Professional teacher Essay Example for Free

Professional teacher Essay Development takes what is there as a valuable starting point, not as something to be replaced, but a useful platform on which to build. To do so is to recognise not only that teachers do have valuable existing expertise but also that, if teachers are forced to choose, they will usually revert to their secure established ways of doing things. The metaphor of ‘building on what is already there’ is not, however, satisfactory because it suggests adding on something separate to what is there, something extra on top. The concept of development, in contrast, implies that whatever is added, whatever is new, will be integrated with what is there already, and will indeed grow from what is there. † McIntyre and Hagger (1992, p. 271) This places the teacher in a position of power and responsibility. It means that the teacher is the arbiter of change. If a proposed change does not meet with the approval of the teacher, then there is little likelihood that the change will be introduced. What sometimes happens is that, where a proposed reform partly meets with the approval of a teacher, the proposed change is revised. It may be scaled down, some of the less acceptable aspects removed or emphases may be changed. The proposed reform undergoes a process of customization to suit the circumstances and priorities of the individual teacher. This position of power in relation to change and reform also brings with it considerable responsibility. Teachers must be attuned to the need for change. They need to be proactive, able to take initiatives in relation to change but also to make sound judgments about the value and relevance of any change, proposed by others or initiated by themselves. They cannot afford to reject all change outright or be dismissive of it. To do so would be to abandon a professional obligation to work in the interests of students and the future of society. Every professional teacher must be able to articulate fully the bases for his or her own practical theory. Being explicit about one’s own practical theory is essential for a number of reasons. First, it ensures that explanations of the bases for actions in the classroom can be provided and the expectation of professional accountability discharged. Second, knowing in detail one’s practical theory facilitates the process of review and revision. Here the position of the teacher is somewhat akin to that of a medical expert or flight engineer. Only expert knowledge of how the human body or plane operates can provide a basis for the correction of malfunctions. Thirdly, it allows for a fuller and quicker assessment of proposals for change. Areas of compatibility/incompatibility and the flaws inherent in existing and proposed practical theories can be more readily identified. Moreover, it is more likely that unsound proposals for change will be detected. Interpreting student teacher learning as learning by reflection on can be taken a step further by also applying this idea to other components of teacher education, such as group seminars on campus. The realistic approach can be used at the level of a class on campus by creating an experience in that class which is the basis for learning for a whole group. One example is the idea of organizing 10-minutes lessons given by student teachers to their fellow students. Korthagen, F. A. J. Nevertheless, what teachers do as they design their approaches to teaching has many of the hallmarks of theory building. They address significant problems related to student learning, they design and experiment with ways of solving those problems, they inquire into the relative effectiveness of these ways by using data from observations, tests and feedback from others to assist them, they identify patterns which give rise to predictions about what is likely to happen, and they build bases for professional action.

A Comparison of Men and Women Essay -- comparison compare contrast ess

Men vs. Women      Ã‚  Ã‚  Ã‚  Ã‚   I do not pretend to be a complete expert in the vast world of men and women. However, as one of these creatures, I decided early on in life to do my best to figure out the relationship between us and our counterparts. This was very interesting to me because, unlike most people, I do not believe that we simply "evolved" to become what we are today. I believe we were created the way we are by a very big God who knew what He was doing, and did it for a purpose.   After a mere 18 years of observation, I have concluded that we as humans are trying to look too deeply into the purpose of "man" and "woman." We make the relationship too complicated. We need to stop prying into why men like football and women like quilts, and simply accept that we do. That is the way it is. And as I shall point out, that is the way it is best.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   You may have recoiled at my earlier statement that men like football and women like quilts. I admit that it is a gross simplification of the differences between men and women.   However, you knew what I was talking about. These are the stereotypes that have been pounded into our brains since we were age two.   The man is the grunting, unfeeling one in the easy chair, who only takes a break from football to work on his car, or go drink with his buddies.   He is a brute, and is not interested in communication, only sex.   The woman is the one who screams at spiders, nags at the children, shops till she drops and holds those amazing sessions with her friends where all who are present talk at the exact same time for an hour and then pack up the coffee cups and diaper bags and leave with a complete understanding of everything that was said.        Ã‚  Ã‚  Ã‚  ... ...us into a concentrated effort to fulfill the desires of our spouses. It is then that we would find more harmony in our homes. As Henry W. Longfellow wrote in "Hiawatha": "As to the bow the cord is/So unto man is woman;/Tho' she bends him,/She obeys him./Tho' she draws him,/Yet she follows;/Useless each without the other."   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   And so we are.      Works Cited Tannen, Deborah. "Sex, Lies and Conversation." The McGraw-Hill Reader: Issues Across the Disciplines 8th edition. Ed. Gilbert H. Muller. Boston: McGraw- Hill, 2003. 229. The Holy Bible, New International Version. Grand Rapids: Zondervan, 1973. Theroux, Paul. "Being a Man." The McGraw -Hill Reader: Issues Across the Disciplines 8th edition. Ed. Gilbert H. Muller. Boston: Mc-Graw-Hill, 2003. 221, 219-220. Weber, Stu. Tender Warrior. Sisters: Multnomah, 1999. 117-118.

Case Analysis: Job Dissatisfaction and High Turnover

Case Analysis: The Treadway Tire Company: Job Dissatisfaction And High Turnover at The Lima Tire Plant Case Analysis Questions: 1. Briefly describe the situation today at the Lima Tire plant. 2. What is the relationship between line foremen at Treadway’s Lima Plant and other groups within the plant: general supervisors and area managers, top management, the union, hourly workers, each other? Why do you believe the relationships are as they are? 3. How do you feel line foreman feel about their jobs and why? Be specific about their sources of dissatisfaction.How engaged are the line foreman? How would they respond to Gallup’s 12 Questions of a Strong Workplace? Expand on your position. 4. What are the costs of turnover within the Lima plant? Direct? Indirect? How would you calculate the cost of turnover if you were Ashley Wall making a presentation to top management? (Hint: Look at number of hours worked per month, salary plus benefits, and how long it takes to come up to speed in the role) What is the magnitude of the turnover problem? formula for calculating the direct cost of turnover:Average Hours Worked/Month x Wage/Hour (including benefits) x Number of Months for Learning Curve x Productivity during Learning Curve x Number of Positions Turned Over = Direct Cost of Turnover 5. Discuss the elements of the current work system that are contributing to the problem. How does each negatively impact engagement and job satisfaction? 6. What action plan should Ashley Wall recommend? Be specific in describing your recommended actions. 7. What key lessons will you take away from this case relative to building an engaged work culture and being an effective manager?Analysis Q. 1]Treadway Tire’s Lima Plant is faced with a critical problem of employee dissatisfaction and high turnover among its line foremen. The turnover rate ran 46% in 2007. Additionally, the plant was facing skyrocketing raw materials costs and intense global competition. The plant, at Lima, Ohio, had 970 unionized hourly employees and 150 salaried employees. 50 Line foremen were floor level managers who supervised hourly employees. The plant operates 24Ãâ€"7, with four rotating shifts.Problems associated with the foremen are part of deeper concerns with workforce management and the role that these people play in the production process. The foremen are caught in the middle of an adversarial relationship between the union and management. Ashley Wall, Director of Human Resources at Lima plant, identified the cause of turnover as serious morale issues with line-foreman segment, and their job dissatisfaction. Turnover is one obvious area where plant could focus to reduce costs & increase productivity. Analysis Q. ]An employee satisfaction survey and exit interviews of departing foremen revealed significant discontent in the plant and highlighted concerns about the line-foreman position. Several other incidents highlighted tension between hourly workers and foremen . Foremen expressed concerns about their lack of authority and adversarial relations with the hourly workers. General supervisors, the next management level after line foremen, judge foremen by their ability to meet or exceed forecasts. Foremen express that a lot of expectations, are beyond their control and management does not understand that.Serious morale issues in the line foremen segment also lead to imperiled relations between management and the union. Serious morale issues in these relationships are apparent as every group feels isolated. Foremen were only expected to achieve production forecast. They were not communicated about long run goal or strategy. Be it foremen, hourly workers or upper management, they had not shared a common value-based work environment. Foremen often pulled in different, conflicting directions by management, workers and the union. They had no clear understanding of upper management expectations.They were not involved in the grievance committeeâ€⠄¢s ruling and disciplinary decisions. Hourly workers had trust issues with foremen. They did not understand what kind of authority and tools a foreman would require in meeting the objectives. Analysis Q. 3]Unequipped: Line foremen complained that they were placed on the job without any training and given no coaching once they got there. They felt disengaged on the job without the required skills and competencies. In a Lima Employee Survey, 96% foremen do not feel prepared to accomplish duties of their job.Little discretion dealing with employees: Union contracts dictated annual pay raises, & grievance procedures had not involved foremen. General supervisors appear to look favorably upon traditional management methods which tended to be adversarial. Career frustration: Few foremen, those were external hire, must have felt frustrated by their low potential for advancement as almost all of promoted positions at Lima were filled from within the plant. Isolated / not involved: Foremen h ad not felt recognized or connected. Foreman lack required authorities to perform assigned duties. 6% foremen felt the management is not sensitive to their problem. Although foremen’s job involved different duties, they do not feel engaged due to lack of communication with hourly employees as well as with upper management, conflicting situations and morale issues. Gallup’s 12 questions: Based on the current scenario, foremen’s responses would reflect their dissatisfaction and disengagement at work: Foremen would not agree to the Base Level questions. Due to conflicting management direction, they were not sure what is expected from them.Foremen would not agree they had required development tools, training and authorities to drive their work duties. They would not agree to Level 1 questions. They are expected to meet or exceed forecasts in their 12-shift but they also had to perform other administrative duties that had little to do with their daily deliverables. T hey expressed insensitivity of upper management in the survey where only 3% foremen see their supervisor is a positive role model. Their responses to Level 2 questions would also be alarming.Upper management had lack of communication with them and operated according to their own priorities and had unresponsive and unsupportive to the foremen. They were not involved in union grievance process and had lack of control over various tasks measured as their duties. Their responses to Level 3 questions would be concerning too, as illustrated in the employee survey where 68% foremen thought they had no opportunity for career progress. Due to lack of trainings, foremen felt their learning and development curve is not much forwarding. Analysis Q. ]Turnover costs are categorized as direct costs and indirect costs. Based on the research, referenced in the attachment, we considered employee benefit as 40% of the base remuneration; 4 months for new hires to become 100% productive and 50% producti vity during the period of learning curve for new hires. Based on the case study, average days worked in a month for line foremen was about 15 days, with 12-hour shift or workday, giving us 180 work hours; foremen’s hourly rate as $42 (including 40% benefits with current base rate of $30); Positions turned over in the current year is 23.Based on the cost model, provided in the questionnaire, direct turnover cost will be: 180 x $42 x 4 x 0. 50 x 23 = $347,760. Indirect turnover cost may include loss of productivity from other employees filling in for vacant position; hiring costs; administrative costs; training/induction costs etc. These costs are more difficult to quantify and assign a dollar figure to, but they are very real. Based on the references, provided in attachment, the indirect costs of turnover can be 2 to 5 times higher than direct costs.Taking an estimated figure of 2 times direct turnover cost, the indirect cost can be calculated as: $347,760 x 2 = $695,520 This will give us total turnover cost in Lima plant as: Direct Cost $347,760 + Indirect Cost $695,520 = $1,043,280. This calculation although not a comprehensive assessment of the cost of turnover, but it is a quick way to illustrate the fact that turnover is indeed expensive, even when looking at the most basic costs. We see that Lima plant could save $589,680 as annual turnover cost even if the turnover rate could be reduced to even 20%; that is twice the average turnover rate in manufacturing industry.Attachment provides a more detailed analysis of this saving*. Analysis Q. 5]Following key elements contributed negatively towards building a strong work force at Lima plant. These elements had resulted in unprepared, isolated and despair foremen that kept them from putting their best at work and provided dissatisfaction. 1. Lack of training: Many of the foremen are placed on the line after only a few hours’ training: â€Å"The general supervisors expect them to just sink or swim. † Foremen felt unmotivated by their lack of preparedness.Such lack of knowledge made commitment to the total organization difficult and enhanced feelings of dissatisfaction and disengagement towards the job. Ashley Wall initiated training program, was not considered a priority and removed from the budget. 2. Lack of communication: Much of the alienation felt by line foremen was due to the almost total lack of communications from other groups within Lima plant. Other departments operated separately, according to their own priorities and seemed unresponsive and unsupportive to the foremen. . Motivation and Development: General supervisors were not connected to their team. They had no understanding of where an individual will fit right or what area he is stronger in. Supervisors’ expectations from foremen had no intention of personal advancement of every foreman. 4. Support and Recognition: 94% foremen did not think their immediate supervisor is a role model. With this en vironment, foremen would not consider themselves as part of the company nor would they see any opportunity to advance themselves further. 5.Recruitment process: There was little evidence that interpersonal skills such as the ability to communicate, ability to delegate, ability to work well with others, etc. , were given much weight at all in the recruitment and screening process, the emphasis seemed to be on the task and short-term results rather than selecting best talent for the job. Analysis Q. 6]Action Plan 1. The training programs need to be a top priority and should provide new foremen with extensive, formal, and on-the-job training that can make them feel stronger while performing job duties.The benefits of the training program will outweigh the costs in reducing time for a foreman to work at 100% productivity and providing tools necessary to be successful on the job. Wall must provide Bellingham* with a cost-benefit analysis. 2. Instead of expecting lower level managers to m eet forecasts and control hourly employees, immediate supervisors should be more involved with the team and leadership should connect and communicate long term vision to help make their lower management feel involved. 3. Technological innovations should be introduced to reduce foremen’s efforts and operating costs.Pay for performance and other psychological rewards should be made available to help increase both productivity and employee engagement at work. 4. Human Resources should institute regular meetings with salaried work force & bring in representatives from every department to help make flexible organization structure and to discuss common issues, problems, and concerns. Lower management should also be given opportunity to express their opinions and proposed changes that may prove cost effective and high productive. . Balanced hiring policies should be adopted like the one proposed by Ashley Wall i. e. ; 60% internal hires, 30% college graduates, and 10% company transf ers. Then foster formal & informal interaction among foremen, by promoting the exchange of individual skills and competencies. Analysis Q. 7] Lessons Learned 1. Although high expectation from employees is an important key yet they should also be provided with required tools and trainings necessary to make them feel strong for the job.Based on individual employees’ talent at job, they should be provided with advance learning and development opportunities to advance their career and personal progress. 2. Employees should feel connected to the organization. This can be achieved by recognizing their work, rewarding their performance, develop them regularly, and continuously communicating with them to listen their concerns, appreciating their achievements and providing necessary help to increase their job satisfaction. 3.Management could incorrectly think about saving time and reducing cost by ignoring employees’ concerns and job related learning & development. On the contr ary, organization could save more by having satisfied employees that helps in reduced turnover cost and increased productivity. 4. Long organization hierarchy only creates isolated groups and lack of clear communication. Flat structure is necessary to improve communication and make strong connections. Attachment *Turnover cost saving by reducing turnover rate to 20%: Current turnover rate is 46% that resulted from 23 foremen turned over from total 50 hence 23/50 = 46%.As part of the 2007 edition of its Compensation Data Survey, CompData Surveys publishes 10. 2% as average turnover rate in the manufacturing industry. By the turnover cost presented above, it can be illustrated that if Treadway Lima plan could reduce turnover rate to a conservative 20% then cost savings will be $884,484 (Turnover reduced to 20%; 50 x 0. 20 = 10. 23 – 10 = 13 fewer foremen turning over. Using above mentioned costing model, and considering 13 positions turned over, Lima plant could save Direct Cos t $196,560 + Indirect Cost $393,120 = $589,680). Brandon Bellingham is the plant manager at Treadway’s Lima, Ohio Tire Plant. References: http://www. workforce. com/article/20000126/DEAR_WORKFORCE/301269997/idear-workforce-i-indirect-cost-of-turnover http://www. workplaceinfo. com. au/human-resources-management/hr-strategy/costs-of-employee-turnover http://www. jemperformance. com/Articles/highcostofturnover. htm http://www. beta. mmb. state. mn. us/doc/wfp/turnover. pdf http://www. compensationforce. com/2008/02/2007-turnover-r. html

Isomerization Process Definition

Is Cancer A Human Body - 3657 Words

Cancer is known to be one of the deadliest disease. It is very hard to cure hence causing numerous deaths to people. As a result, people get hopeless in living a longer life. Although there is seemingly limited ways to cure cancer with effective results, scientists started projects that will promote defence against cancer, which is done by robotics. Believe it or not, it is possible that a robot can go inside a human body. It may sound strange since curing of diseases is done by chemical means such as pills or drugs. But science has proven that this is the job of nanotechnology. Scientists develop robots that could enter human bodies to kill cancer. These robots are called nanobots. Abhilash, M (2010) states that Nanobots are theoretical microscopic devices measured on the scale of nanometers. And it was supported by Harvard Magazine (2012) when it states Nanobots are short hexagonal tubes made of interwoven DNA that can open along their length like a clamshell. Nanobots are said to be under the study of nanorobotics. â€Å"Nanorobotics is the technology of creating machines are robots close to nanometer(10^-9 meters)† (Abhilash, 2014). Since nanorobotics is under nanotechnology, it defines nanotechnology as study of very small technology. According to Abeer(2012), Nanotechnology is a field of applied science focused on the design, synthesis, characterization and application of materials and devices on the nanoscale. The idea of nanobotsShow MoreRelatedCancer And Its Effects On The Human Body1739 Words   |  7 Pages Mole Rats Cancer Immunity Daniel Howard Bio 4920 10/15/15 One of the deadliest diseases known man, cancer, is responsible for every one out of every four deaths in the United States. Worldwide, there are more than 10 million new cancer cases per year, and cancer is the cause of approximately 12% of all deaths (Silvera Rohan, 2007). 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Social Darwinism And Its Impact On Society - 897 Words

Social Darwinism was a concept that was an accepted theory in the nineteenth-century. It originated from Charles Darwin, which stated ‘ survival of the fittest’, meaning the poor and weak were going to die and that the rich and powerful received more power and growth. However, even though Charles came up with the ‘idea’ of Social Darwinism, he had other social Darwinists who actually grasped the entire concept of Darwinism and applied it to Social Sciences. Social Darwinists like Herbert Spencer who believed that the government should not try to change any type of social environment because it would hurt the process of nature. An important aspect of Social Darwinism is the Cultural one, which goes through Religion, Art, and music. Religion being something that people in society believe in and followed wholeheartedly. Art has a range of paintings, drawings, and sculptures from artists who were influenced by Darwin. 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Taxonomy Survey Of Cloud Computing Systems â€Myassignmenthelp.Com

Question: Discuss About The Taxonomy Survey Of Cloud Computing Systems? Answer: Introducation Virtual Linux server hosting is provided by an instance of Amazon EC2 on AWS, while on Azure it is provided by use of Azure Virtual Machine (Cloud, 2014). IBM Bluemix provides the Linux virtual hosting by use of a Virtual Server and Bare Metal Server. The virtual Linux servers are also provided by use of Amazon Lightsail on AWS, Azure App Service on Azure and by use of a Virtual Server on Bluemix (Varia Mathew, 2016). Storage for the three cloud computing providers business; Virtual machine storage, object storage, Gateways, archival and file storage (Rimal, Choi Lumb, 2009). On Amazon, Object storage is enabled by use of Simple Storage Service (S3), while Azure Blob storage handles objects on Azure platform, and Bluemix Object storage on IBM cloud (Rimal, Choi Lumb, 2009). For virtual Machine Disk Storage, Amazon uses Elastic Block Storage (EBS), while Azure uses Blobs and IBM uses Block Storage. Cold Vault technology is used by IBM Bluemix for long term archival storage, while AWS uses Glacier storage, and Azure uses Cool Storage (Cloud, 2014). All the three service provides storage on relational, NoSQL databases, In-memory data store and data warehousing (Furht Escalante, 2010). For analytics purposes, Amazon uses Redshift data warehousing, while IBM uses dashDB and Azure uses Azure SQL. For virtual machine management, all the three platforms use management consoles and a Command Line management interface (Furht Escalante, 2010). Amazon provides additional management tools such as Service Catalog and OpsWorks for managing server automation. Other management tools include CloudWatch and CloudTrail used by AWS for logging and monitoring, Azure's Log Analytics and Application Insights (Varia Mathew, 2016). Azure AWS IBM Bluemix Ubuntu Open SUSE SUSE Linux Enterprise Red Hat Enterprise Linux Oracle Linux Debian CoreOS CentOS Ubuntu SUSE Red Hat Enterprise Linux Amazon Linux Kali Linux Debian CentOS Ubuntu SUSE Linux Enterprise Red Hat Enterprise Linux IPv4 and IPv6 addressing The three cloud service providers under review; Amazon AWS, Microsoft Azure and IBM Bluemix all support both IPv4 and IPv6 addressing protocols. The default setting on Amazons EC2 is to use IPv4 addressing protocol (Cloud, 2014). IPv6 is operations on Amazon AWS, but when assigned the address is reachable from the internet, as all IPv6 are all public (Cloud, 2014). For an instance configured to use IPv6, it contains both IPv4 and IPv6, which can be used in a dual-stack mode, but require security configuration for each IP type (Cloud, 2014). AWS does not support elastic IPv6, but supports elastic IPv4 (Cloud, 2014). On the other hand, Azure requires that a single IPv6 to be configured and assigned to a given VMs network interface (Wilder, 2012). However, the IPv6 can only be private; a public IPv6 can only be assigned to a load balancer; the DNS on Azure contains both IPv4 and IPv6 (Wilder, 2012). Redundancy and Backup The three cloud computing providers under review provides extensive redundancy, backup and disaster recovery. On Amazon AWS, redundancy and backup is implemented using convectional backup and restore mechanisms, Pilot Light solution which provides redundancy and simple recovery solution, as well as Warm Standby Solution and Multi-site solutions, which ensures business management continuity and recover in case of outage of the primary virtual machines (Cloud, 2014). The AWS Storage Gateway provides means of having snapshots of the live system to be backed up on Amazon S3, which provides near-real-time backup solution (Cloud, 2014). On Azure platform, redundancy is provided by having data backed up in many regions, as datacenters are placed in different locations around the globe (Wilder, 2012). Data and virtual machines are replicated on secondary locations, with the option of having automatic replication of virtual machines, based on policies set by the client (Wilder, 2012). Such backup enables seamless continuity of a business even in case of a region-specific system failure (Wilder, 2012). Like the case of AWS and Azure platforms, IBM Bluemix provides a wide range of redundancy, backup and recovery options. The Zerto Virtual Replication technology on Bluemix enables the backup and redundancy of virtual machines, which facilitates disaster recovery in case of a failure (Gheith, 2016). Other solutions and technologies used by Bluemix include EVault Backup and Veeam technology with provides both automatic backup, replication and restoration capabilities (Gheith, 2016) References Cloud, A. E. C. (2014). 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