Case study Example | Topics and Well Written Essays - 500 words - 115

Case Study Example ounder of the company, Robert Stephens, started the company with only $200 after realizing the need for the use of technological equipment and machines and the challenges in operating such machines. Most of the people complained that the manuals for the equipment took a long time to read and they could not understand the instructions (Kerin 47). Stephens took advantage of this gap in the market and established the company to help the population manage their equipment, and at standardized cost. There exists the problem of competition that faces the Geek Squad Company due to the changes in the environment. There is also a lot of technology improvement in the market, an aspect that has created the need for more and specialized maintenance of the equipment provided to customers. The key environmental factors that contributed to the start of the Geek Company is the presence of customers who could not understand nor cope up with the technology present in the various equipment they purchased. Stephens took advantage of this gap to start up Geek Squad. The Best Buy Company purchased Geek Squad in 2002. The main factors that contributed to this purchase were the increasing awareness among the customers for the increasing importance of service (Kerin 52). The customers were so happy when they bought items at Best Buy but they soon returned them and demanded for a refund since they could not efficiently operate the equipment. This was the case especially for the women who expected personal services during and after the service, and especially for installation purposes. As such, Geek Squad should have consideration for the trends likely to affect the business in the future. There is increasing technology that will make consumer electronics more complicated (Kerin 54). More people will want to purchase one of the electronics, and this will increase the demand for the services of Geek Squad but lower the costs of maintenance of the equipment. However, there will be an

International Negotiations (Lansa and Newco Case) Essay

International Negotiations (Lansa and Newco Case) - Essay Example The government partially regulates Lansa (Brett 33). The Argentine Ministro de Industria Tecnologica serves on the Board of Directors. Lansa’s headquarters is in the outskirts of Buenos Aires; however, all the manufacturing and distribution comes out of Mexico. Newco’s CEO, Mr. Abercrombie, has the mandate to expand into South America with a new product line called â€Å"infomatrix†. Infomatrix is a remarkable telemetry unit that facilitates voice and data communication between all types of vehicles such as automobiles, boats, helicopters. Since Newco had previously approached Lansa at an international Telecommunication convention in London, Newco’s CEO decides to try again. On the other hand, Lansa is doing well. The CEO, Mr. Lopez, has also heard about infomatrix. He decides to approach Newco having seen that a joint venture can further boost the success of his company (Rubin 14). Objectives Newco’s objective aims at raising the value of the stock . Their main concern is to get a written document that would permit public disclosure. Lansa’s concern is dealing with an American company. It believes it has something to offer and its willingness to carry what it can understanding (Rubin 45). Lansa would also like to have a document in writing that would permit public disclosure. Mr. Arricoitxea thinks of securing an office in the upcoming elections and the company’s success would be a significant boost during his campaign. Both Newco and Lansa are aiming at taking advantage of NAFTA. Considerations Mr. Abercrombie sends a five man advanced team to Mexico upon request from Mr. Lopez. The negotiation advanced team comprises a representative of the corporate managers who is the lead negotiator, a corporate lawyer, a market analyst, a telecommunication engineer and a representative of the corporate shareholders. The representative of corporate managers brings in and supports the ideas and proposals of the corporate mana gers. By representing the interests of the corporate managers, he is in the best position to lead the negotiating team (Rubin 56). The corporate lawyer will ensure that all the transactions made are legally binding within the law. His knowledge in corporate law will be a key factor to be used during the negotiations. The market analyst can assess the viability of the market for the product. He analyzes the market price and other economic aspects that will help determine if the product will succeed in the proposed market. He will be able to convince the Lansa Company that the product will succeed in their market (Thomson 77). The telecommunication engineer becomes equipped to give any details with regards to the infomatrix. His knowledge of the product will be extremely useful in negotiating for the importance of infomatrix in the market. The representative of the shareholders will be able to back the other negotiators in his team during negotiations since he is representing the inte rests of the corporate shareholders. The main players in the international negotiations are Newco and Lansa. Newco has a new product, â€Å"infomatrix† that could enable them to expand to the South American market and hence further increase its profitability in the future. Lansa believes that a joint venture with Newco could further boost its success in

What makes an effective learning environment in a Primary Classroom

What makes an effective learning environment in a Primary Classroom Education is the most important shared experience of our livesit is so important and so all pervasive that it is almost impossible to define (Aldrich, 1996) The role of the teacher is an ever changing one; however the proposed goals of teaching have always been the same in relation to bringing about intended learning goals from pupils of all abilities. Berliner (1978) suggests that the effective teacher is one who is able to demonstrate the ability to bring about intended learning goals, the two critical dimensions of effective teaching being intent and achievement. Without intent, the pupils achievements become random and accidental rather than controlled and predictable. The Oracle Study provided a framework for what its research concluded to be the traits of an effective teacher, a high number of interactions with pupils and higher level questioning required of pupils was just two of the behavioural patterns consistently displayed by effective teachers. Branching from the same study Rutter (1979) stated that for a teacher to be considered effective they should consistently give praise to pupils and hold them in high regards, which is especially important for younger pupils in terms of emotional development and self-efficacy. Rutter also pointed to the ability to provide stimulating educational programmes that would challenge pupils and which requires high expectations from them. Requiring high expectations from pupils is a theme that is common in the Hay Mcber Report (2000) which gives an insight on setting the attainment target high for the increase of motivation in pupils who may find their current level of work below their level. According to the report effective teachers set these high expectations of pupils and communicate them directly to the pupils in a clear and consistent manner so as to broaden their knowledge and interpretation of concepts. The teacher therefore must take into account the differentiation of a mixed ability group when setting such high standards so as to deal with the needs of the less able students, however the effective teacher must be relentless in their strive for high standards expected from all pupils regardless of differing and mixed ability. David Miliband MP during his role at the time as Minister for Schools stated that High expectation of every child, given practical form by high quality teaching based on a sound knowled ge and understanding of each childs needs. It is not individualised learning where pupils sit alone at a computer. Nor is it pupils left to their own devices which too often reinforces low aspirations. Setting such high expectations can also reverberate in a negative manner as it provides students with the need to compete with others in their class which will inevitably affect other pupils self esteem and create a competitive atmosphere in which some pupils will progress or fail under the pressure. Requiring such high expectations provides a counter-argument in relation to what Jean Piagets child development theories detailed. The basis of his philosophy was that all children are only capable to learn new concepts at set stages in which they reach at certain ages and that there are limits on their capacity to learn, meaning that pupils cannot be expected to conceptualize new ideas until they reach a certain stage as postulated by the theory of intellectual development. Alexander et al (1992) suggested that Piagetian theories about developmental ages and stages led to chronologically fixed notions of readiness which depressed expectations and discouraged teacher intervention. Jerome Bruner stated that it was possible for children to learn new concepts at any age in a suitable and intellectual manner. Unlike Piaget, Bruner postulated that learning derives from a pupils ability to actively engage with an interested adult through communication/speech and as such is renowned as a co nstructivist theorist. This model of learning takes a firm assumption that by using connected schemas, knowledge is gained, and that the child is an agent of their own learning. In contrast the transmission model oversees the teachers role as instructor in which the child is seen as a recipient of transmitted values from the teacher. The latter form of teaching is associated with more of a formal didactic model whilst the constructivist theory applies to a more open and active model of teaching. Although the latter theory may still be in its infancy it has proven challenging to develop any form of sustainable pedagogy deriving from its structure in which primary school teachers can use on a large class of 20-25 pupils. In relation to the former, Vygotsky has also given several applicable theories in connection to how children learn. Vygotsky (1978) first showed how speech can be a direct expression of thought, otherwise meaning that children at this particular age (3-7) find it help ful to develop conversational speech with themselves, what Vygotsky labelled as speech for oneself. Whilst Piagets view of this stage would be to explain the withering away and the progression of the next stage, Vygotsky suggested that this speech becomes internalised which develops into inner speech and lastly into internal thought. As Britton (1989) says, if speech in childhood lays the foundations for a lifetime of thinking the implication for pedagogy is enormous, and verbal communication should have a major role in classroom life, particularly at infant level. Vygotksy also postulated the theory involving the zone of proximal development. This refers to The gap that exists for children between what they can do alone and what they can do with help from someone more knowledgeable or skilled than themselves. Vygotsky emphasises the role of the social environment and how the role of the teacher is of vital importance, the effective teachers role to make the learning environment as interactive as possible and through language to lead children into new zones of proximal development (Edwards and Mercer 1989). The learning environment can also refer to the emotional environment that the school provides in ensuring that pupils feel valued and accepted for themselves, without this children will not feel sufficiently secure to take risks and make mistakes which are crucial in the creative process of learning, Mckellar (1957) explains that the arrangement of the physical space can aid concentration, create a mood conducive to creativity and increase motivation. In support of this Jean Piaget explains how interaction with the environment impacts upon progression in learning and it is only through individual interaction that progression will take place; he showed how it is the adults role to provide a stimulating environment and to identify the stage of development individual children have reached so that appropriate materials can be presented, rather than to actively intervene in the learning process. It is therefore the teachers responsibility to select a learning environment which will encour age curiosityto focus the pupils attention on enquiries which will lead to useful discovery (Learning styles and Inclusion p.98). The learning environment takes into account the people and the space in which pupils will progress and be nurtured, a purposeful learning environment is one in which children feel safe, cared for and relaxed. These similarities are summed up by the DFES who explained that an appropriate physical environment offers access to an outdoor as well as an indoor space and should provide a place where children have opportunities to explore, learn and develop with the support of sensitive and knowledgeable adults. Self-esteem can be a critical factor in determining how a child perceives themselves and others, high self-esteem can give a child a sense of security and competence and because esteem is all about perception it can change on a regular basis. The environment of the school and learning environment plays a pivotal role in harbouring self-esteem, the learni ng environment is a seriously underrated concept in the way it shapes pupils learning, for many pupils the learning environment is what is situated inside the classroom, however it can also refer to outside agents such as the library and the pupil home. In terms of behaviour in the classroom and the classroom environment, children cannot feel safe and secure if adults caring for them do not provide boundaries. Learning is thus considered to be significantly determined by an individuals self-esteem, self-belief, expectations and the quality of school-based relationships with adults and peers. These models support a transactional theory of learning as proposed by Vygotsky (1962) and implies that pupils and teachers need to develop appropriate affective, cognitive and social behaviours for effective learning to take place in school contexts. These boundaries that are to be provided take the shape of class rules which are to be enforced by the teacher and act as an important reminder to keep social contexts in order, however rules could hold a negative connotation as it creates a constricted feeling of powerlessness and conformity. The idea behind rules is to make the environment safe and consistent which is important in learning enviro nments. The teacher controls the flow of the classroom and will often use non-verbal language, even when not intentionally meaning to convey a message through non-verbal ways a smile to an individual pupil could increase their self-esteem more than that teacher will know, in contrast a fixed stare could have the desired effect on a misbehaving pupil and evoke a sense of shame. In contrast, the giving of rewards and punishments in a more physical manner can create a more conscious feeling within the pupils as it more obvious of how the teacher is reacting to their behaviour. Furthermore it is important to acknowledge that when discussing the behaviour that it does not simply apply to a pupil who is rated as good or bad but that it materializes into other concepts of a pupil who demonstrates being of a shy nature or who withdraws themselves from activities due to confidence issues. Teachers can sometimes contribute to the causes of bad behaviour. Unfairness, impatience and poor lesson preparation can create the conditions for resentment and discontent to occur. The end result is deterioration of the atmosphere, control problems and a negative impact on learning. When difficulties arise trainee and some experienced teachers tend to blame the children (Jacques 2007). Florian (2005) suggested that inclusive education is not a denial of individual difference, but it is an accommodation of it within the structures and processes that are available to all learners. Inclusion is an ever changing process rather than a sudden change and a process that will take time to achieve, all too often the term inclusion is often associated and linked with the term Special Educational Needs, however inclusion is a broad concept and takes into account not only pupils with special educational needs but those students with additional educational needs also, which may take into account pupils with social and economic issues and also pupils who exceed their set targets e.g. Gifted and Talented pupils. Great emphasis is placed on tailoring education to reflect childrens individual needs, interests and aptitudes. In order for children to thrive and to reach their full potential it is essential that they feel secure, valued and settled. Learning opportunities need to be pl anned that reflect the diverse learning needs of the pupils in the class. The national curriculum inclusion statement outlines how school will be able to alter the National Curriculum programme for the purpose of providing all students with substantial and suitably challenging work at each stage of learning. This statement acknowledges that schools have an accountability to ensure a broad and balanced curriculum is provided for all students. Although the National curriculum initially sets out a structure for teachers to enable them to know what pupils should know at each stage, all pupils need to experience success and achieve their individual potential. Pupils with learning difficulties are no exception, even though their individual potential may be different from others of the same age. Expecting all pupils always to do the same work means that some will find the task too easy, whereas for some the challenge will be about right. There will still be a significant group in any class that will not understand the task, and which will fail. If failure occurs regularly pupils stop caring and begin to lack motivation, become disillusioned and are more likely to be disruptive. It is a teachers responsibility to ensure that all pupils succeed, and a test of their professional skills is to modify activities and resources to that end. A childs sense of belonging in the school community is a vital element of inclusion; belonging is fostered by attitudes of staff and other pupils to individual difference and additional learning needs (Gray 2002). According to the DFES website a Pupils social development involves pupils acquiring an understanding of the responsibilities and rights of being members of families and communities and to work with others for the common good to display a sense of belonging and willingness to participate. They develop the knowledge, skills, understanding, qualities and attitudes they need to make an active contribution to the democratic process i n each of their communities. http://curriculum.qcda.gov.uk/key-stages-1-and-2/learning-across-the-curriculum/spiritual-moral-social-and-cultural-development/index.aspx. Published in 2005 the Every Child Matters paper documented 5 outcomes as being important to a childs well being in school and later in life. Two of the proposed headings were to Be Healthy and Enjoy and Achieve. These sums up of the true meaning of education, a child cannot learn to their potential unless they feel safe on an emotional and physical level and the effective teacher should ensure that every child reaches their full potential regardless of their ability in class.

Down Syndrome Essay examples -- essays research papers fc

Down syndrome is a birth defect caused by a genetic disorder that affects 350,000 people in the United States. It is caused by abnormalities in the genes and is not inherited, meaning that parents do not pass this onto their children. Genetics is the study of heredity or how certain traits are passed from parents to their children. Genes are the basic unit of heredity. Cells are the building blocks of your body and each one of us has more than 100 trillion cells. Our genes are located in chromosomes. Each cell in your body contains 46 chromosomes or 23 pairs. In a person with Down syndrome, there are 47 chromosomes. In 1956, a French researcher named Jerome Lejeune used a new powerful microscope to view human strands of DNA. DNA is what holds an individual person’s genes. He studied these DNA strands and determined that there is an extra strand in chromosome 21, which is now called â€Å"Trisomy 21† tri meaning three and somy for the word chromosome – meaning th ree chromosomes. No one knows exactly what causes Down syndrome aside from it being genetic. Many years ago, this condition was known as â€Å"mongolism† or people that had it were called â€Å"mongolian idiots†. But in later years, Asian people as well as parents of these children protested these terms and in the 1960’s the condition became known as Down syndrome in honor of the English doctor John Langdon Down. Who, in 1866, studied people with mental retardation and noted distinct physical features in them. Some of the physical features associated with Down syndrome are low muscle tone, many newborns appear as floppy and not toned, they have flat facial features especially a small nose with a flattened nasal bridge. Their eyes are slightly slanted with small skin folds at the inner corner. The have a short neck, small abnormal shaped ears, and an enlarged tongue that often tends to protrude making speech difficult to understand. Many people with Down syndrome suffer from a variety of health problems. The most common and significant symptom is mental retardation, which ranges from mild to moderate. People with Down syndrome suffer from congenital heart defects, which affect approximately 40-50% of these people. Their poor muscle tone makes much physical activity difficult. There are many hormonal problems, mainly thyroid disease. People with Down syndrome suffer from circulatory problems, respiratory ailments, ... ...the placenta is removed and the cells are tested under a microscope for chromosomal abnormalities. The last test is Amniocentesis, which is where a sample of the amniotic fluid is withdrawn from the womb. This procedure is done during the 14th to 18th week of pregnancy. This is the most reliable and accurate test. It is 99.8% reliable in testing for Down syndrome. There is another blood test available called Percutaneous Umbilical Blood Sampling (PUBS). The fact of the matter is no matter how different or unusual these people appear, people afflicted with Down syndrome should be treated with respect and dignity just like you and me. These people are productive individuals and have many things to offer. Just because they are different doesn’t mean they aren’t valuable to us. We can learn patience and acceptance from them and until there is a cure, our acceptance and a positive attitude will help us all to move forward. Works Cited Diseases and Disorders - Down Syndrome, Christina M. Girod, San Diego, CA, 2001 Down Syndrome, Salvatore Tocci, Grolier Publishing Company, Inc., 2000 www.aolsvc.health.webmd.aol.com/content/article/1680.54172 www.my.webmd.com Down Syndrome Essay examples -- essays research papers fc Down syndrome is a birth defect caused by a genetic disorder that affects 350,000 people in the United States. It is caused by abnormalities in the genes and is not inherited, meaning that parents do not pass this onto their children. Genetics is the study of heredity or how certain traits are passed from parents to their children. Genes are the basic unit of heredity. Cells are the building blocks of your body and each one of us has more than 100 trillion cells. Our genes are located in chromosomes. Each cell in your body contains 46 chromosomes or 23 pairs. In a person with Down syndrome, there are 47 chromosomes. In 1956, a French researcher named Jerome Lejeune used a new powerful microscope to view human strands of DNA. DNA is what holds an individual person’s genes. He studied these DNA strands and determined that there is an extra strand in chromosome 21, which is now called â€Å"Trisomy 21† tri meaning three and somy for the word chromosome – meaning th ree chromosomes. No one knows exactly what causes Down syndrome aside from it being genetic. Many years ago, this condition was known as â€Å"mongolism† or people that had it were called â€Å"mongolian idiots†. But in later years, Asian people as well as parents of these children protested these terms and in the 1960’s the condition became known as Down syndrome in honor of the English doctor John Langdon Down. Who, in 1866, studied people with mental retardation and noted distinct physical features in them. Some of the physical features associated with Down syndrome are low muscle tone, many newborns appear as floppy and not toned, they have flat facial features especially a small nose with a flattened nasal bridge. Their eyes are slightly slanted with small skin folds at the inner corner. The have a short neck, small abnormal shaped ears, and an enlarged tongue that often tends to protrude making speech difficult to understand. Many people with Down syndrome suffer from a variety of health problems. The most common and significant symptom is mental retardation, which ranges from mild to moderate. People with Down syndrome suffer from congenital heart defects, which affect approximately 40-50% of these people. Their poor muscle tone makes much physical activity difficult. There are many hormonal problems, mainly thyroid disease. People with Down syndrome suffer from circulatory problems, respiratory ailments, ... ...the placenta is removed and the cells are tested under a microscope for chromosomal abnormalities. The last test is Amniocentesis, which is where a sample of the amniotic fluid is withdrawn from the womb. This procedure is done during the 14th to 18th week of pregnancy. This is the most reliable and accurate test. It is 99.8% reliable in testing for Down syndrome. There is another blood test available called Percutaneous Umbilical Blood Sampling (PUBS). The fact of the matter is no matter how different or unusual these people appear, people afflicted with Down syndrome should be treated with respect and dignity just like you and me. These people are productive individuals and have many things to offer. Just because they are different doesn’t mean they aren’t valuable to us. We can learn patience and acceptance from them and until there is a cure, our acceptance and a positive attitude will help us all to move forward. Works Cited Diseases and Disorders - Down Syndrome, Christina M. Girod, San Diego, CA, 2001 Down Syndrome, Salvatore Tocci, Grolier Publishing Company, Inc., 2000 www.aolsvc.health.webmd.aol.com/content/article/1680.54172 www.my.webmd.com

Don’t get me started on fast food restaurants

How could I start? Fast Food restaurants: Your one way train to all the marvellous maladies such as cancer, obesity and diabetes. Upon entering the restaurant, you are greeted by a so-called â€Å"happy, kind, caring† waiter who afterwards, decides to escape before you have a chance to place your order. After spending what seems like an eternity waiting for him, you are now free to await your meal for an equally lengthy and agitating period of time. Don't like the useless waiters- well the only other alternative is the exhausting queue. Enjoy! So, perhaps I should start with the staff: the group of people who make it all happen. Is it in the job description to be temperamental and uncooperative? I often suspect this to be the case. Moreover, that you must answer a phone call when the queue is at its longest during the rush hour when everyone is already late. Recently, I was made late for school due to the fact that the sloth â€Å"working†-behind the counter- decided to answer a phone call which lasted only fifteen minutes before attending to any of us : I left without my donuts and late. I was infuriated! It is fine for them-they are already at work; on the other hand the rest of us are late and annoyed. Due to this, I get extremely frustrated when the item you decide to buy shows up with a different value at the cashier than at the menu so they haggle to get you to pay the higher value which wastes even more time : All that for an extra 60p or so. How pathetic! Having battled your way through the queue, or waited ages for the waiter to take your order and get your food: You are now expected to sit down and enjoy your meal. I don't think. The next challenge you have to face is with everyone else in the restaurant: the â€Å"General public†. Why people choose restaurants to play loud, exasperating, annoying music to infuriate the dead and pop their own ear drums is beyond me. More than that, I wonder why people view restaurants as an ideal location to make the most pointless phone calls I have ever heard in my life. I will never know. However the â€Å"general public†, never seem to reach the high standards of infuriation that the young people aim to set. They are the members of this generation who seem to set it a target to annoy others! They're the ones who scare the elderly and think that an ASBO (Anti social behaviour order) is a good thing to go down your CV. The â€Å"Chavs†. Restaurants seem to be infested with them, which is partially the staff's fault for not taking strict action against them. It is becoming an increasingly hard task to find a restaurant without â€Å"chavs†; it is like trying to find a needle in a haystack-pretty much impossible. They are rude, imperious, riotous hooligans who freely leave behind their exotic, wide collection of litter which includes: Sticky chewing gum, Soft drink cans, cigarette butts and other delightful gifts for the next lucky customer to find. How thoughtful. Even more thoughtful of the staff to leave it festering there for weeks so other customers can experience the delight of sitting on littered seats- Lovely! Away from the annoying people and service, is the preposterous advertising that restaurants air. I challenge you to find a restaurant that doesn't air ads about how healthy its food is and that it makes up a good diet when in a matter of fact it isn't. Of course it is a good diet if you wish to live a life crippled with diseases! The food-high in sugar and fat- they sell is highly associated with the condition we all aim to reach: Obesity. Their ads exploit children through the promise of pathetic gimmicks and toys: They manipulate children and harness the power they possess; their â€Å"pestering power†! It seems that they brainwash children to become missionaries from Satan and give their parents horrible headaches until they finally give in and eat at the cursed restaurants. Despite all these reasons I mentioned, some still fail to see just how bad they are thus the restaurants still exist which proves how much of a nuisance they can be. They claim to provide outstanding service which I find unsatisfactory. They air lies, provide the worse service ever, allow complete hooligans to eat in their restaurants and recruit the worse staff possible. I believe that I represent the views of many people when I say that they are over-rated, over-priced and are a rip-off. If they expect us to eat at their restaurants then they must address these pressing issues! Until that happens I'm afraid that more and more people will revert to eating at home instead of at fast food restaurants. As someone who has to have food on the go, I must say I do not blame them- these restaurants need to clean up their act.

Introduction to People, Organization Andmanagement Essay

1. Key Information Module title: Introduction to People, Organisations and Management Module Leader: Hermione McIntosh Chelmsford/Michael Ashcroft Building/ Room MAB 301 Every module has a Module Definition Form (MDF) which is the officially validated record of the module. You can access the MDF for this module in three ways: * the Virtual Learning Environment (VLE) * the My. Anglia Module Catalogue at www. anglia. ac. uk/modulecatalogue * Anglia Ruskin’s module search engine facility at www. anglia. ac. uk/modules All modules delivered by Anglia Ruskin University at its main campuses in the UK and at partner institutions throughout the UK and overseas are governed by the Academic Regulations. You can view these at www. anglia. ac. uk/academicregs. A printed extract of the Academic Regulations, known as the Assessment Regulations, is available for every student from your Faculty Office (all new students will have received a copy as part of their welcome pack). In the unlikely event of any discrepancy between the Academic Regulations and any other publication, including this module guide, the Academic Regulations, as the definitive document, take precedence over all other publications and will be applied in all cases. 2. Introduction to the Module This 30 credit module covers four key areas. The organisational context: This module allows students to explore the organisational context and will furnish students with tools to analyse the organisational environment and the degree of dynamism and complexity in which organisations operate. Students will be encouraged to examine organisational responses to environmental turbulence. The development and impact of organisational culture will also be assessed. Organisation structures and approaches to management: Students will analyse the changes to organisational structure and architecture and the evolution from self-contained structures to boundaryless organisations. Approaches to management from scientific management to postmodern organisations will be evaluated and the way groups and teams are formed and structured. Motivation will also be examined as a motivated workforce can be a sign of a successful organisation and students will be encouraged to reflect critically on theories of motivation and apply them to real life situations and case study scenarios. Management processes: Intensified competition, technological innovation and increased knowledge intensity has resulted in a pattern of ‘repeat change’. The results of change programmes are often disappointing and students will examine the triggers for change, why change is resisted and organisations’ approaches to change management. This module will also investigate the difference between leadership and management and critically evaluate classical and contemporary approaches to leadership theory and the role power and politics play in organisational life. Individuals in the organisation: This part of the module focuses on individual differences. The ability to learn, and to continue learning, for individuals and organisations, is crucial in the 21st century. Students will be introduced to a number of learning theories which affect management practices and will have an overview of the learning organisation. Students will examine the role that personality and perception play in shaping and directing our own and other people’s behaviour. The role of communication will also be investigated as communication affects organisation performance and also individual career prospects. Students will therefore be equipped with a robust intellectual framework for analysing and understanding the past, present and future influences on their own thinking, attitudes, values and behaviours and to reflect on how these might impact their effectiveness and performance in practice. Please also refer to Sections 6a and 6b of the MDF. 3. Intended Learning Outcomes. Anglia Ruskin modules are taught on the basis of intended learning outcomes and on successful completion of this module, you will be expected to be able to demonstrate that you have met these outcomes. On successful completion you will be able to: 1. Understand and critically evaluate the underlying principles and concepts of the nature of organisations. 2. Understand and appreciate the contribution of effective people management to the success of organisations. 3. Explore a range of theories developed to aid the understanding of learning and human behaviour, reflecting on their learning experiences and career development. 4. Examine the application of theories in real world organisational settings. 5. Apply a range of theories and concepts on organisational design, structure and management in the analysis of managing employees with specific reference to leadership, power, motivation and teamwork. 6. Use simple psychometric and related instruments for self-analysis and learning tools for goal-setting, problem-solving and personal reflective practice within a framework for personal and career development. 4. Outline Delivery. Wk| Lecture A – People| Lecture B – Organisation Management| Reading (Buchanan and Huczynski, 2010)| 1| Introduction to Part A of the module. Individual behaviour and personality| Introduction to Part B of the module. What is an organisation? Introduction to organisational behaviour. Orientation to work and the work ethic.. | Chapters 1 and 6| 2| Personality theories in the workplace. | The organisation’s environment. Business ethics and corporate social responsibility. | Chapters 2, 3 and 6| 3| Perception. | Organisational culture and socialisation. | Chapters 4 and 8| 4| Attitudes and values. | Organisational structure and architecture. | Chapters 15 and 17; Brooks Chapter 3| 5| Learning as a process. The Behaviourist and Cognitive approaches. | Approaches to organisations and management. (1)| Chapters 5, 14 and16| 6| Learning in practice and the Learning Organisation| Approaches to organisations and management (2)| Chapters 5, 14 and 16,| 7| Motivation: content theories| Groups and teams at work. | Chapters 9, 10, 11, 12, 13| 8|. Motivation: process theories| Organisational change| Chapters 9 and 18| 9| Communication| Leadership (part 1)| Chapters 7 and 19| 10| Career management and choices| Leadership (part 2)| Chapter 19| 11| Reflective practice and managing self. | Power in organisations| Chapter 22| 12| Module review. | Module review| | 4. 1 Attendance Requirements Attending all your classes is very important and one of the best ways to help you succeed in this module. In accordance with the Student Charter, you are expected to arrive on time and take an active part in all your timetabled classes. If you are unable to attend a class for a valid reason (eg: illness), please contact your Module Tutors. Anglia Ruskin will closely monitor the attendance of all students and will contact you by e-mail if you have been absent without notice for two weeks. Continued absence can result in the termination of your registration as you will be considered to have withdrawn from your studies. International students who are non-EEA nationals and in possession of entry clearance/leave to remain as a student (student visa) are required to be in regular attendance at Anglia Ruskin. Failure to do so is considered to be a breach of national immigration regulations. Anglia Ruskin, like all British Universities, is statutorily obliged to inform the Border and Immigration Agency of the Home Office of significant unauthorised absences by any student visa holders. 5. Assessment This module will be assessed through two pieces of coursework which will allow you to evidence the demands of this module and meet the learning outcomes (see sections 7 and 9 of the MDF). Both pieces of coursework have a word limit of 3,000 words and have a 50% weighting. The assignment hand-in date is Tuesday, 8 May, 2012. All coursework assignments and other forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date will not be accepted as a reason for late or non-submission. All student work which contributes to the eventual outcome of the module (ie: if it determines whether you will pass or fail the module and counts towards the mark you achieve for the module) is submitted via the iCentre using the formal submission sheet . Academic staff CANNOT accept work directly from you. If you decide to submit your work to the iCentre by post, it must arrive by midday on the due date. If you elect to post your work, you do so at your own risk and you must ensure that sufficient time is provided for your work to arrive at the iCentre. Posting your work the day before a deadline, albeit by first class post, is extremely risky and not advised. Any late work (submitted in person or by post) will NOT be accepted and a mark of zero will be awarded for the assessment task in question. You are requested to keep a copy of your work. Feedback. You are entitled to written feedback on your performance for all your assessed work. For all assessment tasks which are not examinations, this is provided by a member of academic staff completing the assignment coversheet on which your mark and feedback will relate to the achievement of the module’s intended learning outcomes and the assessment criteria you were given for the task when it was first issued. Examination scripts are retained by Anglia Ruskin and are not returned to students. However, you are entitled to feedback on your performance in an examination and may request a meeting with the Module Leader or Tutor to see  your examination script and to discuss your performance. Anglia Ruskin is committed to providing you with feedback on all assessed work within 20 working days of the submission deadline or the date of an examination. This is extended to 30 days for feedback for a Major Project module (please note that working days excludes those days when Anglia Ruskin University is officially closed; eg: between Christmas and New Year). Personal tutors will offer to read feedback from several modules and help you to address any common themes that may be emerging. At the main Anglia Ruskin University campuses, each Faculty will publish details of the arrangement for the return of your assessed work (eg: a marked essay or case study etc. ). Any work which is not collected by you from the Faculty within this timeframe is returned to the iCentres from where you can subsequently collect it. The iCentres retain student work for a specified period prior to its disposal. To assure ourselves that our marking processes are comparable with other universities in the UK, Anglia Ruskin provides samples of student assessed work to external examiners as a routine part of our marking processes. External examiners are experienced academic staff from other universities who scrutinise your work and provide Anglia Ruskin academic staff with feedback and advice. Many of Anglia Ruskin’s staff act as external examiners at other universities. On occasion, you will receive feedback and marks for pieces of work that you completed in the earlier stages of the module. We provide you with this feedback as part of the learning experience and to help you prepare for other assessment tasks that you have still to complete. It is important to note that, in these cases, the marks for these pieces of work are unconfirmed as the processes described above for the use of external examiners will not have been completed. This means that, potentially, marks can change, in either direction! Marks for modules and individual pieces of work become confirmed on the Dates for the Official Publication of Results which can be checked at www. anglia. ac. uk/results. ASSIGNMENT ONE Module Title: Introduction to People, Organisations and Management Module Code:BB130020SLevel: 1 Academic Year: 2011/12Semester: Two Module Leader:Hermione McIntosh. Instructions:See below Word Limit: 3000 words % Weighting:50% Written assignments must not exceed the specified maximum number of words. Assignments will not be accepted without a word count on the cover sheet. Submission Date:Tuesday, May 8, 2012 Work submitted after this date will receive a mark of 0 unless an extension has been approved in advance of this deadline. Requests for short-term extensions will only be considered in the case of illness or other cause considered valid by the Student Adviser. These must normally be received and agreed by Student Adviser in writing at least twenty four hours prior to the deadline. Please refer to the Academic Regulations or your Student Handbook for full details. Further details:This assignment must be completed individually. This assignment must be attached to a completed University Assignment Cover Sheet and accompanied by a completed University Assignment Receipt before submission. Any attachments (such as computer discs) must be marked with your SID number(s) and securely attached to your assignment before submission. Do not submit your work in a plastic sleeve. TASK Read the two organisational case studies attached and provide a critical comparative analysis of them in academic report format. You should consider how the two organisations differ in the way they operate and in the way they are managed. In particular, you should focus on the following areas: * Organisational design and structure * Teams and teamworking * Approach to leadership and management * Organisational culture Your analysis must be supported by relevant theories and concepts that have been covered in the module and you must demonstrate that you have read widely around the subject area and used this reading to support the arguments you are making. Do not rely solely on the key text but use a range of academic texts and journal articles. Refer to the reading list in your module guide for further guidance. It is essential that you use the Harvard Referencing System and it is recommended that you download the University’s Guide to the Harvard Referencing System from the library website. Assessment weighting for written assignment The following assessment weighting is provided for guidance: Introduction| 10%| Analysis of issues including use of the literature to support arguments| 60%| Conclusion and recommendations| 20%| Presentation and structure of the report including written expression and referencing| 10%| Case Study One Case study 1: Biogenta plc. Biogenta is a world-leading business, producing crop-protection products (herbicides, fungicides and insecticides). It currently employs 15,000 employees in over 80 countries and has manufacturing facilities in 10 countries. It is organised into four major functional areas: Research and Development, Manufacturing, Sales and Marketing and, finally, Support (covering financial services, human resources and legal services). Jane Morgan, the Chief Executive Officer of Biogenta, is a strong role model for her staff and has developed a mission and a set of values based on extensive consultation with Biogenta’s stakeholders. Biogenta’s mission is to be the most trusted provider of crop-protection products in the world and their values include: Be adventurous, creative and open-minded Pursue growth and learning Be passionate and determined Build open and honest relationships Create fun These values have been embedded in the culture of the organisation. Jane is deeply respected and many of her staff have even called her inspirational. She is very motivational and communicates high expectations of all staff. Her aim has always been to empower her staff and to stimulate staff to be  creative and innovation so that they try novel approaches and develop ground-breaking new products. Biogenta is committed to innovation and sees this as a major strength. It has a strong focus on recruiting extremely able and highly motivated employees. It is also committed to investing heavily in their development. As well as recruiting highly educated staff, many of whom are educated to doctorate level, the company offers numerous in-house training courses covering both technical and personal development issues. As a global organisation Biogenta wants to recruit the brightest and the best from all over the world. In Cambridge, alone, one of its four research and development ‘hubs’, it employs people of 20 different nationalities. It offers generous support to employees who want to further their education and training by paying fees and giving time off to attend courses. It also offers generous perks, such as opportunities for sabbaticals or gap years and subsidising gym membership. Office environments and even factories are designed to be light, pleasant places to work, with the company sponsoring a large amount of art work and landscaping to enhance the environment. It is also a major sponsor of a number of exhibitions and museums around the world with a ‘biological science’ theme. Staff are encouraged to contribute to community work, and the company sponsors a number of projects working with schools in a number of countries on biological science projects. Although Biogenta has a traditional structure, as would be expected of an organisation of this size, Jane believes that structures, job titles and power can put barriers up between people and inhibit innovation and performance. She believes it is far more effective to put her faith in people and in teamwork and there is minimal hierarchy. Although almost all employees work in one of the four functional areas mentioned above, the organisation also promotes cross-functional working in project teams, some of which are virtual teams. Project working is seen as essential to achieving constant product improvement and innovation. These teams can be large or small, short term or fairly long in duration. It recognizes that getting people from different functions to work effectively together can be a challenge and it has a number of ways of trying to minimise these, including the use of technology. Many of the support staff have at least undergraduate degrees in science subjects. For example Jacqueline Baryomunsi works in the marketing team but she has a degree in Biology, although she was later sponsored by Biogenta to do an MBA. Although originally based in Cambridge, she was recently posted to a nine month international assignment in South Africa where she worked on a project to develop a new herbicide, working with a team of four others. This included Jonathan Etherington, who has a PhD in chemistry from the USA and has been working on production in one of Biogenta’s manufacturing bases in Italy until recently. The other team members included two people from Biogenta’s research and development function (both based in South Africa) and the team was led by Kathryn Tate, originally from Australia, who has a PhD in molecular biology and is based within Biogenta’s support function as an IT specialist. This project involved long working hours but Kathryn Tate also made sure the team had time for some fun: team members spent quite a lot of time together outside work, even, on one occasion managing to go shark-fishing as well as regularly sampling the night life of Durban. (This is a fictional case study.) Case Study Two OUTBACK INC. Setting Tourism is a strong contributor to Australia’s economy, with over a half million people employed in the sector, and tourism spending reaching over $85 billion a year. The country promotes its beautiful landscapes, Aboriginal art and cultures, coastal lifestyles and the outback as the main attractions for visitors. Australia’s top five international tourism markets are New Zealand, the UK, Japan, the USA and China. Visitor numbers from China and India have grown strongly, while the number of Japanese and Korean tourists has declined in the last few years. China is now Australia’s fifth largest international tourism market, brining it into second place with New Zealand, and this is set to grow over the next decade. However, Australia’s share of global tourism continues to drop, with a decrease of 14 per cent between 1995 and 2008. Since its peak in 2001, it has also declined as a proportion of Australia’s gross domestic product. The Australian tourism industry continues to struggle from the effects of a series of crises, starting with a pilot strikes in 1989 and the worldwide economic outfalls of the Iraq War and the SARS outbreak. More recently, after four strike free years at Qantas, there has been a bitter pay dispute which closed the airline down in October this year. Qantas passengers could face further delays and cancellations after one of the unions locked in a wage dispute threatened more strikes and legal action if the airline did not improve its pay offer. Skilled staff shortages are also contributing to Australia’s tourism industry troubles, with an estimated 42,000 employees needed by 2015. Outback Inc Established in the early 1990s, Outback is an adventure-based tour company located in Sydney, Australia. The company offers a variety of services, including guided tours, accommodation and meals, to those wishing to visit remote and regional areas of Australia. Outback’s comprehensive packages of services have traditionally appealed to travellers from all over the world, particularly visitors from Japan, who typically make up over 80 per cent of their client base, but its product offering has not been updated for a number of years. Profitability has now been on a downward trend for some time and there is no clear vision or detailed strategy to move the company forward. Despite increased marketing efforts aimed at the general Asian market, the company has seen a decrease in bookings from its traditionally reliable Japanese sector. The poor exchange rate has negatively affected tourist numbers from the U. K. and Outback has yet to attract new clients from China or other Asian countries experiencing more favourable economic conditions. Although Outback grew from a small, family-owned business in the early 1990s to a moderately sized company with sales of several million dollars a year, it still retains its original functional organisational structure. Its Chief Executive Officer is a son of the original founder and his autocratic style of leadership, although dressed up in paternalism, has meant that he is not prepared to listen to staff members, particularly those at the lower end of the hierarchy. Outback’s managers, typically members of the company’s founding family, head up the various departments, which are structured around traditional functions such as marketing, finance and human resources. In order to satisfy the needs of family members, there are a number of hierarchical levels within the organisation which often negatively affects the organisation. There is limited teamwork and virtually no cross-functional working with each of the functions operating in a silo. At times this has resulted in a poor service to clients where their expectations have not been met, and the company has recently received some bad press in the Asian tourist magazines and newspapers. Although this is an adventure-based tour company, it is not a fun place to work and the culture and leadership style stifle creativity. As with most organisations in the hospitality field, the Outback management uses a traditional leadership style, with decisions made at the top levels of management and communicated downwards. The majority of Outback’s employees are young, highly motivated and eager for learning opportunities, but the company struggles to regain them, facing a turnover rate higher than even what is expected in an industry with a notorious turnover culture. Although the company does have its own website, management has been hesitant to move away from using standard travel agencies for their client booking purposes, which is relatively costly. Many of the younger staff have ideas on how to improve the product range, the service offered to clients and how to target the all important Asian market, but have given up voicing their ideas as these have not been listened to in the past and they are concerned about being blamed for the rise in client complaints. (This is a fictional case study which has been adapted from Bratton et al. , 2010) Specific assessment criteria for assignment one 70% + Extensive knowledge and understanding surrounding organisations and management is evident. A deep level of critical analysis has been provided throughout with coherent and convincing arguments made. Theory and practice (case studies) have been integrated convincingly. Analysis is supported by extensive reading (academic texts and journal articles). Conclusion is convincing, relevant and holistic. Written expression and referencing are excellent resulting in a credible assignment which is well-structured, concise and demonstrates clarity of thought. 60 – 69% Good knowledge and understanding surrounding organisations and management is evident. A good level of critical analysis is demonstrated and arguments are clear and structured. Theory and practice (case studies) have been integrated well. Analysis is supported by significant background reading (academic texts and journals). Conclusion summarises the key issues convincingly. Good referencing with consistent citation and listing. Written expression is good resulting in an assignment which is well-structured, clear and concise. 50 – 59% Sound knowledge and understanding surrounding organisations and management is evident. Generally good analysis is demonstrated and arguments are clear and structured. Theory and practice (case studies) have been integrated. Analysis is supported by background reading (academic texts). A satisfactory conclusion is included. An appropriate structure is used and style of writing is satisfactory. Referencing is to satisfactory standard. 40 – 49% Some knowledge and understanding surrounding organisations and management is evident. The assignment is more descriptive than analytical, but arguments are sufficiently identifiable and free of obvious contradiction. Limited integration of theory and practice (case studies). Limited background reading from academic sources to support the work. Conclusion is drawn, but not all key issues are included. The assignment is adequately referenced with an appropriate structure. Written expression is satisfactory, but there are weaknesses in the presentation. Fail – 39% and below Very limited knowledge and understanding surrounding organisations and management is evident. The assignment is very descriptive with poor application of relevant theories, concepts and models. Minimal evidence of further reading. No or limited conclusion. The report is weakly referenced and the structure is inadequate. Written expression is poor resulting in an assignment which lacks clarity. Overall the task is poorly presented and argued and does not achieve an adequate standard. ASSIGNMENT TWO Module Title: Introduction to People, Organisations and Management Module Code:BB130020SLevel: 1 Academic Year: 2011/12Semester: Two Module Leader:Hermione McIntosh Instructions:Answer all four questions Word Limit: 3000 words % Weighting:50% Written assignments must not exceed the specified maximum number of words. Assignments will not be accepted without a word count on the cover sheet. Submission Date:Tuesday, May 8, 2012 Work submitted after this date will receive a mark of 0 unless an extension has been approved in advance of this deadline. Requests for short-term extensions will only be considered in the case of illness or other cause considered valid by the Student Adviser. These must normally be received and agreed by Student Adviser in writing at least twenty four hours prior to the deadline. Please refer to the Academic Regulations or your Student Handbook for full details. Further details:This assignment must be completed individually. This assignment must be attached to a completed University Assignment Cover Sheet and accompanied by a completed University Assignment Receipt before submission. Any attachments (such as computer discs) must be marked with your SID number(s) and securely attached to your assignment before submission. Do not submit your work in a plastic sleeve. Complete ALL four of the following tasks. 1. What is personality? And what relevance has this concept to understanding behaviour in the workplace? 2. â€Å"Learning is the process of acquiring knowledge through experience which leads to an enduring change in behaviour. † (Huczynski & Buchanan, 2010, p. 732) Explain this statement, showing how it relates to a learning theory that you have studied on this module and to your own approach to learning. 3. One way to understand different motivation theories is to interview your peers on what is important to them when choosing a job. Form a diverse study group, and discuss the following: How important is pay in choosing a job when you graduate? Is personal autonomy important in your work motivation? Explain your findings and discuss them in relation to appropriate motivation theory. 4. Choose FOUR barriers to communication and suggest, as a manager, how you might overcome such barriers. Within the 3,000 overall word limit, you should allocate words equally to each of the 4 tasks above. You should also illustrate your answer by referring to relevant literature, theory and experience. Each question is equally weighted in terms of the assessment marking. Specific Assessment Criteria for these written tasks: 70% + Extensive knowledge and understanding of the literature is evident. A considerable depth of application has been achieved with the literature and examples of practice. A high level of insight and thought is evident throughout the arguments made and the findings presented. Analysis is supported by extensive reading. Written expression and referencing are excellent; ideas are well structured, balanced, and succinct and demonstrate clarity of thought. 60-69% A good grasp of knowledge and understanding of the literature is evident. A very good depth of application has been achieved with the literature and examples of practice. A significant level of insight and thought is evident throughout the arguments made and the findings presented. Analysis is supported by good background reading. Written expression is of a very good standard and referencing is strong with consistent citation and listing. The ideas are well structured, balanced, and clear and concise 50-59% Sound knowledge and understanding of the literature is evident. Generally good application has been achieved with the literature and examples of practice. There is evidence of insight and thought throughout the arguments made and the findings presented. Analysis is supported by background reading. Written expression and referencing is of a satisfactory standard. The ideas are fairly well structured, and clear and concise. 40-49% Some knowledge and understanding of the literature is evident. Generally the work is more descriptive than applied. Limited evidence of insight and thought throughout the arguments made and the findings presented. Analysis is limited, and not all the key issues are addressed. Written expression and referencing is of a satisfactory standard, but there are weaknesses in the presentation. Fail – 30-39% Very limited knowledge and understanding of the literature is evident. The work is very descriptive with poor application of relevant theories and concepts. Minimal evidence of insight, thought and analysis. Written expression is poor resulting in writing which lacks clarity. Poor presentation overall, and does not achieve an adequate standard. 6. Assessment Criteria and Marking Standards ANGLIA RUSKIN UNIVERSITY GENERIC ASSESSMENT CRITERIA AND MARKING STANDARDS LEVEL 1 GenericLearning Outcomes(Academic Regulations, Section 2)| Assessment criteria by level| Marking standards (by mark band)| | | 70%+| 60-69%| 50-59%| 40-49%| 30-39%| 1-29%|. | Characteristics of student achievement per mark band >| Achieves module outcome/s related to this GLO at this Level of Study| Achieves module outcome/s related to this GLO at this Level of Study| Achieves module outcome/s related to this GLO at this Level of Study | Achieves a marginal pass in the module outcome/s related to this GLO at this Level of Study| Fails marginally to achieve module outcome/s related to this GLO. MDF may permit compensation | Fails to achieve module outcome/s related to this GLO and is not eligible for compensation | Knowledge and Understanding | Level 1 (FHEQ level 4) intr.

Top 6 career options for teachers who are tired of the classroom

Top 6 career options for teachers who are tired of the classroom So you got a degree in teaching and are thinking the classroom life isn’t for you. Or maybe you’ve been teaching for years and you suddenly realize you need or want a career change. Don’t fret! If you want to do something else, you don’t have to feel fenced in by your chosen path of study or your resume worth of experience. Here are a few great career options for degreed and trained teachers who would rather not teach, but would like to put their highly transferrable skills to good use. 1. TutoringOkay, this is still teaching, but it’s more one-on-one, much more flexible schedule-wise, and the hourly pay is usually stellar (think $60–$100 an hour, depending on your subject and experience level). If you crave helping kids on a more individual basis and you want something outside of the classroom, this is a great transition. You can start by taking on some tutoring gigs while you still have a full-time job. Once you build up a solid and regular client base, it will be easier to step away from a steady teaching gig. Bonus: you can design your own hours, making this an ideal job for working parents.2. Teaching Outside of a SchoolHere’s another option if the major drawback of traditional teaching for you is having to stand in front of a class. You can definitely keep teaching but just ditch the desks, chairs, and tables. There are more and more opportunities these days to teach entirely online, or to teach homebound children or hospitalized kids. You could even contract out to groups of homeschooled kids.3. BusinessThe skills you’ve amassed in your education and work experience (being organized, efficient, collaborative, managerial, hardworking, and flexible; the ability to communicate with people of all ages; curiosity and a passion for learning) are some of the most highly valued in the business world. You can pump these skills up on your resume and throw your energy into all sorts of positions from sales and marketing, to HR, to management.4. Non-profitsTeachers have great communication skills and lots of experience collaborating with and helping people. If you want to switch to a role in the non-profit sector, consider a career as a grant writer. And  if your passion is still helping kids (but you want to leave the classroom), seek out youth-focused organizations that help kids thrive through mentorship and education.5. Inmate EducationLeave the classroom behind and switch to teaching in prisons, where you can help inmates to gather valuable skills that will help them reintegrate into society after they have done their time. Teach anything from GED prep, to art, to drama, to philosophy- use your expertise to empower and inspire. Recent studies have shown that inmates who take part in education programs are far less likely to return to prison once released.6. ConsultingIf you’ve been in the profession for a while and can confidently advise on how to make classrooms more effici ent, consider becoming an education consultant. First, you have to pick an area of focus. Do you want to advise your school district on adopting a different math pedagogy? Do you have the expertise to help schools integrate more technology in the classroom? Focus on one area of strength and look for positions in your district where you can advise and shape educational practices.