People, Management, & Organizations

People, Management, & Organizations

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People, Management, & Organisations

Introduction

Human resource management (HRM) is one of the most important departments in the operations of an organization. Different entities as well share HRM responsibilities differently depending on the size, situation/context, and the goals of the organization among other functions. HRM in overall aims at improving the performance of the business by extracting maximum value from the capabilities, knowledge and skills and efforts of employees in the most cost effective manner as possible.

To achieve this value, organizations share various responsibilities through shared service centres, HRM department, and outsourcing or through line managers. The paper therefore, focuses on the different ways of sharing responsibilities using the case of Vodafone Company. The paper further deliberates on how this work and ways to improve the same putting into consideration the drivers of trends in service delivery.

People, Management, & Organizations

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Case study

Vodafone is one of the leading multinational corporations in the area of telecommunication companies operating in India. The company ranks second after Airtel in terms of mobile network coverage. The company offers an array of services including services that relates to voice, mobile phones, and internet services such as 3G and many others. The company dominates the mobile telephony market because of the quality of services it renders to its customers. The company has as well managed to grow because of the competitive personnel it has.

The nature of HRM delivery the company uses is both outsourcing and HRM department. The company has a HRM department that deals with the affairs of its employees. It as well on various occasions uses outsourcing services to supplement its HRM department functions. Various drivers or trends in service delivery exist such as technological advancement/change, competitive pressures, and globalization and are critical in the operations of HRM systems. These drivers as well have played a key role in the operations and HRM responsibilities of the company.

For instance, competitive pressures have contributed to the innovations and creativity experienced in the company. The company has managed to come up with competitive products and services that have contributed to its success. Globalization has also contributed to the adoption of the HRM strategy in the company. The company has as well adopted best practices embraced by different companies across the world to be competitive.

People, Management, & Organizations

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Advantages and disadvantages of outsourcing of HR mode of delivery the company has adopted

 Outsourcing of HR activities is one of the HR service delivery the company uses. Various HR practice areas such as training and development and recruitment, and payroll, and general administration are sourced from various HR specialists. This however, does not mean the company has poor systems, but some of the personnel’s to be recruited requires vigorous scrutiny (Torrington, Hall &Taylor, 2008). Recruitment agencies for instance, possess greater skills and experience concerning suitable caliber of candidates to recruit.

Furthermore, outsourcing reduces costs of operation, especially in the short run because it can be expensive to maintain or retain internal staffs due to employment cost such as holiday pay, office accommodation, and pension pays. Outsourcing removes, potential rigidities as they are not covered (Bresnen & Marchington, 2014). Outsourcing has advantages because it allows the company to buy in external expertise not available in house. It is also useful and appropriate in change programmes, and is cheaper in the long run.

However, using outsourcing as a method of delivery have potential problems that the organization put into consideration to ensure that they does not derail smooth operations and functioning of the organization. This includes loss of internal synergy in the Human resource functions in the company. It also limits the company when it comes to application of best practices and there may cause interference in the process of reaching amicable solutions (Torrington, Hall &Taylor, 2008).

Furthermore, the company faces threat of experiencing additional costs because of monitoring and definition of performance that must be undertaken even after the outsourced experts or specialists leaves the organization (Bresnen & Marchington, 2014).

People, Management, & Organizations

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Advantages and disadvantages of HRM department mode of delivery the company has adopted

HRM department is cheaper to administer and to run because personnel’s are familiar with the internal process of the organization (Torrington, Hall &Taylor, 2008). However, some of the challenges or problems that this company experience using this mode of service delivery is   when it comes to policy implementation and implementation of programmes due to long processes created in the organization structure.

 These delivery methods as indicated from the discussion are appropriate and help the organization to gain value. The company does not incur huge costs operating on these delivery methods. Furthermore, returns in terms of value are higher.

Outsourcing has contributed to recruitment of skilled and knowledgeable staffs that have contributed to achievement of the objectives and goals of the organization. Furthermore, it has contributed to smooth operations because; the right people that have the requisite skills are employed to help champion the issues of the organization forward.

Other modes of HR service deliver

Advantages and disadvantage of front-line managers

Even though, the company uses outsourcing and HRM department, Purcell & Hutchinson (2007) argues that using other modes such as front line managers and shared service centers (SSC) can as well add value to an entity. According to  Bresnen & Marchington (2014),  the potential advantages of using  front line managers is that  is easy to intervene in any  HR issues as they are closer to issues that the department of HR perform.

Furthermore, line managers have higher understanding of the business and they own ideas that help them to engage with others (Purcell & Hutchinson, 2007). However, they have some drawbacks such as may not be familiar with the goals of the organization, may lack skills and competencies, may experience work overload that may derail their smooth operations and may as well face inconsistencies when it comes to application of HR rules.

People, Management, & Organizations

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Advantages and disadvantage shared service centers HRM service delivery mode

 On the other hand, shared services centres are also becoming popular in entities. This involves a small group of HR professionals that drive the strategic vision of an organization at the same time a call center exists that provides advice to line managers as well as administrators and individual workers (Marchington & Wilkinson, 2011).

Some benefits of this include higher customer satisfaction, efficient processes, and economies of scale, transparency of costs, among others. Potential problems using this kind of delivery mode is increased workload to line manager that may affect service delivery, higher than expected costs and staffs may experience IT problems among many others.

Wider theoretical perspectives

  Various theories provide wider perspectives on the functioning of different organization. Resource based view is one of the theories that explains how the key drivers of HRM and organization performance are shaped (Bresnen & Marchington, 2014). In Vodafone, the primary forces that impacts on its performance is based on the inside out approach. The internal capabilities including the skills of employees and processes as well as employment relation play a critical role in its success (Lepak & Snell, 2007).

The organization therefore has used different individuals in different areas they cause greater impacts. Practices or goals that are ascertained to be are, valuable, not easy to copy, and not easy to substitute are given preferential treatment. Therefore, HRM architecture has as well been of greater value in the functioning of HRM as the modes of delivery is based on centrality to the mission of the company (Bresnen & Marchington, 2014).

People, Management, & Organizations

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Ways of improving delivery and alternative HRM service delivery modes recommendations

 Based on the literature and discussion, delivery can still be improved to ensure that the organization achieves higher performance. One way of improving delivery is applying various models of delivery that suit the company and which help achieve the goals and visions of the organization (Lepak & Snell, 2007).

It is also important to select the mode of delivery that is cost effective, ensure that problems are solved and those that ensure adoption of best practices in the functioning of the organization. It is also important to utilize resource based view theories by incorporating internal capabilities that can add value to the organization. I recommend use of HR departments and outsourcing of HR in circumstances where an organization wants to save costs and to attract talented individuals.

Conclusion

Human resource management is critical in the operation of   the organization. It is prudent that organizations adopt suitable service delivery modes that can help them meet their goals. Organization such as Vodafone uses HR department and outsourcing and this has contributed to its success. In dealing with various problems entities encounter, it becomes prudent to adapt to most suitable and appropriate modes of service delivery.

People, Management, & Organizations

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Other modes that entities can use include front-line managers and Shared Service centers. It is also important to consider the drivers of factors of service delivery such as globalisation, technological changes, and competitive pressures in deciding the appropriate service delivery mode to use. Theoretical views such as resource based and architectural modes are important to consider in service delivery.

Using inside approach by considering internal capabilities of individuals can go extra miles in ensuring that an entity remains competitive. It is therefore recommended that organizations make appropriate decisions on the modes they want to use by weighing their benefits against drawbacks and putting into consideration the context or the situation they are operating in.

Reference

Bresnen, M, & Marchington, M 2014, People, Management & Organisations, study guide; The University of Manchester; Manchester.

Lepak, D, & Snell, S 2007, ‘Employment subsystems and the ‘HR architecture’, in Boxall, P.,Purcell, J. and Wright, P. (eds), The Oxford Handbook of Human Resource Management, Oxford University Press, Oxford.

Marchington, M, & Wilkinson, A 2011, Human Resource Management at Work (4th Edition), London: CIPD.

Purcell, J, & Hutchinson, S 2007, ‘Front-line managers as agents in the HRM performance causal chain: theory, analysis and evidence,’ Human Resource Management Journal, 17(1), pp 3- 20.

Torrington, D, Hall, L, & Taylor, S 2008, Human Resource Management, 7th edition, FT Prentice Hall, London.

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Joint Military Operations

Joint Military Operations
Joint Military Operations

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Joint Military Operations

  1. Operational Environment

Current operational environment:

The NKPA constitutes a very formidable force of over 135,000 men, most of whom have been conscripts of the Japanese and Chinese armies. These armies are adequately equipped with modern Soviet-supplied aircraft, artillery and tanks. On the other hand, the ROK armed forces comprises of less than 100,000 men who are poorly trained and ill-equipped. Massive mechanization and coordinated firepower are the focus of U.S.’s tactical doctrine.

The U.S. military power available for the operation is inadequately prepared for the forthcoming war, with army forces comprising of four understrength divisions that are ill-equipped. Nevertheless, the positive side is that McArthur’s forces have the full support of U.S. and United Nations (Mamaux, 1987).

  • How General McArthur’s vision for Operation Chromite relieves NKPA pressure on the U.S. Eight Army in the Pusan Perimeter

According to McArthur’s vision, an amphibious landing in the Vicinity of Inchon is capable of slicing off, halting, isolating and destroying the NKPA, synchronized with a breakout from the Pusan Perimeter by its defenders. This is to result to the liberation of Seoul and restoration of the South Korean Government, while North Korea will be immediately invaded and occupied. He believes that this mission is only achievable through a fleshed-out plan and force to execute it.

Operation Chromite is borne, which calls for X-Corps to form around the First Marine Division and the 7th Infantry Division for purposes of executing a staged amphibious landing at Inchon and advancing inland to capture Seoul and cut the major lines of communication of the enemy while making resupplies to McArthur’s forces committed in the south. While the main challenge is pulling together the forces to make the landing, with the enemy continuously threatening the Pusan perimeter, McArthur throws available units into the fight in order to relieve NKPA’s pressure on Walker (Sweeney, 2000).

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Strategic Guidance

  • General McArthur’s vision for the operation environment once OPERATION CHROMITE is concluded (end state)

General McArthur’s end state is to lodge a successful amphibious landing by Marines at Inchon, about 120 miles behind enemy lines and 25 miles from Seoul. When the forces land at and capture Inchon, they will then seize the adjacent air base at Kimpo with the aim of enabling the United Nations forces to launch an attack and eventually secure Seoul. The UN forces are also expected to drive towards the west across the peninsula from their position in Pusan.

This appears as a double-envelopment for crushing North Korea from the southeast at Pusan and from the northwest at Inchon. McArthur’s plan aims at: striking at the rear of North Korea’s forces, cutting the supply lines to the south, gaining political control through the liberation of Seoul, and threatening North Korea’s capital of Pyonyang (Heineman, 2001).

  • The Roles of JTF 7 and X Corps in achieving General MacArthur’s end state

The X-Corps under the command of Major General Almond is charged with conducting amphibious assault at Inchon. X Corps comprise of the 1st Marine Division, in addition to one regiment withdrawn from the Pusan Perimeter for purposes of bringing the Division to a complete wartime strength of three regiments, plus the 7th Infantry Division. JTF-7 is a real-time joint operational command comprising of Marine, Army and Navy unites aimed at supporting the assault force.

Accordingly, JTF-7 strikes North Korean forces as a weak, undetermined joint, and this effects surprise and mass before North Koreans getting a proper ground to react (Doughty, nd). Additionally, with two divisions, X Corps accomplished their goals in a deliberate and logical manner by seizing Wolmido Island, Kimpo rtfield and Seoul.

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Decisive Points

  • TWO key decisive points for Operation Chromite

Seoul is a decisive point because of its symbolic value as the capital and for being the most critical node in the supply chain of the enemy attack. Seoul is the focal point for all movement in the South and it has become the most vital node in the supply chain of the communist invasion. McArthur’s great interest in the city is because of its overwhelming symbolic value. This implies that retaking it will psychologically demoralize the enemy. Thus, rather than pursuing a simple push of North Koreans to retreat from Pusan, Operation Chromite is intended to fully unhinge the enemy forces by stubbing them from the rear.

The second decisive point is the U.S involvement. Given the U.S. ground troops’ involvement, McArthur feels that he can surround and sever North Korea’s persistent and tenuous supply chains. The cutting of critical lines increases the possibility of victory regardless of the overwhelming 3:1 North Korean advantage. This realization enables MacArthur to initiate the Inchon plan, which sets the stage for the smart amphibious operation. After destabilizing the enemy psychologically by cutting supply lines, McArthur stages constant attacks on all sides, thus breaking the NKPA resistance and leading to the collapse of the army. By September, the NKPA ceases to exist as a coordinated fighting force in South Korea.

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Operational Maneuver

  • How Operation Chromite supports the breakout of the Eighth Army at the Pusan Perimeter

The operational maneuver for North Korean military has a close resemblance to the Chinese model. According to Mao Tse Tung, the best approach is to avoid strong points and aim at infiltrating the enemy’s lines in order to hit the rear areas that are weakly defended, thus destroying vital logistical areas. For the North Korean military, Inchon is emblematic of the weaknesses behind its entire scheme whose mission to unify Korea. Its bargains are based on the lack of capability, interest and will on the part of the American government.

The justification of this analysis is based on the signals coming from Washington and the consideration of the state of America’s military at the time. Nevertheless, North Korea’s downfall is greatly contributed by its underestimation of America’s prospects for mounting an overwhelming reaction, and it does not predict the prospect of UN-sponsored Allied effort ultimately involving forces from 16 nations (Totten, 1976).

Operation Chromite does not bring about any remarkably new ideas to the art of war. Instead, it serves to reinforce conventional aspects, such as the relevance of maintaining trained and ready forces for deterrence of aggression or confrontation of a contingency. Americans have the advantages of interior lines at the Pusan perimeter. Nevertheless, they have the freedom to utilize exterior lines due to the lack of an opposing naval force.

Despite North Koreans complete victory in the initial phases of their invasion, thy encounter a standoff around the Pusan perimeter following the US Eighth Army and UN forces’ gallant determination to stand against the onslaught of the communists. McArthur perceives the weakness of the enemy’s communication lines as early as possible. In addition, North Koreans are disadvantaged due to their terrain induced flanks. The operational art by McArthur’s forces capitalize on harmonized amphibious maneuver and interdiction for purposes of attacking the enemy’s center of gravity (Heinl, 1968).

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Joint fires

  • Landing forces at Inchon

Inchon was chosen by MacArthur as the landing point due to its strategic position as the port for the capital city of Seoul. The first assault was made by the 3rd Battalion on Wolmi-do with the high tide at dawn on the 15th of September. As a result, the enemy’s resistance was crushed. The rest of the divisions landed on the next high tide. This caused massive surprise to the enemy. The preparation of gunfire support ships and naval air for the Inchon landing occurred on the 13th of September.

  • Attacking the NKPA’s lines of communications

The 1st Marines and the rest of the 5th Marines landed at the enemy’s lines of departure. One hour later, the 5th Marines had lodged an assault on the sea wall through charged bamboo ladders that had been hurriedly built by Japanese workers before their embarkation. By midnight, the Marines had taken control of the main high terrain of Observation Hill and Cemetery Hill.

At dawn, the Marines destroyed North Korean T-34 tanks on the Seoul highway, which prevented North Korean artillery fire from spreading to the beachhead area. The 7th Division also made their landing at Inchon and advanced hastily inland, with the aim of preventing enemy attacks from Suwom and the south. Few hours later, the 5th Marines were in full control of the Seoul highway.

  • Interdicting any NKPA’s attempts to counterattack or reinforce forces vicinity Inchon and Seoul

Having secured its flanks, the 1st Marine Division moved to the north on 20th September in order to stage the 6-day battle aimed at clearing Seoul. NKPA’s bitter counterattcks eventually compelled the commitment of the 187th Airborne Regimental Combat Team, 7th Division’s 32 Infantry Regiment, and the Republic of Korea’s Marines to the battle for Seoul. Ultimately, NKPA’s resistance broke out and the army collapsed as a result of constant attacks from all sides (Woodhouse, 2011).

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Operational Reach

  • How the other Services (Air Force, Marines, and Navy) provided General MacArthur with operational reach in Operation Chromite

Operation Chromite demonstrates that the scope of amphibious operations plays a vital role in all military operations. Whereas the Fleet-Marine had an inherent interplay, the Army and the Air Force also played significant roles in the execution of MacArthur’s masterstroke. In addition, the military operation in Inchon was done collaboratively. The US and the Allies worked on establishing and maintaining air and naval superiority in the area of operations, which would help in conducting an amphibious assault on Inchon, securing the beachhead and seizing Kimpo artfield, crossing the River of Han and recapturing Seoul.

The Far East Air Forces under the command of Lieutenant General George E. Stratemeyer played a vital role in the delivery of supplies and personnel to reinforce ROK and U.S. forces during the initial stages of the war. The Naval Forces under the command of Vice Admiral Charles T. Joy helped in improving the naval posture (Kortegaard, 2005).

  • How the operational reach provided an advantage to the Allies over just reinforcing the Eighth Army inside the Pusan Perimeter

The synchronization of land, sea and air operations was vital in the theater for the accomplishment of the strategic objective. Operation Chromite was successful due to the joint execution of the US Marine Corps, Air Force, Navy and Army. This realization demonstrates the need for employment of a joint force in order to establish synergies among the services, thus yielding greater combat capabilities and power for purposes of responding to aggressions and contingencies.

This realization demonstrates the need for employment of a joint force in order to establish synergies among the services, thus yielding greater combat capabilities and power for purposes of responding to aggressions and contingencies. Accordingly, the operational reach allowed the Eighth Army to ensure that the restricted flow of their supplies occurred along a secure path. The Eighth Army exploited in-depth echeloned fires across the operational area and further utilized transitions and phasing for purposes of setting the tempo.

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Arranging Operations

  • How General McArthur’s staff used (1) simultaneity, (2) depth, (3) timing, and (4) tempo in executing Operation Chromite in conjunction with Eighth Army activities inside the Pusan Perimeter

Simultaneity refers to the process of simultaneously applying power against vital adversary capabilities and sources of strength. Marine Air, Navy and Air Force are to strike targets ranging from the strategic marshaling areas of the enemy to tactical forces. This involves both the amphibious turning movement and the breakout from Pusan.

Operational depth was realized by Air support from the Air Force, Navy and Marines, which occurred in the months of September and early October. 4 squadrons of Panthers, 3 squadrons of Skyraiders, and 10 squadrons of Corsairs were exploited by planners for purposes of providing coverage for the landings at Inchon.

General MacArthur was in charge of the speed and rhythm of military operations. He calculated the timings of every action and essentially determined the best speed for the lodgment of amphibious assault on Inchon.

Despite supply problems, UN forces took control of the tempo of operations in the course of landings and breakout. The landing of U.S. forces consisted of a significantly high operational tempo, with the 1st Marine Division advancing in a direct and rapid manner towards Seoul so as to ease the pressures from the Pusan defense perimeter.

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Defeat Mechanisms

  • Destroy

The war campaign was tailored towards destroying communists and preventing the spread of communism in the Republic of Korea. While North Koreans aimed at reunifying the two Koreas, and it had been difficult to achieve this goal using political means, they decided to resort to military means in order to gain a political edge. However, the U.S. came in to help South Koreans in order to destroy communists and prevent them from spreading their ideologists in the area.

During the initial stages, the U.S. commissioned MacArthur to assume the coordination of naval and air support for evacuations from South Korea. The 7th Fleet landed at Formosa to prevent war from occurring between communists and exiled Chinese Nationalists on mainland China. Task Force Smith, comprising of over 500 American soldiers that posted as sentries and clerks in Japan were assembled on June 29, 1950 for purposes of assisting the overwhelmed South Korean forces.

As South Koreans flew in panic, Task Force Smith confronted the communists and hastily destroyed them. Whereas North Koreans seemed to have won during the early stages of their invasion, General MacArthur had studied their weakness and quickly devised a plan on how to destroy the enemy (Kim, 1973).

  • Disintegrate:

MacArthur’s campaign targeted the NKPA for disintegration in order to provide him with choices in regards to the tactical employment of forces to support strategic objectives. The U.S. intended to prevent the spread of communism and to ensure that North Korean forces were pushed out of the friendly South Korea.

Thus, a successful operation was capable of poising the United Nations forces for exploitation of operational benefits and possible taking of the fight into North Korea. Accordingly, the forces worked towards disrupting the enemy’s command and control systems, destabilizing the enemy from conducting operations in order to cause the rapid collapse of the enemy’s capabilities or will to continue fighting.

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Direct and Indirect Approach

  • Approach used by General MacArthur in attacking the NKPA

MacArthur used the indirect approach, in which joint force capabilities and strengths were applied against the weakness of NKPA across the whole battle space to allow MacArthur’s team time for stabilizing the situation and finding a way for exploitation of their potential.  The first time MacArthur considered an amphibious landing in the rear area of the enemy was while he was standing on the south bank of Han River.

MacArthur was inclined towards an amphibious operation due to his successes in previous campaigns throughout the Pacific in World War II, which were based on the doctrine of applying Allied ground, naval and air strengths against the weak points of the enemy. There were high chances of amphibious operations in unsuspecting areas because the enemy could be kept off balance and this gave the Allies the opportunity to maintain the initiative.

  • Why he chooses the approach

According to MacArthur, reliance on strategic maneuver to overcome great odds from the enemy is the best approach to winning a battle. However, direct approach merely insinuates a frontal attack that can only result to a prolonged and costly campaign. The ability of MacArthur’s forces to operate at sea and in the air, where NKPA could not, was a vital element of success. By continuously leveraging dimensional advantages, MacArthur was able to fully utilize UN strengths and to slow the invasion of statistically superior forces which operated along ordinarily advantageous internal lines.

His previous application of amphibious landings in the Pacific against the Japanese had provided MacArthur with the requisite experience for decision making on an amphibious landing at Inchon, far at the rear of the enemy lines, with the aim of cutting off communication lines and quickly capturing Seoul (Ballard, 2001).

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  1. Operational Risks
Risk 1: UnpreparednessMitigation: U.S. forces recovered from their earlier unpreparedness due to the residual skills of the reserve forces.        
Risk 2: McArthur’s ROK forces were few, with limited transport available to hastily commit themMitigation: He expeditiously informed the JSC about the need to commit American power        
Risk 3: Necessity to secure the Pusan perimeterMitigation: Joint amphibious operations were adopted, through inter-service collaboration. The skillful use of the Army, the Air Force and the Fleet-Marine helped in the successful execution of Operation Chromite        
Risk 4: Scarcity and piecemeal arrival of trained and ready forcesMitigation: MacArthur made crucial determinations on the time, place and methods of Operation Chromite. As such, the fact that there were highly skilled amphibious specialists available was utilized to the advantage of the U.S. and her Allies.      
Risk 5: Limited range of operation and numbers of land-based close air support aircraftMitigation: McArthur’s strong visionary leadership enabled him to convince JSC that the risks were minimal and that the operation would succeed anyway. His confidence brought more stronger Allies to the equation.          

References

Ballard, J. R. (2001). Operation Chromite Counterattack at Inchon. NATIONAL DEFENSE UNIV WASHINGTON DC INST FOR NATIONAL STRATEGIC STUDIES.

Doughty, R. E. (nd). The Evolution of U.S. Army Tactical Doctrine, 1946-76. Leavenworth Papers No. 1. Ft. Leavenworth, KS: Combat Studies Institute, U.S. Army Command and General Staff College.

Heineman, J. A. (2001). The Operational Leadership of General Douglas McArthur in OPERATION CHROMITE. A paper submitted to the Faculty of the Naval War College in partial satisfaction of the requirements of the Department of Joint Military Operations.

Heinl, R. D. (1968). Victory at High Tide: The Inchon-Seoul Campaign. Lippincott.

Kim, C. K. (1973). The Korean War. Kwangmyong Publishing Company.

Kortegaard, B. L. (2005). Inchon–Operation Chromite.

Mamaux, D. H. (1987). Operation CHROMITE: operational art in a limited war. ARMY COMMAND AND GENERAL STAFF COLL FORT LEAVENWORTH KS SCHOOL OF ADVANCED MIL ITARY STUDIES.

Sweeney, E. D. (2000). The United Nations Landing at Inchon: Operation Chromite. NAVAL WAR COLL NEWPORT RI JOINT MILITARY OPERATIONS DEPT.

Totten, J. (1976). Operation Chromite: A Study of Generalship. Armor85, 33-38.

Woodhouse, D. B. (2011). Operational Lessons Learned in the Korean War. School of Advanced Military Studies.

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Project Plan Assignment Paper

Project Plan
Project Plan

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Project Plan

Project Summary

Project name: Reviving the nuclear power plants in Sumatra

Project start date: 08th April 2016

Project end date: 20th August 2016

Project goal: The goal of this project therefore aims at reviving and averting the dangers that the people in this region may face as a result of the destruction made on the Nuclear Power Plant and the risks that are also associated with the environment within this region.

Project location: Sumatra

Project need: Resolving the problems that may occur as a result of the damages that were experienced in the Sumatra Power Plant.

Project description: Considering the effects of the earthquake that left the city of Sumatra in loses, this project aims at developing the power plant that was damaged in this region.

Project budget: The estimated budget of this project is $800,000.

Success criteria: The project will be a success in the event that the funding’s required is gained and the factors that would cause a threat to the people living in this area and the environment itself are mitigated. Also essential is to get the power plant back to full operation.

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Project sponsor:                                        Tony Guwarty

Project manager:                                       Johnson Devuti

Project team:                                             Collins Scot– Financial Officer

                                                                  Henry Trump–Plants Supervisor

                                                                  Dorothy Fins– Risk Analyst

Introduction

Recently, a 9.1 magnitude earthquake hit the coast of Sumatra that was estimated to have occurred at a depth of 30km. According to sources, the fault zone is attributed as the main cause of the tsunami at roughly 1300km long, a factor that displaced the sea floor by meters. It is through this incidence that the nuclear power plants in Sumatra were damaged (Noue, Wijeyewickrema, Matsumoto, Miura, Gunaratna, Madurapperuma, & Sekiguchi, pp. 395-411.2007). It is reported that an estimated US $ 15 billion of property was damaged and close to 230,000 people reported dead

This project management plan therefore aims at resolving and averting the dangers that the people in this region may face as a result of the destruction made on the Nuclear Power Plant and the risks that are also associated with the environment within this region (Lapoint, & Haggard, pp. 73-85.2014). The plan therefore aims at restoring the power plant back into full functionality and establishing safe approaches that would mitigate such happenings within this area in the future.

Project Objectives

The objectives of this project remain in meeting the needs of the population who have over the past experienced disasters. The project also aims at adhering to the required standards in developing and reviving the Nuclear Power Plant including the time scales.

Project Scope

It is in this case essential to determine that the focus of this project management plan is in resolving the problems that may occur as a result of the damages that were experienced in the Sumatra Power Plant (Jovanović, Čolić, Dordević, & Mitić, pp. 69. 2012). The plan therefore aims at preventing damages that may be incurred in the future. The central objective lies in making the power plant fully functional including the development of safety approaches that prevent the reoccurrence of a similar incidence.

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Assumptions and Constraints

The primary assumptions of this project management plan lied in the projects funding that is assumed should come from the governments funding and international support that would be enough to fully complete the objective of this project (Zwikael, & Ahn, pp. 25-37.2011). Other minor assumptions include the availability of skilled manpower to complete the project process; another magnitude earthquake will soon follow and if the results turn out worse, the power plant owners would choose to close this plant and bury its operations.

The constraints of this project entail that escalation of the atomic reactor that would cause more damages to an uncontrolled proportion, the strong aftershocks, and the lack of skilled manpower to risk their lives in achieving the goals of this project (Klastorin, & Mitchell, pp. 68-80.2013).

Project Organization

A project manager will be selected to ensure that the sub-projects are managed with reports made to the corporate board of Sumatra Electric Power Company. The sub-projects with the project manager will therefore include:

  1. Ensuring that public relations with the governments and other agencies are conducted since this remains the crucial planning and execution approach.
  2. The handling of logistic and supply chain
  3. On-site mitigation
  4. The handling of the projects finances.

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Technical Processes

This project will therefore make use of an open method to try and develop the appropriate mitigation processes that may be essential after the process of evaluation that will be done by specialized teams of engineers and scientists (Allen, McLees, Richardson, & Waterford, pp. 1-15.2015). The fall-back approach will therefore make use of the experiences of other power plants to ensure that precautions are taken in a case where such disasters occur again.

The plan will ensure that a safety board is put in place that consists of international representatives from scientific agencies and from the government, who will design and develop appropriate mechanisms that would ensure this plan is fully functional in the prevention of human life and the environment.

Project Definition and Planning

Stakeholders Needs

To achieve the goals of this project, the plan will therefore ensure that the needs of the stakeholders are addressed in the manner below:

  1. Board of Directors-Will ensure that adequate support is provided in the development of this plant by also ensuring that the environment and the lives of the people are protected including the restructuring of a new approach in the reviving of the Nuclear Power Plant in Sumatra.
  2. Board of Directors –The board will ensure that proper modalities are developed with the aim of ensuring that this Nuclear Power Plant runs and supports the people within the vicinity.
  3. Sumatra Council-This council will ensure that developments are made within this power plant and the required supporting infrastructures are also developed for the people within this region. The board will equally ensure that the facility is safe from the destruction of human life even when earthquakes come and is also innovatively structured to meet the needs of the population.

Success Criteria

The success criteria for this project remains in meeting the criteria’s that have been developed that would see the success of the process of the project (Schmidt, 2009). Other success factors of the project include:

  1. Meeting the full standards of the project
  2. Completing the project within the stated time frame
  3. Receiving positive feedback from the community within this vicinity.

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Project Execution

Project Methodology

The project will be executed through the use of different approaches, with the Gantt chart planning tool utilized to control and report on the project (Lapoint, & Haggard, pp. 73-85.2014). The project will therefore be divided in 4 phases with each phase ending with the acceptance of the community. The projects director will therefore conduct an inspection of each of the projects phases within the first week upon receipt of the contract and a notification on this put in writing.

The Board of Directors will therefore have the mandate to inform the contractor about their joint decision in either accepting or rejecting the phases completed and also submit details on the areas that need to be improved within a period of not more than two days (Clements, pp. 345.2012). It is also essential to determine that the delays that will be experienced in completing the four phases of the project will be attributed to the contractor’s inefficiency to meet their targets and obligations within the projects time frame, a factor that would call for penalties.

  1. It is essential to note that in any case disputes arise within the project period; the Board will set up a panel of committee to review such disputes with the parties paying the costs.
  2. The community and the workers who will be working on this site will be provided with a health and safety training to ensure that they are secure in the plant.

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Project Governance

Project Structure

The project will be analyzed and structured as described in the Appendix1 with the project governance approach also implemented as detailed.

Risks and Risk Mitigation

During the process of the project, it is believed that there would be some risks associated during the process, a factor that requires the application of a risk mitigation process ad detailed in the Appendix 3.

Project Deliverables

  1. The projects deliverables will be determined as defined in the Appendix 4 that shows the work breakdown structure.
  2. It is anticipated that the project will commence on the 08th April 2016 and will be completed on the 20th August 2016 at a budget of $800,000.
  3. The contractor will therefore provide a warranty period of 5 years for the renovation.
  4. After the project period, the contractor will be expected to offer a 5 year agreement in monitoring the project after completion.

Commissioning Of the Project and its Conclusion

It is essential to determine that the Boards acceptance of the phases of the project may not be finally actualized considering the fact that this facility will also be utilized by the community, a factor that points of to the need of the communities approval of these phases.

The contractors will only down their tools when the Nuclear Power Plant is in a position to stand the calamities that may come in the near future with this tested on its ability to withstand force.

In this case, the Board will convene a meeting with the other bodies to make final conclusions on the tested facility and approve the project to validate the payment of the contractor.

The Client is the sole determining party of the outcome of the testing stage, notwithstanding the fact that the members of the commissioning team will include representatives of the contractor.

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Recommendations

In order to properly ensure that the project fully utilizes its functions and achieves success, it is essential that certain factors are considered:

  1. It is essential to ensure that the contractors understand the need of developing the Nuclear Plant into a stable facility that can stand calamities such as earthquakes and tsunamis.
  2. The central focus of the contractors should be in developing modalities that ensure the lives of the people and the environment are protected when such incidences occur again.
  3. Considering the fact that the community has in the past used this facility as their sources of power, it is essential that their trust is won again, a factor that will strengthen business ties in the future.
  4. Contractors should also be mindful of the fact that the use of noisy machines should be planned or incorporate the use of silencers.

Reflective Statement

It is essential to determine that the current world has been frequently faced by a lot of calamities that claim the lives of very many people in the society. Earthquakes are the trembling movements that crust the surface of the earth. These movements come with vibrations that pass through the earth in the form of waves; a factor that caused several loses within in an area (Noue, Wijeyewickrema, Matsumoto, Miura, Gunaratna, Madurapperuma, & Sekiguchi, pp. 395-411.2007).

Some regions experience tsunamis that occur as a result of the violent underwater forces that travel as tidal waves. This therefore determined the reason for the choice of this topic since many countries have over time been heavily affected by these calamities that destroy property and consume the lives of a people.

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In developing this project plan, I have determined the fact that the implementation part of this project may take quite a long time in completing. However upon going through the concepts of this study, I have identified the fact that the initiation stages and the planning phases of a project may require bit of time since this is what determined the success of a project (Parker, Parsons, & Isharyanto, pp. 552-573. 2015).

Through the projects phases, I have discovered that the element of teamwork plays a significant role especially when incorporated with communication approaches. This therefore points out to the need of the planning committee to consider these elements since this enables the objectives of the project to be achieved.

On the other hand, I have also received the relevant skills requires in developing the Gantt chart and in ensuring that the time frame is appropriately calculated (Heravi, Coffey, & Trigunarsyah, pp. 985-997. 2015). This skill will enable me to effectively plan projects in the future. However, it is also essential to note that there were some challenges that I experienced in the process especially in developing some of the charts with specifity on the Gantt chart. This therefore required an application of the project management tools.

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References

Allen, M, McLees, J, Richardson, C, & Waterford, D 2015, ‘Project Planning and Best Practices‘, Journal Of Information Technology & Economic Development, 6, 1, pp. 1-15, Business Source Complete, EBSCOhost, viewed 6 December 2015.

Clements, G. 2012 Effective Project Management. 5th ed. Canada: Cengage Learning International.pp. 345

Heravi, A, Coffey, V, & Trigunarsyah, B 2015, ‘Evaluating the level of stakeholder involvement during the project planning processes of building projects‘, International Journal Of Project Management, 33, 5, pp. 985-997, Business Source Complete, EBSCOhost, viewed 6 December 2015.

Jovanović, P, Čolić, V, Dordević, V, & Mitić, A 2012, ‘Implementation of Project Management in Managing Organizational Projects’, Management (1820-0222), 64, pp. 69-76, Business Source Complete, EBSCOhost, viewed 6 December 2015

Klastorin, T, & Mitchell, G 2013, ‘Optimal project planning under the threat of a disruptive event’, IIE Transactions, 45, 1, pp. 68-80, Business Source Complete, EBSCOhost, viewed 6 December 2015.

Lapoint, P, & Haggard, C 2014, ‘Design Prototypes Inc. Project Management (B): Planning The Alpha C306 Project’, Journal Of The International Academy For Case Studies, 20, 3, pp. 73-85, Business Source Complete, EBSCOhost, viewed 6 December 2015.

Noue, S, Wijeyewickrema, A, Matsumoto, H, Miura, H, Gunaratna, P, Madurapperuma, M, & Sekiguchi, T 2007, ‘Field Survey of Tsunami Effects in Sri Lanka due to the Sumatra-Andaman Earthquake of December 26, 2004’, Pure & Applied Geophysics, 164, 2/3, pp. 395-411, Academic Search Premier, EBSCOhost, viewed 6 December 2015.

Parker, D, Parsons, N, & Isharyanto, F 2015, ‘Inclusion of strategic management theories to project management’, International Journal Of Managing Projects In Business, 8, 3, pp. 552-573, Business Source Complete, EBSCOhost, viewed 6 December 2015.

Schmidt, T 2009, Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, Hoboken, N.J.: Wiley, eBook Collection (EBSCOhost), EBSCOhost, viewed 6 December 2015. Zwikael, O, & Ahn, M 2011, ‘The Effectiveness of Risk Management: An Analysis of Project Risk Planning Across Industries and Countries’, Risk Analysis: An International Journal, 31, 1, pp. 25-37, Business Source Complete, EBSCOhost, viewed 6 December 2015.

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Course Reflective Reports

Course Reflective Reports
Course Reflective Reports

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Course Reflective Reports

The course was very intuitive. The fact that it gave me, the student, the knowledge on various financial matters, helped me be much equipped for the profession I had chosen to take up. I have learned a lot of things. The concepts, theories, definitions, explanations and mathematical calculations have made me feel more at ease dealing with matters finance than I did before.

Essentially, the course has given me the confidence I need to be the professional I chose to become. The market in the modern business world is challenging and very dynamic. As such, organizations nowadays tend to look for a professional well versed in their areas of the profession. Also, to that organizations are looking for practical professional who can use their skills in respect to the particular real world scenario they find themselves in.

In the profession I chose, the concept learned in the course would be if great help. For instance, the financial statements that were part of the learning process are very significant in the financial world. The significance comes in the need for a professional to master the structure of the financial statements. Not only in understanding the structuring and the process of coming up with a financial stamen but also the importance of analyzing such statements and coming up with a given conclusion and financial recommendations that may affect the given account being analyzed.

The financial statements that are of most importance include the balance sheet, profit and loss statement and cash flow statements (Ormiston et al., 2013). However, the major financial statements that I gave much focus to during the learning period for the particular course are the balance sheet, income statements and statements of cash flows.

Course Reflective Reports

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However, the learning process made me think a lot about the significance of the specific financial concepts that I learned of. The profession that I chose dictates that I master most of the concepts in a possible way. Using the understanding of these concepts in real life scenarios in a business environment to make the best of the situation. As such, the course helped me have quite an understanding of the core concepts.

Essentially, I have been able to relate each concept to others regarding how they complement each other in a given financial situation. I have also been able to relate the financial concept of any organization to match its current business operation (Brigham et al., 2013). This entails different concepts about financial management that are at the core of the courses objectives.

In conclusion, the course was very much beneficial to me. As a student taking this particular course. I stood at a big advantage of gaining knowledge that would never have been gotten from learning any other course. The assessments of the course ensured that we were getting something in a content and conceptual basis. Most of the objectives of the course were achieved. That is regarding me.

Course Reflective Reports

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However, from the discussions with other students. I realized that the other students were also significantly impacted by the course. Regarding the skills, various students acquired by training and practicing on case studies on the course content helped a lot. Furthermore, the content learned formed a basic understanding of the financial framework that is found in most organizations in the world. However, there is still much to be covered to ensure that the content is made use of consistently.

References

Brigham, E., & Ehrhardt, M. (2013). Financial management: theory & practice. Cengage Learning.

Ormiston, A., & Fraser, L. M. (2013). Understanding financial statements. Pearson Education.

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Methodological Triangulation in Qualitative Studies

Methodological Triangulation
Methodological Triangulation

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Methodological Triangulation

Introduction

Human interaction regarding family is somewhat complicated owing to the host of attributes that influence the person’s motives toward the other and the characteristics and effects of communication as the formulation of meaning between two or more individuals. This paper delineates two schools of thought, theoretical and practical, which highlight the significance of methodological triangulation in studying communication.

While the theoretical argument stipulates the modes of logic, inquiry, and explanation employed in research, the practical argument postulates the association between concept, technique and, and the purpose of investigation and validates how methodological triangulation incorporates alternative views on communication occurrences (Wood, 2005). In this paper, methodological triangulation is discussed.

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Triangulation: Determining the Reliability of Qualitative Studies

Accuracy, in a qualitative study, submits to whether the outcomes of a study are probable and reliable- probable in the sense that study outcomes represent the circumstances and reliable within the meaning that evidence underpins the study findings (Wood, 2005).  Triangulation is an approach employed by qualitative scholars to evaluate and determine validity in their results by assessing a research question from various angles.

However, there has been a common misconception that the aim of triangulation is to realize accuracy from different sources of data. The truth is that inconsistencies are conceivable based on the comparative strength of divergent approaches.  In Patton’s perspective, these discrepancies should be seen as diluting the evidence, but rather as an opportunity to unravel the underlying rationale in the data. 

Methodological Triangulation

Methodological triangulation entails the use of various qualitative and qualitative approaches to studying the program. For instance, outcomes from questionnaires, focus groups, and interviews could be evaluated to determine similarities of results.  The reliability of the data can only be evident when results from each approach are similar. For instance, suppose a scholar is piloting a case study of a welfare-to-work participant to examine the transformations in his life for taking part in the program for more than 12 months. 

The scholar would be required to use interviews, observations, analysis or any other practical approach to evaluating the changes (Thurmond, 2001). The researcher can also assess respondents, their family members and event workers for the quantitative approach. If the outcomes from all of the procedures draw the same or comparable results, then validity has been determined.

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Advantages of methodological triangulation

Methodological triangulation increases confidence, create innovative approaches of comprehending a given phenomenon, demonstrate distinct findings, difficulties or integrate theories and provide a clearer recognition of the issues. All these benefits are a result of diversity as well as the quantity of information that may be used in the analysis. For instance, methodological triangulation has been used to get the detailed opinion of family needs in critical care (Thurmond, 2001).

Using questionnaires and interviews, participants can use such sessions as therapies while non-participants may communicate their disappointments on the questionnaires. Therefore, interviews and questionnaires enhance the depth of findings, which could be impossible through a single method, thus increases not only validity but also the utility of results.

Disadvantages

Methodological triangulation may be time-consuming. Gathering information requires planning and resource organization something that may not be available to researchers. Also, it can lead to disharmony of researcher’s bias and conflict due to theoretical framework inadequate understanding of the importance of methodological triangulation.

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Conclusion

By and large, methodological triangulation is an important strategy in the qualitative study; however it is necessary to weigh the benefits and challenges before using it. If a researcher integrates triangulation in a study, some triangulations may be applied; environmental, methodological, data and theory. Methodological triangulation may be employed to maximize the investigator’s comprehension of the problem while increasing confidence in results of qualitative research.

References

Thurmond, V.A. (2001) The Point of Triangulation. The Journal of Nursing Scholarship. 33 (3): 253-8

Wood, J. T. (2005). Communication Mosaics: an Introduction to the Field of Communication. Belmont, CA: Thomson.

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Fun Home Review: Literature & Language

Fun Home Review
Fun Home Review

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Fun Home Review: Literature & Language

INSTRUCTIONS:

Include discussion of the following in your essay:

1. Discuss the writing of the Fun Home show: book, music, and lyrics. How do they work together to tell this story?

2. Discuss the structure of the show. What kind of musical is this: musical comedy, neo musical comedy, musical play, or concept musical?

3. Discuss the performances. Which actors stood out to you and why?

4. Discuss the design of the show: set, costumes, and lights. Did they help enhance the theme of the show?

5. What main theme or idea did you come away with after watching the show?

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Field Report Assignment Paper

Field Report
Field Report

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Field Report

                                Industrial Technology Research Institute focuses on development and upgrading tin innovations. The primary prerequisite for the success of a technological research institute is to promote inventions and provide market now and in the future. Effective implementation of technology in the industry requires the consideration of the actual context of industrial development so as to apply correct strategy at the right time (ITRI 2015).

Most of the minerals are found in enclaves that are geographically far from the local communities. The situation poses the main challenge for the institute which has been strategic in involving the neighboring communities to improve the process of data collection. Also, informal mining sectors, lack of transparency and accountability among stakeholders, diverse social and political structures are some of the other challenges faced by the institute.

                                Some establishments mine the mineral illegally and use the minerals to fund criminal activities or exploit manufacturers especially if the supply of the minerals is low. When there are informal mining sectors, it becomes hard to set market equilibrium prices for the manufacturers. In the end, most production processes become costly. The Institute liaises with the local government to control mining activities and implement actions for control.

Involvement of local communities has also been strategic in solving the predicament. Transparency from government officials, especially in African nations, makes implementation of the solution hard though the institute sends a representative in the affected countries to control the processes. 

Field Report

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                                Data collection is one of the major problems faced by the institute. Roads and infrastructure in more of the countries are poor making it difficult to collect research data. When there are difficulties in data collection, it delays the processing of information which can hamper advancements in most of the areas. To curb the problem, the Institute uses the local communities as ambassadors for data collection and dissemination.

Involving the community helps in getting first-hand information as well as improving the livelihood of the society through the income generated from data collection. Though it is hard to get proper data transfer equipment due to network connectivity, the strategy has been essential in establishing a good relationship between the institutes and local communities. The institute has been able to secure competitive market for its miners.

                               There is difficulty in integrating the different social and political environments in the different countries the Institute operates. Different countries have different cultural practices and political needs. The law governing countries differ regarding regulations for mining. The situation poses a challenge to the Institute as it tries to bridge the market gap and the social needs.

Field Report

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Through capacity building programs, the Institute has established relationships with authorities and locals in a bid to stabilize the mining operations. Though there have been misunderstandings between some governments and the Institute, the training programs have been efficient in bridging the gap between the different party’s needs.

                               Another problem faced by the institute is the gap between technological developments. There is a need for the Institute to keep pace with the growing experience and sophistication of technology that is possessed by the industries. Technology is not the only recipe needed by manufacturers to make products. Manufacturers require the technology as quickly as it gets invented or improvised to meet the market demands of the already competitive industry.

                               The Institute puts in place strategies to make the technology received by users through the use of digital and information technology. However, some of the technology are heavy and requires training for use. To speed up dissemination of technology, the institute employs a strategy of manufacturer’s participation in research and development.

Since manufacturers are involved in research and development, the main focus becomes improvement of technology production. To make the strategy more practical and relevant, the institute should support quality control and testing work. The strategy lacks the integration of international alliances which would have been helpful in acquiring advanced technology faster.

Field Report

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                  Though many challenges have loomed the Industrial Technology Research Institute, its team of experts has been strategic in ensuring the institute can meet to the demands of both manufacturers and the consumers. The tin market is an emerging industry that is yet to stabilize in prices, supply, and demand capacities. Involvement of local communities helps in identification of mines and provision of data needed for the formulation of proper extraction techniques.

                                Against all the challenges, the Institute has been able to provide reliable and accessible market for the miners, stabilize tin mining technology and offer extensive capacity building programs for the miners and local communities. Additionally, the institute has been able to reduce fraud in the mines and developed laws that govern mining process so that revenue generated is not used to fund illegal activities. The institute is still coming up with ways to promote tin innovations.

References

Andrew Cooper, 2015. ITRI Tin Supply Chain Initiative: Contributing to minerals traceability and due diligence in Central Africa.

Industrial Technology Research Institute (2014). ITRI Today. Retrieved from file:///C:/Users/hp/Downloads/ITRITODAY_79.pdf

CPC Corporation (2015). Research and development policies. Retrieved from http://en.cpc.com.tw/csr_content.aspx?ID=9

Jian Chen (2016). The evolution of public industry R&D Institute: The case of ITRI. Retrieved from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2705211

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English Assignment Paper

English Assignment
English Assignment

English Assignment

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As a teacher, I am a learner and always learning. Teaching enables me to continuously learn and broaden my ideas and change the mind on the various subjects. My aim is to teach but I always learn even from the learning styles of the students. I am open to suggestions and what I learn today helps me pass tomorrow. I am passionate, flexible, creative and caring to my students (Echevarria & Graves 2010). When it comes to the teaching style, visual learning helps my students who have the preference for things they observe and the use of charts and highlighting color codes helps them understand key points better. The use of flashcards drawing cartoons helps these students and can acquire ideas faster.

From my Multiple Intelligence Quiz, I am not good at performing logical or mathematical tests and cannot do calculations well. I can relate with other people but not fully. When it comes to me I can handle myself well and am fairly better when it comes to music. In visual and spatial intelligence, I can read pictures well and interpret them clearly (Echevarria & Graves 2010). Am not so good in nature but I have a good body language despite that am not good in speech and linguistics. I am not surprised by the results because it is a true reflection of me, however, I am always perfect in relating with other people.

English Assignment

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Knowing the cultural characteristics of my ELL population helps in ensuring that all students learn and understand. Ways are there on bringing the content of education through art by using it as a starting point when discussing different cultural traditions. Students form a great resource in music and they can describe political events in different regions (Echevarria & Graves 2010). Culture kits are important because they contain some themes and items that can allow for sharing of culture. Students can also connect to what they are learning through literature, folktales and stories from diversified cultures.

References

Echevarria, J., & Graves, A. (2010). Sheltered content instruction: Teaching English language learners with diverse abilities. Boston: Allyn and Bacon.

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Critical experiments Essay Paper

Critical experiments
Critical experiments

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Critical experiments

Model one: Women are more eager for love. Generally speaking, women appear to be more eager for love in many films, novels and stories. They suddenly fall in love with someone after the first meet.

Model two: Men are the support of the families, so they spend more time on studying and working than searching for love. Men regard to career or job as the most crucial thing after graduation. They need to make money and support their family, so they have to work hard before getting married.

Model three: Women like children, so they want to have their children after marriage. (They want to become a mother.) Usually, women are playing the role of taking care of children in most families since they are merciful.

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Critical experiments

Experiment 1: After graduation, women prefer to get married to men who are older.

Dependent variable: Older men. For a marriage to take place, the man must be older than the woman.

Independent variable: Marriage. Marriage has to take place after graduation.

Outcome: 1. Women are sensitive to the age of since they are considered to age more than men. A woman wants to look younger than the man hence will look for a man that is older to get married to.

2. Since women want to get married after graduation more than their male counterparts, they have to seek older men, or they will wait for long before getting married.

Implications: 3. Men have less to worry about in the sense of marriage like giving birth and taking care of children is mostly left to women. Men are just supposed to provide financially and are therefore not eager to get married before they get stable income.

4. Men have more responsibility to take care for and mostly prefer younger women. Since they have to marry women that have already graduated, they have first to concentrate on their job as they wait for the younger women to graduate.

The experiment supports model two.

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Critical experiments

Experiment 2: Marriage does not require a person to be financially stable.

Dependent variable: Marriage

Independent variable: Financial stability

To make the variables work, men and women must be eager for marriage after graduation.

Implications: 1. Women will fall in love with a man even if he doesn’t have money since they just want to be loved hence they can get married without being financially stable.

 2. There are a lot of responsibilities that arise after marriage and men are the ones looked upon. Though there is love, a man has to consider having finances before marriage.

2. Children are part of the family and to bring out children requires finances. It is, therefore, impeccable that financial stability is established before getting married.

The experiment supports model one.    

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Critical experiments

Experiment 3: Men and Women get married to get children

Dependent variable: Children

Independent variable: Marriage

Outcomes: 1. Love and financial stability do not have to exist for children to be born. A man and a woman can just get married and have children.

2. There are expenses that must be incurred for the pregnancy and the whole process of giving birth.

The experiment supports model three.

Work cited

March and Lave, 1993. An introduction to models in the social sciences.

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