Our Program s Philosophy On Positive Child Guidance

Our program’s philosophy on positive child guidance is to discipline instead of punishing children for accidents or mistakes they make. With the help of our committed staff, we can provide a positive atmosphere that will allow the children to feel loved and accepted to help build their self-esteem. Our program will offer the children with choices, but there will also be reasonable, and developmentally appropriate limits. The educators will model positive behaviours that will teach the children to problem solve and build self-control in a healthy, and safe way. Children are going to continue to make mistakes, but they will learn from them just like adults do. So why would we punish them for it? When positive guiding children we can help them see and understand consequences from the choices they make. By using punishment instead of positive discipline can cause possible side effects, such as blocking open communications, punishment represses behaviour, but doesn’t deal with the behaviour, models a negative use of power, and to have continue effect it must escalate in order to remain it’s effectiveness. Using punishment as discipline will create a negative relationship between educator/parent and child. This could lead the child to have negative thoughts about themselves creating a low self-esteem. â€Å"The quality of the verbal environment sets the stage for children’s developing perceptions of themselves and others.† (Meece Soderman, 2010, p.81) In the article PositiveShow MoreRelatedA Dynamic Learning And Fun Environment For Your Child742 Words   |  3 PagesAre you looking for a dynamic learning and fun environment for your child? Look no further because you have come to the right place at Hogan’s early childhood center, (privately owned building). 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We look forward to serve you and your children and we wish that your family will have a happy and exciting experience at our school. This handbook will serve as a guide to all our parents and help you to understand our philosophy and policies. We encourage our teachers and parents to work together to provideRead MoreMy Philosophy Of Education As An Educator2563 Words   |  11 PagesMy philosophy of education is aligned Introduction To develop as an educator it is essential that I understand my personal developing philosophy of education. This philosophy is one that has been influenced by reflection on and learning from prior experiences, and will continue to develop throughout my career as an educator. At this point in time I believe that the purpose of education in this framework is to challenge children, equipping them with the knowledge and understandings required to be

Mental Health Is A Sense Of Wellness - 1775 Words

Mental health is a sense of wellness that an individual has; it is influenced by multiple factors such as support system, personal cultural beliefs, family, and biological influences. Being mentally healthy gives us the ability to grow cognitively, communicate, contribute to society, work productively, and cope with stress (Halter, 2014). When we are unable to cope with stressful events in life, it prevents us from having a meaningful learning experience. Anxiety is a universal emotion that exists in everyone; it is highly individualized and no two people experience them exactly the same. Anxiety can be brought on by something simple such as remembering if you locked the door before you left the house in the morning, or speaking in front of a large group of people. A mentally healthy adult is able to cope with anxiety because they have learned from their past experiences and have grown from them. We progressively grow cognitively as we age and we learn from stressful experiences thro ughout life, but what about young children? Children develop at their own pace and may lack the cognitive ability to understand why they feel a certain way. Due to their young age, they do not have a large collection of life experiences to help them get through stressful situations. The purpose of this paper is to explore how young children diagnosed with an anxiety disorder respond to Cognitive Behavioral Therapies compared to Metacognitive Therapy. After conducting research about youngShow MoreRelatedRecommending Intervention Activities That Promote Resilience And Wellness984 Words   |  4 PagesRecommend Intervention Activities That Promote Resilience and Wellness Cultural context and communities provide challenges and areas of strength related to wellness and resilience. 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Multinational Corporation and Country Nationals Free Essays

string(34) " responsibility for the business\." In the recent decade, international human resource management (IHRM) experienced tremendous research growth due to the increase number of organizations begun to extend their businesses into overseas markets. Multinational Corporation (MNC) is the term used to describe a business with overseas operation. Some of the main reasons for the growth of interest in IHRM are: 1) the number of MNC has increased with rapid growth of global competition which resulted in increased mobility of human resource. We will write a custom essay sample on Multinational Corporation and Country Nationals or any similar topic only for you Order Now 2) Effective HRM strategy has been recognized as determinant of success or failure of organization. ) It is more difficult to exercise control and implementation of corporate strategy over remote subsidiaries with different culture and background. (Fernando, 2006)In this article, we will discuss the difference between international and domestic human resource management and the challenges that organization faced when selecting, developing, motivating and maintaining the employees for the overseas assignment and how these issues will affect the strategy of the organization. Finally, the article will conclude that IHRM is complex, difficult and critical to global business success. Stone, 2008) It faces a lot of challenges as compared to domestic human resource management mainly due to the geographic dispersion and multiculturalism. Defining International Human Resource Management (IHRM) There is no consensus about what the term IHRM covers although most studies in the area have traditionally focused on the area of expatriation (Brewster and Harris, 1999). Taylor et al. (1996) define IHRM as a range of people management functions, processes and activities which involve consideration of more than one national context.Difference b etween Domestic Human Resource Management and International Human Resouce Management IHRM has similar human resource activities as domestic human resource management except that it is at a global level. Regardless of whether they are specific to one or several countries, the external constraints such as political, legal, economic and cultural can significantly influence the way HR functions are carried out and the HR manager will have to plan for the human resources, do acquisition for the right people in the right number at the right time, train and develop, aintain and motivate the employees. As stated by Dowling and Welch (2005), the complexities of operating in different countries and employing different national categories of workers are a key variable that differentiates domestic and international HRM. Domestic HRM involved employees within only one national boundary while IHRM deals with three national or country categories: the parent country where the firm is usually headquartered; the host country where a subsidiary may be located; and other countries which may be the source of labour, finance or research and development.In addition, there are three types of employees of an international firm: parent-country nationals (PCNs); host-country nationals (HCNs) and third-country nationals (TCNs) (Dowling, Welch and Schuler, 1999). Dowling (1988) argues that the complexity of international HRM can be attributed to six factors such as more HR activities; the need for a broader perspective; more involvement in employees’ personal lives; change in emphasis as the workforce mix of expatriates and locals varies; risk exposure and broader external influences.Types of employees Managers can be hired three types of employees: parent country nationals; host country nationals and third country nationals. Parent country nationals (PCNs) are residents of the international business headquarter who are transferred to one of its overseas operations. Even though communications and coordination with headquarters is typically facilitated when PCNs are employed since they share a common culture and education background with headquarter but the number of PCNs employed in an organization is limited.This is due to the high cost in relocating and maintaining them in host country and the lack of knowledge of local laws, culture, economic conditions, social structure and political processes. Host country nationals (HCNs) are residents of the host country and are the most common choice of mid-level and lower-level job. Employing HCNs is popular because they are familiar with local laws, culture and economic. Even though HCNs may be cheaper than PCNs but HCNs may not be familiar with the firm’s corporate culture nor its business practices.Third country nationals (TCNs) are citizens of neither the headquarter nor of the host country. They are most likely to be employ in upper-level or technical positions. Expatriate Expatriates are people working and residing in countries other than their native country. TCNs and PCNs are collectively known as expatriates. Organization usually takes great care in selecting expatriate as important roles are usually assigned to them and the cost of transferring wrong person overseas is enormous. It is known as expatriate failure when the expatriate return homes before the assignment is completed.The cost of failure would incur direct and indirect cost to the organizations and the expatriate. The indirect costs are harder to quantify in money terms and it includes causing the organization to lose its market share and expatriate may lose self-esteem. Dowling Welch (2005) had concluded that factors moderating performance would include: spouse/ partner dissatisfaction; inability to adapt; difficulties with family adjustment in the new location; culture and language difficulties. RecruitmentRecruiting and then deploying people to positions where they can perform effectively is a goal of most organizations whether domestic or international. Recruitment in international context is no easy job. Cross-national differences in work values influence how attractive a firm is perceived to be within any given culture because what individuals want from an employer may vary across culture. (Caligiuri, Lepak Bonache, 2010) Therefore, companies should adopt different sets of selection practice and recruitment message based on the culture of the country they are recruiting.In MNCs, most positions are filled by HCNs as it is cheaper than hiring expatriate and they are more familiar with the local culture, economics and business environment. But it is still common to employ expatriate in management role since they had better understanding of the culture and business background. Expatriate selection is much more difficult than domestic selection. The HR manager may have stringent screening process as these expatriate will be mostly being employ in management level that has greater responsibility for the business. You read "Multinational Corporation and Country Nationals" in category "Papers"Therefore, only experienced candidates will be selected for overseas assignment. On the other hand, candidates are becoming increasingly selective regarding their choice of overseas assignment making it more difficult for expatriate to be employed. Selection is often conducted through supervisor’s interview of candidates. With expatriate being employed in management role could mean that they are the ones interviewing the HCNs. In this case, it would be especially challenging as behaviors may be interpreted through a cultural lens and unintended inferences may be made.Caligiuri, Lepak Bonache (2010) had concluded that firm that dedicates the time to answer the strategic questions about employee competencies globally – and, i n turn, effectively selects for them within the various countries where it operates – has a competitive advantage within its global workforce for implementing global business strategy. Training and Development The objective of training and development is to foster learning among the organizational members and to develop enriched and more capable workers, who, in turn, can enhance organizational competitiveness and effectiveness.As compared to domestic organization, multinational organization faces a number of unique challenges in training and developing function. This is due to that multinational firms differ in their operations from those of domestic firms in terms of geographic dispersion and multiculturalism. (Adler, 2002) It may be difficult when translating training material; therefore it is important to understand the importance of sensitivity to local language and culture. Sims (2002) states that how people learn and the methods of training with which they are comfortable vary across cultures.In order to achieve success in oversea assignment, it is very important to train the employees based on the economics and practices of foreign countries. Dessler G. (2008), concluded that overseas candidate required special training like focusing on the impact of cultural differences, provides factual knowledge about the target country and provides skill building in areas like language and adjustment and adaptation skills. It is very challenging when come to designing training and development programs for multinational company. A unique training program for each subsidiary is needed based on the country language and culture.Performance Management Performance Management (PM) is a strategic HRM process that enables the immediate supervisor to evaluate the employee’s job performance and contribution towards the organization’s goals and rewards as outcomes of performance evaluation or appraisal. Training and development plan can be derived from PM to enhance the performance of the employees. As is stated by Armstrong (1994), PM involves the links to organizational strategy, setting individual performance goals, providing regular feedb ack on progress towards those goals, providing opportunities for improving and linking result and rewards.The scope of PM in multinational companies (MNCs) is much broader and complicated that in domestic companies. This is due to that MNCs operate in many nationals with various types of employee groups. (Scullion H. Linehan M. , 2005) Generally, an employee’s performance on the job is affected by their skills, perceptions, relationship with peers and superior, personal values, levels of motivation and commitment, the work environment and the level of challenge assigned to them.In a global context, this multiplicity of factors is further complicated by differences in culture, education, values and long distances between superior and subordinate. Fernando K. V. (2006), had concluded that the challenge of organization’s when it comes to performance management is to retain and develop their talent; enable the mass majority to perform at their best level; align performance at all levels globally to effectively deploy strategy; recognize and motivate performance at all levels and help differentiate employee performance.PM in IHRM will require different program and criteria based on the country culture to effectively measure the performance of the employees. Simply exporting the head office program may end in disaster if it is not culturally sensitive. (Stone, 2008) Compensation Compensation is one of the most important HRM functions. In both IHRM and domestic HRM, compensation has the same common objectives that are to attract and retain the desired quality of employees and motivate employees to improve their performance and contribute their best to help to achieve the organization’s business objectives.According to resource-base d theory, organizations that effectively apply appropriate compensation policies to maintain and retain knowledgeable and skilled employees can serve to protect this source of sustainable competitive advantage. As is stated by Dowling (1988), the key differences for HRM in MNCs lie in the increased scope; perspective and level of involvement required in employees’ live as well as the level of risk. Compensation in IHRM has the greater risk.The risk increased by the complexities of operating within multiple diverse economic, employment and taxation regimes and through direct and indirect cost inefficiencies associated with international staff transfers and also with the implementation of an international compensation strategy. (Harzing Ruysseveldt, 2004) In IHRM, the compensation strategy is influenced by a list of internal and external variable. Some of the variables would include: (internal) capacity to pay; competitive strategy; organizational culture; (external) labour market characteristics; local culture and parent nationality.The most challenging part is to reduce the risk of perceived inequities by maintaining companywide pay scales and policies. By doing so, the organization can ensure that the same job grade will be paid within the same narrow range. Implementing companywide pay scale might not be fair for those who are being transferred to country, like Japan, where the cost of living is higher. One way to handle the problem is to pay a similar base salary companywide, and then add on various allowances according to individual market conditions. (Infante V. Determining equitable wage in many countries is no simple matter due to the differences in culture and market characteristic. As a result, one of the greatest difficulties in managing multinational compensation is establishing consistent compensation measures between countries. (Dessler, 2008) Industrial relations It is difficult to compare industrial relations systems and behavior across national boundaries as national differences in economic, political and legal systems produce markedly different industrial relations systems across countries.Trade unions may limit the strategic choices of multinationals in three ways by influencing wage levels to the extent that cost structure may become uncompetitive; by constraining the ability of MNCs to vary employment level at will and by hindering or preventing global integration of the operations of multinationals. Trade unions will be able to cause the MNCs to suffer labour cost disadvantages which may narrow their strategic options or caused industrial or political problems. Therefore the HR managers should ensure that the practices adhere to and reinforce strategicHRM objectives and policies and are in harmony with the desired corporate culture, concessions granted in one location do not create damaging precedents for the rest of the organization and ethical and legal obligations are met. (Stone, 2008) MNCs must be well versed in international industrial relations and be aware that each industrial relations system is unique in order to translate organizational HRM objectives and policies into appropriate industrial relations practices on a worldwide scale. ConclusionIHRM is the handling of HRM activities at a global level. It is complex, difficult and critical to global business success. (Stone, 2008) It faces a lot of challenges as compared to domestic human resource management mainly due to the geographic dispersion and multiculturalism. Individual business units in various countries may have different HRM strategies due to the different in culture. Although the strategies might be different but somehow it is still intact with the global strategy as define by international business headquarter. With this, the MNCs will have competitive advantage as compared to its competitors who are using HRM strategies at a national level. Challenge increases as they have to handle employees from three different nationals: parent country nationals (PCN), host country nationals (HCN) and third country nationals (TCN). Organization takes great care in selecting employees from parent country and third country which is known as expatriate. This is because the failure of the expatriate may cost the organization to lose its market share and the expatriate may lose self-esteem.Training and performance management in IHRM faces a number of unique challenges due to the different in culture. Different program needs to be design for different subsidiary. Simply exporting the head office program may end in disaster if it is not culturally sensitive. (Stone, 2008) Compensation is one of the most important functions. The most challenging part in IHRM is that it needs to reduce the risk of perceived inequities by maintaining companywide pay scales and policies.Various allowances should be added on top of the basic salary especially for those expatriate who are located in countries with higher cost of living. Last but not least, MNCs need to be well versed in international industrial relations in order to translate organizational HRM objectives and policies into appropriate industrial relations practices on a world-wide scale. How to cite Multinational Corporation and Country Nationals, Papers

Breakthrough Technology Project Management

Question: Discuss about the Breakthrough Technology Project Management. Answer: Introduction: The given case study highlights a large multinational oil company with multiple storage facilities. The relevant and achievable goals are described as following: The first goal is to ensure that the first tank with capacity 1 million litres of unleaded is repaired. In order to achieve this, a subsidiary company is approached and their small tankers with lower capacity are taken for lease (Badiru and Osisanya 2016). By using this method, the tanker with capacity of 1 million litres of ULP could be used by the company form the alternative site, along with repair of the leaking tank. However, considering the challenges mentioned in the case study, small tankers that are reachable to the project site could be could be employed such that the highly flammable vapours venting from the tanks could be of lesser amount (Burke 2013). Though the time taken to fill the tanks up would be more than the usual time, yet, the workers can continue their work with protection masks. The progress management metrics that could measure the progress of the project are as follows: Schedule and effort variance: This metric is successful in measuring the performance of the project against signed baselines (Heagney 2016). The cost for executing the project is measured against the number of hours that the labours are working. Resource utilization: The Utilizations % = the Total effort spend by the resources/Total allocated resources. Thus, this is an important metric, and the progress of the project is measured (Kerzner 2013). Project objectives As mentioned in the case study, the objective of the project is to continue the works of the organization, along with focusing on the repair works of the oil tanks that are leaking (Lientz and Rea 2016). Tasks: The task is to take lease of some tankers of small capacity and transfer the ULP to the leased company and continue the work along with the repair of the tankers (Walker 2015). Resources: The resources needed to implement this project are labours, leased company, and alternative small tankers. Budget allocated: The budget allocated plays an essential role in defining the scope of the project. Potential challenges: The challenges in this case are the original site. The site is tapered triangular in shape and the longest sides are bounded by loading docks. Hence, when the tankers dock to deliver the fuels into the storage tankers, all other operations come to a halt (Walker 2015). Necessary changes: The necessary changes include changes in the process of working. Earlier the work would stop, however, in the new project the work continues with alternative methods of the fuel being delivered. Assumptions: In this project it has been assumed that there is scope of an alternative site where, the tank could be leased temporarily. The various stake holders include the internal as well as the external stakeholders. The internal stakeholders include the employees, the repairing labours, the project managers, the delivery mangers, and health and safety managers. The employees are an important stakeholder, since they would carry out the project successfully. The project managers need to take critical decisions regarding the project and choosing of alternative site. The delivery manager along with the project manager plays a key role in determining the scope of the project. The external stakeholders include the suppliers of the ULP and the contractors (Sears et al. 2015). They are also critical in determining the scope of the project, since the contractors and suppliers need to agree upon the conditions of delivering to an alternative site. The ULP suppliers need to be convinced that they supply the ULP at the tanks of the alternative site. Thus, most of the stakeholders are critical in determining the scope of the project. In order to make the project acceptable, the feasibility study of the proposal is to be determined in order to check where the proposed project is feasible, financially, technically and utilizing the available resources (Sears et al. 2015). In order to ensure the acceptance criteria, a risk analysis is to be done. The potential risks that might take place are determined using a risk assessment template. The ways to mitigate the potential risks is planned as an alternative project. Project development lifecycle The project development lifecycle is a conceptual model that is used to describe the various stages of any project, and the flow of work that would be conducted in the project. In the given case study, the build and fix model could be used. In this model, first the initial model is built, and then it is further developed. In the given case study, the ULP tanks need to be repaired along with continuation of the normal workflow (Lock 2014). The stages of the build and fix lifecycle developments are as follows: Build: The first stage of this model is to build. In the given case study, the repair work takes place in this phase while the oil is stored in tankers that are leased. The Anchors required for each of the tanks are fixed (Sears et al. 2015). Moreover, the replacements of the main valve of each of the tanks are done. As this phase goes on, the required repairs of tanks are done and the patches required are fixed. Modify and fix: Once the basic repairs are fixed, the regular operation is resumed. The additional repairs such as the cleaning and repainting of the outside of the tanks could be done in his phase (Sears et al. 2015). Since these operations does not require the seizure or work of the employees, neither the leasing of the alternative tanks are needed. Hence, in this phase the addition tasks are done, along with resumption of the normal activities (Walker 2015). Use: After the tanks are repaired, and the additional modify and fix stage has been fulfilled, the tanks are ready to be used as usual, with full operations being continued. Thus, using the mentioned lifecycle model the project could be put into action. However, before the project is deployed, the risk factors need to be considered (Walker 2015). The allocated budget needs to be fixed and the feasibility study is to be done, in order to start the project. Once the project is completed, it needs to be monitored. The elements that needs to be monitored includes the inputs such as the time, money, resources used, quality of work, technical performances against the outputs such as progress, cost efficiency, job start time, job completion deadline, design changes. The process of monitoring and reviewing is not just one at the end of the project. It might be conducted at a regular interval while the project is in progress. References Badiru, A.B. and Osisanya, S.O., 2016.Project management for the oil and gas industry: a world system approach. CRC Press. Burke, R., 2013. Project management: planning and control techniques.New Jersey, USA. Heagney, J., 2016.Fundamentals of project management. AMACOM Div American Mgmt Assn. Kerzner, H., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Lientz, B. and Rea, K., 2016.Breakthrough technology project management. Routledge. Lock, M.D., 2014.The essentials of project management. Ashgate Publishing, Ltd.. Sears, S.K., Sears, G.A., Clough, R.H., Rounds, J.L. and Segner, R.O., 2015.Construction project management. John Wiley Sons. Walker, A., 2015.Project management in construction. John Wiley Sons.