Ap Us History Outline Essay Example for Free

Ap Us History Outline Essay General Information: Use your review text, other history text books, and/or reliable internet sources to complete each of the five (5) outlines over U.S. history from exploration through the Civil War. Be sure that all terms are defined and specific information is added under each topic. We will use this work in class over the first several weeks of school. All of this work should be placed in a folder and turned in by the designated date. This should be typed. You will need much more space than provided below. Adjust the spacing when you type your work. Native Cultures Early Exploration Do you remember this topic from elementary or middle school? Brainstorm any information that you remember. In 1492 Columbus sailed the ocean blue The first people to discover the land were the nomads that traveled over the â€Å"land bridge† from Asia The Mayflower brought the first British pilgrims The Native Americans showed the pilgrims how to grow maize Pilgrims introduced the plague to Native American When/where for first arrivals— Christopher Columbus and his crew landed on the Canary Islands on October 12, 1492. List regions of North America and the Native groups living in each— Southeast- Cherokee,Seminole, Apalachee, Catawba Chickasaw, Choctow, Coushatta, Creek, Houma, Lumbee, Miccoukee, Timacu Mid Atlantic/Northeast- Piscataway, Lenape, Powhatan, Yaocamico, Algonquin, Iroquios, Narrangansett, Nipmuc, Peqet, Pokanoket, Wampanog Great Lakes- Cippewa, Fox, Shawnee, Huron, Kickapoo, Menominee, Miami, Oneida, Onondaga, Ottowa, Potawatomi, Winnebago Great Plains- Sioux, Blackfeet, Cheyenne, Comanche, Arapoho, Crow, Dakota, Kiowa, Mandan, Osage, Pawnee, Wichta Califrornia/Mountains- Paiute, Shoshone, Cahuilla, Chemihuevi, Chumash, Costanoan, Diegueno, Hupa, Luiseno, Maidu, Pomo, Ute Pacific Northwest- Spokane, Aleut, Athabascan, Chinook, Colville, Coos, Nez Perce, Puget Sound Salish, Quileute, Quinault, Tlihgit, Tulalip Southwest- Navajo, Apache, Pueblo, Hopi, Keres, Maricopa, Mojave, Tohono Oodham, Pima, Yaqui,Yuma, Zuni Columbus the Columbian exchange- The Columbian Exchange refers to the transcontinental movement of animals, foods, plants, and diseases after 1492. II.Age of Exploration (1420 – 1620) What developments/changes BEFORE this time that had an impact on exploration? Political—the unification of small states into larger ones with centralized political power Technological— compass, astrolabe, cross staff, hour glass, the Spanish galleon Religious— the Protestant Reformation as a result of The Renaissance Military— The change in the way people payed for wars and the sudden need for a strong military was western Europe’s response to the challenges of warfare in the new age of gunpowder weapons Economic—The rise of capitalism created a largely urban middle class committed to expanding markets. As more people looked to buy products and goods, national and international trade interests grew . Nations/ Their explorer(s)/Major Reasons Motives for Exploration/Location/Success Portugal— Treaty of Tordesillas Ferdinand Magellan- first voyage around the world Christopher Columbus- discovered the New World; landed in Bahamas on first voyage Bartholomeu Dias- lead voyage around Cape of Good Hope (southern tip of South Africa) Pedro Alvarez Cabral- first European to see Brazil The Treaty of Tordesillas was created to settle disputes between Spain and Portugal over land discovered by Columbus. Motives: Wealth gold, silver and spices Power Increasing opportunities for Portuguese trade Spreading the Catholic Religion Spain— Christopher Columbus- financed by Spain and claimed much of the New World in the name of Spain Vasco Nunez de Balboa- crossed the Isthmus of Panama and claimed the Pacific Ocean for Spain Juan Diaz de Solis- landed in Uruguay Hernan Cortes- founds Veracruz in Mexico Motives: Wealth Power Prestige Increasing opportunities for Spanish trade Spreading the Catholic religion Building a Spanish Empire France— Jaques Cartier- landed in Newfoundland Samuel de Champlain- established Port Royal in present day Nova Scotia, founded Quebec Sieur de Bienville- founded New Orleans Motives: Gold Expand French Empire To capture and sell American animals furs in France 4. England— Sir Frances Drake- circumnavigates the world Sir Walter Raleigh- The Discovery of Guiana and establishing the Virginia colony of Roanoke Island Sir Humphrey Gilbert- established St. Johns, Newfoundland Motives: Wealth (failed) Competition with Spain and France Spreading Christianity C. Other European powers exploring the New World/Areas Claimed/Goals of Colonies Dutch- Henry Hudson was an Englishman who was sent by the Dutch; he landed in Labrador and headed south, down the coast. Colonized New Netherlands and New Amsterdam II.English Colonization in North America 1 Motives of English immigrants: escape religious prosecution  economic (business investments overseas)  place to work for unemployed  more political freedom 2 Types of Colonial organization Royal- owned by the King Proprietary- land grants from British Government to colonists Self-governing- set up ongovernment seperate of the crown (King at any time could revoke  privillage and declare the colony a Royal Colony) Thirteen English Colonies (complete chart in detail) Be able to compare/contrast. The Thirteen English Colonies |Region |Date of Founding|Founder or People associated with Early History of Colony |Environment, Economy, and Labor of the Region;| | | |Notes on the Early History of the Colony: Why it was founded, |the role of religion in these colonies | | | |significant characteristics, terms, and/or laws | | |New England | |Plymouth and |Plymouth – 1620 |101 colonists left England to head for the Virginia Colony in 1620. |It was very cold in the New England colonies, | |Massachusetts |Mass. Bay – 1630 |However, the Mayflower was blown off course and landed in |but this helped prevent the spread of deadly | | | |present-day Cape Cod and the town they established on December 21, |diseases (although it did not stop it). The | | | |1620 was named Plymouth. |harsh winters killed many. The land was | | | | |covered in hills and rocky soil. There was a | | | | |short growing season, so the natural resources| | | | |such as fish, whales, trees, and fur became | | | | |the most reliable so urces for survival. The | | | | |towns were to support the religion of the | | | | |Puritans, who did not tolerate other religious| | | | |views. | |Connecticut |1636 |John Winthrop, Thomas Dudley, and other non-separatist Puritans | | | | |founded the colony. The first Governor, John Endecott, was a staunch| | | | |Puritan who percecuted anyone with opposing views. | | |Rhode Island |1636 |Roger Williams was a Protestant minister who sought separation from | | | | |the Church of England. Eventually he was tried in Salem and banished| | | | |for his views. He purchased land from the Narragansett Indians and | | | | |founded Providence, Rhode Island. | | |New Hampshire |1623 |In 1623, under the authority of an English land-grant, Captain John | | | | |Mason sent David Thomson, a Scotsman, and Edward and Thomas Hilton, | | | | |fish-merchants of London, with a number of other people in two | | | | |divisions to establish a fishing colony in what is now New | | | | |Hampshire, at the mouth of the Piscataqua River | | |Middle Colonies | |New York |1625 |Originally call ed New Netherlands, was so named in honor of the Duke|These colonies are politically, socially, and| | | |of York to whom the territory was granted on its conquest from its |economically diverse. The rich land in | | | |first settlers, the Dutch who came for trade and furs. |Pennsylvania and the easy access to the ports | | | | |are the reason the Middle Colonies are | | | | |agricultural and industrial. This region | | | | |experienced the most religious pluralism. | |New Jersey |1664 |New Jersey was sold by the Duke of York to George Carteret and Lord | | | | |Berkley. It was colonized majorly for farming and trade. | | |Pennsylvania |1681 |The King granted the land to William Penn, who set sail from England| | | | |August of 1682 with Captain Greenway and the soon-to-be colonists, | | | | |who were mostly Quakers. | | |Delaware |1638 |Peter Minuit was Dutch and formed New Sweden as part of New | | | | |Netherland. When Charles II, King of England gave his brother James,| | | | |the Duke of York, New Netherland, James demanded and received its | | | | |surrender. He renamed New Sweden to Delaware | | |Southern Colonies | |Maryland |1632 |The territory was named Maryland in honor of Henrietta Maria, the |The founders of the se colonies came for the | | | |queen consort of Charles I. It was founded by Lord Baltimore, |sole purpose of making money. The area is | | | |because he had attempted to settle in Virginia and was rejected for |almost entirely agricultural, so there was a | | | |being a Catholic. |high need for slaves due to the increasing | | | | |demand for labor. The most common religion was| | | | |Anglican. | | Jamestown and Virginia |1607 |Virginia was founded by John Smith, who is remembered for his role | | | | |of establishing the first permanent English settlement in America, | | | | |Jamestown. This was the first successful English colony, which did | | | | |very well. With all of its exports and imports, it was able to | | | | |sustain itself very easily | | | | | | | |North Carolina |Carolinas – 1663 |The Carolinas were settled by proprietors, who were successful due | | | |NC – 1712 |to the rich soil for farming and the available wildlife for fur | | | | |trading. | | |South Carolina |Carolinas – 1663 |The Carolinas eventually split into the modern day North and South | | | |SC 1712 |Carolinas because of general cultural differences. | | |Georgia |1732 |James Oglethorpe was a British general from London, who joined the | | | | |army when he was 18, in 1714. After he had become successful in the | | | | |army, he was assigned to establish a new colony, Georgia, in 1732. | | | | |This was the last English colony to be founded in America. | | | | | | | General Social/Cultural Information Problems of early settlement – Jamestown, Plymouth, and Massachusetts Bay: Jamestown- difficult to produce harvest in the virginian soil spent all of their time looking for gold when they should have been preparing for survival had disputes with natives over land Plymouth- the settlers arrived at the very beginning of winter there was such a severity of food shortage that people resorted to cannibalism. Massachusetts Bay- most succumbed to disease or starvation Religion – ideas, important people and events: The colonies were mostly that of Puritans, Quakers, and Anglicans. Social ideas: If a man was absent from church, he would not be given his provisions for the week. For multiple offenses he could be whipped, or even hanged. Major cities: Philadelphia, New Amsterdam (changed to New York in 1674), Albany, Boston, Newport, Jamestown, Williamsburg, Annapolis, Charleston, Savannah, Providence, Baltimore, and Alexandria Labor: Law/politics/major steps toward democracy: Economic issues/relations with Britain: (define mercantilism) Problems a.Health: people often died of starvation or malnourishment. Disease also spread rapidly in the colonies. b.Cities: settlers had to develop their own form of government that was acceptable to the people of the colony. Indians (New England Indian Wars of 17th century): Both the Europeans and the Native Americans had a sense of superiority over  each other. This of course resulted in many disputes over things such as land. The New England Indian Wars of the 17th century include the French and Indian War of 1688-1763. These battles were a struggle for land and power, and resulted in the near-death of the indigenous tribes of eastern North America. Rebellions against authority: (Bacons, Leislers, Paxton Boys, Regulators, Popes) Bacon: In the New England Indian Wars of the 17th century, Nathaniel Bacon, Jr. rebelled against the authority of Governor of Virginia Sir William Berkley. After Bacon began his own group of volunteer Indian fighters and raiding a couple Indian camps, he was taken by Berkleys men and made to appologize to Berkley and the council for his actions. After immediately being pardonned, Bacon demanded to be named a General in the forces against the â€Å"hostile natives†. Reluctantly, Berkley gave in. The Enlightenment/Great Awakening: French and Indian War/Seven Years War (1754 – 1763)—For any war that we study, you should gather the following information. This will NOT be repeated on each outline. Major cause(s) (incl. â€Å"spark†): The French and Indian War resulted from ongoing frontier tensions in North America as both French and British imperial officials and colonists sought to extend each countrys sphere of influence in frontier regions. Major people/heroes (and what they did): William Johnson- He was one of the most successful negotiators with the Native Americans. Later he would lead the British to victory in the Battle of Lake George in 1755. William Pitt- Pitt assumed leadership of the British ministry in December 1756. His aggressive new policies for the war were a crucial part of turning the tide in Britains favor in the latter half of the war. James Wolfe- Major British general who led the British to victory in the Battle of Quebec. Major events (incl. turning point concluding battles): May 28, 1754 George Washington lead a successful surprise attack on the French. His troops retreat and establish Fort Necessity. July 3, 1754 The French take Fort Necessity June 17, 1755 The British seize Acadia May 8, 1756 Britain declares war on France August 8, 1757 The commander-in-chief of the French forces, Louis-Joseph de Montcalm takes Fort William Henry. The infamous massacre occurs. The turning point began when William Pitt took over wartime operations Advantages/disadvantages of each side: France had the support of most of the Native American tribes. New Frances government was more uniform, and was able to communicate to different areas more efficiently. While the colonies were more separate and had issues with communication, their navy was much stronger and had a population 15 times that of New France, so it was easier for the British to defend attack. Major strategies/plans: The French kept most of their forces in Europe, hoping a victory closer to home would be more beneficial. They sent barely any troops or supplies to their colonies. The British were almost always able to effectively blockade ports and prevent the trade and distribution of French trade and supplies. Costs (casualties/financial): In The French and Indian War there were 13,000 casualties and 40 million Pounds were spent. G. Results (treaties, land changes, PERMITS): The French and Indian War resulted in The Treaty of Paris.

Body Of Evolution Of Musical Film Genres Film Essay

Body Of Evolution Of Musical Film Genres Film Essay On the primitive period, musical generates as an hybrid from European operetta and American vaudeville and music hall. A director that represents this period is Busby Berkeley. His films pay not attention to the plot, are vehicle for song and dance. It is pure spectacle and sensuality. Sex is offered through the gaze (Hayward, 2000). On the mature period, from the 30s to the 50s, songs and dance move with the narrative and are introduced on a natural way. Fred Astaire develops an elegant, stylised style and Gene Kelly develops a more energetic one (Hayward, 2000). From the 50s to the 70s, musicals are more realistic, subjects as racism, delinquency are treated. Examples are West side story, whose narrative is based on Romeo and Juliet, Saturday Night Fever and Grease. Some other films go back to the traditional narrative structure, as Barbra Streisand and The sound of Music(1965) (Hayward, 2000). Cabaret(1972) Bob Fosse has influences of art cinema and the camera work is different than usual, it goes from fluid to vertiginous (Hayward, 2000). Formal conventions, stereotypes and narrative (Hayward, 2000) (Cohan, 2010) For Altman (1989) musicals on the mature period are an ode to marriage. The narrative is based on the principle of pairing and mirroring. Male and female are paired, maturity is paired to immaturity. The main characters are mirrored in other couples, settings are mirrored in others (Hayward, 2000). Camera work, editing compared to dominant codes of continuity. Use of diegesis. The genre can not be as used to be on the past, these times are far too cynical for it, it would not be taken seriously. The way to do it would be making singing an dancing naturalised within a fictive world or being represented as fantasies occurring within a characters mind (Cohan, 2010). Conventions in HSM follow the traditional ones . It follows the principle of duality (the two main characters). What it adds is a contrast between authenticity, represented by the main couple, and manipulated artistry, represented by another couple formed by Sharpay and Ryan. (Cohan, 2010). theories of spectatorship and scopophilia (Richardson, 2008), (Hayward, 2000) and (Sturken Cartwright, 2009) It is interesting to analyse what appeals the viewer. We can go from psychoanalytical theories, to cognitive theories, to theories that distinguish the spectator for gender, to later theories that consider that the spectator the pleasure that the spectator feel at looking at others. Some musical genre detractors consider that the character breaking suddenly out into singing and dancing creates a sense of alienation as spectator(Cohan, 2010). Reasons that can help to revive the genre. Cohan mentions David Rooney and Jonathan Bing describing which can be the factors to bring back musicals. They mention the development of new technology to help with the task of shooting and editing and to reduce costs. Also the after-market of the fans of musical can be financially interesting, as they are repeat viewers, so DVDs and soundtracks would sell, as well as merchandising would do. Another interesting factor is that youth audience has been raised on music videos. This could help to explain the success of High School Musical or Glee (Cohan, 2010).There are also negative factors, as that cinema industry is offering young male audience other products that get their attention (Cohan, 2010). Intertextuality. Viewers have a wider visual knowledge that make them able to understand messages transmitted on ambiguous ways. This mechanism is known as intertextuality. Chandler (2003) quotes Leiss (1990): The growing preponderance of visuals in ads has enhanced the ambiguity of meaning embedded in message structures. Earlier advertising usually states its message quite explicitly through the medium of written text, but starting in the mid-1920s visual representation became more common, and the relationship between text and visual image became complementary that is, the text explained the visual. In the postwar period, and especially since the early 1960s, the function of text moved away from explaining the visual and towards a more cryptic form, in which text appeared as a kind of key to the visual. In all, the effect was to make the commercial message more ambiguous; a reading of it depended on relating elements in the ads internal structure to each other, as well as drawing in references from the external world. HSM and authorship. HSM in schools. Postmodernism in last musicals productions for TV Cohan (2010) quotes Edwards: The charm and artistic merit of the original HSM movie lies in its ability to consider a sophisticated theatrical and musical heritage and consequently revise it for a modern audience à ¢Ã¢â€š ¬Ã‚ ¦ it simultaneously conforms to genre expectations and pays homage to its textual influences while taking a postmodern delight in exposing its own limitations and playing with some gentle pastiche of literary and cinematic predecessors.

The Employee Reaction Toward Organizational Change Commerce Essay

The Employee Reaction Toward Organizational Change Commerce Essay A force drive change is always exists since the Industrial Revolution changed the nature of work. Whether to improve efficiency or create better working environment and productivity has been the base in many organizations. Managers and consultants are continually looking for ways to improve it. Employee dissatisfaction and conflict have also become important farces that push the need for change. At the same time, societal and political forces, such as the fall of communism, increased competition, privatization, and deregulation have an important role. The response of employees to change is hard to be predicted as well, as many factors may have an effect on this. The research investigates the effect of organizational culture to the perception of employee for organizational changes; where organizational culture is characterized by Hofstede cultural dimensions. One of the biggest obstacles to the success of any planned change is employee resistance. Resistance affects a change program. People generally resist change because of its negative consequences. Every person reacts to change differently. The leader of the organization needs to identify the different responses of the employees and be able to deal with their issues and concerns. The most important response that the leader must be prepared for is resistance. Employees may perceive change as endangering their livelihoods and their workplace social arrangements, or their status in the organization. Others know that their specialized skills will be rendered less valuable after a major change. The research tries to find the relation between organizational culture where employees used to work, and the organizational changes. Hofstede dimensions is used to characterized the organizational culture to and relate kind of organizational culture with employees attitude to change. Research Objectives The research has objective of finding the relation between organizational culture and response to organizational change; the research, will determine which one of Hofstede cultural dimensions has larger weight affecting the employees reaction for change, as well as how organizational culture can affect response to change. Research Hypotheses The Research is based on two hypotheses; each of them is related together. First, considers the organizational culture and its characterization with Hofstede cultural dimensions; while the second relates organizational culture with organizational change. The two hypotheses are: H1: Organizational culture is characterized Hofstede cultural dimensions. H2: employees response to change is related with organizational culture. Conceptual Framework Many models and theories have been developed trying to look at organizational change; each is looking the process from different point of view. The modern models for organizational change are:(Kezar, 2001),(Cameron , Green, 2004) Evolutionary Teleological Life Cycle Dialectical Social Cognition Cultural Bullock and Batten, planned change; Kotter, eight steps; Beckhard and Harris, change formula; Nadler and Tushman, congruence model; William Bridges, managing the transition; Carnall, change management model; Senge, systemic model; Stacey and Shaw, complex responsive processes; Some of these approaches are discussed later; while the research is based on relating these approaches, with Hofstede cultural dimensions:(Harris, Moran , Moran, Judith, 2004) 1. Power distance 2. Uncertainty avoidance 3. Individualism 4. Masculinity Research has the roadmap as illustrated in Figure 1 . Organizational culture Organizational Change Process Hofstede cultural dimensions Characterization of organizational culture Drivers of organizational change Employee reaction Figure 1 Research road map The above figure illustrates how research theoretical framework is constructed, based on this and beginning with the concept of organizational change, forces behind organizational change is searched , its types, and theories explaining organizational changes, as well as employees response to that change. On the other hand, Hofstede cultural dimensions are studies to formulate the hypothesis linking these two concepts together. A survey is then investigates the validity of these hypothesis, in the same time if valid it will results in weight of each dimension on the response of change. Research structure The research is constructed from five chapters; first chapter introduces a research problem statement; research objectives and conceptual framework; the second chapter introduces a literature review about the organizational change, Hofstede cultural dimensions, and employees response to change, the operational definitions are stated with the most suitable form research point of view. Chapter three discussed the research methodology, method, and sampling; data collection plan and data analysis is stated as well. Findings of the research are presented in chapter four, as well as the analysis of the data. Finally, chapter five is the conclusion ad recommendations. Chapter 2 Literature Review Introduction In this chapter, a review of literature is introduced; the review includes references of books and scientific publications in recent years. As well, definitions of keywords are introduced, based on operational definitions of terms used in the research. What is Organizational change? Organizational change can be defined as the difference in form, quality, or state over time in an organizational entity.(de Ven, Andrew, 2004) where Culture is defined as a set of meanings and values shared by a group of people.(Alvesson, 2002), so relating the organizational change to organizational culture we can define organizational culture as a specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. ; the research will define the point under consideration of resistance to change as a Negative emotional, cognitive, and intentional responses to change (de Ven, Andrew, 2004) where magnitude of change is the magnitude of change represents a continuum ranging from fine-tuning changes, such as employee training, to radical organizational changes, such as reengineering and mergers. Changes (Pasmore, Woodman, 2007). Organizational change models Modeling the process of change is an important issue; this modeling can facilitate the process of monitoring change, assessing the results (for both Macro and micro levels); models also can explain the reason behind changes happen, its driving forces, and its consequences. The following sections discusses the early theories addressed the organizational change, followed by discussing the modern theories. Categories of Theories and Models of Organizational Change Evolutionary model The model assumes that the change process is dependent on circumstances, situational variables, and the environment faced by each organization. Social systems as diversified, interdependent, complex systems evolve over time naturally. However, evolution is deterministic, and people have only a minor impact on the nature and direction of the change process. The model focus on the inability of organizations to plan for and respond to change, and their tendency to manage change as it occurs. The emphasis is on a slow process, rather than discrete events or activities. Change happens because the environment demands change for survival. The assumptions in these theories range from managers having no ability to influence adaptability to managers having significant ability to be proactive, anticipating changes in the environment. As seen ; The theory ignores important environmental variables, and ignores the complexity of organizational life (Kezar, 2001) by focusing on a few factors within the external and internal environment, such as resources and size of organization. Environmental disturbance and constraints are overemphasized. Teleological model The model assumes that organizations are purposeful and adaptive. Change occurs because leaders, change agents, and others see the necessity of change. The process for change is rational and linear, as in evolutionary models, but individual managers are much more instrumental to the process. Internal organizational features or decisions, rather than the external environment, motivate change. Key aspects of the change process include planning, assessment, incentives and rewards, stakeholder analysis and engagement, leadership, scanning, strategy, restructuring, and reengineering. At the center of the process is the leader, who aligns goals, sets expectations, models, communicates, engages, and rewards. Strategic choices and human creativity are highlighted. Goal formation, implementation, evaluation, and modification based on experience are an ongoing process. New additions to the repertoire of management tools include collaborative culture definition, large group engagement processes, and individual in-depth interventions. The outcome of the change process is similar to that in evolutionary models: new structures or organizing principles.(Kezar, 2001) Based on above , it can be concluded that , the model analyzes the change process strategy as based on technological terms like reengineering, planning, assessment, restructuring; which is more realistic than other psychological terms like motivation. It also assumes that the process of change is controllable by managers and stockholders. The emphasis on the role of people and individual attitudes to the change process was introduced, especially in research on resistance to change. The ability to, at times, forecast or identifies the need for change was an important contribution, helping organizations to survive and prosper in what otherwise would have been difficult times. The main criticisms relate to the overly rational and linear process of change described within the model. Researchers of second-order change demonstrate a chaotic process and find management models to be lacking needed information on the importance of culture and social cognition.(Kezar, 2001) Dialectical model The model assumes that organizations pass through long periods of evolutionary change and short periods of revolutionary change, when there is an impasse between the two perspectives. An organizations polar opposite belief systems eventually clash resulting in radical change. Conflict is seen as an inherent attribute of human interaction. The outcome of change is a modified organizational ideology or identity. Predominant change processes are bargaining, consciousness-raising, persuasion, influence and power, and social movements. Leaders are the key within any social movement and are a central part of these models .collective action is usually the primary focus. Progress and rationality are not necessarily part of this theory of change; dialectical conflict does not necessarily produce a better organization.(Kezar, 2001) It is seen that, this model provided explanation for regressive change and highlighted irrationality.(Kezar, 2001) The model does not take the effect of the environment upon the change processes. Cultural model Most models of change describe organizations as rational places with norms and rules. The major contribution of cultural models to the change literatures their emphasis on irrationality (also emphasized in dialectical models), the spirit, or unconscious, and the fluidity and complexity of organizations. The model assumes that change occurs naturally as a response to alterations in the human environment; cultures are always changing. Cultural and dialectical models often overlap with the image of social movements as an analogy for cultural and political change. The change process tends to be long-term and slow. Change within an organization entails alteration of values, beliefs, myths, and rituals. There is an emphasis on the symbolic nature of organizations, rather than the structural, human, or cognitive aspects emphasized within earlier theories. History and traditions are important to understand, as they represent the collection of change processes over time.(Kezar, 2001) Change can be planned or unplanned, can be regressive or progressive, and can contain intended or unintended outcomes and actions. Change tends to be nonlinear, irrational, non-predictable, ongoing, and dynamic. Some cultural models focus on the leaders ability to translate the change to individuals throughout the organizations through the use of symbolic actions, language as the key to creating change. If there is an external motivator, it tends to be legitimacy, which is the primary motivator within the cultural model, rather than profit or productivity, which exemplify the teleological and environmental models. It is obvious that the model simplifies the culture as it can be easily handled or understood; but this actually not the case; other complex models to handle culture effect on change is introduces but not easy to apply. Organizational change theories and models (Cameron , Green, 2004) Lewin, three-step model: organism, machine Kurt Lewin developed his ideas about organizational change from the perspective of the organism metaphor. His model of organizational change is well known and much quoted by managers. Lewin is responsible for introducing force field analysis, which examines the driving and resisting forces in any change situation. The underlying principle is that driving forces must outweigh resisting forces in any situation if change is to happen. it assumes that ; if the desire of a manager is to speed up the executive reporting process, then either the driving forces need to be augmented or the resisting forces decreased; or even better, both of these must happen. Lewin proposed that organizational changes have three steps. The first step involves unfreezing the current state of interactions. This means defining the current state, surfacing the driving, resisting forces, and picturing a desired end-state. The second step is about moving to a new state through participation and involvement. The third step focuses on refreezing and stabilizing the new state of affairs by setting policy, rewarding success, and establishing new standards. Figure 2 Lewins three-step model Source: Lewin (1951) Lewins model is good, and can be considered as a fundamental base for further study or theory The model is seen as plan of actions, which can be used to make the change, rather than a model of change Model. It also ignores the assumption of the organism metaphor that groups of people will change only if there is a felt need to do so. (Mills, Dye and Mills, 2009) The change process can then turn into an un-well studied plan that does not tackle resistance and fails to harness the energy of the key players. The effect of culture also is ignored in this model. Bullock and Batten, planned change: machine Bullock and Battens (1985) phases of planned change draw on the disciplines of project management; there are many similar steps to changing your organization models. This particular approach implies the use of the machine metaphor of organizations. The model assumes that change can be defined and moved towards in a planned way. A project management approach simplifies the change process by isolating one part of the organizational machinery in order to make necessary changes, for example developing leadership skills in middle management, or reorganizing the sales team to give more engine power to key sales accounts. this approach implies that the organizational change is a technical problem that can be solved with a definable technical solution. The approach also simplify the process of change , but it can not handle complex situation for organizational change , i.e. when organization has complex situation of changing where change drivers and forces are unknown Kotter, eight-steps: machine, political, organism Kotters (1995) proposed eight steps to make change in organization; his model is derived from analysis of his consulting practice with 100 different organizations going through change. His research highlighted eight key lessons, and he converted these into a useful eight-step model. The eight steps are: Establish a sense of urgency, felt-need for change. Form a powerful guiding group. Assembling a powerful group of people who can work well together. Create a vision. Building a vision to guide the change effort together with strategies for achieving this. Communicate the vision. Kotter emphasizes the need to communicate at least 10 times the amount you expect to have to communicate. The vision and accompanying strategies and new behaviors need to be communicated in a variety of different ways. Empower others to act on the vision. This step includes getting rid of obstacles to change such as unhelpful structures or systems. Allow people to experiment. Plan for and create short-term wins. Look for and advertise short-term visible improvements. Plan these in and reward people publicly for improvements. Consolidate improvements and produce still more change. Promote and reward those able to promote and work towards the vision. Energize the process of change with new projects, resources. Institutionalize new approaches. Ensure that everyone understands that the new behaviors lead to corporate success. This eight-step model gives more defined and detailed procedure for change process; the steps are clear and well defined; but it may take more time to implement and, maybe, it would be difficult to follow strictly. The approach did not refer to the situation of inability of achieving one-step; and how it can be handled. Beckhard and Harris, change formula: organism Beckhard and Harris (1987) developed a formula of change that defines some parameters to take into consideration Figure 3. Figure 3 Source: (Cameron , Green, 2004) Factors A, B, and D must outweigh the perceived costs X for the change to occur. If any person or group whose commitment needed is not sufficiently dissatisfied with the present state of affairs A, eager to achieve the proposed end state B and convinced of the feasibility of the change D, then the cost X of changing is too high, and that person will resist the change. Resistance is normal and to be expected in any change effort. Resistance to change takes many forms; change managers need to analyze the type of resistance in order to work with it, reduce it, and secure the need for commitment from the resistant party. The formula is sometimes written (A x B x D) > X. This adds something useful to the original formula. The multiplication implies that if any one factor is zero or near zero, the product will also be zero or near zero and the resistance to change will not be overcome. This means that if the vision is not clear, or dissatisfaction with the current state is not felt, or the plan is obscure, the likelihood of change is severely reduced. These factors (A, B, D) do not compensate for each other if one is low. All factors need to have weight. This formula is simple but in the same time useful. It illustrates the factors affecting change process; if each party in the process applies in this formula, it will help determining the weak points, and help enhance the performance in each phase of change. On the other hand; the formula gives each factor the same weight, and did not correlate any of these factors together; which may be in accurate. Stacey and Shaw, complex responsive processes There is yet another school of thought represented by people such as Ralph Stacey (2001) and Patricia Shaw (2002). These writers use the metaphor of flux and transformation to view organizations. The implications of this mode of thinking for those interested in managing and enabling change are significant: Change, or a new order of things, will emerge naturally from clean communication, conflict, and tension (not too much). As a manager, you are not outside of the system, controlling it, or planning to alter it, you are part of the whole environment. In Patricia Shaws book Changing Conversations in Organizations, rather than address the traditional questions of How do we manage change? she addresses the question, How do we participate in the ways things change over time? This writing deals bravely with the paradox that our interaction, no matter how considered or passionate, is always evolving in ways that we cannot control or predict in the longer term, no matter how sophisticated our planning tools. As a first look, the model seems to be passive one; it discards the ability of making change goes as we want; also, it assumes that change is an ongoing process by itself, we have no control upon it; all we have to do is to watch and participate in it with a limited role. This can be translated to practical as follow: Managers have to decide what business the organization is in, and stretch peoples thinking on how to adapt to this. Ensure that there is a high level of connectivity between different parts of the organization, encouraging feedback, optimizing information flow, enabling learning. Focus peoples attention on important differences between current and desired performance, between different styles of work and between past and present outcomes. Characterization of organizational culture On the other hand Hofstede cultural dimensions will be used to characterize the organizational culture and can be defined as psychological dimensions, or value constructs, which can be used to describe a specific culture (Harris, Moran , Moran, Judith, 2004). where Hofstede has defined 4 dimensions to define culture ,first is the Power distance is The extent to which a society accepts that power in institutions and organizations is distributed unequally.(Harris, Moran , Moran, Judith, 2004), second dimension is uncertainty avoidance, is the extent to which a society feels threatened by uncertain or ambiguous situations. (Harris, Moran , Moran, Judith, 2004), third dimension is Individualism, which is loosely knit social framework in a society in which people are supposed to take care of themselves and of their immediate families only.(Harris, Moran , Moran, Judith, 2004); and Collectivism, which is the opposite, occurs when there is a tight social framework in which people distinguis h between in-groups and out-groups; they expect their in-group (relatives, clan, organizations) to look after them, and in exchange for that owe absolute loyalty to it .finally; masculinity is The extent to which the dominant values in society are assertiveness, money, and material things, not caring for others, quality of life, and people. (Harris, Moran , Moran, Judith, 2004) Hofstede cultural dimensions The pioneering work on cultural measurement could be credited to Hofstede (1980). In the earlier stage, Hofstede identified four dimensions of culture and highlights the most important culture differences in a multinational organization. The four dimensions are individualism versus collectivism, power distance, uncertainty avoidance and masculinity and femininity. These four dimensions were initially detected through the comparison of the value among the employees and managers working in 53 national subsidiaries of the IBM Corporation. Dr. Geert Hofstede, believes that culture counts and has identified four dimensions of national culture:(Harris, Moran , Moran, Judith, 2004) 1. Power distance: indicates the extent to which a society accepts that power in institutions and organizations is distributed unequally. 2. Uncertainty avoidance: indicates the extent to which a society feels threatened by uncertain or ambiguous situations. 3. Individualism: refers to a loosely knit social framework in a society in which people are supposed to take care of themselves and of their immediate families only. Collectivism, the opposite, occurs when there is a tight social framework in which people distinguish between in-groups and out-groups; they expect their in-group (relatives, clan, organizations) to look after them, and in exchange for that owe absolute loyalty to it. 4. Masculinity: with its opposite pole, femininity, expresses the extent to which the dominant values in society are assertiveness, money and material things, not caring for others, quality of life, and people. Criticism of Hofstedes cultural dimensions Hofstedes work on culture is the most widely cited in most of studies. His observations and analysis provide scholars with a highly valuable insight into the dynamics of cross-cultural relationships. However, his work does not escape criticism. In this section, most of criticized points will be listed and discussed.(Jones , 2007) Relevancy Many researchers allude a survey is not an appropriate instrument for accurately determining and measuring cultural disparity. This is especially apparent when the variable being measured is a value which culturally sensitive and subjective. Hofstede addresses this criticism saying that surveys are one method, but not the only method that was used. During the time of its delivery, there was very little work on culture, and at this time many businesses were just entering the international arena and were experiencing difficulties; they were crying out for credible advice. Hofstedes work met and exceeded this demand for guidance. This actually is very convincing for researcher to base their research on Hofstedes work. Cultural Homogeneity This criticism is perhaps the most popular. Hofstedes study assumes the domestic population is a homogenous whole. However, most nations are groups of ethnic units. Analysis is therefore constrained by the character of the individual being assessed; the outcomes have a possibility of arbitrariness. On the other hand, Hofstede tends to ignore the importance of community, and the variations of the community influences. This critic is somewhat true; but if we will speak about the majority of groups within one culture; as well as the probability of being the individual have the common features of his culture, I do believe that is worth to pursue Hofstedes work. National Divisions Nations are not the proper units of analysis, as cultures are not necessarily bounded by borders. Recent research (Jones , 2007) has found that culture is in fact fragmented across group and national lines. Hofstede points out however that national identity is the only means we have of identifying and measuring cultural differences. This is true, as we can agree that national identity is not the only mean to measure cultural differences; but it is one of them, hence the model still valid , may be less accurate but reliable. One Company Approach A study fixated on only one company cannot possibly provide information on the entire cultural system of a country. Hofstede said he was not making an absolute measure, he was merely gauging differences between cultures, and this style of cross-sectional analysis was appropriate. However, this international organization is worldwide spread, and is considered as a typical example of cultural diversity, so it worth to be considered. Out-dated Some researchers have claimed that the study is too old to be of any modern value, particularly with todays rapidly changing global environments, internationalization, and convergence. Hofstede countered saying that the cross-cultural outcomes were based on centuries of indoctrination, recent replications (Jones , 2007), (Nakata, 2009) have supported the fact that culture will not change overnight. Conclusion about Hofstedes cultural dimensions It is obvious that more research is needed to evaluate culture in terms of contemporary standards. However, Hofstedes work has controversy surroundings; the work is still quite high, as it remains the most valuable work on culture. Based on the theoretical and practical value of Hofstedes work, research hypothesis refers to its effect on employs reaction toward organizational changes; and this will be investigated. Resistance to change Resistance to change has been an important area of inquiry. In fact, the importance placed on this issue might lead one to believe that resistance is inevitable when change is being implemented. Newer research (Mills, Dye and Mills, 2009) indicates that this is not always so. On the contrary, some people embrace change and become bored and uninterested if change is not imminent. Some researchers (Wei , 2003) argue that the younger generations of workers are more used to a constant rate of change, are more adept at change, and actually expect to be moving forward constantly. Despite this, resistance to change can and does occur just not all the time by everybody. Given that, resistance to change can be a very real problem for those leading change. Patrick Connor and Linda Lake argue that; (Mills, Dye and Mills, 2009) people tend to resist change or alterations of the status quo. This resistance is broader than simple opposition to a particular change; more widespread than a particular groups or individuals refusal to accept a specific change. There is simply the wish in most people to maintain the consistency and comfort that the status quo holds. This generalized resistance to change stems from a variety of sources. Although their theory of resistance is one of the many that seem to indicate all people will resist change all of the time, their framework is still quite helpful. It creates a framework for understanding why resistance may be happening, when it happens. Employees response to change There are three general forms of responses to system changes: (de Ven, Andrew, 2004) Negative feedback loops. These system responses attempt to attenuate or eliminate the impact of the change on the system. Positive feedback loops. These system responses magnify the impact of the change on the system. This can be in the form of switching (before, during, or after the event) to alternative structures or functions, increased disorder beyond what is directly produced by the change event itself and, if the increased disorder is extreme enough, either creative innovation or collapse. No response. The system may give no apparent response to a given event: This may occur because either the group failed to note the event, or assumed it would not alter the groups fitness landscape, or, Some feature of the groups history, its self-regulatory processes, and/or its routines prevented or impeded response. Alternatively, an apparent no response may be an artifact of the observation process.

The Influence on the Beatles on American Culture Essay -- The British

The Beatles were more than their music. They influenced the lives of millions of people unlike any musicians before them. They were the first and most popular band in one of the most important music movements in American history, the British Invasion. The year 1964 was the year both the British Invasion and â€Å"Beatlemania† came to America and forever changed the landscape of music in the United States by introducing the genre of pop, as it is today. The Beatles changed the rules of music. Many things that are considered normal now were pioneered by the Beatles such as: creating compilation albums, expressing their views on world happenings through the media, musicians in movies, and even mass media advertising. The beatles influenced American culture more than any other musical artist in history (Holmes, 2012). Prior to the Beatles’ arrival to the United States in 1964, American society was in a valley of negativity. The following were some of the big headlines the American people had to endure: President John F. Kennedy, one of the most popular presidents ever, was assassinated in November of 1963. President Lyndon B. Johnson was increasing U.S. involvement in Vietnam, which was also creating tax increases, all despite the protests of millions of Americans. Policemen on national television were beating Martin Luther King Jr.’s followers. All of this negative publicity surrounding the American public had the people, especially the youth, needing something to take their mind off of the depression going on all around them. â€Å"The Beatles – with their cheeky wit and catchy, upbeat pop songs – proved to be the perfect anecdote for America’s collective depression† (Harry, 2004). Luckily for the American public and... .... "The Beatles." City Portal Liverpool. N.p., n.d. Web. 17 May 2015. . A Brief History "The Beatles: It Was 40 Years Ago That They Began to Play." News Center. Richard Aquila, n.d. Web. 17 May 2015. . "The Beatles: Most Influential Band of All Time." Hub Pages. N.p., 4 May 2012. Web. 15 May 2015. "The British Invasion." Survey of American Popular Music. Mus273, n.d. Web. 17 May 2015. . "History of The Beatles." Beatle Tribute Bands. @lphaENTERTAINMENT, 2007. Web. 17 May 2015. .

Blue Crush Film Review :: essays research papers

Striving for Respect â€Å"These waves are for the big boys†   Ã‚  Ã‚  Ã‚  Ã‚  My film review is on the movie Blue Crush for my topic â€Å"Women competing with the men.† The movie is directed by John Stockwell and is written by Lizzy Weiss. The basic for the movie is that the main character Anne Marie is a surfer trying to make it big and become sponsored. She has to earn the respect of her friends, herself and the respect of the men surfers who ride the pipeline. She has to overcome her fears and conquer her own limits.   Ã‚  Ã‚  Ã‚  Ã‚  Anne Marie’s goal is to become a big wave surfer and to do that she needs to conquer her fears and overcome the critics who say a girl can’t ride the big waves like the boys. Anne Marie has many obstacles to overcome through the movie. First she has to take care of her little sister Penny, second she has to make money to pay rent, and third then she has to work and train for the Pipe Masters surf competition. Besides her obvious goals she has to earn the respect of herself to surf with the guys. A quote from the movie is when a guy surfer Eden says to Anne Marie:   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"These waves are for the big boys.† (Blue Crush 2002) This shows that the men don’t think she can compete on the same big waves as they do. At one point in the movie when she goes out to try and prove herself to the guys, they clear the wave so that she can take it. She hesitates and doesn’t take the first couple waves. Her fear overcomes her and she looks weak in the eyes of the guys. The fear of failure is the driving force in what holds her back in become a great surfer period. It's not holding her back just in the female surfing world but the male and female surfing world as a whole.   Ã‚  Ã‚  Ã‚  Ã‚  A strong moment in the film is where she gets the nerve to test the big waves with the guys and before she goes out to the beach she runs into her ex-boyfriend. He obviously doesn’t think she can hang with the guys and questions her:   Ã‚  Ã‚  Ã‚  Ã‚  Drew: You really think you can surf it for real out there? Anne Marie: Well, Drew, I dated you, I guess I can do anything. (Blue Crush 2002) This shows how she rises to the occasion in face of the guy telling her she can’t do it.

Deception Point Page 78

â€Å"Anyhow, Mike,† the message went on, â€Å"tonight was incredible. Kind of makes you proud to be a scientist, doesn't it? Everyone's talking about how good this looks for NASA. Screw NASA, I say! This looks even better for us! Amazing Seas ratings must have gone up a few million points tonight. You're a star, man. A real one. Congrats. Excellent job.† There was hushed talking on the line, and the voice came back. â€Å"Oh, yeah, and speaking of Xavia, just so you don't get too big a head, she wants to razz you about something. Here she is.† Xavia's razor voice came on the machine. â€Å"Mike, Xavia, you're a God, yada yada. And because I love you so much, I've agreed to baby-sit this antediluvian wreck of yours. Frankly, it will be nice to be away from these hoodlums you call scientists. Anyhow, in addition to baby-sitting the ship, the crew has asked me, in my role as onboard bitch, to do everything in my power to keep you from turning into a conceited bastard, which after tonight I realize is going to be difficult, but I had to be the first to tell you that you made a boo-boo in your documentary. Yes, you heard me. A rare Michael Tolland brain fart. Don't worry, there are only about three people on earth who will notice, and they're all anal-retentive marine geologists with no sense of humor. A lot like me. But you know what they say about us geologists-always looking for faults!† She laughed. â€Å"Anyhow, it's nothing, a minuscule point about meteorite petrology. I only mention it to ruin your night. You mig ht get a call or two about it, so I thought I'd give you the heads-up so you don't end up sounding like the moron we all know you really are.† She laughed again. â€Å"Anyhow, I'm not much of a party animal, so I'm staying onboard. Don't bother calling me; I had to turn on the machine because the goddamned press have been calling all night. You're a real star tonight, despite your screwup. Anyhow, I'll fill you in on it when you get back. Ciao.† The line went dead. Michael Tolland frowned. A mistake in my documentary? Rachel Sexton stood in the restroom of the G4 and looked at herself in the mirror. She looked pale, she thought, and more frail than she'd imagined. Tonight's scare had taken a lot out of her. She wondered how long it would be before she would stop shivering, or before she would go near an ocean. Removing her U.S.S. Charlotte cap, she let her hair down. Better, she thought, feeling more like herself. Looking into her eyes, Rachel sensed a deep weariness. Beneath it, though, she saw the resolve. She knew that was her mother's gift. Nobody tells you what you can and can't do. Rachel wondered if her mother had seen what happened tonight. Someone tried to kill me, Mom. Someone tried to kill all of us†¦ Rachel's mind, as it had for several hours now, scrolled through the list of names. Lawrence Ekstrom†¦ Marjorie Tench†¦ President Zach Herney. All had motives. And, more chillingly, all had means. The President is not involved, Rachel told herself, clinging to her hope that the President she respected so much more than her own father was an innocent bystander in this mysterious incident. We still know nothing. Not who†¦ not if†¦ not why. Rachel had wanted to have answers for William Pickering but, so far, all she'd managed to do was raise more questions. When Rachel left the restroom, she was surprised to see Michael Tolland was not in his seat. Corky was dozing nearby. As Rachel looked around, Mike stepped out of the cockpit as the pilot hung up a radiophone. His eyes were wide with concern. â€Å"What is it?† Rachel asked. Tolland's voice was heavy as he told her about the phone message. A mistake in his presentation? Rachel thought Tolland was overreacting. â€Å"It's probably nothing. She didn't tell you specifically what the error was?† â€Å"Something to do with meteorite petrology.† â€Å"Rock structure?† â€Å"Yeah. She said the only people who would notice the mistake were a few other geologists. It sounds like whatever error I made was related to the composition of the meteorite itself.† Rachel drew a quick breath, understanding now. â€Å"Chondrules?† â€Å"I don't know, but it seems pretty coincidental.† Rachel agreed. The chondrules were the one remaining shred of evidence that categorically supported NASA's claim that this was indeed a meteorite. Corky came over, rubbing his eyes. â€Å"What's going on?† Tolland filled him in. Corky scowled, shaking his head. â€Å"It's not a problem with the chondrules, Mike. No way. All of your data came from NASA. And from me. It was flawless.† â€Å"What other petrologic error could I have made?† â€Å"Who the hell knows? Besides, what do marine geologists know about chondrules?† â€Å"I have no idea, but she's damned sharp.† â€Å"Considering the circumstances,† Rachel said, â€Å"I think we should talk to this woman before we talk to Director Pickering.† Tolland shrugged. â€Å"I called her four times and got the machine. She's probably in the hydrolab and can't hear a damn thing anyway. She won't get my messages until morning at the earliest.† Tolland paused, checking his watch. â€Å"Although†¦ â€Å" â€Å"Although what?† Tolland eyed her intensely. â€Å"How important do you think it is that we talk to Xavia before we talk to your boss?† â€Å"If she has something to say about chondrules? I'd say it's critical. Mike,† Rachel said, â€Å"at the moment, we've got all kinds of contradictory data. William Pickering is a man accustomed to having clear answers. When we meet him, I'd love to have something substantial for him to act on.† â€Å"Then we should make a stop.† Rachel did a double take. â€Å"On your ship?† â€Å"It's off the coast of New Jersey. Almost directly on our way to Washington. We can talk to Xavia, find out what she knows. Corky still has the meteorite sample, and if Xavia wants to run some geologic tests on it, the ship has a fairly well-equipped lab. I can't imagine it would take us more than an hour to get some conclusive answers.† Rachel felt a pulse of anxiety. The thought of having to face the ocean again so soon was unnerving. Conclusive answers, she told herself, tempted by the possibility. Pickering will definitely want answers. 92 Delta-One was glad to be back on solid ground. The Aurora aircraft, despite running at only one-half power and taking a circuitous ocean route, had completed its journey in under two hours and afforded the Delta Force a healthy head start to take up position and prepare themselves for the additional kill the controller had requested. Now, on a private military runway outside D.C., the Delta Force left the Aurora behind and boarded their new transport-a waiting OH-58D Kiowa Warrior helicopter. Yet again, the controller has arranged for the best, Delta-One thought. The Kiowa Warrior, originally designed as a light observation helicopter, had been â€Å"expanded and improved† to create the military's newest breed of attack helicopter. The Kiowa boasted infrared thermal imaging capability enabling its designator/laser range finder to provide autonomous designation for laser-guided precision weapons like Air-to-Air Stinger missiles and the AGM-1148 Hellfire Missile System. A high-speed digital signal processor provided simultaneous multitarget tracking of up to six targets. Few enemies had ever seen a Kiowa up close and survived to tell the tale. Delta-One felt a familiar rush of power as he climbed into the Kiowa pilot's seat and strapped himself in. He had trained on this craft and flown it in covert ops three times. Of course, never before had he been gunning for a prominent American official. The Kiowa, he had to admit, was the perfect aircraft for the job. Its Rolls-Royce Allison engine and twin semirigid blades were â€Å"silent running,† which essentially meant targets on the ground could not hear the chopper until it was directly over them. And because the aircraft was capable of flying blind without lights and was painted flat black with no reflective tail numbers, it was essentially invisible unless the target had radar.

Requirements for Higher Level Teaching Assistants (HTLA) Essay

The role of the HLTA is to support learning for all children. Historically Teaching Assistants were none teaching adults who helped qualified teachers carry out day to day preparatory and administrative tasks and provide pastoral care to children (Calyton 1993). In 1998 the Local Government Chronicle published a summary of a Green Paper (LGC 1998) which outlined that a greater number of better trained teaching assistants would be more effective. In order to support learning for all children all support staff need to have a good understanding of how children learn. HLTA’s do not take the role of teacher but needs to have knowledge and understanding of how to work with individual and groups of children or in classes. Training is required to understand the responsibilities that are complex and the level of autonomy they have compared to other classroom support staff. The HLTA will have to take responsibility for tasks that are detailed and specific under the teacher of head teach er that is being assisted. Every HTLA will have different training and development needs as each will have existing skills, knowledge and experience they will need to be able to demonstrate competence in management skills to work and guide other support staff, in line with the schools and head teacher’s requirements. Understanding the curriculum a HTLA will contribute to the creation of education plans and timetables for children. Working in a pastoral capacity the HTLA will need to be able to contribute to healthy and beneficial relationships between parents/carers and the school.The training requirements for the HLTA include the understanding of the HLTA standards and qualifications. Numeracy and Literacy skills are essential in order to maintain the National Occupational Standards (NOS) STL6 Support Literacy and Numeracy activities, as a minimum understanding to NVQ level 2 in English and Math. Training should include development of skills and training in learning strategies in order to be able to ad apt to specific learning needs of individuals and groups. To adequately support teachers and children the HLTA should develop skills and training in curriculum development and delivery. The HLTA should have knowledge and competence in the use of ICT and have the ability to demonstrate the use of basic ICT programmes, use of electronic communication, social media and accessing the internet. The HLTAÂ  will develop knowledge and understanding of Policies, procedures, regulations and laws specially relevant to education, working with young people and schools. The HLTA should be able to identify personal development goals and targets as well as have the skills, knowledge and experience to assess other individuals. Within the role of HLTA the development and maintenance of relationships at all levels is key to the enabling children and young people to develop to the maximum of their individual ability, encouraging them to higher aspirations and achievements. The HLTA will need know and understand the mandatory policies, practices, activities that promote inclusion as well as a working knowledge of the requirements of health, hygiene and safety in a school environment. What are the National Occupational Standards (NOS)? What Purpose do they serve? The National Occupational Standards were developed in conjunction with school leaders to give clear guidance and standards to describe the support staff role within the classroom and school. The standards set out what Teaching Assistants who are working at a higher level need to know and what they are able to do. Some of the elements of the NOS are applicable to other industries and commercial roles, these elements primarily involve development of staff identifying development needs and improving staff performance for business benefit. The clarity of the standards provides structure for a wide range of training and development, without being prescriptive. Schools can access a range of options to meet their specific needs and standards within their school curriculum and staffing capacity and capability. The key benefits of the NOS are that they are transparent and provide clarity that enables schools to manage the recruitment, development and progression of support staff. There are 69 elements within the 33 NOS standards which assessed through demonstration These are broken down into:- Professional values and practice (standards 1-7) Encouraging children and young adults to have high expectations to achieve their full potential in school and adult life. Building relationships based on respect and trust with children, young people, colleagues, parents and carers. Personal development of knowledge Professional knowledge and understanding (standards 8-16) Within this section HLTA’s must demonstrate through practice that ehy Understand diversity and key factors that affect children and young people’s learning and progress They have sufficient understanding of their area(s) of expertise to develop learning They have a level 2 qualification or above English and Mathematics Know how to use ICT to support their professional activities Understand the curriculum , statutory and non statutory frameworks and can relate it to age range and abilities. Understand content, objectives and intended outcomes for specific learning activities. Know how to support learners accessing the curriculum in accordance with Special Educational Needs (SEN) code of practice and disabilities legislation Know how other frameworks, that support the development and wellbeing of children and young people impact on their practice. Professional Skills working under the direction and supervision of an assigned teacher and in accordance with arrangements mad e by the head teacher of the school. Planning and expectations (standards 17 – 21) Use of their area of expertise contribute the the planning and preparation of learning activies and plan their role in learning activities Plan and devise clearly structured activities that interest, motivate and advance learning as well as supporting inclusion of children and young people in their learning activities Contribute to the selection and preparation of resources suitable for learning Monitoring and assessment (standards 22-26) Monitor learners ‘ responses and progress and modify approaches and provide focused feedback Support the evaluation of learners’ progress using a range of assessments techniques Contribute to maintaining and analysing records of learners’ progress Teaching and Learning activities (standards 26 – 33) Recognise and respond appropriately to situations that challenge equality of opportunity and use effective strategies to promote positive behaviours’. Use ICT skills to advance learning Advance learning when working with individuals, small groups and classes without the presence of the assigned teacher Organise and manage learning activities in ways which keep learners safe Direct the work where relevant, of other adults in supporting learning. How do Higher Level Teaching Assistants support children in school? The HLTA role is to assist the teaching staff to support the learning of individuals and groups. They work with greater autonomy than other classroom support but do not replace the role of the teacher. Helping manage and provide guidance to other support staff in their responsibilities and duties. The HLTA will only undertake support activities with agreement and guidance from the teacher or head teacher being assisted, contributing to the development and delivery of education plans and timetables for children. The HLTA will use their experience and knowledge to identify opportunities for improvement in the performance of learners by setting goals and targets for learning and behaviours. The HLTA will monitor and maintain records of learning as well as school records which will include personal information in line with the Data Protection Act 1998. HLTA’s have a more one to one relationship with children assisting with learning through a more sustained interaction, the HLTA will have a roving role as well as a specific allocated individual or group support for learning. HLTA’s have a more generalist approach to learning and offer support to teaching through specialist help e.g. technology skills, counselling, careers advice providing a positive impact on pupil behaviour, discipline and improving social skills. References Research Brief DCSF-RB0287 – ISBN 978 1 84775 111 9 Deployment and Impact of Support Staff in Schools Peter Blatchford, Paul Bassett, Penelope Brown, Claire Martin, Anthony Russell and Robert Webster with Selma Babayigit and Naomi Haywood, Institute of Education, University of London Department of Education, National College for Teaching and Leadership, HLTA programme: Professional Standards TDA, National Occupation Standards booklet, updated October 2010 www.ukessays.com