Legal research skills Essay Example | Topics and Well Written Essays - 1000 words

Legal research skills - Essay Example 8. Which documents must be obtained before conducting a charitable collection and from which bodies a) The promoters of the charitable collection must hold a public collections certificate obtained from the Commission (S 52 (1)), and b) A permit issued by the local authority in whose area it is conducted (S 59 (1)) 9. What types of financial assistance may a Minister give to a charity Financial assistance may be given by way of: (a) grants, (b) loans, (c) guarantees, or (d) incurring expenditure for the benefit of the person assisted. (S 70 (2)) 10. What is the maximum period a person can be a member of the Charity Commission Membership in a Charity Commission is only for a maximum of 3 years. (Schedule 1A, S3(1)) Task 2: Statutory Instruments (SIs) Chosen statutory instrument (SI): Cattle Identification Regulations 2007 (SI 2007/529) 1. When did the regulations come into force The regulation came into effect on the 6th April 2007 (S 1) 2. What is a "holding" under the regulations A "holding" means any establishment, construction or, in the case of an open-air farm, any place in which cattle are held, kept or handled (S 2(1)(c)) 3. When must ear tags be applied to ears of bison The keeper must apply both tags when the calves are separated from their dams or within nine months of the birth, whichever is the sooner. (Schedule 1, 1(3)(c)) 4. A farmer discovers that his cow has lost her ear tag. She was born on 1 February 2007 in Somerset. What must the farmer do and by when He must, within 28 days of the discovery, replace it with another ear tag bearing the same number (which must be a primary tag if the original was primary or a primary or secondary tag if the original tag...(S 18) c) the need for the charity (or the receiving charity in the case of a transfer) to have purposes which are suitable and effective in the light of current social and economic circumstances (S18) He must, within 28 days of the discovery, replace it with another ear tag bearing the same number (which must be a primary tag if the original was primary or a primary or secondary tag if the original tag was secondary) and failure to do is an offence. (Schedule 1, (4)(2)) In the case of a dairy herd, the second ear tag is applied within 20 days from the birth of the calf (Schedule 1, 3 (c)). From the time the Farmer or keeper applies that 2nd tag, he must within 7days register the calf (Schedule 2, 3(1)). The judges in the case were Lord Brown-Wilkinson, Lord Lloyd of Berwick, Lord Hoffman, Lord Hope of Craighead, and Lord Clyde (House of Lords Judgments - Alan Wibberly Building Limited v. Insley / Session 1998-99/ 29 April 1999) Lord Hoffman gave the leading judgment contained in paragraphs 3-24 of the Opinions of the Lords of Appeal, 29 April 1999. The other judges expressed their affirmation to Lord Hoffman's judgment (paragraphs 1, 2, 25 and 31) a.

Harrignton Collection Case Essay Example | Topics and Well Written Essays - 250 words

Harrignton Collection Case - Essay Example At what price should they introduce the new line? They could introduce the new active wear at the proposed prices or introduce it at a price twenty percent above their proposed price. The criteria they developed in coming up with the price were high margins of profit, market share potential, sales potential, brand perception, and customer satisfaction (Blais1). The first alternative was selling the Vigor active line at the proposed prices (Blais 1). Given that women’s active wear units were expected to, increase by double by the year 2009 and Harrington intended to take advantage by introducing the active wear to stores that carried their vigour line. Majority of the customers who purchased items with price points between one and two hundred dollars, did not believe that cheaper active wear would lead to cheap brand perception. Alternative two involved raising the proposed price by twenty percent (Blais 2). Given it is a moderately expensive clothing brand; customers would be less sensitive to a hike in price compared to those who were shopping on a budget. Therefore, Vigor will be able to maintain the majority of its market share. Harrington’s decided to sell at 20% above proposed price and target trend setters aged between 20 and 25, as well as women seeking comfortable and edgy design. To develop their product, they introduced their new product into an already existing market. Harrington also pursued a product differentiation strategy, which entailed a push-and-pull strategy for promotion. They also used an indirect channel strategy by selling their new wear at all their fifty Vigor store

Human Resources in Sri Lankas IT Sector

Human Resources in Sri Lankas IT Sector CHAPTER 1 INTRODUCTION For an organization to survive and expand in the rapidly competitive environment dominated by several players, it is paramount for an organization to perform. The organization performance would be measure according to several variables such profitability, sales, production quality and market share, however, few organizations give prominence for the most important factors which is human resources performance. According to HRM commentators retention and development of the organization employees are pivotal for organization performance. The overall purpose of human resource management is to ensure that the organization is able to achieve their success through people. Ulrich and Lake (1990) states that: ‘HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities. But in the other hand HRM has an ethical dimension as well, which means it should also concern the rights and needs of people in an organization. With the increased competition, globalization, boundless technological advances, -companies are forced to think about the factors like HRM, environment†¦etc to run the extra mile ahead of the others. Therefore nowadays employers consider investments on the HRM functions are very significant and effective, rather than seeing it as just a cost. As it shown above, HRM should be incorporated with each and every function with in an organization. Starting from the recruitment process to the training and development, performance appraisal, performance incentives, promotion system , design of work and working environment†¦etc should aligned with effective HRM practices as it will reduce the direct indirect employee grievances which results in a highly motivated and pleased workforce, which in turn influences on the overall organization performances. When considering the structure of the Human resource management, there are two categories; 1. Managerial Functions 2. Operative functions Functions of HRM Managerial Functions Operative Functions Planning Employment Organising Human Resource Directing Development Controlling Compensation Human relations Recent trend in HRM 1. Managerial functions It include Planning, organizing, directing and controlling.  · Planning is the main activity that a manager has to consider. The management has to decide what to do and how to do to achieve the objective of the organization. Management uses this process to plan the future of the company, decide what actions they are going to make to avoid difficult problems etc. (Bateman, Snell, 2007).  · Organizing is established in the internal structure of the organization. It mainly concerns the flow of information within the company, division and coordination. Manager has to know what the subordinates can do and what kind of training they need. To achieve the objectives set in the planning process there should be a proper organization of work. In here the management set the tasks, responsibilities and authorities to the employees. The manager has to discuss the tasks with the employees and has to clarify what to do, how to do and make them understand about the job (Allen, G, 1998). Then it is easy to achieve the objective.  · Directing is the next stage after completing planning and organizing. This is to execution of the plan. It influences the people to achieve the objectives in a correct way through motivation, communication, and leadership. The proper direction of employees will affect the achievement of the objectives. The manager has to have a proper relationship with the employees in the company, and then they can easily direct the employees to achieve the target.  · Controlling involves checking, verifying and comparing of the actual with the plan that the company set. Actions and operations are adjusted to identified plans and standards through control. The training programs, conducting interviews, analyzing labor turnover details are some of the controlling functions that a manager can work out. Controlling allows setting the performance standards within the groups and to do the proper communication. 2. Operative functions These activities are related to specific activities such as, employment, human resources development, compensation, human relations and recent trends in human resource management.  · Employment This means securing and employing the people with the relevant qualifications to achieve the organizational objectives. The functions include in employment are, Job analysis, human resource planning, recruitment, selection, placement and induction.  · Human resource development This is the process of improving skills, knowledge, attitudes, aptitudes, commitment etc. depending on the organizational requirements. The functions include in human resource development are; Performance appraisal, training, management development, career planning and development, promotion, demotion and change and organization development.  · Compensation This is the process of providing sufficient, equal and fair reward to all employees. The functions include in compensation are; Job evaluation, incentives, wage and salary, bonus, fringe benefits, social security and measures.  · Human Relations It is the process of interaction between people. The management can practice different human resource policies to interact with the people. Good relationship will motivate people to do a better job In the organization. The functions in human relations include; Motivating the employees, developing the communication skills, developing leadership skills, providing comfortable work environment to the people, improving quality of work life of employees and boosting employee morale.  · Recent trend in human resource management This area is always developing. It is advancing at a fast rate. The recent trends in human resource management is; Quality of work life, recent techniques of Human resource management and total quality in human resources. In 1989 David Guest describes a human resource model according to what he thought. . This model consists of four elements; Human resource policies and practices Human resource outcomes Organizational outcomes Leadership 1. Human resource policies and practices when an organization is introduced there are many policies available in a company. They are; Organization and job design Management of change Recruitment, selection and socialisation Appraisal, training and development Reward systems Communication According to this model human resource policies are design to achieve the four key human resource outcomes which explains as the second element of this model. 2. Human resource outcomes The model include followings; Commitment Quality Flexibility Strategic integration Quality is not only concern about the quality of manufacturing product or the services provided by the company, it includes the quality of the workforce, the management of the workforce and the human resource policies used in the company. Flexibility is the facility to change the jobs people are doing, working arrangement such as number of hours they are working and the nature of employees contract. Strategic integration is the link between human resource strategy and business strategy. Guest explains that integration requires an organizational culture where managers work or share. The commitments have a direct relationship with valued business consequences. He says that commitment is confused and that the relationship between commitment and the performance is difficult to establish. When an employee commitment is higher means that employee is satisfied about the facilities and the way the company treat to employees. When they are satisfied performance will be automatically higher in the organization. 3. Organizational outcomes The organizational outcomes include following; High job performance High problem solving High innovation Low turnover, absence High cost effectiveness 4. Leadership Leadership is the most important element to make all these outcomes success. With the understanding of importance of the involvement of HRM for the betterment of an organization, this paper is about the effect of HRM development to the IFS business success. 1.1 Aims and objectives of the study During the recent years IT sector began to bloom and many leading IT professionals fortified the future of their companies by investing in Sri Lanka. Within few years it begins to expand and now a days it has become a major business sector which support the economy and which provides enormous career opportunities to the younger generation. Latest s show that, over 175 software developments companies are actively operating in Sri Lanka, which are originated from both national and international grounds and they are providing services for both the export and domestic markets. Some of these companies and their products are already well recognized and performing extremely well in the IT sector by competing with other foreign markets. Among these, companies like,Millennium Information Technologies- who not only turned the Colombo stock exchange in Sri Lanka into the worlds first ever event-driven exchange but with their versatile automated trading system have powered the Boston stock exchange among several other clients in the United States, as well as exchanges in Europe, Asia Pacific and Africa;Virtusa Corporation- one of the fastest growing software services firms in the US with seven years of consecutive growth and the largest technology center based in Sri Lanka and; Informatics- a local company whose telecom product is in operation at the regional sites of some of the worlds leading telecom operators, such as Cable Wireless of UK and Millicom of Luxembourg, are leading the way, marking the name of Sri Lanka in the world. Furthermore international names likeIFSfrom Sweden have set up their research and development center employing over 700 people and recently MicrosoftandOraclehave also opened offices in Sri Lanka. graph1 This is an effort to find out the involvement of human resource to the success of Sri Lankan IT sector and how well they are managed for them to get ready to face the future challenges in ever changing world. Taking the IFS Sri Lanka Ltd as the Reference point, the research will focus on interpreting the influence of Human Resource Management on the companys success. Research as a whole, is a process to find an answer to a specific question. The initial objectives of this study are to formalize the necessary procedures and questions to be answered, in order to gather the intended information, which will be desirable in finding an answer to the core research question. To achieve the above objectives, following are the outline of the information that will try to gather, to be used in developing proper evaluations conclusions. Actions taken to motivate the employees. Established procedures on providing job satisfaction to the employees. The process of developing employee skill and how the company utilize it. How strong is the employee-employer relationship Level of performance of the company and how the employees contribute its success. 1.2 Company Background IFS, is one of the worlds leading providers of component-based business software developed using open standards. Since 1983, IFS has been a provider of business applications focused on meeting the needs of selected industries. Basically, IFS operates in two areas: lifecycle management, where asset and product lifecycle management are critical issues, and mid market ERP (Enterprise resource planning), which covers distribution and manufacturing in midsize companies. Mainly company operates in Europe, the US, the UK, Australia and Asia with the head office situated in Linkoping, Sweden and having the employs about 2,723. Today, IFS is a global software company that helps leading enterprises improve efficiency, cut costs, react swiftly to market conditions, and take advantage of new business opportunities. IFS Applications, IFS suite of more than 60 web-based components, is the only true component-based business solution on the market, allowing deploying the software step by step as companys needs and budget dictate. Using open standards, IFS makes it easier to stay up-to-date with technology and integrate with legacy systems. And only IFS offers total lifecycle management, enabling their customers to maximize profitability over the lifecycles of your products, customers, and assets. IFS superior technology, functionality, and Industry focus have won praise from some of the worlds leading analyst firms. Gartner recognizes IFS as either a visionary or a leader in all four of its ERP and asset management Magic Quadrants. Most important, IFS legendary commitment to customer service has never wavered. Tod ay, IFS has an impressive roster of satisfied customers, ranging from mid-size companies to global industry leaders such as PepsiCo, General Electric, Lockheed Martin, General Dynamics, DuPont, Volvo, BMW, Deere Co., and Rockwell Automation. Since the day, IFS was founded, they have given a greater importance for the customer service. Therefore today, IFS has become the only enterprise software provider that offers a global product for the mid-market together with local support. IFS has support centres in each country in which it operates, ensuring that you will receive the best customer support anywhere in the world. IFS keep track of your unique component configuration; patch levels, and customizations, ensuring that the information is available globally to all IFS support centres. Therefore it has become the huge network of all the information required to solve the customer issues without any unnecessary delays. Within the huge IFS network, office in Sri Lanka has a major importance, as it is one of the two IFS R D centres in world and major part of software development is done there, with having more than 700 employees in two local country offices. The focus group for the study is mainly taken from Sri Lankan offices and depending on the opportunities employees from the other locations were involved in the study. 1.2.1 Financial Highlights Based on the IFS Annual report 2008, it illustrate that the company is having growth in every section. Mid 2008, IFS has announced long-term financial targets entailing that, in the next five years, product revenue will double through organic growth and acquisitions, the operating margin will increase to15 percent, the dividend will rise to 50 percent of earnings after tax and surplus liquidity will be used to repurchase shares. Furthermore, report says that IFS has signed 10 largest license agreements during the year had an aggregate value of SKr 141 million where as the corresponding for 2007 was SKr 103 million. A total of 20 license agreements valued at more than US$ 0.5 million each were signed. And In all, 215 (177 in 2007) new customers were added, and 760 (778 in 2007) customers either upgraded or expanded their existing solutions. Annual Net Revenue Annual Earnings Before Interest Tax (EBIT) Value Net Debt In order to summarize the success I have extracted the above three from the report which explains the key factors of companys growth. Net revenue (: 7) amounted to SKr 2,518 million (2,356 in 2007), an increase of 7 percent, which is the highest revenue the company achieved per year for the last 4 years. EBIT (Earnings before Interest Tax) value turns out to be Skr, million 154, which is a great turn over compared to the value, SKr million -128 in 2004. Furthermore, as the : 9 shows, IFS have succeeded in diminishing their debts. They have being able to reduce the debts from Skr, million 363 to Skr, million 3, which is a sole evidence for the success of the company. Variation of Total Assets Number of employees While concerned of their financial growth, IFS seems dedicated to the expansion of the company. From 2004 to 2008, their asset, as well as number of employees has increased continuously in a similar rate. 1.3 Significance of the research Success and development of any company is depends on the level of human resource involvement. Therefore it is most important to maintain motivated and satisfied workforce to obtain the very best results of its investment. Skill development, employer employee relationship, grade pay structure employee benefits are some of the key factor which directly related with the motivation of the work force. Purpose of study is to find out how well the importances of above factors are absorbed in the Sri Lankan IT sector; within IFS Sri Lanka Ltd. The research will try to extract the information related to the specific factors and analyze them with the every aspect of the companys performances. 1.4 Structure of the Research work With having the text divided in to the several sections, the dissertation starts with an introduction, which provides the basic understanding of HRM and its functions. It concludes with an overview of the whole thesis including the information helpful for the reader to understand the topic and related facts, we are going to discuss about. The next section is the literature review, which explains relevant theories that will help to support the topic and it is followed by the research methodology which explains the research approach, and how the aims and objectives are planned to achieved. Moreover it, clearly explain the methods that used to collect the relevant data and explained the reasons why there are chosen. The result section provides the actual results I have obtained, carrying out the research, and within the analysis section, it exploits the information gathered, and structured a comprehensive analysis. Conclusion and Recommendation sections conclude the research with interp reting the gathered data and results obtained in Analysis section, along with the aims and objectives discussed at the beginning and provide the necessary recommendations based on the live facts and exhibit the virtue of the research. 1.5 Limitations of research The main limitation of this research is getting the access to the employees within the selected company. The results would be much meaningful if the researcher is succeeded in involving many individuals as possible. Therefore it would be a greater challenge to formalize an easy and simple method to acquire the relevant information from the employees, to make sure that they dont feel it as an extra burden. Time can be considered as the other major issue since I have to formalize the whole process with in a very short time period and to make sure it has grasp many individuals as possible. CHAPTER 2 LITERATURE REVIEW Job Satisfaction Job satisfaction is one of the most important aspects related to the employee management as it is directly related to the performance of an organization. Because of humans tends to listen to the feelings deep in their thoughts, its not enough to full fill every other things, if the employee is not satisfied with what he/she does. Job satisfaction is not same as the motivation but it linked. Job design is aimed to enhance job satisfaction and performance by using different design methods such as Job rotation, job enlargement, job enrichment etc. Job satisfaction can be viewed as â€Å"a pleasurable or positive emotional state resulting from the appraisal of ones job experience† (Lock 1976). When someone is satisfied with his/her job that is job satisfaction, or when any job is fulfilled ones expectation that is job satisfaction. Job satisfaction mainly considers the attitudes and feelings that people have about the work. The Guion (1958) defines morale as ‘the extent to which an individuals needs are satisfied and the extent to which the individual perceives that satisfaction as stemming from his total work situation. However there are some features of job satisfaction identified by Paul Spectors (1985) such as, Pay- amount and fairness or equity of salary, Promotion-opportunities and fairness of promotion, Supervision-fairness and competence at managerial tasks by ones supervisor, Benefits- insurance, vacation, and fringe benefits, Contingent procedures-sense of respect, recognition and appreciation. According to While Luthan (1998) there are three important views to job satisfaction; Job satisfaction is an emotional thing related to a job that cannot measure. It is determined by how well outcome is achieved or exceeds expectations It shows some attitudes which can be used to identify how employees think about their job and how they achieve their targets. The factors that affect the job satisfaction of an employee can be divided in to three main areas; Internal factors External factors Individual factors Internal, external and individual factors which affect to the job satisfaction are listed in the table. Internal factors are the factors that linked to work but those are not the only factors affecting job satisfaction. External factors are related to work or to the working environment and individual factors mainly consider a person and the persons family and network of friends. Job satisfaction factors Description Internal Factors  · Job variety Number of skills and depth of knowledge required to do the job  · Autonomy The freedom that the employee get to control their own work  · Goal determination The freedom that the employees get to set their own targets and the criteria to achieve those targets  · Feedback and recognition The private and public comments that they achieve for their performance External Factors  · Achievement The persons success on their job. The trainings, improved equipments, proper education may be the way to increase the achievement and the job satisfaction.  · Role ambiguity and role conflicts Knowing the position of the work place, responsibilities and agreement between roles. Clarifying the tasks in the job, and the position in the organization. When reduce role ambiguity it lead to job satisfaction  · Opportunity The opportunities with the current and the other employers. If employees feel they have fewer opportunities in the current position, then job satisfaction decrease.  · Job security The assurance that employees get to their job  · Social interaction The way they deal with the others. The quality and the quantity of the interaction.  · Supervision Herzberg explain this as a hygiene factor. The quality of management is affect to the job satisfaction. If the quality is lower, worker can become dissatisfied.  · Organizational culture Culture and management style can increase/decrease job satisfaction.  · Work schedules Match between work schedule and the employees schedule. Flexitime may increase the job satisfaction by allowing employee to interface between work life and personal life  · Seniority The time duration that a person has held a position. When people are respect to the seniority, it will increase job satisfaction  · Compensation The rewards and the role of money Individual Factors  · Commitment This is the dedication that a person is doing to his/her job. If the actions of researching, selecting and the way he/she doing the job is visible to friends and others, then the person is satisfied.  · Expectations Every person has some expectation. Basically what people expect in return for work.  · Job involvement How important a job in someones life. More the person involved more satisfaction.  · Effort / reward ratio This is the balance between the amount they worked and rewards received  · Comparisons How a person can rate the job with someone else jobs. If a person has a good job compared to others they are satisfied.  · Age How old someone, the people who old have more work experience, they understand what are the best thing to do, but sometimes they cannot satisfy with their job. Younger people have no previous experience which to compare with the current job. So they are satisfied. Table 1 There are two main theories of job satisfaction, Variance theory and the model of job characteristics. According to Hackman and Oldham (1975) the variance theory explains that if you want X from your work then you are satisfied to the extent that it provides you with X. The second model explains the causes of job satisfaction are objective characteristics. When the employees are satisfied with their work they tend to work more, they are become more committed to the organization, and they are more productive than previous, they try to achieve their targets in a better way. (Bravendam Research Incorporated, 2002). However job satisfaction association with organizational commitment that was not mentioned in most of the studies was noted by Elangovan (2001). A negative association between the job satisfaction, stress and commitment was indicated in his study. According to his study, higher stress leads to lower job satisfaction and this in turn results in lower commitment. Petty et al, ( 1984) explains that there are three possible links between performance and job satisfaction. 1. Satisfaction generates performance 2. Performance generates satisfaction 3. Satisfaction and performance link indirectly 1. Satisfaction generates performance When designing the job it should aim to produce job satisfaction. Then it will optimize worker performance. 2. Performance generates satisfaction When a person perform well that achievement generates job satisfaction. He/ she feel to do more for their job. So the effort should be made to improve performance then it will increase job satisfaction. 3. Satisfaction and performance link indirectly These two are linked but under certain conditions. Apart from the above theories, there are successful studies proving the importance and impact of maintaining a satisfied workforce. The analysis by Vroom (1964) covered 20 studies, in each of which one or measures of job satisfaction or employee attitudes were correlated with one or more criteria of performance. Low salaries, lack of status and social security affect the motivation. When the motivation is low, job satisfaction is low. Lack of job satisfaction is a sign of turnover in an organization. The salaries and benefits which employees can achieve are related to job satisfaction. Motivation â€Å"Management is nothing more than motivating other people†, is one of the most popular proven principle followed within any kind of organization. Motivation is concerned with the strength and direction of behaviour and the factors that influence individuals to behave in certain ways. Individuals are motivated to perform in a specific method based on their perception of the situation. Motivation primarily concerned with what energizes human behaviour, what direct or channels such behaviour, how this behaviour is maintained. Motivation concerns energy, persistence and direction. According to Arnold et al (1991) there are three components of motivation, 1. Direction -what a person is trying to do 2. Effort how hard a person is trying 3. Persistence how long a person keeps on trying According to the diagram felt need creates tension for people. Tensions motivate people to avoid it. The environment will influence to shape people needs and expectations influence the effort. Management can influence employees expectations in a different ways, by offering incentives and setting them specific goals. The persons effort and results can influence the level of performance. The rewards / outcomes are the results achieved. Outcome can come from internal / external environment. Outcomes are always not positive; it can be negative as well. If it is negative, they tend to result in employee dissatisfaction / de motivation. There are number of motivation theories which are complementary to one another. The content models in motivation mainly focus on the needs that individuals are trying to satisfy in a situation. The process models focus on how managers can change the situation in a better way to tie satisfaction to performance. Reinforcement theory is as developed by Hull (1951) suggests that successes, in achieving goals and rewards act as positive incentives and reinforce the successful behaviour, which is repeated the next time a similar need emerges which is coincided with the theory by Taylor (1911), who wrote: â€Å"It is impossible, through any longer period of time, to get workmen to work much harder than the average men around them unless they are assured a large and permanent increase in their pay†. In this theory there are four principal techniques available, 1. Positive reinforcement If someone encourages the people when they done something they are utilising positive reinforcement. 2. Escape/avoidance reinforcement (Negative Reinforcement) This is a form of a reinforcement. It increases the behaviour of a person by taking away something bad. The negative reinforcement is not same as punishment. It is not a form of a punishment. 3. Extinction (repeated non reinforcement) Elimination of behaviour 4. Punishment Most of the people are not expected to take this kind of an experience. The main idea of punishment is to withhold rewards. Motivation is only likely when a clearly perceived and usable relationship exists between performance and outcome, and the outcome is seen as a means of satisfying needs. This theory was developed by Porter and Lawler (1968) in to a model that follows Vrooms ideas by suggesting that there are two factors determining the effort people put in to their jobs. First the value of the rewards to individuals that they satisfy their needs for security, social esteem, autonomy and self actualization, and the second is that rewards depend on effort, as perceived by individuals. According to Latham and Locke (1979) motivation and performance are higher when individuals are set specific goals, when goals are difficult but accepted, and when there is feedback on performance. Abraham Maslow developed the Hierarchy of needs model in 1940s and still it valid today to understand motivation, management training and personal development. This model explains the responsibility of employers to provide the work place environment which is encourages employees to fulfill their requirements. At the same time he explains needs are interrelated with some other needs that are less understood. Those are, Knowledge needs, understanding needs and aesthetic needs. The relationship of Maslows other needs The need for knowledge is defined as the desire to build up facts and s. The need for understanding is an extension of the need for knowledge. This involves search for the relationships between things and what they know and it includes the search for meaning. The aesthetic needs are the beautiful things need to be surrounded. According to Maslow all these need

An Investigation into the P.e.d, Y.e.d and X.p.e.d of The Sony Playstat

An Investigation into the P.e.d, Y.e.d and X.p.e.d of The Sony Playstation1 I have chosen the Sony Playstation1 as my product. The Playstation1 went on sale in 1995 in Britain. It quickly sold all its stock completely due to very high demand, as it was a 'new thing' at the time. It cost  £200 in the shops and stayed at this price for a whole two years however demand started to decrease rapidly after this. This could be because of new arrivals to the console world i.e. Nintendo 64. So they dropped their price to  £130 and again huge demand for the product begun and they sold out. However after a year, demand for the Playstation1 dropped, so they dropped their price again down to  £100. There was still little demand, so they dropped their price even further to just  £70 and brought it out in a new smaller design. However things never picked up as the Playstation2 was released and so no one wanted the somewhat dated Playstation1. Prices remain at  £70 today in all major shopping stores. P.e.d (Price elasticity of demand) is divined as the responsiveness of the quantity demanded of a good to changes in its own price. It is calculated by the equation :- P.e.d = % change in quantity demanded % change in price As I have found information figures when the Plastation1 went on sale and more recent figures, I have worked out the P.e.d for the Sony Plastation1. P.e.d = 0.91 ============ The result shows the Sony Playstation1 is inelastic. This means the consumers are aware of changes in the price and reflect on them to whether or not they buy the product. Because of the quite neutral result of P.e.d it shows a balance ... ...le, an increase in the price of coffee will increase the demand for tea. This, I would not expect to be true for the consoles we are talking about. Goods in joint demand however will have negative cross elasticities. For instance, an increase in the price of record players will reduce the demand for records. This I would expect to be true for the Playstation1 and Nintendo 64. The coefficient will be high for goods that are very close substitutes or complements and low when they are neither substitutes nor complements. Uses of cross elasticity of demand  · Firms can estimate the effect on their demand of a competitors price cut.  · Firms can estimate impact on demand for their product if they cut the price of a complement e.g. if they cut the price of the computer, how much will demand for software increase?

Enthalpy change and Hess’s law. Essay

Introduction: Enthalpy is the total energy of a system, some of which is restored as chemical potential energy in the chemical bonds. During reactions, bonds are broken and formed. As a result, all reactions are accompanied by a change in the potential energy of the bonds, and hence an enthalpy change. This enthalpy change of reaction can be measured and is given the symbol H. The temperature of a system is a measure of the average kinetic energy of the particles present. Therefore, during a reaction, as bonds are broken and formed, there is a change in this average kinetic energy and this will result in a change in the temperature of the system. On the other hand, heat is the measure of the total energy of the substance. When the temperature of a substance increases or decreases, heat energy is absorbed or released from the environment. In order to measure this change in temperature, the following formula can be used:- Heat energy = m.C.T †¦Ã¢â‚¬ ¦where, m= mass of the substance C= specific heat capacity T= change in temperature Aim of experiment: – This particular experiment focuses on Hess’s law. Hess’s law states that the total enthalpy change on converting a given set of reactants to a particular set of products is constant, irrespective of the way in which the change is carried out. For this experiment, the conversion of NaOH to NaCl by two different routes was used and the change in enthalpy for each path was measured to test Hess’s law. Route one: – NaOH + 2M HCl 2M NaCl 2M NaCl + H2O 1M NaCl Route two: – NaOH + H2O 2M NaCl 2M NaOH + 2M HCl 1M NaCl Materials: – beakers, NaOH, 2M HCl, stopwatch, thermometer, pipettes, measuring cylinder Methods: – for the first route, 4g of NaOH was weighed. Then using a measuring cylinder 50 ml of 2M of HCl was measured and poured into a can. A thermometer was used to record the temperature of the hydrochloric acid in the can. Afterwards NaOH was added into the can. Using stopwatch and a thermometer the change in temperature was measured as 2M of NaCl was being formed. Once the temperature of the 2M NaCl was stable, 50 ml of water was added to change the sodium chloride into 1M of NaCl. Using stopwatch and thermometer the change in temperature was recorded. For the second route, 4g of NaOH was weighed. Then to form 2M of NaOH, 50 ml of water was added. A thermometer and stopwatch was used to monitor the change in temperature. Then 50ml of HCl was measured. Then its temperature was measured. These two solutions were then mixed together in a can. The temperature change was measured using a thermometer and stopwatch. Results for route one. In table1.1, the temperatures of NaOH and 2M HCl before the reaction began were 22.5à ¯Ã‚ ¿Ã‚ ½0.1à ¯Ã‚ ¿Ã‚ ½c. In table1.2, the temperature of 2M NaCl was 57.5à ¯Ã‚ ¿Ã‚ ½0.1à ¯Ã‚ ¿Ã‚ ½c before 50ml of water was added to it. Graph 1.2 temperature changes when 50 ml of water was added to 2M of NaCl to form 1M of NaCl. Results for route two. After 50ml of water was added to 4g of NaOH to form 2M of NaOH, it had a temperature of 32.4à ¯Ã‚ ¿Ã‚ ½0.1à ¯Ã‚ ¿Ã‚ ½c. On the other hand, 2M of HCl had a temperature of 22.5à ¯Ã‚ ¿Ã‚ ½0.1 cà ¯Ã‚ ¿Ã‚ ½. For table 1.3 the beginning temperature of these two reactants is the mean value of their temperature that is 27.4à ¯Ã‚ ¿Ã‚ ½0.1à ¯Ã‚ ¿Ã‚ ½c. This was done because there was not enough time to wait until both reactants reach the same temperature. Table 1.4 temperature changes during the addition of 50ml of water to 4 g of NaOH to form 2M of NaOH. Table 1.3 temperature changes during the reaction of 2M of NaOH with 2M of HCl to form 1M of NaCl. Graph 1.3 temperature changes during the reaction of 2M of NaOH with 2M of HCl to form 1M of NaCl. Graph 1.4 temperature changes during the addition of 50ml of water to 4 g of NaOH to form 2M of NaOH. Discussion To test Hess’s law the temperature change in each of the routes during the reaction can be used. The formula for heat change, which is found in the introduction section of this report, is also useful. For this particular experiment, water that is the byproduct in the formation of sodium chloride is used as a way of finding the enthalpy change. The density of water is taken to be 1g/ml and is used to determine the mass of the solutions. The specific heat capacity of water is 4.18 (g-1k-1). Route one: – To form 2M of NaCl the change in temperature () was 71.6 – 22.5= 49.1à ¯Ã‚ ¿Ã‚ ½c. The mass of the solution of NaOH and 2M of HCl was found to be 50g by using the density of water as 1g/ml and the volume of the solution being 50ml. change in enthalpy is:- Heat change= m. c. = = 10.2 KJ The change in enthalpy in changing 2M of NaCl to 1M of NaCl can be calculated in the same way where the mass of the solution becomes 100 g when 50 ml of water is added. The change in temperature was -17.6 à ¯Ã‚ ¿Ã‚ ½c. Heat change= m. c. = = -7.3 KJ The sum of the two changes in enthalpy will give a value of 2.9 KJ. Route two: – the change in temperature in forming 2M of NaOH from NaOH was 9.9à ¯Ã‚ ¿Ã‚ ½c. To do this 50 ml of water was added and the mass of the solution was 50 g. using the formula the change in enthalpy can be calculated as follows:- Heat change= m. c. = = 2.0 KJ Once 2M of NaOH was formed, 50ml of 2M of HCl was added to form 1M of NaCl, which is the final product. The change in temperature was 8.5à ¯Ã‚ ¿Ã‚ ½c. The mass was 100g and the change in enthalpy was Heat change= m. c. = = 3.5 KJ The sum of the two changes of enthalpy is 5.5 KJ. Conclusion: – The change in enthalpy for the formation of 1M of NaCl using route one was 2.9 KJ. Using route two it was 5.5 KJ. There is a significant difference of 2.6 KJ. This shows that the experiment done did not prove the Hess’s law effectively. This may be due to certain factors that will be discussed below. Limitation: – There could be lose of heat to the surrounding environment that can have vital effect on the results of the experiment. Human error and mistake matter in this kind of experiment. Instead of using a simple thermometer appropriate can be used. Improvements:- the use of data pro logger or calorimeter can minimize the human and device error in measuring temperature and can be better than simple thermometer. Using insulator such as Styrofoam cups to prevent heat from escaping to the surrounding.

Essay on How to Make Teaching and Learning Intresting in Class Room Essay

It’s interesting to observe, isn’t it, how much higher education is still driven by a â€Å"brute force† model of delivery? As much as we might wish it were otherwise, postsecondary courses and degree programs are still largely delivered in a one-size-fits-all manner, and those students who can’t keep up are simply left behind, sometimes irretrievably so – the higher education equivalent of natural selection, some might say. (I once had lunch with a colleague, for example, who told me with no small amount of pride that he only taught to the 10 percent of the class who â€Å"got it.† The others, it seemed, were not worth his effort.) But surely anyone – teacher, student, or otherwise – who has ever sat in a classroom has seen glaring evidence of the fact that not all students move at the same pace. Some are prepared to move more quickly than the majority while others require greater attention and more time to master the same mate rial as their classmates. The limits of mainstreaming diversely skilled students are obvious to all and yet we largely persist in the vain hope that greater numbers of students will learn to move at â€Å"class pace† if only we underscore their responsibility to do so in syllabuses and first-class lectures. Of course, when teachers face classes of 20 or 40 or 200 students, personalized instruction isn’t much of an option. It’s simply too expensive and impractical – until now, perhaps. Witness the countervailing perspective emerging these days that the curriculum is the thing that needs to change pace. Indeed, after a number of years of quiet experimentation we may now be on the cusp of an evolutionary moment – one that promises greater personalization, deeper engagement, and stronger outcomes for students of many types. And it may even be affordable. In fact, it may even be cost-efficient, by virtue of allowing instructors to use their time more ju diciously. Welcome to the emerging realm of adaptive learning – an environment where technology and brain science collaborate with big data to carve out customized pathways through curriculums for individual learners and free up teachers to devote their energies in more productive and scalable ways. What promises to make adaptive learning technologies an important evolutionary advance in our approaches to teaching and learning is the way these systems behave differently based on how the learner interacts with them, allowing for a variety of nonlinear paths to remediation that are largely foreclosed by the one-size-fits-all approach of traditional class-paced forms of instruction. To put it simply, adaptive systems adapt to the learner. In turn, they allow the learner to adapt to the curriculum in more effective ways. (See this recent white paper from Education Growth Advisors for more background on what adaptive learning really looks like – full disclosure: I had a hand in writing it.) If the early results hold, we may soon be able to argue quite compellingly that these forms of computer-aided instruction actually produce better outcomes – in certain settings at least – than traditional forms of teaching and assessment do. In the future, as Darwin might have said were he still here, it won’t be the students who can withstand the brute force approach to higher education who survive, but those who prove themselves to be the most adaptive. A recent poll of college and university presidents conducted by Inside Higher Ed and Gallup showed that a greater number of the survey’s respondents saw potential in adaptive learning to make a â€Å"positive impact on higher education† (66 percent) than they saw in MOOCs (42 percent). This is somewhat surprising given the vastly differing quantities of ink spilled on these respective topics, but it’s encouraging that adaptive learning is on the radar of so many college and university leaders. In some respects, adaptive learning has been one of higher education’s best-kept secrets. For over a decade, Carnegie Mellon University’s Open Learning Initiative has been conducting research on how to develop technology-assisted course materials that provide real-time rem ediation and encourage deeper engagement among students en route to achieving improved outcomes. So adaptive learning is not necessarily new, and its origins go back even further to computer-based tutoring systems of various stripes. But the interest in adaptive learning within the higher education community has increased significantly in the last year or two – particularly as software companies like Knewton have attracted tens of millions of dollars in venture capital and worked with high-visibility institutions like Arizona State University. (See Inside Higher Ed’s extensive profile of Knewton’s collaboration with ASU, from January of this year, here.) Some of our biggest education companies have been paying attention, too. Pearson and Knewton are now working together to convert Pearson learning materials into adaptive courses and modules. Other big publishers have developed their own adaptive learning solutions – like McGraw-Hill’s LearnSmart division. But a variety of early-stage companies are emerging, too. Not just in the U.S., but all around the world. Take CogBooks, based in Scotland, whose solution’s algorithms permit students to follow a nonlinear path through a web of learning content according to their particular areas of strength and weakness as captured by the CogBooks system. Or consider Smart Sparrow, based in Australia, whose system supports simulations and virtual laboratories and is currently being deployed in a variety of institutions both at home and here in the U.S., including ASU. There is also Cerego, founded in Japan but now moving into the U.S., with a solution that focuses on memory optimization by delivering tailored content to students that is based not only on a recognition of which content they have mastered but also with an understanding of how memory degrades and how learning can be optimized by delivering remediation at just the right point in the arc of memory decay. These adaptive learning companies, and many others working alongside them, share a common interest in bringing brain science and learning theory into play in designing learning experiences that achieve higher impact. They differ in their points of emphasis – a consequence, in part, of their varying origin stories. Some companies emerged from the test prep field, while others began life as data analytics engines, and so on. But they are converging on a goal – drawing on big data to inform a more rigorous and scientific approach to curriculum development, delivery, and student assessment and remediation. In the months ahead, you should expect to be seeing more and more coverage and other discussion of companies like these, as well as the institutions that are deploying their solutions in increasingly high-impact ways. Last month, the Bill & Melinda Gates Foundation iss ued an RFP inviting institutions to collaborate with companies such as these in seeking $100,000 grants to support new adaptive learning implementations. The grants are contingent, in part, on the winning proposals outlining how they’ll measure the impact of those implementations. Before long, then, we may have much more we can say about just how far adaptive learning can take us in moving beyond a one-size-fits-all approach to teaching and learning – and in achieving better outcomes as a result. And for some students, their survival may depend upon it. source: Nityanand Mathur 9165277278 365/22Vidhya Nagar Colony Shujalpur Shajapur(465333)