectively if the correct information is in place and the correct people in the team consulted. Time prioritizing: Good time management is vital, without it the manager will become less and less effective as his or her time will be spent less and less productively. The art of successful time management is one which all successful managers must master. Training and Development: The workforce can only be as good as they training they receive and the same applies to management. Personal development and training aimed at improving managerial technique should always be encouraged. Review and Monitor: As with all managed tasks, the monitoring and review of the progress and outcome is essential if lessons are to be learned and improved techniques are to be developed. The process on review should encourage an exchange of information of all those personnel involved and sound two-way communication is essential. Goal Setting: The planning and information gathering stage will provide sufficient knowledge for a manager to set some targets and goals. If this information is accurate and the manager skilled in making judgment, a realistic goal can be set with achievable outcomes in the time given. Interpersonal Skills: The ability of the manager to relate to his staff is vital. It is this communication and personal skill which will persuade the staff member to perform for his manager, that feeling of inclusion and a belonging which the manager relays to his staff member. The successful manager needs to be caring, companionate, and where possible remain calm under a crisis. Listening skills are also essential as are negotiating skills. A good team player normally combines most of these interpersonal skills and uses them to good effect in everyday management. 3. PERSONAL SKILLS AUDIT AND PERSONAL DEVELOPMENT PLAN TABLE 1:- PERSONAL SKILLS AUDIT Skills Examples and evidence Score 1 5 (5 highest) Communication and Literacy skills Good use of written English gained from producing engineering assignments and written formal management reports during my seven years in the Aeronautical Research and Development. department at Bae Systems. Oral presentation skills adequate and improving. Many chances to practice them in seminars and presentations. Prefer making individual presentations to group presentations as then I am more in control of the structure and flow etc. In future I intend practicing any presentation that I have to give in front of a small audience of friends a few times in order to check that it has good content, structure and timing. I am also developing communication skills in a work context. Clear communication between myself and my sub contractors and boss is important. Also, am developing good interpersonal and communication skills in my contact with colleagues at work as well as in my dealings with customers. 4 Group Interpersonal Skills Working with others I have plenty of experience of working as part of a team and being an effective member of a group. This began with sport at school and continued throughout my 27 years in the armed forces where teamwork is essential and vital in certain situations. My current employment offers frequent opportunity to take part in group work as part of the weekly team planning and reporting meetings. I always try to make a positive contribution as my final decision on the outcome of the discussions will decide if the objectives are met, or not. At work, I play the lead role in decision making but consult all my team members on a democratic basis.. This ensures all the team members have a valued input and builds a healthy team ethos. I think that I am quite good at welcoming new employees and helping people to fit in and adjust to the pattern of work. I want to improve my leadership skills further through courses targeted in this area and by continuing to plan and organize team events and expeditions. 4 Organization Personal Skills Independent Learning and Working I am self-motivated as long as the task is interesting and holds my attention. The freedom to make decisions free from senior managers input helps greatly and means I can plan and schedule the work as I choose. Although I feel my Time Management is quite strong, I aim to improve my time management strategies regarding the meeting of programme deadlines for the customer. I currently hold three levels of Sports coaching award and coach Tennis at several different locations. This requires commitment and dedication as the lessons are not always charged for. I have had a number of jobs in the past two years and have been lucky in that I have had to take the responsibility and act on my own initiative in each of the roles. 3 Research Problem Solving Skills I try to view problems as challenges rather than major obstacles. I think that I am systematic and logical when it comes to thinking about problems and their solution. I have developed these skills both as an individual and as part of working in groups where the group task which we are set is frequently of a problem-solving nature, have also gained a good grasp of the processes which one needs to go through to solve problems i.e. problem definition, generating alternative solutions, selection of most appropriate response and the eventual implementation of a carefully-considered solution. 4 ICT Skills I started developing computer skills when I entered into the Research and Development department 9 years ago. I have since carried out the European Computer Driving Licence and work regularly with all MS Office products. I also use MS Project for my planning and scheduling of works but am without formal training on this software. I would like to spend some time on a placement course to improve my skills on this product. I am confident using e-mail and use it on a daily basis both to communicate with my clients, customers and sub-contractors. I also use email a great deal at home to keep in touch with my friends and family. I use the internet for research as well as online banking and booking holidays, reservations, flowers and shopping etc. 4 Application of Numerical Techniques Good basic grounding in maths skills including graphs/charts GCSE grade A and BTEC mechanical engineering. I have good skills at mental arithmetic which is vital for fast track quotations for the customer during unforeseen work and additional items not scheduled. 4 Outcome 3 PERSONAL DEVELOPMENT PLAN Task 4 Provide a personal development plan- see format supplied by Edexcel showing how you intend to use the knowledge from outcomes 1 and 2 to further enhance or develop the skills you need to improve your managerial effectiveness. This to include a statement of objectives (SMART) and a SWOT analysis.(1.3a) DELEGATION Another important technique of successful time management is the ability to delegate work effectively. Delegation, used wisely, is an essential tool of the successful manager. It can free valuable time to enable the manager to target his or her time more effectively and thereby increasing the chances of a successful outcome. Delegation should be applied using the S.M.A.R.T. principles and not over ambitious. Where: S à ¢Ã¢â€š ¬Ã‚ ¦.. Specific M à ¢Ã¢â€š ¬Ã‚ ¦.. Measurable A à ¢Ã¢â€š ¬Ã‚ ¦.. Achievable R à ¢Ã¢â€š ¬Ã‚ ¦.. Realistic T à ¢Ã¢â€š ¬Ã‚ ¦.. Time The delegation should achieve the desired results through a clear, concise brief which should match the authority and responsibility of the individual and should be used consistently and through the management/staff chain as required. Another positive outcome of successful delegation include improved flexibility within the team, upskilling, increase in morale and motivation, reduced sick leave and a improved team environment where team members feel more informed and inclusive. Task 5 Provide evidence of the monitoring and feedback undertaken where relevant and any adjustments made to the plan so that