Saturday, August 31, 2019

Political Inquiry Terms and Definitions

Research Design * Good research, bad research * Involves connecting theory and data. * Maximising leverage by using very few variables to explain many effects. * Reports on the degree of certainty of results. * Shows true causal relationship, not just correlation. * Provides accurate data and accounts for other variables. * Determines if the relationship is unidirectional. * Purpose of research * To establish a relationship between two or more variables * To demonstrate that the results are generally true in the real world and not in just a particular context. To reveal whether one phenomenon precedes another in time, establish time order * To eliminate as many alternative explanations for the observed finding as possible * Choice of design * What affects * Is research exploratory, descriptive or explanatory * What are the practical limitations in investigating hypothesis. * Experimental design: * Classical experimental design, 2 groups, pre and post test, randomisation, * Simple pos t test: only post test * Repeated measure design, measure how long effect takes to start. Multiple pre and post tests. Multigroup design, more than 2 groups, can compare different levels of experimental variable. * Randomised Field experiments, applies logic of randomisation and variable manipulation * Non-randomised quasi-experiments. Purposeful selection, target a certain group. * Non-experimental design: single group, no control over assignment and application of IV, inability to measure DV. * Case study: small N designs. Provide detailed explanation * Comparative analysis: compare two or several units in relative detail * Focus group: gather information about reaction to certain IV. Surveys: large number of people measured to find causal relationships. * Aggregate data analysis: variables are averages or percentages of geographical areas, find causal relationships. * Longitudinal designs, time span. * Trend analysis: measurement on same variables at different time periods to exa mine changes. * Panel analysis: follows a group of participants. * Intervention analysis: measurement of change in the DV is observed and taken before and after. No interaction, mere observation. * Ethnographies: form of data collection through participant observation, interviews and questionnaires.Field studies * Content analysis: textual analysis, study of recordings, written. * What they have in common * They all share the basic objectives of research design despite having different levels of internal and external validity. Using several designs together will cover each other’s shortfall. * They all attempt to draw sound conclusions supported by observable evidence * Terms * Causal vs spurious * Both show correlation between IV and DV, but in spurious the change in DV because 3rd factor caused changed in both. Causal is a direct relationship. 5 different relationships. Multiple causes without chain.Multiple causes with chain. Multiple causes that affect DV, but are changed with the introduction of another variable. Spurious causality with antecedent variable. Chain causality with intervening variable. * Covariation * Demonstrates that the IV does in fact covary with DV. Not causal relationship yet. * Time order * Show that the IV precedes DV. Effect cannot appear before cause. * Alternative causes * Confounding factors. Factors that possible cause a change in DV as well. * Randomised controlled experiments * Experiments that allow the researcher to control the exposure to the IV through assignments to groups.Selection and grouping all randomised. * Experimental design * The way in which the researcher controls exposure to test IV. 5 different designs. * Control group * The group of subjects that does not receive experimental treatment or test stimulus. * Pre-test * Measurement of the DV prior to administration of IV or experimental treatment. * Post test * Measurement of the DV after administration. * Internal vs external validity * Internal validity is the ability to show that manipulation or variation of the IV actually causes change in DV. * External validity is the ability to generalise from one set of research findings to other situations. History * A threat to internal validity. Events other than the experimental stimulus that occur between pretest and posttest measurements. * Along with maturation * Testing * When measuring the DV prior to the stimulus alerts the subjects of the research objectives. * Selection bias * Bias due to the assignment of subjects to experimental and control groups according to some criterion and not randomly. A threat to internal validity. * Experimental mortality * A differential loss of subjects from experimental and control groups that affects the equivalency of groups; threat to internal validity * Instrument decay A change in the instrument used to measure the DV, like different researcher conducting pretest and posttest. * Demand characteristics * Aspects of the research situation that ca use participants to guess at the investigators goals and adjust their behaviour or opinions accordingly. Trying to â€Å"help†. * Simple post test * Similar to classical. Experimental group exposed but control not, only post test is conducted. * Repeated measure design * Contains several pre and post test measurements to know exactly how quickly the effect of the independent variable should be observed or how reliable pretest measurement of DV should be taken. Multi-group design * There are more than one experimental r control group created so different levels of the IV can be compared. Can involve both pre and post test or just one. * Field experiments * They are experimental designs that are applied in a natural setting. Adopts logic of randomisation and variable manipulation. * Non-experimental design * They are designs that do not follow the experimental model of two groups and have controlled exposure to IV. They are more practical to do but are not as strong in terms of establishing causal relationships. * Case study * Comprehensive and in depth study of a single case or several cases.Provide detailed explanations * Comparative analysis * Comparing between two or several units in relative detail * Focus group * Often use to observe reactions to the introduction of the IV. Has a group of people who meet at a single location * Surveys * Measurement of DV and IV at the same time. Respondents report their exposure to various factors. No assignment to groups, examines groups basd on values of IV, measurement of DV to see differences between groups. * Aggregate data analysis * Variables that are displayed as averages or percentages, to find causality. Trend analysis and longitudinal design * Measurements on same variables at different time periods to see the changes caused by the IV on the DV. No manipulation of variables. Multiple measurements. * Panel study * A study that follows a group of participants where the same units are measured at different t imes. * Panel mortality * Refers to the participants in the panel study who drop out. Rate? * Intervention analysis. * Looks at the occurrence of the IV as an observation. Looking at the DV before and after IV. Works best when IV happens in a brief period in time and brief in nature.Measure only before and after event. Literature Review * Purpose of Literature review, 7 * To see what has and has not been investigated * To develop general explanations for observed variations in a behaviour or a phenomenon * To identify potential relationships between concepts and to identify researchable hypothesis * To learn how others have defined and measured key concepts * To identify data sources that other researches have used * To develop alternative research designs * To discover how a research project is related to the work of others. * What constitutes a literature review It is made of different relevant articles that provide more insight into topic * It should help arrive at a good researc h topic * It should show what has and has not been researched * It provides a general explanation for variations in behaviour or phenomenon * It identifies researchable topics * It should help develop alternative research designs * Best methods for collecting literature * Using electronic databases like JSTOR, Web of Science and Google Scholar. * Searching by topic and key words, slowly limiting results, read the articles and find new words to narrow down the search. Searching by starting with a single article. Use data base to find more relevant articles or other articles written by the same author. Use the citations in that first article. Find articles that have cited the first article. * Best ways to write a literature review * It should rely on scholarly sources * It must relate directly to topic * Have to become familiar with as much of the research before selecting the final sources. * Summarising of relevant literature that focuses on over-arching topics rather than single ar ticles. * Compiling all articles into something that makes sense. * Organising the topics ased upon the research question. * Identifying common themes or methodologies across the articles. * Discussion of conventional wisdom, illustrating how current politics has changed and identifying the flaws in past research. Sampling * Terms * Population * all case or observations covered by a hypothesis, all the units of analysis to which a hypothesis applies. * Sample * A subset of observations or cases drawn from a specified population. * Sample statistics * The estimator of a population characteristics or attribute that is calculated from sample data * Advantages and disadvantages of samples Advantages * It is cheaper and less time consuming as compared to using population * More convenient. * Disadvantages * They can be less accurate or more prone to error * Some studies do not use sampling, like case studies. * Population parameter * A characteristic or attribute of a population that can be quantified. * Estimator * A statistic based on sample observations that is used to estimate the numerical value of an unknown population parameter. * Element * A particular case or entity about which information is collected, the unit of analysis. When to use a sample * Practicality. When data from an extremely large population is required, it is impossible to interview or approach each and every subject. Thus sampling is require because although the sample statistics will not exactly equal the corresponding values, they will be reasonably close if sampling is done correctly. * Sampling frame * The particular population in which the sample is actually drawn from. * Random digit dial: purpose of and how and why it works * It is a procedure used to improve the representativeness of telephone amples by giving both listed and unlisted numbers a chance of selection. * It is used to overcome the problem of cell phone numbers which are unlisted * It works by randomly dialling numbers. * It works because it gives all numbers, whether listed or not a chance to get dialled. * Sampling unit * The entity listed in a sampling frame. Maybe same as an element or group. * Sample bias * The bias that occurs whenever some elements of a population are systematically excluded from a sample. It is usually due to an incomplete sampling frame or a non-probability method of selecting elements. Probability sample: types, pros and cons * Sample for which each element has a known probability of being included in the sample * Types: * Simple random samples: each element has an equal chance of being selected. * Pros: each element has an equal chance of being selected. * Cons * It is not truly random, small patterns of selection might appear. * Obtaining a list of the entire population is not possible, reducing the probability. * Systemic samples: elements are selected from a list at predetermined intervals * Pros It is easier to apply than simple random. * Useful when dealing with a v ery large population size. * Cons * May result in biased sampling: if elements on the list have been ranked according to a characteristic. The list contains a pattern that corresponds to the sampling interval. * Stratified samples: elements sharing one or more characteristics are grouped and elements are selected from each group in proportion to the group’s representation in the total population * Pros * Homogeneous populations, smaller sample seize is needed to achieve accuracy. * Cons Heterogeneous populations need a much larger sample to be accurate. * Proportionate samples: stratified samples where each stratum is represented in proportion to its size in the population. * Pros * Very representative of the population * Cons * Not good with heterogeneous populations * Disproportionate samples: stratified samples in which elements sharing a characteristic are under-represented or over-represented. * Pros * When the sample size is too small, can be used to increase it easily. * Cons * May not be representative of the population if weight factor is not used. Cluster samples: the sampling frame initially consists of clusters of elements * Pros * Used when no list of elements exists and to create one would be too expensive. * Reduces field work costs * Cons * There is greater imprecision. Samples are not representative of population. * Non-probability samples: types, pros and cons * Each element has an unknown probability of being included in the sample * Types * Purposive samples: when a researcher exercises considerable discretion over what observations to study. * Pros * Can learn more from carefully selected unusual cases. Cons * Not accurately representative of population. * Convenience sample: elements are included because they are convenient and easy for the research to select * Pros * Convenience * Large numbers easy to get * Cons * Unknown accuracy * Quota sample: elements are sampled in proportioned to their representation in the population. * Pr os * Similar to proportionate sampling, but subjects chosen purposefully. * Cons * Selection bias * Snowball sample: respondents are used to identify other persons who might qualify for inclusion into the sample * Pros Good for relatively selective and rare populations * Relationship between samples and statistical inferences * Statistical inferences is the mathematical theory and techniques for making conjunctures about the unknown characteristics of the population based on samples. Making inferences about a population. * Trying to define more clearly what supportable means * Samples provide an estimate of population attributes and may be off from the true population parameter. The difference is the level of precision lost. * 3 types of errors in inference Expected values or sampling error * Expected value is the average value of a sample statistic based on repeated samples of the population. * Sampling error is the difference between a sample estimate and a corresponding populatio n parameter that arises because only a portion of the population is observed * Standard errors * The standard deviation or measure of a variability or dispersion of a sampling distribution * Provides a numerical indication of the variation in sample estimates * Sampling distributions. A theoretical non-observed distribution of sample statistics calculated on samples on size N that, if known, permits the calculation of confidence intervals and the test of statistical hypothesis * Describes the mean, variation and shape of the distribution that is based on an independently and randomly drawn population. * It allows researchers to calculate the probability that sample statistics fall within certain distances of the population parameter. * Sampling error * the difference between a sample estimate and a corresponding population parameter that arises because only a portion of the population is observed * Standard error The standard deviation or measure of a variability or dispersion of a sampling distribution * Provides a numerical indication of the variation in sample estimates * Confidence * How much error this is in a sample. The degree of belief or probability that an estimate range of values includes or covers population parameter. * Sample distribution * Describes the mean, variation and shape of the distribution that is based on an independently and randomly drawn population. * Sample size. * 100 (11% +/-) * 600 (5% +/-) * 1000 (4% +/-) * 1500 (3% +/-) 4000 (2% +/-) Observations * Terms * Quantitative vs qualitative data * Quantitative data involves a large amount of data and its involves numeric manipulation * Qualitative data involves small number of cases, more in depth and it relies on quotations, comments, anecdotes and other written evidence to support arguments * Both seek to explain trends or patterns through systematically collected data. * Data collection, how do we choose the best way, characteristics of * How to choose the best way * Depends on th e question * Depends on the sample Depends on which constitutes the best measures, validity of the measurements that a particular method will allow. * Depends on cost and availability, some are more observable than others, some less expensive. * Depends on the reactivity to the collection by the population. * Consider ethical implications. * Characteristics * Primary and secondary data * IRB, what role it plays and the significance of it * Institutional review board, a must for any test involving human subjects. * It is guided by 3 principles: respect for persons, beneficence and justice. The role it plays s to ensure that all research conducted will not harm any individuals, recognise that they are autonomous and there is distribution of benefits to participants. To ensure that no ethical boundaries are crossed. * Its significance is that it has removed all unethical research to be done, but this limits the way data is collected. Thus researchers must consider the benefits vs the b urden of the research. * Observation, types and pros and cons: basic distinction is direct and indirect. * Direct * Allows researchers to view things in natural setting more often than laboratory. Field study or ethnography. Observation in lab gives more control over environment ‘ * Pros * Natural settings allow people to act normally, increases validity * Researchers can observe for longer periods of time * Lab can give more control. * Cons * Lab can also mean that subjects know they are being observed and thus alter behaviour, low validity * Natural setting cannot control external effects and variables. * Indirect * Observation of physical traces of behaviour, essentially detective work. Inferences are made based on physical traces * Two types of measures * Erosion Created by selective wear on some material. Looking at what has been eroded or removed, looking at what is left. * Accretion * Measures a phenomenon a manifested through the deposition and accumulation of material s. Seeing what has built up. * Pros * It raises less ethical issues than direct * Some materials or traces of them are more/less durable than other, making them more/less easy to measure, depending on the method. * Less obtrusive, much cheaper than alternatives * Cons * There are many threats to validity, prone to measurement problems * Can be difficult to make strong inferences * Participant Most field studies involve this, proverbial fly on the wall. Observing people for long periods of time. Assume a role or identity within the group. * Pros * Gain deep access into the group through informants * Natural setting * Observe for long periods so changes in behaviour can be studied * Has a degree of accuracy and completeness that other methods cannot provide. * Cons * It is not viable for every question, some things are just unobservable, like voting * Lack of control over the environment, inability to isolate factors * May be invalid or biased, going native.Becoming part of the enviro nment, perceived biased. * Difficulties with replication of study * Non participant * Same as direct. * Overt * Participants are aware of the investigators presence and intentions * Covert * Investigators presence is hidden or undisclosed. * Structured * Investigator looks for and systematically records the incidence of specific behaviours * Unstructured * All behaviour is considered relevant, at least at first, and recorded. * Ethical issues and how to avoid * Negative repercussions from associating with researcher because of the researcher’s sponsors, nationality or outsider status. Invasion of privacy * Stress during research interaction * Disclosure of behaviour or information to the researcher resulting in harm to the observed during or after the study. * How to avoid: ethical proofreading * Assume everything and all identities will be discovered * Look at actual words in manuscript * When describing potentially unflattering things go from general to specific * Be genera l about community at hand * Realise that data and research will be used again * Know what perspective and attitude is towards subject * Caution subjects multiple times Know study limitations and agreement are in advance * Have other people edit sensitive portions. Document analysis * Types of records, pros and cons of utilization * Two types of records * Running: produced by organisations rather than private citizens, carefully stored and easily accessed and is available for long periods of time. * Pros * Low cost in terms of money and time. * Accessibility * Covers more extensive period in time. * Extensive amounts of records * Many records are digitalised * Cons * At the mercy of those who keep the records, may or may not be biased. Questions on recording keeping practices, may not be kept properly. * Episodic: records that are produced and preserved in a more casual, personal and accidental manner. Diaries and memoirs. Important to political historians. * Pros * Used to illuminat e phenomena rather than generate large sample * Provides different perspectives on certain phenomena. * Use qualitatively. * Cons * Gaining access to episodic records can be difficult, locating suitable materials is the most time consuming aspect of data collection * Many are not digitalised. Content analysis, procedures, pros and cons, intercoder reliability * Refers to the use of excerpts, quotes, and examples from recorded documents to support and observation. * Can be both qualitative and quantitative in nature. * Procedures * Decide on appropriate sample, what materials to include in the analysis. * Define the recording or coding units, decide what is actually going to be measured. * Choose categories of content that are going to be measured, deciding the recording unit. How to measure what you want. Code words? Devise a system of enumeration for the content being coded, a numeric system based on what is being coded. Code for number of times X appears. * Pros * Gives researcher s access to subjects that would otherwise be difficult to attain. * Raw data are usually nonreactive, no undesired influences on behaviour. * Written records like newspapers have existed over long periods in time * They can be easily attained * It often enables us to increase sample size above what would be possible though either interviews or direct observation . * The cost of keeping records are borne by the keepers, it is low cost for those using them. Cons * Selective survival, record keepers may not preserve all pertinent materials, only selectively. Gaps may exist * Incompleteness. Gaps may exist due to fires losses of other types * Content may be biased. May be incomplete, selectively preserved, inaccurate or falsified * Unavailable to researchers because they are classified. * They lack a standard format because it is kept by different people. * Intercoder reliability * Refers to when two or more coders, using the same procedures, agree on how the content is analysed.The mor e times the coders make the same conclusions the same way, the more claims can be made. * Written records, pros and cons * Pros * Can be used when other means like direct observation or interviews are not possible. * Able to use for large scale collective behaviour, cannot possibly interview all. * Raises fewer ethical issues than observation or interviewing. * No risk to individuals as long as they are not identified in records. * Cheaper than other forms. * Not affected by time or history, what is recorded cannot be changed. * Cons * Gaining access may be difficult, classified Records not kept properly, or purposefully changed Survey research and interviews * definition and difference * surveys are a method of data collection that acts as an alternative to experiments or simulations. * Instead of manipulating an independent variable to view its effects, survey design examines the relationship between variables, better at establishing correlation rather than causation. * Types of s urveys, pros and cons, * Personal, face to face * High cost * High to medium completion rate * Potentially high sample congruence * Long to medium length * High data processing cost * Telephone Medium cost * Medium completion rate * Medium sample congruence * Medium to short length * High to low data processing cost * Mail * Low cost * Low completion rate * Medium sample congruence * Medium to short length * Medium data processing costs * Email * Low cost * Depends but low completion rate * Low sample congruence * Medium to short length * High to low data processing costs * Internet * Low costs * Depends but low completion rate * Low sample congruence * Medium to short length * High to low data processing costs * Group administration * Very low costs * High once group is convened completion rate Depends on group selection process, sample congruence * Variable length * High to low data processing costs * Drop off/pick up. * Very low costs * Low completion rate * Low sample congruence * Short length * Low data processing costs. * Completion and response rates, significance of * Refers to the proportion of persons initially contacted who actually participate. * When the proportion of the persons contacted who actually participate is too low, the ability to make statistical inferences about the population is limited * Too little responses, cannot make inferences. * Cost * Time and money. Have to balance between costs and completion rate. * Data processing * Answers of the surveys still have to be tabulated. All data need to be coded in a way that a computer can process them. * Problem with open ended questions. Have to be transcribed and coded. * A major reason for adopting internet and telephone surveys. * Sample-population congruence * Refers to how well the sample subjects represent the population from which they are drawn * Biases can enter through the initial selection of respondents or through incomplete responses. * The closer the congruence, the more repre sentative the sample, higher validity. Length * Too long and respondents lose interest or start answering without care, get distracted. * Too short and not enough data is collected. * Well motivated participants can help with the problem. * Response quality * Cannot take the responses at face value. * Participants may not have the same interests or familiarity with certain topics. * People may be reluctant to express their opinions to strangers. * Busy people won’t answer truthfully. * Interview bias * Occurs when the interviewer influences the respondent’s answers, may have a larger effect on telephone surveys than in person surveys. Question types and wording, what to be careful for and why, pros and cons * Close-ended questions * Pros * Easier for people to answer and takes little time * Easier to sort and tabulate data * Sensitive issues are better paired with close ended questions * Cons * Force respondents to choose from a list they may not agree with * Single si ded and double sided questions that can affect responses * Single side, agree or disagree with a statement * Two sided, gives two alternative statements to choose. Problems of recall versus recognition, can prompt answers that would have otherwise been blank. People don’t know the answer but recall when seeing the choice. * Oversimplified and distorted picture of public opinion * Open-ended questions * Pros * Allows respondents to state what they know and think. * Good for situations where likely answers are not known. * Cons * Respondents may respond too much or too little. * Problem with recording answers, tedious and difficult to code, interpretations vary as well. * Processing data is time consuming. * Wording Wording is important, question clarity is vital to get valid responses. Objectivity and clarity * Avoid * Double barrelled questions * Two questions in one. Sometimes participants might not agree with first question but is made to in order to answer the second. * Am biguous questions * One that contains a concept that is not defined clearly. * Participants may interpret the question wrongly. * Leading questions * Reactive question. Encourages respondents to choose a particular response because the question indicates that the researcher expects it. * Giving what the researcher wants, validity is off. Push polls. * Question order and effects * The order in which questions are presented may influence the reliability and validity of answers. Participants any answer differently or stop when they see certain questions. Can solve response set. * Branching questions * A question what sorts respondents into subgroups and directs them into different parts of the questionnaire * Filter questions * A question that screens respondents from inappropriate questions. * Response set * Straight line responding. * May occur when a series of questions have the same answer choices.Check the first few, then blindly check the rest. * Archives surveys, pros and cons * Existing surveys that have been designed in the past and are readily available to use. * Pros * Very cheap, for those with no access to funding. * Less time is spent designing the surveys. * More reliable and higher quality, widely used thus more reliable. * Well written questions. * Cons * The questions are not what you want. * Interviews, definition, pros and cons. * Interviewing is the act of asking individuals a series of questions and recording their responses.May be face to face or over the phone. * Pros * Sometimes asking questions is the only way * Elites can provide valuable information, but only through interviews. Focused interviews. * Can provide more comprehensive and detailed information, rich variety of perspectives. * Excellent form of data collection in exploratory studies. * Cons * Can be difficult to administer * Have to take into account non-verbal cues and be willing to go off topic * Detailed note taking * face to face, strong necessity for interpersonal skill s.

Friday, August 30, 2019

The Early Release of Google Shares

Google  Inc. ‘s  GOOG  -0. 72%  quarterly earnings report hit Wall Street more than three hours early on Thursday due to a glitch. The bigger glitch was what the Internet giant's results actually showed. Enlarge Image Shares of Google plunged after the company's third-quarter results missed expectations of strong growth, and inadvertently were released well before the market's close. Does Google's notable revenue and earnings miss spell trouble for the tech sector? Is this a buying opportunity in Google shares? Ken Sena, Evercore managing director, joins The News Hub to discuss.Photo: REUTERS. Among the litany of issues, the Internet search giant's profits slid 20% from a year earlier to $2. 18 billion, or $6. 53 a share. Revenue rose 45% to $14. 1 billion, thanks to the incorporation of Google's new Motorola hardware unit. But revenue excluding Motorola slowed for the fourth consecutive quarter, dipping to a growth rate of 19% from rates of more than 20% for the past f ew quarters. At the same time, Motorola also revealed a bigger-than-expected operating loss. The weak results, coupled with their unexpectedly early release from financial printer  R.R. Donnelley  RRD  -2. 56%  ; Sons Co. , wiped $22 billion off Google's market capitalization halfway through the day. Google's shares halted trading for a time before resuming. Google shares tumbled after the company's Q3 earning slipped out prematurely. WSJ's John Letzing has details on Digits. Photo: Getty Images. As of the 4 p. m. market close, the shares had recovered slightly to end at $695, down $60. 49, or about 8% for the day. Still, the stock drop was a reversal for Google, which had experienced a run-up in its shares in recent months.The company's market capitalization had recently pulled even with  Microsoft  Corp. MSFT  +0. 44%  for the first time, fueled by perceived good news about its online-ad business and missteps from rivals such as  Facebook  Inc. FB  +0. 33% At the crux of Google's profit slide was the growth rate of its biggest and most profitable revenue engine: ads on its Web-search engine and video site YouTube. The growth rate of those ad sales has steadily dropped since mid-2011. In the latest quarter, sales of the ads rose 15%, but that was down from 39% growth a year ago. The growth rate for uch ads fell not because advertisers were buying fewer of the ads—in fact, Google sold 33% more ads in the third quarter. But the average price paid by Web-search advertisers to Google per click dropped by 15% in the third quarter, Google said. The Early Earnings Release * Heard:  Buying Opportunity * Early Release a ‘Human Error' * ‘Pending Larry's Quote' * @PendingLarry: From Silent to Meme * Five Takeaways * Google Unveils $249 Chrome Laptop * Retail Investors Can't Keep Up Driving the declining prices for the ads was the shift by advertisers toward mobile ads, analysts said.That change is hurting Google in the short te rm because mobile ads cost less than online ads viewed on desktop computers. Some industry experts, however, predict the price differential will be minimal by the end of next year. Other Web companies are also grappling with the shift to mobile ads. Facebook, which reports earnings next week, has been racing to offer more mobile ad formats after earlier focusing more on online ads viewed on PCs. Google also faces toughening competition in its core search market, which also has a knock-on effect on its search ads.People may be doing some of the most valuable type of Web searches—those that relate to shopping—on sites like  Amazon. com  Inc. AMZN  +0. 82%  rather than on Google, said Sameet Sinha, a stock analyst at B. Riley ; Co. Advertisers generally are happy with Google. But Microsoft Corp. ‘s Bing search engine, which also powers  Yahoo  YHOO  +1. 51%  Search, has been capturing market share over the past year, according to Aaron Goldman, chief marketing officer of Kenshoo Ltd. , which helps companies like  Expedia  Inc. EXPE  +1. 35%  and  Sears Holding  Corp. SHLD  +1. 4%  advertise online. â€Å"We're seeing the Yahoo/Bing network taking share because clients get a 30% better return on their investment than on Google,† he said. Enlarge Image On an earnings call Thursday, Google Chief Executive Larry Page quickly moved to calm fears about mobile after saying he was â€Å"sorry for the scramble† involving the premature earnings release. Mr. Page, speaking in a halting and hoarse voice, said there is â€Å"tremendous innovation in advertising, which I believe will help us monetize mobile queries more effectively than desktop today. He also noted there are more than 500 million devices powered by Google's mobile Android software and that come preloaded with Google's search engine and its other services. Google stands to take a bigger revenue cut from ads that appear on Android devices than it does from  Apple  Inc. ‘s  AAPL  +1. 36%  iPhone and iPad. Mr. Page said Google was on pace to generate $8 billion a year from mobile devices, including advertising and sales of music, movies and apps on Android devices. A year ago, Google said it was on pace to generate $2. billion related to mobile devices, but that included only mobile ads, not content sales. Google's $12. 5 billion acquisition of Motorola also dragged on results. In its first full quarter as part of Google, the handset maker generated $2. 58 billion in revenue, lower than the $2. 75 billion that Mr. Sinha expected. Motorola also had a loss of $527 million. Google has said that it plans to cut costs at the division, including by laying off 20% of Motorola staff, or 4,000 jobs. On the call Thursday, Google said Motorola's results would be â€Å"quite variable† in the coming quarters.Despite all the issues, some analysts who had been bullish on Google remained upbeat. â€Å"While slight ove rall, Google numbers are not as bad as they initially appeared,† wrote Doug Anmuth, a stock analyst at  J. P. Morgan Chase  JPM  -0. 35%  & Co. , during Google's stock halt, adding that any investors who bought into the stock would be â€Å"taking advantage of the sharp selloff. † Google said it had $45. 7 billion in cash at the end of September, up from $43. 1 billion at the end of the second quarter. Its head count was 53,546, down from 54,604 three months earlier, including 17,428 employees at Motorola.

Understand the Principles and Requirements of Assessment

LEVEL 3 CERTIFICATION IN ASSESSING VOCATIONAL COMPETENCE LED BY CAROL SMOUT LESSON 1 26TH SEPT 2011 THE ROLE OF AN ASSESSOR ASSESSING PERFORMANCEGIVING FEEDBACK CONTRIBUTE TO A PAPER TRAIL ROLE OF AN ASSESSOR ROLE OF AN ASSESSOR WRITE EFFECTIVE ASSESSMENT PLANS 1. ASSESSING PERFORMANCE = A range of assessments, I am making a judgement on 2. GIVING FEEDBACK = Verbal feedback, Written Feedback. {Try to be positive, Don’t be negative candidates find this demoralising} 3. CONTRIBUTE TO a PAPER TRAIL = I have to write on a least 3 pieces of paper all of which are auditable Assessment plans. I need to contribute to a paper trail. As an Assessor I assess a Candidate/Student then someone {IV OR EV} then checks my assessment decision. This is called THE QUALITY ASSURANCE SYSTEM. When I am audited as an experienced Assessor I need to be able to demonstrate that I understand Quality Assurance. I have to be able to write effective assessment plans. 4. WRITE EFFECTIVE ASSESSMENT PLANS= Example: â€Å" I have met with blah blah blah and she/he has said she/he wants to do a shampoo & blow dry & a semi-permanent next week. â€Å"We plan to do this in this time on this date with this candidate & I am going to orally question her/him to check her/his underpinning knowledge. THIS EQUALS A PLAN !!! LEVEL 3 CERTIFICATION IN ASSESSING VOCATIONAL COMPETENCE LED BY CAROL SMOUT LESSON 2 3RD OCTOBER 2011 STAGES OF THE ASSESSMENT PROCESS PLANNING. STAGES OF THE ASSESSMENT PROCESS STAGES OF THE ASSESSMENT PROCESS REVIEWING JUDGING RECORDING QUALITY ASSURANCE 1. PLANNING = Assessment plannin g sheets & Consultation Sheets. 2. REVIEWING. Straight from SCHOOL TO COLLEGE no work base knowledge. First meeting with my candidate check if the candidate has any prior learning (APL= ACCREDITATION FOR PRIOR LEARNING) â€Å"What qualifications do you currently have† Do they relate to what they are currently doing now. I may find that some elements of the assessment may have already been done. When a candidate joins the college straight from school they still may have some prior learning. Some schools send their students to college to learn about hairdressing as part of their learning at school, some of this learning can be taken into consideration as prior learning. REVIEWING WORK BASE. If the candidate is joining college and is work based and is now coming to college for apprentership they may have been shampooing for 3 years so will not need to do their level one because of their prior learning they can go straight on to level 2. It would be unfair to make them do it all over again; they don’t need to be taught again. It’s all about taking the candidate forward. 3. JUDGING STAGE. This stage is the most difficult. Assessors find it most difficult as to â€Å"Am I Judging this right? † â€Å"Am I being really harsh or am I being a lenient? † So I have to follow 6 steps to ensure that I am doing this correctly. I have to check the Assessment by: IS THE ASSESSMENT 1. VALID Can be done using the Methods of Assessment. OBSERVATION, I can Observe it’s valid I can see it being done by that candidate. ORAL/VERBAL, I can ask questions and check their underpinning knowledge and check its validity EXAMS. Exams are obviously valid as there done under strict conditions, examiners are present their not allowed to talk etc. PROFESSIONAL DISCUSSION I Can talk to them in a professional capacity to check validity PROJECTS & ASSIGNEMENTS Are valid make sure signed dated good way at checking their knowledge. Although could have been done by someone else again ask oral questions and ask them to reference and put in a bibliography for me to refer and check if I feel not valid WITNESS STATEMENTS. An employer can provide a witness statement that a candidate has competently passed an assessment. It Valid if signed by their employer but still need to check validity could discuss how they achieved this pass what did they do how did they do it. PHOTOGRAPHIC EVIDENCE Valid I can see the photographic evidence try to get the candidates to get a picture that shows them doing the work. Still a little grey though as someone else could have done the work but just taken a photograph of the candidate with the client doesn’t mean necessarily that they have done the work. IS THE ASSESSMENT 2 RELIABLE. How sure am I that the above are reliable, how do I know for sure that the work I am assessing is that candidates own work, some are obviously reliable e. g. observation because I can see it being done. IS THE ASSESSMENT 3 SUFFICIENT. Has the candidate done enough to pass all elements of the unit being assessed. For example the candidate is being assessed to shampoo and condition a client’s hair and to sell a product. She/he may well have used all the correct products and massage movements but during the assessment She/he may not have been given the opportunity to sell a product in which case the candidate will have passed some elements of the unit chosen but because she couldn’t sell a product that part of the unit will have to be referred to another assessment but the candidate will have passed the other two elements of the unit. ALWAYS MAKE SURE THE CANDIDATE READS THROUGH THEIR PC’s (Performance Criteria’s) WHICH IS IN THEIR LOG BOOKS FOR EACH UNIT THERE ARE ELEMENTS OF THAT UNIT THAT THEY HAVE TO PASS TO ACHIEVE A FULL PASS IN THAT UNIT !!! IS THE ASSESSMENT 4. AUTHENTIC I have to know that every assessment they are doing is that candidates. How do know that that assessment is that authentic and reliable ? The best way to find out if not observed by me is to orally question them. IS THE ASSESSMENT 5. CURRENT Is the candidate demonstrating up to date skills? Is the candidate using up to date equipment? Example if the candidate is doing a colour & we haven’t got a roller ball or a climazon & they have to place the client under a hood dryer with a cap on the clients head. The service with that equipment is NOT CURRENT to industry. IS THE ASSESSMENT 6. SAFE Is the assessment taking place safe for all Are they working safely. I can stop an assessment at any time if there is a danger to the client, to anybody else in the room or to the candidate themselves. RECORDING STAGE Recording takes place in the log books for hairdressing. I record assessment decisions on consultation sheets. Also recording takes place for an assessment if it’s on a written paper on a marking front sheet. The awarding body gives us these marking sheets and it is my job to make sure that the candidate signs it & that I sign it & I put their marks on it. It is the evidence as to whether the candidate is competent on that written paper. There will be a written paper from C. H. E. A. T. When I mark assignments there will also be an assignment front sheet that I would record their feedback on. Whether it is passed or referred the candidate would sign it and date it, I would sign and date it to validate that assessment { THESE PAPER FORMS ARE VITAL FOR ME TO BE ABLE TO DO MY ROLE AS AN ASSESSOR FORMS ARE AVAILABLE FROM CAROLE AND VIA KERRY I NEED THESE FORMS AS SOON AS I START TO SHADOW} QUALITY ASSURANCE When I assess a candidate and I have already recorded it all on the previous documents. I also have to track a student candidate throughout their qualification, so if they have completed one whole unit I would need to sign off the tracking document, this document forms part of the tracking paper trail for Quality Assurance I also need to attend Standardisation Meetings. Usually done twice a year at the beginning and the end of a course. At these standardisation meetings I have to interact and share my views and contribute to these meetings. When we attend the meeting we all should bring along one or two units that we have marked, we can then shuffle them around between each other and look at them to make sure that the students are all being marked equally and that we haven’t been too harsh on them with a marking or too lenient on them. We all need to be marking to the same standard. This is what standardisation is all about & that forms part of this Quality Assurance Process. External verification officers come in they check and look at our tracking, they look at all our minutes and meetings, they come and look at the candidates log books, they look at their consultation sheets, they look at all their written papers & their assignments. They are checking that there was some sort of assessment in place & then they are making sure that I as an assessor planned the assessment. Health & Safety Legislation Sourced from HSE The Health and Safety at Work, etc Act 1974 The Management of Health and Safety at Work Regulations 1999 The Education (School Premises) Regulations 1999 The Workplace (Health, Safety and Welfare) Regulations 1992 The Manual Handling Operations Regulations 1992 The Control of Asbestos at Work Regulations 2006 The Health and Safety (Display Screen Equipment) Regulations 1992 The Electricity at Work Regulations 1989 The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 The Control of Substances Hazardous to Health Regulations 2002 The Provision and Use of Work Equipment Regulations 1998 The Construction (Design and Management) Regulations 2007 Disability Discrimination Act 1995 The Health and Safety (First Aid) Regulations 1981 The Health and Safety at Work, etc Act 1974 The main piece of legislation affecting the management of health and safety in educational establishments across all sectors is the Health and Safety at Work, etc Act 1974 (HSWA). This Act provides a framework for ensuring the health and safety of all employees in any work activity. It also provides for the health and safety of anyone who may be affected by work activities in eg pupils/students and visitors to educational sites, including parents and contractors. In Northern Ireland, similar provisions are made by the Health and Safety at Work (NI) Order 1978. Employers and employees (as well as manufacturers, suppliers and the self-employed) must comply with the duties set out in the Act, which are summarised as follows. * Section 2 places a duty on employers to ensure the health, safety and welfare of employees as far as is reasonably practicable. It also requires employers to consult with trade union safety representatives on matters affecting health and safety in the workplace. Moreover, employers of more than five people must prepare a written health and safety policy and bring it to the attention of employees. Section 3 requires employers to ensure that non-employees (eg pupils/students) who may be affected by work activities are not exposed to risks to their health and safety. Where young or vulnerable persons may be affected, the duty of care is greater. * Section 4 places a duty on anyone responsible for the workplace to ensure that the premises, plant and machinery do not endanger the people using them. * Section 5 requires emplo yers to prevent and control harmful, noxious or offensive emissions into the atmosphere. Section 6 places duties on designers, manufacturers and suppliers to ensure that articles and substances are safe for use. * Section 7 states that it is the duty of every employee while at work to take reasonable care of him or herself and of any other person who may be affected by his or her actions. This section also requires employees to cooperate with their employer in relation to health and safety issues. * Section 8 requires employees not to interfere with or misuse anything provided in the interest of health and safety. The Management of Health and Safety at Work Regulations 1999 The main requirement of the Management of Health and Safety at Work Regulations is that employers must carry out risk assessments to eliminate or reduce risks. Employers with five or more employees need to record the significant findings of a risk assessment – it is not necessary to record risk assessments for trivial or insignificant risks. In addition, employers also need to: * make arrangements for implementing the health and safety measures identified as necessary by risk assessments * monitor and review those arrangements appoint people with sufficient knowledge, skills, experience and training to help them to implement these arrangements * set up emergency procedures and provide information about them to employees * provide clear information, supervision and training for employees and ensure that suitably competent people are appointed who are capable of carrying out the tasks entrusted to them * work together with any other employer(s) operating from the same workplace, sharing information on the risks that other staff may be exposed to, eg cleaning, catering or maintenance contractors * take particular account of risks to new and expectant mothers. A risk assessment is a careful examination of the work activities that could, whether on or off site, cause harm to people so that your employer can weigh up whether they have taken adequate precautions or should do more to prevent harm. The Management of Health and Safety at Work Regulations 1999 require employers to assess the risks arising from work activities to both employees and non-employees (eg students, visiting parents). Employees have a right to see the results of risk assessments. Who can do risk assessments? Employers are responsible for ensuring that risk assessments are carried out by competent people (ie those who have sufficient knowledge, skills, experience and aptitude). These people may be current employees, provided they have been suitably trained, or external health and safety professionals. Safety reps have a legal right to be consulted and can assist on risk assessments. However, the risk assessment remains the legal obligation of the employer and therefore should be signed by the employer once complete. Activities that should be assessed All work activities that could present a potential hazard should be risk assessed. ‘Hazard' means something with the potential to cause harm, including ill health as well as injury. ‘Risk' is the likelihood of that hazard actually causing harm during the course of work activities. In an education setting, there are particular situations that typically require risk assessments: * the work activities of all new and expectant mothers require a specific risk assessment under the Management of Health and Safety at Work Regulations, with any necessary adjustments made to their working conditions a risk assessment should be conducted before taking students off site * workplace stress and stressors should also be included within risk assessments The Education (School Premises) Regulations 1999 These regulations set out minimum health and safety standards for all maintained schools in England and Wales, covering issues such as temperature, toilet facilities for pupils, ventilation and lighting. Some of the standards also have to be met by non-maintained special schools and independent schools. The regulations operate in conjunction with the Workplace (Health, Safety and Welfare) Regulations, as outlined below. The Workplace (Health, Safety and Welfare) Regulations 1992 These regulations deal with physical conditions in the workplace and require employers to meet minimum standards in relation to a wide range of matters, which include: * maintenance of buildings and equipment * lighting * provision of drinking water * temperature * rest facilities * ventilation * toilet facilities * first aid. The Manual Handling Operations Regulations 1992 These regulations require employers to minimise the health risks associated with manual handling, a term used to describe activities which involve lifting, carrying, moving, holding, pushing, lowering, pulling or restraining an object, person or animal. Employers should: * avoid the need to lift, carry, push, pull, lower or support loads wherever possible * mechanise tasks where they cannot be avoided by the use of trolleys, barrows, lifts or hoists * carry out risk assessments, which take into account the work task, the activity involved, individual capacity, working environment and other factors. The Control of Asbestos at Work Regulations 2006 The Control of Asbestos at Work Regulations place specific duties on employers, owners and those in control of buildings to manage the risks from asbestos fibres that may be released when building or maintenance work takes place. The regulations require the following steps to be taken to manage the risk: * find out if there is asbestos on the premises, its amount and what condition it is in * presume materials contain asbestos, unless there is evidence that they do not * make and keep up to date a record of the location and condition of the materials containing asbestos or which are presumed to contain asbestos * carry out a risk assessment on materials containing asbestos * prepare and implement a plan that sets out in detail how the risk from this material is going to be managed * review and monitor the plan and the arrangements provide information on the location and condition of the material to anyone who is liable to work on or disturb it (including staff). Specialist help is ge nerally required to determine the presence of materials containing asbestos and to remove asbestos. The HSE advises that if asbestos is in good condition and is not likely to be disturbed or damaged, it is usually safer to leave it in place and manage it. The Health and Safety (Display Screen Equipment) Regulations 1992 These regulations oblige employers to assess the workstations of staff who use display screen equipment (DSE). The workstation is the equipment itself, its accessories and the surrounding work environment. The minimum requirements of employers are to: * identify â€Å"users† of display screen equipment, ie those who habitually use DSE as a significant part of their normal work * assess workstations to ensure that they meet minimum standards * provide information, instruction and training on the potential hazards of using DSE equipment * offer free eyesight tests to users of DSE equipment at regular intervals and to pay for spectacles that are required for the work * review assessments. The Electricity at Work Regulations 1989 These place a duty on employers to assess all foreseeable risks associated with work activities involving electricity. Employers are required to install safe systems of working, with well-maintained equipment, covering everything from power lines to kettles. All installation and repairs should be undertaken by a qualified electrician or those who have appropriate technical knowledge, though some minor repairs, inspections, fitting of plugs, etc may be under taken by suitably trained staff. The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations R. I. D. D. O. R 1995 Under these regulations (often referred to as RIDDOR), certain work-related accidents are reportable by law to the Health and Safety Executive or the local authority. The following must be reported: * death of any person * a ‘major injury' to any person at work * hospital treatment of any person who is not at work (eg pupil/student) * an accident which results in a person at work being incapacitated for more than three consecutive days (excluding the day of the accident) * specified dangerous occurrences, eg building collapse * specified work-related diseases, eg mesothelioma and hepatitis. Educational establishments should have clear guidelines on incident reporting and this should be conveyed to staff on the first day of their employment. Accident reporting An accident is an unplanned event that results in injury, damage to property or some other loss. The law requires that certain work-related accidents are reported to the local authority or the Health and Safety Executive. All accidents to employees, however minor, should be recorded. This is a requirement under social security legislation. As a result of a workplace injury an employee may need to claim for benefits in the future, and the relevant checks will be made to confirm that the accident occurred at work. Reporting and recording procedures vary. Employers need to be sure that they satisfy all legal reporting requirements for employees and non-employees, and take measures to monitor accidents. As part of the reactive monitoring process, accident records are needed to assess whether the existing controls are adequate or to identify if trends are developing and to implement new procedures. Records may also have to be produced for the Health and Safety Executive, to parents/guardians, or in the course of civil proceedings if a claim is brought following an incident. How to report an accident All accidents can be reported to the Incident Contact Centre (ICC), Caerphilly Business Park, Caerphilly CF83 3GG. Alternatively, call on tel: 0845 300 9923 on Mondays to Fridays between 8. 30am and 5. 30pm, email  [email  protected] om  or report via the internet at  www. riddor. gov. uk. The Control of Substances Hazardous to Health Regulations 2002 These regulations (often known as the COSHH regulations) require employers to asses s and prevent (or at least adequately control) the risks to health from the use of any hazardous substances used in the workplace. A hazardous substance is one which has, by law, to be labelled as ‘very toxic', ‘toxic', ‘harmful', ‘irritant' or ‘corrosive'. It therefore includes many chemical substances such as paints and cleaning materials, as well as wood dust. The obligations to employers are to: * assess the risks * decide what precautions are needed take steps to reduce or adequately control exposure to hazardous substances * ensure that control measures are utilised and maintained * monitor exposure * carry out health surveillance of employees who have been or are likely to be exposed * have in place emergency procedures to deal with accidents/incidents * ensure that employees are properly informed, trained and supervised. Educational establishments must have in place appropriate measures to ensure that the risks to the health and safety of pupils /students from exposure to hazardous substances are minimised. COSHH and hairdressers – key messages * Frequent contact with water and shampoo can irritate the skin leading to dermatitis. Some hairdressing and cleaning products can cause dermatitis and skin allergies. * Some dusty products like persulphates and henna can cause asthma. * Some hair sprays can make asthma worse. There are simple things you can do to prevent dermatitis and asthma: * Keep the workplace well ventilated. * Wear disposable non-latex gloves for shampooing, colouring and bleaching. * Dry your hands thoroughly after washing with a soft towel. * Moisturise your hands as often as possible. * Change your gloves between clients. * Check your skin regularly for early signs of skin problems. The Provision and Use of Work Equipment Regulations 1998 These regulations set out minimum standards for the use of equipment at work. The main requirements are for employers to: * take account of working conditions and hazards when selecting equipment * provide work equipment which conforms to relevant safety standards * ensure that the work equipment is suitable for its intended purpose and used only for that purpose * maintain and keep the equipment in good working order * ensure that appropriate safety devices are available, if required * issue staff with appropriate instructions, training and supervision to use the work equipment safely * make sure that equipment is inspected after installation or after assembly at a new location. The Construction (Design and Management) Regulations 2007 These regulations cover the planning and management of construction projects. An essential part of a project's development is health and safety. Consequently, there is a duty on those involved in a construction project, such as the controller of buildings (ie the LA/governing body/headteacher/principal), contractors and designers to cooperate with each other to identify risks early on, and to report matters that are likely to endanger health and safety. There is also a duty to take appropriate measures to prevent the risk of injury to any person during the construction, which would include staff, pupils/students and visitors to the premises. Disability Discrimination Act 1995 The Disability Discrimination Act 1995 defines a disability as a â€Å"physical or mental impairment that has a substantial and long-term adverse effect on a person's ability to carry out normal day-to-day activities†. To be substantial, the disability must last or be expected to last for at least 12 months. However, those with cancer, MS or who are HIV positive are deemed to be disabled from the point of diagnosis. The act requires employers to ensure that disabled persons have safe access to premises and safe egress in the event of evacuation. They must also make any reasonable changes to the physical features of premises, hours of work, etc that may be necessary to accommodate the needs of disabled employees. Disability discrimination The Disability Discrimination Act 1995 requires employers to make ‘reasonable adjustments' to premises or working practices to ensure that employees are not disadvantaged because of their disability. In order to have rights under the Disability Discrimination Act, an employee must show they are defined as disabled under the act. This means suffering from a physical or mental impairment that has a substantial and long-term adverse effect on the person's ability to carry out normal day-to-day activities. Any adverse effects must last for at least a year to be considered ‘long-term'. Impairments must affect at least one of the following: * mobility * manual dexterity * physical coordination * continence ability to lift, carry or otherwise move everyday objects * speech * hearing * eyesight * memory or ability to concentrate, learn or understand * perception of risk of physical danger. Under the act, people with cancer, MS and those who are HIV positive are deemed to be disab led from the point of diagnosis. Other impairments that employment tribunals have considered a disability include depression, epilepsy, ME and asthma. This does not mean, however, that all people who suffer from these impairments are disabled under the act – much depends on their ability to carry out at least one of the day-to-day activities listed above. Duty to implement reasonable adjustments Employers are obliged to make reasonable adjustments to premises or working arrangements to prevent a disabled person from being placed at a substantial disadvantage compared with persons who are not disabled. In educational establishments, adjustment to premises can include the following: * providing wheelchair-accessible toilets, ramps and automatic opening doors * allocating classrooms on ground floors * providing a designated car-parking space * widening doorways and re-arranging furniture to allow wheelchair-users to move around * providing ergonomically designed chairs or adapted keyboards * acquiring specialist equipment with magnifying facilities. Changes to working arrangements may be made by: employing an assistant to undertake administrative tasks * providing a reader or signer for a visually impaired person * adjusting the timetable or allowing extra non-contact time * allocating some duties to another employee * altering working hours to allow part-time work or job-shari ng * providing additional training. While the potential cost of adjustments often concern educational establishments, many are relatively inexpensive. Moreover, under the Employment Service's Access to Work Scheme, funding is available for human support and adaptations to premises and equipment. Disability employment advisors in Jobcentres offer free independent advice on adjustments to the workplace. Many LAs also employ disability officers. Other forms of discrimination under the Act Failure to make reasonable adjustments is one of the five ways in which an employer can discriminate on the grounds of disability. The others are: Direct discrimination: this occurs where a person discriminates against a disabled person if, on the ground of that person's disability, he or she is treated less favourably than a person not having that particular disability has been or would have been treated. There is no justification defence to a claim for direct discrimination. Disability-related discrimination: this occurs where the employer, for reasons relating to a person's disability, treats that employee less favourably than the employer treats or would treat others to whom that reason does not apply, and that treatment is not justified. Harassment: occurs where the disabled person is subjected to unwanted conduct which has the purpose or effect of violating his or her dignity or creating an intimidating, degrading, humiliating or offensive environment for him or her. Victimisation: essentially occurs where the disabled person is treated less favourably because he or she has commenced a claim under the Disability Discrimination Act; or has given evidence/information in proceedings brought by someone else; or has alleged that a person has contravened the act. A claim for disability discrimination must be presented to the Employment Tribunal within three months beginning with the date of the act of which complaint is made. The Health and Safety (First Aid) Regulations 1981 These regulations require employers to provide: * adequate and appropriate first-aid equipment and facilities * an adequate number of qualified first aiders * an ‘appointed person', if a first aider is absent, to take charge of first-aid arrangements, including looking after the equipment and calling the emergency services. The Approved Code of Practice to the regulations stresses that the employer must make an assessment of first-aid needs. Educational establishments should therefore take account of risks to pupils/students on and off site when considering their provisions for first aid. The Regulatory Reform (Fire Safety) Order 2005 Under this order, the ‘responsible person' in the workplace (ie the employer/owner/person in control) is required to take general fire safety precautions to ensure the health and safety of staff and others, such as pupils/students. These precautions include: * assessing the risk of fire, paying particular attention to those who may be especially vulnerable, eg children * ensuring that there are effective means of escape * making sure the workplace is well-equipped with appropriate fire-fighting equipment/detectors/alarms * adopting appropriate fire-fighting measures * nominating an adequate number of suitably trained and equipped competent persons to implement these measures. The order contains duties relating to safety drills and emergency routes/exits, which employees must be made aware of at their induction. Fire risk assessment Risk assessment is at the heart of fire safety management. A fire risk assessment follows the same principles as any risk assessment: * Step one: Identify the fire hazards, eg what could start a fire, combustible materials, etc. * Step two: Identify people at risk (look at numbers of people, vulnerable groups and the likelihood of the fire spreading). * Step three: Evaluate the risks and implement control measures to remove or reduce the risk. * Step four: Record the findings and inform staff and safety reps. Step five: Review and revise the plan as and when there are changes in work activities, the use of the building, etc. Safety representatives should request a copy of the school or college fire risk assessments. Further guidance on fire risk assessments and precautions is available from the Department for Communities and Lo cal Government at:  www. firesafetyguides. communities. gov. uk What every staff member should know Fire safety procedures should be a part of induction for every new member of staff. In particular, staff should be informed of the following: * the fire risk * what to do if they discover a fire * raising the alarm * recognising the fire alarm and acting on it * calling the fire brigade. Discovering a fire If a fire is discovered, the first action is to raise the alarm so the occupants of the building know there is a fire and that they must leave. This is usually done by locating the ‘break glass' call point. There are many types of fire extinguishers used in schools and colleges. Staff that are not trained to use fire-fighting equipment should not waste time trying to make them work. Those who have been trained and nominated to use the equipment should not attempt to put out large fires. If a fire cannot be put out, the door should be closed and the building evacuated RECOGNISE GOOD PRACTICE IN ASSESSING CANDIDATES IN RELATION TO ASSESSMENT. As Assessors we should be demonstrating good practice in relation to equality and diversity ; equal opportunities Equality = Treating everyone as an individual, not the same as everyone else, we are not all the same, we are all very different individuals. Eg there may be limitations to someone with a disability. They cannot be treated the same as myself as her/his disability may limit them in what they can do, so they need to be treated individually. Diversity. Is about the diverse nature of the industry. The clients, different hair types, textures etc. Diversity means all different sizes, shapes, ages, dark hair, light hair, black, white. It is good practice to ensure Health ; Safety to make sure that we adapt working environments for different clients, different candidates, and different students. It is good practice to encourage our candidates and students to use technology, encourage them to use computers, internet, submit assignments electronically etc. We have to be seen to be embracing this in our assessment processes. Reflective Practice Demonstrate a proactive approach to self-reflection, â€Å"How do I feel I am doing? † C. P. D {Continual Professional Development} is key to good practice. I need to keep myself up to date with my skills. I need to keep up to date with new equipment being introduced to the industry. I should always be in-front of my candidates/students, I should never be in a situation where a student is telling me about new trends, new equipment that I have never heard of. It is good practice that I am always seen to be keeping ahead in the industry that I am assessing. It is not good practice if I do not know what is going on in the industry I am assessing I should get feedback from others too on how I am doing. Each year I have to obtain 30 hours of evidence of hands on C. P. D. This is achieved {if I am working for the college} in July C. P. D week it may be that the college sets up 2 days where a company comes into the salon and demonstrates new equipment trains us on up to date styles. They will also open up a commercial salon so that we can work commercially for a day. The college may also send us out for training for instance to Saks. I have to upload all of my work to I. F. L to ensure my C. P. D.

Thursday, August 29, 2019

Short story analysis Essay Example | Topics and Well Written Essays - 1000 words

Short story analysis - Essay Example character, Soapy may be termed as a round character since he has a complex personality as he is often portrayed as a person full of conflicts and contradictions throughout the story as opposed to a flat character that only has one personality. As seen in the story, Henry indicates that Soapy takes different turns in his life (1). One would argue that Soapy does not take these decisions according to his wish but circumstances force him. A good example is when he rejects charity as he believes that he will one day pay for the favors (Henry 1). Soapy also tries to be a criminal by spending time with criminals and hopes to turn himself to jail. From the narration of Henry, Soapy may be termed as a dynamic character. This is because Soapy changes over time due to the various crisis that he is facing. It is even arguable that Soapy is making attempts to solve his central conflicts and that his major role is to resolve the conflicts that face him. A case in point is the event that Soapy is thrown to prison even with his being an innocent person (Henry 1). Despite Soapy breaking the law through committing petty crimes, he does not behave like a criminal and his fate may be described as that of freedom. However, the same does not happen for the case of Soapy (Henry 1). These turn of events steer his life throughout the story. The character, Soapy, plays a major role in the story. Throughout the story, the life and times of Soapy take a central place. Soapy is the protagonist and the crucial moments in his life are well explained throughout the story. He is seen to make attempts to find ways in which he will spend his winter and he opts to commit crime as opposed to getting a job. The crimes would then land him in prison on the island. A success of this plan will ensure that he gets constant food and a home as his pride cannot allow him receive public charity (Henry 1). Soapy does not want to have any pending issues with the public, so he opts to find ways of getting

Wednesday, August 28, 2019

Joseph Beuys - Into Fat Essay Example | Topics and Well Written Essays - 500 words

Joseph Beuys - Into Fat - Essay Example The paper "Joseph Beuys: Into Fat" analyses Joseph Beuys and his art. â€Å"That’s how the Tartars found me days later. I remember voices saying ‘Voda’ (water), then the felt of their tents, and the dense pungent smell of cheese, fat and milk. They covered my body in fat to help it regenerate warmth, and wrapped it in felt as an insulator to keep warmth in.† It was written in Wikipedia that this story has served as a powerful myth of origins for Beuys’ artistic identity, as well as providing an initial interpretative key to his use of unconventional materials. However, this myth was not mentioned, even if to be shrouded in fiction, in an idiosyncratic CV that Beuys produced in a 1964 festival, title Life Course/Work Course. This CV was a self-consciously fictionalized account of the artist’s life, in which historical events mingle with metaphorical and mythical speech, marking a blurring of fact and fiction that was to be characteristic of Beu ys’ self-created persona. Thus, it was a debate on the grounds of the plane crash myth, for had it been a real occurrence, it would have had a place it Beuys’ CV. Had it been made-believe, it would still secure a place in the controversial CV being that the myth provided the inspiration for his life’s work. And yet it was never to be documented this plane crash which happened in Cremia and his eventual meeting with the Tartars who taught Beuys the healing properties of fat and felt. Beuys staged performances or what he call â€Å"actions† which had the magic of rituals.

Tuesday, August 27, 2019

Business - ethics Essay Example | Topics and Well Written Essays - 250 words

Business - ethics - Essay Example this was dishonest, Frank replied that each firm had told him to submit his expenses and that therefore he was not taking something to which he had no right. One firm had not asked for receipts, so he determined it was making him a gift of the money. The problem is that Frank is committing fraud by telling the companies that he has expenses of $1000 because whenever his expenses have been paid by either company, the other company has no obligation to pay for expenses that do not exist. 3) Frank Waldron could return half of each companys money, telling the companies he intentionally requested payment from both companies and accept one the offers that have already been extended, thus discontinuing this fraudulent practice. Solution 1. The solution impacts Frank Waldron directly as he would likely become unable to secure a job due to his fraud. Next the Eastern State University placement office would be affected as their reputation with the companies would be tarnished since the fraud was perpetrated under their noses. Finally the companies are affected and would implement ways to prevent this from happening again thus putting red tape up for every new interviewee who might have legitimate

Monday, August 26, 2019

What is being done to conserve biodiversity in Madagascar Essay

What is being done to conserve biodiversity in Madagascar - Essay Example This flora in terms of biological diversity is under serious danger in spite of its importance. â€Å"Over 80% of the island has already been stripped of its native vegetation cover; the majority of this area is now very species-poor secondary grassland which is burnt annually and is subject to intense erosion.† (Du Puy & Moat 1998). Madagascar forests have been degraded in such a way that now only less than 10% of its original forest cover is remaining. The intention of this article is to bring awareness on conservation efforts of evergreen forests of the high plateau, littoral forest and western dry deciduous forest. There are few forest recovery programs under conservation efforts in different forest types of Madagascar. These ecosystems urgently require toughened conservation programs due to their fragmented natural world. Forest fragmentation is causing a decrease in genetic diversity and is leading to an extinction path. The evergreen forest of high plateau is one of the high priority areas for plant conservation which is known as severely fragmented remnant forest. Recently, this forest was subjected to timber extraction which resulted in damage to its structure and integrity. Also some fragments of this forest have been significantly burned. In this forest, Madagascar’s most threatened, endangered species Schizolaena tampoketsana is found. Schizolaena tampoketsana, locally known as Sohisaka, belongs to one of the six endemic plant families. The reason behind endangered Sohisaka is selective felling of trees and burning from wild fires which are common in this region annually. Littoral forests are humid, low elevation forests on sand which have been identified as the most threatened vegetation type in Madagascar. It is along the east coast of Madagascar where the forests are highly degraded and fragmented that represents less than 10% of original area. In this forest, Madagascar’s

Sunday, August 25, 2019

Virtual Field Trip Essay Example | Topics and Well Written Essays - 500 words

Virtual Field Trip - Essay Example Hence, the CSG seeks to empower leadership, collaboration, decision-making skills and social awareness. The Council of State Governments was founded in 1933. It was initiated by then Colorado Senator, Henry Toll. Besides the organizations’ functions in America, it fosters offices in the government’s territories in other countries such as Puerto Rico, Guam, and the Northern Mariana Islands. It is a non-partisan as well as a non-profit society supported by the respective states. Supplementary funds are also derived from different aids like contributions, registration fees, and grants. It currently maintains its headquarters in Kentucky. It is managed by the organization’s executive director. A governor functions as the President of the Council. He is aided by a member of a state of legislature who performs as the chairman. At present, CSG is headed by Jay Nixon, Missouri Governor. The chair is Gary Stevens, Alaska senator. In the absence of the chair, the chair-elect may perform his functions. Mark Norris, Tennessee Senate Majority Leader is the current chair-elect. The vice chair, Carl Marcelino, is the New York Senator. CSG’s website can indeed help individuals acquire more knowledge and discernment when it comes to politics and its systems. Firstly, the featured items are quite beneficial in nurturing insights as to the various leaders’ opinions, actions, and legislations. Other elements such as the military, economy, and geography are likewise being illustrated. The organization’s web page also features policies and research which can give ideas on how sociological and psychological findings affect rulings and plans towards societies’ improvements. Another page on the scheduled leaders and members’ meetings highlight schedules, addresses, topics, and minutes. This specifically shows how people in authority manage their time, resources, and power to be present and effective in a number of conferences. Their

Saturday, August 24, 2019

Strategic Management for Professional Practice Essay

Strategic Management for Professional Practice - Essay Example We will determine whether what Google is doing is a winning strategy by using the Goodness of Fit Test and the Competitive Advantage Test. Google started as a smaller company called BackRub in which they discovered and set out to use the new internet and its growth creating a new advertising medium for companies of all kinds. Search based adds became very popular and were proving to be financially exciting with an expected growth to $5.8 billion in market funds by 2013. Then BackRub knew that they had a way to search the web faster than anyone else and get highly relevant results quickly. The then strategic thinking of Larry Page and Sergey Brin collaborated and Google was born from a mathematical term called googol (Gamble, J, 2008). The use of the name Google was meant to be an indication of the random numbers used to create their search method. Manipulating the external environment has been a major strength of Googles from the beginning. Their strategies here have seemed to be crafted and did not just emerge as part of their strategic thinking process (Mintzberg, H., 1987). Understanding the external environment is often not easy but Google seems to understand it well. It is even more complicated in Googles case because their business is the internet and they became a global entity very quickly. They remained, however, consistently aware of the changing of the external environment and responded quickly. In the beginning it was the building of a faster search engine, it has later been the addition of business to expand their influence. Google rose to the top rapidly and had to respond just as rapidly to change. Their search engine became extremely popular in a short time and Google was attracting millions in venture capital. They responded with new technology, search capabilities in several languages, and a Google tool bar browser. They followed these with Google News, Product Search, Scholar, and Local to name a few.

Friday, August 23, 2019

McCain will win the 2008 presidential elections Essay

McCain will win the 2008 presidential elections - Essay Example Majorities across all regions except South said Mr. Obama held an edge in their state.† The newspaper further reported on the same date that this poll was taken before Mr. Obama selected Senator Joseph. R. Biden Jr. of Delware as his running mate. The paper further reported, â€Å"when asked about their views on supporting war in Iraq, only 2% of the sampled delegates said yes, while 95 % said no.† capital Amman that security situation in Iraq has improved and time is coming for USA forces to pull out. Mr. Robert Burger of VOA reported that Mr. Obama said â€Å" I welcome the growing consensus in Iraq and USA for a timeline. My view, based on the advice of military experts, is that we can redeploy safely in 16 months, so that our combat brigades are out of Iraq in 2010.† VOA again reports in its same issue of 22nd.July 2008, further on this issue.. Mr. Jim Malone of VOA reports that,† McCain opposes setting a timeline for withdrawal of US troops from Iraq.† Senator McCain further said while addressing his audience in New Hampshire, in July end that â€Å"he looks forward to US troops coming home, but only because of success on ground in Iraq and not as per the preset timetables† This highlights the difference of opinion between the two presidential candidates on the Iraq war. While Senator McCain supports the strategy of his fellow republican President Bush, as he believes the costs incurred so far on Iraq does not warrant early withdrawal, which may mean defeat on that front and diminishing global image for USA. Further VOA issue of 3rd. Sept. carries a report from its national correspondent Jim Malone, that most republicans admire John McCain as a true American hero and a man who survived repeated torture and beatings, while in captivity during Vietnam War. Therefore, he knows the meaning of victory and defeat in a war. VOA further reports in same issue, as Mr. McCain saying, â€Å"I have always put my country first, and I will always do

Thursday, August 22, 2019

The role of the IMF in helping poor and debt-troubled countries Research Paper

The role of the IMF in helping poor and debt-troubled countries - Research Paper Example The IMF is tasked with the role of assisting nations suffice their budgets or invest in areas that positively influence the social welfare or the economy of a country. Most of the support activities that IMF undertakes are backed by global policies. An example is the IMF helps less developed nation to improve health care, education and security which is in line with the United Nations Millennium Development goals. Another reason why the IMF helps poor nation is to stabilize nations in economic and social terms. A debt ridden country has a high probability of social disorder, thus more economic failures (Ghosh, Zalduendo, Thomas, Ramakrishnan, Kim &Joshi 2008). Globalization has ensured that all nations are interlinked economically, thus, failure of an economy to meet its obligations can impact on the global economy, which might lead to a crisis. Despite the fact that the IMF is tasked to issue loans to member countries, there are several conditions that must be met as part of eligibility criteria. First, a country is supposed to design a program that is supposed to address the problem that has made it resort to the IMF for assistance (IMF Factsheet). Before the IMF considers a loan, country must identify the causes of the deficit and the strategies that are in place to mitigate the situation. In deficits situations, the IMF holds that countries should engage in activities that try to resolve the deficit since it affects other economies of the world. Second, the International Monetary Fund should be allowed to assess the programs that are under its support. This is meant to ensure that funds are channeled to the intended functions. Moreover, the process also ensures that the intended benefits are realized. The assessment programs are mostly conducted in less developed nations due to inefficiencies, misappropriation and also embezzlement of funds by few individuals. The institution employs structural benchmarks that are meant to protect IMF interests in the

Health and social unit Essay Example for Free

Health and social unit Essay Outcome 1 understand the importance of equality and inclusion 1.1 Diversity- Diversity literally means difference. Diversity recognises that though people have things in common with each other, they are also different and unique in many ways. Diversity is about recognising and valuing those differences. Diversity therefore consists of visible and non-visible factors, which include personal characteristics such as background, culture, personality and work-style in addition to the characteristics that are protected under discrimination legislation in terms of race, disability, gender, religion and belief, sexual orientation and age. Equality- Equality means treating people in a way that is appropriate for their needs. For example, if someone with a disability wanted to board the plane and was in a wheelchair, it would be no good saying to them, â€Å"you have to take the stairs like everybody else†. What is needed is a way of getting on the plane that will suit everybody’s needs without showing them up and treating them in a way that is worse than other people. Inclusion- Inclusion is about equal opportunities for all pupils, whatever their age, gender, ethnicity, attainment and background. It pays particular attention to the provision made for, and the achievement of, different groups of pupils within a school. Discrimination- Giving preference over one kind of people over another because of race, color, creed, national origin, disability, sexual preference, age, maritial status, looks, etc. 1.2 In a work place discriminatin can diliberatly occur, I.E for example if you celebrate christmas and make everyone get involved with secret santa or christmas gifts but not everyone may not celebrate christmas some may have differant religions and beliefs,this is why you should see things with an  open mind and not discriminate anyone just because of your own beliefs. 1.3 By supporting a person’s equality you are treating them as equal and including them in all activities, you will be reducing the likelihood of discrimination Outcome 2 2.1 Equality Act Humans Rights Act GSCC = The General Social Care Council.

Wednesday, August 21, 2019

Structural Causes Of Unethical Behavior Within An Organization

Structural Causes Of Unethical Behavior Within An Organization Traditionally, organizations function within a certain set of guidelines and protocols that inherently form a structure in an organization. Pugh defines an organizational structure as a hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim. Activities such as task allocation, coordination and supervision are carried out to achieve organizational goals. Organizations are formal entities that distribute tasks through specialization and create a standard set of processes to create an efficient and effective workplace environment to increase productivity while saving costs. Standard operating procedure protocols, management protocols and standard set of rules and codes are implemented throughout the organization to ensure all employees perform their tasks as they are supposed to in the proper way. For instance, in a car assembly line, factory workers and engineers have to follow a certain set of guidelines to ensure the quality of the cars. Testing for safety and quality are standardized in every manufacturing branch not only throughout the country but internationally. Similarly, McDonalds provide standard operating procedures for every franchise throughout the globe in order to maintain quality and the companys reputation (Griffin, 2012). Although formal organizations provide a set of guidelines and standard procedures, in a situation where ethical decision-making takes place, these standard codes fail to provide a clear cut solution to the dilemma, thus resulting in unethical behavior which are caused by the structure of the organization. Organizations do provide codes of conduct and ethical code doctrines to employees prior to their hiring but implementing those codes are entirely up to the employees and their immediate supervisors. Even the CEO of a company can make unethical decisions to his own discretion despite being bound to the ethical codes of conduct of the corporation in which he serves. Moreover, considering he is the man in charge of the entire corporation, it is even more likely that he will not be held responsible for his unethical decisions. When the organization structure fail to prevent unethical behavior, ultimately the profitability and sustainability of a corporation will be affected. This is where strict corporate governance needs to be put in place in order to minimize unethical behavior within an organization. In order to solve unethical behavior and improve organization structure, we must first understand how a structure can fail to prevent unethical behavior. Furthermore, we must identify the types of unethical behavior that can arise in ethical situations where an organizations structure is ineffective. Finally, we will also expound on previous researches to identify ways to minimize unethical behavior within an organization by, among other things, improving the structure of the organization. 1.2.1 Boston Consulting Group Founded by Bruce D. Henderson in 1963, The Boston Consulting Group (BCG) is a global management consulting firm that has successfully appeared in the top 15 of Fortunes Best Companies To Work For seven years in a row. As much as it was a subsidiary of The Boston Company, BCG currently has 77 offices of its own in 42 countries all across the World. In attempts of trying to understand the nature of pricing in a manufacturing industry and as a result of work done for a semiconductor manufacturer, The Boston Consulting Group came up with its first breakthrough known as the experience curve in 1966. The experience curve states that the unit cost of a product gradually decreases as cumulated volume and production experience increases. Ultimately, the theory stresses that it is crucial and important to enter newly introduced fields and take hold of as much market share as possible. By doing this, an organization will be able to gain advantage over other late-arriving organizations in the same field and thus, eliminating any sort of competition. (Refer to Appendix C) The Boston Consulting Group Matrix (BCG Matrix) also known as the growth-share matrix was introduced in 1968. The framework of the BCG Matrix consists of a box with four quadrants that is represented using terms such as cash cows, dogs, question marks and stars. The terms of the framework represent growth rate, market share and negative and positive flow of cash. The main goal of the framework is to achieve a balance between cash cows, question marks and stars and to sell off the dogs. As soon as the theory was introduced, the terms of the framework quickly became fixtures in the world of business. In the same year, BCG was released as a subsidiary from The Boston Company. (Refer to Appendix D) Despite the departure of a few prominent and top individuals, The Boston Consulting Group became an independent company in 1975. BCG was one of the first few companies to practice the Employee Retirement Income Security Act as the company recognized its benefits and was quick to take advantage of the act. Through this act, The Boston Consulting Group was allowed to establish an employee stock ownership program. The establishment of the program made way for the process of buying BCG from The Boston Company to begin. By 1979, the buyout was completed five years ahead of the original schedule. (Refer to Appendix E) The year 1985 paved way for some major changes at top level management for The Boston Consulting Group as its founder and then Chief Executive Officer (CEO), Bruce D. Henderson retired. He was succeeded by John Clarkeson who assumed the position of CEO and Alan Zakon who took on the position of chairman of the companys board. In 1992, Henderson died at age 77. Few people have had as much impact on international business in the second half of the twentieth century as the founder of The Boston Consulting Group, eulogized the Financial Times upon Hendersons death. (Refer to Appendix E) In 2003, Hans-Paul Burkener was elected the fifth President and CEO of The Boston Consulting Group by the companys partners. As of the year 2011, The Boston Consulting Group was ranked second on Fortunes 100 Best Companies To Work For, marking its sixth consecutive year on such a prestigious list. BCG continues to explore important topics that have significant effects around the World as the company aims to provide better and more quality service in helping organizations to combat the battle of ever changing landscapes in the management of diversity (Refer to Appendix F). 1.2.2 General Electric In 1890, Thomas Edison established his own company and named as Edison General Electric Company by bringing his different businesses together. Two years later, Edison General Electric Company incorporated with Thomson-Houston Company and, then they named the new organization as General Electric Company. The new organization the General Electric Company is a diversified technology and financial services company. General Electric Company has different type of products and services. They main product and service is householder appliances and General Electric Company is one of the largest manufacturers of major appliances in the world. Besides that, General Electric Company also has other different type of products and services such as aviation, consumer electronics, customer training, electrical distribution, energy, finance-business, healthcare, oil gas, water, lighting, software services, rail, and other. In the early 1890s, the first General Electric appliances electric fans were produced, and a full line of heating and cooking devices were developed in the year 1907. A few years later, General Electric Company developed the first airplane engine booster for the fledgling U.S. aviation industry. Besides that, the plastic filaments for light bulbs were created in 1930, and led to the first General Electric Plastics department. Through the years, General Electrics leaders have built a portfolio for the diversity of management and leading businesses. Thats made the General Electric Company become a most success company that drives growth and reduces the production costs; increase financial strength and Controllership that allow it to capitalize on opportunities through numerous cycles. And, they have a set of common values that allows it to face any environment or situation with confidence. In 1971, the General Electric Company with the helped from McKinsey developed a General Electric/McKinsey Matrix. The General Electric/McKinsey Matrix was developed in year 1971, with the helped from McKinsey and consulting firms. And, General Electric Company used it to measure or decides which Strategies Business Units (SBU) should invest, retain, or divest. The GE matrix/McKinsey matrix is one that cans helps to improve the companys businesses unit strength and helps to increase businesses unit attractiveness. Besides that, this matrix is measure the business unit through the business units attractiveness and business strength. When the business units attractiveness and strength is high, the company should keep invest for gain more profit. On the other hand, when the business units attractiveness and strength is medium, the company should retain or selectively invest. But, when the business units attractiveness and strength is low, it is the time for the company to exit that business unit or stop invests in that business unit. The aim of this portfolio analysis is: To decide the company should invest more or divest. To helps the new product or business unit to develop a growth strategies. To decide which business unit should retain or not. 2.0 Literature Review 2.1 Unethical Behavior Resulting from Failure of Organizational Structure Many researchers were found to focus on various aspects that management fails to prevent different types of unethical behavior within a corporation. Some of the unethical behavior that is being studied includes conflict of interest, false advertising, discrimination, insider trading, and harassment among others. For instance, Sherry, Shilbury and Wood (2007) found that as sport becomes a fully-fledged business, there is an increased complexity of ethical issues within sports management and conflict of interest presents similar structural elements as traditional businesses. Practices such as providing benefits, trust and obligation are magnified, as there are also societal expectations and values emphasized in sport and sporting organizations. To illustrate the issue of conflict of interest arising from structural failing in this matter, five of the seven board members of the Californian Horse Racing Board actively own or breed racehorses and at least six acknowledge that they gamble at the track (Sherry, Shilbury, Wood, 2007). This clearly is a conflict of between the board members personal interest and the interest of the corporation. Conflict of interest issues are usually not clearly outlined within the corporation, especially for people in top management and there is no obvious way to i dentify a person who has a conflict of interest because a hierarchical organization does not usually scrutinize an employees personal life. In this case, the integrity of the sport will be compromised, as society will not look with favor on the races for fear of them being cheated out of their bets. Furthermore, despite laws and regulation outlawing discrimination while hiring, there is still a substantial informal form of discrimination in the workplace towards different races or genders. As found by Pompper (2011) after interviewing 36 middle aged, middle income women of African-American, Asian-American and Hispanic ethnicity in the communications industry, glass ceilings in communication organization remains impenetrable especially for women of these ethnicities. The research found that there is a higher level of financial uncertainty for middle aged, middle-income women of color within media organizations. None of the participants of the research reported having equal salary or status with male colleagues that do comparable work. While there have been strides to reduce employment discrimination in many countries, informal forms of discrimination that are not specifically outlined in corporate policies will still occur, especially in a society or country that inherently, in t heir culture, practice discrimination against gender or race. 2.2.1 Boston Consulting Group In a publication titled Strategic Business Models, Frederick Betz discusses the six different kinds of generic business models that can be used in operating a company. One of the generic business models that he highlights is The Boston Consulting Group Matrix (BCG Matrix). Betz defines a business model as a strategic technique of how ones company now operates and how it should change to operate in the future. Also, he describes a business model as an abstraction of business identifying how that business profitably makes money. Besides that, he identifies a business model as abstracts about how inputs to an organization are transformed to value-adding outputs. The transformation of input resources into output products or services is performed by the processes and operations of the business. Furthermore, he mentions that a strategic business model is a systematic list of policies that will guide the future specification of inputs, outputs, processes and values of the complete operations of the business of the corporation. In a publication titled Kiechels History of Corporate Strategy, Robert J. Allio and Robert M. Randall interviewed Walter Kiechel III about his book titled The Lords of Strategy: The Secret Intellectual History of the New Corporate World (Harvard Business Press, 2010). In his book, Kiechel chronicles the rise and stumbles of a number of leading consultancies primarily Bain, Boston Consulting Group and Mc Kinsey after having interviewed originators of the core ideas behind strategy and strategic movement and executives at the companies where it was first practiced. In his book, Walter Kiechel III regards The Boston Consulting Group as the Lords of Strategy. He explains that the pioneering consulting efforts of the organization has helped instill a sense of empiricism that is a fundamental key in competing. He defines empiricism as the ability to identify and recognize facts that are essential in gaining advantage over other late-arriving organizations in the same field. Also, the concepts developed by The Boston Consulting Group are made up of easy-to-understand and familiar patterns that make the task of interpreting the data less difficult. This indirectly enables one to figure out what needs to be done. Besides that, Kiechel did not fail to draw attention to the opinions of critics and his personal opinion about The Boston Consulting Group Matrix (BCG Matrix) in his book. Critics pointed out that a certain organization can define and characterize the shares and size of a targeted market. However, it is impractical and almost impossible for the same organization to predict the exact growth of the market. Kiechel strongly believes that an organization should associate with the hidden message of the BCG Matrix. An organization should take the initiative to identify and accurately comprehend the competitive situation that it faces, the data for understanding the business that it is involved in and the potential that the organization possess. Otherwise, you are left at the mercy of every business units manager telling you that Next year is going to be different; This baby is really set to take off. (Kiechel, 2010). 2.2.2 General Electric Nowadays, General Electric can be more successful. If should related to the McKinsey and Company consulting firm. Because General Electric Company get the help from McKinsey and Company consulting firm, and developed a more complicated matrix (Figure 2.1). Through the internet research, the General Electric Company used GE matrix/McKinsey matrix as their planning system for management of diversity. From my general knowledge about the GE matrix/McKinsey matrix, it is a strategic that will separate from the mother company into many small business units and determine which business unit should invest more, retain, or divest. From Strategic Management: theory and case study, by Tunchalong Rungwitoo, the General Electric / McKinsey Matrix, is a nine cell matrix from two dimensions, which is industry attractiveness and business strength. For the use of General Electric/McKinsey Matrix, they use the GE matrix/McKinsey matrix to identify whether the small business units should invest, retain, or divest. Besides that, it also can fits perfectly to the companys strengths and helps to exploit the most attractive industries or markets. Besides that, General Electric Company can see the status of their business units and suggest the strategy the business fell in which categories through the General Electric/McKinsey Matrix (Figure 2.2). The vertical axis of the General Electric/McKinsey matrix is industry attractiveness, which is determined by the factors such as market growth rate, market size, demand variability, industry profitability, industry rivalry, global opportunities, and others. And, the horizontal axis of the General Electric/McKinsey matrix is the strength of the business unit. Some factors that can be used to determine business unit strength include: market share, growth in market share, brand equity, distribution channel access, production capacity, and profit margins relative to competitors. From International Journal of Humanities and Social science, the General Electric/McKinsey Matrix requires the identification and assessment of both external and internal factors, which are industry attractiveness and business strength on a nine-cell grid. To grow, to hold, or to harvest are the categories used to classify both attractiveness and strength (Figure 2.2). When that is high attractiveness and high business strength (Leader), the company should seek dominance and maximize investment. When that is medium attractiveness and medium business strength (Proceed with care), the company should specialize and invest selectively. And, when that is low attractiveness and low business strength (Withdrawal), the company should attack rivals and time exit. 3.0 Data Analysis and Discussion 3.1.1 Structural Causes and How to Solve Them An organization can have a centralized or a decentralized structure. A centralized organization refers to an organization in which important decision-making tasks and power are given and carried out by few leaders. As stated by Vitez (2012), centralized organization depends on a single person to give direction and make decisions for the corporation. A decentralized organization, on the other hand, give autonomy to individuals in middle and lower management levels to make critical decisions and usually carry out decisions as part of a team (Vitez, 2012). The hierarchy of the organization also tends to be much more flat compared to centralized organizations. In a centralized organization, ethical conduct is often disseminated in the form of ethical codes of conduct and corporate policies. It is easier to control and minimize unethical behavior within an organization with a central structure as employees have clearly written guidelines to follow in the corporation and if they fail to do so, they will be reprimanded for it. However, an employees own personal ethical standards may conflict with what is expected of him as a member of the organization and its corporate culture (Ferrell, Fraedrich, Ferrell, 2012). Centralized organization also creates a groupthink environment in which in an organization culture where unethical behavior is prevalent, employees knowingly commit unethical acts or ignore unethical acts with full knowledge that these behaviors are morally wrong. As stated by Sims (2003), the presence or absence of ethical behavior in organizational members actions is both influenced by the prevailing culture (ethical climate) and, in turn, partially determines the cultures view of ethical issues (Sims, 2003). Furthermore, central codes of ethics are created out of context of ethical dilemmas and may not be suited for delicate situations with no clear-cut solution. While having an ethical code may inhibit major ethical problems such as physical and sexual harassments that are clearly morally wrong and unethical to begin with, subtle ethical problems may not be outlined in the ethical code of the company such as alienating co-workers of other races. Conversely, a decentralized organization gives more freedom to employees to make decisions and top management usually delegate decision making to middle and low management. In this type of structure, there is more flexibility to each unit of business to carry out tasks and make decisions. According to Gitman and McDaniel (2008), decentralized organizations benefit by quicker decision making, increased level of innovation and creativity, greater organizational flexibility, faster development of lower-level managers, and increased level of job satisfaction and employee commitment (Gitman McDaniel, 2008). Despite this, there is also a risk of unethical practices and behavior occurring in a decentralized organization. As employees are given more power to make decisions, they are now more susceptible to moral hazards in which an employee will have a higher tendency to take risks. As decentralized organizations have fewer internal controls such as corporate policies and code of ethics, these organizations rely on shared values (Ferrell, Fraedrich, Ferrell, 2012). Therefore, it is harder to control employee behavior especially if they do not believe in the shared values of the organization. To solve these structural problems, an organization must first acknowledge the possibility of unethical behavior occurring within its framework. An organization must realize the flaws that each type of structure presents and ways to combat these flaws to minimize risky and unethical behavior among its employees. In this sense, organizations should look into allocating resources to study and research the structural problems and implement the solutions into the organizational structure. Organizational change is somewhat harder and more costly to implement in a centralized organization because it involves changing all policies from top to bottom within the organization as compared to a decentralized organization, which is more fluid, and adapt to change quickly. New rules, values and organizational culture to minimize unethical behavior must always be monitored to gauge the success of these new policies. Furthermore, an organization must tailor its ethical standards to the type of structure that it uses. For instance, in a centralized organization there should be more room to maneuver ethical dilemmas that does not strictly coincide with corporate policies. Moreover, centralized organizations should provide a form of outlet for employees to air grievances about ethical dilemmas and adopt a situational approach to ethical decision making in the corporation. On the other hand, in a decentralized organization, top management should constantly portray ethical values outwardly through their actions so that it empowers employees to follow their stride and perform ethically as well. Leading by example is one of the approaches to keep employees from committing unethical acts in this type of organizational structure. There should also be some form of central codes of conduct, even in a decentralized organization to keep employees in check and to maintain the reputation of the corporation. Other solutions to prevent unethical behavior are to set up a committee that will look into employees indiscretions in the company and evaluate whether these indiscretions are justified in the given circumstances. Instead of penalizing the employee by suspending them and creating resentment, the employees should be sent to ethics classes to help them rehabilitate their behavior. Ethics classes are a good way to disseminate ethical values within an organization but having classes in which the instructor tells the employees the rules, there should be a more interactive environment where employees get to try their hand in solving ethical dilemmas in the workplace. Ethics classes and training should also be given to new hires as part of their training in the corporation. Additionally, the organization can provide motivational training for employees to get them invested in the interest of the company and the companys bottom line that is the customers. A motivated employee is a hardworking and productive employee and an employee that is less likely to make unethical decisions that may jeopardize the company and its customers. 3.2.1 Boston Consulting Group Planning System Large companies that have diversified its business into other strategic business units usually face challenges in allocating resources among its units. The Boston Consulting Group Matrix Growth-Share Matrix (BCG Growth-Share Matrix) is a planning model for managing portfolio of different business units that is based on combinations of market growth rate and relative market share. The market growth rate represents industry attractiveness and relative market share represents the strength of a company within the industry relative to its competitors. Thus, the position of a company on the BCG Growth-Share Matrix indicates consumption of cash needed to diversify into a particular business and generation of cash through that particular business. The portfolio planning model of the BCG Growth-Share Matrix is divided into four grids that are represented using four symbols; cash cow, dog, question mark and star. Cash cows are used to represent a business unit in a mature industry that has a large market share. It generates more cash than it consumes which in return can be used to invest in other business units. Business units that are categorized as cash cows should be milked in order to gain profits while investing as little cash as possible into that particular business unit. Besides that, dogs are used to represent a business unit in a mature industry that has a small market share and a low growth rate. It does not require high cash consumption nor does it result in high cash generation. Even so, business units that are categorized as dogs are cash traps because the cash invested is tied up in a business unit that has little possibility. Instead, the cash invested into that particular business unit can be deployed into other more rewarding business units. (Refer to Appendix A) In addition to that, question marks are used to represent a business unit that has a small market share in a high growth market. Due to this, it consumes more cash than it generates. However, business units that are categorized as question marks have the potential to become stars and eventually cash cows if high investments and resources to grow market shares are fueled into that particular business unit. Nevertheless, it is still a questionable decision as it is unknown if it will succeed and become stars and cash cows. Furthermore, stars are used to represent a business unit that has a large market share in a high growth market. It requires high cash consumption but at the same time, it results in high cash generation. Thus, the flow of cash in each direction is evened out. If successful, business units that are categorized as stars will eventually become cash cows when its industry matures. (Refer to Appendix A) Despite its many advantages, the BCG Growth-Share Matrix has its disadvantages as well. The main limitation that has been identified is the questionable link between market share and profitability. This is due to the fact that an increasing market share can be very expensive and may not result in high cash generation as predicted. On top of that, the matrix overlooks many factors that contribute to the profitability of a business unit. For example, market growth rate is only one of the many factors that represent industry attractiveness. Also, there are additional factors that represent the strength of a company within the industry relative to its competitors besides relative market share. (Refer to Appendix B) Moreover, the framework of the matrix assumes that each business unit is independent and does not depend on other business units run by the company. However, in some large companies, this is most certainly not the case. For instance, business units that are categorized as dogs which do not require high cash consumption nor does it result in high cash generation may have been formed in order to strategically help other business units run by a particular company. (Refer to Appendix B) 3.2.2 General Electric Planning System On the other hand, the General Electric also had own portfolio analysis for the diversity of management or Strategies Business Units (SBU), which is General Electric/McKinsey Matrix. General Electric/McKinsey Matrix is a business portfolio analysis on Strategies Business Units (SBU) that based on the business unit strength and the market attractiveness. The business unit strength is determined by some factors such as the market share, growth in market share, and others. And, the market attractiveness is determined by the factors such as market growth rate, market size, and others. Thus, the General Electric will invest the business unit through the markets strength and the markets attractiveness. The General Electric/McKinsey Matrix is nine-cell portfolio matrix which will measure the business unit strength and attractiveness, and let the company know whether they should invest, retain, or divest that business unit. The advantages of this matrix are telling the company their business unit strength and attractiveness and what decision should them make. When the company should invest, retain, or divest the business unit? When the business unit falls into the categories A, B or D (Figure 2.3) is the time for company to invest. Because at that time, the business unit has a quite strong strength and market attractiveness, so the company should invest for growth or to maintain that business unit at that kind of category. On the other hand, when the business unit falls into the categories C, E, or G (Figure 2.3) is the time for company to retain the business unit. This is because the business unit does not have quite strong business strength and market attractiveness. But, the compa ny also can try to invest that business unit for get more earning. And, when the business unit falls into the categories F, H, or I (Figure 2.3) is the time for company to divest that business unit or plan to exit that business unit because the business unit has weak business strength and market attractiveness. Although the General Electric/McKinsey Matrix has many advantages such as it will looks through all the business unit sides such as market size, market growth rate, market share, and what decision should them make depend on the business units strength and attractiveness, it has forgot about the other competitors and the new business unit. This matrix totally forgot about other competitors and the new business unit, we should look at other competitors strength and attractiveness too. This is because other competitors may affect own companys strength and attractiveness and the growth rate too. And, for the new business unit, what can the new business unit should do, to invest, retain, or divest? 4.0 Conclusion 4.1 Organization Structure and Ethics Organizations face many challenges when operating, one of which is the moral problems that can potentially occur within its structure. Organizations play an important rol