Effect of the Swine flu pandemic on the tourist industry in the US and Research Paper

Effect of the Swine flu pandemic on the tourist industry in the US and Europe - Research Paper Example Theoretical Framework The theoretical perspective used in this study is the vulnerability of the marketability of the tourism industry to abrupt alterations in market views. Natural or human-made acts can change the marketability, appeal, and popularity of the most well-known tourism destinations drastically (Beirman, 2003). Occurrences, such as pandemics, which harm the potential of a destination, may lead to significant economic disorder. For individuals, this event may lead to poverty and job loss (Page, 2011). Nevertheless, a small number of travelers/tourists will take into account these repercussions in their destination preferences. Their major concern is to visit a tourism destination gratifying their personal aspirations with the least obstacles or risks to their health and security. Research Questions The primary research question of this study is: what is the effect of the swine flu pandemic on the tourism industry of the United States and Europe? In answering this researc h question, the number of visitor arrivals in tourisms destinations in the U.S. and Europe before, during, and after the swine flu pandemic will be considered.

Analysis of J.M Barrie's novel Peter Pan Research Paper

Analysis of J.M Barrie's novel Peter Pan - Research Paper Example Peter-Pan to all of us represents a boy who simply refuses to grow-up thereby causing him to face dire consequences. In fact, there is a little â€Å"Peter-Pan â€Å"inside of adults which can easily relate to the challenges faced by the protagonist. It is for this reason that the story itself can be analyzed using a psychological approach in relation with â€Å"Peter Pan Syndrome†. Although this syndrome is not yet recognized as a personality disorder or a psychological problem, a professor of of the Department of Personality, Evaluation and Psychological Treatment of the University of Granada and an expert in emotional disorders- Humbelina Robles Ortega argues that there is a probability that parents who are overprotective of their children can produce this syndrome in their children ( ScienceDaily, 2007). Ortega characterized the disorder by: â€Å" inability of individuals to take on responsibilities, to commit themselves or to keep promises, excessive care about the way they look and personal well-being and their lack of self-confidence, even though they don’t seem to show it and actually come across as exactly the opposite† ( Science Daily, 2007). It can be inferred then from the given symptoms that person who has these characteristics are immature since they haven’t developed the emotional stability to discipline themselves. In view of this, the paper analyzes the elements of the famous fairytale by J.M. Barrie which uses conflicting concepts such as aging and youthfulness, enchantment and reality, as well as the eternal struggle between good and evil to present the theme of immaturity. In the story Peter Pan, Peter is granted eternal youth as he resides in Neverland. He is given this ability by â€Å"forgetting his adventures and what he learns about the real world†. Peter may not be able to age physically while living in Neverland but the time of his existence still lingers on. He still has yet to lose his baby

Summary of the Lesson Essay Example for Free

Summary of the Lesson Essay Introduction Class 2a is a mixed year group, with 13, more able, year one pupils and 16, less able, year two pupils. The differentiation by the classroom teacher tends to centre around ability grouping with a total of four grouped sets, two for each year group within the class. The lesson to be described took place on Wednesday 22 October by which time the class had been together for just six weeks. I had received a total of eight hours contact time with the children prior to the implementation of the lesson. The class dynamics were such that the majority of year two pupils appeared less focused and more disruptive than the children from year one, who generally, exhibited better levels of concentration. Summary of the Lesson The lesson was to be on forces and movement, for reasons to be explained following this summary the activity was to involve children experimenting with a variety of artificial surfaces that were to be placed on a board and raised by means of wooden blocks. A toy car was then to be placed on the ramp and the number of blocks noted down when the toy car rolled down the ramp to the bottom. The lesson was to begin with a discussion in which children were encouraged to inform me of their previous experience of using ramps as well as their own experience outside of school, riding a bike or other vehicle down a hill. Questions about riding bikes, skateboards etc on grass or on roads were also raised. Some different material was then to be introduced and passed around for the children to touch and comment on. The proposed surfaces included sandpaper, underlay (which was to be used upside down), woollen carpet, corrugated cardboard and bubble-wrap. A question about how builders decide what to make the road with was put to children who were there guided towards the word testing. Children were then told that we were to find out the best surfaces with which to build a new road, but we were only allowed to use the materials they had just been shown. The children were then to propose which surface might suit our needs best (predict) before been guided towards proposing an investigation. At the end of the lesson the children were to feedback their results (one response in particular was very interesting, details to follow) and to say if and why their predictions differed form their findings. Rationale Areas to be addressed when planning a Science Lesson. Having agreed to teach the whole class a science lesson it was then suggested that any activity I do, should link to the current topic of Forces and movement. Planning began by looking at the existing medium term planning. Appendix ii. In addition to the existing planning, the structure of the lesson was also guided by theories of child development. Learning theory Wittrocks view of learning as discussed in Learning in Science by Osborn and Freyberg (1985) proposes that to learn with understanding learners must themselves actively construct, or generate, meaning from sensory input While Piaget, as discussed in Gill Nicholls book, Learning to Teach observed that children learn faster when they co-operate with others; this co-operation develops and improves their formal thinking (page 41) On the basis of Wittrocks views I wanted the children of class 2A to perform an investigation for themselves, with as little adult intervention as possible. It was important that I accommodated Piagets observation, ensuring that the children work in groups to generate elements of co-operative working. This in turn raised additional issues of inclusion, which I will address later. Questioning The importance of teacher and pupils asking questions became increasingly obvious the teacher must accept all answers and questions as valuable and treat them seriously. Therefore a conscious effort was made to incorporate different types of questions to aid understanding and in turn to encourage children to raise their own questions. Childrens questions are important to their learning because it is often through asking questions that they make the link between one experience and another Making Progress in Primary Science, Harlen et al, RoutledgeFalmer, London (2003) Page 28 I planned to ask closed questions for the less able pupils (appendix ii) Which surface did our investigation show to be the best surface? How many blocks did we use before the car started to move when we used the sandpaper? Through to questions that require a greater level of thinking: Can you tell me why the results differed between groups even though we used the same types of cars? Knowledge, Skills and Understanding The National Curriculum specifies that in addition to being taught about scientific knowledge and understanding they should also be taught how to use the process skills that are important to scientific investigation. Not only are these skills useful in the context of a scientific investigation the skills can also be important in other subjects in the National Curriculum, history being the most obvious. In addition to this the development of scientific skills are needed for making sense of new experiences in the future and for learning throughout life. Teaching of science in primary schools, Harlen, W, Page 56 These process skills include: observing (using senses to collect evidence, quantifying) raising questions (asking questions that can be scientifically investigated) hypothesising (offering possible reasons) predicting (using knowledge or available evidence to predict a likely outcome) interpreting (draw a conclusion based on evidence generated) communicating (presenting results, discussing conclusion) adapted from Teaching of science in primary schools, Harlen, W, Page 18 The National Curriculum recognises the skills required in science. SC1, Scientific Enquiry, page 78, lists the skills that children should have developed by the end of year 2. They evaluate evidence and consider whether tests or comparisons are fair. The concept of a fair test was an area that I planned to highlight during the period of the lesson when the children would be guided towards suggesting an investigation. (appendix ii) Children to be asked about where to place the car? Why do we place the car in the same place each time? Summary of Rationale The elements of a lesson that a trainee teacher, as well as a qualified teacher, must consider while planning a lesson are numerous. During this initial discussion I have touched on a number of them including child development, teacher questioning, pupil questioning and development of process skills. These four elements influenced the planning of the lesson more than any others. However the area that facilitates inclusive teaching also has very important implications on many areas of teaching, organisations and childrens learning including: presentation (techniques can be more attractive to some learners than others) grouping (mixed sex sets, mixed abilities, risk of children dominating) differentiation (providing for the various ability levels) recording methods (how are children to record the findings) It is this area and its influence on planning that I will now explore. Learning styles and the presentation of the lesson. The range of teaching methods employed will have different appeals to the different type of learning, these being: Visual (written word, pictures, videos, wall charts) Auditory (spoken word, discussion) Kinesthetic (movement, hands on activity, role play, drama) Adapted from Shaw Hawes, Effective teaching and learning in the primary classroom (page 53) While all children and adult are capable of learning through anyone of these senses many find that they have a preference. The nature of scientific enquiry will tend to be one of a practical activity. Consequently there is a danger of excluding 50% of the classroom, as research has shown that boys tend to prefer this type of learning: boys generally prefer to engage in noisy, physical competitive games that involve them in manipulating or throwing objects. In contrast, girl generally prefer quieter and more cooperative activities, often involving role-play and verbal interaction. Shaw Hawes, Effective teaching and learning in the primary classroom (page 65) In order not to disassociate the children that dont learn in a manipulative, kinesthetic, activity, I decided to build in a co-operative element within the activity. As discussed in the lesson plan, part one (see appendix ii); children will be required to pass the duties around the whole of the group. This also meant that children were always participating or about to participate in the activity, the effect of this was to ensure that all the children stayed on task throughout the investigation. Grouping Children were to be grouped in their registration sets. This provided each of the four groups with mixed sex groups. As a consequence the children were then with other children from the same age group, preventing the possibility that the older children with pourer concentration did not take over the activity, allowing the year one pupils to work at their own pace. Allowing me to differentiate my questioning during the activity. Recording Methods Two work sheets were devised allowing for differentiation in task, with more able pupils being required to write a little more and select their own material to investigate. At the teachers recommendations the additional worksheet and the requirement of children to select their own surfaces to investigate were omitted. It was suggested that this would only confuse the children. Instead I was asked to be more prescriptive. I believe my original lesson showed a higher level of expectation and was uneasy with the changes to be made. However, I felt it better to respect the class teachers experience and follow her recommendations, not least because I had only been with the class for a short period and did not know them very well. Assessment of Childrens Learning The children successfully identified and applied the principles of fair test (appendix i) the assessment of this was done during the lesson through questioning, observation and listening. They discussed their finding both immediately after the activity and also the following morning, during an oral mental starter in numeracy. Using the table of results to help understanding ordinal value. Fair test was again raised and more children offered answers than on the previous day. The children made their own predictions using both the sense of touch and sight. Through discussions during the lesson and in the plenary I was able to question the children about their predictions and whether or not the evidence would support their view or cause them to change their mind. (see appendices for observation notes of children questioned). During the plenary the children identified the winner of the test. Many of the children identified why the sand paper was the more appropriate of the surfaces to use, some of the children describing the surface as smooth which initially confused me but in the context of the other surfaces used seemed acceptable for key stage one. for opportunities for assessment have to be seized as part of the normal everyday teaching process, rendering assessment as close as possible to a natural teaching situation. A guide to teaching practice, Cohen, Manion and Morrison (2003) Assessment for assessments sack however is not acceptable. Findings should be fed back into the planning process. For example if assessment shows that children do not understand a small concept or continue to hold misconceptions then there is little or no reason for moving the learning on. Planning needs to provide both feedback and feedforward, showing what children have achieved and how this will enable them to move on. Jones D, (2000) Where am I going?: planning and assessing progress in literacy. In Fisher and Williams (Eds.) Unlocking Literacy, a guide for teachers, David Fulton (page 95). Conclusion Timing Had I followed my planning and allowed the children to use elastic bands to add an extra dimension to the lesson, the effect would have been to double the activity time. The guidance of the class teachers saved me from running over time. Timing is an area that I must develop. Initially by drawing further on the experience of qualified teachers and eventually through trial and error. Questioning, scaffolding learning Children provided the ideas for the investigation. Although I deliberately gave them all the clues, such as talking about ramps, showing them surfaces and giving them a context in which they were to work. Use of language in creating misconceptions Scientific language carries specific meaning. Children will often have experience of words outside of their scientific meaning. For example; That isnt a plant. Its a weed! Self Assessment Even after careful planning of questions, I found myself using language that children would be unlikely to understand. This is an area that I struggled with and must work on. The classroom teacher also pointed this out to me as an area that I will develop in time. It is important that I level my questioning and phrasing appropriately to the children I am to teach if I am not to lose their interest. While the class teacher agreed with many of my observations and assessments of her class, the subjective nature of this type of assessment did not sit comfortably with me. This again is an area I must develop my confidence in. The structured nature of the task led to a positive learning environment. All the children took part in the activity and the majority of the class answered questions through out the session. The children worked co-operatively and showed an understanding an ability to apply the principle of fair test. Bibliography Harlen W, Macro C, Reed K and Schilling M, (2003), Making Progress in Primary Science, RoutledgeFalmer. Harlen, W, (2003) The teaching of science in Primary Schools, David Fulton Cohen L, Manion L, Morrison K,(2002), A Guide To Teaching Practice, RoutledgeFalmer Osborne R, Freyberg P, (1989), Learning in Science, The implications of childrens science, Heinemann Education National Curriculum, (1999), Dfes Nicholls G, Learning To Teach, (1999), A handbook for primary and secondary school teachers, Kogan Page Dean, Joan, (2000) Improving Childrens Learning, Effective teaching in the primary school, Routledge Edited by Craft A, (1996) Primary Education, assessing and planning learning, Open University Shaw S and Hawes T, (1998), Effective teaching and learning in the primary classroom, The Services Limited. Jones D, (2000) Where am I going?: planning and assessing progress in literacy. In Fisher and Williams (Eds.) Unlocking Literacy, a guide for teachers, David Fulton (page 95).

Driver For Change In Bbc Resources Management Essay

Driver For Change In Bbc Resources Management Essay Evaluate the importance of business processes in delivering outcomes based upon business goals and objectives P1.1 Describe the structure and culture of an organisation and evaluate the inter-relationships between the different processes and functions of an organisation P1.2 Identify the mission, aims and objectives of an organisation and analyse the effect of these on the structure and culture of the organisation. P1.3 Define the methodology to be used to map processes to the organisations objectives and functions and evaluate the output of the process and analyse quality gateways Learning Outcome 2: Develop plans for their areas of responsibility and implement operational plans P2.1 Develop plans which promote goals and objectives for own area of responsibility and ensure plans are consistent with legal, regulatory and ethical requirements P2.2 Use objectives which are specific, measurable, achievable, realistic and time-based to align people and other resources in an effective and efficient way. P2.3 Prepare and agree implementation plans which translate strategic targets into practical efficient and effective actions. P2.4 Manage work activities to prevent ineffective and inefficient deviations from the operational plan through effective monitoring and control P2.5 Implement appropriate systems to achieve objectives and goals of the plan in the most effective and efficient way, on time and to budget and to meet organisational standards of quality. Learning Outcome 3: Design and monitor appropriate systems to ensure quality of product and services P3.1 Define the resources, tools and systems required to support the business process. P3.2 Define and implement quality audit systems/practice to manage and monitor quality to standards specified by the organisation and process operated. P3.3 Embed a quality culture to ensure continuous monitoring and development of the process. Learning Outcome 4: Manage health and safety in the workplace. P4.1 Carry out risk assessments as required by legislation, regulation and organisational requirements and ensure appropriate action is taken. P4.2 Identify health and safety regulations and legislation applicable in specific work situations and ensure these are correctly and effectively applied P4.3 Systematically review organisational health and safety policies and procedures in order to ensure they are effective and that they comply with the appropriate legislation and regulations P4.4 Ensure practical application of health and safety policies and procedures in the workplace. Learning Outcome 5: Improve organisational performance. P5.1 Monitor systems and work activities and identifyproblems and opportunities for improvement P5.2 Recommend improvements which align with the organisations objectives and goals and which result in a reduction in the variation between what customers and other stakeholders want and what products, processes and services deliver. P5.3 Identify the wider implications of proposed changes within the organisation P5.4 Plan, implement and evaluate changes within an organisation Please go through the case below and attempt tasks in the assignment. DRIVER for change in BBC resources Background. London Operations, part BBC Resources Ltd, provides studio, outside broadcast and post production facilities to customers both within and outside the BBC. It was hemorrhaging money at the rate of over  £ 7 million (c. $ 10 million) a year. It was overstaffed and locked into inefficient, outmoded work practices. Under Producers Choice, it was being increasingly ignored by BBC program makers who were going outside the corporation to obtain better terms for production facilities. Under political pressure, the Corporation was so concerned that it was considering selling off all or part of BBC Resources. The companys management required insight and plans to determine whether Resources Ltd could become competitive, and how it could rapidly implement the changes needed to transform the business from its current loss-making situation . Resources management carried out a program of improvement that began with a review of the London Operations to assess current performance, recomended the necessary steps to achieve profitability and to plan and implement the changes. A rigorous analysis of key drivers and levers for cost and performance was carried out. Core processess were identified and mapped and an approach to improvement was adopted, bringing together changes in people, technology and processes. Delivery and Support processes were appraised and simplified, current rules and assumptions governing these processess were challenged and opportunities for radical re-engineering highlighted. The review suggested ways in which the situation could be completly turned around. Resources management used these finidngs to support its case that the facilities should be kept in public ownership, and began a program of implementation of its recomendations to make the operations viable. The approach The approach taken was based around the DRIVER methodology The review suggested a number of improvements, for example reduced process waste, more efficient staffing, supplier rationalisation, improved seasonal management of facilities and customer billing accuracy. The recomendations were supported by rigorous benchmarking exercise within the industry. The review highlighted the many ways of doing business had simply grown up and turned into traditions. the approach taken showed that it was often valid to take a complete fresh look at the way work could be undertaken. This was all the more important since in some of London Operations, major jobs came round on a regular basis, and if a big saving could be made on Wimbledon coverage for example, that saving would be repeated in future years. The opportunities to improve were clear. reduced staffing, modified work practices and a general focus by the managers on the bottom line. Maintaining the new ways of working. One of the organisations key concern was that, although the proposals might be implemented initially, there would be gradual or indeed not so gradual return to old ways with inefficiencies returning and staffing levels rising again, especially through the employment of outside freelance staff. To combat this, a management structure was created that supported the new processess, defined the necessary role and responsibilities to successfully operate the new processes and develop a framework of balanced performance measures, to ensure that the overall performance of London Operations was visible to senior managers. As improvements and changes were implemented and as the senior management became more aware of commercial pressures it was recongnised that, for these changes to have any durability and long lasting impact on the business, it was vitally important that everyone in the organisation understood the part that they had to play in helping run the business around. Furthermore the management team needed to have a clear understanding of what they were doing, why there were doing it and how they needed to do it. To this end the senior management team indentified the need to understand and further develop the mission and vision for the business. Then to be able to cascade these down through the organisation, focussed around a small number of factors that were deemed critical to the achievement of the mission and vision. Mission and Vision Vision Turning Ideas into Reality Mission We will enrich the BBC creatively and financially by helping customers create the sounds of vision of the future. Relied upon for innovation, efficiency and service working with us will be inspirational and fun. Define the project Review the business baseline Identify Opportunities Verify the Opportunities Evaluate and plan implementation Review and Report (Figure C 1.0) DRIVER Methodology Page 02 of 06 Case Study / Scenario Defining measurable Objectives From the mission statement the key words were identified to form the basis for the development of strategic frame work: CASH , CREATIVITY , INNOVATION , SERVICE , EFFICIENCY Using these key words eight factors critical to the achievement of the mission were identified. 1. Skilled, Motivated and Flexible people. 2. Key talent that is industry recognised. 3. Focussed investment in products and services. 4. Profitable revenue growth. 5. Efficent and effective processess. 6. Effective customer relationships. 7. Strong leadership, clarity of direction and cooperation. 8. Industry recognised customer base. To help the business to remain focussed on the achievement of the eight critical factors a set of guiding principles were defined. (Figure C 2.0) Through a series of senior management workshops, the eight factors were further developed to indentify their key activities and performance measures. These performance indicators were then arranged into a balanced set of measures and appropriate targets for the comming year defined for each Sharing S . We will share in the sucess of our business. . Our sucess will be built on team work and cooperation. . We will develop mutually profitable partnerships with our customers based on trust. . Our sucess will be built on team work and cooperation. Partnerships P Equal Opportunities E . We will promote our role as an Equal Opportunity employer to all communities . We encourage open and regular communication throughout the business. Communication C Customer Customer satisfaction Survey Results. No. of Customer Complaints Resolved. Post Contract Review Results. Commendations Resulting in Awards. Strength of Cutomer Relationship. Market Profile Staff Utilisation Facilities Utilisation Quotation Turn-around Time Invoices Issued within 5 Days Processes Finance Return on Sales Return on Capital Employed Market Share external and internal Variance from Cash Flow Budget Performance to Investment Budget Staff Satisfaction survey Results % of staff Within Appraisal Process Turnover of Key Talent Number of Identified Leaders Within a Leadership development programme. Staff Turnover. Absence Rate People Figure C 3.0 Balanced Scorecard of Measures To assist in the development of these key activities, the senior management team used a CSF planning document. ( Figure C 4.0). One planning sheet is detailed for every measure for each CSF. The CSF itself defines what must be achieved. In the example Resources Must have skilled, motiovated and Flexible People. This is linked to one of the performance measures (KPI) and an appropriate description of what that KPI represents is provided. In addition the current performance is given, where applicable, together with its target. The bottom section of the document identifies how the KPI will be achieved. By doing this the business identifies the lower level of specific actions that should be held to achieve the specific sucess factor. Each of these actions is allocated an owner and a date for completion. CSF 1 We must have skilled, motivated and flexible people. Owner A.N. Other. No. KPI Definition Current Measure Target Due Date 1 June 2001 50% N/A Overall staff rating against satisfaction/motivation index Staff satisfaction survey results No. KPI No. Activity Current Measure Driver Measure Resp 1 1 Compile London Operations specific staff survey which asks staff to identify 3 priority issues that motivate/demotivate the. Ask staff to rate how well the business delivers on these issues. AN Other May Staff Satisfaction 1 2 Identify action plan to address these issues. Identify those issues within Studios, OBs and Post Production control and those outside our direct control AN Other July Staff Satisfaction 1 3 Communicate survey results and intended actions. AN Other August Staff Satisfaction 1 4 Implement communication plan to improve staff understanding about the direction of RES Ltd, recognise peoples value, encourages a sense of identity. AN Other July 1 Agree dates for follow up audit. AN Other August The activities that will take place to address the identified performance gaps. Figure C 4.0 CSF Planning document As the whats are cascaded down the hows, responsibility is likely to be cascaded down to the most appropriate level within the organisation. For example, The KPI is owned by a member of the senior management team, as are the 4 identified actions. However, these 4 actions, if cascaded to the next level of detail, would become the whats that would require their own series of hows to be defined and probably be owned functionally by a department or business unit. Implementation of these process allowed for a link to be created from the highest level of critical sucess factor right down to individual or team obejctives and goals. Furthermore it provides a means of feedback through the chain to the CSFs and enables performance to be monitored and aligned to corporate objectives. Achivemenets The project helped London Operations to dramatically enhance its understanding of the business and its performance and identified opportunities to reduce costs by nearly 20%, while maintaining levels o f customer satisfaction and market share. Furthermore the approach has led to these changes being locked into the future working of the business. Many attitutes have changed and barriers broken down to secure the future of Resources Ltd. The schedule for implementation was less than 18 months and the transformation in operations has made Resources Ltd. an attractive commercial proposition. Satisfaction with the approach towards the project can be measured by a number of yard sticks. BBC managers have acknowledged that the savings proposed are far greater than they had anticipated, even in their optimistic moments. One senior BBC manager commented that as a rule of thumb a restructuting exercise costing  £12 million (c. $ 18 m) would be expected to yield savings of around  £6 Millions (c. $9 m) a year in other words it should pay for itself within 2 years. The  £12 million (c. $18 m) resturctuting for London Operations, however, is set to impact the bottom line by over  £ 13 million (c. $20m) per year. This reflects the innovative and creative way in which the project was progressed. Direct feedback has been very positive. The project team were praised particulalry for their interpersonel skills in working with and involving staff, and for the continiously high levels of communications with management on the progress of the work. Senior management recognised and appreciated the Hardsoft approach that blends a rigorous establishment of the hard facts of the situation with a positive effort to communicate details to staff, involve them in the changes and generally build good relationships. Resources staff viewed these as the most inclusive project they had experienced. managers regarded the project as creative, innovative and practical, acheieving the support of employees and achieving benefits that other approaches had failed to do. Tasks Involved in respect to the Case Study / Scenario and Possible Evidence The case study is of BBC resources Limited, a group company of BBC Limited. BBC Resources is in the business of providing studio services to its customers, including BBC itself. BBC Resources has gone through a bad phase where it made losses, but now it seems to have turned around. Case study captures how the company went around turning its fortunes. With reference to the case study, carry out following tasks: Task 1: Describe the culture and structure of BBC resource before the turn around? How did it re-define its mission and objectives? Are these objectives SMART? What changes were made in the structure and culture? How did it go about identifying the processes which need to be worked upon to achieve its goals/objectives? Task 2: Describe the plan which BBC resources made to achieve its goals? How did it go about implementing the plan? How did it decide to monitor and control the plan? Task 3: What resources and tools did BBC Resources use to support the business processes? How did they monitor the quality of processes? What did they do to embed the quality culture? Task 4: What health and safety regulations are applicable to BBC Resources as per UK laws? What are the likely safety risks BBC resources need to worry about? What would you advise BBC Resources to ensure health and safety of its employees given the nature of the business? Task 5: What systems/processes has BBC Resources put in place to identify problems and opportunities for improvement? What were the outcomes of changes that BBC resources implemented? How do you evaluate the outcomes of what BBC Resources has already done for improvement? What are some of the un-anticipated implications of changes that BBC Resources introduced? What are some of the improvements that you would recommend to BBC resources? Grading Criterias MERIT DESCRIPTORS M1. Identify and apply strategies to find appropriate solutions M1.1 Effective judgements have been made M1.2 Complex problems with more than one variable have been explored M1.3 An effective approach to study and research has been applied M2. Select/ design and apply/ appropriate methods/ techniques M2.1 A range of methods and techniques have been applied M2.2 The selection of methods and techniques/ sources has been justified M2.3 Complex information/ data has been synthesized and processed M3. Present and communicate appropriate findings M3.1 The appropriate structure and approach has been used M3.2 Coherent, logical development of principles/ concepts for the intended audience M3.3 The communication is appropriate for familiar and unfamiliar audiences and appropriate media have been used  · Word Process the assignment using font Calibri, size 11 points and convert the same to PDF document before submission.  · Zero percentage (0%) Plagiarism is allowed in your work, however referenced material should be appropriately quoted.  · Use the Harvard Referencing System for referencing and provide complete bibliography.  · Complete the title page and sign the statement of authenticity in your work submission.  · Use Business Report format while creating your case portfolio.  · Do not wait for the last date to submit your work, if you fail to submit in time, no extension would be provided. Important Instructions. Other Notes (if any) Grading Criterias DISTINCTION DESCRIPTORS D1. Use critical reflection to evaluate own work and justify valid conclusion D1.1 Conclusion have been arrived at through synthesis of ideas and have been justified D1.2 The validity of results has been evaluated using defined criteria D1.3 Realistic improvement have been proposed against defined characteristics for success D2. Take responsibility for managing and organising activities D2.1 Autonomy/ independence has been demonstrated D2.2 Substantial activities, projects or investigation have been planned, managed and organised D2.3 The important of interdependence has been recognised and achieved D3. Demonstrate convergent/ lateral/ creative thinking D3.1 Ideas have been generated and decisions taken D3.2 Self evaluation has taken place D3.3 Convergent and lateral thinking have been applied

Shakespeares Hamlet - The Character of Gertrude Essay examples -- GCS

Hamlet – the Character of Gertrude      Ã‚  Ã‚   Shakespeare’s tragedy, Hamlet, presents ten male characters for every one female character. The only prominent female characters are two: Ophelia, Laertes’ sister and Polonius’ daughter; and Gertrude, the queen and wife of Claudius and mother of Hamlet. This essay will explore the character, role, and importance of Gertrude.    Prince Hamlet initially appears in the play dressed in solemn black. His mother, Gertrude, is apparently disturbed by this and requests of him:      Ã‚  Ã‚  Ã‚   Good Hamlet, cast thy nighted colour off,   Ã‚  Ã‚  Ã‚   And let thine eye look like a friend on Denmark.   Ã‚  Ã‚  Ã‚   Do not for ever with thy vailed lids      Ã‚  Ã‚  Seek for thy noble father in the dust:   Ã‚  Ã‚  Ã‚   Thou know'st 'tis common; all that lives must die,   Ã‚  Ã‚  Ã‚   Passing through nature to eternity. (1.2)    The queen obviously considers her son’s dejection to result from his father’s demise. She joins in with the king in requesting Hamlet’s stay in Elsinore rather than returning to Wittenberg to study. Respectfully the son replies, â€Å"I shall in all my best obey you, madam.† So at the outset the audience notes a decidedly good relationship between Gertrude and those about her in the drama, even though Hamlet’s â€Å"suit of mourning has been a visible and public protest against the royal marriage, a protest in which he is completely alone, and in which he has hurt his mother† (Burton â€Å"Hamlet†). Hamlet’s first soliloquy expresses his anger at the quickness of his mother’s marriage to Claudius, and its incestuousness since it is between family: â€Å"Frailty, thy name is woman! . . . .†    When the ghost talks privately to Hamlet, he learns not only about the murder of his father, but also about th... ...the climax approaches, Osric invites Hamlet to a rapier contest with Laertes. During the match Gertrude drinks from the cup poisoned by the king to kill Hamlet. As she dies, she speaks, â€Å"The drink, the drink! I am poisoned,† which words motivate Laertes to confess that the king is behind the treachery. Thus he dies by Hamlet’s hand. Then Hamlet and Laertes die, wounded by the poisoned sword meant for Hamlet. Thus, once again, Gertrude is pivotal, is crucial for plot development.    WORKS CITED    Abrams, M. H. A Glossary of Literary Terms, 7th ed. New York: Harcourt Brace College Publishers, 1999.    Burton, Philip. â€Å"Hamlet.† In The Sole Voice. New York: The Dial Press, 1970. http://www.freehomepages.com/hamlet/other/burton-hamlet.htm No pag.    Jorgensen, Paul A. â€Å"Hamlet.†   http://www.freehomepages.com/hamlet/other/jorg-hamlet.htm No pag.

The Right to Privacy :: Papers

The Right to Privacy Our country's fathers found themselves in a dilemma ratifying the Constitution. New York, one of the most powerful states, required a Bill of Rights be added before ratification. This was an incredible task for James Madison, the Father of the Constitution. Madison opposed enumerating a Bill of Rights for reasons expressed in the Ninth Amendment. Madison feared the listing of specific rights might be construed as the only rights citizens possessed. He was quite correct in his perception. Advances in technology, such as video cameras, phone taps, and Internet invasion, make privacy a very different issue in the new millennium than it was in 1791. The right to privacy is defined as the right to be protected from unwarranted intrusion by the government, media, or other institutions or individuals. There are many historical court cases dealing with the issue of privacy; some have become landmark cases that have shaped a whole new attitude about American civil rights. A few examples of such cases are The U.S Supreme Court decisions in Griswold vs. Connecticut (1965), and Roe vs. Wade and (1973). In addition to such monumental cases, many more recent, smaller cases have shaped the our right to privacy. Computer and telecommunication advances have made credit, medical, and other data readily available, highly marketable commodities, raising many concerns about individual's privacy. While few may be inclined to argue against the rights of citizens there is the question of the framers' original intent in adopting the Ninth Amendment. Most constitutional experts assume Madison meant simply "The enumeration of certain rights, shall not be construed to deny or disparage others retained by the people." (Amendment IX) However, "The right of the people to be secure in their persons, houses, papers and effects" has become a much more complicated issue than it was in the later part of the 18th century. The requirement of the states to include a Bill of Rights was ,in theory, a sound idea. The rights of the people should be protected. The times called for a specific list of these rights because of frequent failure to protest them. The purpose of the Bill of Rights was to state the rights of the people and to serve as law to protect them. The Bill of Rights lists both the civil liberties, freedoms guaranteed to an individual, and civil rights, what the government must provide for an individual.

The Italian peninsula

The Italian peninsula started off consisting and inhabited by a mixture of different ethnic groups, which includes the Sabines, Umbrians, Oscans and Latins. The Etruscans came from the sea from Lydia setting foot on North Eastern and Central Italy. They allied themselves with the Carthaginians, increasing their influence and conquering an enormous region of the Italian peninsula. Etruscan territory was composed of independent and separate city states that never came to form a unified Etruscan state and that absence of national identity brought the Etruscan dominance over the Italian peninsula to an end. The Greeks, on the other hand, settled over South Western Italy and the island of Sicily. The Greeks of Italy were engaged in primarily in commerce, thus pressure from adjacent civilizations had suppressed territorial expansion. The settlements being far off from Greek military influence and the lack of unification among these colonies, similarly as the Etruscan confederacies, had lessened their grip of the Italian territory. Near the borders of Etruscan influence, Rome was built in 753 BC as a city of Italic peoples living south of the Tiber. Rome was controlled by an absolute monarch, his rule checked and balanced by a council of elders, which was the Senate. However, during the 6th century, the Etruscans extended its control over Rome to suppress its development and established Etruscan monarchs as kings of Rome. Finally, in 509 BC, the Romans expelled the last Etruscan kings and started their conquest of Italy. Romans found themselves allied with the Greeks and other Latin tribes, although wielding supremacy over them, driving away the Etruscans from the Italian peninsula. However, the Latins resented the Romans hegemony over them and revolted against them, although the Romans dismantled them and took control over Latium. The Romans seized the rest of Italy through liberal and militaristic policies. The Romans cunningness in collaborating with native rulers and granting certain rights to citizens of cities that they have conquered enabled them to take control of Italy without encountering united opposition.