Reflective Essay on Learning Styles and Theories

Reflective Essay on Learning Styles and Theories EXECUTIVE SUMMARY: Learning is the lifelong process of continuous improvement. Human being learns new things throughout its lifetime. It is necessary for the overall development of human being. Only the person who is keen learner can survive and grow in todays competitive environment. We always continue to learn from the day we born till the day we die. Life without learning is like stagnating water. Human being learn everything that comes to him i.e. learn from its actions, its experience etc. In Reflection module I am going to summarize the reflection of what I learnt. Reflection and learning are explained through various models and theory in this assignment. ASSIGNMENT 1 When I am doing this project I was under the intuition that it is going to be another industry module where we will be showing to only abstract ideas. But I came to know that it is more about molding an individual into getting prepared to a organization career. Mostly PASS overlaps the trained and academic skills that are needed by individuals to struggle in this mutually dependent world. The first day of joining my institute is basically different from my assumption, the college give us the right knowledge and a key to success. But when I came to know about this module (PASS) my falsehood was nowhere to be found any more within me. It provides me the professional knowledge and help us to improve my skills. REFLECTIVE JOURNAL Collaboration:- This section collaboration was introduced where we implicit the need for collaboration for the team work. Basically collaboration is to gather a variety of different skills among team members and utilize them to ensure the success of the project. In this i introduced the Tuck mans Group Development Model and Belbins Theory TUCK MANS AND BELBIN THEORY Tuckmans model is that it helps us understand that teams evolve. It also helps us to consider how they may encounter different problems at different stages of their development There are four stages in Tuckmans model: forming, storming, norming and performing. In the first stage we read about forming. In this firstly the base level is established. In this stage the individuals are not yet gelled together and everybody is busy in finding their place in the team. Also the trust is developed between the team members in this stage. The team members agrees on common goal. This stage is very important because in this stage members make goods contacts and strong bonding towards each other. In the second stage we focused on storming. In this stage members feel themselves as a part of a team. They are identify with the powers, control issues and the resources that are to be used. In this stage members express different ideas, feeling, and opinion, however they may challenge themselves and the team leader about what the team is doing and and how the work should be done. The third stage is norming. The members come together. They agrees about roles and processes for solving the problem. We can say it is the characteristic of togetherness. Decisions are made through negotiation and agreement building. The team is engaged in various activities. The final stage is performing. Members find solutions to problems using appropriate controls. They work collaboratively and care about each other. The group established as a unique identity and the members are interdependent and they have increased focus on the task. Co-ordinator The co-ordinator is a person-oriented leader. This person is trusting, accepting, dominant and is committed to team goals and objectives. The co-ordinator is a positive thinker who approves of goal attainment, struggle and effort in others. The co-ordinator is someone tolerant enough always to listen to others, but strong enough to reject their advice Shaper The shaper is a task-focused leader who abounds in nervous energy, who has a high motivation to achieve and for whom winning is the name of the game. The shaper is committed to achieving ends and will shape others into achieving the aims of the team. Plant The plant is a specialist idea maker characterised by high IQ and introversion while also being dominant and original. The plant tends to take radical approaches to team functioning and problems. Plants are more concerned with major issues than with details. Resource Investigator The resource investigator is the executive who is never in his room, and if he is, he is on the telephone. The resource investigator is someone who explores opportunities and develops contacts. Resource investigators are good negotiators who probe others for information and support and pick up others ideas and develop them. They are characterised by sociability and enthusiasm and are good at liaison work and exploring resources outside the group Team worker Team workers make helpful interventions to avert potential friction and enable difficult characters within the team to use their skills to positive ends. They tend to keep team spirit up and allow other members to contribute effectively. Their diplomatic skills together with their sense of humour are assets to a team. They tend to have skills in listening, coping with awkward people and to be sociable. sensitive and people oriented Company worker/ implementer Implementers are aware of external obligations and are disciplined, conscientious and have a good self-image. They tend to be tough-minded and practical, trusting and tolerant, respecting established traditions. They are characterised by low anxiety and tend to work for the team in a practical, realistic way. Implementers figure prominently in positions of responsibility in larger organisations. They tend to do the jobs that others do not want to do and do them well: for example, disciplining employees. Completer finishers The completer finisher dots the is and crosses the ts. He or she gives attention to detail, aims to complete and to do so thoroughly. They make steady effort and are consistent in their work. They are not so interested in the glamour of spectacular success. Specialist The specialist provides knowledge and technical skills which are in rare supply within the team. They are often highly introverted and anxious and tend to be self-starting, dedicated and committed Team Management Artifical barriers between leaders and led are only one obstacle to true teamwork. Interdepartmental and cross-functional rivalries what Americans call turf wars are other serious hurdles, made worse by the fact that they are seldom overcome. Theyre known in sport, too. Try to persuade rugby forwards that they can learn from backs, or vice versa, and youll usually get no more change than when persuading marketing to work (as it should) hand-in-glove with production, or either to cooperate willingly with finance. The skills essential to the modern manager thus include the ability to work with other functional talents in teams and to lead, not by the authority of command, but that of expertise. Team leadership, paradoxically, includes knowing when to hand over the lead to others, as their expertise moves to the fore. In games, this stems naturally from the functional demands. Only the quarterback can call the plays in American football: in rugby, lineout tactics are equally an expert function. A team relies on its leader to get them through. Team benefit All teams are groups of individuals but not all groups of individuals necessarily demonstrate the cohesiveness of a team. Teams outperform individuals because teams generate a special energy. This energy develops as team members work together fusing their personal energies and talents to deliver tangible performance results. There are a number of benefits for teamwork, among them are: Distributing the workload Reinforcing individual capabilities Creating participation and involvement Making better decisions Feeling like we play a part in the work being done Generating a diversity of ideas, etc. Teams have become the latest management obsession. Theyre the corporate equivalent of a Visa card: theyre everywhere you want to be. Managers, school principals everywhere in the world are striving to set up efficient teamwork procedures in their establishments. Trouble is that despite their ubiquity and their omnipresence, teams rarely achieve breakthrough results. Instead, they sink to the level of the weakest performer and keep digging. The fault lies not with the team or its members, but with those who took a group of individuals, charged them with improbable goals, staffed them with uninspired leadership and expected them to function as a team. Contrast that to an organized, well-oiled, and disciplined team, one in which the whole is greater than the sum of its parts. Such groups allow members to achieve results far beyond their individual abilities. The irony is that when the needs of the group take priority, the needs of the individual actually are enhanced. High performance teams do not result from spontaneous combustion. They are grown, nurtured and exercised. It takes a lot of hard work and skill to blend the different personalities, abilities, and agendas COMMUNICATION Communication Communication is an exchange of facts,ideas,opinions by two or more persons. Communication is the process of passing information understanding from one person to another.It is the process of imparting ideas malking oneself understood by other. Communication is the transmission interchange of facts, ideas, feelings, or course of action. The interchange of thought or information to bring about mutual understanding and confidence or good human relation. In communication model we use the concept of Berlos Model Concept of Barlos model:- Source Does he have a command over language? What is his attitude towards the receiver? Thirdly what is his level of knowledge? Does he speak as a member of a group; religious,political, or commercial? Does he belong to a highly advanced culture or he comes from some primitive tribe Message : A message contains content or matter. It appears in some language from such as English or French or in picture form. Channel : Channel stands for the medium in which the message reaches the receiver. It may be natural, one of the senses seeing, hearing, touching, smelling and tasting. Receiver : The receiver too, like the source has skill, attitude, knowledge and culture context. If the receiver and the source have positive attitudes towards the topic, communication become easy. TIME MANAGEMENT This is the most important concept in this assignment as well as our day to day activity. The Three Ps of Effective Time Management:- Planning Priorities Procrastination Ten Myths about Time:- Myth: Time can be managed. Myth: The longer or harder you work the more you accomplish. Myth: If you want something done right, do it yourself. Myth: You arent supposed to enjoy work. Myth: We should take pride in working hard. Myth: You should try to do the most in the least amount of time. Myth: Technology will help you do it better, faster. Myth: Do one thing at a time. Myth: Handle paper only once. Myth: Get more done and youll be happier. As I got closer to the end of this assignment, I realized that we were actually trained how to utilize the resources to become a better leader as well as manager. As a manager it is very essential to make optimum use of the limited resources that will be provided for ones task. At the same time, a manager should also have equivalent skills and make sure his/her employee is up to the mark to gain better competitive advantage and a higher market value for the purpose of development and success of the organization. For a manager, a department with the lowest staff turnover is always better for the management and shows the excellence of the manager managing his/her team. ASSIGNMENT 2 Learning Style The process of increasing knowledge and skills and developing our attitudes or beliefs so that we have the opportunity for increased choice (Thorpe and Clifford, 2000). This approach to learning emphasizes the fact that individuals perceive and process information in very different ways. The learning styles theory implies that how much individuals learn has more to do with whether the educational experience is geared toward their particular style of learning than whether or not they are smart. In fact, educators should not ask, Is this student smart? but rather How is this student smart? Different type of learning style Inguistic This type of learner loves to read, write, and tell stories. They tend to memorize places, dates, names, and trivia very easily, and are always mesmerizing you with their incredible tales. They have a remarkable ability to repeat back everything you have ever told them, word for word. 2.logical This child is very mathematically inclined. They enjoy solving problems, particularly if they are math related.. They will plague you with questions on how things work, how things relate to one another, and why things are here. Their favorite toys as young children were likely building blocks, and pattern puzzles. 3.spatial These are the visualizers. They spend most of the day dreaming, watching movies, and staying as far away from reality as possible. If they seem particularly down, asking them to draw a picture will get you much further into the nature of the problem, than asking them to tell you about it. 4.musical if your child is always walking around the house humming a tune, or always needs music to study by, then he/she is likely a musical learner. This type of learner is best at noticing details, pitches, and rhythms that escape the normal listener. 5.bodily This type of learner is always on the move. They constantly walk around, they have to touch everything, and they use body language to convey their feelings. They would rather play sports or do a craft than sit down and read a book. They need active education! Keep them moving. 6.interpersonal These are the social butterflies. They adapt easily to any type of social situation, have many friends and are excellent leaders. They are patient, understanding, and very empathetic, which makes them a favorite among their playmates. They generally make good leaders because of their ability to mediate conflict, and are often referred to as the Peacemaker of the family. 7.intrapersonal iunderstanding of themselves. They pride themselves on being independent and original, and they tend to stand out from the crowd without even trying. They are the strong, silent type. Kolbs Learning theory Learning is the process whereby knowledge is created through the transformation of experience Kolb (1984, 38) a comprehensive theory which offers the foundation for an approach to education and learning as a lifelong process and which is soundbased intellectual traditions of philosophy and cognitive and social psychologyklb4kind Divergers view situations from many perspectives and rely heavily upon brainstorming and generation of ideas Assimilators use inductive reasoning and have the ability to create theoretical models Convergers rely heavily on hypothetical-deductive reasoning Accommodators carry out plans and experiments and adapt to immediate circumstances David Kolb stated that for true learning to take place, we need to have an experience, reflect upon this experience, make sense of it (often through creating theories) and finally apply our theories to our lives by planning what we would do next time we were in the same or similar situation. HONEY AND MUMFORDS LEARNING STYLES There are four type of honey and mumford learning style Activist Reflector Theorist Pragmatist C:UsersANUJDownloadsPicture1.png Activist Activists are people who learn through doing and prefer activity-based development. They dislike sitting still for long periods and will therefore not respond well to lectures or highly reflective activity. Activists are chatty, lively and like to be involved they enjoy the here and now. The methods through which they will prefer to learn involve exercises, problems, tasks, drama and excitement. Reflectors Reflectors enjoy reviewing and considering situations and events. When asked a question, they tend to sit back and think about the answer before responding When they join a discussion their contribution will be well thought out. Reflective learners like to consider issues from a range of different perspectives and will feel uncomfortable if they are put into the limelight without prior warning; when choosing methods for them, ensure that they will have the time required for reflection to take place Theorists Theorists like to know the theories behind a piece of learning or the ideas that back up comments that are being made. They prefer to learn from research, data, models and information. They do not cope well when they are asked to do something without being told why and without underpinning evidence or theory. Theorists like logic and are rational and analytical in a learning situation, they like their development activities to have structure and purpose; they will be uncomfortable with high emotion and feelings. Pragmatists Pragmatists prefer practicality to theory and learn effectively when they are able to apply the learning to their situation and the real world. They learn best when provided with true-to-life tasks, rather than being given woolly concepts that they are unable to relate to their daily life. They seek out new ideas and want to try them out, drawing links between the subject and their current job. Vark model The acronym VARK stands for Visual, Aural, Read/write, and Kinesthetic sensory modalities that are used for learning information. Fleming and Mills (1992) suggested four categories that seemed to reflect the experiences VARK learning style shows that I am a reading/writing preference learner followed by visual and kinesthetic learner. The visual and kinesthetic learner characteristics are similar to the outcome of both the Belbin and Honey Mumford theory. According to the Honey Mumford learning style, Belbins theory and VARK theory, I am indeed a person who learns better when theories and techniques are put into practice. I specifically prefer to learn from new experiences as well, making me a person who likes to do more physical and hands on activities compared to learning new modules through theories. For example, teaching and training materials are absorbed faster and effectively when I perform them through tutorial or lab activities.According to the VARK learning theory, I learn best when theories that are taught are absorbed via lectures and notes written from lectures according to personal preferences. For example, during lectures, I learn best when I write lecture notes and rewrite it over and over again. A reading and writing preference learner would translate diagrams and charts into their own words to learn betterf the students and teacher. Visual (V) This preference includes the depiction of information in maps, spider diagrams, charts, graphs, flow charts, labelled diagrams, and all the symbolic arrows, circles, hierarchies and other devices, that instructors use to represent what could have been presented in words. It could have been called Graphic (G) as that better explains what it covers. It does NOT include movies, videos or PowerPoint. It does include designs, whitespace, patterns, shapes and the different formats that are used to highlight and convey information. Kinaesthetic (K): By definition, this modality refers to the perceptual preference related to the use of experience and practice (simulated or real). Although such an experience may invoke other modalities, the key is that people who prefer this mode are connected to reality, either through concrete personal experiences, examples, practice or simulation [See Fleming Mills, 1992, pp. 140-141]. It includes demonstrations, simulations, videos and movies of real things, as well as case studies, practice and applications. AUDITORY-learners who would love to sit reverse and pay attention. They dont make a lot of notes READ/WRITE- learners who need to read the information for themselves and they take a set of notes CONCLUSSION VARK model proved that I m a KINESTHETIC learner. I can sit long for focussed on a particular topic. But other than KINESTHETIC i am a weak learner. And I feel that this is my weak point and I want to resolve it. Now i am trying to deliberate on a particular topic by sitting actively like a visual learner. Now i am concentrating on the reading/writing part by reading more and more books and different journals or assignments. But I feel that kinesthetic is not an actual style which should be learned because kinesthetic is a person who cannot concentrate much more so I did not belong to it. I strongly believe that i should expand that particular learning theory along with the rest that I already practice. As a group member we should create some new ideas all the time and these ideas can be practical or theoretical. From Honey Mumford theory I came to know that I m a activist so I decided to learn the other learning styles that the VARK assessment showed as I do not see any harm in lear ning new theoretical modules. I actually feel that with this module we will develop our skills, knowledge, training and many more. We know our value and importance in a group. This module also helps us to understand the team management, different communication skills, and time management and captures the different styles of learning.

Gossip and People

The most common way people interact with each other is through gossiping. Many people who converse with others share information they heard that may either be right or wrong. Many people think gossiping is only bad but gossiping is just sharing opinions. People may think this because majority of the time gossiping leads to a rumor being spread that is full of lies. This can create a negative energy that would affect everyone involved. However when gossiping is consider good it’s known as just sharing your opinion. Even though many people do it there are many different reasons for gossiping.The most common way gossiping is used is for a negative purpose. For instance, people can use gossip such as lies to hurt someone else to either get revenge or they want to feel better about themselves so they use the lies to make someone else look bad. Even private information from secrets can be used as a weapon to hurt someone. A particular type of information spread through gossip is a r umor which isn’t known to be fully true but is then spread through people continuing to pass the information around. Most people who hear rumors don’t check if it’s really true and continue to pass it along.As it continues to be told to other people the rumor may be changed by either adding more lies to it or not all of the information is said. Violence is mainly the aftermath of bad gossiping which is the breaking point for most people. Although bad gossiping is a habit for most people there is gossiping that’s positive. Positive gossiping can be helpful for many people. This type of gossiping contains opinions that could actually help someone going through a rough time. Any type of news publicized for people to be updated on what’s happening is an example of gossiping that’s positive.

Business Plan Essay

IV. Description of Venture a. Services BC Property Forum is dedicated in selling properties of the acquired assets of the banks through bidding. Our main goal is to help our clients especially to those who are working abroad to have a good investments in owning a property. Our area partners are specially trained in doing sales talk in their clients by providing helpful information about the property. Like property location, property size, and any other information describing the property. We will provide our outmost service to provide the needs of our clients. b. Size of Business BC Property Forum is a small size business that has 20 to 99 employees. This business is privately owned by partnership type of business. c. Office Equipment and Personnel The office equipment needed First are computers for recording, keeping and back-up of files and records. Second Telephones and Faxes for communication with the clients. Third are printers for printing of records and files. Fourth are photocopying machines for copying of files and lastly are air cons to make people comfortable. The business strictly chooses our personnel especially for our area partners and in-house partner. We will have are partners that are good in doing sales talk and well trained. We will also hire people for Secretary, IT and Messengers. As owners, we do not want to have problems with our clients that will lower our client’s trust. d. Background of Entrepreneur President – Jenifer Velarde Jenifer Velarde is graduated Magna Cum Laude with the degree of Bachelor of Science in Business Management at the University of the Philippines. She was chosen to be the president because of her abilities of handling a business very well and resolving problems. Vice President – Enrico C. Veluz Enrico C. Veluz is locally known to have many small businesses within areas in Manila. He also graduated at the University of the Philippines and took up Business Management. He also received an award as an Outstanding Entrepreneur last year. Financial Manager – Elenaire Puzon Elenaire Puzon is a graduate of Financial Management in the Mapua Institute of Technology. He is an experienced collector and good in preparing of financial statements and accounts in different companies. Secretary – Bea Faye Libiran Bea Faye Libiran is a graduate of Adamson University and took up Marketing. She is an experienced secretary since she has worked on different big companies such as RCBC and Makisig Group of Companies. Area Partners – Jake Esguerra and Ryan Redecto Jake Esguerra is a graduate of University of Makati and took up Marketing. He is a In-House Partner – Frangelo Alejandro and John Orneza IT – Lawrence Penalba and Mikko Ray Victoria Messenger – Jomaric Santos Jomaric Santos is a graduate of University of Makati and took up V. Marketing Plan (Condominium Units, House & Lot, Lot, Building, Res/Commercial) a. Pricing As we reassess the acquired assets of the banks, we will be meeting halfway with the bank to provide a better price. b. Distribution Since we offer service, distribution is not relevant. c. Promotion BC Property Forum will conduct promotion through advertising. The type of advertising will be using print advertising like magazines, newspaper, posters, brochures and flyers. This would help our company to be recognized by our customers since we offer services for them. We will also plan to develop our own website of the company to promote the services we have. Those promotions will be of great help to our company to be well established in the business industry. d. Product and Forecasts The 1st month will be for the set up of the business. On the 2nd month, the company office will be in order & ready to start. On the next month, many costumers are satisfying the services to an increase in sales every year. e. Controls Based on the market segmentation that BC Property Forum has established, we will require constant updates in terms of the potential sizes, distributions, and purchasing patterns of the quality conscious, technology utilizing executive markets. We will use our historical performance to establish a customer database containing this information. This will allow BC Property Forum to target customers more efficiently as a result of actual experience. Furthermore, as our customer service and follow-up are keys to establishing retained customers, the marketing database will allow us to divide the potential needs of customers.

Dispute Resolution in Con Truction Industry (Msc Thesis Proposal) Essays

Dispute Resolution in Con Truction Industry (Msc Thesis Proposal) Essays Dispute Resolution in Con Truction Industry (Msc Thesis Proposal) Essay Dispute Resolution in Con Truction Industry (Msc Thesis Proposal) Essay it is the failure to use dispute that causes the distress and low productivity, associated with escalating dispute. Dispute avoidance and the failure to develop an organization equipped to manage it, not dispute itself. Open, skilful discussion is needed to turn differences into synergistic gain rather than squabbling losses. CONSTRUCTION DISPUTE Dispute is inevitable in construction projects and it can be regarded as endemic in the construction industry. Disputes can either be avoided from the start by way of efficient risk allocation and management or resolved once it is occurs. The former seems to be more suitable to avoid unnecessary time and cost. However, the latter may be practical for complex issues which require third party’s interference (Edwards Shaoul, 2003). 2 Construction disputes are fairly common, and they vary in their nature, size, and complexity. Mark Appel, senior vice president of the American Arbitration Association, stated that â€Å"[t]he construction industry†¦[is] really the industry that sponsors our work. (ENR 2000). Although this statement may initially appear to be an indictment, it simply reflects the complexity of a contemporary construction project, which requires the orchestration of numerous interdependent components, including information, materials, tools, equipment, and a large number of personnel working for independent engineers, contractors, and supplier. Respected professionals estimate that construction litigation expenditures in the United States have increased at an average rate of 10 percent per year over the last decade, and now total nearly $5 billion annually (Michel 1998, Pena-Mora, Sosa, and McCone 2003). Osver the past two decades the construction industry has made tremendous progress in developing more efficient methods of dispute prevention and resolution. In fact, experts frequently refer to the construction industry as being on the innovative edge regarding dispute resolution (ENR 2000, Hinchey and Schor 2002). Despite the progress, there remains much room for improvement. Current practice in construction dispute resolution generally reflects one of two perspectives: that one size (or resolution method) fits all disputes, and that dispute resolution is a menu of independent stand-alone choices. It is more effective to approach dispute resolution in a manner similar to medical treatment – diagnose the problem first, and then select the least Invasive procedure that will correct it. Because the cost-effectiveness and timeliness of dispute resolution are critical factors, this thesis proposes a flexible framework – a strategic approach to dispute prevention and resolution that employs a neutral advisor, early intervention, and the ability to tailor the resolution 3 method to the particular nature of the dispute. II. Current Practice A number of different Alternative Dispute Resolution (ADR) methods are currently used in the construction industry. A few of the more common methods are highlighted briefly: Step Negotiation generally requires the individuals directly involved in the dispute to seek resolution through direct negotiation. If a resolution is not reached within a predetermined length of time, the dispute is elevated to the next level in the organizations. This process normally continues to senior levels of each organization. Dispute Review Boards1 typically consist of three neutral experts, who visit the site periodically in order to monitor progress and potential problems. When requested by the parties, the board conducts an informal hearing of the dispute and issues an advisory opinion that the parties use as a basis for further negotiations. The prevalence of construction disputes indicates that the current approach to dispute resolution is not effective enough. First, as evidenced by standard construction contract forms, dispute resolution tends to be addressed by specifying the resolution method(s) to be used. This â€Å"pre-ordaining† of the ADR method obviously cannot consider the nature of the dispute, and may in fact limit the parties’ consideration of possible resolution methods. When the project atmosphere deteriorates, parties frequently stop communicating effectively, become inflexible, and â€Å"wrap themselves in the contract. † Therefore, a contract that specifies a particular dispute resolution method, rather than a flexible process, may unintentionally result in the oversight of â€Å"less invasive† methods that are available and probably preferable. Second, dispute resolution methods are too frequently viewed as a menu of stand-alone 4 choices. Dispute resolution methods can be effectively combined into more comprehensive processes, where the benefits of synergy can be exploited to successfully resolve the dispute. A more effective approach would be a dispute resolution system that emphasizes prevention in addition to resolution, and includes the flexibility to determine the most appropriate ADR method (or combination of methods) for each dispute, in an effort to find the â€Å"least invasive procedure† that has a strong likelihood of success. Such a system would address key industry concerns, those most commonly being the cost and time required to resolve the dispute. III. Dispute Resolution Systems Design Slaikeau and Hasson (1998) present a strategy to develop more cost-effective business dispute resolution systems. They describe four summary methods of dealing with conflict: avoidance, collaboration, resorting to higher authority, and power plays. Their consulting experience has shown that the majority of existing dispute resolution systems prematurely resort to â€Å"higher authority† (e. g. , boss, arbitration, litigation) or â€Å"power play† (e. . , strikes) resolution methods before fully exploring the collaborative (e. g. , negotiation, mediation/n) options. Slaikeau and Hasson present a comprehensive dispute resolution system template that includes four major components: site-based resolution (between the parties, with an optional appeal to internal higher authority, such as a supervisor), internal support, convening for external ADR, and appealing to an external higher authority (e. g. , courts or governmental agencies). The template generally requires collaborative methods prior to resorting to external higher uthority. After site-based resolution, the utilization and sequence of subsequent components are completely flexible, including the ability to â€Å"loop back† to a more collaborative 5 component at any time. Progressive dispute resolution exists in the construction industry, but most frequently in predefined escalation specified in the contract; for instance, the DBIA standard contract forms specify step negotiation, then mediation, and finally binding arbitration (DBIA 1998a, 1998b). Groton (1997) presents four principles to consider when designing an effective dispute resolution system for construction: 1. â€Å"Consider the unique nature of the construction process. 2. Even when problems turn into disputes, litigation should not be the method used to resolve them. 3. If participants commit in advance to use dispute resolution techniques when problems arise, they create an atmosphere conducive to solving problems. 4. Many problem-prevention and litigation-avoidance approaches exist; these techniques are most effective when applied early in the project. The best practices for designing dispute resolution systems include flexibility, early intervention, exhaustion of collaborative options before resorting to adjudicatory methods, and controlled escalation of the dispute by using different ADR methods in a logical progression. IV. A Flexible Framework for the Prevention and Resolution of Construction Disputes Due to the number of individuals, organizations, and is sues involved in a modern 1 construction project, problems are inevitable. The desires (and/or pressure) to finish the project and a lack of resources for identifying the root cause of the problem contribute to the danger of delaying the intervention necessary to 6 resolve disputes. Timely intervention can also prevent reoccurrences of the same problem later in the construction process. Too often, contractors submit an all-inclusive claim at the end of the project, frequently fostering an adversarial atmosphere that threatens potential collaboration between the parties on future projects. A more effective approach is to ddress the issues quickly, while they are manageable, determine the root causes, and correct them. In addition to the issue of when to address disputes, there is the matter of how best to address them. Disputes vary in nature, and different disputes are more efficiently resolved through different methods. In the vast majority of construction disputes, some form of ADR is the most appropriate option. There are rare cases in which litigation i s the most appropriate course – those in which a determination on a legal principle is required, or the establishment of a legal precedent is sought. Even within the realm of ADR alternatives, a â€Å"one size fits all† approach cannot produce optimal results due to the varying characteristics of the disputes and of the ADR methods. (Groton 1997, Hinchey and Schor 2002). The question is then, â€Å"When is the best time to specify the ADR approach to be used for a particular dispute? † The 1990 ABA forum concluded that mediations tended to be more successful when parties agreed to mediate after the dispute developed, as opposed to simply enforce as a matter of the contract (Hinchey 1990). Considering these facts together, the proposed solution is to contractually specify a framework for dispute resolution that combines early intervention with flexibility in the selection of ADR methods, rather than specifying a particular method to be applied to all disputes. The proposed system concentrates 7 heavily on proven techniques to prevent and collaboratively resolve disputes, and includes the ability to tailor the resolution process specifically based on the characteristics of each dispute. A convenor – a neutral third-party expert advisor – assists the project team in implementing the system, and provides continuity throughout the duration of the project. 1. 2 SIGNIFICANT OF THE STUDY According to Robert (2010), Until early 1990s, the dispute resolution landscape in Nigeria was dominated by the adversarial, daggers drawn mechanisms of litigation and arbitration, and counsel deployed these vigorously on behalf of their client. However towards the end of last decade, the Federal Government of Nigeria opened its borders to nternational investors, particularly in the infrastructural development sector, leading to serious changes in the business landscape and in the dispute resolution. There are now many independent power projects (IPP) and concession agreements and most, if not all, have some element of foreign participation. The need for efficient and expeditious resolution of disputes has adoption of international recognized dispute resolution mechanisms, w hether litigation, arbitration or some other form of alternative dispute resolution (ADR). The adventof corporate entities investing in Nigeria, bringing with them their corporate culture including their preferred method of dispute resolution, has also contributed to advance of ADR (Marcellina and Okehia 1996). Tjosvold (1992): The idea that dispute is destructive and causes misery is so self-evident that it is seldom debated. Employees fight about many issues, but the wisdom of avoiding dispute is too often not one of them. However , it is the failure to use dispute 8 that causes the distress and low productivity, associated with escalating dispute. Dispute avoidance and the failure to develop an organization equipped to manage it, not dispute itself. Open, skilful discussion is needed to turn differences into synergistic gain rather than squabbling losses. Mark Appel (2000) stated that construction disputes, when not resolved in a timely manner, become very expensive – in terms of finances, personnel, time, and opportunity costs. The visible expenses (e. g. , attorneys, expert witnesses, the dispute resolution process itself) alone are significant. The less visible costs (e. g. , company resources assigned to the dispute, lost business opportunities) and the intangible costs (e. . , damage to business relationships, potential value lost due to inefficient dispute resolution) are also considerable, although difficult or impossible to quantify. 1. 3 JUSTIFICATION OF THE STUDY Dispute resolution is a very important task in construction because huge sums are invested in projects and stakeholders are eager to resolve disputes before they bring their projects to a halt and bankrupt them. At the project level, unresolved disputes can lead to programme delay, increased tension, and can damage long term business relationships as a result. Hence, the mportance of dispute resolution cannot be over- emphasized, and selecting the most appropriate resolution strategy is equally important (Cheung and Suen, 2002). It is for this reason that the industry has managed to develop and adopt many unique ways of dispute resolution (Groton, 1997; Harmon, 2003; Gebken and Gibson, 2006) and has thus become a paradoxical leader in both dispute generation and resolution (Gibbons, 2007). Because disputes arise from so many 9 different sources and are so complex, there is no single one size fits all technique for resolving them. Also, according to Groton (1997), the spiral of conflict, which can cause a simple problem to develop into a difference of opinion, then a disagreement, and ultimately a dispute, makes it impossible to use a single dispute resolution technique to deal with all successive stages in the development of a dispute. Dispute resolution methods range from the traditional techniques of litigation and arbitration to alternative dispute resolution (ADR) methods including mediation, adjudication, conciliation, negotiation, dispute resolution board, mini-trial, and dispute resolution adviser. Figure 1 shows a continuum of dispute resolution methods with the degree of control of the outcomes by the stakeholders compared to both the cost of resolution and the extent of hostilities resulting from their use. The fundamentals of the use of these methods and their combinations and hybrids, including their relative merits and demerits have been extensively discussed by various authors, including Brooker and Lavers (1997), Cheung and Suen (2002), Harmon (2003), Chan et al. , (2006), Teo and Aibinu (2007) and Elis and Baiden (2008) 1. 4 AIM AND OBJECTIVES 1. 4. 1 Aim This research is aimed at dispute resolution method in the Nigeria construction industry for the benefit of all professional and participant who desire comprehensive information on appropriate method of resolving dispute. 1. 4. 2 Objectives i To articulate the concept of dispute in construction industry. 10 ii To explore the origin, Nature and process of litigation, arbitration and other ADR iii To identify the method predominantly used for dispute resolution iv To distinguish between Adversarial and on adversarial methods of dispute resolution mechanisms available . 5 RESEARCH METHODOLOGY This research will be pursued through extensive review of literature from text books, journals, magazines and other documents relevant to the research. Also a well structured questionnaire will be administered to a sample of the population for the study. The population will include all professional in the construction industry, i. e. Architects, Builders, Engineers, Quantity surveyors who manage co nstruction project at a senior cadre level in all categories of construction firms duly registered with corporate affairs commission in Nigeria. . 6 SCOPE AND LIMITATION The concept of dispute is extensive, but this research work intends to cover only resolution method in construction industry, using Federal capital territory Abuja, Kaduna and Lagos as area from which sample will be collected, considering that a lot of construction activities and companies are concentrated there. 11 References 1 Adams, O. (1997), ‘Contractor development in Nigeria: perceptions of contractors and professionals’, Construction Management Economics, 15(1), pp 95-108 2 Aibinu, A. A. nd Odeyinka, H. A. (2006), ‘Construction delays and their causative factors in Nigeria’, Journal of Construction Engineering Management. 132(7), pp 667-677 3 Aniekwu, A. (1995), ‘The business environment of the construction industry in Nigeria’, Construction Management Economics, 13(6) , pp 445-455 4 Bristow, D. and Vasilopoulos, R. (1995), ‘The new CCDC2: facilitating dispute resolution of construction projects’, Construction Law Journal, 11(2), pp 95-117 5 Brooker, P. 1999), Survey of construction lawyers attitudes and practice in the use of ADR in contractors disputes, Construction Management and Economics, 17(6), pp757-765 6 Chan, E. H. W. (1997), Amicable dispute resolution in the Peoples Republic of China and its implications for foreign-related construction disputes, Construction Management and Economics, 15(6), pp 539-548 7 Chan, E. H. W. , Suen, H. C. H. and Chan, C. K. L. (2006), ‘MAUT-based dispute resolution selection model prototype for international construction projects’ Journal of Construction Engineering and Management, 132(5), pp 444–451. Cheung, S. O. and Yiu, K. T. W. (2007), ‘A study of construction mediator tactics - Part I: taxonomies of dispute sources, mediator tactics and mediation outcomes’, Building and Environment, 42(2), 752-761 9 a (DBIA 1998a) Design-Build Institute of America. 1998. Standard Form of Preliminary Agreement Between Owner and Design-Builder, Document No. 520, First Edition, Design-Build Institute of America, Washington, DC. 9b (DBIA 1998b) Design-Build Institute of America. 1998. Standard Form of General Conditions Between Owner and Design-Builder, Document No. 35, First Edition, Design-Build Institute of America, Washington, DC. 12 10 Elis, F. and Baiden, B. K. (2008), A conceptual model for conflict management in construction firms, in Jin, X. and Doloi, H. (Eds), Proceedings of Construction 11 Funmi Roberts F. (2010),† Cultureal Nuances in Mediating Commercial Disputes in Nigeria† in ARBITRATION, the International Jirnal of Arbitration, Mediation and Dispute Management. (Sweet and Maxwell) Vol. 76 No. 3, August Edition. 12 Gebken, R. J. and Gibson, G. E. 2006), ‘Quantification of costs for dispute resolution procedures in the cons truction industry’, Journal of Professional Issues in Engineering Education and Practice, 132(3), pp 264-271 13 Gibbons, E. N. (2007), Effects of Litigation in the Construction Industry: stratification and Insolubility, in Proceedings of the Construction and Building Research Conference of the Royal Institution of Chartered Surveyors (COBRA 2007), RICS, Atlanta, 6-7 September 2007, rics. org/NR/rdonlyres/BF249E01-4710-49CE-B6DF- 2306264311C7/0/Cob2007Gibbons. df , viewed 01/05/2009 14 Groton, J. P. (1997), ‘Alternative dispute resolution in the construction industry’, 15 Hinchey, J. and L. Schor. 2002. â€Å"The Quest for the Right Questions In the Construction Industry. † Dispute Resolution Journal, August/October, 10-20. 16 Marcellina H. and Okehia O. (1996), Ethnic and Cultural Diversity in Nigeria (Trenton, NJ: African World Press Inc) pg. 6. 17 Pena-Mora, F. , C. E. Sosa, and D. S. McCone. 2003. Introduction to Construction Dispute Resolution. Prenti ce Hall, Upper Saddle River, NJ. 8 RICS COBRA Research Conference, University of Cape Town, 10-11th September 2009. Oladapo and Onabanjo, pp 7-22 19 Slaikeu, K. A. and R. H. Hasson. 1998. Controlling the Costs of Conflict: How to Design a System for Your Organization. Jossey-Bass Publishers, San Francisco. 21 Teo, A. I. L. and Aibinu, A. A. (2007), ‘Legal framework for alternative dispute resolution: examination of the Singapore national legal system for arbitration’, Journal of Professional Issues in Engineering Education and Practice, 133(2), pp 148–157 13

Discuss the view that understandings of politics are always based on conceptions of human nature.

Discuss the view that understandings of politics are always based on conceptions of human nature. Understandings of politics have been greatly affected by different conceptions and models of human nature. Examples can be found in political ideologies such as socialism, liberalism and anarchism. Therefore human nature as a debate for discussion is very important.In this essay I will discuss what conceptions of human nature there are and how significant they are in relation to our understandings of politics. I will focus mainly on political ideologies and their different ideas of human nature and behaviour. This is because almost all political doctrines and beliefs are based upon some kind of theory of human naturePolitics in simplistic terms is the relationship between the individual and society because it involves the interaction of human beings among each other. Human nature is what is innate, inborn and natural in human life as opposed to social experience and environment. This is where some divisions occur in conceptions of human nature.Herbert Spencer (27 April 1820 - 8 Decem ber 1903) ...The question arises whether or not human nature is shaped only by biology or society as well (i.e. external forces). There are those who believe that humans can behave in ways that deny or contradict their 'true natures' and those who don't. It is important to note that models of human nature are normative, i.e. assumptions that cannot be scientifically proven such as what is 'human essence.'An important debate about human nature is what makes human 'natural'. Is it given or fixed by birth (biologically and genetically determined) or is it influenced and structured by social experience (i.e. experience of the world and growing up within a social environment). This put simply, is an argument between nature and nurture.Those who advocate the nature argument claim all aspects of human nature can be explained by biology. Charles Darwin, the founder of the theory of evolution, wrote...

Pricing and Distribution Strategy Essay Example | Topics and Well Written Essays - 1000 words

Pricing and Distribution Strategy - Essay Example Conceptually the Ad’s must be considered the benchmark for any successful product campaign as the Apple iPhone has defined the smart phone market in the United States for the better part of a decade. No carrier or manufacturer had ever managed to expose any vulnerability in Apple’s iPhone and its advertising strategy, until Micromax teamed up with Android OS to produce an â€Å"iPhone killer† advertisement. Introduction: â€Å"You don’t buy a smartphone, you buy an iPhone.† This is the Apple mantra; it is the capstone of their entire advertising and marketing campaign. Apple isn’t content with being a leader in sales alone; they want to own the market. The iPhone wasn’t the first phone, but they engineered it to be so unique that you couldn’t help but think it was. Apple introduced a concept of innovating ergonomics that could be marketed in simple dynamic visual ads that affected consumer perceptions of their products, and ulti mately allowed Apple to dominate the entire smart phone market segment. Such was the state of the smart phone universe until October 2011. The iPhone 4S was unveiled at Apple's "Let's Talk iPhone" event on October 4, 2011, on the Apple Campus in Cupertino, California.( Chaffin, 2011) With the usual pomp and circumstance Apple rolled out its standard new product campaign in a typically â€Å"Apple fashion†.( Chaffin, 2011) As iPhone 4s sales commenced on October 7, 2011 Apple prepped a One Half page Top Fold Advertisement to run in the USA Today on Sunday October 9, 2011. Following the Apple print ad Micromax and Android OS rolled out a Full Page print ad in the exact ad space within the USA Today on Sunday October 16, 2011. These two ads are the focus of this paper and represent the proverbial yen and yang of the battle between Apple and its competitors for the smart phone universe. While Apple’s ad followed its dynamic marketing strategy, the Micromax and Android Adve rtisement exposed a hugely successful tactic that could be deployed to counter the iPhones dominance in the market. II.The Advertisements Comparison/Contrast: The Apple â€Å"Fasten Your Seatbelt† Print Ad from October 9, 2011: The Apple iPhone 4s Advertisement follows a traditional â€Å"Apple† philosophy: It’s not so much the marketing angle that matters as it is the way that people identify with that angle. The Ad itself is a clean Picture-Window Layout featuring the sleek sexy iPhone as the center feature of the Ad. The theme, copy brilliance and wit of the Ad are more important than layout. Apple takes the basic ideas of Doyle Bernibach and enhances them around the architecture (Beasley, 2002) of the iPhone as a product. The simplicity and execution of the Ad creates a contextualization of the product for the consumer (Beasley, 2002), it successfully builds upon the aura of the iPhone and Apple with a â€Å"New† and â€Å"Faster† sales hook th at captures consumer’s attention and presents a clear call to action that motivates current iPhone and Smart phone owners to upgrade to the iPhone 4s. The Micromax and Android OS â€Å"I CAN’T† Counter Ad from October 16, 2011. The Micromax Advertisement is a variation on the frame layout in which kidney-shaped copy is spread over a large portion of the layout, creating a cul-de-sac of white in which the headline and product are placed. (Altstiel, 2005) The Copy type is reversed in non-patterned or plain-toned areas to allow the consumer to first focus on the headline, then

Is it possible for employees to be provided with an effective voice Essay

Is it possible for employees to be provided with an effective voice within an organisation pursuing unitary Human Resource Management policies and practices - Essay Example ice can also refer to the two-way communication between the employers and employees which if managed properly can reduce both exit costs and transaction costs for both the parties involved. Thus, in the modern day scenario, employee voice has emerged as a type of contractual mechanism of governance which causes mutual benefits for the employer and employee groups. This report deals with the analysis of the prospect that whether the use of unitary human resource management practices and policies within an organization can support the propagation of the voice of the employees of the organization. The discussion includes a formal definition of the term employee voice and the analysis of the different ways and mechanisms of propagating the voice of the employees in an organizational setting. The various formal and informal mechanisms of promoting employee voice are studied and analyzed with respect to the unitary method of human resource management. The overview of the unitary methods of human resource management is discussed along with the advantages and shortcomings of the unitary HRM approach as compared to the pluralist HRM approach. Also, the importance of employee voice in contemporary business organizations, the tradeoffs between democracy and control, and the various internal and external factors affecting the voice of employees in a comp any as well as the government approaches related to employee voice in different countries are studied and analyzed. The relation between employee involvement and employee participation and organizational growth and success is also touched upon in the report. For a suitable analysis, comparisons are drawn between the unitary and the pluralist human resource management approaches by analyzing the benefits and drawbacks of both the approaches. The report is suitably concluded by inferring whether the unitary perspective of human resource management is applicable in the contemporary organization with respect to employee relations