War and peace Essay Example | Topics and Well Written Essays - 750 words

War and peace - Essay Example The Zionist argument is that they appeared in Palestine in the late 19th century with the intention of reclaiming their ancestral land. Jews purchased land and started putting up the Jewish community. Palestinian Arabs with violent opposition tried to force the Jewish out of the land, but the Zionist reacted with force to defend themselves. This same case exists up to date. The Zionist movement, from the start, desired to completely dispossess the indigenous Arab inhabitants so that Israel could be completely a Jewish state (Bennis 58). The land purchased by the Jewish Fund was in custody of the Jewish and could not be sold or leased to Arabs. The Arab population, as it became aware of the Zionists’ desires and intentions, it opposed further immigrations of the Jewish. The Arab population also opposed further sale of land to the Zionists. The sale of land to the Zionists exerted an immense danger to the existence of Arab community in Palestine. Because of the opposition, the w hole project of Zionist could not be realized without the backing of the British military. The Zionists did not mind about the real inhabitants of the land they believed in colonialist view that the rights of the original inhabitants did not matter. All that the Zionist wanted was total or partial entitlement to the land. On the other hand, the Arab’s opposition to the Zionists was not based on anti-Semitism, but on a reasonable fear of dispossession of their populace. Because of these two oppositions, the conflict continues. Palestine became an Arab and Islamic state by the end of the seventh century. Its boundaries and characteristics became known almost immediately. The occupants of the land at the time believed that they lived in a land known as Palestine. However, after the establishment of Israel in 1948, everything changed. The land, which the inhabitants of Palestine referred to as Palestine, part of it, was now Israel. The Palestine and the Israelis oppose each other regarding the land. Each group seeks to fight for the land, which they believe is theirs. This opposition increases daily and deepens as the two groups engage in the fight and kill one another’s group. The fight could have been halted a long time ago if there existed no opposition to the land. For a very long time, the ancient Arabs who have been existing on the land were the majority as the Zionist came to purchase land and establish their community. In this case, when the Arabs discovered the intentions of the Zionists of forcing out of the Arab community, the Arabs gained opposition to the move since they wanted to retain their ancestral land and at the same time, the Arabs were the majority. There was no way; the Arabs could have allowed a minor community to force them out of their inherited soil. On the other hand, the Zionist could not give up gaining ownership of the land for their benefit. As the two sides oppose each other, the conflict continues to exist between th e two communities (Tessler 73). According to the founder of Zionism, the aim of the Zionist was to split the penniless population, who were the Arabs, across the border through procuring employment in transit countries. The process of expropriating and removing of the poor was to be carried out circumspectly and discreetly. However, at

Contemporary Organisational Design Essay Example | Topics and Well Written Essays - 3500 words

Contemporary Organisational Design - Essay Example 2007). Overall, previous studies on organizational design serve as an important first step in understanding how organizational designs are used to manage internal control systems in multiple markets. For example, Rodriguez (2006) focuses on organizational culture change from a longitudinal perspective. In the study, the researcher examines how an organization (Brazilian Telecommunication Company) changed from a condition of integration to one of fragmentation and differentiation. Chakrabarti & Varman (2004), in their study of "Contradiction of Democracy in a workers Cooperative" postulate that, organizational democracy has become a key issue in current change management set-ups such as in situations of restructuring, total quality management and enterprise resource planning. According to the researchers, democracy faces significant odds even in those companies that have been expressly initiated for democratic functioning. To the researchers, organizational democracy is an evolving reality. Walton, (2005) draw inspirations from Weber's writing on bureaucracy. The researcher in his study uses meta-analytical techniques to estimates the general relationships amongst key aspects of bureaucratic control removing the effects of statiscal artefacts. The current focus on organizational design is on change within the context of an... To the researchers, organizational democracy is an evolving reality. Walton, (2005) draw inspirations from Weber's writing on bureaucracy. The researcher in his study uses meta-analytical techniques to estimates the general relationships amongst key aspects of bureaucratic control removing the effects of statiscal artefacts. The current focus on organizational design is on change within the context of an organization, and change within accounting as a subject. This paper attempt a critical analysis on three peer review selected articles published within the last five years in Science direct within the context of organisational design and change. We believe, after our critical review of these articles, there will be ample opportunity for future research to examine how firms use other aspects of organizational design and internal controls such as standardization, internal reporting. The articles we are focusing on in this review are:- 1. Rodrigues, B.S., (2006). The Political Dynamics of Organizational Culture in an Institutionalized Environment. Organization Studies 2006; 27; 537 originally published online Jan 9, 2006; DOI: 10.1177/0170840605059454 2. Chakrabarti, M. & Varman, R., (2004). Contradictions of Democracy in a Workers' Cooperative Organization Studies 2004; 25; 183 DOI: 10.1177/0170840604036913 3. Walton, J.E., (2005). The Persistence of Bureaucracy: A Meta-analysis of Weber's Model of Bureaucratic Control. DOI: 10.1177/0170840605051481 My review will be based on the following structure. Firstly, I will review the various articles in their general parts and point out the strong and weak sides of each. There after, I will look on

The public education system Essay Example for Free

The public education system Essay â€Å"Effectiveness in the principal-ship is the extent to which all learners in the school are doing as well as they should be doing.† (Webster, 1, 1994) The public education system has perhaps never faced more challenges than it does today. With increasing diversity in the school system, teachers and administration have to be prepared to teach students with minimal English. Increased violence in schools has created a situation where providing security for students takes precedence to learning. Drug use among students and domestic violence place teachers and administration in a social services role, rather than focused on education. Increased accountability standards with an ever-shrinking budget challenges teacher’s time to be responsive to individual student needs. Each of these challenges are faced by the school as a whole, with increased pressure placed on the role of the principal to meet these needs. The role of the principal has changed over the past twenty to thirty years. Ideally the principal should be responsible for creating a climate of learning, and assuring that teachers have the resources they need to do their job effectively. â€Å"The principal establishes a climate for excellence, puts forth a vision for continuous improvement in student performance, promotes excellence in teaching, and commits to sustained, comprehensive professional development for all staff members. The principal ensures that curriculum, instructional strategies, and assessment of student progress are coherent components in the teaching and learning process. In short, the principal engages herself or himself as an instructional leader.† (Tirozzi, 1, 2001) Educational research, focusing on school effectiveness, often examines the concept of the principal as leader as one of the critical factors. Research indicates that the role of principal as leader in creating a climate that can lead to higher student academic performance, â€Å"conditions such as setting high standards and goals, planning and coordinating with staff, having an orientation toward innovation, frequent monitoring of staff and student performance, and involving parents and the community.† (Blank, 1, 1987) This increased emphasis on the principal as a leader, has ultimately changed the role of the school principal. Historically, principals wereelected and played the role of educator. The increased need for the principal to take the part of leader requires the principal to also take on the role of administrator. Along with this role, there is a increased emphasis on the principal as a primary contributor to the educational effectiveness of the school. This expanding role of the principal has created a new set of expectations, including fulfilling the role of leader as both educator and administrator, including responsibility for the school curriculum. During the 1980s, school districts introduced programs to increase school effectiveness, including greater instructional leadership by principals. (Blank, 1, 1987) According to Elaine Fink and Lauren Resnick, there is widespread appeal for principals to assume the role of leaders in education, but this role is not being fulfilled in practice. â€Å"In practice, though, few principals act as genuine instructional leaders. Their days are filled with the activities of management: scheduling, reporting, handling relations with parents and the community, and dealing with the multiple crises and special situations that are inevitable in schools. Most principals spend relatively little time in classrooms and even less time analyzing instruction with teachers. They may arrange time for teachers meetings and professional development, but they rarely provide intellectual leadership for growth in teaching skill.† (Fink Resnick, 1, 2001) Fink and Resnick depict principals as becoming more and more distanced from the issues of education and instruction and increasingly focused on administrative and budgetary issues. According to Fink, building an effective community of principals should focus on the craft of teaching and learning and the building of strong interpersonal relationships. The role of principal maintains five major controls or sources of power or authority including the authority (1) to exert administrative control, (2) to exert aggressive instructional leadership, (3) to control the evaluative framework of the school, (4) to control the distribution of rewards, and (5) to control the timing and flow of information and resources in the school. (Webster, 44, 1994) The effective principal has the ability to define what tasks ar e important and create a framework in which those tasks can be accomplished. The effective principal should focus on the role of â€Å"principal teacher,† or that which is the teacher of teachers. Effective principals, who have the responsibility of teaching both new and experienced teachers, must be knowledgeable about a wide variety of teaching strategies, with a focus on that which will enhance learner growth. Effective principal must possess problem-solving as a skill. The effective principal should operate as a leader. (Webster, 93, 1994) Leadership is often defined as the ability to influence others in the group, focused on the two basic functions of leadership: task and human. Task effectiveness relates to teaching as the major task and learner growth as the outcome. The second function of human effectiveness recognizes that teachers and other staff members need occasional strengthening, refocusing, morale boosting, and listening to, as well as remediation and correction. According to Webster, task effectiveness and human effectiveness roles of leaders overlap, across all domains. Principals must display task effectiveness in the learning or learner-centered domain as well as in the management domain. (Webster, 46, 1994) Portin and Shen studied the changing role of the principal in the Washington State education system. They identified the school effectiveness research of the last twenty years in affirming the role of principal leadership in school success. Principals were identified as key individuals as instructional leaders, initiators of change, school managers, personnel administrators, and problem solvers. The principal is in the center of multiple demands to reform schools and to meet the challenges of future leadership. (Portin Shen, 1, 1998) â€Å"If education, in general, and schools, in particular, are seen as tools for social change, educational leaders are assumed to be among the most critical artisans. This assumption is widely held by the public-at-large, as well as by education professionals. It is also an assumption warranted by relevant evidence. Indeed, the leadership effect becomes increasingly prominent the more one focuses attention on schools as opposed to other types of organizations.† (Portin Shen, 1, 1998) Despite changes in shared leadership and teacher empowerment, the principal remains the center of leadership in the school. The unique role of the principal includes instructional, organizational, and statutory leadership. As an instructional leader, the principal is expected to retain knowledge of effective instructional practice, both curricular and pedagogical. The role of the principal as evaluator of instruction underlines the organizational leadership expected. Principals are given responsibility for most school operations. Despite changes in school policy, and societal changes, the assumption is made that principals have the capacity to lead and supervise the implementation of new programs and regulations while continuing to provide previously assigned responsibilities. Research indicates that this ever-changing role of the principal may not allow for them to meet of the expectations. â€Å"Numerous factors have been identified that contribute to the ways in which principals spend their time. Analyses of the principals role reveal constant interruptions, lack of planning time, fragmentation of activities, compliance with numerous rules and regulations. Clearly, the role of the principal is changing as more is expected of them.† (Portin Shen, 1, 1998) In a study of schools in Washington State, more than three quarters of principals surveyed, reported that in the last five years they have had more responsibility for site-based decisi ons, monitoring truancy, dealing with the impact of student diversity, interacting with parents, improving school-community relationships, and administering special education programs. These changes suggest that principals are expected to provide more leadership, on one hand, and to take on more managerial responsibilities, on the other. This has led to a growing tension between the leadership and managerial responsibilities of the job. The role of principal is becoming increasingly more challenging. Ninety-one percent of the principals surveyed indicated they are in districts that are decentralizing decision making to the local school site, 76 per cent were in districts that were initiating or encouraging the use of site councils, 79 per cent indicated the need to establish school/business partnerships. Seventy-six percent reported working in sites with increased student diversity that has had an important impact on the school, 83 per cent increased interactions with parents that have had a significant impact on their work, 91 per cent reported it was important to consider client satisfaction when making decisions. As might be expected, these changes have had nega tive impact on the ability of principal’s to do their work and increased negative feelings about their job. (Portin Shen, 1, 1998) These changes have required the principal to take on additional responsibilities, resulting in a disproportionate amount of time and attention devoted to these new responsibilities. As new responsibilities are added, principals must take time away from previous demands to meet the changing demands. Despite the addition of new responsibilities, principals have not been relieved of other duties and responsibilities that have traditionally been a part of their job, â€Å"building maintenance and repair, instructional leadership, maintaining a safe and secure environment, responding to teacher and staff requests, conducting legally required teacher evaluations, managing the budget, and maintaining discipline.† (Portin Shen, 1, 1998) Despite these additional responsibilities, authority and instruction did not necessarily follow, resulting in considerable ambiguity. Some principals surveyed reported not feeling they possessed the skills necessary for the increased job responsibilit y. Further, principals surveyed reported feeling greater levels of frustration in their job and less enthusiasm for the work they do. Their decline in morale and enthusiasm stems, instead, from their inability to carry out both their management and leadership functions effectively and efficiently, and their preference to provide leadership. Many principals report work weeks of 50 to 70 hours. They feel they are being forced to make choices about where they will spend their time and attention. Another source of frustration is the shift to managerial rather than leadership responsibilities. They recognize that managing the building is a necessary function for principals, they prefer to focus on their role as instructional leaders, spending time with teachers, students, and parents improving the schools program for student learning. Many principals are finding it difficult to maintain that focus. (Portin Shen, 1998) Principals have the responsibility of making certain that specific tasks are completed by teachers and other staff members. Their job is to coordinate, direct, and support the work of others by â€Å"defining objectives, evaluating performance, providing resources, building a positive climate, fostering positive school-community relations, planning, scheduling, keeping records, resolving conflicts, handling student problems, working cooperatively with central office staff members, and keeping the school running smoothly on a day-to-day basis.† (Wendell, 88, 1994) Their day to day activities are further challenged by factors outside their control. Negotiated teacher contracts, may define working situations that further diminish the resources of the school. (Webster, 86, 1994) Leadership activities are commonly associated with initiative and change that inspire others to accomplish the mission of the organization. â€Å"Through leadership, principals bring an active and personal attitude toward the reaching of goals. Principals who are both successful leaders and managers empower others. The system as a whole begins to function effectively with the improvement of teaching and learning for students. Principals should consider themselves leaders of leaders, not leaders of followers.† (Webster, 201, 1994) Historically, principals have been considered part of the control process within the school. Their job was to distribute incentives for completion by teachers and other staff members. Transformational leadership, that is desired now, works by transforming the goals and aspirations of members of the organization. â€Å"Transformational school leaders pursue three goals: to help staff members develop and maintain a collaborative, professional culture, to foster teacher development; and to help personnel solve problems together more effectively.† (Webster, 192, 1994) This type of leader realizes that an integrated, cohesive group lends itself to effectiveness. Everyone works together to p ursue common goals. A sense of ownership exists within an organization where transformational leadership is practiced. (Wendell, 212, 1994) Instructional leaders need to be knowledgeable about instructional resources, provide resources for their teachers, promote staff development, and obtain resources and support for school goals. Performance appraisals should be based on goals that improve institutional performance. Instructional leaders help solve instructional problems, encourage the use of many strategies and styles, and assist teachers with assessment and evaluation techniques. â€Å"Instructional leaders promote their vision for their schools, communicate to teachers about desired instructional practices and criteria for evaluating performance, and provide frequent feedback to teachers. Principals who would be instructional leaders actively promote staff development activities, are readily available to discuss issues related to teaching and instruction, are visible to staff and students, and make frequent classroom observations. Instructional leaders focus upon instruction and take care of routine managerial task s, such as completion of paperwork, before or after classes as much as possible. Principals who believe that all students can learn and enjoy school are willing to examine how students learn and redirect the focus of schooling upon students learning styles.† (Webster, 182, 1994) According to Wendell, principals can develop instructional leadership by establishing clear goals, objectives, and priorities; expressing high expectations; emphasizing student achievement, attendance, behavior, and attitude; and focusing upon school goals and priorities. Principals can enhance instruction by providing clear communication within their educational system and by keeping curriculum focused upon goals, by working with teachers to improve their instructional skills; and by monitoring school performance. Principals who are effective instructional leaders focus upon five key areas: (1) defining the schools mission, (2) managing curriculum and instruction, (3) promoting a positive learning climate, (4) providing supervision of instruction, and (5) assessing instructional pr ograms. (Webster, 220, 1994) The recent trend toward accountability, and nation-wide educational standards have pressured principals to be more concerned with the bottom line. School systems serving poor and minority students pose an even greater threat to the success of a school system in achieving what is considered to be minimum standards. Codding Tucker reviewed what they believe to be determinates of successful principals. They separate the roles they perform, the qualities that they need to perform those roles, and the knowledge implied by those roles. As have others, Codding Tucker re-iterate the need for the school principal to function both as as a leader and as a manager, and that one role should compliment the other. (Codding Tucker, 84, 2002) In providing effective leadership, principals must be able to provide leadership that results in a shared vision of the directions to be pursued by the school and to manage change in ways that ensure that the school is successful in realizing the vision. â€Å"There is overwhelming evidence from the literature on school effectiveness and improvement regarding the significance of the principal in establishing a school culture that promotes and values learning and that embodies realistic but high expectations of all students and teachers. To the extent that principals have an impact on student learning, this impact is largely mediated through teachers and classroom teaching.† (Codding Tucker, 61, 2002) As a manager, the principal must ensure that the circle of accountability is complete and that investment in the learning of individual members is demonstrated in the student learning outcomes. This needs to be reflected in the staff appraisal process and ongoing processes for evaluating programs and monitoring the performance of the school. â€Å"A key role of the principal is to ensure that each of the elements that contribute to improved student learning outcomes is present, working effectively, and aligned with all other ele ments. When systems aren’t aligned and progress is not noted, it is the role of the principal to make adjustments in the system and make sure those adjustments are communicated throughout the school system. Principals need a strong theoretical foundation of current knowledge about teaching and learning, practical knowledge of the beliefs and understandings of staff in the school, and applied knowledge of how to bring about development and change in those beliefs and understandings.† (Codding Tucker, 64, 2002) Schools with effective learning climates have behavioral standards understood by all students, with consequences for inappropriate behavior administered consistently and fairly, on the basis of a written standard known to all staff members. An effective learning climate in schools should be a major component of the principals vision which serves as the basis for improvement. Principals must understand the meaning as well as ways of improving effective learning climates. A climate that promotes learning includes all the things principals must do to foster teacher and student involvement. According to Webster, the climates of effective schools are characterized by (1) high levels of student involvement with work; (2) teacher-led instruction; (3) students who understand teacher expectations; (4) efficient use of time; (5) minimal confusion and disruption; (6) mutual trust between teachers, students, and administrators; (7) high morale; (8) ample opportunities for input by all factions; (9) feelings of ownership by all; (10) feelings of caring by all; and (11) the presence of one or more ongoing renewal or school improvement projects. (Webster, 182, 1994) Through their leadership abilities, the school principal can have an impact on teacher attitude, student achievement, staff and student morale. According to Webster, the first step that a principal can take toward establishing an effective learning climate in any school is being there, being seen by all, students, teachers, and other staff members. Principals need to maintain personal involvement in the school setting. Students and teachers alike, must have the feeling that the principal is likely to be anywhere and at anytime. Projection of a caring attitude should accompany the high visibility of the principal. Further, Webster provides the following suggestions as a method to improve principal interactions: (1) establish a climate of professionalism with teachers; (2) interact personally with children; (3) get into classrooms; (4) be a teacher advocate, hospitable and sensitive to teacher suggestions; (5) attempt to fund projects of creative, caring teachers; (6) delegate authority wisely; (7) be politicians in dealing with their school communities; (8) offer criticism in a constructive manner; and (9) be human, while han dling unpleasant tasks with fairness, firmness, and dispatch. (Webster, 141, 1998) Webster believes that principals should attempt to establish these elements by focusing on teachers first, then students, and finally, student-teacher relationships in their schools. Traditional training for principals has consisted of theory and policy taught by university professors relying on academic models. Candidates have been taught to manage with a top-down rather than a team approach. Although theory is an important component of principal training, recent studies have shown that the skills and qualities most necessary to succeed include problem analysis, data collection, organizational ability, decisiveness, effective communication skills and stress tolerance. The issue of continuing professional development is also important. Even veteran principals feel that they are not prepared for the reality of the job. Many feel isolated having left their network of peers in the ranks of teachers. They also feel a lack of constructive criticism and supportive supervision. Principals n eed to be prepared to handle the various situations they face in a day. Theory is important, but aspiring principals must be shown that most of what they will be facing will not come out of a book. They must be prepared to be open minded and handle each situation as it comes. Working in collaboration with school districts to create mentoring programs is important. Principals need a network of peers to alleviate the isolation and helplessness many feel. (Ediger, 381, 2000) Leadership within school systems are not built on the qualifications of individuals alone. Typically, the role of principal, as well as that of teachers, has been undervalued. Resources are scarce at best and research has not adequately defined problem areas. Effective models are scarce. â€Å"If existing educational leadership roles are inadequate, they are at least familiar. There is scant research and development to guide principals or superintendents through the onslaught of new policies driving the standards movement. New responsibilities require new job descriptions and redesigned systems to support new learning.† (Fitzgerald, 57, 2000) The focus of school leadership, all too often, has been faced with numerous changes and increasing responsibility. Principals are expected to produce educational results but often lack understanding of how students learn. Principals are expected to evaluate teaching performance with inadequate knowledge of what constitutes good practice. Principals work in isolation with little time to effectively supervise or interact within their schools. (Fitzgerald, 57, 2000) The role of the school principal has changed dramatically and will continue to do so. Principals are required to fill a myriad of roles, with additional responsibilities added on an ongoing basis. New laws, an ever-changing and diverse student base, new standards will all continue to challenge the school principal in fulfilling their role as a leader. Despite these changes, there are some things tha t remain a constant in the life of the principal. The principal will continue to be responsible for creating a culture of learning. The principal will continue to create a climate that encourages teachers to expand their horizons and their own learning in order to serve students better. The principal will continue to be responsible for the budgetary constraints that challenge the educational system today. The principal will still be required to create a standard of education that focuses on quality. The NAESP (www.naesp.org) defined The guide identifies six standards that redefine instructional leadership for todays principals. These standards include: †¢ Leading schools in a way that puts student and adult learning at the center, with the principal demonstrating the role of learner and teacher. †¢ Promoting the academic success of all students by setting high expectations and high standards and organizing the school environment around school achievement; †¢ Creating and demanding rigorous content and instruction that ensures student progress toward agreed-upon academic standards; †¢ Creating a climate of continuous learning for adults that is tied to student learning; †¢ Using multiple sources of data as a diagnostic tool to assess, identify, and apply instructional improvement; and †¢ Actively engaging the community to create shared responsibility for student and school success. These standards, though appropriate, still require the principal to establish priorities within the system and redesign the workplace in order to achieve the overall mission. The first priority of the principal should always be to establish a culture of learning. If learning is the priority, then the rest should follow and it should provide the basis for other decisions to be made. References Blank, R. K. (1987). The Role of Principal as Leader: Analysis of Variation in Leadership of Urban High Schools. Journal of Educational Research, 81(2), 69-80. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=76943658 Ediger, M. (1996). The School Principal with New Responsibilities. Education, 116(3), 381+. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=5000367879 Ediger, M. (2000). Role of the Principal and the Social Studies. College Student Journal, 34(3), 423. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=5001112650 Ediger, M. (2000). The School Principal as Leader in Reading Instruction. Reading Improvement, 37(1), 20. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=5001752787 Fink, E., Resnick, L. B. (2001). Developing Principals as Instructional Leaders. Phi Delta Kappan, 82(8), 598. Retrieved February 12, 2007, from Qu estia database: http://www.questia.com/PM.qst?a=od=5000979577 Fitzgerald, M. L. (2000, September). Leaders Count in Education, Too. School Administrator, 57, 54. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=5001205859 Garubo, R. C., Rothstein, S. W. (1998). Supportive Supervision in Schools. Westport, CT: Greenwood Press. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=26185358 Glasman, N. S., Heck, R. H. (1992). The Changing Leadership Role of the Principal: Implications for Principal Assessment. PJE. Peabody Journal of Education, 68(1), 5-24. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=96652390 Halawah, I. (2005). The Relationship between Effective Communication of High School Principal and School Climate. Education, 126(2), 334+. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=5014422241 Hart, A. W. (1992). The Social and Organizational Influence of Principals: Evaluating Principals in Context. PJE. Peabody Journal of Education, 68(1), 37-57. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=95763827 Portin, B. S., Shen, J. (1998). The Changing Principalship: Its Current Status, Variability, and Impact. Journal of Leadership Studies, 5(3), 93. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=5001503219 Sybouts, W., Wendel, F. C. (1994). The Training and Development of School Principals: A Handbook. Westport, CT: Greenwood Press. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=27514555 Tirozzi, G. N. (2001). The Artistry of Leadership: The Evolving Role of the Secondary School Principal. Phi Delta Kappan, 82(6), 434. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=5000952847 Tucker, M. S. Codding, J. B. (Eds.). (2002). The Principal Challenge: Leading and Managing Schools in an Era of Accountability. San Francisco: Jossey-Bass. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=109366182 Webster, W. G. (1994). Learner-Centered Principalship: The Principal as Teacher of Teachers. Westport, CT: Praeger Publishers. Retrieved February 12, 2007, from Questia database: http://www.questia.com/PM.qst?a=od=27517699

A Critical Appraisal Of A Qualitative Journal Article Nursing Essay

A Critical Appraisal Of A Qualitative Journal Article Nursing Essay Research is a significant element in all professions, but perhaps more so in healthcare. It forms the basis of development and adaptation in the healthcare world, and allows professions to merely observe change (Griffiths, 2009). This essay critically appraises a research article, Using CASP (critical appraisal skills programme, 2006) and individual sections of Bellini Rumrill: guidelines for critiquing research articles (Bellini Rumrill, 1999). The title of this article is; Clinical handover in the trauma setting: A qualitative study of paramedics and trauma team members. (Evans, Murray, Patrick, Fitzgerald, Smith, Cameron, 2010). Many research articles are appraised due to the sheer degree of information obtainable in health care settings. Critically appraising articles allows one to filter out the low quality studies and distinguish misleading information (Cormack, Gerrish Lacey, 2010). The article title clearly explains the research, without being too extensive, using extraneous words or explaining the results found. It is able to inform the reader of the research aim without becoming uninteresting. The basic concept of a title should provide a summary of the content. A good title should be straight forward; a poorly written title will defer readers (Centre for research writing resources, 2012). Key words serve as key elements in the article, including handover, trauma and paramedics. Again allowing the reader to know precisely what the article consists of. The abstract of this article elucidates the purpose of the research, its results and reasonings. It also briefly articulates the method, highlighting key factors necessary. Everything declared in the article is present in the central text; all statistics and findings are indistinguishable. The abstract enables the reader to decipher if the article is of interest. This article clearly identifies the aims of the research in the abstract and main text. By using aims, the results and discussion are simply interpreted and flow effortlessly. Aims should be written plainly, in non-technical language and state the concepts the research is addressing (Stommel Wills, 2004). By using comprehensible and concise aims, the reader can simply understand what the researcher is setting out to obtain, giving the research a focus. In the background of the article, the researcher clearly identifies the relevance of the research aims and why the research is required, including medical mishaps and misinterpretation of trauma handovers. This allows one to understand the concepts behind the research, give the aims credibility and support incorporation into the results. Background information suggests that the topic has been thoroughly researched and aids construction of research methods and aims (Blaxter, Hughes Tight, 2006). This research uses qualitative methods, which deem appropriate for this type of research, as the researcher is trying to highlight the attitudes, experiences and emotions of participants concerning handovers. The research does not use statistics, rather participants responses and their subjective experiences around the topic. Qualitative research looks at the essence of social phenomena, giving people the opportunity to understand what people do and why (Williams, 2010). In the abstract, the researcher articulates using grounded theory and thematic analysis. Grounded theory is used to develop theories that can be used in practice (Oktay, 2012), suggesting this is a desired method for this research. The article is well set out, permitting the research design to be effortlessly recognisable and easily read. Although the researcher states that grounded theory was used, one may say that it was used incorrectly. Grounded theory is used to create theories that can be applied in real life situations (Oktay, 2012) and although this study does create a theory, (effective and ineffective handovers) it is building on an already established theory (MIST Mechanism-Injuries-Signs-treatment). The use of grounded theory is very ambiguous in this research; it could be argued that is has been applied correctly, due to using current research to guide the study. Whether it was applied accurately or not, the researcher has not explained how they used grounded theory or i ntegrated the theories into the research. The researcher does not disclose how they determined the exact method used. This would be beneficial as the research question, method of data collection and data analysis all depend on each other, and therefore these paramount decisions need to be made continually throughout the research process (Willig, 2008). The participants were selected through purposive convenience sampling, with no incentives. Although this is convenient for the researchers, it may mean the respondents are not the most appropriate to the task itself (Burnard Newell, 2011). In this case, all the participants were Paramedics or part of a trauma team and all had understanding with trauma cases. As the researcher states in the limitations, the conclusion may be different for less experienced participants or those who were trained differently. There is no explanation as to why the participants chose to take part in the study, nor why others chose to decline the opportunity. This would be valuable information as there may be a specific group of people that decide to volunteer for research studies, therefore the research may not be applicable for all paramedics and trauma staff. One may find it difficult to consider how all of the volunteers happened to be experienced, this may lead to the suggestion that the researchers f iltered through the respondents and chose the most suitable, still using convenience sampling. The article is also unclear about how the volunteers came to know about the research and what they were told before the research commenced. Convenience sampling is most commonly used in larger- scale studies (Sim Wright, 2000) and therefore seems an outlandish method to use, as only 27 participants were used in this study. In this article, the researcher does not disclose the setting in which data was collected. This may well have an impact on the results, as it could influence the participants emotions, how comfortable they feel and how much information they are willing to provide (Shi, 2008). Also, they do not specify which researcher conducted the interviews. By the interviewer being a Paramedic, part of a trauma team or neither may have an interviewer affect (Alder Clark, 2011). This in turn may change the results of the study, make it bias or unreliable. There is an obvious section in the article relating to how the data was collected. All participants were interviewed face to face, but the researcher does not specify if these were in groups or individual. By interviewing as a group some people may conform to others responses. Using a semi-structured face to face interview allows the interviewer to observe non-verbal communication techniques, as well as how the participants give their responses ( Flick, 2009). The interview consisted of pre-determined questions, using a topic guide. It is not discussed who wrote the topic guide, this again could have an effect on the results or the way in which certain questions are worded. The paramedics were given a somewhat different question format to those of the trauma team, allowing the researchers to gain full potential of questions given. The topic guide was integrated into the article, so readers are fully aware of questions asked. The participants were given a copy of MIST and asked to comment on how it could be enhanced. This was modified and presented at the specialties clinical meetings and opinions were given to the researchers by email or telephone. The researcher does not specify who was present at the clinical meetings, and whether the Paramedics were given the opportunity to see the modified version. It also does not disclose how long participants were given to respond and if they were given a chance to confer with any oth er people. If the participants were able to discuss the modified MIST before replying, the results may be inaccurate; some responses may be influenced by other professions with different experiences. The article is very vague about who was interviewed on the minimum dataset for handovers, as only the speciality groups were declared. This could cause a bias result, if only one profession was interviewed on specific aim. The researcher has not commented on their rationale for using any of these methods; supplying a rationale can help ensure validity in the research process and results (Piekkari Welch, 2004).There is no mention of any changes made throughout the study, therefore one can assume the original plan was followed through the majority of the study. The researcher has not mentioned how the data was recorded; this could have a detrimental effect on the results, because if they are noted from the researchers memory, mistakes could be made. Grounded theory usually records data u sing audio and video tapes, allowing the researcher to carefully examine responses given (Schreiber Stern, 2001). At no stage in the article does the researcher comment on their own role and any bias they may cause in the study. Researchers are said to be bias when they do not take an objective approach to research (Powers Knapp, 2006). From the article itself one can see that the research team consists of 1 Ambulance service employee, 1 trauma team member and 4 people from the research centre of excellence, suggesting there is minimal bias from researchers, but this is not documented. One may say bias was reduced as the participants were not given MIST until after they had been asked some of the questions; therefore it had no influence on previous responses. There is no research question used in this study, but there are four clear aims that were derived from the extensive background and initial research. Ethical issues have been considered by the research team as the study was approved by an ethics committee, but there is no justification of ethical issues taken into consideration concerning the participants. Although there are no ethical issues relating to the welfare of the participants, the researchers do not explain confidentiality and informed consent. One can presume that informed consent was gained from each respondent as they volunteered for the research. Informed consent requires the participants to have adequate information regarding the research (Surrena,2011). During this study, the data was sufficiently analysed, using thematic analysis. Thematic analysis uses coding to identify the recurrent or main themes in research results. It is most often used in qualitative research as it emphasises recurrent ideas and feelings (Mays, Popay Pope, 2007). By using a coding programme to categorise responses from participants, the researchers were able to find recurrent themes and were capable of placing responses into three nodes that were directed by the initial aims. This was independently checked for consistency and in some cases a third researcher was used to decipher any discrepancies, again reducing bias. In the main text, the researcher does not mention the use of thematic analysis, only the coding process, although it is mentioned in the abstract; one can assume this method was used throughout. It is not explained why the responses shown in the article were chosen to be published, but there is a descriptive table shown that entails several re sponses. It is exceedingly supportive to the results given, as it concurs with the results and highlights how the paramedics and trauma team share equivalent experiences with trauma handovers. The data analysis materialized no contradictory responses; there was a general consensus between all participants, emphasizing the need for further research and handover training and frameworks. There is a clear consensus that countless handovers are ineffective and several participants agreed on reasons for this. This was evidently stated by the researcher, along with the need for paramedics to obtain training in effective, concise handovers. There is no evidence for argument as all participants agreed that handovers needed to be enhanced in order to improve patient outcome and quick treatment. The researchers were not trying to settle argument, merely emphasise the experiences of professionals in the emergency setting. The researcher considers triangulation, but declares it should be used with caution in other hospitals, not mentioning the studys use in other ambulance services. Triangulation refers to approaching data from various perspectives (Flick, Kardorff Steinke, 2004).The discussion is flawlessly set out as the aims the researcher set out to justify. This makes it easier to alternate between the method, results and discussion with ease. The researcher discusses how the study can be the basis to further development with trauma handovers and illuminates the need for further research and application. It does mention the need for further paramedic training, but as a lone piece of research, it is unable to act upon this. The research has not highlighted any new areas that need investigation or further research, but has merely emphasised the awareness of poor trauma handovers. There is also no mention of transferability in this study, other than using it cautiously in other hospitals. Transferability refers to the probability that the study has meaning or use in other situations (Surrena, H 2011). In addition, there is a short time period between the article being written and it being published; meaning the information in this study is relevant and up to date. In conclusion, this research study is well designed with meaningful and useful results. The aims and background information are impeccable, giving the researcher ample reasons to conduct the study. The results are well analysed and supported by the discussion. The only downfall to this article is the minimal justification of choices made throughout the study. There are various limitations, that the researchers have identified themselves, allowing further researchers to replicate the study, modifying the limitations noted in this article. Due to the researcher identifying the need for further research, the reader may not consider changing their current practice based on this article alone. However it would be exceptionally useful in further research.

Essay --

A classic is defined as â€Å"an author or literary work of the first rank, especially one of demonstrably enduring quality† according to the dictionary. Classic works are treasured by the experiences in novels that relate back to the reader, they hide emotions that float to the surface once you feel the pain of the characters truly come to life; with classic novels every read should feel as though it were the first. John Green’s The Fault in Our Stars could easily become a classic novel one day; while reading this novel readers can understand Hazels passiveness, have experienced the love that’s being shared within the pages, and the book just can’t be put down because of its dry humor that makes readers want more. Hazel, the passive teenager, puts a lot of effort into trying not to hurt other people. Today it seems as though America as a whole does this same thing though? She tries to make things easier for everyone in her life because she's afraid of hurting them. Everyone during their lifetime holds things in or hides small facts for the safety of family and friends, no one wants to be...

Agoraphobia and its Impact on a Persons Life Essay example -- Agoraph

Agoraphobia and its Impact on a Person's Life A phobic disorder is marked by a persistent and irrational fear of an object or situation that presents no realistic danger. Agoraphobia is an intense, irrational fear or anxiety occasioned by the prospect of having to enter certain outdoor locations or open spaces. For example, busy streets, busy stores, tunnels, bridges, public transportation and cars. Traditionally agoraphobia was solely classified as a phobic disorder. However, due to recent studies it is now also viewed as a panic disorder. Panic disorders are characterised by recurrent attacks of overwhelming anxiety that usually occur suddenly and unexpectedly (Weiten, 1998). For a person diagnosed with agoraphobia, there are a number of restrictions and consequences associated with the disorder. A serious consequence is the incidence of severe and paralysing panic attacks. In the early stages of agoraphobia people suffer recurring panic attacks when in certain public places or situations. These attacks cause the person to feel generally uncomfortable in public settings. Eventually, fear of the recurrence of the panic attacks results in an obvious reluctance or refusal to enter all situations associated with the attacks. Other consequences of agoraphobia may include fear of being alone, fear of being in places where escape might be difficult, feelings of helplessness, dependence on others and depression. These consequences place many serious restrictions on a person with this disorder. Agoraphobia causes people to restrict their activities to smaller and smaller areas in order to avoid crowds, and open and public places or situations. This may finally lea d to the inability of a person to leave their home without suffering a panic attack. As with all other phobias, agoraphobia is often acquired through classical conditioning. Classical conditioning is a type of learning in which a stimulus acquires the capacity to evoke a response that was originally evoked by another stimulus (Weiten, 1998). Describing and explaining exactly how agoraphobia is acquired can be achieved by identifying the antecedents of the phobia. Antecedents are the events that precede a particular response. In the case of agoraphobia, this response is a panic attack. Agoraphobia is essentially anxiety of three kinds, phobic anxiety, panic anxiety (the panic attacks), and phobic a... ...hobic pattern has been broken (Weiten, 1998). The procedures leading to the acquisition and elimination of agoraphobia are based on a number of behavioural principles. The underlying principle is that of classical conditioning. Classical conditioning is a type of learning in which a stimulus acquires the capacity to evoke a response that was originally evoked by another stimulus (Weiten, 1998). Eliminating agoraphobia is basically achieving self-control through behaviour modification. Behaviour modification is systematically changing behaviour through the application of the principles of conditioning (Weiten, 1998). The specific principle used here is systematic desensitisation. The two basic responses displayed are anxiety and relaxation, which are incompatible responses. Systematic desensitisation works by reconditioning people so that the conditioned stimulus elicits relaxation instead of anxiety. This is called counterconditioning. Counterconditioning is an attempt to reverse the process of classical conditioning by associat ing the crucial stimulus with a new conditioned response (Weiten, 1998). This technique's effectiveness in eliminating agoraphobia is well documented.

Whole Foods Strategy

The company I will be presenting is Whole Foods, case number seven. Whole Foods is a supermarket chain based in Austin, Texas which emphasizes natural and organic products. As of September 2009[update], the company operates 302 stores: 291 stores in 38 U. S. states and the District of Columbia; six stores in Canada; and five stores in the United Kingdom. External assessment: There are over one hundred thousand grocery stores in the United States, with a wide variety of types. Stores range from very small neighborhood stores, to huge two hundred thousand square foot stores. Currently, the only major competitor to Whole Foods is Trader Joe's. As of 2008, they had roughly 300 stores in twenty five states are still growing. Most of their stores are located in California and the upper east coast, and some single stores spread out across the United States. Trader Joes usually has lower prices than Whole Foods, but their stores are generally smaller in size and in selection. Another supermarket that is new to the industry, but growing at a rapid pace is a Wegmans. With over 70 stores in the New York area, this store had 4. billion dollars in sales in 2008. Wegmans is consistently rated near the top of Fortunes annual list of the 100 best companies to work for. With the organic foods market growing at such a fast pace, new stores, small and large are always popping up. A couple examples include the Fresh Market chain which has 86 stores in 17 states, and the Central Markets which have 8 stores in Texas. In addition to the unique, organic centered grocery stores, companies such as Walmart, with over 100 billion dollars in sales, compete for the same customers that Whole Foods does. Kroger and Safeway round out the list of the highest grossing grocery stores in the country. Due to the economic downturn, Whole Foods has tried to lower some of its pricing to compete with all of the other growing stores in the market. SWOT: Strengths: Despite the economic downturn, Whole foods has a strong financial performance. Revenues have grown by a rate of 17 percent over last year and this increase was driven by 14 percent square footage growth, excluding the recently acquired Wild Oats locations. Whole Foods recorded sales per gross square foot of $923,an increase of approximately 7 percent over last ear. The Strong revenue growth has helped the company to pursue its expansion plans and improve its bargaining power in the market. The company has also grown through mergers and acquisitions, with approximately 32 percent of its existing square footage coming from take-over’s. In August 2007, Whole Foods merged with Wild Oats markets. Since the organic foods retailing industry is mostly comprised of small local chains, mergers have provided the company access to locations and they have retained experienced team members. The company offers a broad product selection in all its stores and its larger stores, also have catering services where customers can purchase made-to-order foods. Whole Foods emphasis on fresh food gives the company an edge over its competitors who usually just offer packaged foods; this large product portfolio allows the company to address multiple customer segments. Weaknesses: The company has a weak international operation with just three stores in Canada, and six in the UK. The company’s operations in the UK and Canada are not yet large enough in purchasing and distribution, resulting in relatively high product prices. Also, Whole Foods relies heavily on word-of-mouth publicity, which is a disadvantage in comparison to its competitors who use print, television and online media. The company spends small amounts on advertising and marketing compared to its competitors. In 2007, the company spent 0. 5% of its total revenues on advertising. Opportunities: Natural and organic food products are one of the fastest growing categories in food retailing. There is growth in the demand for organic foods because of the increasing preferences among consumers for healthy food. The US organic food market grew by 12. 3% last year to reach a value of $15. 9 billion and is expected to hit 24 billion this year. Although organic products represent just about 2% of the total food and beverage sales in the US, the market is growing approximately 20% annually. More consumers are preferring natural, fat-free and healthy food products. Food items containing trans-fat are losing market share to low calorie, low fat, natural and organic products. Increasing customer preference for organic foods is likely to impact the company’s sales, given its leading market position in the organic grocery segment. Threats: Whole Foods’ competitors include natural foods supermarkets, specialty supermarkets, warehouse membership stores, small specialty stores and restaurants. In addition, some traditional and specialty supermarkets are also expanding more aggressively in marketing a range of organic foods, thereby competing directly with Whole Foods for products, customers and locations. For example, Wal-Mart announced that it will focus on the organic segment. They aim to become the low-price leader in organics, not just in food but clothing, electronics and other household products. Wal-Mart has already doubled its organic range in fresh produce, dairy and dry food items during 2006. Some of these competitors have greater financial or marketing resources than Whole Foods, and may be able to provide greater resources to promoting and selling their products. Increased competition may have an adverse effect on profitability as the result of lower sales, lower gross profits and/or greater operating costs such as marketing. Discussion of Strategic Alternatives: Faced with unprecedented economic challenges and numerous competitors, Whole Foods needs to take an aggressive approach to offset any challenges. By anticipating continued interest in healthy eating, Whole Foods should target children as their new customer base with the development of an organic line of products designed for children. With increased competition and economic conditions in the state they are, Whole Foods needs to expand their marketing strategy towards a more broader, interactive one. The use of Facebook and Twitter could be useful tools on the local, and global level to communicate with current and future customers. Whole Foods needs to also continue its commitment to the environment. Expanding on already in place programs, such as eliminating disposable plastic bags, charitable donations and green power use, Whole Foods should take part in programs that promote animal welfare on farms and ranches. Value perception is one of the most important strategies that needs to be focused on if Whole Foods is going to overcome competing with low cost competition . Providing coupons, budget conscious recipes, and money saving tips are what customers value. A in store value guide can help customers locate the best deals in the store. Along with a friendly and educated staff, these strategic alternatives can provide Whole Foods with the tools necessary to overcome the challenges it currently faces.