Carol Ann Duffy Study Notes

1. ‘LITTLE RED CAP’ ‘LRC’ is a poem written by Carol Ann Duffy, and is the first poem in the anthology ‘The World’s Wife’, published in 1999. By interpreting the fairytale of Little Red Riding Hood in her poem, Duffy recounts her ten years of marriage to Adrian Henri, who was twenty-three years old her senior. She places herself as the character of Little Red Cap and Henri as the wolf. Duffy also alludes to fairytales such as ‘Sleeping Beauty’ in ‘Queen Herod’ or more traditional stories like ‘The Hunchback of Notre Dame’ in ‘Mrs. Quasimodo’.In ‘LRC’, however, Duffy uses the fairytale staple of the woods, symbolically a rite of passage, to represent her change from a naive teenager to a woman who gains sexual maturity and independence, as a woman and a poet. a. Form and structure: POV of Little Red Cap? by extension, this is the POV of Duffy when she was younger? access true st thoughts of the character ? also allows the reader to see how she progresses from a naive young teenager who is struck by the wolf’s (and by extension Henri’s) sophistication and, more importantly, physical features to someone who has seen past this illusion and is more mature . Key features: Duffy’s use of the fairytale? seeing through illusions to find truth, leading to transformation? the illusion that Little Red Cap has to see through ? also may contain a moral, as fairytales do. While LRRH may have focused on never trusting strangers, this one may be about learning to trust and know yourself before anything else (girl gains independence at the end- ‘I took an axe’, etc. )? links to self-discovery? Duffy also subverts the original tale by removing the passive female protagonist who gets saved by a man, into someone who asserts her independence by taking ‘an axe to the wolf’ herselfSetting? contributes to the theme of self-discove ry and awakening ? we begin ‘at childhood’s end’, where ‘the house petered out’ ? there is a sense of safety and innocence lost, as she is on her own ? the listing in the first stanza presents a world that encapsulates childhood (‘playing fields’), work (‘factory’) and retirement (‘allotments’) ? she has left the microcosmic reality of childhood, inside her house, and is surrounded by this vast expanse of life? sense of being overwhelmed? but before she can join them she must go through the woods? ymbol of a rite of passage? somewhere unknown, fearful that LRC must traverse through in order to come out the other side with her ‘flowers, singing all alone’ Characterization of LRC? throughout the poem, the dynamic of the relationship between LRC and the wolf, as well as the states of each character change ? represents Duffy’s changing and growing dissatisfaction in her marriage to Henri? charact er represents Duffy at age sixteen (young)? described as ‘sweet sixteen†¦waif’, emphasizing her innocence and naivety ? casual tone (‘You might ask why. ), again highlights her juvenility, which attracts her to the more mature wolf? attraction causes whirlwind romance (‘I clung till dawn to his trashing fur’/ ‘my stockings ripped to shreds’) ? emphasized through violent verbs, and her need to seek justification (‘what little girl doesn’t dearly love a wolf? ’)? suggests she doesn’t really know what she is doing? so, it takes ‘ten years in the woods’ to come out the other side? she undergoes her rite of passage? represents the disillusionment caused during the final years of Duffy’s marriage? fterwards, she gains independence (repetition of ‘I’), and by doing so she finds her own voice within her femininity in the final lines of the poem (‘I come with my flowers, singin g, all alone’) Characterization of the wolf? represents the older Adrian Henri ? character progresses in the opposite way of LRC ? he starts off at a higher status, but falls from grace at the 6th stanza’s turning point ? introduced in stanza 2? Duffy emphasizes his masculine, physical qualities (‘What teeth! ’), emphasized by allusions to the original tale, as well as the regular rhyme scheme (focuses on ‘hairy paw’, ‘bearded jaw’)? lso creates a juvenile tone, emphasizing LRC’s schoolgirl attraction to him, and how he has the upper hand status-wise ? portrayed as mysterious, sophisticated and confident (contrasts with juvenility of LRC)- ‘red wine staining his bearded jaw’- it is red wine, not blood? also has connotations of illusion? however, in the 6th stanza she sees through the illusion ? realizes the ‘greying wolf howls the same old song at the moon’? implies that she was only taken by the i nitial lust for him, but that she has become bored and dissatisfied over time? caesura and parallel structures (‘year in, year out’) emphasize this? o she emasculates him (‘one chop, scrotum to throat’), relinquishing him of his power, becoming independent In conclusion, Duffy manages to explore the themes of self-discovery and independence as she takes a look back at her 10-year marriage to Adrian Henri. She cleverly places herself and Henri as the characters Little Red Cap and the wolf, subverting the traditional fairytale of Little Red Riding Hood and by doing this, uses the fairytale staple of seeing through illusions. Finally, Little Red Cap emerges out of the woods, completing her rite of passage.

Review of Related Literature and Studies

CHAPTER I THE PROBLEM AND ITS BACKGROUND INTRODUCTION The success of many fast-food chains in Metro Manila is largely due to the fact, that they are able to deliver the equality of services expected of them of the people who lead hurried lives. These people businessmen, executives, ordinary employees and workers, students and others, depend on these fast food chains for their food sustenance to keep them going throughout the day. Thus volume of customers turned to these establishments everyday, that keeps service crew on their toes to attend to them especially during peak hours.Customers satisfaction however, depends on the efficiency of their service crew in meeting the demands of the many customers they have to attend to everyday. No where is the importance of human resource clearly exhibited than in fast food chains. According to Martines, people constitute an organization’s most important and vital factor in its success or failure. By and large, while the human factor dete rmines both its input and output, it is also its most significant input and even output in many instances.Through and by men, the others money, machines materials, methods and markets are acquired and utilized. The quality and utilization of the latter are almost always affected by decisions about and by human resources. Indeed, the accomplishment of the goals of an organization depends upon the availability and utilization of all these ingredients the interaction of which are people caused. The acquisition, utilization and development of financial, material, technological and marked resources which may be exhaustible are dependents on human resources.If the latter is available and capable, the other factors can be of great use to the organization. It is through people that they can be either harnessed and developed or dissipated and lost. Man does or undoes what exists, man creates or by passes opportunities and scenarios. Hence, people power is the most significant and potent fact or of all the resources available to an organization. An organization may start with zero funding, but with creative, resourceful, hardworking and honest people, it becomes financially available has really just begun.The fact that this subordinates can do the job well does not mean that they necessary will. There is always the possibility that the quality and the quantity of their work may fall short of targeted objectives. This implies that job satisfactions and employees morale is dependent on the leadership style of the manager. From these perspective, the study adopts the concept that leadership contributes significantly to the success or failure of the organization, by its effects on the morale and job satisfaction. STATEMENT OF THE PROBLEMThe focus of the study is to determined the effects of the leadership style of the managers of the fast food chains on the morale and job satisfactions of the service crew. Specifically, it seek to answer the following questions: 1. What is t he profile of the service crew in terms of: a. Sex b. Age c. Civil Status d. Educational Attainment e. Experience (As service crew) 2. What is the leadership style of the managers of fast food chain as perceived by the service crew? 3. What is the level or degree of job satisfaction of the service crews? 4.What is the degree of job satisfaction among the service crews? 5. Does leadership style of managers affect the morale and job satisfaction of the service crews? ASSUMPTIONS The study and the problems advanced herein are based on the following premises: 1. Managers of the three fast food have more or less similar leadership style. 2. The morale and job satisfaction are partly influenced or enhanced by leadership style of the managers. 3. Managers do not adopt a single leadership style. HYPOTHESES In relation with the problems and assumptions advanced in the study, the following hypotheses are tested: 1.Managers has no single or specific leadership style; The service crew are the h uman resources of the fast food chains o who rest the success of these organization through customers satisfaction. In relation to this, the foregoing looks on the effects of managers leadership on the morale and job satisfaction of their service crew of leading fast food chains (Jollibee, McDonalds and Wendy’s) in Metro Manila. These three fast food chains, Jollibee, McDonald’s and Wendy’s are among the most successfully operated fast food chains in Metro Manila.They employ hundreds of service crews managed and supervise by able managers designed in their difference branches. In determining the effects of these managers leadership style on the morale an job satisfaction, the study is undertaking from the employees (service crews) point of view. CONCEPTUAL FRAMEWORK According to Lorenzana, even if the organization has been properly staffed and workers have been trained to the point where they are suite capable of doing a good job, the managers work as a director (and leader) of people. The leadership style of mangers has no effect on the morale and job satisfaction of the service crews.SCOPE AND DELIMITATION OF THE STUDY The study limited its investigation to 120 service crews of the three leading fast food chains in Metro Manila; Jollibee, McDonald’s and Wendy’s. it specifically focused on the determination of the effects of the managers leadership style on the morale and job satisfaction of the service crews. The study’s major limitation is the fact that it does not attempt to make a comprehensive evaluation of the other factors that may affect job satisfaction and morale like working conditions, pay and son on.The study also does not make an attempt to compare the manager’s leadership styles between the three fast food chains. Thus, the study is generally focused rather than specifically focused, at least on the aspects of leadership style effects on the morale and job satisfaction of the subjects. SIGNIFICAN CE OF THE STUDY the study is deemed significant to managers, as it bring forth through its findings, the vital perspective on the relationship between leadership style and job satisfaction and morale among their subordinates.These may serve as bases for formulating a framework of management and leadership style appropriate in local setting aim not only in bringing about sound management practices, but in enhancing greater efficiency and productivity among Filipino employees and workers as a result of better employee- management relationship. DEFINITION OF TERMS The following are some of the terms that are given their operational definitions according to the context they are used in the study: Age – It refers to the chronological are of the respondents as expressed in terms of years.Autocratic Leadership – it means the type of leadership where the leader tells and concerns or threatens for compliances; authoritarian and despotic. Civil Status – it refers to the s tatus of being single, married, widowed, divorced or separated. Democratic Leadership – Means the leadership that is characterized by participant decision- making and consultative assemblies to enforce majority decision of the group. Educational Attainment – the term means the highest education attained by the respondents. Experience – as used in the study refers to the number of years the respondents worked as service crew, expressed in years.Laissez faire – It is a free- reign leadership, characterized by high people orientation and little task orientation. Leadership – as used in the study refers to the behavior of an individual who is involved in directing group activities. Leadership style – It is the pattern of behavior designed to integrate organizational and personal goals and interests in the pursuit of objectives. As used in the study it refers on the behavior adopt by an individual in directing group activities. Morale – me ans the state of mind with reference to confidence, satisfaction and cheerfulness.Satisfaction – particularly job satisfaction is a general towards ones job; the difference between the amount of rewards the workers receive and the amount they believe they should receive. Sex – Refers to the respondents gender attributes, whether female or male. CHAPTER II REVIEW OF RELATED LITERATURE In this chapter, the researcher presents a resume of literature that have significance to the present study. On Leadership According to Plunkett and Attner, in interacting with employees in the work environment, a manager must play four basic leadership roles; educator, councilor, judge and spokesperson.All managers must perform the leadership role of educator. Managers fulfill this role by teaching employees job skills as well as acceptable behavior and organizational values. Managers accomplish much of behavioral education through the execution of their own daily work. Their work habits, attitudes and behavior serve as a role model to all who observe them. In addition to providing education, managers are ultimately responsible for the formal training of their employees. They may provide this skills training directly or arrange for it to be provided by other.Regardless of who ultimately performs the training, the managers should be knowledgeable about training principles learning theory, and training techniques in order to perform this role. There are many opportunities for fast food chain managers to assume this role. Most of them educates their subordinates on company operations and policies. A second leadership role of a manager is councilor. This role involves listening, giving advice and preventing and solving employees problem. In performing this role, managers are fulfilling two expectations of the employees; 1. Awareness and concern for the individual employee; and . Assistance in solving a problem. The counselor role does not mean that the manager is expect ed to solve all the employees problem, but it does mean providing help in recognizing the basic problem and in searching for potential solutions. Fast food managers often assume the role as adviser or counselor. They offer advice on their subordinates on how they can effectively do their tasks, and on work related problems. Playing the leadership role of judge involves appraising subordinates performances; enforcing policies, procedures, and regulations, settling disputes, and dispensing justice.Appraising or evaluating performance requires a knowledge of the standards that are used to measure output. The enforcing of policies, procedures, and regulations is tied to communication and to training. People should be told, and shown what limits and guidelines exist and how these apply to their specific situations. The function of settling disputes requires the exercise of tact and concern for resolution of conflicts. Dispensing justice entails giving credit and rewards, as well as appro priate discipline.Managers act as spokespersons for subordinates when they relay their suggestions, concern and points of view to higher authorities. â€Å"Doing something† about subordinates problems may mean going to bat for them on a higher management level. It may mean that the manager will have to fight for changes to improve procedures, morale and working conditions. In performing this leadership role a manger must be willing to represent a subordinate’s view even when she or he disagrees with it. In pursuing these leadership roles, the managers may adopt one or combination of the following leadership styles: 1.Democratic type This type of leader is characterized by his concern for the achievement of goals set with the group. He is sensitive and understand the needs of the individuals and groups within the organization and helps them to fulfill their needs as well as the functions of the group. He maximizes the use of communication and encourages open inquires, d iscussions and disagreements. 2. Autocratic or Dictatorial type This type of leader uses authority and title to hide certain shorting because he feels insecure. He is domineering toward staff members and co-workers but submissive towards superior officers.The autocratic leader is rigid and reluctant to delegate authority or to permit staffs subordinates to participate in policy and decision- making matters. 3. Laissez- Faire Type This leader gives complete freedom to group or individual decisions with the minimum of leader participation or direction. This type of leadership merely supplies materials and remains apart from the group and participates only when required. He makes no attempt to evaluate or regulate the members of the group of their progress towards achieving their goals and objectives.The laissez faire type behavior is premised on the belief that the members of the group posses the ability to solve their problems and to determine their goals. Regardless of the leadershi p style that a manager applies, he or she is important in the organization. The success of an organization will largely depend on the kind of leader the organization has. With all the factors present in a no organization, the success or failure of any organization, whether governmental, business,civil, social political, whether service or profit- oriented, will largely depend on the kind of eader and the people in the organization. In the study about leadership styles and their development, leadership theories were formulated. Fiedler holds that the most appropriate style of leadership for a manager depends on the situation in which a managers works The contingency model which e developed shows that the effectiveness of a leader is determined by the interaction of the managers orientation (task or employee) with three situational variables: leader- member relationships, task structure and leader position power. Leader- member refers to the degree to which the leader is or feels acce pted by the group.It is measured by the degree of respect, confidence, and trust the subordinates feel from good to poor. If the relationship is rated as good, the leader should be able to exercise influence over the subordinates easily. On the other hand, if there is friction or distrust, the manager may have to resort to favors to get performance. Task structure concerns the nature of the subordinates job or task. If reflects the degree of structure in the job; a structured job would be routine in nature with prescribed processes. An example would be the position of file clerk.An unstructured job would have complexity and variety, and room for creativity. Leader position power describes the organizational power has from which the individual manager operates. The path- goal theory of leadership is concerned with the ways in which a leader can influence a subordinates motivation, goals, and attempts at achievement. It suggests that a leadership style is effective or ineffective on t he basis on how the leader influences the perceptions of: 1. Work goals or rewards of subordinates 2. Path (behavior) that lead to successful goal accomplishment.According to Jose and Micheal, subordinates are motivated by a leaders behavior. This behavior influences both goal attractiveness and the paths available to reach the goals. Their theory contains two propositions concerning leaders behavior: 1. Leader behavior is acceptable and satisfying to subordinates to the extent that they view such behavior as either an immediate source of satisfaction or an instrument to future satisfaction. 2. Leader behavior will increase subordinates efforts if it links satisfaction of their needs to effective performance, and is supportive of their efforts to achieve goals performance.The theory provides types of leadership behaviors based on the work needed. These are: 1. Instrumental behavior It involves the planning monitoring and task assignment aspect of leadership. Instrumental behavior ca n be used to increases an employees work effort or clarify outcomes. 2. Supportive Behavior It involves the employee oriented concern for the welfare and needs of subordinates. In addition, it includes creation of a warm, pleasant climate. 3. Participative Behavior It involves using subordinates ideas in decision making. A subordinates who operates independently and who has ability would respond favorably to this approach. . Achievement- Oriented Behavior This involves both developing a highly challenging climate for an employee and demanding good performance. These leadership behaviors are based on the situational factors. There are two situation factors that influentce leadership behavior: 1. The personal characteristic of the subordinates. 2. The environmental pressures and demands with which subordinates must cope to accomplish goals and satisfy personal needs. Personal characteristics of a subordinate include the person’s ability, self- confidence, and needs.These elemen ts described the performance level of the ability and the degree of confidence in performing the job. This factor of personal characteristic affects how subordinates view their leader and themselves. The stronger their abilities and beliefs in themselves, the less supervision they will tolerate from the boss. Environmental pressures include the influence on subordinates that hey cannot control but which affect their abilities to perform the tasks effectively. Co- workers, the tasks assigned, and the leaders exercise of power are examples of these influences.Co- workers who are not cooperating can influence job performance and minimize an employee’s perception of completing the job. On Morale Jucius, wrote that organizational cooperation and conflict are significantly affected by employee morale. Hence, in personnel management it is important to understand the meaning of morale, the theory of morale development and the factors of morale development. Simply stated, morale is a state of mind and spirit, affecting willingness to work, which in turn affects organizational and individual objectives. Morale may range from very high to very low.It is not an absolute but is subject to change, depending upon management’s plans and practices. This simple definition emphasizes willingness to work. This is important, a person contented with one’s lot may do only enough to get by. Another person works hard because of dissatisfaction and wants to achieve betterment. Good morale would scarecely be a condition of the former; it could well be of the latter. Dissatisfaction of a group need not be a sign of poor morale when it is associated with a deserve to improve through cooperation with organizational goals. Dissatisfaction with management could however well e a sign of poor morale.Morale is, in essence, conditioned by a group’s understanding of the relation between personal interests and company interests. Employees who conclude that their interes t are being served fairly when they contribute to the organization’s interests develop a favorable attitude of mind. Conversely, their attitude is poor when they perceive an unfair treatment of their interests. Essentially, then, morale develops out of a mutual satisfaction of interests. In the case of employees, they understand that to gain their goals, they must help the company achieve its goals.And employees must also believe that the share they get is fair in relation to what they and others contribute. If the interests of all parties to a group endeavor are in their respective minds, fairly served, their morale will be high. Morale development takes place, therefore, through the process of successfully integrating interests. Immediately, good morale has some very important results for management and for employees. Management finds that subordinates are willing to follow their requests and commands with enthusiasm and respects. Indeed, work is done without the need of co mmands or supervision.This is a very pleasant condition for the executive who will find that employees will work hard in the face of difficulties. When overtime or holiday work is called ofr, the response will be quick and understanding. And most of all, employees openly show the attitude of respects for an confidence in their leaders which is so satisfying to the leaders themselves. Good morale has immediate effects upon employees too. They work with satisfaction and pleasure. The hours of work go by in an atmosphere of relaxed effort. Nothing seems to drag, the days are not empty and boring, and a feeling of insignificance is absent.It is in short good to work and in association with one’s co- workers and one’s superiors. Work as much as it can be is a pleasure and not a misery. These immediate effects cause some desirable ultimate effects. To management, there is higher output of better products at lower costs. And in turn, there will be more consistent, higher prof its. To employee there are higher wages, more secure employment, and a higher standard of living. And to society in general, there are more goods and services obtained more effectively from the limited supply of resources. These effects do not all flow morale itself.Morale should not be looked upon as the only source of success. Even the best employee cannot make bricks without straw. But the best employee can do much, much better gives the same materials that can the worker whose morale is low. It is now pertinent to note the factors which have an effect upon employee morale. As a broad statement, anything can do influence the attitude of employees, the factors are limitless. But practically speaking, morale is related to the following: 1. Employee factors The quality of morale is definitely influenced by the type of employees.Understanding has significant effects upon morale. And understanding is dependent in part upon the ability of people to understand. If then, the ability of e mployees to understand reasonable explanations is low, management, try as it may, will not be able to get across its messages. Thus, in its hiring policies, a company should seek not only people who are capable of doing their jobs but also those who can grasp the logical relationship and rewards involved in group effort. The status and roles of employees have a bearing upon the possibilities of morale development. Employees may be members of a union.In that case, they will invariably take on attitudes are reactions because of their membership. This does not mean that such attitudes will necessarily be negative. But it does mean that management will have to deal with a group which is not easy to convince of the views it considers correct. Even when not organized, labor may take on particular attitudes because of such things as labor- management history in a given community or the manner in which labor looks upon itself in the factory. 2. Management Practices The most important group of factors affecting morale are those falling within the province of management.Few employees; indeed would be aware of or disinterested in how management deal with such matters of pertinence to them as goals, policies, procedures and communications. Any of these subjects can have serious impact upon the morale of the employees. Any one of these areas has more than enough powder to blow upon the relations between labor and management. The behavior of executives is particularly significant as a morale factor. Some executives are autocratic in their attitude toward subordinates. Others imply a feeling that they are better that their subordinates that the latter are second class citizens.Others are suspicious of the motives and actions of employees and openly indicate their lack of confidence. Other avoid, if not despise, the company of their workers. And still others are contemptuous of the intelligence of employees. Such attitudes are quickly noted. Obviously, it is natural for emplo yees to return a negative attitude of mind. To reverse these behaviorisms serves to enhance the morale of employees. The author indeed emphasized how leadership style of management could affects the morale of the employees as one factor of morale development. 3.Extra Company forces and factors Morale may also be affected by forces and factors outside the company itself. The union is significant example and various community and family relationships are another. The union is so interwined, and becoming increasingly more so with company affairs that it may be incorrect to classify it as an extra company agency. But legally it is, of not in other relationships. Certainly it is a potent morale factor. How employees feels toward their company is significantly determined by the indoctrination they receive from their unions.And at times such as during a strike their attitude seems to be totally swayed by this force. Other extra company forces affecting employees morale are numerous. Though it may not be company business, an employee’s attitude toward at work is affected by a variety of things, such as; 1. How well he gets along with spouse, children and relatives. 2. The nature of associations with friends and neighbors. 3. The state of personal health or of family well- being. 4. Whether or not the worker has picked a winner is politics, in a favorite team or in the last football pool. 5.Environmental factors in the community, such as parking and traffic conditions, housing conditions and ecological conditions. It might seem a herclean task to cope with such as infinite variety of morale factors. This is not so. Not all are effective at the same time. But to work with any of them, management should be able to determine which ones are effective at particular times. On Job Satisfaction and Morale Robbins describes job satisfaction as an attitude. A person with a high level or job satisfaction holds positive attitudes toward a job, while a person who is dissatis fied hold negative attitudes about the job.Attitudes of a person depend on the values they hold and that is important to them. Values strongly influence a person’s attitudes. An employee’s performance and satisfaction are likely to be higher if his or her values fit well within the organization. The determinants of job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, supportive colleagues and personality job fit. Mentally challenging work employees to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well they are doing.Equitable rewards, pay systems and promotion policies that are fair and just, and in line with their expectations. Supportive working conditions, concerns the work environments of both personal comfort and feedback. Temperature, light, noise and other environmental factors should be conductive. Supportive colleges; money or tan gible achievements are not all that matter, work also fills the need for social interaction. Having friendly and supportive co- workers and boss increases Job satisfaction.Personality Job fit theory; people with personally types congruent with their chosen vocations should find that they have the right talents and ability to meet the demands of their jobs. Satisfied and committed employees, for instance have lower rates of turnover and absenteeism. There are at least 4 reasons why organizations should consider the level of job satisfaction: 1. Dissatisfied employees skip work more often and more likely to resign. 2. Dissatisfied employees are more likely to engage in distructive behaviors. 3. Satisfied employees have better health and live longer. 4.Satisfaction on the job carries over to the employee’s life outside the job. According to Lyman Porter and Lawyer, satisfaction is defined as the extent to which the rewards actually received meet or exceed the perceived equitable level forwards. The greater failure of actual rewards to meet or exceed perceived equitable rewards, the more dissatisfied a person is considered to be in a given situation. There are four relative independent areas that will or will not contribute to job satisfaction: 1. Intrinsic satisfaction with the work itself 2. Satisfaction with the company, its goals, policies and procedures 3.Satisfaction with the relationship with co- workers and supervisors; satisfaction regarding rewards and advancement opportunities. 4. Theory X and Theory Y were mentioned in the analysis. A flexible combination of both theories should be used to allow foe differences in people and conditions. In relation to satisfaction and performance, they found out that attitudes were related significantly to performance. As for what Vroom’s theoretical analysis Job Satisfaction is closely affected by the amount of reward that people derive from their job and level of performance is closely affected by the b asis of attainment of rewards.Individuals are satisfied with their jobs to the extent to which their jobs provide them with what they desire, and they perform effectively in them to the extent that effective performance leads to the attainment or what they desire. CHAPTER III RESEARCH METHODOLOGY This chapter described briefly the approach in research that is deemed most appropriate for the purposes of the study and the techniques considered adequate for information gathering activities. RESEARCH DESIGN According to purpose and intent, the foregoing could be classified as a descriptive research.The focus and concern of this study is to determine the effects of the managers leadership styles on the morale and job satisfaction of the service crews of leading fast- food chains in Metro Manila. As defined by Best, a descriptive research describes and interpret what is. It is concerned with conditions of relationship that exist, practices that prevail of belief and processes that are goi ng on, effects that are being felt, or trends are that developing. SAMPLING PROCEDUREA random sampling is used in the study, forty respondents each from three leading fast food chains; Jollibee, McDonald’s and Wendy’s are selected at random. Using this sampling method, a total of one hundred twenty (120) respondents are selected. DATA GATHERING INSTRUMENT USED The major instrument used in gathering primary data is the questionnaire which was designed according to the specific problems advanced in the study. For this questionnaire, the data pertinent to the problem raised in the study were obtained. STATISTICAL TREATMENT OF DATAThe descriptive statistical tools were employed in the study. The mean, frequencies and percentages common measure of central tendency are used to present the typical performance or characteristics of the respondents. The respondents to questionnaire pertaining level of morale and job satisfaction are scaled, then the total weighted (TWS) and ave rage weighted score (AWS) are computed using the Likert Scale Rating: 1. 0-1. 5= Excellent= Highest 1. 51- 2. 0= Very Satisfactory = Higher 2. 1 -3. 5= Satisfactory = High 3. 51 -4. 5= Unsatisfactory = Low 4. 51-5. 0= Very unsatisfactory = Lowest SUMMARYThe effects of the Manager’s Leadership style on the Morale and the job Satisfaction of the service crews of the leading fast food chains, and then involving with the leadership that is then involved with the following: 1. The personnel are highly motivated and then performs well on the things that they are satisfied. 2. The leadership managers is also an important factors for job satisfaction and performance of the personnel. 3. Job performance then involved with enhancing then of having a good pay, rapport among co- workers and superiors, nature of work, as mores of morale boosters; and 4.Human relationship is then important in any organization as it influence then the job satisfaction and productivity of the business by run ning relationship between the labor and management. CONLUSION In this study, I would be able to conclude the following: a. There is then the motivation that must be taken I regarding of the personnel. b. Dealing with this part, there is the leadership practices had been taken place. c. And it is then necessary and important for the managers to gain satisfaction in regarding with the customers. d. For this food chains, they are then able to gain the managing of the Customers service.RECOMMENDATION The results of this study is not conclusive due to the time constraints which inhibits the researcher to make extensive study. Hence, a more thorough investigation is recommended before any generation of generalization could be made. BIBLIOGRAPHY 1. Concepcion Rodil Martinez, Human resources Management: Principles and Practices,rev. ed. (Manila: National Book Store, Inc. , 1991). P. 3. 2. Carlos Lorenzana, Management: Theory and Proactice, Manila: Rex Book Store, Inc. , 1991). 3. John K. He mphill, â€Å"Situational Factors in Leadership,† Leadership studies No. (Personal research Board, Ohio State University). 4. Stephen P. Robbins, Personnel: The Management of Human Resources, (New York; Practice Hall Inc. , 1988) 5. Warren, R. Plunkett and Raymond F. Attner, Introduction to Management, 2nd Edition (Mass; PWS- Kent Publishing Co. , 1991)PP. 341 – 342. 6. Theodore T. Herbert, Dimensions of Organizational Behavior (New York; Macmillan Publishing Co. , 1976) pp. 119 – 120. 7. Fred F. Fieldler, the Contingency Model – New Dimensions for Leadership Utilization,† Journal of Contemporary Business 3 (1974), pp. 79 – 80. Review of Related literature and Studies This Chapter presents the conceptual framework of the study that determines the relationship of Entrepreneurial Management and Operation of Small Business in General Santos City. Conceptual Framework Despite the financial slump experienced everywhere, the wheels of our local economy continue to turn as our development spirals upwards, new business continue to open, and fresh investments pour in providing more employment and livelihood opportunities for the Generals, and in turn resulting to an increased capability to provide for the families necessities, especially education.Because of the growing industry competition and market demands, our entrepreneurs become more skilled, more ingenious, more creative and more determined. Small business is often regarded as entrepreneurship driven. The booming economic activity in General Santos City, its competitive development such as infrastructure, the presence of malls, traffic light, newly constructed commercial buildings and more than 12,0 00 plus registered businesses are some that create dynamic communities in the city.Hence, the city was identified as the area of great advancement and these are all due to Small businesses investments. Small businesses are vital for economic growth and development in both industrialized and developing countries, by playing a key role in creating new jobs. Financing is necessary to help them set up and expand their operations, develop new products, and invest in new staff or production facilities. Many small business start out as an idea from one or two people, who invest their own money and probably turn to family and friends for financial help in return for a share in the business.Figure 1. Conceptual Framework Chart The conceptual framework as shown in figure 1 is composed of three components. The first component is the Entrepreneurial Management and their Operation which can gives impact in various areas it can also often closely associated with the firm’s overall success and survival. This makes the second component includes the Operation by the business as to Planning, Organizing, Leading, and Controlling. These component can create an impact to the industry that affects their operation at some point.Thus, makes the third component as composed of entrepreneurial orientation of small businesses as to innovativeness, pro – activeness, and Risk – Taking to seeks opportunity and take a bold action such as venturing into unknown market and committing resources to introduce new products or services ahead. Related Literature Small Business is very important segments in the society. (Kao & Liang, 2001) defined small business as one that is owned independently (that is, it is not a subsidiary of a larger firm) and managed by its entrepreneur/owner with little or no delegation of decision-making to employees.PLANNING Planning refers to process by knowing their strengths and weaknesses are and where they stand in the market place. The link to pl anning is provided by Fitzroy & Hubert, (2004) who also noted similarities between entrepreneurs and successful senior managers in their ability to plan across longer time perspective than junior managers or most non-managerial individuals. Thus, according to this line theory, planning should not be regarded as merely a bureaucratic exercise but more as evidence of a high managerial and organizational propensity and a necessary condition for sustained business growth.Entrepreneur and successful managers are more adept than other business owners and managers at overcoming apparent informational and production limitations to approach the theoretical production possibility frontiers of their enterprises. However, few-if-any- enterprises actually operate to full theoretical capacity and few targets are completely achieved even by firms that are generally considered to be successful. It is often argued that most business in fact only operate within an even more restricted set- the possib ility set- of possibilities that owners deem to be relevant to their business.This suggest an even closer and more constant link between managerial perception and intentionality and the business performance of an enterprise. (Kenney, 2008) Organizing It is a requirement to utilize the fullest potential of resources such as people, capital, and asset to ensure the success of the plans. Organizing coordinates the resources that needed to implement the plan. In organizing, company structure is established, relationships are formed and resources are allotted appropriately to realize the objectives sought for.(Camposano, 2003). A good and sound management organization may refer to in general refers to increase in size. In research, firm growth has been operationalized in many ways and different measures have been used. This may be one reason for the contradictory results reported by previous studies (Weinzimmer et al. , 1998:235), though other explanations have also been presented (Delma r et al. , 2003; Davidsson & Wiklund, 2000). Entrepreneurs must also be able to balance their managerial duties with leadership activities.In other words, they have to be able to handle both the day to day operations of the business as well as decision making obligations that determine the organization’s long term direction, philosophy, and future. It is a precarious relationship, but entrepreneurs must be both managers and visionaries in order to build their organization. Indeed, it is contented that many otherwise talented entrepreneurs have failed because they were unable to strike an appropriate balance between details of management and the larger mission that guides the new venture.Many entrepreneurs eventually reach a point where they realize that these twin obligations cannot be fully met alone. It is at this point that staffing decisions can become a critical component of long term business success. In general, entrepreneurs should search for ways to delegate some of their management tasks rather than their leadership tasks. After all, in most cases the new business has long been far more dependent on its founders. LEADING/ MOTIVATING Inspiring others to do their part effectively in carrying out the organization’s plans.Entrepreneurial leaders have some specific leadership attributes. Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed. Leaders of this type: take initiative and act as if they are playing a critical role in the organization rather than a mostly important one and energize their people, demonstrate entrepreneurial creativity, search continuously for new opportunities and pursue them, take risk, venture into new areas and providestrategic direction and inspiration to their people, take responsibility for the failures of their team, learn from these failures and use them as a step to ultimate success and strategic achievement. Entrepreneurial leadership involves instilling th e confidence to think, behave and act with entrepreneurship in the interest of fully realizing the intended purpose of the organization to the beneficial growth of all stakeholders involved. CONTROLLING Controlling is a six-step process that involves several systematic approaches to ensure performances standards are met in the most efficient way.While controlling is a complicated management function, its importance must not be under – rated. They must (1. ) Establish performance standards. Performance standards give employees an idea of what is expected of them and tells how you assess their performance. This key is to maintain management control. (2. ) Conduct a job analysis and create a job description for each position within the company. Give feedback regularly and give annual performance appraisals. This makes the employee aware of individual chance and weaknesses.Entrepreneurship establish and maintain an environment within the business to encourage a efficiency among e mployees period the functions of management involve planning, organising, directing, and controlling of resources. This function is influence by objectives set by the entrepreneur. They are closely related to each other and interdependent. Organising ordinates the resources that needed to implement the plan. (Brown, et. al, 2005). Innovativeness To innovate successfully, firms must break out of the patterns that have shaped their thinking.For example, Tim Warren, director of research and technical services at the oil giant Royal Dutch/Shell, was sure that Shell’s employees had vast reserves of innovative talent that had not been tapped; investing in new technology, R&D, and continuous improvement- for successful innovation, firms must seek advantages from the latest technologies. Innovativeness is concerned with supporting and encouraging new ideas, experimentation and creativity likely to result in new products, services or processes ( Fitzroy and Hubert, 2007 ).The indicato rs used to assess innovativeness comprised the level of involvement in R&D, the extent of innovation and qualifications of the workforce. Firms were asked to indicate their level for involvement in R&D. For a small number of firms (13) R&D was their primary activity. In total, almost 60 % claimed to be highly involved in R&D, although a quarter undertook of R&D. The 2005 survey on the effects of entrepreneurial orientation, asked the nature of innovations as between product/service, process and logistics or delivery of service.Some firms recorded innovative activity across a broad spectrum whereas others recorded innovations only in respect of product or service. The diversity or extent of innovative activity was considered an important indicator of innovativeness (Daft, 2005) Pro – activeness The concept of pro – activeness refers to a firm’s efforts to seize new opportunities. Firms can use to act proactively: (1) introducing new products or technological capa bilities ahead of the competition- maintaining a high level of pro-activeness is central to the corporate culture of some major corporations.(2) Continuously seeking out new product or service offerings- firms that provide new resources or sources of supply can benefit from a proactive posture. Pro-activeness is concerned with ‘first mover’ and other actions aimed at seeking to secure and protect market share and with a forward-looking perspective reflected in actions taken in anticipation of future demand (Lumpkin Dess, 2005 ). The indicators of pro-activeness used here comprised collaboration; incidence and extent, innovations, (in particular the incidence of ‘novel’ innovations); activities designed to protect intellectual property and market structure.Information was sought about formal or in formal collaboration or alliances with other organizations during the 2 years prior to the 2005 study and the purpose of collaboration had relationship with atleas t one of the following, ‘firms in the same line of business’ ‘customers’ and ‘suppliers’. The majority (more than two thirds) reporting collaborative partnerships gave more than one purpose. However, regardless of the type of organization collaborated with the purpose of collaboration was dominated by market-related issues.Of 74 CEOs giving reasons for collaboration 62 mentioned either ‘to expand the range of products/services’ and/or ‘to provide access to new markets’. Half of the remaining CEO’s gave ‘meeting current customer/client needs’ as the purpose of collaboration. Given that market-related issues dominated reasons for collaboration, firms were assessed for pro-activeness in terms of the diversity of organizations with which they had collaborated.In common with other studies of small businesses ( Kitson and Wilkinson, 2006) the majority of firms (60%) could be classified as operation in â⠂¬Å"niche markets†: confronting 5 or fewer serious competitors. Although striving to establish dominance in a niche market may demonstrate pro-activeness, account also needs to be taken of the extent to which that market is dominated by one or two customers, on which the firm is highly dependent. Few firms (13%) were dependent on a single customer for more than 50% of turnover.It can be suggested that the ideal â€Å"niche market† sought is where customers dependence is relatively low and serious rivals few. Such situations were considered to have a â€Å"positive† niche market effect. The reverse situation relatively high customer dependence combined with higher numbers of serious rivals was considered to have a ‘negative’ effect and intermediate situation a ‘neutral’ effect. On the basis of the above indicators the firms were ‘scored’ in terms of their level of pro-activeness. RISK TAKINGRisk taking refers to an entreprene urs tendency to take a bold action such as venturing into unknown new market, committing a large portion of resources to ventures with uncertain outcomes, and/or borrowing heavily, firms can use the following two methods to reinforce their competitive position through risk taking: (1)Researching and assessing risk factors to minimize uncertainty although all new business endeavors are inherently risky, firms that do their homework can usually reduce their risk; (2) using techniques that have worked in other domains-risky methods that other firms have applied successfully may be used to advance corporate ventures. (ferreire,2008). Measuring the extent to which individuals differ in their willingness to take risk is contentious.Early work in small business research tended to be focused on various psychological characteristics such as locus of control and tolerance of ambiguity. CEO’s subjective evaluation of their approaches towards risk is also fraught with difficulty since wh at one person regards as a ‘calculated’ approach another may regard as ‘aversion’. Others have suggested that the differentiating factor is the way risks are calculated (Norton and Moore, 2004). This study focused on behavior which might willingness to invest with uncertain returns: level of spending on R&D and investment in training as indicated by level of off-job training for full-time employees.Just over half of the firms undertaking R&D spent an average of less than 10% of turnover on R&D in the 2 years prior to the 2005 study but a quarter recorded levels of more than 10% of turnover. Few firms (28) had sought venture capital and those that had were evenly divided in terms of success. Seeking venture funding was regarded as indicative of a willingness to take risks. The impact of involvement in technology sectors was evident from the incidence and extent of training undertaken. Many studies of small firms suggest that they do not train. However like o ther recent studies ( Barnett and storey, 2004) the incidence of training in the firms in this study was high. Almost two thirds provided some off-job training for full-time employees and in a quarter over 20% of full-time employees were given such training.As with employment growth and qualification of the workforce, relative training performance was assessed in respect of employment size. RELATED STUDIES The study conducted by Poutziouos, Michaela and Soufani reports the findings of an empirical investigation on the economic factors affecting small businesses in General Santos City. The study involved interviews in SME’s postal survey with responses from further companies, and entrepreneurship of small businesses. The findings show that although short-term entrepreneurship practices improve as companies grow there is scope for the owner- managers of small businesses to strengthen their trade credit management in order to reduce costs and enhance business performance. Moreov er, they have to consider more financial options.This report has documented the key findings of many organizations responding global forces by re-engineering business process and shifting to horizontal organizations structures with self- directed teams. Some are adopting structural innovations such as the network, to focus their core competencies while outside specialists handle other activities. In addition to these structural changes, today’s organizations face the need for dramatic strategic and structural change, and for rapid innovations in technology and products. (Daft 1998). The report looked t how economic factors affects small businesses in General Santos City, and how these business manage their organizations.In the study of Berry & Sweeting (2002) stated that deficiencies in Economic Factors have been repeatedly cited as a root cause of business failure. (Najak and Greenfield 1994) two arguments are advanced for such deficiencies in SMEs; that new entrepreneurship is not relevant and that SME managers are unable to make up use of business. Here, it is argued that Business ideas are relevant to SME’s but that a process of innovations combining both knowledge to overcome a barrier of belief and an external shock are necessary in order for innovation to take place. These ideas were explored through a survey to SMEs from both service and manufacturing business in General Santos City. It was observed that the use of organizational techniques is negatively related to growth in turnover.However, the use of organizational techniques that were related to the product market was found to be positively related to growth in turnover and that owner/mangers belief in the importance of organization in business decisions was strong related growth very negatively related to size. The second theme of the research was the significance of the role of external advisors. Prima facie it was suggested that external advisors may be key agents of change, but th e study revealed that their perceived value was relatively low. The findings of this survey suggest that when entrepreneurship is perceived to be relevant then it use does support business growth but innovation in accounting in SME requires further research.In a study of measuring organizational performance by Wood & Walmsley (2004); it reports on the analysis methods used during a recent multinational experiment that was aimed exploring concepts for a new planning process within a condition of nations. In February 2004 over 400 participants from other countries took part in the multinational experiment conducted in a distributed collaborative environment. These participants formed a virtual coalition headquarters in order to plan an appropriate response to a crisis situation. These new planning process required â€Å"whole-of-government†Ã¢â‚¬â„¢ approach encompassing government departments, coordination of coalition partners, government agencies, non-governmentorganizations and other international application of appropriate organizational structures and process together with supporting information system and technologies The challenge of this study and researcher was to design and develop valid and robust measures of organizational performance. They found out that changes to the way the constructs were operational are required in order to take account of the practical complexities of measuring performance. In another study on organizational performance by Mcmillan, Diedrich and Entin (2005), immersive â€Å"virtual† simulations offer an opportunity to gain insight and experience in new, innovative, organizational structures.Assessing the performance of these new organizations represents a considerable challenge due to the myriad of complex interrelated factors that may contribute to the outcomes observed in the simulation. Theories and models, often in the form of â€Å"constructive† simulations of organizational performance, can guide th e development of empirical performance measures by linking detailed behaviors to overall outcomes for organizations. Constructive simulations can be used to create meaningful test conditions for immersive performance measurement , to identify those aspects of performance that are most critical to measure, and to predict the effects of organizational structures on performance. Considerable challenge, however.This chapter provides examples of the use of the theories and constructive simulations to structure empirical data collecting of organizational performance, and discusses the lessons learned from these efforts. The focus is on organizational structures for military command and control, including innovative structures associated with the new and rapidly evolving concept of â€Å"network-centric warfare† The study of Berry and Rodriguez (2001) reviewed the experience of small and medium enterprises in recent years in the Philippines. It notes that while Philippines economic growth picked up in the early 1990s/, the share of its small and medium enterprises (SMEs) in manufacturing employment and value added stayed roughly constant. However, the overall stability masks some dynamism across firm sizes and sectors.Thus, very small firms (with less than 10 workers) had higher than average rates of growth of total factor productivity during 1988-94c while larger firm (of between 50and 200 workers) experienced a decline in productivity. Toward the end of decade, the Philippines were affected by the economic factors but less seriously than some other Asians countries. Small firms do not seem to have been worse hit than larger firms. The Philippines has shown slow growth for decades, despite some recent recovery efforts. The evidence indicates that the SME sector was emerging from the deep economic crisis of the 1980s and experiencing the first positive effects of the economy wide reforms implemented in the late 1980’s and early 1990;s.By the mid- 1990â €™s Philippine SMEs appeared to have recovered from long period of decline, but their performance, by itself, does not seem to have been vigorous enough to boost the Philippine economy after the 1997-98 crisis. Large firms and large foreign ownership have rationally characterized the Philippine manufacturing sector. During a period of deep market reforms in the 1990s; the country open up to more FDI. Trade and economic reforms help to improve the growth scenario without providing a period of high growth. During the current crisis the modern sector manufacturing dominated the recovery by exporting high-end items and helped to buffer other negative impacts on Philippine manufacturing while creating a new, but small, breed of SMEs: small or medium foreign-owned enterprises.The study presented in a forum of International Development Studies on September 2005, attempted to analyze the ways of government’s bureaucratic system in the service delivery of SME sector affects the da y-to- day operations of small enterprises, along with other related issues such as the central- local government relations, decentralization, partnership and networking approach, and the demand- supply driven public services. It looked at the experience of the Philippine government’s policies and programs aim at SME’s growth. Dubbed as the national SME Development Agenda. The agenda incorporate a comprehensive and integrated approach to SME development, under the national government’s direction. Apparently, the agenda are centrally planned. Designed and implemented. At the lowest level of the government hierarchy, the local government units are entirely left only the monitor and coordinate the implementation of central government actions. Hence, the role and accountability of local stockholders are of well defined (especially the local government’s).Citing Zamboanga City, the economic center of western Mindanao region, the local government is lacking owne rship involvement, and commitment to this national initiative. Despite this national government-led support scheme. SMEs are continually facing some problems and pressures pertaining to their business operations. Analysis on the effect of national government’s a support scheme at the firm level is presented, with some implications toward the end. The study of Tamangan, Jocef and Habito (2004) discussed the role of SMEs in economic development has been well recognized. SMEs have been regarded as an important contributor to employment generation and wealth creation in developing economy.Ironically, however, SMEs have been discriminated against considering a raft of issues, In almost all countries, there is either a separate policy statement for SME (or for micro or cottage industries) or a general industrial policy statement with some potions of relating to SMEs. Philippines SME development policies that have been set in place may have been in light of major Philippine industri al development policies. Historically, the common thread that binds Philippine industrial policies has been the emphasis on policies regarding expansion of exports, increases in foreign investments, development of the private sector, and enhancement of domestic linkages. Moreover, there might have been industrial policies that may have been undermined SME development because inherent scale biases.Inroads regarding SME development have been realized in the economy thus far, but Philippines SMEs can still derive some lessons from the Japanese experience, particularly Japanese practices regarding subcontracting and clustering. There is also a need to realize that it is now insufficient to address commonplace themes and roadblocks experienced by Philippine SMEs identified through historical experiences, Nowadays, it is inescapable to acknowledge the concerns regarding SMEs will have to be considered and addressed in light of globalization, which is most easily comprehended in terms of i nternational trade. Bilateral trade cooperation is mutually beneficial.One way for Japan to encourage Philippine SME development, as part of bilateral trade cooperation, is to identify and to open some Japanese markets to Philippine SME exports. Hence, sector (or even sub-sector) identification in general, and product identification in particular, is a necessary first step to this end. The study of Salazar (1984) which was conducted among the 230 SMEs located in Region III, IV, NCR and VII in which the SMEs are located. The result of the study presented the economic factors practices adopted by the SMEs on cash forecasting, cash maintenance, sourcing of funds, allocation of borrowed funds and control measures fordaily operations. A study of Stan, Landry and Evans (2004) on boundary spanners’ satisfaction with organizational support services: An internal communications perspective, offered insights into how internal communication by both managers and service providers impact a boundary spanners’ satisfaction with support services. The study used path analysis or structural equation modelling as a statistical tool. Results indicated that service provider and manager communications are largely complementary and that satisfaction with service outcomes, rather than service quality, appears to have an enduring impact upon a boundary spanners’ overall job satisfaction.Small and medium enterprises have long been building blocks of the Philippine economy comprising more than a majority of the total businesses operating in the country. Despite the numbers given and their contributions, many problems beseech the sector. One is in the aspect of the Economic Factors. Areas such as accounting systems, financing, working capital management and capital budgeting are some of the basic concerns of an SMEs which if not given the necessary attention could have an impact on the performance of the enterprise as a whole. The organizational performances of these enterprises are also dependent on these Economic Factors practices such as their competitive advantage, profitability, productivity, sustainability and innovation.

How Language Develops in Children

For every parent, language development in their children is a fundamental aspect that must be given importance as many parents are concerned about the progress of their children when it comes to learning to speak and to understanding words and their meanings. The child’s communication skills are further developed through the interactions they have with other people. That’s why parents must continually provide the interaction needed so that their children’s progress is continuous and steady. Language development is defined as the process in which young children understand and communicate language during early childhood. Rafanello says that it is acquired more quickly in the first five years of a baby’s life (1). The amazing thing is that even before the baby is born, he can differentiate native language and other languages. This is because when they are still inside the womb, they hear and respond to familiar voices, especially the mother’s. An infant’s brain goes through changes after birth. Trillions of pathways develop between brain cells, and these pathways will allow the baby to learn and think, and then talk, and whatever stimulation a baby has during the early years of his life will mold and strengthen these brain pathways. Caregivers of these babies, especially the parents, need not worry because there are so many opportunities for a child’s language skills to be further enhanced. Rafanello added that the experiences of an infant with language in interaction with parents and other people around him will impact his overall development (1). A baby communicates through facial expressions, coos, gestures and verbal cries. In the article â€Å"Language Development in Children,† it says that even before a child can speak, he can understand words. It also adds that the language spoken to a baby from birth will enable him to comprehend the words and later on speak them. Language development in babies starts through gestures and facial expressions. Through these, a baby can express his comfort or discomfort, unpleasantness and even satisfaction. There will be words that will have emotional significance on a baby, and these are usually the words that he will pay attention to. A study showed that as early as twenty-four weeks, an infant can differentiate between â€Å"bah† and â€Å"gah.† Another study showed that a month old infant can â€Å"associate sucking behavior to the sounds of â€Å"b† and â€Å"p.† Later on in his life, he will learn to â€Å"babble† and form his own language (â€Å"Language Development in Children†). It is of importance that parents talk to their children, as this stimulation with the language environment has value. It is said that a baby learns to connect words with his emotional experiences and this will provide him the motivation to talk, or to express his feelings through â€Å"babbling.† As the baby grows, he will attempt to create sounds in trying to communicate with the people around him. A study cited in the â€Å"Language Development in Children† showed that when a person pronounces words very clearly to an infant, it will help the infant to understand. This is a very important measure of a baby’s language development so that he can comprehend words and their meanings. A baby will also learn that his babbling will gain the attention of those who are around him. Listening is an important step before a child can learn. When a baby listens to a lot of things, he can develop and expand his vocabulary and improve his IQ. This is also the result of a study of the National Institute of Child Health and Human Development (NICHD). Aside from the larger vocabulary, a baby’s language skills are more complex when they are raised in high-quality child care environment (Rafanello 1). Moreover, â€Å"live† language can tremendously improve the language skills of child. To be able for children to comprehend language, they must hear it in association with what happens around them. Through this, language does not become merely noise. Another important thing for a parent to remember is talking directly to the baby even before he can talk back. This facilitates understanding of a word or words that are spoken many times. The best and natural way for a baby to learn the meanings of words is talk to him in relation to what is happening. Actions and descriptions of objects or thoughts will also help the baby to associate words with them. A study by the National Institute of Child Health and Human Development (NICHD) showed that a positive interaction is connected with language development. Furthermore, a child can learn better through language-based interactions with his parents or the people around him. At times, a baby repeats a word many times, such as â€Å"bah† in reference to the same object. When he grows, he learns to speak other sounds. For instance, a baby can make sounds when he is in his crib. When his mother approaches and talks to him, the baby’s sounds become frequent. This is a very significant step as it opens another opportunity for the speech development of a child. If a baby is stimulated, he will use his vocal cords many times. This also makes way for increased social stimulation from other people to him. The following presents the language development of children at certain ages. Even before birth, language development takes place, especially when a mother constantly talks to her unborn child. According to Alic, infants become familiar with the human voice. She adds that infants pay more attention to a human face, more importantly when it is talking. At infancy, babies either quiets down or smiles when they are spoken to. Turning towards familiar sounds and voices are also characteristic of infants. Moreover, they communicate through chuckling, gurgling, whimpering and cooing. They can also produce sounds such as â€Å"ohh† and â€Å"ah.† They also communicate and express their needs through crying. Between three and six months, an infant can show responses to changes in a tone of voice. He also learns how to vocalize his pleasure or displeasure. Moreover, he laughs, sighs, squeals, blows bubbles, babbles and sputters loudly to get the attention of people around him. He also learns t use gestures to communicate his desires. Additionally, he can cry differently if he is in pain or hungry. An infant this age can also shape his mouth to change sounds. His new collection of vocabulary includes sounds such as â€Å"b†, â€Å"m† and â€Å"p† (Alic). Six to twelve months of age marks the most critical period for receptive language development. Receptive language development is the infant’s ability to comprehend language. During this age, an infant responds to their names. He also learns how to listen keenly to speech and other sounds. He expresses his moods through body language and sound. He can also play with sounds. Aside from these, he can respond to friendly or angry tones and can repeat syllables. He also communicates through imitation of intonation or speech sounds. At this age, he uses his tongue to change sounds and babbles with as many as 12 sounds in a singsong pattern. He can also make long sounds (Alic). In his seventh month, an infant can vocalize syllables such as â€Å"Dada† or â€Å"Mama† (Child Development Institute). Rafanello added that at this stage, an infant’s babble has long and short group of sounds such as â€Å"tata upup bibibibi.† His vocabulary now includes one or two new words such as â€Å"bye-bye,† â€Å"dada,† â€Å"mama,†, â€Å"no,† or â€Å"uh-oh† (6). An infant between nine and 12 months can listen when he is spoken to. Moreover, he can give responses to simple requests. He also recognizes the names of his family members and even the names of common objects. He also understands the word â€Å"no.† He repeats sounds, exercises intonation, uses the words â€Å"dada† and â€Å"mama† for any person, connects voices and names with people, makes use of sounds other than crying for their needs or to get attention, shouts and screams, knows their own names, understands gestures babbles two to three syllable repeated sounds. By 12 and 18 months of age, a toddler can now use partial words, recognize names, laugh appropriately, use words that start with â€Å"b,† â€Å"c,† â€Å"d,† and â€Å"g,† make gestures and say â€Å"no,† understand and follow directions, and ask for help using sounds and gestures. He can also use complete words and understand certain words, such as â€Å"up,† â€Å"down† and â€Å"hot.† Moreover, a toddler this age learns to form sentences by putting two short words together. This age also marks the toddler’s understanding of words associated for everything; their language development is steady. Alic says that the majority of a toddler’s first words are universal. They consist of names of foods or family members. By the age of 18 to 24 months, a toddler has a collection of 20 to 50 intelligible words. He can now say more words each month and put two words together such as â€Å"more cookie† (Rafanello 6). His vocabulary also consists of nouns. He can follow simple commands and use two pronouns correctly. The pronouns I, me and you are commonly used. He also follows command such as â€Å"show me your eyes.† A two- to three-year old toddler is able to use short sentences to ask for things, and he has a word for almost everything. Those around him can understand his speech (Rafanello 6). His vocabulary now consists of 400 words, which include names. As early as this age, the toddler can repeat the stories, songs or rhymes he hears. He can also describe his experiences through three- to five-word sentences. By three to four years of age, a child can talk through sentences that have four or more words. If a child attends preschool, he can talk about the activities he does there. He can also converse with others and ask questions. At this age, he can use pronouns correctly. His collection of vocabulary is much bigger, usually consisting of 900 to 1,000 words (Alic). At this age, a parent is suggested to communicate with his child through self-talk, which is another way of enhancing language development. The parent can start by telling his child â€Å"I am picking up your toys.† When a child is aged four or five, his language skills further develops. According to Rafanello, a child this age exhibits ease in communicating with adults and children. However, he may have difficulty with certain sounds, such as j, l, ch, r, s, sh, th, v, z. He has the ability to speak with lots of details (6). He can now describe things and has a better grasp of number and time concepts. Moreover, he knows things about himself, such as his age. His understanding of number concept includes counting from one to ten. Language development can be further developed through continuous interaction with the people around the child. Language development can also be enriched when a child is exposed to an environment rich in language and language-based interaction. If a parent regularly reads and talks to his child, it can have an impact in the child’s ability to communicate with others. However, a parent must remember that the ability of children to learn is not the same for everyone. While one child may show quick progress, such as forming a sentence, another may have problems dealing with speech or language delay. There are times when a child exhibits mild or temporary delays. These delays can affect about six percent of children. There are factors which can affect the delays. A child may be experiencing genetic disorders, hearing impairment or development disorders. The good thing is if these disorders are detected earlier, they can be treated or prevented in their early stages. Although children show different rates when it comes to language development, it is best not to compare a child’s language development with another. Parents must make sure that the language development of their children is steady, and not just fast or slow. They must also provide an environment where their children have a room to learn things. Aside from this, parents must assist their children’s development in any way possible. Works cited Alic, Margaret. â€Å"Language Development.† 2007. About.com. 9 December 2007 < >. â€Å"Language Development in Children.† Child Development Institute. 9 December 2007 . Rafanello, Donna. â€Å"Facilitating Language Development.† Healthy Child Care America, Summer 2000: 1-6.      

Managerial Accounting Case Analysis Essay

Compare assigned costs per product under both methods. Why has Activity-based costing changed the total costs assigned to each product? By comparing the two cost assigned methods, there are some differences existed: Unit Product Cost:| Gadgets| Smidgets| Smadgets| Smadgets| Traditional Costing Method| 400| 1,000| 1,350| 850| Activity-Based Costing Method| 590| 1,100| 760| 1,250| Overhead Cost| Widgets| Gadgets| Smidgets| Smadgets| Traditional Costing Method| 200,000| 600,000| 800,000| 400,000| Activity-Based Costing Method| 390,000| 600,000| 210,000| 800,000| I deduct the main reason for that are: Traditional Costing Method use the Overhead Rate (200% of direct labor) and the Activity-Base Costing Method just use the Overhead Cost Drives. As for Traditional Costing Method, the company just accumulate costs into a cost center (Three kinds of costs: director material, director labor, Manufacturing Overhead) , and the Manufacturing overhead just equals the director labor multiply by 200% , the Overhead Rate. These three kind of costs added together we got the total cost, and the total cost divided by the each unit built, we get the final unit product cost, I think it is a rough calculating process. The result depends on the direct labor hours and regardless of any other elements, if direct labor dose not account for a larger portion of the product, the result will not be accurate. In terms of Activity-based costing method, the company use Overhead Cost Drives (There are three allocation bases in the ABC method: depreciation, machine set-up and rent). The Overhead expense just use cost drivers (Such as Machine hours, Set-up hours and Rent) to apply the costs on the products. On the basis of these three, we can get the Overhead cost drive’s Pool Rate, and we also get the actual Cost Driver Quantity for Product Line, and finally we can know what is the exact Activity Cost for Product Line with respect products, finally, we got the total ABC Overhead cost for the three products. So I think this allocating process is more accurate, because it use the Cost drives into different part in detail.

Debate on School Uniform Essay

Today we are seeing that the younger generations are becoming more preoccupied with fitting into the latest fashion trends. School administrations have noticed that dress code violations could be an attribute to the lack of performance in the classrooms. Public schools across America are searching for answers to enhance a better learning environment for the students. Taking all this into consideration, school uniforms would be a great idea to alleviate some of the negativity kids face due to societies apparel obsessions. In addition to what has been mentioned, studies have shown positive results with the use of public school uniforms. If it means that the schoolrooms will be more orderly, more disciplined,† Mr. Clinton said, â€Å"and that our young people will learn to evaluate themselves by what they are on the inside instead of what they’re wearing on the outside, then our public schools should be able to require their students to wear school uniforms (Mitchell, 1996). I believe a requirement of school uniforms should be implemented in all public elementary and middle schools. Read more: Should uniforms be mandatory essay In the name of putting â€Å"discipline and learning back in our schools† President Clinton instructed the Federal Education Department today to distribute manuals to the nation’s sixteen thousand school districts advising them how they can legally enforce a school uniform policy. If it means that the schoolrooms will be more orderly, more disciplined,† Mr. Clinton said, â€Å"and that our young people will learn to evaluate themselves by what they are on the inside instead of what they’re wearing on the outside, then our public schools should be able to require their students to wear school uniforms† (Mitchell, 1996). â€Å"It’s a fashion trend that’s spreading from Los Angeles to Louisiana, from Maryland to Miami, public schools are discussing, and in many cases adopting, the old private school idea. School uniforms are designed to help kids focus on algebra instead of high-tops; to make students compete for grades rather than jackets (www. pbs. org). In 1987, the first public school Cherry Hill Elementary in Baltimore, MD instituted a school uniform policy. Later in 1994, the Long Beach Unified School District in California adopted a mandatory uniform policy in some of its schools, making it the first urban district to do so. Before long there was a considerable increase in the use of uniform. For example, ninety-five percent of New Orleans’ public schools require uniforms, eighty-five percent of Cleveland, eighty percent of Chicago, sixty-five percent of Boston, sixty percent of Miami, and fifty percent of Cincinnati’s public School changed to uniforms (www. education. org). New York City, which is the largest school district in the US, has adopted the school uniform policy. The largest school district in the U. S. has adopted school uniforms. Over a half-million elementary-school students in New York City will have to adhere to a dress code by the fall of 1999. The president of the school board said the policy is â€Å"important to diminish peer pressure and promote school pride,† but that it’s not â€Å"an act of magic to transform schools overnight†¦ It isn’t going to replace a good teaching, good principals, and small classrooms. †(www. pbs. org). The National Association of Elementary School Principals (NAESP) conducted a phone survey of seven hundred and fifty five principals in 2000, which revealed that twenty one percent of all public schools had a uniform policy (www. education. org). Another reason that schools have decided to conform to uniform policy is because some students arrive at school in T-shirts that bear slogans or graphics promoting drugs and alcohol, or that display a variety of messages that conflict with values the schools are trying to promote. Others may swagger around the halls in gang-related garb. Also, others may show up in sexually provocative clothing. These issues, as well as a desire to minimize socioeconomic tensions between the â€Å"haves† and â€Å"have not’s†, have spurred some schools to adopt more stringent dress codes or to require students to wear uniforms. As the Department of Education’s Manual on School Uniform notes, â€Å"Uniforms by themselves cannot solve all of the problems of school discipline, but they can be one positive contributing factor to discipline and safety† (Lumsden, Miller, 2002). Some authors contend that uniforms lessen emphasis on fashion, reduce the financial burden of low-income families, and promote peer acceptance, school pride, and learning. In a ten-state survey of elementary and middle school principals conducted two years ago by the National Association of Elementary School Principals and the clothing company Lands’ End, eleven percent of respondents said that their schools mandate uniforms, and another fifteen percent were considering such a policy. Others recent survey indicated that support for uniforms are growing among parents as well. In one survey, fifty-six percent of parents said they would support a school uniform policy (Lumsden, Miller, 2002). School uniforms also take the pressure off students to pay top dollar for clothes, according to Reginald Wilson, a senior scholar at the American Council on Education in Washington, D. C. â€Å"I think it does lower the cost of clothes, and kids don’t emphasize clothes as much when they’re all wearing the same thing,† Wilson said. â€Å"Certainly the competition to wear the best shoes or the best sweaters and so forth has been prevalent in school ever since I was in school, and the poor kids felt inferior† (www. pbs. org). Deborah L. Elder wrote about an evaluation of school uniform policy at John Adams and Truman Middle Schools for Albuquerque public schools. In the beginning in the fall of 1998 under a policy started by parent’s students at John Adams and Truman Middle Schools in Albuquerque were required to wear tuck-in polo shirts and khaki pants or skirts. Elder reports on an evaluation of this policy that used interviews, focus groups, and surveys, along with data on discipline referrals and numbers of students achieving honor-roll status. During the first semester of the 1998-1999 school year, both schools experienced a clear improvement in student conduct from the previous year. At John Adams Middle School, discipline referrals fell from one thousand five hundred and sixty-five during the first semester of the previous year to four hundred and five. At Truman, referrals dropped from one thousand one hundred and thirty-nine to eight hundred and fifty. Students, teachers, and parents stated in interviews â€Å"uniforms place all students on an equal level,† Elder writes, â€Å"Students who may be immediately labeled by peers and staff no longer stand out. † Survey data showed that seventy-five percent of parents and eighty-nine percent of staff supported uniforms and believed they decreased violence, theft, and gang activity, Although only fifteen percent of students supported uniforms, fifty-nine percent agreed that â€Å"school uniforms help school officials identify trespassers on campus. † Concerns about school violence have led to increased interest in and acceptance of uniform policies. In the wake of school shootings, communities and schools are much more willing to embrace uniforms as well as a number of other strategies to enhance student safety. Curbing gang-related violence was the primary goal of the Long Beach (CA) Unified School District when, in 1994, it began requiring students in all its elementary and middle schools to wear uniforms, In the Dysart Unified School District outside Phoenix, Arizona, eliminating some of the stigma associated with clothes was the main motivation behind the adoption of uniforms. Even before the recent series of school shootings, a survey of principals conducted by the National Association of Secondary School Principals found strong support for uniforms. In addition to having a sense that uniform may aid in violence prevention, many administrators believe that uniforms will reduce discipline referrals, while improving attendance, achievement, self-esteem, and school climate. A study of middle school students in the Charleston (SC) School District fount that school uniforms did appear to alter students’ perceptions of school climate. Students attending district schools that required uniforms viewed their school climates more positively than did students enrolled in schools where uniforms were not mandatory. Additional benefits credited to school uniforms include improved discipline, increased respect for teachers, increased school attendance, fewer distractions, improved academic performance, increased self-esteem and confidence, lower overall clothing costs, promotion of group spirit, reduction in social stratification and fashion statements, improved classroom behavior, lower rates of school crime and violence, and easy identification of nonstudents (Lumsden, 2001). Many opponents believe that dictating what students wear to school violates their constitutional right to freedom of expression (Lumsden,Miller, 2002). People oppose uniforms point to unnecessary violations of students First Amendment rights, authoritarian regimentation, extraordinary expenditures on special clothing, an environmental tone that is harmful to education and learning, and cosmetic solution to deeper societal problems. Students First Amendment right to freedom of expression, and whether it is being abridged, is one of the fundamental issues raised, Several legal challenges have asserted that students freedom to select what to wear to school is a form of self-expression that schools are not entitled to interfere with (Lumsden, 2001). In a recent case, Littlefield v. Forney, parents challenged a school uniform policy adopted by the Forney, Texas school board. The policy required students to wear polo shirts, oxford shirts, or blouses in any of four specified solid colors, with blue or khaki pants, shorts, skirts, or jumpers. Denim, leather, suede, vinyl, and spandex were off-limits, as were baggy clothes and specific types of shoes. The parents claimed that the district’s policy violated â€Å"the right of parents to control the upbringing and education of their own children. † The plaintiff also argued that the policy interfered with students’ freedom of expression and forced them to express ideas with which they might disagree. In addition, they also declared that the procedures for opting out of the policy violated their religious freedom by allowing school officials to assess the sincerity of people’s religious belief. The federal district court dismissed the suit without a trial, but the plaintiffs then appealed to the 5th Circuit Court, where the ruling of the lower court was upheld. In its decision, the 5th Circuit Court indicated that students’ free-speech right to select their own clothes is â€Å"not absolute,† and that this right must be balanced against a school board’s stated interests in adopting a dress code or uniform policy. To decide whether a specific uniform or dress code policy is permissible under the Constitution’s free-speech clause, the court used a four-pronged test it had previously applied in another school uniform case, Canady v. Bossier Parish School Board. The court looked at four criteria: the school board must have the power to make a policy, the policy must promote a substantial interest of the board, the adoption of the policy must not be an attempt to censor student expression, and the policy’s â€Å"incidental† restrictions on student expression must not be greater than necessary to promote the board’s interest. In this case, the 5th Circuit found that all four criteria were satisfied and that the district’s school uniform policy therefore did not violate students’ right to free expression. The court also ruled that parents’ rights to control their children’s upbringing, including their education, cannot override school rules that are considered â€Å"reasonable† to maintain an appropriate educational environment. In this case, the court concluded that the uniform policy was â€Å"rationally related† to the interests of the school board in â€Å"promoting education, improving student safety, increasing attendance, decreasing dropout rates, and reducing socioeconomic tensions among students. † The parents’ argument that the opt-out procedure violated religious freedom because if gave school officials the authority to judge the sincerity and content of families’ religious beliefs was also rejected by the court. Their decision was based on the policy not containing any religious goals; they did not have the effect of advancing or hindering any particular faith over any other; and did not excessively â€Å"entangle† school officials in religious beliefs (Lumsden, and Miller, 2002). Public schools that have already put uniform into place have seen improvement. Kids are less focus on what they are wearing, and more focus on schoolwork. Kids are not focused on what they should wear the next day for school and you won’t have kids up early looking for clothes to wear to school. Elementary and Middle Schools will see significant change once uniforms are put into place. School uniforms are a great way to preserve the level of social equality amongst the students. The thought of knowing the social background is prevented. It makes kids treat each other equally; not judging by what clothes they wear. Students will learn to respect each other on the foundation of how they get along and not how sexy they look. Humiliating or bullying other kids will decrease or stop altogether. The level of distraction is considerably reduced. Since students will be dressing in similar clothing, which will be distinctive to the school, the students will build up a sense of belonging and loyalty to the school. School uniforms will help avoid incidents of complicated situations (inferiority and superiority). Students will not be known by what they wear, but by how they perform. Kids can build team spirit. When you wear specific colors, a sense of unity can be developed. Similar clothing promotes team spirit. School uniforms encourage a sense of ownership and discipline. Therefore, I strongly believe school uniforms should be a requirement for public school students in the elementary and middle schools. Overall, implementing school uniform in elementary and middle public school will be beneficial, as I have mentioned above. Kids may not be happy about it at first, but they will eventually catch on. I personally work with middle school kids who go to public school and wear uniforms. They did not like it at first, but what they all agree on is how they don’t have to decide on what to wear. References Lumsden, Linda and Gabriel Miller. â€Å"Dress Codes and Uniforms. † 2002. National Association of Elementary School Principals, Alexandria, VA. 19 6 2012 . Lumsden, Linda. Uniforms and Dress-Code Policies. Eugene, May 2001. Mitchell, Alison. New York Times: Clinton Will Advise Schools on Uniforms. 25 February 1996. 23 June 2012 . Public School Uniform Statistics. 2012. 19 6 2012 . School Uniforms. 21 6 2012 .

Individual project 4 Essay Example | Topics and Well Written Essays - 1250 words

Individual project 4 - Essay Example Organizational structures or models can be described as the ways through which a particular organization organizes the workforce and duties or tasks so as to remain functional thus attains her set goals. The application of the business models is dependent on the size of the work group and the size of the organization. In small organization characterized with small work groups the models are not pallid, however, in large organization the use of these structures is a must due to the existence of varied task delegations. Factors such as business employee size, revenue, geographical dispersion and the range of the business are the one's determinants of a business structure. This paper describes the various types of business models that are commonly applied by the international businesses, the reasons for their application, advantages and disadvantages of each business model. The company on which the paper lays focus on is Coca-cola, a beverage manufacturing company worldwide. Thesis Stat ement For gaining competitive advantage in the global arena organization are sourcing for talent, goods and services from other organizations. ... Each of them is described below. Global Product model Global product or product development refers to means used by an organization in maximizing her financial and operational productivity of the process itself. According to PTC white paper it involves spreading of product development activities in various regions worldwide in order to improve on the value-added cost. These activities run from marketing activities to activities such as design, analysis and new idea generation. A large and diversified company like Cadbury is organized according to the products. Here, all activities pertaining production and marketing of a product or groups of the same product are put in the same group where the top most manager of the product group is bestowed with autonomy over the operation. This means that all the personnel in the group have ample time to fully attend to their particular product line needs, hence, expertise in the line’s development, production and distribution. In an effort to safeguard the process from unnecessary disruption the Cadbury allow for evolution of different units or product lines moving from one level to another towards global market distribution and finding balance between cost and added value. At level 1 there is no product development activity distribution, at level 2 some elements of product distribution is achieved but no strategy, at level 3 strategies for global product distributing are put in place with discrete supportive activities. At the fourth level the company out aggression identifies the particular sets and accompanied responsibilities to offshore Markets. Cadbury Egypt does the same for her chocolate bars by producing then sending