Strategic implementation process

Strategic implementation process Implementing Strategies the step that differentiates between success and failure of strategic planning. Abstract To discuss in detail, the strategic implementation process and also to understand the management and operational nuances of a successful implementation. The topic spans across vital tools such as annual objectives, organizational structure, reengineering, performance culture and process improvements. The research paper also brings out the challenges of implementation, which are much complex to solve, and makes it even more difficult to implement the formulated strategies. This research also authenticates the fact that there is a pre-requirement for special set of programs/ initiatives etc to prepare an organization towards change in the terms of peoples acceptance towards the new implementation. (www.csuchico.edu/mgmt/strategy/module/sld044.html) Literature Review The strategy management process does not end when the firm decides what strategy to pursue. There must be a translation of strategic thought into strategic action. This translation is much easier if the managers and the employees of the firm understand the business, feels as part of the company, committed to the organizations strategic intent. Implementing a strategy affects the firm from top to bottom; it also affects all the functional/ divisional areas of business. Even the most technically perfect strategy plan will serve little purpose if it is not implemented. Many organizations tend to spend an inordinate amount of money, time and resources in developing strategic plans; but lets them wither out once change or uncertainty creeps in, failure of implementation is not only a setback but erodes the confidence of the firm and brings it back to worse than the pre-strategic scenarios leading to management failure and organization chaos. Research Aims Objectives Startegy formulation concepts and tools do not differ greatly between small, large or bigger firms, but the implementation varies substantially among different types and sizes of organizations. As the implementation will affect many aspects of the organization like the altering of sales territories, expanding financial budgets, changes in the pricing model, developing new employee benefits, establishing cost-control procedures, changing marketing approaches, building on infrastructures for ehnaced products and services, better management information systems, launching new organization wide development projects and initiatives. This research paper exactly focusses on these aspects and try to elucidate the managerial and operational perspectives in breif details with respect to strategy implementation. Research Methodology An individual project research covering many corporate strategies internet links, strategic business books, executive management journals, the Harvard Business Review magazines and various case studies. Some articles were also used as references in the Strategy Focused Organization written by the Robert Kaplan David Norton duos. Few were read from various SEM websites, through the search engine Google. It is more of a desktop based literature research and translating the understanding into research paper/ article. Discussion Management Perspectives The transition from formulation to implementation requires a shift un responsibility from strategists to divisional/ functional managers. Managers and employees are motivated more on perceived self-interest than organizational interest, hence it is essential for the top management to translate these goals in alignment with their personal/ functional goals, so a message is sent across that achieving these small set of goals leads to achieve the super ordinate organizational goals. These will let the management focus on establishing annual objectives and then breaking them down to functional objectives, devising policies and procedures to act as a general guideline for steering the functionalities, followed by allocating resources (material, money and men), restructuring and regrouping if necessary to align to the need of the organizations strategy, structured communication programs to reduce resistance for change, revising the rewards and the incentives plans, developing a strategic s upport culture, adapting to synergetic operational and production processes and developing an effective HR function. Management changes are necessarily more extensive when strategies to be implemented move a firm in a major new direction. The managers should start involving in strategy implementation process right from the early stages so as to maintain the commitment towards the end results and transfer the confidence to grass root level so that their team members are also motivated to work towards the agreed objectives both functional and organizational. Top-down flow of communication is essential for developing bottom-up support. Every employee should be able to benchmark his/her efforts against best-in-class competitors so that the challenge becomes personal, on the other hand the firm should provide the best training for both managers and employees to ensure that they have to acquire and maintain skills necessary to be world-class performers. Strategic management should not become self-perpetuating bureaucratic mechanism. Rather it must be a reflective learning process that familiarizes managers and employers in the organization with key strategic issues and feasible alternatives for resolving those issues. It must not become ritualistic, stilted, orchestrated or too formal, predictable and rigid. Always remember to keep the strategic management process simple but effective, jargon-free but content rich. Words supported by numbers should be represented as the medium for explaining strategic issues and organizational responses. A key role of strategist is to facilitate continuous organization change and learning that enhances the next perspective production operations (HR, Learning, Culture and Leadership aspects as well). Discussion Production/ Operations (Learning, HR) Perspective The production or operations perspective constitute more than 70% of the firms total routine strategy or operational strategy. These limitations can significantly enhance the risk of non-attainment of the desired objectives as they are back bone of the business development/ market expansion focuses of the organization. Production related decisions on plant size, plant locations, product design, choice of equipments, kind of tooling, size of inventory, inventory control, quality control, cost control, use of standards, job specialization, employee training, equipment and resource utilizations, shipping and packaging and technological innovations can have a dramatic impact on the success or failure of strategy-implementation efforts. Factors that should be studied before locating production facilities include the availability of resources, make or outsource decisions, margin of production costings, the location of major markets, political risks in the area/ region. For high technology companies, production costs may not be as important as production flexibilities because major product changes can happen more frequently. This also results in cross-training of employees in various production platforms leading to: Reduction in substantial investments in training learning activities. Workers skill level gets cross-pollinated and resulting in higher efficiency. It can reduce the thrust of managers responsibility in training/ and make them focus more towards coaching and mentoring. It reduces time gaps and hence gains on productivity levels are easily expected. You have to understand your industry well to develop the connection between process improvements and outputs achieved. Take three divisional examples of cycle-time measurement, a common process measure. For much of our defense business, no premium is earned for early delivery. And the contracts allow for reimbursement of inventory holding costs. Therefore, attempts to reduce inventory or cycle times in this business produce no benefit for which the customer is willing to pay. The only benefits from cycle time or inventory reduction occur when reduction in factory-floor complexity leads to real reductions in product cost. The output performance targets must be real cash savings, not reduced inventory levels or cycle times. In contrast, significant lead-time reductions could be achieved for our packaging machinery business. This improvement led to lower inventory and an option to access an additional 35% of the market. In this case, the cycle-time improvements could be tied to specific targets for increased sales and market share. It wasnt linear, but output seemed to improve each time we improved throughput times. And in one of our agricultural machinery businesses, orders come within a narrow time window each year. The current build cycle is longer than the ordering window, so all units must be built to the sales forecast. This process of building to forecast leads to high inventory-more than twice the levels of our other businesses-and frequent overstocking and obsolescence of equipment. Incremental reductions in lead time do little to change the economics of this operation. But if the build cycle time could be reduced to less than the six-week ordering time window for part or all of the build schedule, then a breakthrough occurs. The division can shift to a build-to-order schedule and eliminate the excess inventory caused by building to forecasts. In this case, the benefit from cycle-time reductions is a step-function that comes only when the cycle time drops below a critical level. So here we have three businesses, three different processes, all of which could have elaborate systems for measuring quality, cost, and time but would feel the impact of improvements in radically different ways. With all the diversity in our business units, senior management really cant have a detailed understanding of the relative impact of time and quality improvements on each unit. All of our senior managers, however, understand output targets, particularly when they are displayed with historical trends and future targets. The concept of learning organization (cultural intervention in strategy) is emphasized here as part of the changing business model to suit the strategic intent. Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles. (Watkins and Marsick 1992: 118). The basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. For this to happen, it is argued, organizations need to discover how to tap peoples commitment and capacity to learn at all levels. While all people have the capacity to learn, the structures in which they have to function are often not conducive to reflection and engagement. Furthermore, people may lack the tools and guiding ideas to make sense of the situations they face. Organizations that are continually expanding their capacity to create their future requi re a fundamental shift of mind among their members. When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than them, of being connected, of being generative. It becomes quite clear that, for many, their experiences as part of truly great teams stands out as singular periods of life lived to the fullest. Some spend the rest of their lives looking for ways to recapture that spirit. For Peter Senge, real learning gets to the heart of what it is to be human. We become able to re-create ourselves. This applies to both individuals and organizations. Thus, for a learning organization it is not enough to survive. Survival learning or what is more often termed adaptive learning is important indeed it is necessary. But for a learning organization, adaptive learning must be joined by generative learning, learning that enhances our capacity to create The learning organizations require a new view of leadership. He sees the traditional view of leaders (as special people who set the direction, make key decisions and energize the troops as deriving from a deeply individualistic and non-systemic worldview. At its centre the traditional view of leadership, is based on assumptions of peoples powerlessness, their lack of personal vision and inability to master the forces of change, deficits which can be remedied only by a few great leaders. Against this traditional view he sets a new view of leadership that centers on subtler and more important tasks. In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models that is they are responsible for learning. Learning organizations will remain a good idea until people take a stand for building such organizations. Taking this stand is the first leadership act, the start of inspiring (literally to breathe life into) the vision of the learning organization, which is also part of the structural intervention, a part of planned change or Organization Development. Conclusion Successful Strategy formulation does not at all guarantee successful strategy implementation, although they are sequential in nature, but the latter simply means the change actually. It is widely agreed that the real work starts after strategies are formulated. It is sometimes frightening to think a single individual, a system failure, a process hiccup or a disturbing structure would completely sabotage the success of the strategic implementation and achievement of the agreed objectives. So the actual grounds have to prepare in terms of managing human resources and political relationships, creating a strategy supporting conducive climate/ culture, adapting to the right kind of systems, operations and processes. Depending on the size and type of the organization other management issues could be equally important to successful strategic implementation. References Dale McConkey, Planning in a Changing Environment, Business Horizons, September October 1988; 66. S. Ghoshal C.A. Bartlett, Changing the role of management beyond structure to processes, HBR 73, 1(1995); 88 90. www.hbr.org How important is personal goal alignment in Strategic Objectives, article by Thomas Strickland in 1998 (White Papers Category). Richard Brown, Outsider CEO: Inspiring changes with force and grace, USA Today (July 19, 1999): 3B. H. Igor Ansoff, Strategic Management of Technology, Journal of Business Strategy 7, no: 3 (Winter 1987); 38. Jack Duncan, Management (New York Random House, 1983): 381-390. Translating strategies into action, course notes on published by HBS Feb 1990. Robert Waterman Jr. How the better get best?, Business Week (September 14th 1987): 104-105. Implementing Strategies: Management Operations Issue, Fred R. David, South Carolina University, 2006 Prentice Hall Edition, 245 261. T. Deal A. Kennedy, Culture: A new look through the old lenses, Journal of Applied Behavioral Sciences 19, no:4 (1983), 498 504. Peter Senge on Learning Organizations in the American Management Journal, (Senge 1990: 340) Harris Dawn, Constance E. Helfat and Paul J Wolfson the pipeline to the top, the Academy of Management Perspectives 20, No: 4 (2006); 42. James C Wimbush, Spotlight on Human Resources Management, Business Horizon 49, No: 6 (Nov-Dec 2006); 433 Robert Simons, Control in the Age of Empowerment, Harvard Business Review (March-April 1995); 80. Readings from Strategic Management by Charles W.L. Hill Gareth R. Jones, 4th Reprinted 2000 Millennium Edition.

The Alamo :: essays research papers

Originally named Misià ³n San Antonio de Valero, the Alamo served as home to missionaries and their Indian converts for nearly seventy years. Construction began on the present site in 1724. In 1793, Spanish officials sectioned off San Antonio's five missions and distributed their lands to the remaining Indian residents. These men and women continued to farm the fields — once the mission's but now their own — and participated in the growing community of San Antonio. In the early 1800s, the Spanish military stationed a cavalry unit at the former mission. The soldiers referred to the old mission as the Alamo (the Spanish word for "cottonwood") in honor of their hometown Alamo de Parras, Coahuila. The post's commander established the first recorded hospital in Texas in the Long Barrack. The Alamo was home to both Revolutionaries and Royalists during Mexico's ten-year struggle for independence. The military — Spanish, Rebel, and then Mexican — continued to occupy the Alamo until the Texas Revolution. San Antonio and the Alamo played a critical role in the Texas Revolution. In December 1835, Ben Milam led Texian and Tejano volunteers against Mexican troops quartered in the city. After five days of house-to-house fighting, they forced General Marà ­n Perfecto de Cà ³s and his soldiers to surrender. The victorious volunteers then occupied the Alamo — already fortified prior to the battle by Cà ³s' men — and strengthened its defenses. On February 23, 1836, the arrival of General Antonio Là ³pez de Santa Anna's army outside San Antonio nearly caught them by surprise. Undaunted, the Texians and Tejanos prepared to defend the Alamo together. The defenders held out for 13 days against Santa Anna's army. William B. Travis, the commander of the Alamo sent forth couriers carrying pleas for help to communities in Texas. On the eighth day of the siege, a band of 32 volunteers from Gonzales arrived, bringing the number of defenders to nearly two hundred. Legend holds that with the possibility of additional help fading, Colonel Travis drew a line on the ground and asked any man willing to stay and fight to step over — all except one did. As the defenders saw it, the Alamo was the key to the defense of Texas, and they were ready to give their lives rather than surrender their position to General Santa Anna. Among the Alamo's garrison were Jim Bowie, renowned knife fighter, and David Crockett, famed frontiersman and fo rmer congressman from Tennessee.

National Curriculum Establishes Assessment As Part Of Teaching Education Essay

The National Curriculum establishes appraisal as an built-in portion of instruction and acquisition, saying that ‘assessment is how pupils recognise accomplishment and do advancement, and how instructors shape and personalise their instruction ‘ ( National Curriculum, 2010 ) . Appraisal in all its pretenses is a critical factor in be aftering for short, average and long-run student advancement. If the importance of formative and summational appraisal is recognised during the planning phases, it allows for a more in-depth analysis of pupil accomplishment and attainment and a more constructive rating of the effectivity of personal instruction methods. The focal point of this paper is the importance of effectual planning of both formative and summational appraisal for learning and larning. Without some signifier of appraisal it would be improbably hard for both instructors and scholars to estimate how much advancement has been made during a lesson or over the class of a pecu liar unit of survey. Assessment should non be merely an addition at the terminal of a unit of work, but instead a cardinal constituent of day-to-day schoolroom instruction and acquisition. It is for these grounds that I have chosen it as the focal point of this paper. In its simplest signifier, appraisal is the procedure by which instructors analyse pupils ‘ acquisition ( Briggs and Ellis, 2004. p.63 ) ; nevertheless it is much more than that. Assessment enables scholars to recognize accomplishment and do advancement, and instructors to determine and accommodate their instruction to single demands and aspirations ( National Curriculum, 2010 ) . Research has shown that appraisal ( with explicit respect to its National Curriculum intents ) can be divided into two cardinal countries that work as separate entities yet are inextricably linked. Pachler, Barnes & A ; Field have labelled these two countries as the ‘macro and micro dimensions ‘ of appraisal ( 2009. pp.235-236 ) . The macro strand consists of the national, regional and local/school-based statute law, policy and certification that are often updated and used to make public presentation informations. The micro strand, which involves the monitoring and betterment of single class/pupil cognition, understanding and acquisition, utilises these policies and certification in order to accomplish the consequences required to farther inform and develop the macro strand. This cyclical construction of appraisal merely reinforces its importance, as the success and patterned advance of both the single student and the national instruction system depend upon it. With such significance weighing upon its nucleus application through instruction and acquisition in the schoolroom, it is indispensable that appraisal is given due consideration during the planning procedure in order to guarantee that it is used resourcefully and productively. In order to do the country of appraisal more accessible for schoolroom usage, it is possible to farther categorise it so that it becomes a functional characteristic of instruction and acquisition. The micro strand of appraisal can itself be broken down into two distinguishable yet besides interlinked dimensions, viz. formative and summational appraisal. The Assessment Reform Group have defined the formative, appraisal for larning as ‘the procedure of seeking and construing grounds for usage by scholars and their instructors to make up one's mind where the scholars are in their acquisition, where they need to travel following and how best to acquire at that place ‘ ( Assessment Reform Group, 2002 ) . Pachler, Barnes & A ; Field have defined the summative, appraisal of larning as ‘assessment which describes/summarises what a scholar has achieved/attained. A snapshot of accomplishment. It besides informs instructors of how much of and how good a group of scholars has p rogressed against the intended acquisition results ‘ ( 2009, p.236 ) . The 1987 study compiled by the Task Group on Assessment and Testing ( TGAT ) put frontward the construct that formative and summational appraisal could and ought to be used in tandem for the benefit of student advancement. Harmonizing to the TGAT, uniting the consequences of appraisals with the specific intent of supplying formative information could supply a good general image of a student ‘s educational advancement. However, the TGAT besides claimed that since summational appraisals occur at the terminal of a stage of acquisition, formative information could non be obtained from them and hence could non show an accurate position of the student ‘s educational history ( TGAT Report, 1987. paragraph 25 ) . Therefore, utilizing both signifiers of appraisal together would look to be a cardinal attack to analyzing a student ‘s overall academic attainment and was a nucleus factor in my ain planning for learning and acquisition. The planning procedure itself is at the bosom of instruction and acquisition. It is through be aftering a series of lessons that a clear way for the intended acquisition is achieved. Individual lesson programs relate via units of work to the strategy of work, which outlines the work to be covered over a period of clip or a period of survey defined by scrutiny specifications ( Pachler, Barnes & A ; Field, 2009. p.100 ) . Each single lesson planned demands to be portion of a ‘bigger image ‘ in order to put realistic medium-term larning marks. Killen states that there must be a direct and obvious connexion between what you do lesson-by-lesson and what the course of study suggests students should larn in the long term ( 2006. p.66 ) . A instructor needs to make an effectual Medium Term Plan clear uping what it is a student is expected to larn and a assortment of possible methods to assist them accomplish this. Medium term programs begin to locate the acquisition in contexts t hat are meaningful, relevant and appropriate ( Browne, 2007. p.180 ) . A good organized medium term program with accomplishable larning aims and results will assist to supply a clear and concise instruction and learning way. For the intents of this paper I am traveling to measure the planning and instruction of a sequence of lessons for one Year 7 German category. My first measure in this procedure was to garner every bit much information as I could about the School Phase 1 ( SP1 ) school, the section and the category itself, paying peculiar attending to the school ‘s rare societal scene. I did so as a consequence of anterior reading before geting at the SP1 school, viz. Cohen, Manion and Morrison ‘s recommendation that one should get down by look intoing characteristics and resources of the vicinity in which the school is situated, as some of these may turn out to be relevant to the lessons you will be learning and organizing ( 2002. p.44 ) . Through treatments with my wise man and other members of staff I discovered that a big proportion of the students in the SP1 school semen from military households and as a consequence of the nature of this business, the school can often hold students ge ting and go forthing at any clip of the school twelvemonth. Therefore, it was necessary during the planning procedure to be aware of the likely possibility that a student with no anterior cognition of the linguistic communication may fall in the group at any phase. The Year 7 category was a mixed-ability group comprised of students with no anterior exposure to the German linguistic communication before get downing into Year 7, students who were taught German in Year 6 as portion of a Primary Languages Programme and students who had resided in British Army Bases in Germany for more than six months. With such a varied mix of abilities in the group Cohen, Manion and Morrison ‘s recommendation proved to be important to be aftering the sequence of lessons I was to learn. Before composing my ain average term program I observed the group with their regular schoolroom instructor. I had besides intended to familiarize myself with the section ‘s policies and certification, nevertheless, the section was undergoing alterations and developments at the clip so current and up-to-date policies and certification were non available until after I had taken over learning the category from their regular instructor. As a consequence of this I was non to the full cognizant of the prep or taging processs of the section. This is one of the major countries for betterment I have highlighted for developing my ain professional pattern as I aim to be more thorough in my hereafter apprehension of departmental patterns even when no formal certification is accessible. Despite this reverse, I began to develop my average term program by utilizing the National Curriculum and the Framework for MFL every bit good as the section ‘s Schemes of Work and the Teacher ‘s Guides that corresponded with them. Through treatments with my wise man ( who was besides the schoolroom instructor of this peculiar group ) I established where the category was in their acquisition in conformity with the strategy of work and together we agreed an appropriate starting point for my average term program. I used all of the information available to me until I had created a footing for the instruction and acquisition that would take topographic point over the period of four to five hebdomads. Each hebdomad I taught the group one lesson of 100 proceedingss continuance. Before I took over the instruction of full lessons, I began by learning little elements of them including starting motors and activities during a lesson ; nevertheless they did non characteristic in my average term program as they took topographic point before the agreed get downing point. My average term program covered one full unit of work, consisting of five 100 minute lessons ; nevertheless as it was a on the job papers I altered and amen ded it in line with the advancement of existent instruction and larning which was taking topographic point ( appendix I ) . For each lesson accounted for in the medium term program I included the followers: the lesson focal point with mention to identify model aims, the acquisition aims and expected larning results of the lesson, the resources which may be used during the lesson and a general lineation of possible acquisition activities. I later created single lesson programs for each lesson that would be taught which provided a more comprehensive lineation of the instruction and larning involved ( appendix two ) . With this paper in head I narrowed the focal point of my rating of my planning for learning and larning on my usage of both formative and summational appraisal to inform pupil advancement. I planned to utilize both signifiers of appraisal with specific respect to the monitoring of pupil advancement in Modern Foreign Language Attainment Target 4 – Writing. The SP1 school divides the academic twelvemonth into six footings and teaches a tight, two twelvemonth Key Stage 3 course of study and therefore has high achievement marks for the terminal of Year 7. The section concentrates on these through centering its summational appraisal on one Attainment Target at a clip. â€Å" Focus 3: To raise accomplishment at KS3. Quantitative Targets: To enable 80 % or more of yr7 pupils achieve NC Level 3 by terminal of term 2 in composing † ( appendix three ) . As I would be learning this group during term 2 I incorporated this mark into my planning. I developed lessons in which I tried to guarantee there was equal patterned advance of composing accomplishments. In order to keep a balance nevertheless, composing was non ever a cardinal focal point of the lesson so that attainment of the other three linguistic communication accomplishments ; speech production, listening and reading, could besides be enhanced at a similar gait. As I began to learn and measure full lessons, I noticed that the same job countries of my instruction kept looking which were holding an consequence on students ‘ acquisition. These countries were gait, projection of voice and most significantly lodging to my lesson programs. In the beginning I was non able to interpret my planning of lessons into instruction of lessons. On juncture I left out activities I had planned or created new activities during the lesson that I had non planned for. While this did non hold a damaging consequence on students ‘ acquisition, students ‘ advancement was somewhat inhibited due to my ain inability to present what I had planned. Although I had designed specific appraisal for larning elements of lessons to inform me of student advancement, these countries were sometimes overlooked in the beginning for grounds such as my timings of chief activities were unrealistic or I was concentrating excessively much of my attending on pull offing p upil behavior. As a consequence of this, at the early phases of my instruction, I was frequently unable to give equal clip to measure how much acquisition had really taken topographic point during the lesson. Throughout the lesson, nevertheless, I ensured that I would take notice of those students who were fighting with the acquisition involved and those who were happening it straightforward. In my ratings after the lessons this helped me to find a general feeling of what countries of the lesson I had been successful in instruction and those that I needed to better. Once I had evaluated my instruction in relation to pupils ‘ larning I was able to set up clear countries for development which would help the betterment of both. My planning became more focussed and my timings more realistic so that I was finally able to be after a lesson that I could successfully learn and in which I could supervise the accomplishment of larning results. I began to utilize formative appraisal techniques more often and fruitfully during lessons and could therefore supply more suited aid to students of all abilities. I delivered the sequence of lessons with the summational authorship appraisal in head. While in the beginning I was unsure of how to put undertakings at the appropriate degree for the acquisition which had merely taken topographic point, rating and contemplation of these lessons aided my readying of future lessons guaranting I included and monitored undertakings which showed obvious patterned advance of composing accomplishments. For illustration, w ritten undertakings which showed a development in pupil ability from copying individual words for new vocabulary ( Level 1 ) to gap-filling exercisings which modelled cardinal grammatical constructions ( Level 2 ) to finally accommodating these theoretical accounts and composing their ain sentences utilizing the cardinal vocabulary and grammatical constructions antecedently learned ( Level 3 ) . The bulk of students were so besides able to remember this linguistic communication and grammar from memory during the authorship appraisal itself ( Level 4 ) ( appendix iiii ) . As I stated earlier, the focal point of the section was to raise accomplishment at KS3 so that at least 80 % of Year 7 students attained a Level 3 by the terminal of term 2. To measure the advancement made during this term a formal summational appraisal was given. In this appraisal pupils had to compose a short text about themselves utilizing as much of the information they had learned since the beginning of term 1 as they could. I provided the students with a departmental-approved information outline sheet in English to help them with the undertaking ( appendix V ) . In footings of student advancement and making set marks, my instruction and students ‘ acquisition was successful. The consequences of the summational appraisal show that 94 % of the group achieved a Level 3 or higher, with 83 % of the group really achieving a Degree 4 ( appendix six ) . As a summational consequence this is above the mark set, nevertheless, these consequences mean small if the students themselves do non understand the standard for accomplishing these degrees ( appendix seven ) . In the lesson following the appraisal I planned for the bulk of the clip to be spent on returning the appraisals to students and presenting them to the thought of reflecting on their ain development. I besides provided them with teacher-feedback and allocated clip for students to self-assess their ain advancement and place countries to better for their hereafter acquisition. Harmonizing to the Assessment Reform Group, ‘successful larning occurs when scholars have ownership of their acquisition ; when they understand the ends they are taking for ; when, crucially they are motivated and have the accomplishments to accomplish success ‘ ( cited in Pachler, Barnes & A ; Field, 2009. p.234 ) . Equally good as making attainment marks students, every bit good as instructors, need to develop the ability to reflect upon their ain development and indentify the cardinal countries that can actuate them to better and make higher. I introduced this critical component of womb-to-tomb acquisition by supplying each student with a simple feedback sheet attached to their appraisal, so that it was possible for them to reflect upon their work and distinguish and record countries that they completed successfully and those that they need to better upon in order to raise their attainment degrees in the hereafter ( appendix eight ) . I have discovered from my ain planning and presenting a sequence of lessons why such value is placed on contemplation and rating. Without measuring what you have done in the past it would be an backbreaking undertaking trying to come on in the right way. Evaluation is in itself a signifier of appraisal. Measuring my instruction in footings of students ‘ acq uisition has allowed me to see what advancement I have made and what successes and failures have been encountered along the manner. With this cognition it has become much easier to place clear marks and aims for my future professional development.

Before anyone can start talking about entrepreneurship in...

Before anyone can start talking about entrepreneurship in America, one must first know what entrepreneurship is. According to Webster’s Dictionary, an entrepreneur is a person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk. While when we think of being an entrepreneur we always seem to think business, however when we look at that definition of being an entrepreneur it seems that our country was founded on entrepreneurship. Our great land of the United States as we know it today was started with a considerable initiative and a huge amount of risk which we know from history as the revolutionary war. But entrepreneurship in America started way before any of the early settlers†¦show more content†¦This year you needed a net worth of at least $1.3 billion.( Rd.com) The drive of these people to obtain a better live for them and their families often leads to innovations for everyone in society to enjoy. Consid er someone like Isaac Singer. He obtained an apprenticeship at a machine shop at age 19 and developed a talent for making useful instruments. While initialing selling a patent for a rock drill for a merger $2000 to pursue acting (Gordon 6), he eventually amass a fortune going back to his roots and inventing the first sewing machine. While technically it wasn’t the very first one, it was the first one that actually worked. It revolutionized an entire industry doing what would normally take someone 14 hours by hand in less than 10% of the original time. By the time Isaac Singer’s death in 1875, not only did he have a lot of money but with his help America’s economy transformed with the emergence of giant corporations doing business in producing clothing employing thousands of Americans. It is the stories of the 10% of Americans like this that help to employee most of the workforce outside of governmental institutions today. When there is a drive there will be inno vation. Needs drives people in our society to invent new machines, processes, and innovations to current products. The future of America will continue to lie in the hands of entrepreneurs. As we look for new ways of harvesting energy for our homes and cars, and alternative methods of producing foodShow MoreRelatedThe Success Of A Successful Entrepreneur3266 Words   |  14 Pagesimportant for one to be independent and be able to be resourceful enough to depend on you. In social entrepreneurship one has to focus mostly on what the society is going to gain, hence; my business has to be more than just to promise my organization but benefit the society in a large way, for example Muhammad Yunus. Yunus was the founder of Grameen Bank, which pioneered the concept of microcredit for supporting innovators in multiple developing countries in Asia, Africa and Latin America. WikipideaRead MoreThe Entrepreneurial Mind-18021 Words   |  73 Pagesthe Twenty-First Century Part 1 Chapter overview Photograph Entrepreneurship: Evolutionary Development—Revolutionary Impact 2 The Entrepreneurial Mind-Set in Individuals: Cognition and Ethics 31 The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship 67 Social Entrepreneurship and the Global Environment for Entrepreneurship 98 Entrepreneural case analysis Corporate Entrepreneurship and Innovation in Silicon Valley: The Case of Google, Inc. 127 Entrepreneurship: EvolutionaryRead MoreI Love Reading Essay69689 Words   |  279 PagesCommission Entrepreneurship in India National Knowledge Commission 2008  ©National Knowledge Commission, 2008 This report has been prepared by Amlanjyoti Goswami, Namita Dalmia and Megha Pradhan with support and guidance from Dr. Ashok Kolaskar and Mr. Sunil Bahri. Table of Contents Acknowledgements Executive Summary Chapter I Chapter II Chapter III Chapter IV Chapter V Chapter VI Chapter VII Annexure I : : : : : : : : Introduction: Why Entrepreneurship What Motivates Entrepreneurship Socio-culturalRead MoreCase Studies: Sas Airline Ryanair80169 Words   |  321 Pagesderegulation of air transportation in Europe foster entrepreneurial behavior and innovation in the European airline industry over the last twenty years? Case studies: SAS Airline Ryanair Master Thesis in Entrepreneurship and Dynamic Business Contexts Spring 2007 Supervisor: Hà ¥kan Bohman Entrepreneurship Master Program Authors:
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