Comparing Platos Allegory of the Cave and Maimonides Limits of Mans

Plato's Allegory of the Cave and Maimonides' Limits of Man's Intellect      Ã‚   Enlightenment is the key subject of both Plato's "Allegory" and Moses Maimonides' "Limits of Man's Intellect." To them, obtaining knowledge is life's most significant objective. Plato stresses "the Good" while Maimonides encourages "Perfection" as the aim of this objective. While both authors share compatible thoughts toward the subject of enlightenment, there are key differences between "the Good" and "Perfection" that should be duly noted.    In Plato's "Allegory" we see mankind in a state of imprisonment. What they consider reality is merely shadows that are cast on a cavern wall. This can be linked to Maimonide's essay in that he views man's youth as a kind of imprisonment when it comes to obtaining abstract knowledge. He says it is important to initiate the young and teach them according to their ability to comprehend (296). This I feel is an initial starting point, a state of beginnings similar to man being shackled by the limits of its intellect at youth. In the "Allegory of ...

Dickens Social Commentary in Great Expectations Essay -- GCSE English

Dickens' Social Commentary in Great Expectations  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚   Charles Dickens' Great Expectations stands as one of the most highly revered works in all of English literature. The novel's perennial appeal lies in its penetrating depictions of character, rich panoramas of social milieu, and implicit crusades against social evils.1 Dickens used the growth of his characters in Great Expectations, particularly Pip, in relation to others to write about social reform, and most effectively illustrated this by using the first-person narrative style. In Great Expectations, Charles Dickens has written a social commentary using the development of his characters to illustrate his message. In my paper, I will concentrate on three of the main characters, Magwitch, Miss Havisham, Estella, and Joe Gargery. During the time when he lived, Dickens recognized many evils in society. In Great Expectations he focused on the problem of the whole idea of a class in society. It was a social commentary on society. His way to illustrate the solution to the problem of class in society was "to create characters who can get beyond the limitations and divisions of class identifications and see themselves as responsible humans."2 The people who read Dickens' works were often the kinds of people he was attacking. Dickens lived during the Victorian age which was known as the age of social criticism. Great Expectations was Dickens first attack on class in society.3 Dickens did not come right out and preach about social reform in his novels. He uses his rich characters to illustrate the values and morals he is trying to get across. Great Expectations is a novel of social criticism. In Dickens' opinion the two main social evils were selfishness an... ...ornback, 22. 3. Hornback, 4-5. 4. Hornback, 27-28. 5. Charles Dickens, Great Expectations (New York: Dodd, Mead and Company, 1942), 3. 6. Dickens, 395. 7. Dickens, 68. 8. Dickens, 71 . 9. Dickens, 72. 10. Dickens, 72. 11. Dickens, 598. 12. Dickens, 57. 13. Hornback, 25-26. 14. Hornback, 60.          Works Cited Chesterton, G.K. Charles Dickens: A Critical Study. New York: Dodd, Mead and Company, 1906. Dickens, Charles. Great Expectations. New York: Dodd, Mead and Company, 1942. Hornback, Bert G. Great Expectations: A Novel of Friendship. Boston: Twayne Publishers, 1987. Pearson, Hesketh. Dickens, His Character, Comedy, and Career. New York: Harper and Brothers Publishers, 1949. Priestley, J.B. Charles Dickens and His World. New York: Charles Scribner's Sons, 1961.   

Physics Dot Points Prelim

Physics syllabus dot point summary Nathan Kulmar 8. 2. 1. 1 describe the energy transformations required in one of the following: – mobile telephone – fax/modem – radio and television Energy is stored as chemical energy in the phone’s battery. Chemical energy is transformed into electrical energy to operate the phone.The microphone converts sound energy in to electrical energy. Antanna converts electrical to electromagnetic energy to send a siginal. The receiver speaker converts electric energy in to sound energy. 8. 2. 1. 2 describe waves as a transfer of energy disturbance that may occur in one, two or three dimensions, depending on the nature of the wave and the medium The energy from waves may spread out as a disturbance in Dimension- Energy travels in a straight line from the source 2 Dimensions- Energy spreads out in a plane or surface 3 Dimensions- Energy spreads out in to space surrounding the source in all directions 8.2. 1. 3 identify that mechan ical waves require a medium for propagation while electromagnetic waves do not Mechanical waves: require a medium, solid, liquid or gas to transfer energy. Electromagnetic waves: which don’t require a medium for transfer of energy. 8. 2. 1. define and apply the following terms to the wave model: medium, displacement, amplitude, period, compression, rarefaction, crest, trough, transverse waves, longitudinal waves, frequency, wavelength, velocity Medium: is what isn’t need for the electromagnetic spectrum to travel. Displacement: the distance from the point of equilibrium to the wave Amplitude: the distance to the point of maximum displacement Period: time taken o complete a single wave length Compression: an area where partials are pushed togetherRarefaction: point where a partial reaches it’s maximum displacement vertically down Crest: the point where a partial reaches it’s maximum displacement vertically up Trough: the point where a partial reaches itâ⠂¬â„¢s maximum displacement vertically down Transverse waves: the direction of travel is at right angles to the oscillation (figure 2) Longitudinal waves: the direction of travel is parallel to the oscillation (figure 1) Frequency: the number of oscillations that pass a point in a second.V. remoteMissilesNight visibility gogglesSoft tissue treatment| Microwaves| Antenna| MobilesSending info. Cooking| Radio waves| Antenna| CommunicationAstronomy| 8. 2. 3. 4 explain that the relationship between the intensity of electromagnetic radiation and distance from a source is an example of the inverse square law I? 1d2 The intensity of the electromagnetic radiation is proportional to 1 divided by the distance squared. As the waves travel further from the point of origin they spread out and become less intense. I=k/d2 I=intensity k=constant d= distance 8. 2. 3. outline how the modulation of amplitude or frequency of visible light, microwaves and/or radio waves can be used to transmit informatio n Information is converted into a wave and then placed on a carrier wave. It uses the properties of superposition to place the wave on to the carrier wave. Digital is made up of a series of one’s and zero’s. Digital encoding is made in to binary and are transmitted via light, microwaves, television waves and waves from the electromagnetic spectrum. There are two types of analogue transition one is AM. AM stands for Amplitude Modulation.This works by a using a high frequency carrier wave which has the modulation signal placed on it. Frequency will remain the same but amplitude will change. The other Form is FM. This stands for Frequency Modulation. A wave is frequency is chosen as the carrier wave and the modulation signal is placed on the carrier wave. Amplitude stays the same. 8. 2. 3. 6 discuss problems produced by the limited range of the electromagnetic spectrum available for communication purposes All EMR (electromagnetic radiation) will suffer attenuation (reduct ion in intensity) as they pass through the atmosphere or any other material.As the earth is bombarded with UV radiation from the sun the ionosphere becomes charged. This can cause problems such as ghosting which is a double image on your T. V. screen. Also large portions of EMR are unable to be used because they are too dangerous such as Gamma-rays and X-rays. Ultraviolet and visible are too difficult to produce and encounter too much interference. Near infrared and infrared also have difficult because of impurities in optical fibbers will absorbed the light. Microwaves and T. V. waves require line of sight to be practical. . 2. 4. 1 describe and apply the law of reflection and explain the effect of reflection from a plane surface on waves Electromagnetic waves may be reflected from a plane surface and they must obey the Law of Reflection: Angle of incidence equals the angle of reflection Incident ray, reflected ray and normal must all be in the same plane. 8. 2. 4. 2 describe ways in which applications of reflection of light, radio waves and microwaves have assisted in information transfer Light is used in optical fibbers to transmit data.The light is reflected off the inside of the glass tube and can carry multiple messages at the same time in a single fibber. Radio waves are reflected off the ionosphere to that they can travel a longer distance. Microwaves send transitions to satellites where they are reflected back through the atmosphere to earth. 8. 2. 4. 3 describe one application of reflection Plane surfaces Mirrors. They allow people to look at their bodies without distortion. Concave surfaces Satellite dishes. They focus incoming rays to a single point called the focus and energised the signal at this point. Convex surface Rear vision mirrors.They allow a large field of view in a small area but will give the viewer a false scene of distance Radio waves being reflected by the ionosphere Radio waves are reflected off the ionosphere to provide a greater distance to which a listener can be from the source of the broadcast. 8. 2. 4. 4 explain that refraction is related to the velocities of a wave in different media and outline how this may result in the bending of a wavefront Refraction is the phenomenon where waves appear to bend as the waves pass from one medium to another. If wavefronts strike a boundary at any other angle other than 90 ° than a change of speed will occur.If a wave goes from one medium to another and the speed is lower than it will bend towards the normal. If it goes into a medium where the speed is faster than it will bend away from the normal. The waves bend because the incident ray first strikes the medium it slows down and the rest of the ray continues at the same speed until it makes contact with the medium. It is the wavelength that changes not the frequency. 8. 2. 4. 5 define refractive index in terms of changes in the velocity of a wave in passing from one medium to another The refractive index is the ra tio of the two wave velocities during the efraction. The refractive index is a measure of how much the light bends. 8. 2. 4. 6 define Snell’s Law: V1V2=sin isin r V1 and V2 are the speeds of the waves in wave in the different mediums. Sin i is the angle of incidence and sin r is the angle of reflection. It is the relationship between speed, wavelength and angles of incidence refraction was determined experimentally by Willebrorod Snell and is known as Snell’s law. 8. 2. 4. 7 identify the conditions necessary for total internal reflection with reference to the critical angle If the critical angle is reached than the angle or reflection is 90 °.When the critical angle is exceeded than the light can’t escape and total internal refraction occurs. The light must be travelling from a medium with a higher refractive index to one with a lower refractive index. 8. 2. 4. 8 outline how total internal reflection is used in optical fibres Optical fibres are one application of total internal refraction. They are made of high purity glass, the central region is called the core and the outer region called the cladding. The cladding confines the light to the core and thus must have a lower refractive index than the core.Once information is digitally encoded, at the transmitting end, the signal is converted from electrical energy to light energy and then transmitted along the optical fibre. The information is sent as a series of coded pulses of light. The pulse is either on or off. At the receiving end it is decoded. 8. 2. 5. 1 identify types of communication data that are stored or transmitted in digital form CD ROMs (Compact Disk Read-Only Memory) these discs store data in digitised form as tiny bits. They are read using a low power laser beam. They cannot be edited and are read only.They are fairly slow to read and can only store 8000Mbytes DVD (Digital Versatile Discs) these disks can hole 5 billion bytes of data, thus making possible the storage of m emory consuming movie length video and sound. GPS (Global Positioning Systems) this worldwide system uses a fleet of 24 satellites that transmit signals constantly. A GPS system, few hundred dollars, can interact with the satellite to pinpoint your latitude, longitude and altitude with in 50m. 8. 3. 1. 1 discuss how the main sources of domestic energy have changed over time.The sources of domestic energy have changed rapidly over time: * 50,000 BC: control of fire: cooking and heating * 10,000 BC: domestication of animals: animal power for transport and ploughing. * 3,000 BC: wind and water power: sailing boats and windmills * 1750 AD: burning of coal begins to replace wood. Steam engines, trains, steam, ships. * 1780-1800: scientific investigations of the properties of electricity. Conflicting theories, scientific curiosity small amounts of energy in batteries. * 1830’s: discover how to generate electricity using a â€Å"dynamo† (generator).Still used in scientific la bs. * 1880-1910: a flood of inventions such as the light bulb, telephone, gramophone and radio were create with electricity. * 1950- : all industrialized nations had become totally converted to electricity for domestic power. 8. 3. 1. 2 assess some of the impacts of changes in, and increased access to, sources of energy for a community Some impacts of charges in sources of energy are: * The use of coal has had a particularly large impact on our society. * Coal burns hot fires to make steel and other metals. Steel major factor that lead to the industrial revolution. * Coal lead to the development of the steam engine. * Pollution and global warming was created. 8. 3. 1. 3 discuss some of the ways in which electricity can be provided in remote locations Use small generators that rotate a coil by a petrol or oil motor. Solar cells and wind generators are also used to convert sunlight and wind into electricity. 8. 3. 2. 1 describe the behaviour of electrostatic charges and the properties of the fields associated with them * Two types of charges positive and negative Charges go away from positive, charges go towards negative * An electrostatic charge is a charge due to an excess or deficiency of electrons. * A body with equal number of protons and electrons will be neutral. * Body has an excess of electron is negatively charged. 8. 3. 2. 2 define the unit of electric charge as the coulomb Electric charge is measured in coulombs the coulomb (c) is the SI unit of electric charge. 1 coulomb = 1c = 6. 25 x10^18 charge = 1. 6 x10^19 charge 8. 3. 2. 3 define the electric field as a field of force with a field strength equal to the force per unit charge at that point: E=FqE = magnitude of electric field (NC-1) Newton per coulomb q = charge (C) coulombs F = force (N) Newton 8. 3. 2. 4 define electric current as the rate at which charge flows (coulombs/ second or amperes) under the influence of an electric field Current is the rate at which charge flows (Csec. or Amperes) un der the influence of an electric field. I= QT I = current Q= charge (coulombs) T= time (sec) 8. 3. 2. 5 identify that current can be either direct with the net flow of charge carriers moving in one direction or alternating with the charge carriers moving backwards and forwards periodically DC = direct currentCharge moves in one direction Direct positive to negative movement AC = alternating current Charge moves back and forth periodically. Directions changes 50 times per second. 8. 3. 2. 6 describe electric potential difference (voltage) between two points as the change in potential energy per unit charge moving from one point to the other (joules/coulomb or volts) Electric potential difference (Voltage) between two points is the change in potential energy per unit charge moving from one point to another (joules/coulomb or Volts). . 3. 2. 7 discuss how potential difference changes between different points around a DC circuit Potential difference can vary at different points around a circuit for example there will be different voltage drops across various resistors, light globes and rheostats which would be different to the voltage rise across the power pack. 8. 3. 2. 8 identify the difference between conductors and insulators Insulators will not allow electricity to flow through them because they have a very high resistance.Conductors have a very low resistance and therefore will allow current to flow through them. 8. 3. 2. 9 define resistance as the ratio of voltage to current for a particular conductor: V=IR V= Voltage I= Current in amps R= Resistance in ohms 8. 3. 2. 10 describe qualitatively how each of the following affects the movement of electricity through a conductor: Length: Resistance is proportional to length; the longer a conductor the greater the resistance Cross sectional area: larger the cross-section the lower the resistance.Temperature: temperature increases ions vibrate increasing resistance. Material: material of a conductor influences resi stance; copper is commonly used for household wiring, gold or silver used when minimal resistance required. 8. 3. 3. 1 identify the difference between series and parallel circuits Series: * There is only one current pathway. * Current is the same throughout the whole circuit * If a series circuit is broken at any point then the electricity cannot flow through it. * Current remains constant and voltage varies (VT=V1+V2+V3).Parallel: * There is more then one current pathway. * All components have the same potential difference across them * In parallel, voltage remains constant and current varies (IT=I1+I2+I3). 8. 3. 3. 2 compare parallel and series circuits in terms of voltage across components and current through them Parallel| Series| VT= V1 = V2 = V3| VT= V1 + V2 + V3| IT=I1 + I2 + I3| IT=I1 = I2 = I3| 8. 3. 3. 3 identify uses of ammeters and voltmeters Ammeters measure the flow of electrons through a point in the circuit.Voltmeters measure the potential difference between two poin ts. 8. 3. 3. 4 explain why ammeters and voltmeters are connected differently in a circuit Ammeter: cannot change the current being measured, must have minimum resistance, current must flow through the ammeter, MUST BE PLACED IN SERIES Voltmeter: measure the penitential difference (voltage) between two points in a circuit, PLACED IN PARALLEL CURCUITS, important that voltmeter has high resistance so that there is not affect on the circuit. 8. 3. 3. explain why there are different circuits for lighting, heating and other appliances in a house In a house there are separate circuits for lighting, heating and other appliances so that appliances that require large amounts of current can still function without over-loading the circuit. If everything was on one circuit there would be too much current used and the wires would become hot and potentially cause a fire. 8. 3. 4. 1 explain that power is the rate at which energy is transformed from one form to another Power is defined as the rate a t which energy is transformed from one form to another. watt=1 W=1J/s 1kW=1000watts P=ET Power ((Joules = watts (W)) = Energy (J) / time (s) 8. 3. 4. 2 identify the relationship between power, potential difference and current Power is the number of joules per second (watts), for every current (I in Amps), Voltage (v in volts) are dissipated. P=VI Power (Watts) = Voltage (V) x Current (A) 8. 3. 4. 3 identify that the total amount of energy used depends on the length of time the current is flowing and can be calculated using: Energy=VIt Electrical energy (joules) = Voltage (volts) x Current (amps) x Time (sec) P=VIPower (Watts) = Voltage (V) x Current (A) P=ET Power ((Joules = watts (W)) = Energy (J) / time (s) 8. 3. 4. 4 explain why the kilowatt-hour is used to measure electrical energy consumption rather than the joule 1kW. h is the energy used by a 1 kW appliance operating for 1 hour. Measuring in joule is a big inconvenient because 1 joule is a very tiny amount of energy. 8. 3. 5. 1 describe the behaviour of the magnetic poles of bar magnets when they are brought close together Magnets have 2 different poles north and south. They can either be attract or repel each other.Opposite poles attract, same poles repel. 8. 3. 5. 2 define the direction of the magnetic field at a point as the direction of force on a very small north magnetic pole when placed at that point The direction of a magnetic field is the direction of force on a very small magnetic north pole placed in the field. The currents from the north pole more towards to the south pole. 8. 3. 5. 3 describe the magnetic field around pairs of magnetic poles Field lines come out of the North and into the south. Field lines never cross. The magnitude of the field is indicated by the density of the field lines. . 3. 5. 4 describe the production of a magnetic field by an electric current in a straight current-carrying conductor and describe how the right hand grip rule can determine the direction of current an d field lines The direction of the magnetic field is described by the right hand rule. Right hand grip rule: Grip wire with right hand, thumb pointing in direction of conventional current, fingers will curl around in the direction of the magnetic field. 8. 3. 5. 5 compare the nature and generation of magnetic fields by solenoids and a bar magnet * A solenoid is a coil of wire. When a current flows in the solenoid it produces a magnetic field around the coil which is similar to that of a bar magnet. * In a solenoid the field continues through the middle as parallel lines. * The direction of the magnetic field inside a solenoid is given by the right hand rule. 8. 3. 6. 1 discuss the dangers of an electric shock from both a 240 volt AC mains supply and various DC voltages, from appliances, on the muscles of the body * The neuromuscular system runs on the movement of electrical changes. An electric current through the body has the effect to disrupt its normal function. A typical respons e of your body’s muscles to an electric shock would be: * Muscles contract so you won’t be able to let go. * Muscles controlling the diaphragm cause it to clamp (can’t breathe) * Heart muscle goes into fibrillation (stops effective beating till heart stops altogether) * Death * Human bodies can withstand ten times as much DC current as AC, AC operates on frequency (50-60 Hz) which is the same frequency our heart operates making AC significantly more lethal than DC. 50-100 mA are the lethal limits for electric shock. 8. 3. 6. describe the functions of circuit breakers, fuses, earthing, double insulation and other safety devices in the home Circuit breakers: they use an electromagnet to mechanically break the circuit. Once the current exceeds the maximum value. Fuses: they prevent overloading of circuits. They are made of a metal with a low melting point. They melt when the current through the circuit exceeds the wiring. They are usually contained in high melting point materials to avoid fires. Earthing: they protect from shock. If an appliance has any metal exposes than it will have the outer cover earthed to protect shock.It works on the bases that there is less resistance through the wire rather than through a person. Double insulation: house hold wiring must be covered by an insulator. Usually made of plastic ((polyvinylchloride, (PVC)) many have double insulating in case the inner insulation melts when the metal gets to hot. 8. 4. 1. 1 identify that a typical journey involves speed changes In a typical car journey, a car may travel at different speeds, accelerate and decelerate, changes direction and stops therefore although there is an average speed for the entire journey, the vehicle does not travel at a constant speed. . 4. 1. 2 distinguish between scalar and vector quantities in equations Scalar quantities are those that specify size (magnitude), but not direction. Vector quantities are defined by both size (magnitude) and direction . Vectors| Scalar| Force| Mass| Velocity| Speed| Displacement| Distance| Acceleration| Work| Momentum| Energy| Magnetic Fields| Power| Electric Fields| Time| 8. 4. 1. 3 compare instantaneous and average speed with instantaneous and average velocity Average Speed = Distance/Total Time Instantaneous Speed is the speed of an object at a particular instant of time.Velocity (v) is the time rate of change of the displacement. It is a vector; it requires both size and direction. It is speed with a direction. Displacement (s) is distance in a given direction. Instantaneous velocity is the velocity at a particular instant, the speed and the direction. Average Velocity is displacement/time. 8. 4. 1. 4 define average velocity as: vav= ? r? t r = s = displacement. Average velocity= change in displacement/ change in time. 8. 4. 2. 1 describe the motion of one body relative to another Motion occurs when an object changes its position relative to other or some co-ordinate system (a frame of refere nce).If a change in direction occurs thorough vector qualities, must be dealt with as vectors. 8. 4. 2. 2 identify the usefulness of using vector diagrams to assist solving problems Vectors qualities have magnitude and direction. Adding Vectors Draw the first vector. Draw the second vector starting from the end of the first. The resultant vector is the line joining the beginning of the first vector to the end of the second. 6km 8km 10km a 6km 8km 10km a Subtracting Vectors V1 – V2 = Change in VChange V = V (f) – V (i) V1 -V2 V1 – V2 V1 -V2 V1 – V2 Change = Final – Initial Change V 8-(-10) = 18 -10m/s 8m/s -10m/s m/s 8. 4. 2. 3 explain the need for a net external force to act in order to change the velocity of an object Forces can internal or external to a system but only the external forces can affect the motion of the system. Net force = sum of all forces. Change in velocity the object must accelerate. An object will remain in constant motion (res t or 0 velocity) unless an unbalanced force acts on the object. To accelerate there must be an outside force acting (Newton’s 1st law). Newton’s first law states that: A body continues in its state of rest or uniform velocity unless acted upon by an unbalanced force. . 4. 2. 4 describe the actions that must be taken for a vehicle to change direction, speed up and slow down Acceleration is defined as the time rate of change of velocity. Acceleration refers to: Speeding Up: this can be done by using the accelerator Slowing Down: this can be done by using the cars brakes Changing Direction: Using the steering wheel 8. 4. 2. 5 describe the typical effects of external forces on bodies including: Friction between surfaces Air resistance There are a number of external forces working on a car and these include: Friction with the Road Air Resistance The weight of the carFriction is a force that we encounter everyday in everything we do. Friction is a force that always opposes m otion. Friction arises when two different materials are in contact with each other. The tires make contact with the road surface and as a result there is friction. This means that the vehicle has traction and does not simply slide. Air Resistance is a form of Friction. As a vehicle moves through the air the two materials, the vehicles body and the air, move past each other. Air resistance limits the speed of the vehicle but it can be minimized by designing a vehicle so that it is aerodynamically shaped. . 4. 2. 6 define average acceleration as: vav= ? r? t therefore vav=v-ut Acceleration is a change in velocity over a certain time period. It can be positive or negative. v= final velocity, u= initial velocity, t= time taken 8. 4. 2. 7 define the terms ‘mass’ and ‘weight’ with reference to the effects of gravity Mass: Is the measure of the amount of matter in an object Measure of inertia (resistance to acceleration) Independent or the effects of gravity Measu red in grams. Weight Is the force of gravity on an object. On earth weight is the mass x 9. 8 Dependent on the amount of massMeasure of the gravity and force on an object Measured in Newton’s. 8. 4. 2. 8 outline the forces involved in causing a change in the velocity of a vehicle when: Coasting with no pressure on the accelerator Friction with the Road Air Resistance Force Pushing car along Pressing on the accelerator The driver is supplying more fuel to the engine. This allows the engine to apply a greater force on the wheels and hence make the car speed up. Velocity and acceleration acting in the same direction. Pressing on the brakes Increasing the friction between the brake pads and the metal discs making it harder for the wheels to turn.Velocity and Acceleration acting in different directions. Passing over an icy patch on the road There is less friction and the wheels can’t get as much grip so they may slide. The car will move at a constant velocity until acted up on by an external force. Climbing and descending hills Friction Air Resistance The cars weight causes it to slow down when going up the hill and speed up when going down the hill Following a curve in the road Centripetal force is causing the car to accelerate as the velocity is changing owing to the change in direction. 8. 4. 2. interpret Newton’s Second Law of Motion and relate it to the equation: F=ma F= Force in Newtons m= mass a= acceleration 8. 4. 2. 10 identify the net force in a wide variety of situations involving modes of transport and explain the consequences of the application of that net force in terms of Newton’s Second Law of Motion The acceleration of an object is proportional to the unbalanced force acting on it and is inversely proportional to the mass. The consequences of net external force acting on a model of transport are acceleration, deceleration and a change of direction in motion.Centripetal force (circular motion) The force causing the turning is always towards the centre of the circle. Force (centripetal) = mv^2/ R R=radius, V= instantaneous velocity, M= mass 8. 4. 3. 1 identify that a moving object possesses kinetic energy and that work done on that object can increase that energy Kinetic Energy is the energy an object possesses because it is moving. Kinetic energy is dependent on the mass and the square of the velocity of the body as indicated by: KE=12mv2 E= kinetic energy (joules) M=mass of the object (kg) V=velocity (m/s)Work (W) is done when a force (F) is moved through a distance (s). Work is the product of a force and the distance moved in the direction of that force. W=Fs. Work transfers energy through the motion of a force. When work is done, energy is required. W = Change in Kinetic energy 8. 4. 3. 2 describe the energy transformations that occur in collisions In collisions objects exert forces on each other. Collisions can be either: Elastic Non-Elastic Elastic Collisions If in a collision, kinetic energy is conserved, the collision is said to be elastic.An example would be when Gas molecules collide with each other and with the walls of their container as kinetic energy is not decreased. Inelastic Collisions In inelastic collisions, kinetic energy is not conserved. Some of the Kinetic energy is transformed into other forms of energy such as heat and sound. If the colliding parts stick together, the collision is inelastic 8. 4. 3. 3 define the law of conservation of energy In all types of interactions, both elastic and inelastic, total energy is conserved. Energy cannot be destroyed only can be changed from one form to another. . 4. 4. 1 define momentum as: p=mv Momentum= mass (kg) x velocity (m/s) Unit of momentum= kilogram-meter/sec To stop a moving object, forces must be applied and the forces relate to two factors, the mass of the object and the velocity of the object. The time rate of change of momentum is proportional to the resultant force and acts in the direction of the force. Always conserved Vector quantity 8. 4. 4. 2 define impulse as the product of force and time Impulse = F (force) x t (time) Impulse = change in momentum Impulse = Ft = mv – mu mv = final momentum u = initial momentum The unit of Impulse is N. s which is the same as the Unit of momentum= kilogram-meter/sec (kg. m/sec) 8. 4. 4. 3 explain why momentum is conserved in collisions in terms of Newton’s Third Law of motion Force (action) = Force (reaction) Conservation of Momentum The total momentum of a system is always the same unless the system on by some external force. P (before) = P (after) m1u1+m2u2= m1v1+m2v2 This equation shows that: the vector sum of the momentum of the objects before collision equals the vector sum of the momentum after collision.Momentum is conserved only in isolated systems (those free from external forces). The Law of the Conservation of Momentum can be stated as: In interactions between objects, momentum is conserved in an isolated system. 8. 4. 5. 1 define the inertia of a vehicle as its tendency to remain in uniform motion or at rest Newton’s 1st law: Inertia: â€Å"Tendency of any object to resist any change in motion. † E. g. when a car stops suddenly, the objects and people in the car remain in the current motion unless acted upon by an external force such as a seatbelt. 8. 4. 5. discuss reasons why Newton’s First Law of Motion is not apparent in many real world situations Common experience is not apparent in Real World Situations as the driver of a car still needs to depress the accelerator to move at a constant rate because of friction between the car and the road. 8. 4. 5. 3 assess the reasons for the introduction of low speed zones in built-up areas and the addition of air bags and crumple zones to vehicles with respect to the concepts of impulse and momentum Introduced low speed zones into built areas to reduce the speed of drivers as the faster you are moving the more damage you do in a coll ision.Crumple Zones were introduced so that the front and rear end of the car should crumple in a collision which increases the time it takes for the car to come to rest so the forces are lessened. Air Bags were introduced which provide a cushion and takes the impact out of a collision. 8. 4. 5. 4 evaluate the effectiveness of some safety features of motor vehicles Seat Belts They are effective in limiting the effect of inertia when a vehicle breaks suddenly. It absorbs a lot of the force of a collision. Airbags Air Bags were introduced which provide a cushion and takes the impact out of a collision.Crumple Zones Crumple Zones were introduced so that the front and rear end of the car should crumple in a collision which increases the time it takes for the car to come to rest so the forces are lessened. 8. 5. 1. 1 outline the historical development of models of the Universe from the time of Aristotle to the time of Newton Plato| planets move in spherical orbits around the earth (geoce ntric) | Eudoxus| maintained Plato’s concepts of spherical motions, complex arrangements of circular motions| Aristotle| developed Eudoxus model to 53 spheres. |Aristarchus| The sun is in the centre (heliocentric) with everything orbiting around it and epicycle moments to explain planetary movements; Earth must rotate on its axis, so it appears that everything moves around us. | Ptolemy| believed in geocentric universe, stars existed on a sphere which rotated every 24 hours, earth is a sphere and at rest, motion of sun and plants moved in perfect circles. | Copernicus| heliocentric universe, sun was the centre and planets orbited the sun in fixed circular motions, earth traveled around the sun in 1 year and spins on its axis every 24 hours. Galileo| first to use a telescope, supported the heliocentric idea of Copernicus, worked on gravitational theory disproved Aristotle concepts of the motion. | Sir Isaac Newton| from work on motion realized that a forcer must be acting on a n object such as the moon, law of universal gravitation, this explain where things stayed in orbit, since the time of Newton the heliocentric model was accepted. | 8. 5. 2. 1 outline the discovery of the expansion of the Universe by Hubble, following its earlier prediction by Friedmann Alexander Friedman predicted that the universe was expanding.The predictions rose from calculations based on Einstein’s, general theory of relativity. Edwin Hubble designed a new and a bigger telescope that leads to the discovery of the red shift proving that the universe is expanding. A red shift corresponds to a shift to the lower frequency (longer wavelength). This indicates that the light source, the galaxy is moving away from us. All galaxies show this effect indicating that the universe is expanding. 8. 5. 2. 2 describe the transformation of radiation into matter which followed the ‘Big Bang’ After the temperature had dropped enough.The energy began to be converted in to matt er. Hydrogen atoms formed from protons and electrons. 8. 5. 2. 3 identify that Einstein described the equivalence of energy and mass E=mc2 E= energy (Joules) m= mass (kg) c= speed of light (3 x 108 ms-1) 8. 5. 2. 4 outline how the accretion of galaxies and stars occurred through: Expansion and cooling of the Universe The cooling of the universe allowed the formation of matter. This began to overwhelm the radiation Subsequent loss of particle kinetic energyAs the temperature fell this resulted in a loss of kinetic energy (as temperature is the measure of average kinetic energy of the particles) Gravitational attraction between particles Loss in Kinetic energy meant that the increased gravitational force between particles took effect Lumpiness of the gas cloud that then allows gravitational collapse The greater density of areas of the gas clouds allowed gravity to begin 8. 5. 3. 1 define the relationship between the temperature of a body and the dominant wavelength of the radiation em itted from that body The hotter the star the shorter the wave length.Hot star: short wave length, more energy. Cold star: long wave length, less energy 8. 5. 3. 2 identify that the surface temperature of a star is related to its colour Red | Long wavelength| Orange| | Yellow | | White blue- white| Short wavelength| The hotter the star gets the more it will shift towards the blue end of the spectrum and thus the shorter the wavelength. 8. 5. 3. 3 describe a Hertzsprung-Russell diagram as the graph of a star’s luminosity against its colour or surface temperature In the Hertzsprung-Russell diagram a stars surface temperature and luminosity (brightness) are plotted against each other.This is because there is a relationship between the two. 8. 5. 3. 4 identify energy sources characteristic of each star group, including Main Sequence, red giants, and white dwarfs Star group| Fuel| Characteristics| Main sequence| H then He| They are from the top left of the Hertzsprung-Russell diagr am to the bottom right. This shows a trend of hot and bright to cold and dull| Red giants| H then He| In the upper right corner of the Hertzsprung-Russell diagram and are bright but cold| White dwarfs| C and O ions| Bottom left of the Hertzsprung-Russell diagram. They are very hot but dim and small. 8. 5. 4. 1 identify that energy may be released from the nuclei of atoms Light atoms like H will fuse together at extreme temperatures to for stable atoms. This produces energy. Uranium on the other hand has very unstable nuclei and will break down by emitting energy or partials randomly. That may be in the form of ? , ? or gamma rays. 8. 5. 4. 2 describe the nature of emissions from the nuclei of atoms as radiation of alpha ? and beta ? particles and gamma ? rays in terms of: ionising power penetrating power effect of magnetic field effect of electric fieldRadiation| Ionizing power| Penetrating Power| Effect of Magnetic Field| Effect of Electric Field| Alpha Particle| Very high Strong| Low a few cm in the air| Affected according to right hand palm rule| Limited – very small| Beta Particle| Less than AlphaWeak| Higher than Alpha thin sheets of lead| Large| Large| Gamma Ray| Less than BetaVery Weak| Very High Several cm of lead| Zero| Zero| 8. 5. 4. 3 identify the nature of emissions reaching the Earth from the Sun Solar wind consists of a stream of ionised particles, mostly protons and electrons that flow from the sun in all directions at speeds of about 400 km. -1. The source of the wind is the sun’s hot corona – the outer atmosphere of the sun extending a distance of a few solar radii into space. Most of the corona consists of vast arches of hot gas – solar flares – that are millions of kilometres in length and are caused by the sun’s magnetic field. The Solar wind comes from regions called coronal holes, regions of cooler, less dense gas. As the sun rotates there is a periodic variation in Solar wind activity every 27 da ys. The Solar wind is responsible for pushing the tail of comets away from the sun. 8. 5. 4. 4 describe the particulate nature of solar windSunspot cycle is a pattern of increasing and decreasing sunspots. Sun spots are a dark spot on the sun with lower temperatures and intense magnetic activity. Cycle is between 7-13 years. Two types of emission reaching Earth from the sun: electromagnetic radiation and solar winds. Earth’s atmosphere and magnetic field shelters as from theses emissions. The sunspots themselves last for several days although larger ones may last up to a few weeks. The number of particles and their velocity increases following sunspot activity and solar flares meaning that the solar wind is greater in the time of maximum sunspots. . 5. 4. 5 describe sunspots as representing regions of strong magnetic activity and lower temperature Sunspots are relatively cool areas (~4500K), with magnetic field strengths some thousands of times stronger than the Earth’ s magnetic field, that appear as dark imperfections in the photosphere. They result from the penetration of magnetic field lines through the photosphere and are ~8000km across. Except for the smaller ones, all sunspots have a dark inner region – the umbra – where the magnetic field is strongest surrounded by a less dark region – the penumbra – where the magnetic field is weakest.

Course outline of managing organisation course

Law Theatre (604) Wednesday 16:ooh- 18:00 Thursday g:ooh- al:ooh Friday 14:00 – 16:00 You are also required to attend ONE (1) one hour tutorial per week. There are a number of tutorial options for students. Please see the NUNS enrolment system for details of tutorial times. Tutorials start in Week 2 (to Week 13). A full list of tutorials, times and tutors will be on the Course Website. 2. 2 Units of Credit The course is worth 6 units of credit. There is no parallel teaching in this course. 2. 3 Summary of Course Managing Organizations and People is a foundational core course offered in the main bachelor degree programs.This course introduces students to the knowledge and skills required to successfully manage organizations and people in a global economy, based on contemporary research and practice. The course is designed to provide strong foundations for the development of future organizational leaders and managers who will be able to successfully respond to complex and turbul ent environments, promote and sustain competitive advantage, ensure ethical and social responsibility in business practice and decision making, and manage changing social, increasingly global and diverse workplace.Topics include: the role of organizations in odder societies, sustainability and corporate social responsibility, the importance of organizational leadership, power and networks, sources of conflict, problem solving, group motivation and behavior, as well as professional skills. 2. 4 Course Aims and Relationship to Other Courses The aim of MOTION is to provide you with an introduction to principles, practices, issues and debates that are relevant to the management of organizations.You will study concepts and theories that help explain the attitudes and behaviors of employees and managers. As a core course in the Bachelor of Commerce degree, the activities, materials and assessments have been designed to provide students with the opportunity to develop skills relevant to th eir studies and employment. 2. 5 Student Learning Outcomes 2. 1 Student Learning Outcomes By the end of this course, you should be able to: Content outcomes: 1 . Explain the central role of organizations in society 2. Evaluate the value and importance of the human side of organizations 3. Scribe the interconnections between individual(s), team(s) and organization(s) 4. Understand the language of organizations and management Skills outcomes: 5. Acquire foundational academic research skills 6. Monster familiarity with the process of critical analysis 7. Enhance your effectiveness in working in groups and teams 8. Learn independently and assume responsibility for the learning process ASP Undergraduate Program Learning Goals and Outcomes 1 . Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and global contexts.You should be able to select and apply disciplinary knowledge to business situations in a local and global environment. 2. Critical thinking a nd problem solving: Our graduates will be critical thinkers and effective problem solvers. You should be able to identify and research issues in equines situations, analyses the issues, and propose appropriate and well-justified solutions. 3. Communication: Our graduates will be effective professional communicators. You should be able to: and presentation for the intended audience, purpose and context, and b.Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a professional manner. 4. Teamwork: Our graduates will be effective team participants. You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team's processes and ability to achieve outcomes. . Ethical, social and environmental responsibility: Our graduates will have a sound awareness of the ethical, social, cultural and environmental implications of business practice.You should be able to: a. Identify and assess ethi cal, environmental and/or sustainability considerations in business decision-making and practice, and b. Identify social and cultural implications of business situations. The following table shows how your Course Learning Outcomes relate to the overall Program Learning Goals and Outcomes, and indicates where these are assessed (they may also be developed in tutorials and other activities): Program Learning Goals and Outcomes, and indicates where these are assessed.Program Learning Goals and Outcomes Course Learning Outcomes Course Assessment Item This course helps you to achieve the following learning goals for all ASP undergraduate students: On successful completion of the course, you should be able to: This learning outcome will be assessed in the following items: 1 Knowledge Tutorial activities Assignment 1 Assignment 2 Critical thinking and problem solving 5. Demonstrate familiarity with the process of critical analysis Tutorial activities Exam Written communication 6. Enhance y our effectiveness in working in groups and teams 7. Earn independently and assume responsibility for the learning process team activity Spot quiz b Oral communication 8. Learn independently and assume responsibility for the learning process Tutorial participation mark 4 Teamwork 7. Enhance your effectiveness in working in groups and teams Tutorial participation mark Ethical, environmental and sustainability responsibility 2. Evaluate the value and importance of the human side of organizations Spot quiz b. Social and cultural awareness 3. Describe the interconnections between individual(s), team(s) and organization(s) 4. 1 Approach to Learning and Teaching in the Course MOTION has been designed to provide you with a complete learning experience that incorporates interactive teaching and learning and provides a strong foundation for successful studies in your Bachelor's degree. We encourage student contributions, through discussion and questioning that draw upon your reading and life experiences. 3. 2 Learning Activities and Teaching Strategies Role of Lectures – The lectures provide a forum to introduce students to the main issues, theories and conceptual frameworks for each topic.Lecture notes for each seeks topic will be available on the course website on the preceding Sunday. For example, the Week 4 lecture handout will be available to you on the Sunday before the lecture week. There will be specific information provided in the lectures to assist you in the spot quizzes Role of the Tutorial – The tutorials use a variety of experiential learning activities which encourage active engagement in the tutorials. The weekly tutorials provide you with an interactive environment to enhance your formal and informal learning in the course.The more conscientiously you participate, the more you will enjoy and learn from the tutorials. The tutorials also provide you with opportunities to improve important interpersonal skills by working with other students i n groups and teams, building relationships and networks, and being exposed to the opinions and values of others. Role of Everest Simulation – The Everest Simulation provides students with a hands-on experience of concepts taught in this course.Abele S, & Starters G, 2008, Coordination Success and Interpersonal Perceptions: Matching Versus Mismatching, Journal of Personality and Social Psychology, Issue: Volume 95(3), September, p 576-592 Brother D A, 2012, Self-Monitoring Tools and Student Academic Success: When Perception Matches Reality, Journal of College Science Teaching. 5 Mammon: 26-32. AND 2. You must find at least TWO (2) and a maximum of FOUR (4) academic articles in the allowing library databases: ABA Inform; Business Source; Web of Science that are relevant to support your analysis. Note: websites and books are not valid sources for this assignment.Marking criteria: Development of a consistent, clear and well-supported answer to the question Overall quality of anal ysis, depth of reflection/ thinking in terms of the key themes and issues raised in the question Quality of academic research (sourced from appropriate Journals/ databases, appropriate number of sources, relevance of sources to your argument) Appropriate structure (logical sequence; transitions teens parts; well-developed paragraphs) Clarity of expression & grammar Correct format of in-text citations and bibliography using Harvard style .DUDE Harvard Guide) Appropriate document formatting as per requirements on section 4. 6 of the Course Outline and length (1,000 words +1- 10%) 4. 3. 2 Assignment 2 Requirements: Report – 30% of final mark Due date: At WEEK 11 in the tutorial. You must also upload an identical copy via â€Å"Turn-it-in† on or before your due date or your assignment will not be marked. Submission procedure: See section 4. 4 â€Å"Assignment Submission Procedure† in this ours outline Weighting: 30% of your total course mark Length: 2,500 words +1- 10% The word count must be disclosed on the coversheet of your report.Report Focus: Critically analyses your individual and team's experiences in a virtual world and as a physical team by using the results in the Everest simulation using the following three course concepts 1) Communication (including distribution effect) ; 2) groups and teams; and 3) leadership The report must address the following areas: Included in word limit Assignment cover sheet: No Title page: Executive summary: Table of contents: Introduction: Yes (approve 250 words) Body: Critically analyses your individual and team's experiences and results in the two Everest simulations using the following three course concepts: 1 .Communication including distribution effect 2. Groups and teams including virtual teams 3. Leadership Yes (approve 2100 words) Conclusion (Briefly summarizing what you have learnt from the experience) Yes (approve 1 50 words) List of references / bibliography Compulsory appendices: All students who were â€Å"participants† (not â€Å"observers†) in Everest must attach a copy of the â€Å"Goals on Track† page from the simulation All students (participants & observers) must attach a copy of team contract NoReference requirements: You must use a minimum of six (6) academic references to support your analysis Marking criteria: and issues raised in the Everest experience Quality of academic research (appropriate number of academic sources, relevance of sources to your argument) Appropriate structure (logical sequence; transitions between parts; well-developed paragraphs) Clarity of expression & grammar Correct in-text citations and bibliography format using Harvard style . DUDE Harvard Guide) Correct document formatting as per requirements in section 4. 6 of the Course Outline, length (2,500 words +1- 10%), and inclusion of compulsory appendices.More information about the Everest Simulation can be found in the Student Workbook, and guidance will be provided to students during the semester via the course website. 4. 3. 3 Individual Participation – 20% of final mark Tutorial Attendance and Participation: (5%) Preparation for, and active participation in, your lectures and seminars is a vital component of the learning in this subject and as such students who prepare and participate in the classroom will be rewarded. Participation may involve small group discussion, short informal presentations to the class, answering questions, participation in class discussion.Participation marks are based on the degree to which students make an informed contribution to class and small group discussion. Simply attending tutorials without getting involved in class discussion is of little value to you or your classmates and will result in a minimal participation mark. To be eligible for the Tutorial Attendance and Participation mark students must attend a minimum of nine(9) tutorials. Students must ensure their attendance is taken. If students have a valid reason to be absent, documentary evidence (e. G. Medicate certificate) must be presented to the tutor in the next tutorial. Grading:

Employee Rewards Essay

Introduction The purpose of this essay is to critically examine the processes used by Scotia Learning and identify if their rewards are appropriate to those of the market. The report will begin by discussing the background of Scotia Learning and follow on to define reward management highlighting the objective and constraints within the reward strategy. We will then consider the legal framework and examine why there are variations in pay and how job evaluation can ensure equity and fairness is achieved. Finally we will discuss the concept of motivation and the implications of pay for performance within the reward strategy. The report ends with an analysis of the key issues of the topic. Scotia Learning is the case study for this essay and is one of a network of university-based study centres offering preparation for students wishing to study undergraduate and postgraduate degrees for progression into university degree courses. The company has joint venture partnerships with top universities throug hout the United Kingdom, Ireland and United States of America. â€Å"Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organisation† (Armstrong & Murlis, 2007, p3). Research by Redman & Wilkinson (2009) indicates that reward is an enormously complex issue and has to take account of three fundamental principles in determining systems and structures: internal equity, external equity and business strategy. In addition Thorpe & Homan (2000) state that the organisation should identify what objectives and behaviours the payment system should have for example, labour market competitiveness and management skills whilst Perkins & White (2009) highlight the importance of legal regulations that can put constraints on organisations, for example minimum wage (legal), collective bargaining (trade unions), and the external labour markets. Scotia Learning does not recognise a trade union however it does recognise that collective bargaining has been influential in discussing and setting pay arrangement due to internal and external rates of pay not being equal. Within the employment legislation pay has always been an area of controversy especially when one considers employee’s collective concerns (Brown et al., 2003). The introduction of The Equal Pay Act 1970 outlawing unequal pay for men and women having since evolved into equal pay for equal work and the Equal Pay (Amendment) Regulations 1983 after the UK joined the EU in 1973 (Perkins & White, 2009), now gives employees a certain degree of protection in their employment relationship. To strengthen current legislation The Equality Act 2010 was introduced highlighting human rights and discriminatory factors, such as equal pay, sex discrimination, race, disability and equality (religion, sexual orientation, and age) (Equality and Human Rights Commission, 2012). In response to this Scotia Learning are aware that they have a ‘duty of care’ to all employees and comply with the Equal Opportunities Policy by ensuring the relevant training is undertaken by managers and employees ensuring everyone understands the importance of and their responsibilities under this Policy. This is also promoted in all recruitment documents, ensuring that wording of job advertisements does not discriminate against any potential applicants. As part of this legislation, employers are legally required to ensure their pay structures are not discriminatory against men and women in terms of valuing work between them in their employment and in order to defend themselves against equal pay claims, organisations must be able to prove that the jobs within their grading system are valued according to the job rather than the gender of the person doing the job. Failure to adhere to these regulations can result in a tribunal claim and if proven the organisation will have to pay all money accrued which can be backdated six years in England and five years in Scotland. In the case of (Birmingham City Council v Abdulla and others [2012] UKSC 47), the Supreme Court ruled that equal pay claims brought in the High Court more than six months after the end of the claimants’ employment, which would have been out of time in an employment tribunal, should not be struck out under section 2(3) of the Equal Pay Act 1970. The reasons for a claimant’s failure to bring a timely claim in a tribunal are not relevant in any way to the notion of convenience under section 2(3). (PLC Employment Law Weekly email). Within Scotia Learning pay and benefits are provided on the basis of objective criteria, free from discrimination taking into account the principle of equal pay for equivalent work or work of equal value. In addition we ensure transparency within the reward system is clear to all employees in that they understand how their pay is worked out and what is required from them to achieve this. Job profiles and person specifications for each new vacancy are drawn up in keeping with other jobs of a similar size and responsibility which focus on the skills, experience and qualifications that are directly relevant to the job. Armstrong & Murlis (2007, p115) state that â€Å"the payment system is important as it not only conveys a signal to the employees what the organisational priorities are but also a cts as a catalyst for wider organisational change† a view reiterated by Armstrong (1996) in which he proposes that the foundations of reward management are to achieve the individual and organisational behaviour that a company needs if the business goals are to be met. Therefore the term ‘employees are the key to enhanced organisational performance’ becomes relevant with links to Kessler and Purcell (1994) where they emphasise that payment systems are related to recruitment, retention and motivation of staff and that the determination of pay is not only the interaction of market forces but also employers. It is also acknowledged that variations in pay can occur for a variety of reasons and from a legal perspective it is important to understand why (Redman & Wilkinson, 2009). Firstly the power scenario, in that if labour is scarce, employees will have more power and hence may be able to demand higher pay, in contrast with an over-supply of labour employers have the power and hence may be able to hold pay at lower rates (Redman & Wilkinson, 2009). Secondly, it has been acknowledged that ‘the rate for the job’ should be the same for employees doing the same job but considering organisational performance is reliant on the empl oyee’s effort, skills and competencies, it is not logical to assume that effort should be rewarded and pay should vary accordingly. A view shared by Redman & Wilkinson (2009, p161) who advocate that â€Å"variable pay schemes (VPS) are said to hold out the promise towards the creation of internal labour market that is fairer in rewarding people as it is only ‘fair’ that rewards should have a direct link with effort†. The argument with this theory is that ‘risk adverse’ workers will be less willing to ‘gamble’ on pay related performance than a set amount of pay. Thirdly, we should also take into consideration the external market rate of pay and uneven market pressures such as differing regional or occupational rates of pay as Kessler (2007, p167) states â€Å"external equity is an organisational imperative as failure to respond the labour market changes will leave organisations at a disadvantage competitively†. Scotia Learning responds to these challenges by regularly benchmarking and studying the market rate of pay within the educational sector. Data collected is beneficial in determining pay to ensure pay scales are in line with and competitive with similar jobs. For example, when recruiting teaching staff, the use of organisations such as SATEFL and other educational websites are particularly useful, for administration staff we would use S1jobs.com and jobseeker.gov.uk website and with management we would use agencies. However, although the aforesaid strategy is very useful, Scotia Learning is a relatively large organisation with Centres worldwide and other factors have to be taken into consideration, such as location and cost of living. In determining the value of jobs within our organisation, although we consider the external market pay rates, decisions concerning pay are done through a coherent wage and career structure internal to our organisation which ensures consistency and fairness in our reward systems. It has been reported that issues with this reward system have arisen within the banking sector resulting in Government intervention to deal with inequalities of pay setting at senior management/director level and low pay via the nati onal minimum wage. This is not an area of concern for Scotia Learning as the annual salary increase is a % rate consistent throughout the organisation and our pay structure process involves a job evaluation â€Å"a systematic process for establishing the relative worth of jobs within an organisation† Redman & Wilkinson (2009, p141). In addition Scotia Learning is accredited to the British Council and British Accreditation Council and all HR policies and personnel files are properly documented and filed. Our job evaluation comprises of an analytical (i.e., jobs are broken down into individual components) broad-band pay structure with a range of factors such as knowledge and skills, problem solving, decision making and then allocating points to them. It is interesting to note that research by IRS (2007) showed that an average of 86% of organisations use this form of job evaluation. Within this broad-band pay structure we have 6 wide overlapping salary bands made up of management, HR, teaching staf f, finance, student services and cleaning staff with a salary range for each bank of at least 75%. Progression up the bands will be by skills and qualifications, performance and competence enhanced through individual career development thus supplying the motivation for continuous learning. To support this, the annual performance review takes place, however it is not linked to pay or rewards and is based on the objectives of skills and competence which are linked to organisational performance. In terms of equity and fairness the rate of pay for full-time and part-time teaching staff is calculated on the same hourly rate therefore ensuring consistency and fairness within the system. It is interesting to note that research by Redman & Wilkinson (2009, p139) argues that by paying an hourly rate â€Å"employers control over pace and performance is reliant on either direct supervision or the willingness of employees to engage with the task† synonymous with the argument surrounding ‘risk adverse’ workers. This point of view may be viable in organisations such as ‘call centres’ where technology enables the monitoring and regulating of work by measuring output and input and within the customer service industry where we have the ‘secret shopper’, but within the education sector autonomy is part of the job as is their professional code of ethics which includes commitment, motivation and discretionary behaviour which is contradictory to the argument by Thorpe & Homan (2000) who suggest that non-financial aspects are secondary and rarely given the same prominence in the design of payment systems. Managing rewards is largely about managing employee expectations linking to their psychological contract which is concerned with pay, performance and the development of skills (Armstrong & Murlis, 2007). The argument then becomes, if reactions to rewards depend on the psychological makeup, values and needs of individual, one cannot wholly rely on performance related pay schemes to enhance all employees’ performance as not everyone is motivated by money. Motivation only takes place if rewards are worthwhile to the individual and if the process is seen to be fair, therefore, it would require to be customised for every individual in the organisation (Armstrong & Murlis, 2007). For example, an employee nearing the end of their career may be more interested in job satisfaction (intrinsic reward), whereas a graduate beginning their career may be more interested in training and development (extrinsic reward). For that reason it can be argued that both intrinsic rewards such as respect, recognition, job satisfaction and responsibility are just as important as extrinsic rewards such as pay rises, bonuses, training and development opportunities and benefits such as annual holidays, company sick pay and company pension. This highlights the importance of implementing an equitable and fair reward strategy in that by incorporating financial and non-financial rewards is that they can be used as a tool to enhance employee motivation resulting in improved organisational performance. Finally the importance of management skills cannot be undermined as they are a fundamental element of human resource management. The management strategy within Scotia Learning is based on autonomy, communication and high levels of trust between management and employees. Evidence to support this is the turnover rate of staff with one employee resigning over the past two years and the annual absence levels within Scotia L earning for all staff inclusive stands at 0.1% of working hours, which is the lowest in the entire organisation. Conclusion This objective of the report was to establish the processes that ensure equity and fairness in the reward systems. We have covered the legal aspects, strategies, market awareness, motivation, job evaluation and performance appraisal and it has become evident that Scotia Learning complies with all legal legislation, and displays equity and fairness within the reward systems. However there was an air of negativity surrounding performance and reward as within Scotia Learning the annual appraisal is not yet connected to pay for performance. It is possible that issues could arise if this was implemented, namely, it could seriously affect the dynamics of the office environment between a very closely-nit team of employees, managers and directors in that, how does the manager justify their decision in the event of a low reward without affecting the equilibrium of the office environment and within a unionised organisation all trade unions argue against performance linked to pay. Schemes relating pay to performance, although generating a tremendous amount of interest have very little in the way of conclusive evidence concerning their effects on performance (Redman & Wilkinson, (2009). This echoes Thompson (1992) findings in which he states, â€Å"research fails to provide convincing evidence of a link between individual performance-related pay schemes and improvements in productivity†. The evidence supports that other approaches should be considered in rewarding employees, for example a one-off bonus payment which would not affect the employees’ annual salary. References Armstrong, M. (1996) Employee Reward, London: Kogan Page/IPD Armstrong, M., and Murlis, H. (2007) Reward Management. 5thedn. London: Hay Group Brown, W., Marginson, P., and Walsh, J. (2003) The management of pay as the influence of collective bargaining diminishes. In: P.K. Edwards, Industrial Relations: Theory and Practice, Oxford: Blackwell IRS (2007) Job evaluation is thriving, survey finds: Employment Review, 667 Kessler, I. (2007) Reward Choices: strategy and equity. In: Storey, J. HRM: a critical text 3rd edition, London: Thomson Learning Kessler, I., and Purcell, J. (1994) Performance Related Pay: Objectives and application, Human Resource Management Journal, Vol.2, No.3 Perkins, S. J., and White, G. (2009) Employee Reward: Alternatives, consequences and contexts, 2nd edn. London: Chartered Institute Of Personnel and Development, Redman, T., and Wilkinson, A. (2009) Contemporary Human Resource Management: Text & Cases, 3rd edn. London: Prentice Hall, Thompson, M. (1992) Pay fo r Performance: The employers experience, Brighton, Institute of Manpower Studies Thorpe, R., and Homan, G (2000) Strategic Reward Systems, Harlow: Financial Times Williams, S., and Adam-Smith, D. (2006) Contemporary Employment Relations: A critical introduction, Oxford: University Press Equality of Human Rights Commission, available from: http://www.equalityhumanrights.com/human-rights/ – date accessed 23/10/12 PLC Employment Law, available from: employment@email.practicallaw.com – date accessed 26/10/12

Are Mobile Phones a Necessity?

Mobile phones take a big part in our lifes nowadays. Although they are very useful, some people are beginning to ask if they are good for us or we really need them. In my opinion, we can’t talk about an easy life without mobile phone. In the first place, as their reason to be invented, we can connect with other people whenever and wherever we want. We can send messages to people and sometimes it can be very important. Especially at deathlines your saviors are mobile phones. Furthermore, as technology is improved, we can do more than just sending messages or talking with someone with mobile phones. We can save our files, listen music and we can connect to internet. We can receive and share a lot of things. And mobile phones’ cameras are very improved, we can catch very good scenes from life†¦ Nevertheles, there are so many people who say that mobile phones are making our lifes â€Å"short†. I mean mobile phones have a weak point: Radition. As many doctors say, mobile phones spread radition, which can be very dangerous for human life. Also, people say that mobile phones kill face to face relationship, basically people do not go to see their relatives, just call them. All in all, despite their weak points, mobile phones are making the life easier. I believe in future radition problem will be solved and mobiles phones will be exactly safe. And we have not to forget this: People make inventions good or bad†¦

Analyze The Procurement Methods Samples

The success of a construction project is usually determined from the initial stages through the procurement process chosen. The procurement process will influence the whole construction process and able to determine the success of the construction projects. This paper will analyze three key procurement methods namely design and construct procurement method, management procurement method and collaborative procurement. This paper will analyse the positive and negative impacts, which are accrued when these methods are adopted in construction projects. Additionally, it will look at the benefits and risks, which the different stakeholders experience when either of the methods is chosen. One of the key procurement method, which is gaining popularity in construction projects, is the design and constructs procurement method. As the name suggests, the procurement method can allow the commencement of the construction phase while the design process is still on the process (Victorian State Government, 2006). The adoption of this method is usually done to ensure that the completion of the project is completed in time. Moreover, under this procurement method, different details of the project are given in advance and therefore enhancing the stakeholders planning. Additionally, under this method, the contractor can bear most of the risks in design and implementation of the project. The terms of the contract sum are provided through competitive pricing, which the client can control (Infrastructure Australia, 2012). Under this method, different approaches, which are able to define the relationship and responsibilities of different stakeholders, are usually stated. The following diagrams are able to highlight the different approaches, which are used when this method is applied in a construction project. Under this method, the client can control only one firm which they enter into a contract with regarding the project. The firm has the responsibility for design and construction of the project. The few stakeholders involved can increase the operational efficiency when implementing projects (Mortledge, Smith, and Kashiwagi, 2006). This is able to enhance the commitment of the resources to one area and limit the time of contacting different people separately such as designers and contractor. Overlapping of activities is possible which enhances the implementation cycle. Time is usually saved when the different activities take place at the same time, and this enhances completion of the project within the stipulated timeline. Moreover, the contractor has a contribution on the design parameters, and this enhances the constructibility of the project. Additionally, the cost of implementation is under control when this method is used. The maximum price is usually determined in the procurement stage, and this ensures that any escalation is met within the set budget. Nevertheless, this method has some key flaws, which are experienced when it’s chosen to implement construction projects. The project specifications can easily change according to the needs of the client. Since the lump sum cost is fixed, it creates a hard implementation time when the specification changes (National Research Council (U.S.), & National Academies of Sciences, Engineering, and Medicine (U.S.), 2016). This can lead to an expensive project than it was anticipated before. Also, this method requires comparison of different designs. This may take a lot of time and therefore take up implementation timeline. Moreover, the client is required to commit to a concept design before the detailed and complete designs are completed. This raises high chances for changes while the project is under implementation stage and making the project expensive (Construction Specifications Institute, 2005). Moreover, the client has to prepare all the contract documents in advance and through this method, difficulties may be experienced, where the documents are inadequate and insufficiently comprehensive due to client limitation to prepare them. Several stakeholders involved in these projects can enjoy when it is chosen to implement a construction project. First, the client has limited risks since the contractor has much of the control of the project. This means that the contractor and not the client will sort out financial escalation. Secondly, the client can receive the completed project on time. This is because overlapping of activities is possible and gives the contractors and subcontractors enough time to beat the project deadline (Construction, 2016). The method enhances proper construction method by the contractor since they were involved in the design stages. This gives them ample time for implementation and enhancing the cooperation of the different ideas. Some of the stakeholders are able to experience some problems when this method is chosen. First, the client is required to prepare the contract document, an exercise, which the client may, not be experienced in doing (Gould & Joyce, 2014). The client may experience this problem when preparing the documents. Secondly, the contractor is able to bear all the risks and therefore when the costs exceed the contractor can experience the losses. When changes occur, the cost of the project is able to change but the lump sum cost is unlikely to change and therefore the contractor bears that additional cost. The projects, which their design scopes are unlikely to change, suit this procurement method. In addition, projects whose building is functional rather than prestigious aspects are more stresses suit this method (Gould, 2012). Simple projects, where the technical knowledge is limited suit this method for implementation. Lastly, projects, which require quick implementation, need a procurement method like this to ensure quick implementation. Another upcoming procurement method in the construction projects is the management procurement. Under this procurement method, the client can appoint an independent professional team and a management contractor. This team can act as the adviser to the client in the preconstruction stages and able to carry out the construction works during the construction stage (Gould & Joyce, 2014). In addition, under this method, different approaches can as well be used. Some of these methods include management contracting, construction management and design and manage. The different stakeholders under this method relate according to the following diagram Management contracting- this method requires the appointment of an independent professional team which will advise the client and later carry out the construction works (Austroads, 2007). Early start of the project can be achieved through this approach. Construction management – this approach requires a management contractor who is able to determine the different project aspects (Arain, 2016). Work contractor is also chosen and enhance the implementation of the project works. The management contractor can manage the other contractors. Design and manage –A contractor is chosen to head the design and implementation stage of the construction project. The works contractor and consultant take different responsibilities under this approach. There are different pros, which are achieved using this method. First, the client is able to choose a single firm, which he or she deals with. This enhances the management and coordination from the client perspective (Mortledge, Smith, and Kashiwagi, 2006). Additionally, overlapping of activities is possible through this method and therefore enhancing early completion of the project. Constructability is usually enhanced since the contractor is involved in the design stage when this method is chosen. Competitiveness in tendering process ensures value for money to the client. Additionally, all roles and responsibilities to the different stakeholders are usually stipulated and therefore minimising conflict of interest. Lastly, the flexibility of design is usually possible to suit the client preferences. First, this method is not certain about the cost of the project, and it is only known at the end of the project completion. This means that cost escalation can be able to increase and making the implementation stage hard. Additionally, the client is much involved in the process and therefore requires client who has knowledge of the construction process (Gould, 2012). Additionally, the client is able to lose the control of the design, a responsibility which constructors can take. This means clients needs may not be addressed fully (Harris, Mccaffer & Edum-Fotwe, 2013). Lastly, clear definition of the implementation timeline and all information of the project is required before the implementation stage commences, which may be hard to provide. The client has an easy time in control of the single firm chosen to manage the project. This enhances the collaboration and coordination between the client and implementation team (Fewings, 2013). The methods provide enough time for the contractor to complete the project on time through the overlapping of activities. Additionally, the client can achieve the value of money for the project through the competitive tendering and selection of the implementation team. Each role and responsibility of the stakeholders is to know and therefore enhancing their operation. The client is able to lose the control of the design aspects of the project. This means that their needs may not well articulated as they need. Since the client is not in the design and management part, the end product may not suit their needs (Fewings, 2013). The cost risk is available to the works contractor and the client. Since the cost is uncertain, changes on the cost are likely to occur and therefore likely to suppress the set budget. Informed client about the construction process is a key element to this method. A problem may arise on the management team when the client does not understand these processes. Simple projects, which the clients can understand, are most preferred to be carried out through this method. Projects, which can easily change also, require this method for their implementation. Under this method, different stakeholders in the construction project come together. The risks involved in the project are share according to the different responsibilities, which the shareholders have in the project (Gould, 2012). This procurement method requires stakeholders who can share the same ideas and aspects concerning the project. Under this method, the flow of different elements can be represented as in the following diagram. Transparency level is usually high under this method, and this is a key pro, which this method can bring in procurement sector (Centre for Excellence and Innovation in Infrastructure Delivery, 2010). The different parties are able to collaborate and able to bring the value of money to the project. High resource utilisation is also achieved in this method. Effective implementation of the project is usually achieved through the high consultation in the project. Different ideas are presented enhancing the innovations and implementation of the project. Lastly, due to the high involvement of stakeholders, the projected uncertainty is usually low. This method requires a lot of time during the implementation stage. This may lead to the project timeline to be exceeded (Arain, 2016). The high involvement and coordination require the high trust to the members. This level may not be possible. Opportunistic behaviour may arise and therefore increasing the risk of implementation. The client can forecast on their needs of the project through the early involvement in design stages (Gould, & Joyce, 2013). This enhances the client to prepare and manage their resources for the project implementation. The contractors have an easy time in implementation due to different ideas from stakeholders. The high quality project is achieved for the client through the collaborative ideas. The client may not receive the project on time due to the increased collaboration process. Trust issues among the stakeholders are a problem, which may affect the contractors working (Harris, Mccaffer & Edum-Fotwe, 2013). Increased implementation timeline is a risk to the contractor since additional costs may accrue. Complex project requires this method to enhance their implementation. Additionally, high project requires this method to take the advantage of different input from different people. Procurement methods are key in the implementation of the construction project. The choice of the procurement method depends on the details of the project. Each method has its pros and cons and the areas, which they will perfectly suit to bring the best out of the projects. The different stakeholders can derive different benefits on each method, which is chosen. Additionally, the risk is a key part of the construction process and therefore whichever method is chosen, some problems may be experienced. (2016). Construction. https://trrjournalonline.trb.org/toc/trr/2573. ARAIN, F. M. 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