Role of Human Capital in New Ventures

ROLE OF HUMAN CAPITAL IN NEW VENTURES 1. INTRODUCTION With the increase in the rise of entrepreneurial ventures, it is necessary to understand the factors that determine success or failure of these ventures. One of such factors that have been considered by researchers is human capital (Bruderl, Preisendorfer and Ziegler, 1992). This report considers the function of the human capital element in a startup business.Based on a collation and analysis of previous research works on human capital in the entrepreneurial field, it was discovered that the various aspects of founder’s human capital have a role to play in attracting venture capital and improving the performance of the venture. 2. LITERATURE REVIEW 2. 1 Human Capital Human capital refers to the skills, abilities, knowledge acquired through work and educational experiences (Baron and Shane, 2008).The concept of human capital has been underpinned by several theories among which the theory of entrepreneurship, resource-based t heory and human capital theory and these theories would be discussed. The theory of entrepreneurship places emphasis on the fact that the entrepreneur has the responsibility of decision making (Casson, 2005). Thus, the entrepreneur is to analyse relevant information which would be used in making business decisions (Ganotakis, 2012). The recognition of markets for the products and services are part of the decisions to be made and would therefore determine a firm’s progress and accomplishment.Casson (2005) further argues that entrepreneurs need to have the right professional skills and work experience as it is these competencies would impact upon performance. The resource based theory (RBT) places value on resources which is argued to be a source of competitive advantage for the firm (Barney, 1991). Human capital is identified as one of such resources. In particular, Barney (1991) argues that a firm’s management team can be indispensable, rare and imperfectly imitable an d has the capacity for producing a perpetual competitive advantage.Alvarez and Busenitz (2001) examine the relationship between RBT and entrepreneurship. They suggest that entrepreneurship necessitates the founder’s cognizance of opportunities, the ability to obtain the resources to utilize the opportunities and the ability of the firm to fuse homogenous inputs into heterogeneous outputs. They further identified that entrepreneurial awareness, perception, knowledge and the ability to organise resources as resources in their own right. These two theories therefore place significance on the capabilities and resources of the entrepreneur.A theoretical foundation of how these capabilities can be measured is provided by human capital theory which was pioneered by Becker in 1964. The theory implies that an individual’s human capital is the skills and knowledge that can be of use to an organization and as such, employees’ salaries/wages was viewed as a return on the in vestment in human capital. The theory provides claims that the entrepreneurial team who have more experience tend to perform much better than those with less experience (Shrader and Siegel, 2007).This theory categorises the characteristics of an entrepreneur into general and specific human capital. 2. 1. 1 General Human Capital General human capital refers to skills acquired through formal education, training and work experience which can be transferred to other jobs in the market. The educational level of founders has been considered to be vital for a firm’s performance (Ganotakis, 2012). Education can provide the entrepreneur with a professional foundation and greater self-assurance as it is supposed to provide scenarios which encourage creativity and problem-solving ability.However, other results showed a negative relationship with growth and performance (Haber and Reichel, 2007; Bosma et al, 2004 ; Dichon, Menzies and Gasse, 2008). According to Deakins (2005), education d oes not influence growth but it may assist in making critical decisions. As such, education could be assumed to be more important for younger entrepreneurs who may not have a lot of experience. It is argued by Shrader and Siegel (2007) that the experience of the founders would aid them in making informed choices. Experience is also seen to influence business ideas and increase efficiency (Deakins, 2005).In contrast, some research works have also found negative relationships between work experience and firm formation and also performance (Ganotakis, 2012; Diochon, Menzies and Gasse, 2008). Ganotakis (2012), claims that this could be as a result of an over-confidence of the founders in their knowledge restraining them from gathering more information. 2. 1. 2 Specific Human Capital These are those skills which are specific to a particular work context and thus it might not be transferred to other professions. As such, these skills can assist the entrepreneur directly with managing the new venture (Ganotakis, 2012).These include entrepreneurial experience, industry-specific experience, managerial capabilities and technical experience. Industry specific experience has been found to have a positive effect on performance and the development of new ventures (Bosma et al, 2004; Dimov, 2010; Gimmon and Levie, 2009). Capelleras et al (2010), claim that this experience positively impacts the creation of ventures, but has little influence on their growth. It is believed that founders with the same sector experience would have a better knowledge of the opportunities and can benefit from past business ties.Entrepreneurship specific experience implies that the entrepreneur should have a previous experience in starting a business, running a company or having membership of an entrepreneurial association (Bosma et al, 2004; Baron and Shane, 2008). This experience does not have a direct effect on new venture growth but can aid in the pursuit of opportunities (Dimov, 2010). Manage rial experience is usually linked with the ability to organise resources and make strategic decisions (Ganotakis, 2012). It has been found that there is a positive relationship between managerial experience and performance (Ganotakis, 2012; Gimmon and Levie, 2009).However, Deakins (2005) believes that those with prior managerial experience may have a higher level of income they desire and may be unlikely to set up their own business as there is an uncertainty of a constant income flow especially at the gestation stages of the venture. Technical experience is gained in a specialised field or profession. Though Shrader and Siegel (2007) placed emphasis on this experience as useful in strategy implementation, research carried out by Ganotakis (2012) revealed that technical experience did not have a positive effect on performance.Thus, such experience should be accompanied by managerial experience. 2. 2 Human Capital and the Entrepreneurial Venture The theoretical background and explana tion of key concepts above has provided an insight into the subject of human capital. From literature, the importance of human capital is highlighted and three roles of human capital in an entrepreneurial venture can be identified and these would be explored for this purpose of this paper. Firstly, human capital can enhance in making and executing strategic decisions.Secondly, human capital can improve the performance of the new venture. Bruderl, Preisendorfer and Ziegler (1992) argue that better human capital increases the ability of the firm to attract customers and capital. From this, a third role can be identified which is human capital can enhance venture financing. These would be discussed in relation to past research and relevant theories. 3. METHODOLOGY The research was carried out by reviewing and analysing past research works on the topic of human capital as it relates to entrepreneurial ventures.The selection criteria for the resource materials used were peer-reviewed sch olarly journal articles. The time frame selected was from 2000 to 2012. This criterion was used so as to get reliable and up-to date information on the subject matter. 4. DISCUSSION This section explores the three factors identified in the foregoing. Decision making is very vital to a new venture. The success of a firm depends on the decisions made. The strategies adopted by a firm would reflect its competencies and would determine its competitive advantage which is line with resource-based and theory of entrepreneurship.Industry specific and technical experience of the founding team is argued to be valuable in the formulation and implementation of strategies and as such, they can make more informed decisions (Shrader and Siegel, 2007). These aspects of human capital could enhance decision making as knowledge of the market and industry would imply that the founder(s) is conversant with the process of gathering the relevant information. This experience is likely to lead to faster dec ision making (Forbes, 2005). Managerial capabilities could also be said to influence decision making as the entrepreneur would have experience n managing a firm and identifying appropriate markets (Ganotakis, 2012). It is crucial for new ventures to acquire financing for their operations at the start of the business. A higher human capital has been believed to attract capital (Bruderl, Preisendorfer and Ziegler, 1992; Baum and Silverman, 2004). In particular high educational qualifications can give signals to venture capital investors (Behrens et al, 2012). The reason for this may be that the investors believe that the founders can use their educational knowledge in managing the company and therefore they judge that their prospects are better.Seghers, Manigart and Vanacker (2012) also found out that business education and prior experience in accounting and finance increases a founder’s knowledge of financing alternatives. As such, the founder is able to access different sourc es of funding based on such knowledge. Another factor that affects venture financing is the social network ties the founder has (Zhang et al, 2012). Such networks would enable the founding team encounter people who could give them the required funding. Industry-specific experience is also vital in developing broad networks.Investments in human capital are widely believed to impact performance (Unger et al, 2011; Bosma et al, 2004; Rauch, Frese and Utsch, 2011; Bruderl, Preisendorfer and Ziegler, 1992). An investment in industry specific and entrepreneurial experience increases the chances of success for a new venture. Entrepreneurship specific experience positively affects the profitability of the firm as the founder has acquired skills from previously owning a business and would be able to use these skills effectively in the new venture (Bosma et al, 2004).However, the research carried out by Haber and Reichel (2007) on high tech industries, highlights that education and previous e xperience had no effect on performance. As such, it may be argued that technical experience is more relevant to industries which use a more advanced technology as they require a high level of expertise and technical knowledge but as Ganotakis (2012) highlighted, technical experience should be complemented with managerial skills. Business education and management capability is thus very significant for the sustainability and survival of new ventures (Gimmon and Levies, 2009).Drawing on all that has been discussed, human capital characteristics especially industry specific and business skills would help in making more efficient strategic decisions which would also influence the venture performance. Business and finance skills could increase access to finance and good management of finance is crucial to profitability. Also, the social networks the founder has would enable him access finance and tap into knowledge of others which could affect the firm’s prospects. 5. CONCLUSION T his report examines the importance of human capital to the new venture.The contribution of this study is that it explored the effect of general and specific human capital attributes on the performance of new ventures, venture financing and strategic decision making based on review of past research works. An interesting finding is that industry-specific experience as opposed to general experience and managerial experience are found to play a major role in all three areas while education seems to be least relevant to decision making and performance but quite vital in attracting investors.The implications to prospective entrepreneurs are that they should enhance their business, managerial and commercial skills as this is vital to the survival of new ventures. Also, it is necessary for them to use their present organisation positions to build network ties as this can enable them tap into knowledge and gain access to finance. This study is limited as it focused on a narrow range of past research works and not only all human capital characteristics were considered. Future research should focus more on the impact of the all aspects of human capital most especially on strategic decision making.A meta-analysis of a wide range of research works could also be carried out. PERSONAL REFLECTION STATEMENT Entrepreneurship is an interesting subject and the reason for this is that at the core of entrepreneurship is the fact that something new is involved. It could be a new market or a new product. It generally involves starting a new business venture. I understood that in starting a new business venture, one of the first things to consider is the opportunities available. Opportunities arise from the environment and in this age, quite a number of them arise from advances in technology.It is necessary to consider the market for the product or service as for a product to sell in the market; it has to meet individual, societal or business needs. It is useful to take into considera tion the competitors that are currently there. Some ventures can be pushed out of the market by other stronger companies such as monopolies particularly in a mature market. One of the concepts I have come to appreciate is the personality of the entrepreneur. Firstly, entrepreneurs are risk takers.They are very determined and spontaneous individuals who are passion and vision driven. They require intelligence both practical and social. They should be social beings and have the ability to persuade others to commit to the venture. If a team of entrepreneurs wish to come together to create a new venture, they must have complementary skills and must be compatible. An entrepreneur would have to consider if there is a need to hire a few staff. They can take advantage of the opportunities that social networking presents in getting useful personnel and contacts.I learnt that finance is also a very important factor as one could start a business out of a brilliant opportunity and experience fi nancial shortages. An entrepreneur would need to consider if he has enough funding from the planning stage and actually taking the product to the market through to the product development. Also, there is the need to consider if the business would be profitable because many people start new ventures based on great ideas and inventions with delusions of grandeur without seeing the â€Å"business† in the ideas.There are some concepts that are particularly fascinating. One of which is the concept of effectual reasoning which opposes the usual entrepreneurship process and implies that entrepreneurs do not always have a predetermined goal but the goals are dependent on the resources available to them. This course was enlightening and transcends beyond just starting a new ventures. There are implications for me as a future manager because I am motivated to find new ways of solving problems and exploring opportunities that surround my organization.The concepts of business strategies and maintaining a competitive advantage are important not only in entrepreneurial startups but in other areas of business. Now I appreciate people as a crucial resource for both entrepreneur ventures and a rich source for identifying new markets, new processes, new ideas, new opportunities, new product that will lead to new and improved levels of productivity. References: Alvarez, S. A. and Busenitz, L. W. (2001) â€Å"The entrepreneurship of resource-based theory†, Journal of Management, vol. 7, no. 6, pp. 755. Barney, J. (1991) â€Å"Firm Resources and Sustained Competitive Advantage†, Journal of Management, vol. 17, no. 1, pp. 99. Baron, A. and Shane, S. (2008) Entrepreneurship A Process Perspective 2nd edn. South-Western Cengage Learning. Baum, J. A. C. and Silverman, B. S. (2004) â€Å"Picking winners or building them? Alliance, intellectual, and human capital as selection criteria in venture financing and performance of biotechnology startups†, Journal of Business Venturing, vol. 19, no. 3, pp. 411. Behrens, J. Patzelt, H. , Schweizer, L. and Burger, R. (2012) â€Å"Specific managerial human capital, firm age, and venture capital financing of biopharmaceutical ventures: A contingency approach†, Journal of High Technology Management Research, vol. 23, no. 2, pp. 112-121. Bosma, N. , van Praag, M. , Thurik, R. and de Wit, G. (2004) â€Å"The Value of Human and Social Capital Investments for the Business Performance of Startups†, Small Business Economics, vol. 23, no. 3, pp. 227-236. Bruderl, J. , Preisendorfer, P. and Ziegler, R. 1992) â€Å"Survival Chances of Newly Founded Business Organizations†, American Sociological Review, vol. 57, no. 2, pp. 227-242. Capelleras, J. , Greene, F. J. , Kantis, H. and Rabetino, R. (2010) â€Å"Venture Creation Speed and Subsequent Growth: Evidence from South America†, Journal of Small Business Management, vol. 48, no. 3, pp. 302-324. Casson, M. (2005) â€Å"Entrepreneurs hip and the theory of the firm†, Journal of Economic Behavior & Organization, vol. 58, no. 2, pp. 327-348. Deakins, D. (2005) Entrepreneurship and small firms 4th edn. McGraw-Hill Education.Dimov, D. (2010) â€Å"Nascent Entrepreneurs and Venture Emergence: Opportunity Confidence, Human Capital, and Early Planning†, Journal of Management Studies, vol. 47, no. 6, pp. 1123-1153. Diochon, M. , Menzies, T. V. and Gasse, Y. (2008) â€Å"Exploring the Nature and Impact of Gestation-Specific Human Capital among Nascent Entrepreneurs†, Journal of Developmental Entrepreneurship, vol. 13, no. 2, pp. 151-165. Forbes, D. P. (2005) â€Å"Managerial Determinants of Decision Speed in New Ventures†, Strategic Management Journal, vol. 26, no. 4, pp. 355-366.Ganotakis, P. (2012) â€Å"Founders' human capital and the performance of UK new technology based firms†, Small Business Economics, vol. 39, no. 2, pp. 495-515. Gimmon, E. and Levie, J. (2009) â€Å"Instrumental Value Theory and the Human Capital of Entrepreneurs†, Journal of Economic Issues (M. E. Sharpe Inc. ), vol. 43, no. 3, pp. 715-732. Haber, S. and Reichel, A. (2007) â€Å"The cumulative nature of the entrepreneurial process: The contribution of human capital, planning and environment resources to small venture performance†, Journal of Business Venturing, vol. 2, no. 1, pp. 119-145. Rauch, A. , Frese, M. and Utsch, A. (2005) â€Å"Effects of Human Capital and Long-Term Human Resources Development and Utilization on Employment Growth of Small-Scale Businesses: A Causal Analysis†, Entrepreneurship: Theory & Practice, vol. 29, no. 6, pp. 681-698. Seghers, A. , Manigart, S. and Vanacker, T. (2012) â€Å"The Impact of Human and Social Capital on Entrepreneurs' Knowledge of Finance Alternatives†, Journal of Small Business Management, vol. 50, no. 1, pp. 63-86. Shrader, R. and Siegel, D. S. 2007) â€Å"Assessing the Relationship between Human Capital and Firm Pe rformance: Evidence from Technology-Based New Ventures†, Entrepreneurship: Theory & Practice, vol. 31, no. 6, pp. 893-908. Unger, J. M. , Rauch, A. , Frese, M. and Rosenbusch, N. (2011) â€Å"Human capital and entrepreneurial success: A meta-analytical review†, Journal of Business Venturing, vol. 26, no. 3, pp. 341-358. Zhang, J. , Souitaris, V. , Soh, P. and Wong, P. (2008) â€Å"A Contingent Model of Network Utilization in Early Financing of Technology Ventures†, Entrepreneurship: Theory & Practice, vol. 32, no. 4, pp. 593-613.

Developing the Future of Flight (Aerospace Engineering)

Developing the Future of Flight Aerospace engineering is the field of engineering dealing with the design, development, construction, testing, and operation of vehicles operating in the Earth’s atmosphere or in outer space (Stanzione). Aerospace engineers can work on many different vehicles from aircraft to deep diving vessels to high speed trains. The vast knowledge in aerodynamics, propulsion systems, structural design, materials, avionics, and stability allows them to work on just about anything. To become an aerospace engineer one must complete a bachelor’s degree program, usually in aerospace or aeronautical engineering.Then college graduates must take two examinations and accumulate four years of work experience in order to become a licensed professional engineer (PE). Graduates earn the title of engineer in training (EIT) after completing the first exam, which can be taken any time after schooling is complete. EITs may then begin on-the-job training to further th eir experience and understanding of aeronautical engineering. Once EITs have completed the required experience, the next step would be taking the second exam to become a professional aerospace engineer (education-portal. om). According to engineeringdegrees101. com, the median salary for aerospace engineers in 2011 is $92,000. When one first enters the world of aerospace engineering, one will start out as an aerospace engineer I. This is called the entry level. The average salary for an entry level engineer is $62,213 per year. After one has worked in this field for two to four years, an aerospace engineer II will be the next step up. Anyone at this stage is now considered an intermediate level engineer and will take home an average salary of $84,537 per year.Soon after this promotion comes the next promotion, and aerospace engineer III. At this point people at this level now earn $91,945 per year. After working in this career for five to eight years one will move up to an aerospace engineer IV where the yearly salary is $98,630. Three years later and the final promotion comes, an aerospace engineer V. At this level the annual take home pay is $119,993 in one year (1. salary. com). As an aerospace engineer I-V, one will design and supervise the construction of aircrafts and the parts that make these monsters.These engineers will be given the task to analyze results of stress tests on various aircraft and missile parts and conduct research to determine flight characteristics. As a level one engineer, one will rely on instructions and pre-established guidelines to perform the functions of the job, and can plan on working under immediate supervision. Level two engineers will rely on limited experience and judgment to plan and accomplish goals, and perform a variety of tasks while working under general supervision.As a level three engineer, one will rely on experience and judgment to plan and accomplish goals while performing a variety of complicated tasks. As a l evel four and five, engineers will rely on extensive experience and judgment to plan and accomplish goals and perform a variety of tasks, and now get to lead and direct the work of others as a reward for all the hard work put in through out the years (1. salary. com). Sciencebuddies. org says that most aerospace engineers work in office buildings, laboratories, or plants, but not all work indoors.Some may work outdoors at construction or test sites monitoring or directing operations. Other engineers spend countless hours away from home traveling from worksite to worksite all around the world overseeing the production of things or having to fix problems. Many engineers work forty hour weeks, but sometimes deadlines on a project will force them to work longer hours in order to get the project done on time. When students are in college, or fresh out of college, and do not have a job or any extra money, one solution would be doing an internship.Internships will often offer several thous and dollars to be used for education related expenses, or just to spend however the intern wishes. Students that are planning to go into aerospace engineering can do internships with related companies such as NASA, Boeing, and Lockheed. Such companies would love to have a young adult come in and start learning the way things are done, knowing that some of the best workers are going to be leaving and are in need of people to take these veterans’ place.Perhaps the greatest benefit of the aerospace industry for professionals is in terms of annual salary. Aerospace engineers, for example, make $92,000 annually on average. This salary is the base salary for engineers, with many companies providing profit sharing and other plans that bring the annual salary up. Another important benefit for aerospace professionals of all types is the basic health, dental, and vision benefits. Most major aerospace companies provide extensive health and medical benefits, which are investments on the company’s part toward a healthier and more productive workforce.Dental and vision benefits are nice perks for aerospace professionals and those with families can usually include children and spouses on their plans. While salary and basic benefits are great ways for aerospace professionals to offset the stresses of the job, there are a number of other perks that keep talented workers in the industry. Many aerospace companies provide consumer loans to the employees for the purchase of automobiles, condominiums, and other living necessities. Finally, commercial and civilian aerospace companies will often provide airline discounts for workers and immediate families.Finally, there are two mainstays of the aerospace industry which are crucial for professionals to stay at jobs over a long period of time. Most aerospace companies provide paid leave, typically four to six weeks annually, which is meant to give professionals time to unwind and leave the desks or work stations for a lit tle while. As well, a long term human resources investment for these companies comes with the pension program. Aerospace companies will often match a certain level of employee contributions in order to keep skilled workers from leaving for jobs with rival companies.Works Cited Page â€Å"Aerospace Engineering — Britannica Online Encyclopedia. † Encyclopedia – Britannica Online Encyclopedia. Ed. Kaydon A. Stanzione. Web. 20 Nov. 2011. . â€Å"Aeronautical Engineer: Educational Requirements. † Research Schools, Online Courses, Degrees and Careers at Education Portal. Web. 20 Nov. 2011. . â€Å"Engineer Salary – How Much Do Engineers

Understand Child Development and Young Person Development

CACHE Level 3 Diploma for the Children and Young People’s Workforce (QCF) Unit Ref: L/601/1693 CYP Core 3. 1: Understand Child Development and Young Person Development Rosanna King Learning Outcome 1: Understand the expected pattern of development for children and young people from birth – 19 years. Assessment Criteria 1. 1: Explain the sequence and rate of each aspect of development from birth – 19 years. Answer to 1. 1: Below I have explained the sequence and rate of each development from birth – 19 years old in great detail. 0-2 Years – Physical Development: The baby lies supine (1 month old) * The baby turns its head towards light and stares at bright and shiny objects (1 month old) * The baby can lift the head briefly from the prone position (1-4 months old) * Legs can kick vigorously both separately and together (1-4 months old) * The baby is beginning to use a palmer grasp and can transfer objects from hand to hand (4-6 months old) * The baby has good head control and is beginning to sit with support (4-6 months old) * The baby can roll from front to back (6-12 months old) The baby is very alert to people and objects (6-12 months old) * The baby will now be mobile, may be crawling, bear walking, bum shuffling and even walking (9-12 months old) * The baby may bounce is rhythm to the sound of music (9-12 months old) * The baby might be able to manage stairs and steps, but will need supervision (1-2 years old) * The baby can build afew bricks and arrange toys on the floor (1-2 years old) * The child can walk confidently and is able to walk without falling (1-2 years old) 0-2 Years – Communication Development: The baby responds to sounds, especially familiar voices (1 month old) * The baby makes eye contact (1 month old) The baby makes no-crying noises, such as cooing and gurgling (1-4 months old) * The baby cries with anger to show they are hungry, tired or need a nappy change (1-4 months old) * The baby begins to l augh and squeal with pleasure (4-6 months old) * The baby becomes more aware of others and start to communicate with them more and more (4-6 months old) * Babies begin to understand words like ‘up’ and ‘down’ raising their arms to be lifted up, using appropriate gestures (6-9 months old) * The baby can follow simple instructions e. . kiss teddy (9-12 months old) * The child begins to talk with words or sign language (1-2 years) * Child starts pointing and taking a real interest in books and enjoys looking at all the pictures and objects (1-2 Years) 0-2 Years – Intellectual and Cognitive: * The baby is sensitive to light (1 month old) The baby’s face, abdomen, hands and feet are very sensitive to touch (1 month old) * The baby recognises differing speech sounds (1-4 months old) * The baby can develop favourite tastes in food and recognise differences by five months (4-6 months old) * The baby prefers complicated things to look at from five to s ix months and enjoys bright lights (4-6 months) * The baby understands signs e. g. he bib means that the food is coming (6-9 months) * From 8 -9 months the baby shows that they know objects exist when they have gone out of sight (6-9 months) * The baby is beginning to develop images (9-12 months) * The baby gives some understanding of daily routine e. g. food, changing and then nap time (9-12 months old) * The child understands the names of objects and can follow a simple instruction (1-2 years old) * The child learns about things through trial and error (1-2 years) 0-2 Years – Social, Emotional and Behavioural: The baby often imitates certain facial expressions (1 month old) * The baby will smile is response to an adult (1-4 months old) * The baby stays awake for longer periods of time (1-4 months) * The baby shows trust and security (4-6 months old) * The baby has recognisable sleep patterns (4-6 months old) * The baby can manage to feed themselves using their fingers (6-9 months) * The baby is more aware of other people’s feelings, for example; they might cry and get sad if they see their brother or sister crying or sad. 6-9 months old) * The baby enjoys songs and action rhymes (9-12 months old) * The baby still likes to be near a familiar adult as appose to strangers (9-12 months old) * The child begins to have a longer memory (1-2 years old) * The child expresses their needs using words and gestures (1-2 years old) 0-2 Years – Moral: * Show joy by smiling, cooing and laughing when fed comfortable or safe. * No understanding of right or wrong starts to understand the word no. * Sensitive to adult approval and disapproval, despite tantrums and bursts of anger. -4 Years – Physical Development: * The child is very mobile and can run safely (2 years old) * The child can draw circles, lines and dots, using preferred hand (2 years old) * The child can jump from a low step (3 years old) * The child can build tall towers of bricks or bl ocks (3 years old) * The child has good spatial awareness (3 years old) 2-4 Years – Communication Development * Children are rapidly becoming competent speakers of the language they experience (2 years old) * The child can follow a simple instruction for example; â€Å"Could you bring me the spoon? ( 2 years old) * The child wants to share songs, dance and have conversations (2 years old) * The child might say â€Å"two times† instead of ‘twice’ and might say â€Å"I go there† instead of ‘I went there’ (3 years old) * The child loves to chat and ask alot of different questions (3 years old) 2-4 Years – Intellectual and Cognitive * The child can hold a crayon and move it up and down (2 years old) * The child talks about an absent object when reminded of it ( 2 years old) * The child pretend plays – often making up stories and characters ( 3 years ld) * The child represents events in drawings, models ect (3 years old) 2-4 Y ears – Social, Emotional and Behavioural: * The child begins to express how they are feeling (2 years old) * The child is learning how to dress themselves (2 years old) * The child is beginning to develop a gender role as they become aware of being male or female (3 years old) * The child makes friends and is interested in making new friends (3 years old) 2-4 Years – Moral: * Beginning to know right from wrong. Related article: Intervention When Development is Not Following the Expected PatternIs more self-controlled and less aggressive. Uses extreme verbal threats such as, â€Å"I'll kill you,† without understanding full implications, wants to be good, but is not yet mature enough to be able to carry out most promises. 4-7 Years – Physical Development: * A sense of balance is developing – the child may be able to walk in a straight line (4 years old) * The child can thread small breads on a lace (4 years old) * The child can play ball games (5 years old) The child has increased agility, muscle coordination and balance (6 years old) * The child can catch a ball thrown from one metre with one hand (7 years old) 4-7 Years – Communication Development: * The child begins to ask alot of where, when, how and why questions (4 years old) * The child talks confidently and with more fluency (5 years old) * The child begins to understand book language and that books have ch aracters (6 years old) * The child begins to realise that different situations require different ways of talking (7 years old) 4-7 Years – Intellectual and Cognitive: At age four, the child usually knows how to count up to 20 (4 years old) * The child can usually write their own name down on a piece of paper (5 years old) * The child includes alot more detail in their drawings (6 years old) * The child begins to establish what is real and what is a fantasy (7 years old) 4-7 Years – Social, Emotional and Behavioural: The child likes to be independent and is strongly self-willed (4 years old) * The child can wash their hands and brush their own teeth unassisted (4 years old) * The child has developed a stable self-concept (5 years old) * The child can begin to hide their feelings, once they learn to control them (6 years old) * The child can take responsibility e. g. in helping younger children (7 years old) 4-7 Years – Moral: * Is interested in being good, but ma y tell lies or blame others for wrongdoings because of intense desire to please and do right.Is very concerned with personal behaviour, particularly as it affects family and friends. 7-12 Years – Physical Development: * The child can ride a bike easily (7 years old) * The child plays energetic sports and games (8 years old) * The child is usually writing with an established style using joined up letters (9 years old) * Children differ is physical maturity. Girls experience puberty earlier than boys do and sometimes girls can be two years ahead of the boys with puberty (10 years old) * The child’s body proportions are becoming more similar to adults (12 years old) 7-12 Years – Communication Development: The child uses and understands complex sentences (7 years old) * The child is increasingly verbal and enjoys making up stories and telling jokes (8 years old) * The child uses reference books with increasing skill (9 years old) * The child can write fairly lengthy essays (11 years old) * The child starts to write stories that show alot of imagination (12 years old) 7-12 Years – Intellectual and Cognitive: The child has an increased ability to remember and pay attention, speak and express different ideas (7 years old) * The child is learning to plan ahead and evaluate what they do (8 years old) * The child enjoys tasks that are task-orientated, such as sewing and woodwork (9 years old) * The child begins to notice and understand the motives behind the actions of another (10 years old) * The child begins to devise memory strategies (11 years old) * The child starts thinking about different possibilities (12 years old) 7-12 Years – Social, Emotional and Behavioural: The child may become discouraged easily (7 years old) * The child takes pride in their competence (8 years old) * The child can become argumentative and bossy at times (9 years old) * The child is beginning to see things from another child’s point of view (10 ye ars old) * The child may be experiencing sudden, dramatic and emotional changes associated with puberty (11 years old) * The child succumbs to peer pressure more readily and wants to talk, dress and act just like their friends (12 years old) 7-12 Years – Moral: May experience guilt and shame. Has difficulty admitting mistakes but is becoming more capable of accepting failures and mistakes and taking responsibility for them. Is aware of right and wrong; wants to do right. 12-19 Years – Physical Development: * Physical development during adolescence is known as puberty. Age of puberty varies but is often between the ages of 9-13 years old for girls and 10-15 years old for boys. * Girls will experience the following during puberty; breasts develop, body size and shape will change and menstruation. Boys will experience the following during puberty; voice breaking, body size and shape will change, chest hair, penile errections and sperm. * Both girls and boys will experienc e the following during puberty; public hair, excess sweating and oil-secreting glands. 12-19 Years – Communication Development: * Become more independent and rely less on parents or carers * The young person has fast, legible style of handwriting * The young person communicates very well in an adult manner, with increasing maturity * The young person understands abstract language, such as idioms, figurative language and metaphors. 2-19 Years – Intellectual and Cognitive: * Around this time young people experience a shift in thinking from concrete to abstract – an adult way of thinking * They approach a problem is a systematic fashion and also use their imagination when solving problems 12-19 Years – Social, Emotional and Behavioural: * The young person may become self-conscious about physical changes their body is going through (e. g. too short, too tall, too fat, too thin) * The young person often feels misunderstood * The young person can experience a w ide range of emotions and sometimes have mood swings (e. . happy one minute and very down the next minute) * The young person wants to become accepted and liked 12-19 Years – Moral: * Knows right and wrong; tries to weigh alternatives and arrive at decisions alone. Is concerned about fair treatment of others; is usually reasonably thoughtful; is unlikely to lie. Experiences feelings of frustration, anger, sorrow, and isolation. Is confused and disappointed, state values and actual behaviours of family and friends; May be interested in exploring physical-emotional urges.

A Familys Woes Shown in Juno and the Paycock

A Family's Woes Shown in 'Juno and the Paycock' Some stories depend more heavily on their environment to advance their plots and themes than others. Such is the case with Juno and the Paycock by Sean OCasey. The play follows the plight of a working class family in Ireland during the civil war that rocked that country in 1922. This divisive political backdrop to the story reflects how the characters are disconnected from one another and dont react as a cohesive unit working toward a single goal. Economic woes play a primary part in the unraveling of the family unit. Another facet of setting is the ritualistic religious convictions of the characters, especially Johnny, in their attempt to escape their dilemmas. The financial quandary of the family, the disunity of the political canvas on which their story is painted and their superstitious religious beliefs all define the setting of the play and the way that their surroundings successfully stifles the happiness of the characters. The Boyle familys struggle to communicate with one another is echoed in the dissension taking place among the Irish people outside their door. The citizens of the country have separated into two opposing camps, the Free Staters and the Diehards. When they should be working toward the common goal of independence from Britain, they are instead pitting brother against brother in a futile and bloody outburst of violence. Likewise, inside the Boyle house-where their situation is such that all members of the family might be expected to be working toward the common goal of self-reliance and financial security-there are a multiplicity of differing individuals at work, often laboring at cross-purposes. Mrs. Boyle toils vigorously to keep the entire familys financial heads above water. Taking advantage of this situation is Mr. Boyle, the father, who would normally be expected to be the breadwinner but is instead a lazy drunk and a despicable role model for his son. That son, Johnny, is meanwhi le held captive by the guilt he feels for having betrayed a fellow political comrade. Meanwhile, the daughter Mary is attempting escape from the realities both inside and outside her home by reading books. The family is detached and alienated from each other, fighting with one another over their values and beliefs just as the citizenry of Ireland are doing outside their tenement. Financial worries can either bring a family together or destroy them completely; in this situation those concerns are accomplishing the latter. At the beginning of the play, it quickly becomes apparent that this is a family in dire financial straits. The mother is the only member currently working since Mary is out on strike from her job. Mr. Boyle is making a habit of drinking and carousing and spending what little money he is able to find. Youd think he was bringin twenty pouns a week the way hes going on. He wore out the Health Insurance long ago, hes afther wearin out the unemployment dole, an, now, hes tryin to wear me out (69), says Mrs. Boyle of her husband. Hes an indolent slob who doesnt care where his money comes from as long as hes not forced to earn it through labor. A supposedly game pair of legs is keeping Mr. Boyle from taking a job, sending the family deeper into a financial spiral. Johnny cant work at all because hes missing an arm and his hip has been shot to pieces . Its quite possible that financial gain played a part in his decision to betray his friend Tancred. The Boyles need a miracle, and it would seem that a miracle comes their way when an unexpected inheritance seems destined for their door. The idea of a great deal of money coming in should bring the family closer together, but even that fails. They are living in more splendor, or at least less squalor, as they begin to decorate their home with better furnishings and flowers all about the place. The squabbling continues, only now its progressed to such topics as whether or not they should buy a gramophone and whether or not they are putting themselves into too much debt before they even get the money due them. Their situation in the second act of the play seems hardly better than it was when we first we met them. Money, even the idea of money, seems to be a wedge between their working together to make a joyful home. Christianity plays a major role in the lives of the Irish people; for the Boyles it becomes more of a frustration than an instrument of deliverance from their worries. The Boyles look to their beliefs in the dogma of the Catholic Church as a way of salvation, but their spiritual beliefs are not enough to save them from their destructive-and notably anti-Christian-tendencies. In the actual physical setting of the play, there is a picture of the Virgin Mary with a votive candle constantly kept burning beneath it. Religious images are dispersed throughout the play. At one point Mrs. Boyle says of her husband that hes constantly singin, no less, when he ought always to be on his knees offerin up a Novena for a job (69). Clearly, she thinks prayer is the answer to the heartbreaking question of why her husband refuses to work. This stifles any opportunity for a change in the situation because it is a simplistic approach to the more complex psychological problem of why Mr. Boyle tends to ru n away from the idea of working for a living. Mary was probably named after the Virgin Mary so its ironic that she violated the tenet of the Catholic Church that argues pre-marital sex is a sin. Mary commits the sin of sleeping with Mr. Bentham and predictably winds up with child and without husband. Both Johnny and her father instantly side with the Church by condemning her for bringing shame upon the family. This is very ironic considering both the moral failure of Johnny in his callous betrayal of Tancred and the moral failure of Mr. Boyle, who takes no active part in making sure his family is safe and secure. Finally, there is unique case of Johnny, who exhibits the most intense religious beliefs of any character in the play. Johnny is a man consumed with a very Catholic sense of guilt. The votive candle burning beneath the portrait of the Virgin Mary becomes more than just another religious ritual done regularly and without much conscious thought. The votive candle becomes high ly symbolic for Johnny. He seems to believe that as long its burning hell not have to answer for his great sin of perfidy. He may be right, for almost the minute that the candle goes out the Irregulars arrive to take Johnny to meet his barbarous fate. His belief in his religion has failed to protect him and his family from the ultimate tragedy. The environment in which the story of the Boyles takes place serves up images of violence, poverty and the hope for salvation from sins through religious practice. All of these are presented as background to the story of a family coming apart at the seems. Their story is a microcosm of the events taking place in the larger world outside their walls; a world that also faces violence, poverty and a religion that is a cause of, rather than a solution to, their troubles. Works Cited OCasey, Sean. Juno and the Paycock. Three Dublin Plays. London: Faber Faber Limited, 1998. 67-148.

Philosophical Underpinnings - Supply Chain Management Essay

Philosophical Underpinnings - Supply Chain Management - Essay Example The methods of obtaining data will encompass both the qualitative and quantitative methods of data collection and analysis. Open and closed ended questionnaires will be used in this analysis. The pragmatic consideration will use both aspects. Philosophical claims emanating from the pragmatic consideration and its critique is a major factor that will affect the use of the theories. Ontology to be considered, epistemology and axiology are also important to this research study. Body Several philosophical underpinning research methods can be contained in the research in the supply management efficiency. These methods are considered depending on the extent by which their usefulness will be relevant to the nature of study to be carried out. Ontology is carried out to determine the alternative options available and to be considered. ‘Ontology is a term that refers the list or options that can be considered either in a scientific or philosophical study’ (Williamson, 1993) . The supply chain is the route the product or service goes through from the supplier to the consumer. In some cases this chain is as short as directly from the manufacturer to the consumer but, sometimes it goes through several distributors e.g. retailers before it gets to the consumer. The supply chain is also affected by several factors. ... These research methods apply to the supply chain in different occasions and instances depending on what the researcher is looking at. ‘Epistemology is a method used in analysing data which heavily relies on the type of data obtained during the research. It is popular in the social sciences. Epistemology is a metacognitive learning process assumed in our beliefs but validate other perspectives.’ (Mezirow,1990). The epistemological process is central to critical thinking, it has an effect on race, ideologies power, influence, cosmology, gender and class may be affected. This is when the rationality is in a manner that the issues contained are solved by way of reason (Everline, 1899). There is revolution in the principles of epistemological revolution, and, the sound of reason is usually considered. Studying of cases that had once occurred in trying to deduce the reasons behind their occurrence is also critical in social science. These provide the actual effect of the varia bles on the samples under research (Valentine, 2005). The results from case study get use in solving other problems of similar cases. Open discussion forum in data collection can be useful when the manufacturer is trying to come up with a new product. This method analyses what is required in the market (Lilian, 2006). It helps the manufacturer to tailor the output according to the user needs. Paradigm ‘Paradigm has been used over the centuries to refer to a set of practices that define a scientific discipline at any given time. It is a term that does not have a precise philosophical meaning, but applied in community research to provide solutions to problems’ (Ashley, 2000). Paragmatic consideration entails what is to be scrutinized from

Making an Interpretation Essay Example | Topics and Well Written Essays - 1000 words

Making an Interpretation - Essay Example In short, his will dominated his deeds. So he concluded that it was not as easy as he thought, and only the will was not enough to become fully virtuous, and the bad habits must be overcome and the good ones should be adapted to become what he called a Perfect man. Thus, he started reading different books, to become a complete perfectionist, and after thorough reading of such books, he was confused once again, for every author had different suggestions and ideas for the same virtues. If one deed was good for one author, the same was thought not to be a good one for another. For example about sincerity, one of the authors wrote that no one should be hurt, and you must be kind and sincere to everyone, on another hand another author writing about the same deed said that being more sincere can make other people selfish for you. You can remain quite far behind in the race of life by being extra sincere to everybody, which was also true according to my thought. So he decided that instead o f sticking his head in so many things all together, he is going to take a start by making a list of only a few virtues, which were vital to become perfect. So he made a list of thirteen virtues, which were going to help him achieve his goal. The virtues included ‘Temperance’ for not eating or drinking too much, for eating or drinking more than the appetite inclines us towards laziness and dullness. ‘Silence’ for speaking only when it is needed and avoiding frivolous conversation. ‘Ordering your things’ and managing yourself and your time is one of the most important virtues of life. Each thing should be given its time and everything should be placed where it is supposed to be. ‘Resolve’ your problems instead of making them more complicated. ‘Frugality’ is to spend only on good things and not to waste your money. By ‘industry’ he means not to waste time. Always keep yourself indulged in doing something good and creative. Be ‘sincere’ to everyone. You need to be patient, innocent and just. ‘Justice’ is to be just to everyone and not using your authorities for wrong. ’Moderation’ have to be followed everywhere. You have to be moderate while taking decisions. Don’t think at extreme levels. ‘Cleanliness’, must never be tolerated in your clothes, body and living place. You must always practice hygiene. ‘Tranquility’ should be there in your heart. You need not to go hyper and panic at some accidental situations. ‘Chastity’ should be used rarely, only for health purposes or for reproduction. It should not be used to an extent of disturbing your own peace or of someone else’s. ‘Humility’ should also be observed very carefully, which gives us spiritual peace. Now after listing down all these things, he decided that he is not going to make the same mistake again by adapting all of them at o nce instead he decided to adapt them one by one. For when he gets swayed to one, he will add another. This will be easier to adapt them all and the adaption of one might also help to adapt another one. Now he started adapting them one by one according to his self-prescribed sequence,

Understand the nature of the national environment in which businesses Essay

Understand the nature of the national environment in which businesses operate - Essay Example Understand the nature of the national environment in which businesses operate Moreover, these organisations are able to meet the market demand effectively. P&G complies with all the state and federal laws including the Honest Leadership Act, Lobbying Disclosure Act and Open Government Act. Effective environment funding helps the organisation to avoid political challenges. Economical The recent financial crisis and global economic recession have affected the economic environment of the country. The organisation tries to implement a competitive pricing strategy to support the low purchasing power of people. On the other hand, infrastructure development supports the FMCG industry. The infrastructure followed by the company supports the industry. The target of the company includes growing the organic sales from 1% to 2% at a faster rate than that of the market and delivering the highest earnings per share. It also targets to generate free cash productivity of free cash flow of 90% or greater. Social The organisation tries to introduce healthy goods to target healt h-conscious people. For example, UNICEF and Pampers are working together to maintain good health of babies. The company follows good governance and contributes for the benefit for the society. They have offered healthier products for the health conscious society and the targets set by the company for the future are always in line with the objectives of societal benefits. Technological Leading global business organisations try to implement advanced technology in business process to enhance their business performance. P&G uses latest and developed technology to attract customers. Moreover, random technological innovation has provided P&G with a significant competitive advantage. The company uses latest technology in order to attract the customers. The company offers tremendous competition to other competitors in the market. The degree of competition is backed by use of advanced technologies. Environmental The organisation has developed several business operation objectives in order to reduce the level of carbon emission. They try to reduce the level of GHG emission in order to bring sustainability into their business operations. The goal of the company includes building at least 550 billion in cumulative sales in the product category of sustainable innovation. This category of products follows an improved environmental profile. Legal The organisation maintains health, safety and environmental standards to avoid legal chaos. The customers are becoming more and more aware of the health and safety requirements and hence try to opt for the products that are healthier and safer. The company maintains the regulations existing in the countries of operation. P2. 1 The United Kingdom is one of the largest global economies. The UK economy is a mixed one. Over the last two decades, the strength of public ownership has been significantly reducing. The United Kingdom is known for the Industrial Revolution in the 18th century. Slowly and gradually, the economy of UK has shift ed towards the service sectors (Lipsey and Chrystal, 2011, p.16). Tourism, banking, insurance and other business services are considered as the major growth driver of the UK economy. A mixed economy presupposes a unity of public and private control. It reflects the characteristics of both command economy