Performance management

Performance management PART B Process Performance planning Performance monitoring Performance development Performance evaluation Succession planning Ans. 1 Performance planning means the different steps or stages which are used for the organisation success. In which the manager discuss all things like future plan, goals, targets and objectives with their all company members. It play crucial role in organisation because it is used to setting the organisation goals and objectives to achieve its objectives. Moreover, it play significant role to make a good relationship between the employee and their manager and supervisor. The company that I have chosen can create a performance planning for the organisation success. They can create a performance planning by helping the employee and manager and supervisor to understand their jobs and organisation objectives. In addition employee can communicate with their supervisor or manager about their performance and supervisor can make performance planning for goals with the help of employees. Furthermore, supervisor can check that employees have all types of resources that are require for the o rganisation success. Moreover, there goals should be smart which help them for organisation success. Last but not least, supervisor communicate with their management about the company goals and competencies and career development activities about the employees. Ans. 2 Performance monitoring means checking or measuring the performance of the employee and giving them feedback to employees about their work, office support and some guidance on their work performance toward to reach the organisation goals. Moreover, it means the organisation work and project are monitor continually. The company that I have chosen can complete the performance monitoring by assisting the company to measure its progress by taking reviews with the employees whether they are doing good work or not. In addition, they compared their performances against their standard and element they set for the organisation goals. They can do every day monitoring that gives a lot of benefits. We can check how our workers are doing their work whether they meeting the organisation goals or not. Furthermore, we can check problems in the work and we can make some changes in work to reach the organisation objectives and goals. We can also change unrealised and standard problems. Last but not least, Monitoring continually we can identified some unacceptable problems in work. Ans. 3 Performance development means the improving the capacity of work performance of employees by giving training or providing new skills and higher level of responsibilities, it is very important for the company to improve the work process. In addition, company should provide development opportunities to the employees. Moreover, company can identified the development needs of employees. The company that I have chosen can complete the performance development by encouraging the employee’s performance. Furthermore, they can strength the skills which are related to job need employees for the development. In addition, company helps their employees to keep with them. Moreover, they are introducing new technology which are used for the company development and helping the employees for work. Due to performance development, every employees can identify their strength and performance because of resources and capability framework which are provided by the company to them. Ans. 4 Performance evaluation means to review the employee performance after 12 month. It is very important for company because it is used to review or evaluate the company annual performance whether the company making profit or not. It is used to review the job performance. It is used to evaluate the past performance. The company that I have chosen can complete the performance evaluation by discussing expectation and accomplishment of organisation. This can assist the company to improve its retention of staff by HR development strategies, policies and development. In addition, we can improve it by the expertise and experience employed in the organisation. Last but not least, the company can improve it by comparing and rating the employee’s performance. Ans.5 Succession planning means that the process of checking that business is going or running successfully without the people. This is very important because if the business is not reliant on the person and owner knowledge they will get the better sale. These type of planning are complicated and emotionally difficult. The company that I have chosen can complete the succession of planning by developing the chance of business growth and challenging. The company can assist to improve the retention of the staff by asking the right questions and put realistic value on the business. Moreover, they can improve by setting the achievable time framework for employees to make plan. Last but not least, they can do it by providing the best resources to the employees. Progressive warning system Ans.1 Ans.2 The progressive warning system means to assist the employees to understand the problems at workplace for the improvement of the company. For the new employees it means If the employees did mistake the employer ask first why this happened and give verbal warning to employee. If the employees did simple mistake the employer give them written and verbal warning. For the serious mistake employer give suspension order for short term and may be discharge the employees. The employee know that employer consider their small or serious problem by when the company profit goes down and when they did wrong work and when the company work is not improving. Ans.3 Progressive warning system for new manager means to correct the employee performance problems. It means for the new manger first they discuss the problems with the employees and ask them why this problem occurred and how. If the simple mistake is made by employees the manager will discuss problems with the employees which are not good and unsatisfactory. They warn the employees to take action which are lead to further action. If the serious mistake is made by the employees manager warn the employee and take action. Manager will put the copy of warning letter, time and date of its issue to the employee’s personal file. The steps that manager must take when the serious problem occur first they give the verbal warning and second they give the written waning which is reason for the continuing mistake. Moreover, they give the final written warning which is put in employee’s personal file and if they did mistake again the employee will be dismissed. Ans.4 Ans.5 Personal grievance means that employee can complaint to management. Every employees have right to pursue personal grievance. Before the personal grievance employee first tell to representative that there is done within 90 days and then them complaint. If they employee lost money and if there is some discrimination between the employees they can bring personal grievance. Unjustified dismissal means the employee believe that they have unjustifiably dismissed. They can use the personal grievance against the employer and representative. Constructive dismissal means if the employee who feel that they have been facing the employer to resign or leave the job they can use personal grievance. Some example of the constructive dismissal means employer will tell employees to leave the job or u will be terminated. Performance Management Performance Management Other than the above, employers can ride on the performance appraisal event to provide feedback to the employees regarding his or her past performance and to help them to improve their job performance. This exercise also provides opportunity for employees to express their feelings about the job and to increase interpersonal communication. From this it can stimulate interest in self-development for the purpose of greater personal development. Beside, performance appraisal will produce a databank of information can be used for financial and non-financial rewards. Performance management approaches are generally described in the context of Managing by Objective (MBO) framework. MBO programs is an knowledge that evaluation must be secured to act like objective setting, communicate expected result, establish time frame and how to accomplish objective (Nankervis, Compton McCarty, 1999, Pg. 399 400). Within the managing by objectives system the performance management process refers to the management of individuals, starting with the assignment of individual objectives through the final, formal assessment process. Employees today would like to climb the corporate hierarchy as quick they can. To stop employees from job-hopping, companies should provide views for individual and professional development. If people can achieve their development objectives with one employer over a long period of time, they will usually continue the same pace. Employees will certainly seek clearer fields if they distinguish the environment is restrictive. Especially when reviews are not fair, accurate and timely, they fail to compensate star workers, fail to provide support and guidance to average workers and fail to give proper feedback to whose work is imperfect.It is in no doubt that there is convincing plane logic for steps in a performance management system. And, the benefits and purposes cited for such a system are intuitively compelling; there are very few managers who would disagree with any of the functions or results apparently associated with performance management. Keep in mind that while most agree with the concepts, few actually implement them. In todays global economy, the advantage of growth from employees performance is cleared. It is referred as intangible performance. Stock returns are closely correlated with intangible performance. Take for example how Bill Gates built a multibillion-dollar software empire and how McDonald created its fast food kingdom. Many businesses are going through the same kind of internal dialog about their assets, particularly in the global economy, firms with relative little invested in factories and other tangible assets. To improve business performance, therefore, companies need tools that grow and manage their intangible assets. In this assignment we will discuss a few important issues when deciding and implementing an effective performance management system. As mentioned above, performance management is generally descr ibed within the context of MBO. As such the process shall be started with a thorough understanding of an organizations business strategy. Here we refer to a strategy that is not lets make money. Rather, its here how to make money.In the context of strategic corporate planning, Balance Scorecard framework is widely used for goals and objectives setting for the entire organization or department. These goals and objectives are made as team goals. The Balance Scorecard provides a framework to describe and communicate strategy in a consistent and insightful way (Kaplan Norton. 200, Pg. 10). This works best in departments or entire organization where the people are fairly independent and striving to achieve a singular purpose. A strategic scorecard is a process of establishing multi-faceted measures of an organization or unit they typically includes: (a) finance; (b) customer; (c) internal business process and (d) leaning and growth.Having, balance scorecard organizational strategic dire ction is communicated well to the employees who must implement it. Once strategy is clear the process then moves to indemnifying cause-and-effect relationship driving business success. Nankervis, Compton McCarty (1999, Pg 380) stress that performance review must never be taken isolation but, rather, tied directly to the organizations strategic plan and the strategies that make up that plan. Organizational success is base on the result of adding together all the individual outputs. Using a mathematic equation as an example, if person X and person Y and person Z do their jobs correctly, the organizations results are X + Y + Z. manage each individuals result, and organization will succeed. Key Factor in an Effective Performance Management System As mentioned in the introduction, performance appraisal is the process of formal process in assessing someones performance. Performance appraisal is the end of process that goes on all the times. It is a process that is based on good communication between managers and employees (subordinates). In this exercise, not only the manager and employees is the key to success, the human resource department also play an important role because it can create a situation that virtually determine the value from the performance appraisal process.Manager and supervisors traditionally have served as appraisers of their subordinates performance (Nankervis, Compton McCarty, 1999, Pg. 385). Appraisers do appraisal to improve performance, not to find a donkey to pin a tail on or blame. Because blaming process is pointless and doesnt help anyone. If there is to be a point to performance appraisal it should be getting manager and employee working together to have everyone get better. Formal appraisal is normally conducted every six months or one year, however, feedback is not just relevant to annual or semiannual appraisal. Feedback about performance needs to be immediate and continues since it is to influence future behavior. Appraisers should spend more time to prevent problems than evaluating at the end of performance cycle. When appraisers do good things during the performance evaluation period, the appraisal is easy to do and comfortable because there wont be any surprises.Many times, we found appraisers did all sorts of funny and dump things to destroy the process of performance appraisal that is important to everyone. But another important factor in the appraisal process is the employees they themselves herein referred as appraise. Appraisers take their cues from management and human resources. However, when appraise perceive the process in negative ways, they can create or damage even the best appraisal processes. Appraiser tend to take their jobs personally and making it m ore difficult to hear others comments about their works, particularly when they are critical. Even constructive criticism is often hard to hear. When appraise enter into the discussion with an attitude of defending then its almost impossible to create the dialog necessary for performance improvement. Appraisers are advised or should present their own opinions and perceptions in a calm, factual manner rather than a defensive, emotional way. Of course, if appraisers are inept in the appraisal process, it makes it very difficult to avoid this defensiveness. Similar to the appraisers, appraisees need to know how they are doing all year found, not just at appraisal time. Generally it is primarily appraisers responsibility to ensure that there are no surprises at appraisal time. Often, appraiser discusses both positives and negatives of appraiser performance throughout the performance period, but this is unfortunately not a universal practice. Its in the appraiser interests to open up dis cussion about performance during the period, even if the appraiser does not initiate it. The sooner appraisees know where they are at and what they need to change and keep doing, the sooner the problems can be fixed. In fact many problems can be prevented if they are caught early enough. Even if appraisers arent creating that communication, appraiser can and should. It is a shared responsibility. The success and failure of performance appraisal system doesnt just fall on appraisers and appraise only. Human resource department is one of the major contributors to the final results. F then, human resource department tends to focus on and stress the paperwork and forms. We can understand why human resource personnel want some sort of paper trail related to performance appraisal in concerning the formality and the possible legal implications. But when the emphasis on the forms and paperwork overshadows the real purpose of doing appraisal, the huge amounts of resources are wasted. When hu man resource department focus on getting the forms done, thats exactly what they get i.e. forms done.Documentation in performance appraisal is seen as the central of performance appraisal. The issue is that the one size fits all requirements doesnt really work. In many organizations, human resource department uses a standardization approach; this means one form use across the organization. A weakness of many performance programs is that manager and supervisors are not trained adequately for the appraisal task and provide little meaningful feedback to subordinates (Nankervis, Compton McCarty, 1999, Pg. 389). Training for not only the appraisers but also the appraisees in their role in the appraisal process is one the important tasks of human resource department. Both appraiser and appraiser need to hold the same understanding about why they are doing appraisal, how it will be done and what is expected. In this discussion, top management is being seen as on the key factors in perform ance appraisal system. Recognition and commitment from top management towards the performance appraisal system will eventually affect the entire implementation of such system. People who involve in the appraisal process will conduct appraisal so long as they have to do so to justify or withhold certain objectives. Management can influence personnel in a holistic manner to ensure the ultimate goal of performance management system i.e. for improving individuals, teams and organization as a sole base on measures that tie directly to the success drivers of the organization. Performance appraisal isnt about the forms although, often management, appraiser and human resource department treat it as such. The ultimate objective of performance appraisal s to allow employees and managers to improve continuously and to remove barriers to job success and not to get the organizational success as well. The major responsibilities for setting performance assessment tone and climate rest with apprais ers and the human resource department. However, even when managers and human resource department do their job well, workers who come at the process with unenthusiastic or suspicious approach are not likely to aim from the process or to do well over the long term. The constant key for successful performance management is active and self-confident sharing among the key personnel, but keeping a problem-solving mindset, and keeping focus on how things can be improve in the future. No matter how instigates it, performance appraisal is about positive open communication between appraises and appraisers. Implementation of Performance Management System: Problems and Recommendations: Performance appraisals are always sticky for everyone. While organizations make an effort to be as objective as possible, there are always concern about specific performance appraisals and their accuracy. Performance appraisal instruments are considered as test and must be validated against actual job-related requirements. Job requirements or standards should be based on job analysis or competency profiling and resulting job description and job specifications. When performance standards are properly established, they will translate job requirements into levels of acceptable or unacceptable employee performance (Nankervis, Compton McCarty, 1999, P. 390). It is a facto life that the easiest things to measure or evaluate are the least important things with respect to doing a job. Take for example; managers can simply define customer service as answering phone call within three rings or reply e-mails within 24 hours or some such thing. That is easy to measure if it is wanted. What is not easy to measure is the overall quality of service that will get and keep customers. By adding in the clause regarding legitimate customer complaints it becomes event serious. One-sided judgment must be trained and there is room for understanding, and the manager is required to evaluator whether a complaint is legitimate or not. So, the standard is no longer objective. Measuring overall customer service is hard, we could carry the above example to the point where standard resembles war peace, but the point here is that the more quantifiable a standard is, the less relevant it becomes. It is easy to measure a trivial but it is hard to measure what is important in an objective way. Many instruments have been developed to improve employees performance. Written procedures are a better contact between the employees and manager, incentives or punishment and so on. However, even well written standards have an appearance of objectivity but require subjective judgments. Expectation about work output in terms of quality, quantity, errors, waste, etc should be discussed as often as necessary until the employee is self-monitoring and self-correcting. When the subordinate is consulted in setting up standards of performance and he / she is given an opportunity to express his opinions during the post-appraisal interview will give him / her sense of participatio n and probably increase job satisfaction. Moreover, having helped to set the goals himself / herself, he / she will be less disposed to argue later about what is expected of him / her (Heyel, 1958, Pg. 33). Nankervis, Compton McCarty (999, Pg 391) suggested that jobs which involve tasks where qualitative measurement is difficult, this job it may well be that success must be measured in how the work is performed rather than by end numerical result. One cannot ignore in the appraisal system is the role of personal trait because it bear significant when performing current job and considering the potential of an individual for higher position in an organization. Any shortfall, training and development have to come in place to rescue and improve the situation for success. The performance management system conveys to people in an organization how work is to be performed and communicated, often unintentionally the values and organizational culture too. More specifically performance manage ment system can foster a lack of collective responsibility for achievement of organizational goals, encourage competition rather than cooperation and can impede the development of effective teamwork. It is not surprising that we eagerly embrace the idea that each person should be both responsible and accountable for this or her work. I am sure you agree. Performance management is designed to enhance this personal responsibility. It implies that you are not responsible for the work of others that is important to the organization. It focusing on individual responsibility reduces an employees responsibility to the organization and the activities that are not his or her job. To overcome this problem, management should create an environment in which all members of the organization are continuously buzzing about and striving to improve the organizations performance relative to its purpose. Promote team spirit, interest and induce feeling towards the responsibility for almost everything th at goes on. When employees want to be involved, they contribute ideas, they function in a team context because they see achievement of overall organizational objectives as more important than the achievement of their own objectives. Perhaps the mathematics equation illustrated earlier can be used as an example for explanation to all employees. Due to the limitation of, we shall look at the final problem for this assignment i.e. the relationship between performance and rewards system. Many organizations tie employee pay appraisal results, which puts employee and manager on opposite sides. Employees in such system tend to focus too much on the money component, although that focus is certainly understandable. It is also understandable when employees in such systems become hesitant to reveal shortcomings or mistakes. If employees main intention is to gain as much of pay raise out of the company, and the management tries to keep increasing as little as possible, it becomes completely imp ossible to focus on what eventually matters over the long term which is continuous performance improvement and success for the company overall. It may be very important, where possible, to tie remuneration and benefits to performance or at least to ensure that benefits package supports that organizational objectives (Lockett, 1992, Pg 199). Pay is important but it is on the only issue that related to the appraisal focus. Furthermore, pay is just one elements of reward. Promoting people on the basis of performance can divert the focus; however the factors appraised must be highly correlated to the requirements of the new job. Frequent reviews of the relationship between performance and reward system are important to retain high performance. How do we do that? We should start looking at how fairly are rewards distributed base on performance and does every employees understand this or in other words is how transparent is the system to all parties in an organization. Bibliography: Heyel, C., (1958), Appraisal Executive Perfomance, Amacom, New York Ivanchvich, J., (1998), Human Resource Management, 7th Edition, McGraw Hill, New Jersey. Kaplan, R. S. Norton, D. P., (2001), Harvard Business Scholl Publishing Corporation, Boston. Lockett, J., (1992), Effective Performance Management: A Strategic Guide to Getting the Best from People, Kongan Page Limited, London. Nankervis, A., Compton, R. McCarty, T., (1999), Strategic Human Resource Management, 3rd Edition, Nelson, South Melbourne. Schermerhorn, J. R., (1999), Management, 6th Edition, John Wiley Son Inc, New York. Sherman, A., Bohlander, G. Snell, S., (1998), Managing Human Resources, 11th Edition, South-Western College, Ohio. Thompson, A. Strickland III, A., (2001), Strategic Management Concept and Cases, 12th Edition. McGraw-Hill Irwin, New York.

The Gift Tax Essay -- Accounting

The Gift Tax   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  One of the taxes that we went over in class was gift taxes. This is a tax that is implied when property, personal items, or money with a value of over 10,000 dollars is given from one person to another. There are a few exceptions to this law such as giving to non-prophit organizations or the donation is going towards an education or tuition. I feel that this is a good tax to have because it will keep greedy people from transferring their money around to evade paying taxes on it.   Ã‚  Ã‚  Ã‚  Ã‚  Gift tax is will make sure that all citizens pay their fair amount of taxes which is decided by their income. This tax is collected and responsible to the donor. This person must file a gift - tax return with the Internal Revenue Service. There are little ways to ex...

The Negative Impact of the Media on Children and Adolescents Essay

Day in and day out an in-numerous amount of Americans lounge in their comfort chairs with snacks, drinks, and a remote in hand watching the next great television series. Some American’s, however, enjoy watching the daily news report before work, school, or starting there day. The hope to receive the latest events, weather, and sports scores for the big games is welded in the minds of these individuals. The Media’s influence has increased in size as the development of technology rapidly goes up. With the invention of the radio, newspaper, television, and internet it is almost impossible to escape the grasp of the media’s influence. More importantly technology and media has affected the younger generation more severely, as now it is almost impossible to tell a teenager to turn the television off or stop listening to that music. The Media’s increasing influence has become a part of everyday teenage life, and the teenager and media have become inseparable. The role of media is to create idols, and images that people want to become more like. The media controls the amount of violence filtered and viewed by consumers, as well as the amount of attention certain celebrities get, and depending on the amount of attention results in whom the generation mimics. This magnitude of influence brings reasonable cause to worry as this generation is our future leaders. The Belief that media uses its influence positively not having a negative effect on the younger generations is not only a false notion but also media purposely uses its influence for wrong doing. It is important to notice that everything done by an individual is influenced by what that person witnessed and experienced. One of the most influential sources today is television. There are... ...s of all time. After the release of this video game the volunteer rate more than doubled. Works Cited Bess, Marcus. "Physical Activity interventions using mass media, print media, and information technology." American Journal of Preventive Medicine (1998): 362-378. Print. Browne, Kevin. "The influence of violence media on children and adolescents a public- health approah." I Review (2004). web. Steele, Jeanne. "Adolescent room culture: Studying media in the context of everyday life." SpringerLink (1995): 551-576. print. Watson, N. A. "Filthy or Fasionable? Young People's perceptions of smoking in the media." Oxford Journals (2002): 554-567. print. Wilson, Corliss. "A content Analysis of Health an d physical activity messages marketed to african American Children During After-School Television Programming." Jama Pediatrics (2006). print.

Contemporary studies in physical education Essay

There are many ways in which the sport of football is controlled and organised, a majority of the sport is monitored and controlled by governing bodies that distribute funds, organise competitions, present awards and ultimately promote the sport so that football can be accessible to everyone. One of the main football governing bodies is UEFA. The Union of European Football Associations governs football all over Europe and makes sure the rules that are formed by this organisation are enforced and abided by, as well as organising competitions and so on. Moreover, as I live in Wales I will talk about the Football Association of Wales or FAW. The FAW are more of a regional organisation that relay rules etc. from UEFA and make sure that there are competitions, and matches taking place all over Wales, as well as distributing limited funds to grass roots schemes and to various clubs in the region. The FAW are based in Cardiff, the capitol, of Wales, which is, in itself relevant as it means that it is easily located. Here are some details I obtained from UEFA.com: Personnel: Communications: President Address Desmond W. Shanklin. Plymouth Chambers, 3 Westgate General Secretary Street GB – David George Collins. Cardiff CF10 1DP Head Coach Telephone Leslie Mark Hughes. +44 29 2037 2325 Press Officer Fax David George Collins. +44 29 2034 3961 As you can see there are quite a number of personnel working at the top of the FAW, these people make sure that everything goes as much to plan as possible and also make sure that there is some sort of authority associated with the sport. This governing body organises a lot of competitions around Wales resulting in leagues and league tables being formed, one such league is the Welsh Premier. There are many football clubs associated with this league ranging from Aberystwyth, Llanelli and Newtown, to Bangor, Caernarfon and Welshpool. All of these teams are entered into the Welsh Premier and compete against each other throughout the season all in the hope of winning and coming top of the table. The way to find out information on the Internet is to log on to www.uefa.com and then look out for the titles reading Welsh football Associations. Regional structure. Although UEFA are a huge organisation, they cannot control every single aspect of the game in all European countries, such as Wales. It is therefore essential that regional, intra-national organisations or governing bodies take as much control as possible and are aware of as much as possible in their area. Wales uses a pyramid system to organise its football events/competitions. The Welsh Premier is Wales’ national league and the only national competition and all leagues below it operate on a regional basis, the leagues become more localised the further down the pyramid you go. Governing bodies need to structure leagues into regional leagues so that they are more easily managed and are more organised. Like the British Premier League, many foreign countries have adopted segmented or divisional type football leagues. Wales uses this tiered league system to organise many competitions. The Welsh Premier is the top tier or first division and all those below this division are on lower tiers. The second tier consists of two leagues that each covers half of the country. The first represents South Wales and the second, central and North Wales. The champions of both these leagues are promoted to the League of Wales. However although this may sound quite simple, it gets much more complicated the further down the system you go. The similarity is that the teams that come top of the lower leagues are also eligible for promotion. As I’ve said, the system gets a lot more mixed up and complex the further down the pyramid you go, with teams having less professional players, and a lower status. The lower less well known teams face a larger competition and less chance of getting promoted due to the larger number of teams. Coaching Awards. It is obvious that if a team succeeds in a particular league and win matches, then, as well as the skill and professionalism of the players being a contributor to their success, the coach of the team must be doing a good job as well. Many organisations present awards to coaches who are seen as successful and who are leading their club well. Without coaches, teams would stand little chance of playing as a team, keeping fit and developing skills, coaches maintain the levels of professionalism whatever the status of the club. Many coaches have to go through training to acquire qualifications in order to coach at the highest level and receive award after doing so. The FA present awards to qualified coaches after they complete training courses at different levels. One such award is the FA Level 1 which is a certificate in coaching football, the course can be taken by anyone over the age of 16 and is an intensive 20 hour course that involves the person dealing with practical coaching, child protection, emergency first aid, over use injuries, child development and growth spurts. Another coaching award is from the NGB or National Governing Body of football. People who have obtained qualifications through their NGB normally go to work shops to further their experience and become better at their job. When someone has obtained qualifications and coaching awards they can pursue a career in coaching their chosen sport and can apply their knowledge acquired through previous courses to coach at various levels. Once in a part time job a coach earn anything from à ¯Ã‚ ¿Ã‚ ½6 to à ¯Ã‚ ¿Ã‚ ½20 an hour and full time jobs can pay from à ¯Ã‚ ¿Ã‚ ½12,000 to à ¯Ã‚ ¿Ã‚ ½20,000 per annum. Promotional/grass root schemes. It is essential for professional and semi-professional teams to be able to pick or select the next best players in order to maintain the reputation of the club and the skill levels required to reach the top of their league. Without grass root schemes young players would not be able to develop their skills or play enough to get recognised by larger clubs. Grass root schemes also make sure that young children are made aware of the benefits of football or any sport and are also taught rules, and the value of teamwork from a very young age. Sports such as football are huge and although the sport does benefit from promotional and grass root schemes, the sport does have a huge following, it is estimated that there are around 70,000 boys playing football for either schools or clubs between the age ranges of under 11 to under 16 and that over 500,000 play between the ages of 9-16. Grass roots football in the United Kingdom is the responsibility of the 43 county football associations that are affiliated with the FA and make sure everything is organised at a local level. Within the individual county associations there are technical directors that oversee the development of football players from their grass roots all the way up to the highest level of the game. There are centres all over the UK that the FA manages and that develop players at grass root levels. Promotional schemes arise all the time around the country and may take the form of celebrity appearances that may boost the turnout of the event and thus the chance of the sport appealing to more young children is increased. The ability to promote a sport such as football depends largely on the willingness of children to participate at grass roots levels and their eagerness to participate at higher levels. Ultimately the children need to have the drive or enthusiasm to take part at low levels of the sport and maintain that ambition so that they will achieve the highest possible level of success in the sport. In Wales, grass roots schemes such as Dragon Sports help to promote football and get more young children involved by using players that can be used as examples of what you can achieve if you persevere. Dragon Sports organise events where the children can turn up and spend the day being taught by professional players and obviously having fun. Regional and national competitions Throughout the country there are various leagues that I talked about previously in my work, these leagues area made up of various teams that compete for promotion to a higher, more competitive league. Regional competitions or matches, are held between more localised teams which compete to win matches in order to gain points and status within their league. If a team win a majority of their games within their own league and against localised opponents, of inter-county matches, they move on to play against the victors from other leagues in various other counties. Ultimately, the teams that are the best in each area of a country will move into a position where they have to play against each other in order to proceed to the next level. After all of the county matches have been played the victorious teams may be promoted into a larger more advanced league that caters for the best regional teams. Theses teams will then play against one another in a national league that offers bigger more prestigious rewards. The teams/clubs at this level are the cream of all the inter-county teams and all compete for national recognition. Doping control and testing. Over the years there have been numerous incidents where athletes have been tested for drugs and were found to have been abusing illegal, performance enhancing narcotics. It is now the norm for most athletes, including footballers, to be tested for doping and drugs that may affect their performance. There are many different ways in which drug testing can be performed, namely, urine samples, hair samples, perspiration and residues found on the athlete or on items of their possession. The urine sample involves the footballer giving a urine sample just before a game, which is tested for the existence of drugs or any evidence of doping. If the results come back positive then the footballer will be suspended and will not be allowed to play in the match or matches following the test until a governing body tells them they are allowed to play. Hair testing involves the footballer/athlete giving a sample of their hair, which, like the urine is tested for evidence of drugs, again, if the test shows that that person has drugs in their system, then appropriate action will be taken. The perspiration test involves the sweat of the athlete being analysed for the presence of any performance enhancing drugs. This is an effective way of doping control and testing, as there are not many ways in which you can avoid this sort of test, or any of the others for that matter. Residue testing involves the footballer giving an item of theirs to the drug analyst that may have residue from the footballers body on it, this could include a drinking flask, mug etc. that may have the persons saliva on it, or a towel that may have hair on it that could be analysed, i.e. anything that may have any residue on it that could be analysed in order to prove the existence of drugs or doping. Here is an example of how the FA intends to deal with the increase in drug abuse in football; The FA is conducting random drug testing of gifted footballers as young as nine years old. These unannounced spot-checks on 9-16 year olds is being carried out at 147 centres of excellence across England and Wales. However, what I find amazing is that each of these drug tests costs the FA à ¯Ã‚ ¿Ã‚ ½230, but I do think that it is necessary as the drug problems with youth football is escalating. Assessment of development and placement on the performance pyramid. There are five levels to the performance pyramid, these are: 1. Grass roots. Here, everyone is encouraged to take part in the sport and anyone can play it. At this level young children are the focal point as trying to get children involved and interested in a sport from a young age is essential if they are to develop into a potential professional player. This is the stage that many governing bodies and organisations are now becoming interested in in-order to develop players of the future. 2. The second stage is recreation. At this stage, players have developed an interest in the sport and are playing quite frequently. This is also the stage where the player will have developed their interest enough to join a club or team. 3. The third stage is sport. This stage involves the person playing at higher levels and their standards have risen to such a point that means that they have become competitive and driven to win. They will also be playing in some sort of league with aspirations of success. 4. If a football player reaches this level they have entered a stage of excellence. The player probably would have been selected for their talent as a player and will be provided with support so that they can train without much hassle etc. They would be sent to train at a centre of excellence where they will receive professional help from qualified coaches in order to play to the best of their ability. Furthermore, the player will probably be playing at county level with the best players in the area who were also selected for their talent. 5. The final level or stage is elitism. At this stage the player is playing at the highest level and has a desire for winning. Moreover, the chances are that the player is at a professional level and is getting paid to play for a particular team. This is the highest of levels that you can reach in any particular sport. Considering all of the stages I would place myself at stage three, sport. I play football at a competitive level and at quite a high standard. I would say that my interest for the sport has developed into one that I can play football at a level where I feel that winning is important but losing is an inevitable factor. With this in mind I can say that there is little chance of moving to the excellence stage and therefore the elitist stage, as I do have other interests and I do not see football as the only sport that I can play. I believe that I am at this level because I have been playing football since I was seven, and I have developed a love for the sport and can appreciate the effort that is put into playing for such a long period of time. Discussion of the effects on my progress. There are many ways in which I have been helped through my time playing football, there are also many ways in which without extra help, I would not have been able to progress. Without a football organisation such as the FA, there would be little order or organisation in the development of football, such as football clubs at grass root levels. I can also say that the funding that these organisations distribute to various clubs is essential for their survival and maintenance of most equipment and grounds etc. At grass roots level, there is emphasis placed on playing for the enjoyment of the sport, which puts little pressure on players. This way of thinking allows players of the future to develop a love of the sport and thus will tend, like myself, to carry on playing football into their teens and beyond, some will eventually develop their natural abilities to such an extent that they can play football professionally and at an elite level where they can live from the money they are paid by their team/club. From a young age I learnt to play by the rules from grass roots football during matches, I learnt how to control myself in various situations and developed a lot of skills. All of this would have been extremely difficult, if not impossible to do, without the help of governing bodies and organisations such as the FA and FIFA distributing funds and carrying out administrative procedures that ensured players, such as myself, the opportunity to play in a controlled manner in supervised games etc. During my time playing football at club level and at grass roots, I had to pay subscriptions, or â€Å"subs† that would be paid into the FA who would recycle the money and put it back into the various football clubs in the country. This money is used by the FA to fund training camps and centres of excellence throughout the country in order to develop the players of future teams and representatives of our country. Furthermore, without these governing bodies and organisations, lower level clubs, like those at grass root levels, would not be able to support themselves as well as with the assistance of such bodies. The transition from level to level throughout the life of a footballer relies not only on the willingness to pursue the sport, but on the dedication of the governing bodies and organisations to help young players and athletes move on with the most support that they need.

Auction system

Placement Manager paper work. If any student got call for Interview placement manager has to inform to the student. In order to avoid manual problem we are design existing system as online Training and Placement system, so the what ever the information placement manager has to pass to the student he/she can inform online.All the resume send by the student which can be maintain in the database and if any interview call placement manager got he/she can inform through mail to every student. 1. 2 Scope This system can be used as an application for the TOP of the college to manage the student information with regards to placement. Students logging should be able to upload their information in the form of a C.V.. Visitors/Company representatives logging in may also access/search any information put up by Students. It provides an only online platform to fill upload their information in the form of a C.V..Visitors/Company representatives logging in may also access/search any information put up by Students. Online Training And Placement : Online Training and Placement project is aimed at developing an online application for the Training and Placement Dept. Of the college. The system is an online application that can be accessed throughout the organization and outside as well with proper login provided. Functional components of the project: Following is a list of functionalities of the system. More functionality that you find appropriate can be added to this list.And, in places where the description of nationality is not adequate, you can make appropriate assumptions and proceed. A person should be able to -Access/ Search C.v./information from the first page (only read access). -login to the into the system – Upload his/her C.V.. – See/change his/her details. – Get help about the application on how to use the different features of the system. An admit login should be present who can read as well as remove any uploads. Preferably it should be given to the TOP. Software Requirements: – Operating System

Promote Communication Essay

1. Understand why effective communication is important in the work setting. 1.1 Identify the different reasons people communicate. We communicate all the time to greet others and socialise, to express our needs/feelings and or concerns, to share our ideas, to pass on information, to reassure others, to build relationships with others, to ask questions, to share our experiences. Communication can be professional or personal. It is important in social work environments that information is recorded so that if it needs to recalled later on for legal reasons it can be. All communications are confidential and a â€Å"need to know† basis. Communication between colleagues is essential so that the service user is having the same care and needs by all members of their care team. 1.2 Explain how communication affects relationships in the work settings. Communication in the work environment with colleagues, service users, family members, Other organisations regarding the service user. Promotes trust, helps understand the individual’s needs. Communication is used to inform others of the care and wellbeing of the service user without communication I would not know what the service user wants and needs, feelings and wellbeing. Communication can prevent or resolve conflict and prevent misunderstanding. 2 Be able to meet the communication and language needs and wishes and preferences of Individuals 2.1 Demonstrate how to establish the communication and language needs, wishes and preferences of individuals. I can establish a service user’s preferred method of communication by: asking the service user, reading their care plan, ask family members and friends, ask colleagues. As I care for the service user I will be making observations and asking questions and I can share my experiences with colleagues and  record them in the service users care plan. The service users’ needs should reflect their: culture, beliefs, religion and their preferences according to their needs. 2.2 Describe the factors to consider when promoting effective communication. Factors to consider when communicating could be: * Is the environment adequate for the communication (well lit, quiet, confidential etc?) * The service user has the abilities to understand (dementia, mental health, learning disability) * Adapting your communication for the individual (speak louder, use hand gestures talk slower and clear etc.) * Does the person need an interpreter or family member to be present? * How is the person going to respond to the communication? * Are you invading the individuals personal space * Do you need to write down questions, for the individual to understand better * Are you sure of the facts, that you are communicating 2.3 Demonstrate a range of communication methods and styles to meet individual needs†¦. Service users can have difficulty in their communication these can be: Hearing loss: Hearing impaired people have to concentrate very hard to pick up information. Hearing aids, sign language, lip reading, flash cards, written information and speaking clearly and slowly can help the service user with communication. Loss of sight: Can make a service user disoriented if in a strange place or even time to time in their own home. Spoken communication is increased importance to people with this disability. Trying to keep things in the same place is also important so that the service user can find things when they are on their own and for their independent. Gender differences: Female service users may not want a male carer. Dementia/confusion: A service user with dementia can find even the easiest day to day tasks hard simple clear instructions are required. Dysphasic: service user who have had a stroke may have dysphasic which can make commination very frustrating for them. Cultural differences: some gestures can have different meaning in different cultures. It is best to familiarise yourself with their culture so that you  are able to treat them with respect. Communication and Autism: people with autism have difficulties with both verbal and non-verbal language, and think people mean what they say. They can also find facial expressions, tone of voice, jokes, sarcasm and common phases and sayings difficult to understand. 2.4 Demonstrate how to respond to an individual’s reactions when communicating. Verbal responses e.g. tone, pitch, silence  non-verbal responses e.g. body language, facial expressions, eye contact, gestures, touch Read more:  Demonstrate Strategies That Can Be Used to Clarify Misunderstandings 3. Be able to overcome barriers to communication. 3.1 Explain how people from different backgrounds may and/or interpret communication methods in different ways. We live in society where there is many cultures and communication can be different in these cultures and the same sayings can have different meanings to our own. For example if we use slag the service user may not understand and what is acceptable in our culture may be an insult to another. In some cultures it is unacceptable for a woman to speak unless spoken to. As a social care worker you have to inform yourself of the different cultures of the service user you work with. 3.2 Identify barriers to effective communication. *Their understanding/language differences *Visual/hearing impairment *Relationship *Age *Environment is to loud/noisy *Environment is to cold/hot *Environment is to bright/poorly light *Chairs are to far apart/to close 3.3 Demonstrate ways to overcome barriers to communication. *Adapt communication for the service user’s medical needs *Explain things in simple language in a clear slow voice consider using images if appropriate *Offer the service users glasses or hearing aids if they have them *Maintain a professional friendly approach *Adjust the noise/ light level, room temperature *Move chairs closer or further apart *Do not make assumptions about beliefs, values and culture 3.4 Demonstrate strategies that can be used to clarify misunderstandings. To prevent misunderstandings when communitacting speak slowly and clearly, repeat yourself if nessersarly, write things down. If you are communicating about a passing on bad news then it is best to have someone with you this acts as support for yourself and the severcie user and a witness. When communicationg with a service user with dementia repeat youeself and ans them if they have understood you prompt them verbaly to remind the service user of the content of your communication. 3.5 Explain how to access extra support or services to enable individuals to communicate effectively. *Other colleagues *Supervisor *manager *Local authority – social worker *GP *Family and friends 4 Be able to apply principles and practices relating to confidentiality. 4.1 Explain the meaning of the term confidentiality. Confidentiality is a set of rules or a promise that limits access or places restrictions on certain types of information. 4.2 Demonstrate ways to maintain confidentiality in day to day communication. When a service user is new to the service they will be explained the confidentiality policy after this has been explained to them if you need to share their information about them or something they have told you, you have to ask for their consent to share this with other members of the health and care team. 4.3 Describe the potential tension between maintaining an individual’s confidentiality and disclosing concerns. Confidential information disclosed by a service user may have to be passed on to others, if there is a risk of danger or harm to them or others, if abuse is suspected, or if there is suspected misconduct of a colleague in respect of the service user (whistle-blowing). You must inform and explain to the service user why the information they have told you needs to passed on to others and that it is your responsibility to do so and that it is part of the company’s policies and code of practice. This may cause tension in the relationship between you and the service user may lose trust in you and be upset that you have passed on the information.

Stock Valuation at Ragan Engines Case Study Example | Topics and Well Written Essays - 750 words

Stock Valuation at Ragan Engines - Case Study Example This difference in P/E is not justified given that Ragan has superior earnings and dividends compared to that of the industry i.e. EPS of $ 5.35 vs. $ 1.47 and DPS of $ 2.13 vs. $ 0.47 respectively. Relative valuation of Ragan puts the company’s stock price at $ 65.64 which offers a significant upside from the intrinsic price of $ 38.55. One of the measures that Carrington and Genevieve can employ to increase the price of their shares before selling them to East Coast Yachts is to retain more earnings and invest in the research and development of additional proprietary technology. Investing in appropriate and improved technology will have the effect of reducing production costs for the organization, therefore giving Ragan the opportunity to produce fuel saving engines. Such investment in technology will enable Ragan to increase their profit projections, therefore increasing the value of shares. In addition to that, retaining earnings for investment in more proprietary technology will give Ragan an edge over its competitors. This edge will make investors in the company to develop optimism, therefore ensuring that the prices of the shares maintain a high value. These strategies, however, will not increase the value of their shares when Ragan fails to record improvements after investing in technology. Since there will be no new technology to give the company the competitive edge, the value of the shares will not increase. One issue is that the stock prices of Ragan have been undervalued because it is not listed in the securities exchange market. Ragan has a P/E of 7.21x, while the Industry has a P/E of 12.27x. Ragan posts higher earnings and value per share than the rest of the industry. Upon valuation, Ragan’s stock price is $65.64, compared to the figure provided of $38.85. A solution to this issue lays in the reevaluation the value of Ragan’s stocks in order to provide the true value of the shares. In the short run,