Female Offenders: Harsher Sentences In Courts

Female Offenders: Harsher Sentences In Courts Most research implies that there is a significant difference in the way women and men ware treated by the criminal system and that these differences are mainly due to the operation of gender stereotypes. Research studies have hypothesised that gender does affect sentence in a number of ways. The effect is not necessarily explicit and it may or may not to the woman offenders apparent advantage. This implies that it may be harsher or more lenient as compared to that of the male offenders. It has also been suggested that the fact that men and women enter the criminal justice system in ways that are different and the fact that they also have different characteristics might have an effect on the way they are treated by the system. Based on this, this paper seeks to discuss whether female offenders receive harsher sentences in courts than do their male counterparts based on their gender status. In discussing whether female offenders are treated differently from their male counterparts by t he criminal justice system, this paper will also review the various theoretical frameworks from early feminists and classical theorists. It will also include explanations on the historical background of the issue and on some features of the maleness of law. Pollak (1961) argues males in the criminal justice system are captivated by women offenders causing them to treat them leniently. This thesis is however criticised by Heidensohn (1985), one of the known feminists who argues that Pollaks theory is based on female biology making it unsociological, ahistiorical and ideological. He goes on to suggests that apart from the committing the crime, female offenders are also tried for their femininity hence face double jeopardy. As such, they receive harsher sentence and crime as compared to the male offenders. Female offenders are also usually punished for their sexual misbehaviour, in the event it exists, which is not the case with the male counterparts. Based on this argument, the courts apply a double standard for female offenders. This paper will therefore look at cases in which women offenders buy into the gender contract and other cases in which women receive harsh treatment as well as sentences by the criminal justice system. The paper will discuss at how the law views females and how this is connected to the way in which women offenders are treated differently (either harshly or more lenient) from men. The question of whether female offenders are treated less harshly by the criminal justice system is also inherently related to the debate of why there has been an increase in female offenders. Simon (1975) and Adler (1975) argue that due to the womens liberation movement, a theory referred to as the liberation thesis, women have over the years become more men-like. Simon Landis (1991), explain that feminist calls for equality has caused a decline in chivalry within courts in the way they treat female offenders. Based on these arguments and theories, this paper will discuss how the courts, one of the agencies of the criminal justice networks treats women offenders during passing of sentences. In discussing this question, it is worth to note that historically and even presently, women commit less crime than males. According to the British criminal statistics, there are various differences between male and female offenders. According to the Home Office (2003), women constituted only 19 percent of the known offenders. The statistics also show that women commit also commit crimes that are violent such as theft, fraud and robbery. 75 percent of crime committed by women is theft and handling according to these statistics. It is however worth to note that women commit less violent crimes as compared to their male counterparts (Lise, 2009). They however participate in all types of criminal activities (Lise, 2009). Statistics also imply that female offenders are more likely to be cautioned for crimes and offenses that are indictable than men. Figures show that the cautioning rate for women was 44 pe5cent as compared to 27 percent for men. Research also showed that women were less likely to be charged after being arrested for offenses than men. 52 percent of women arrested were charged as compared to 60 percent of men arrested (Lise, 2009). According to Lambrose Ferrero (1995), there are less criminals among females than there are among males and that female criminals have more anomalies than the normal women. According to these theorists, female offenders do not act in accordance with the standards pre-defined and are regarded to be pathological hence require to be removed from the society or undergo treatment to make them normal. Courts therefore tend to punish female offenders for their offenses and for not complying with the pre-defined standards. This is implies that they receive double punishment which is not so with the male counterparts. As such, female offenders receive harsher sentences than males by courts. Market Demographics | Marketing Essay Market Demographics | Marketing Essay Executive summary: When you ask for Kleenex, everyone knows you are asking for a tissue. Although the number of rivals has been increased especially during the last decades, today, Kleenex with its worldwide popularity and its strong brand that built within its eighty years old understands needs of its different customers. Obviously, one of the major group of the customers, are men. Although the mens beauty care market lags the womens by some time, a new report pointed that the male grooming market has been increasing at double digit growth rates over the last decade in the US that in turns widespread in the other parts of the world. The economic downturn has tempered optimism but the mens beauty market remains one of the best performing segments in the personal care sector, according to a new report by Diagonal Reports. Men are now catching up with women with demand for mens hair coloring and fair skins having now taken off, decades after the womens coloring boom. A fundamental change in male behavior towards their appearance is responsible for this growth. Very large numbers of men are much more interested in their appearance than previously and interested in a different way than was the case. As one male grooming expert pointed out, Many men have a new attitude to appearance, it is no longer just functional, and they want their appearance to be in fashion. Hence, we have just concerned about men as women, children and others that in turns directed us to think about providing a new product for them. For this reason, we thought about producing new tissues that have some unique aspects especially for men and could help to protect and improve their skin and their appearance. Even though, the traditional categories like ultra- soft tissue and Kleenex lotion continue to be the most purchased products, a growing number of men are beginning to experiment with other, less traditional cosmetics and toiletries products, such as facial cleansers tissue, as well as face and body tissue with rejuvenate property by adding vitamins like vitamin E, sun block, green tea extract and exfoliation substances in the middle layer of the tissue. These core materials are the most sought after by dandy man who want to keep skin full of life in tissues daily use. 2.0 Situation Analysis Kimberly-Clark Corporation (Kimberly-Clark) is one of the leading consumer product companies in the world. It holds the first or the second position globally in terms of market share in more than 80 countries. It has operations in 36 countries and sells its products in more than 150 countries. The companys well-known family care and personal care brands such as Kleenex, Scott, Andrex, Huggies, Pull-Ups, Kotex, Poise and Depend are top ranking brands in terms of market share in more than 80 countries. High consumer loyalty and strong brand recognition help the company garner a substantial market share. However, economic slowdown in the US and Eurozone could adversely affect demand for Kimberly-Clark products. 2.1 Market Summary 2.1.1 Market Demographics The profile of the interior views customer consists of the following geographic, demographic, psychographic, and behavior factors: Geographics We have set first geographic target area, which is Malaysia. After successful hit the Malay market, we will expand our new product in Asia area then spread across the world. According to Malaysia demographics profile 2009, male population between 15-64 years is now 8,210,373(31.9% of total population of 25,715,819) we assume the population between 18 to 45 years old to be 20%. Demographics Male Have attended college Able and young, affluent customers A combined high annual income The age range from 18 to 45,more than 60% clustering around 18-25 years old Social class cover from the working class to middle class, upper uppers Psychographics All men who take care of themselves, concerned with their appearance Protect and improve their skin is important for them He perceives himself as tasteful and able, and they insist on Many men have a new attitude to appearance, it is no longer just functional, and they want their appearance to be in fashion. Behavior Factors The behavior of target customer is what accepted as masculine has shifted considerably throughout the times, so the modern concept of how a man should be differs from the ideal man of previous eras. Some styles and behaviours that are today considered feminine, in the past were, part of the mans domain (e.g., makeup, jewellery). He take pride in having an active role in using man care products Once they try, it is hardly to convertible They often show up at following places: Man SPA centers Mens salons and barbershops Golf club 2.1.2 Market Needs Kimberly-Clark Corporation is providing the men who are living in urban districts with facial tissues; The Company seeks to fulfill the following benefits that are important to its target consumers: High Quality: Based on our target market, the costumers are pursuing a higher quality of life. Attitudes and habits are changing among male consumers regarding their hygiene, grooming and physical appearance, as well as the purchasing habits among men. Rejuvenate property: Add vitamins like vitamin E, sun block, and green tea extract and exfoliation substances in the middle layer of the tissue. These core materials are the most sought after by dandy man who want to keep skin full of life in tissues daily use. Customer service: Exemplary service is required to build a sustainable business that has a loyal customer base. 2.1.3 Market Trends With men becoming more involved with their grooming habits and the explosive growth in the mens segment we saw a huge opportunity to introduce the male consumer tissue to a new proposition in skincare. Younger men are clearly more interested in taking care of themselves than their fathers or even their older brothers. But is it because metro sexuality has become more widely accepted by the masses or simply because of their generations habits? Its a generational thing. The guys in these generations get their bodies waxed, work out, style their hair, go to tanning salons, etc., more than their predecessors. they were raised on MTV, the Internet and reality shows, every minute of their lives is a photo-opportunity, they always want to look like theyre ready for their 15 minutes of fame, and dont think theres anything feminine about that. Using metro sun block among groups of friends going to beach or swimming pools which is really relevant in Malaysia because of its climatic situation is a notable trend. Another trend is using metro aroma in groups of boys parties and special ceremonies and weddings with wide range of aromas which can satisfy different tastes in wide range of groups. The other trend is using of Kleenex  ®metro with vitamin E for nourishing and rejuvenating the skin especially among men between 30 to 45 years old who strongly have desire to be always in centre of attention still keeping their skin nourished and shiny to make them more attractive. 2.1.4 Market Growth With changing men habits of fashion life and tending to show more and more attention to be sensitive about their appearance, the market for men care products is growing. As men using these kinds of products, a lot of companies are trying to establish new product line in their portfolio specially designed for men. By increase in number of producers and variety of men products, the companies should try to set the prices still competitive to remain in this market and grow in the same time to satisfy rate of growing people in this market segment. 2.2 SWOT Analysis The following SWOT analysis captures the key strengths and weakness within the company and describes the opportunities and threats facing Kleenex. Strengths Weaknesses Strong market position and brands Diversified business portfolio Strong growth in revenues and profits Lack of scale Business concentration Opportunities Threats Growth in Asian markets Acquisition and alliances Increasing preference for natural personal care products Intense competition Increasing oil prices 2.2.1 Strengths Strong market position and brands Kimberly-Clark has a strong market position. It has operations in 36 countries and sells its products in more than 150 countries. The company is well-known for its family care and personal care brands. It holds the first or the second position globally in terms of market share in more than 80 countries. Focus on building brands has helped Kimberly-Clark capture a strong market position. The companys brand portfolio includes some of the most popular brands of the world such as GoodNites, Cottonelle, Kleenex, Scott, Andrex, Hakle, Huggies,etc. The companys brand recognition has helped it to achieve consumer loyalty overtime ensuring a high market share. Diversified business portfolio Kimberly-Clark has a diversified business structure. The companys operations are carried out through personal care, consumer tissue, Kimberly-Clark professional and others, and health care segments. The companys personal care segment contributed 41.4% of the total revenues in 2007; consumer tissue derived 35.4%, Kimberly-Clark professional other 16.6%, health care 6.6%.The companys revenues grew by 9.1% in 2007, because of higher sales volumes, favorable currency effects, increased net selling prices and an improved product mix. The company is not over dependent upon on any one business. A diversified business portfolio helps the company cope with fluctuations in any one of its businesses and has led to a stable revenue growth. Strong growth in revenues and profits Kimberly-Clark has recorded a strong growth in revenues and profits in the last few years. Its revenues have increased at a compounded annual growth rate, CAGR (2005-2007) of 7% from $15,902 million in 2006 to $18,266 million in 2008. The companys profitability has also increased in recent years. Its operating profit increased at a CAGR (2005-2007) of 6% from $2,311 million in 2005 to $2,616 million in 2008. Similarly, the companys net profit also increased during (2005-2007) from $1,568 million in 2005 to $1,823 million in 2007. Robust financial performance strengthens the financial position of the company and provides a platform for future growth. 2.2.2 Weaknesses Lack of scale The company lacks the scale to compete with large players in the industry. Many of the companys competitors are much larger in size in terms of revenue generated and number of employees. Kimberly-Clark generated $18,266 million and employed 53,000 people in 2007, while one of its key competitors, Johnson Johnson (JJ) generated revenues of about $61,095 million in 2008 and employed about 119,200 people worldwide. Another competitor, The Procter Gamble Company (PG) generated revenues of about $76,476 million and employed 138,000 people in 2007. Owing to its relatively small scale of operations, the company could find it difficult to face competition. Business concentration Kimberly-Clark has concentrated operations both in terms of geography and customers. In the fiscal year 2007, the company derived approximately $10,192.1 million (53.9%) of its revenues from North American region; out of which $9,875.6 million (52.2%) came from the US alone. In terms of customer concentration, Wal-Mart, the companys largest customer, contributed approximately 13% to its revenues since 2005. High dependence upon a single large customer like Wal-Mart could reduce the bargaining power of the company. Any decrease in revenue from this customer could have an adverse effect on the companys revenues and profits. Moreover, the company is exposed to risks associated with the single economy, while its competitors such as The Procter and Gamble Company with significant operations in other countries are guarded against such a risk. 2.2.3 Opportunities Growth in Asian markets The consumer products and personal care products businesses are driven significantly by three basic demographic factors: population growth, household formation and household income growth. These factors are now driving strong growth in many of the companys developing markets including Asia, especially India and China. The companys sales increased in developing markets by 12% in 2008. In addition, in the categories in which Kimberly-Clark competes, developing countries currently represent a $4.5 billion market that is predicted to reach $5.2 billion by 2010. Moreover, the company has its operations in 36 countries. This provides Kimberly-Clark with the opportunity to enhance its market share as well as expand its presence in other categories. Acquisition and alliances Kimberly-Clark has been expanding its portfolio of services by entering into strategic agreements, and acquiring organizations to strengthen its position in the industry. For example In January 2007, ICG Commerce a leading procurement services provider signed a five-year contract to provide certain sourcing and supply management activities for Kimberly-Clark Corporation. This move will allow Kimberly-Clark to direct its resources on innovation, brand-building and other capabilities that will drive long-term sustainable growth. Further, In March 2008, Kimberly-Clark reached an agreement to purchase the remaining stake in its South African subsidiary, Kimberly-Clark of South Africa (K-CSA) from The Lion Match Company wholly-owned subsidiary of FASIC Investment Corporation Limited. K-CSA is a leading manufacturer and marketer of tissue, personal care and business-to-business products and also markets Kimberly-Clarks line of health care products. Kimberly-Clarks increased ownership in K-CSA will enhance its growth potential in African region. The companys alliances in these areas would allow it to further strengthen its existing business or gain a strong foothold in new sectors and markets. Increasing preference for natural personal care products Some consumers are realizing the power of treating their skin with vitamins, botanicals and avoiding such ingredients as parabens and sulfates. Consequently, natural and organic products are being seen and appreciated as being safe, efficacious, earth-friendly beauty solutions that are better for ones well-being. Another reason why natural ingredient based skincare and personal hygiene products are perceived as healthier and better is that natural as a standalone word/concept strongly implies a healthy balance. In that way, it can elicit an emotional response from consumers and therefore has strong relevance to emotional wellness. Kimberly-Clark can capitalize on this growing trend by launching more natural personal care products. 2.2.4 Threats Intense competition The personal care businesses are characterized by intense competition throughout the world. The company competes in selected product categories against a number of multinational manufacturers. In addition to products sold in the mass-market and demonstrator-assisted channels, the companys products also compete with similar products sold in prestige department store channels, through door-to-door or mail-order marketing or through telemarketing by representatives of direct sales companies. Brand recognition, quality, performance and price influence the consumers choice among competing products and brands. Advertising, promotion, merchandising, the pace and timing of new product introductions, line extensions and the quality of in-store sales staff also have a significant impact on consumers buying decisions. Kimberly-Clarks major competitors include Georgia-Pacific Group, Johnson Johnson, Playtex Products and Procter Gamble Company. Increasing oil prices Fuel costs for the company represent a significant portion of its distribution cost, thereby, affecting its operating margin. A number of the companys products, such as diapers, training and youth pants, incontinence care products, disposable wipes and various health care products contain certain materials which are principally derived from petroleum. These materials are subject to price fluctuations based on changes in petroleum prices, availability and other factors. The company purchases these materials from a number of suppliers. The crude oil prices have been increasing in recent years. The crude oil prices rose from $60 per barrel in October 2006 to $126 per barrel in May 2008. The price of natural gas has also increased. The short-term outlook indicated further increase in oil and natural gas prices. The surprise fall in US energy stocks and Organization of the Petroleum Exporting Countries (OPEC)s decision to stick to its current output levels are expected to keep oil prices above the key $100 mark. Higher fuel prices are likely to have a direct impact on the companys distribution cost and may directly affect its margins. 2.3 Competition Kimberly-Clark Corporation is forming its own market for male tissue products. Although there are companies that do make tissues and toiletries, So far the Kleenex is the only brand thoroughly designed for men, especially metro-sexual. 2.4 Product offering We decide to offer three products for the first run, all of them have been designed to attract the target market of metrosexual men, although have potential attractiveness among other groups. These products are designed to be easily hold and used by target market and have a clear advantage because of their special life style: Tissues with Vitamin E: Nourishing and rejuvenate the skin Tissues with Sun block creams: protect skin from UV damage Tissues with Aroma: perfume attracting, relaxing and anti stress effect They also have been designed in three packs for ease of use and different rate of use: 50 tissue pack 25tissue pack 10 tissue pack 2.5 Marketings key success factors The key to success is designing and providing something special for a relatively high portion in market that matches their needs and have potential to go further of their expectation because of its high quality material and special features which have been introduces new to market and has the support of one of the best brand tissue companies (Kleenex), so it already has a good name because of the brand and by combining it with high quality and special features according to customer needs and demand can achieve a reasonable success in the market. 2.6 Critical issues Using the Kleenex brand reputation this product should be always monitored in order to keep the quality high and constant. Pursue and control the growth rate to ensure that this product line revenue always exceeds the expenses to ensure the profitability of this product line. Customer satisfaction should be carefully monitored to prevent the thread of new similar products. In other word it should always exceed the customer expectation. 3.0 Marketing strategy The marketing strategy for introducing and maintaining this product is focus on male care and increase in attractiveness of this issue among the group which covers a high portion of Malaysia population (20%) that prepares the grounds for achieving reasonable and successful growth in this market. Special differentiation of this product is its nourishing and rejuvenating feature. (3) 3.1 Corporate mission Kleenex ®metro strive to provide the finest special application tissues in combination with best quality resources. We recognize that only companies that build sustainability into the way they do business will have enduring success. Our business relies on natural resources such as wood fiber, energy and water. It is clearly in our best interest to design products and manufacturing processes that conserve these resources and secure their availability for the future. Measurable and attainable objectives: short term / long term goals 3.2 Marketing objectives of the plan Maintain positive growth by diversifying products for different purpose of usages, for example developing new products using during body building or other physical exercises, (Product development strategy.) Trying to steadily increase demand by penetrating among other male and/ or female groups (using in beauty salons, sport teamsà ¢Ã¢â€š ¬Ã‚ ¦) 3.3 Financial objectives Increase sales by 2% in the year 2011. (1) According to Malaysian demographic profile (2009), population growth rate is 1.7%, we use this figure in financial growth rate and assume that financial growth rate is 2% accordingly. Allocate 10-15% of sales revenue to RD projects each year Allocate 5% of sales revenue to corporate social responsibility each year Achieve 30% sales growth rate till 2013. (10% growth each year) (2) We have used NIVEA for men annual report, using its sales growth forecast here. 3.4 Target markets profiles Now the number of men who are changing their purchasing habits towards personal hygiene, grooming and physical appearances products is increasing. So, all men who take care of themselves and concerned with their appearance are our target market. We call them Metrosexual Men. The age interval of this segment is between 18 to 45 years old, with 60% concentration on men around 18-25 years old, men who really care into rejuvenating and protecting skin during their daily life. The income of dandy man is the secret of attractiveness of this segment which is relatively high. In addition the growth rate of this phenomenon is tremendous over the past several years. (3) According to Malaysia demographics profile 2009, male population between 15-64 years is now 8,210,373(31.9% of total population of 25,715,819) we assume the population between 18 to 45 years old to be 20%. More than 27% of men are using these products nowadays. However, another 35% of men today say that they are interested in trying them, but have not yet made the leap. (4) These figures are based on the results of our questionnaire survey. 3.5 Positioning Kleenex ® Metro, using Kleenex brand tissues trademark and industrial experience in the market since 1924, wants to position itself as the premier company in producing and offering high quality nourishing, rejuvenating and anti- UV tissues especially designed for dandy men. 3.6 Strategies Using Kleenex as a well-known brand among the society the marketing strategy tries to attract customers among groups in several ways. First one is redesigning the Kleenex website, allocating a dominant position to Kleenex  ®metro. Second and major one is promoting by viral marketing as our target segment have rigorous relation and connection to internet, specially websites, blogs and emails. The third strategy is using famous brand ambassadors for promoting the product on boards in cinemas, fashion magazines and related literatures. Using brand ambassador is relatively high cost advertising but has a great effect on this target market. After customer awareness we focus on other comparatively low cost options especially viral marketing and websites. 3.7 Marketing Mix Product positioning product description, value added features Value Proposition Statement (VPS): The extra ordinary new feeling of new Kleenex Metro-softness with fabulous odor, more lively rejuvenated skin for those who indulge in metro-sexuality. Point of Parity (POP): Softness and fabulous odor are the two major similarities of this product and others. Point of Difference (POD): Nourishing and rejuvenating the skin could be considered as the two main differentiations of the product. Price- Pricing strategy, incentives (sales, discounts): The pricing objective is a combination of four subjects; first and for most, affordable luxuries is the most considerable objective for this product, since it characterized by high levels of perceived quality and status among the consumers. Secondly, as the company has been produced tissues for many years it plagued more with intense competition and changing consumers wants. Hence, survival could be mentioned as another objective in this situation. Thirdly, it is better to set the price that provide maximum marginal profit that in turns lead to maximum current profit, cash flow or rate of return on investment. Therefore, maximum current profit is the other objective for the company. Last but not the least, as producing the new product requires a relatively new technology, it is better at first to set higher price compare with normal product and slowly lowered over time. Then, market- skimming pricing is the other objective. Price setting method: We select a method of combination of the value perceived by the consumers and their assessments and the competitors price and the price of substitutes. In fact, there is a mutual relationship between consumers and product; on the one hand the product should deliver the value promised by its value proposition and on the other hand the customers must have perceived this value, so the premium pricing could be charged in this situation. Although, our product has some unique aspects, we considered the some products that maybe seem to look like our product in some other criteria too. Therefore, we have mentioned the price of those products based on the survey that we have done through some supermarkets, super stores and pharmacies (Carrefour, Cold Storage, Watson and Vita care). Elasticity of demand: Since the luxuries aspect of the product is more dominant, its demand relatively hardly changes with a small change in price, hence, we can consider that it is inelastic. Price: With consideration of especially these two previous items (the method and inelasticity of demand) and some other criteria like tendency of customers to process the prices in left-to-right manner we set the price for our product as below: Incentives for increasing sales volume: Discount and Allowances are two major categories that we could mention in this situation, especially for early payment (below than 15 days) and more volume purchases by the customers. Furthermore, we can consider some functional discount or trade discount for some channel members if they will perform certain functions that specified by the company; for instance if they could keep the records, the company can allocate extraordinary discount to them. C- Place-sales area, distribution At the beginning we have just considered Malaysia as our distribution area. Channel of distribution: Selective distribution: All the retailers and intermediaries willing to carry the products. Marketing channels: retail stores, wholesalers/distributors and sales force. Retailers: Department store; Parkson, Metrojaya, Isetan and Jusco Supermarket; Cold Storage Superstore; Carrefour, Tesco and Giant Specialty stores; Guardian, Apex, Prima Health and Watson SPA centers; that regularly visited by our target customers Mens salons and barbershops Wholesaler: All merchant wholesalers (full-and-limited service jobbers and distributors) Competing brand: No relevant competitor most likely have a lower price range D Promotion advertising methods, public relations We want to use two major marketing communication mixes: Personal influence channels: 1-Distribution of free 10-15 tissue sample packs at strategic business locations during the rush hours (especially at weekends nights). 2-Appointment with spokesperson, celebrities and brand ambassador Non personal communication channels: Sales Promotion: we intend to draw stronger and quicker response from buyers, moreover, we want to highlight our product offer, hence we can mention about consignment booths, product samples and prominent shelf displayers in the outlets. Place Advertising; we want to increase the number of spontaneous buying decisions, so we can apply for using ads on shopping trolleys, shelves, floor space, in-store demonstration. Publicity and PR; we intend to attract attention to the product launch and instill credibility, therefore we had better to consider about special events, sponsoring celebrations the national and conventional events, press releases in this situation. Advertising; as we want to increase the number of consumers who utilize the product and recognize it as a value product, we must apply for advertising on Newspapers, Magazines; especially for Male, Outdoor, highway billboards and Internet) We will also focus on Kleenex website and use of viral marketing in our strategy for advertising and promoting the product. Finally, as we have specified our audiences; all men especially Juvenile and young men (18-45 years old), we can follow the communications process model effectively in most of the relationships and communications with our customers. 3.8 Marketing Research As Kleenex is a very well-known brand and has a strong experience in launching and establishing many kinds of tissues, it has a good opportunity in testing its new products using its facilities, laboratories, scientists and experts. It has also a good position in tissue market to convince the customers in free toll zones for example for tourists and people who go holidays in special zones, such as Penang or Lankawi in Malaysia to achieve a strong feedback from its customers and improve the product. 4.0 Financials: This section will offer the financial overview of Kleenex Metro, from the sales forecasting perspective. We do believe that we should take into consideration the conservative sales forecasting in order to have a more realistic estimation. For making related the financial overview to marketing activities and marketing expenses, we can expect to cover the marketing expenses from the sales of the second year. The expenses forecast will be used as a tool to keep the department on target and provide indicators when corrections or modifications are needed for the proper implementation of the marketing plan. The purpose of the financial part of Kleenex Metro marketing plan is to serve as a guide for the organization. The revenue, expenses, customer satisfaction, and etc will be monitored to gauge performance. Key planning assumptions (sources of information) (1) According to Malaysian demographic profile (2009), population growth rate is 1.7%, we use this figure in financial growth rate and assume that financial growth rate is 2% accordingly. (2) We have used NIVEA for men annual report, using its sales growth forecast here. (3) According to Malaysia demographics profile 2009, male population between 15-64 years is now 8,210,373(

Effect of Middle level managers on Employee Turnover

Effect of Middle level managers on Employee Turnover Abstract Management at any organization can be classified into three levels and they are Top level, middle level and low level management. Each level of management has its roles and responsibilities to be executed for the better functioning of the organization. Middle level mangers play a key role in any organization. They are point of contact for many of the resources across the top level and low level management. There were many cases where high level management contacts the middle level mangers for several operational issues with low level management and even low level management has made the middle level managers as the single point of contact in order to resolve their issues. Usually the job profiles in middle level management differ based on the organization structure and number of employees operating in a particular division. There were many research and theoretical aspects, that has proved middle level management has nothing to do with turnover of an organization. This particular turnover is not and no where related to revenue terms and this entire discussion is based on the turnover of employees and their work done. Here, we can review an article â€Å"Effect of Middle level managers on Employee Turnover† published by Mr. Morgen S. Johansen. In this particular article author mainly concentrates on High level and middle level manager and their impact on the overall employee satisfaction that results in the turnover of the organization. This review is published in â€Å"Department of Political Science, Texas AM University†. The results and their impact are discussed in the public management literature. Introduction Public management is a vast subject and if any one is interested in studying this particular subject, the most important area to be concentrated is the relationship and level of interactions between mangers and workers, and the result of work done which is affected by their levels of interactions.(Frederickson and Smith 2003, p98 ). After much research, the most important aspect came in to light is that, maximum study of public management is concentrated on the relationship between management activities and output of work and has neglected the relationship between management and workers (Meier and OToole 2002, 2001; Goerdel 2006; Brewer and Selden 2000; Walker and Boyne 2006; Moynihan and Pandey 2005; see also Lynn, Heinrich, and Hill 2001; although see Ingraham, Joyce, and Donahue 2003). This particular negligence of management on employees has become the main drawback and is affecting the organization performance a lot. The management should understand this effect of performance on organization turnover and proper steps are required to get rid of these activities. Lack of attention on workers may definitely affect the employee performance. A deep focus on relationship between management and workers is required to understand the few aspects like whether management is effecting the employee performance or employee performance is effecting the management. To concentrate more on this, the basic management activity like Human Resource can be considered, as it is the core functionalitys of any management (Daley 2005). Typical management activities include providing better workplace needs, recruiting right resources, training them to develop their skills and finally motivating and encouraging them in many aspects (Ingraham, Joyce, and Donahue 2003). In simple words Human Capital can be considered as biggest asset of any organization. Short Literature Review As per the previous discussion, Human Resource can be considered as the biggest asset of any organization and maintaining it effectively will always result a positive impact on both employee and organization performance (Ingraham, Joyce, and Donahue 2003;Daley 2005). According to Author, for better understanding of relationship between management and work outcomes, one should concentrate on the missing term i.e. Workers. Thus, in determining how management matters, the question becomes, what effect does management have on workers? In order answer these questions, author mainly concentrated on the effect of management on the turnover of street level. Turnover has a major role in building the organization performance. As per author, turnover is directly related to work satisfaction and this particular work satisfaction from workers side is essential for any organization for its effective operations and performance. Workers may not perform well and in some cases, they may leave the org anization, if the work or job satisfaction is not up to the level. All these factors make turnover as a bad thing for any organization and should be managed properly (Mobley 1982). Consequences and causes of Turnover As per author reviews, high turnover always poses a negative impact on organization performance (Meier and Hicklin 2008; Brill and McCartney 2008). Turnover has much importance, as it could be considered as the main factor that affects the costs in many aspects like lost recruiting, interviewing, training, and socialization investments (Mobley 1982). Apart from all these factors, turnover can also affect the morality of any company (Rainey 2003) and can cause a huge of scope of disturbance is in the smooth flow of the organization like social and communication platforms (Mobley 1982). Economy, inflation and labor force composition can be considered as external cause, that cant be controlled with in management. Several organization factors also effects the turnover and few of them are size of organization and each department, work pressures and salary (Mobley 1982). The compensation workers receive is a strong predictor of turnover (Mobley 1982; Moynihan and Pandey 2008; Selden and M oynihan 2000; Theobald 1990). Workers should be at a satisfaction level of their pay. This particular satisfaction can be measured with respective to their cost of living and the work place conditions. Even the fiscal resources of the organization affect the turnover. The fiscal resources of an organization matter because an organization with more resources is more likely to provide supplies, training, and other resources that better enable workers to do their jobs. Apart from these, there were many individual factors that effect the turnover and one among them is the work satisfaction (Nigro, Nigro, and Kellough 2007 ), for all these managers are responsible for building up the confidence levels and turnover too. Methodologies and drawbacks The basic methodology implemented by author is to study the relationship between management and workers and their total effect on the turnover. He has collected data from many aspects and concluded that middle level management poses a negative impact on the turnover. Turnover and Management Turnover is something that must be managed (Mobley 1982). The impact study of Human resource management can be considered as the best among the methodologies used by author to explain the turnover. HR management is directly related to job satisfaction and it strongly influences the organization performance (Mobley 1982; Riccucci 2005). In simple words, management can impact the job satisfaction, as mangers are the key persons who can make the workers not to dissatisfy (Riccucci 2005). Job satisfaction can be considered as a typical measurement factor, that how an organization body behaves and treats the employees (Mobley 1982; Morrell, Loan-Clarke, and Wilkinson 2001). Hiring the right persons, who can adjust to the organization environment and worker, is the primary task of any manager. Moreover, the support workers have from management (Parker 2002; Moynihan and Pandey 2008) also matters. Apart from HR management, budgeting also effects the job satisfaction of employees (Donahue et al. 2004). As per author methodology, there is a very tight relation between pay of the organization and turnover (Mobley 1982; Moynihan and Pandey 2008; Selden and Moynihan 2000; Theobald 1990). Managers are responsible here because, they were the key persons t decide the word on budgeting and many other aspects like distributing the available budget to several departments, employee salaries and reserves etc (Gulick 1937; Mintzberg 1979; Donahue et al. 2004). Drawbacks and un-answered questions on this methodology Author has given an excellent discussion, on the relationship between mangers and covered all important aspects of management activities. Apart from the positive aspects, there were many aspects author could not cover and few questions that were un-answered, and few of them are discussed below †¢ Author has missed to clearly explain the exact level of management that was affecting the turnover and job satisfaction. He always refers that it the responsibility of management, but no where he mentioned that middle level mangers are responsible and this does not fit as per the article title. †¢ Human resource management is directly focused in this article. Even there were many cases, where HR is not morally responsible for job satisfaction. The best example could be, even there exists a separate policy to motivation and job satisfaction, the attitude of any single employee can effect the entire division. †¢ There were no special case studies included, where the author can support that budgeting can effect the job satisfaction. Even a good budget can meet the requirements of workers. Multi-level management The second methodology considered by author is the important aspect and is Multi-level management. In a multinational organization, there could be always a scope for multi levels of management. At each level there are different managers with their own roles and responsibilities (Riccucci 2005; Lynn, Heinrich, and Hill 2001). Thus, to really determine if management affects workers, we need to look at managers at more than one level and their effect on street level bureaucrats. So, they can directly effect the salaries and the respective job satisfaction with respective to the pay outs. Organization goals are also set by top level management and as per first hypothesis of author â€Å"Hypothesis 1: Upper level managers will have an impact on turnover†. Apart from Upper level manger, middle level mangers are also responsible for many factors that directly affect the turnover. This is because; middle level mangers are the key persons, with whom the low level managers and workers are in contact (Mintzberg 1979; Barnard 1938). As middle level managers are close to workers, all the issues related to worker job satisfaction are directly influenced by middle level managers and thus author concludes his second hypothesis as â€Å"Hypothesis 2: Middle level managers will have an impact on turnover †. Drawbacks and un-answered questions on this methodology Author has justified the classification of levels in management in an organization and their respective impact on the job satisfaction and turnover. Apart from these, there were many points that were missed and few of them are highlighted below: †¢ Author could have classified the roles and responsibilities of different management levels, but failed to explain their respective level of impact on the overall job satisfaction. †¢ There was no percentages sort of things, like what percentage of upper management affects the turnover when compared to middle level management. †¢ Again the focus has been divided among upper and middle level mangers, but there is no special theory that could explain the view of author, that only middle level management has imposed negative effect on turnover. Organization size The third and most important methodology considered by author is the Organization size. Organization size badly affects the turnover of any organization and this is due to the reasons that big organizations are designed in a critical and more complicated manner (Rainey 2003). Considering all these reviews, author concludes that smaller organization pose more negative results on turnover when compared to larger organizations and came up with his third hypothesis on this as â€Å"Hypothesis 3: Management will have an impact on turnover in smaller organizations but not in larger organizations.† But when inner details are considered and also in ideal cases, even there exists many issues that effect the turnover with HR managers and this does not support the third hypothesis and author has came up with his fourth hypothesis as â€Å"Hypothesis 4a: In large organizations, upper level management will have an impact on turnover †. As already discusses by author, upper level ma nagers are always responsible in setting high level standards like budgeting and financial issues. But if a smaller organization is considered, both the upper level and middle level managers are responsible and author came up with newer version of his hypothesis as â€Å"Hypothesis 4b: In small organizations, upper level and middle level management will have an impact on turnover †. Drawbacks and un-answered questions on this methodology In this particular methodology, author has came with good hypothesis on the organization size and its relation with upper and middle level management, apart from these, there are many issues with his and few of them are discusses below †¢ As per author, organization size effects the turnover and here he could not explain the how the organization size is effecting the job satisfaction of employees. †¢ Author has mixed his hypothesis with the previous methodologies and could not justify the hypothesis as it was done in the previous case. †¢ Again upper level and middle level management were brought into picture, but no justification was done how, only middle level managers are responsible for turnover of employees. Review and critics on methodologies followed When the employee turnover does become complicated? Author could not to able to explain the intensity of effect caused by the employee turnover. As per the review of author, he could not explain the range of turnover tolerable in any organization. There were cases, where employee turnover can positively affect the organization performance and author could not cover the positive side of this article. (http://www.cipd.co.uk/subjects/hrpract/turnover/empturnretent.htm) How to measure employee turnover? Author is successful in explaining the levels of management and their effect on turnover, but failed to explain the methodologies adopted to measure the employee turnover. The best way to measure this employee turnover is as below (Total number of leavers over period/Average total number employed over period) * 100 (http://www.cipd.co.uk/subjects/hrpract/turnover/empturnretent.htm) Author could not justify the reasons for which the employees leaving the organization and special definition is derived for this. How employee turnover does effects the cost to organization? Author could not explain the effects of employee turnover on the cost perspective of any organization. As per this article, middle level mangers are posing negative employee turnover rates, and let us the actual ones as below The following are the cost terms to be measured †¢ recruiting costs †¢ training cost †¢ administrative costs †¢ induction costs If one can observe these cost factors, all these are related to middle level managers and at the same time, cost cutting activities are no where related to middle level management and directly related to upper level of mangers, as they are responsible for budgeting issues. Thus even HR activities and their impact on employee turnover are related to upper level management indirectly and could not justify the authors review discussion. (http://www.cipd.co.uk/subjects/hrpract/turnover/empturnretent.htm) Why do people leave organization? Usually employees resign, to the job because of many reasons like getting a good offer and may be due to many personal reasons. All these are missing in authors discussion, where he just concentrated on the management defects. How to retain employees? Author is successful in explaining the bad affects of employee turnover, and failed to give methods to retain the employees. When coming to management side, even they are responsible to retain the employees and this part is completely missed in authors review of the article. (http://www.cipd.co.uk/subjects/hrpract/turnover/empturnretent.htm) Lack of any survey reports Author has missed the practical implementation of things. He could have managed to explain the hypothesis derived by him, and failed to submit any practical reports on his discussions. The actual survey reports may not be in synch with authors discussion and few of them can be downloaded from the below referred URL (http://www.cipd.co.uk/subjects/hrpract/turnover/empturnretent.htm) How to prevent turnover? Author could not explain and suggest any preventive mechanisms for low employee turnover rate and few of them can be found under (http://en.wikipedia.org/wiki/Turnover_(employment)) Arent Middle level managers employees in an organization? Author has concluded that middle level managers are more responsible for high employee turnover. Here, he has just failed to explain, if the job satisfaction of middle level mangers is low, even there are chances, where they may skip the organization and he could not suggested how upper level managers are responsible in retaining the middle level employees. Conclusion Employee turnover, which is rate of gaining or loosing the employees in an organization (http://en.wikipedia.org/wiki/Turnover_(employment)) has become major disadvantage for many organizations and there were many factors to cause this. The most important aspects to be considered are the management issues (Riccucci 2005). Different levels of organization have their own impact on employee turnover these days. As per discussion on the review part, it the middle level mangers, who effect the employee turnover of the organization. There were multi-level organization and each of them has their own standards to measure the turnover. Upper level management is responsible for high end activities like budgeting and designing organization size. Middle level management is mainly responsible for typical HR acts like hiring, training and development. The main focus is done middle level managers as per the title of the article, but fewer topics were covered to explain the same, as per author. Proper set of standards while hiring the employees can be the best solution for this situation. The quality in training and motivation to employees can stop them in jumping here and there. Good development opportunities and job satisfaction for employees can make middle level managers more confident in reducing their part in turnover aspects. If author could have covered inner details of management, this article could be the best. Author has given excellent justifications for many aspects like, level of management and organization size and their effect on turnover. All the methodologies covered by him are much qualitative approaches and could have suggested methods for less employee turnover rate. Examples could have helped for better understanding of the article. References Aldrich, Howard and Ellen R. Austere. 1986. â€Å"Even Dwarfs Started Small: Liabilities of Age and Size and Their Strategic Implications.† Research in Organizational Behavior 8: 165-198. Bamboo, Thomas, William R. Clark, and Matt Gilder. 2006. â€Å"Understanding Interaction Models: Improving Empirical Analyses.† Political Analysis 14: 63-82. Brewer, Gene A. and Sally Coleman Selden. 2000. â€Å"Why Elephants Gallop: Assessing and Predicting Organizational Performance in Federal Agencies.† Journal of Public Administration Research and Theory 10(4): 685-711. Brill, Sam and Abby McCartney. 2008. â€Å"Stopping the Revolving Door: Increasing Teacher Retention.† Politics and Policy 36(5): 750-74. Daley, Dennis M. 2006. â€Å"Strategic Human Resources Management.† In Public Personnel Management: Current Concerns, Future Challenges, 4thed. Ed. Norma M. Riccucci. New York: Pearson Education. Donahue, Amy K., Willow S. Jacobson, Mark D. Robbins, Ellen V. Rubin, and Sally C. Selden. 2004. â€Å"Management and Performance Outcomes in State Government. † In The Art of Governance, Patricia W. Ingraham and Laurence E. Lynn, Eds. Georgetown University Press. Ehrenberg, Ronald G., Richard P. Chaykowski, and Randy A. Ehrenberg. 1988. â€Å"Determinants of the Compensation and Mobility of School Superintendents.† Industrial and Labor Relations Review 41: 386-401. Frederickson, H. George and Kevin B. Smith. 2003. The Public Administration Theory Primer. Boulder, CO: Westview Press. Goerdel, Holly. 2006. â€Å"Taking Initiative: Proactive Management and Organizational Performance in Networked Environments.† Journal of Public Administration Research and Theory 16(3): 351-67. Hayes, William. 2004. So You Want to be a Principal? Lanham, MD: Rowman Littlefield. Ingraham, Patricia W., Philip G. Joyce, and Amy Kneedler Donahue. 2003. Government Performance: Why Management Matters. Baltimore, MD: Johns Hopkins University Press. Jencks, Christopher and Meredith Phillips. 1998. The Black-White Test Score Gap. Washington, DC: Brookings Institution. Johansen, Morgen S. 2008. â€Å"Measuring Middle Manager Quality and Its Effect on Organizational Performance.† Paper presented at the Third Conference on Empirical Studies of Organizations and Public Management, College Station, TX, May 2-3. Meier, Kenneth J. and Alisa Hicklin. â€Å"Employee Turnover and Organizational Performance: Testing a Hypothesis from Classical Public Administration.† Journal of Public Administration Research and Theory 18(4): 573-90. Meier, Kenneth J. and Laurence OToole, Jr. 2002. â€Å"Public Management and Organizational Performance: The Effect of Managerial Quality.† Journal of Policy Analysis and Management 21(4): 629-43. - 2001. â€Å"Managerial Strategies and Behavior in Networks: A Model with Evidence from U.S. Public Education.† Journal of Public Administration Research and Theory 11(3): 271-93. Mobley, William H. 1982. Employee Turnover: Causes, Consequences, and Control. Reading, MA: Addison-Wesley. Moynihan, Donald P. and Sanjay K. Pandey. 2008. â€Å"The Ties that Bind: Social Networks, Person-Organization Value Fit, and Turnover Intention.† Journal of Public Administration Research and Theory 18(2): 205-228. Nigro, Lloyd, Felix Nigro, and J. Edward Kellough. 2007. The New Public Personnel Administration. 6thed. Belmont, CA: Thomson Wadwsorth. Parker, Victoria A. 2002. â€Å"Connecting Relational Work and Workgroup Context in Caregiving Organizations.† Journal of Applied Behavioral Science 38: 276-97. Rainey, Hal G. 2003. Understanding and Managing Public Organizations. 3rded. San Francisco, CA: Jossey-Bass. Riccucci, Norma. 2005. How Management Matters: Street Level Bureaucrats and Welfare Reform. Washington, DC: Georgetown University Press. Selden, Sally C. and Donald P. Moynihan. 2000. â€Å"A Model of Voluntary Turnover in State Government.† Review of Public Personnel Administration 20(2): 63-74. Theobald, Neil D. 1990. â€Å"An Examination of the Influence of Personal, Professional, and School District Characteristics on Public School Teacher Retention.† Economics of Education Review 9(3): 241-50.

Speech and Language Therapist (SLT) Role and Ethics

Speech and Language Therapist (SLT) Role and Ethics Role Investigation This essay will investigate a vocational role as a Speech and Language Therapist (SLT). It will cover the role, where the role may be needed and will operate, what qualifications are needed to become a SLT, and what psychological theories are used and applied when working as a SLT. The essay will then cover the ethics required of a SLT and the skills needed because of them. A SLT role requires working with people of all ages with various levels of speech language and communication problems. Such problems can occur when they have difficulties swallowing, drinking or eating. Typical clients they deal with have physical and learning disabilities, hearing loss/deafness, psychiatric disorders or dementia. They help by assessing and identifying the difficulties/disorders the client has and then create and implement a suitable treatment program. They will then continue to see the client on a one-to-one basis to assess the developments made. They will also teach the client’s family, social workers, and teachers on how to communicate effectively to help clients outside their therapy sessions (editors, 2012). The average salary for a SLT could range from  £21,176- £27,625 if they are part of the NHS, but you could go into a specialist role outside of the NHS and the salary range is  £25,528- £34,184. Another option is the work as a freelance SLT. SLTs work within schools, hospitals, health centres, day care centres, rehabilitation unit, client’s homes, prisons and young offender’s institutions. SLTs work typically 9-5, and they could work in several locations (editors, 2012). The training and qualification needed to be a SLT is a degree accredited by the Royal College of Speech and Language Therapists (RCSLT). A degree in Psychology will better the chances of getting onto the post-graduate 2 year course, which needs to be taken to get the accreditation. SLTs also need to be a registered member of Health care Professionals Council (HCPC) (AGCAS, 2012). Although a specialist speech and language therapist may require additional skills and training. For example a speech and language therapist in a special needs school may learn Makaton sign language because some children may not be able to communicate effectively. Using signs may help adults understand children which will relieve frustration and reduce anxiety which in turn should help facilitate communication (Enderby, et al., 2009). Speech and language is something quite unique to humans so a lot research has been done into the acquisition and the development of language (Pinker, 1995). Theories are constantly evolving and adapting and speech and language therapists must recognise these and adapt their strategies accordingly (Latham Miles, 2001). The behaviourist approach to language development is that it is learnt in response to a stimulus that gives a pleasant reward (Latham Miles, 2001). This is how a child will associate words with meanings and therefore reinforce the importance of communication and using words. For example Skinner proposed that a child will point and say â€Å"drink†, the child is then rewarded with the drink. The child then associates the word drink with getting a drink and will carry on using it whenever they want one (Skinner, 2014). This is supported by Sundberg, Micheal, Partingtin, Sundberg, (1995) who did a study on five children between two and four-years-old, four had moderate language delays and one typically developing child. They performed the targeted response, i.e. sound, word or phrase, after the conditioned reinforcement was established and then established new vocal responses. For example a subject wanted to be tickled (which was the reinforcement), so said the paired word â€Å"apple†, eventually she started saying â€Å"tickle†. However this study was only done on 5 subjects so its sample size is not relaible enough to generalise universally. Although speech and language therapists could use positive reinforcement as a technique in their sessions, it could be particuarly helpful when working with children. SLTs use games where when they win or complete the task they are intrinsically motivated. Extrinsic rewards do help however the child may get too excited by the reward and their attention turns to the reward rather than the task. Also they may find that the child doesn’t have reward outside the session therefore doesn’t use the communication skills learnt in session outside, in classrooms or at home (Boyle, McCartney, Forbes, OHare, 2007). Also it is important if a SLT is working with someone with mutism or selective mutism to reward every type of communication, no matter how small, whether it be verbal or head shaking. A SLT will talk to teachers and parents/carers to see these small signs of commmunication and how to positively respond to them (Aberdeenshire Council, 2013). This behaviourism technique is what allows children to associate words with meanings however if a child is impaired in this area a SLT may find other ways to allow a child to communicate. For example teaching Makaton signs or using symbols and pictures that they can point to (Roulstone, Wren, Bakopoulou, Goodlad, Lindsay, 2010). However Skinners approach was criticised because it does not explain how people come to put sentences together (Albery, et al., 2008). This point was made by Chomsky, he believed that language was a human instinct (Pinker, 1995) and that the sentence structure was very important in being understood and that a child through behaviourism alone could not learn all of the grammatical rules in his/her language (Chomsky, 1967). For example the sentence â€Å"the cat was on the basket† differs in meaning from â€Å"the basket was on the cat†, Chomsky believed that the order was essential to get a message across (Chomsky, 1967) (Latham Miles, 2001). Chomsky believed that children could understand grammatical rules through their Language Acquisition Device (LAD) and universal grammar. They hear the language, through the LAD, they then pick up on the grammatical rules of language in their universal grammar and then it is put forward to the LAD (cited by Albery, et al., 2008). Th is can explain how children overgeneralise grammar for example when they say â€Å"wented† or â€Å"goed† (Albery, et al., 2008). This can be supported by Berko, children were asked questions to find out whether they knew grammatical rules and could apply them to made-up words. For example they were showed a picture of a â€Å"wug† and asked what two were called. Instead of saying they didnt know because they have never been told, they called them â€Å"wugs†. However this study was done on only English native speakers so it does not prove if children have access to universal grammar rules, it may just suggest children listen and remember grammar rules of the languages they have been exposed to (Berko, 1958). Most people who have suffered from a stroke may know what single words mean but may struggle when it comes to putting sentences together. So its the SLT role to focus on tasks that will facilitate the patient’s ability to construct sentences. They could do this through arranging words on flash cards into sentences (Stroke Association, 2012) Another theory that SLTs use are the stages of language acquisition. At around 7 week’s babies a thought to start the â€Å"cooing† stage, this involves sounds that include vowels like â€Å"ooh† and â€Å"aaaa†. At 7 months children are believed to start the babbling stage such as ‘bodadda† (Albery, et al., 2008). SLTs will use this as guidelines to decide whether a child is developing their language normally. Latham Miles (2001) created a framework which is used to assess where a child is in their language development and interventions to help the child move onto the next band. For example band one the child can express themselves through vocalising, facial expressions, pointing and gestures. The interventions suggested at this stage are for an adult to respond to the child’s attempts of communication and actively play turn taking games with them. This should then help the child move onto band two. The SLTs job will be to continuously assess and evaluate the child’s progress and put in place interventions that parents and carers can do at home to help the child progress. This is a part of the SLTs ethics guide, they must ensure they are making fair and appropriate assessments, judgements, diagnosis and treatment interventions. They must ensure they put the client first and make decisions that would most benefit them based on knowledge and up-to-date research. They must also ensure they are keeping records of all the sessions they have with their clients so that there is a record of progression. It is important they maintain client confidentiality at all times. Above all they must protect their clients and themselves by maintaining a safe, appropriate, and professional environment and relationship (HCPC, 2014). The skills needed to be a SLT because of the type of role are efficiency, to ensure you are on top of all paper work and recent research. They must be able to work with and enjoy working with lots of different types of people, from children to the elderly, and have the patience to listen and help clients. And they must be good at problem solving and creating effective and inventive interventions that will work for specific individuals. In conclusion SLTs have a very diverse job which is changing all the time, from the types of people who require their service, the research behind the service given and what they can do to help their clients. They must constantly be on top of whether their treatments are working and change them accordingly, this means they must be on top of research and take into account both nurture and nature sides of language acquisition. However the role seems creative, rewarding and it seems that they could do something and work with somebody different every day. References Aberdeenshire Council. (2013). Supporting Children with Selective Mutism. Aberdeenshire: Aberdeenshire Council. AGCAS. (2012, December). Speech and Language therapist, entry requirements. Retrieved October 28, 2014, from Prospects: www.prospects.ac.uk/speech_and_language_therapist_entry_requirements.htm Albery, I. P., Chandler, C., Field, A., Jones, D., Messer, D., Simon, M., Sterling, C. (2008). Complete Psychology (2nd ed.). (G. Davey, Ed.) London: British Libuary Cataloguing in Publication Data. Berko, J. (1958). The Childs Learning of English Morphology. Word, 14, 150-177. Boyle, J., McCartney, E., Forbes, J., OHare, A. (2007). Language Therapy Manual: health technology assessment 2007. Strathclyde: University of Strathclyde. Chomsky, N. (1967). A Review of B.F. Skinners Verbal Behavior. Readings in the Psychology of Language, 142-143. editors, A. (2012, December). Speech and language therapist, job description. Retrieved October 28, 2014, from Prospects: www.prospects.ac.uk/speech_and_language_therapist_job_description.htm editors, A. (2012, December). Speech and language therapist, salary and conditions. Retrieved October 28, 2014, from Prospects: www.prosoects.ac.uk/speech_and_language_therapist_salary.htm Enderby, P., Pickstone, C., John, A., Fryer, K., Cantrell, A., Papaioannou, D. (2009). Resource Manual for Commissioning and Planning Services for SLCN. Royal College of Speech and Language Therapists. HCPC. (2014, June 11). Speech and Lanuage Therapists- Standards of Proficency. HCPC- health and care professions council. Retrieved January 21, 2015, from HCPC: Health Care Professions Council: www.hcp-uk.org/assets/documents/10000529Standards_of_Proficiency_SLTs.pdf Latham, C., Miles, A. (2001). Communication, Cirriculum and Classroom Practice. London: David Fulton Publishers Ltd. Pinker, S. (1995). The Language Instinct. London: Penguin Books. Roulstone, S., Wren, Y., Bakopoulou, I., Goodlad, S., Lindsay, G. (2010). Exploring interventions for children and yound people with speech, language and communication needs: A study of practice. Bristol: Department of Education. Skinner, B. (2014). Verbal Behavior. B.F. Skinner Foundation. Retrieved from store.behavior.org/resources/595.pdf Stroke Association. (2012, April). Communication Problems. Retrieved January 21, 2015, from Stroke: www.stroke.org.uk/factsheet/speech-and-language-therapy-after-stroke Sundberg, M. L., Micheal, J., Partingtin, J. W., Sundberg, C. A. (1995). The role of automatic reinforcement in early language acquisition. Analysis of Verbal Behavior, 13, 21-37.

Gender Differences in Early Years Sector

Gender Differences in Early Years Sector Chapter 3 – Literature Review Introduction: The aim for this literature review is to examine the literature on the selected topic of men working in the early years sector and to the objectives of this research by acquire knowledge, through familiarising myself with the literature on the area. The objectives of this research are, to critically analyse the literature on Gender balanced workforce within in the early year’s sector. To explore what are the benefits to children of a more gender balanced childcare service and to identify are there any disadvantages? To identify practitioner’s views on why men in Ireland are not choosing to work in the early year’s sector and to identify practitioner’s views on how to encourage men into the childcare sector and finally to explore issues parents may have, if any on men working in the early year’s sector. Background: For many decades there has been a division of gender within the labour force. Commonly with men found in well paid occupations that are, highly skilled and that involve heavy work such as the construction or transport industries with female workers, on the other hand, have been found in caring nurturing occupations such as childcare, nursing or social work (Garrett, 1987). At present men are a very small percentage of the early year’s workforce in Ireland. Sources of data on the early years workforce show that men are at around 1 percent of the early year’s workforce in Ireland. Considering the huge changes in Ireland over the last decade it is surprising that this figure hasn’t really changed over the last ten years. So it isn’t surprising that also at present men are a small percentage of the childcare trainees in Ireland. Data gathered from research in other European countries shows some differences but men are usually well below 5 per cent of the early years workforce (see Cameron et al, 2003). This data from Europe also shows that Denmark has the highest proportion in Europe of male childcare workers, in Denmark men are 8% of the early year’s workforce. Benefits of a more gender balanced childcare workforce: The early years sector is not only a big employer in its own right but the early years sector is essential to enabling parents especially mothers to take up employment in the workforce. The childcare sector is, therefore, important to the achievement of gender equality in the workforce of Ireland. Increased participation of mothers in the labour market reduces child poverty and improves educational outcomes for children (see Penn et al, 2004). An important element of early years care and education is to promote inclusion and valuing diversity a more gender balanced workforce contests stereotypes and shows gender equality to young children. In this way, it is seen to enrich the quality of childcare (see Cameron et al, 1999; Moss, 2000). It is expected that in practice males will bring diverse skills to the workforce, reflecting on their own gendered rearing. (Jensen, 1996) argues that the quality of childcare is improved for children because it exposes them to diverse styles of playin g, caring and instructing. The literature frequently states that such diversity enriches the range of children’s experiences while attending an early years’ service. It is proposed that children can benefit from seeing a male in a caring, nurturing and responsible role, particularly in terms of their relationships with others, behaviours and attitudes. (Daycare Trust, 2002), Furthermore Miller (1986) draws our attention to the fact that a conflict of identity can be experienced by both male and female teachers; between teachers’ roles as ‘nurturers’ and ‘carers’ on one hand, and on the other hand their professional role as educators (as cited in Drudy, Martin, Woods O’ Flynn, 2005, p.23). The literature suggests that male childcare practitioners can be positive male role models for children these benefits are mostly spoken about in relation to the benefits for children of lone mothers as cited in Cameron, 2001, (Jensen, 1996) suggested that ‘the presence of male childcare workers could go some way towards providing constant, positive male role models for these children, as some kind of compensation for what is missing at home’ this is disputed by Christie (1998) as cited in Cameron, 2001 p. 435 Christie argues that ‘this model does not explain how, why, or for whom, male workers are expected to compensate, or whether compensation is possible’. Christie goes on to state, it may be wrong to assume that a child lacks a ‘father figure’ or other type of role model simply because they do not live with their father. And that it may not be realistic to expect a male worker to fulfil this role when such expectations are not placed on fema le childcare workers. Furthermore Owen (2003) states, it is unclear whether males provide role models for children by being as he say ‘traditional’ males in a female environment, Owen questions is it by engaging in so called ‘male’ play activities such as sport, or by challenging stereotypes by taking on a more traditionally ‘feminine’ caring and nurturing role. Further evidence to support such claims is provided by Bricheno and Thornton (2007) who found no indication that children even saw their teachers whether they are male or female as role models (p.394). Even though the concept of men in childcare being role models may be weak, it is supported by parents, early years employers, and the general public (Daycare Trust, 2002). Every child is unique in their own individual way and has specific individual needs that need to be met in a responsive and appropriate manner by those who are caring for them. Children who are been cared for by Early Childhood Practitioners on a full-time basis within a pre-school setting are in their care for more than eight hours a day, therefore it is extremely important for Child care practitioners to meet their physical and emotional needs all the time in order to form close emotional bonds with children. According to Roberts (2010), childcare practitioners learn to recognize children’s emotional and physical cues and respond to them promptly and appropriately. By doing this she believed that practitioners allow for close emotional relationships to blossom (Roberts, 2010). As a result of these emotional relationships, Roberts (2010) also believed that they pave the way for children to develop healthily. This idea is highlighted by Benson et al (2009), who state that one of the most important contributors to healthy development is children developing close emotional relationships with a responsive and nurturing caregiver. Nowhere in this literature is it stated that gender affects the ability to care for a child. Barriers to men working in the early year’s sector: The literature suggests that main barrier to men working in the early year’s sector is the fact that there is such a low rate of pay and that childcare practitioners level of qualifications are not represented in their rate of pay as cited by RTE News online (18/2/2015), The association of childhood professionals said that over 25,000 people are working in the early years sector where the typical income is less than â‚ ¬11 an hour. Marian Quinn the associations chairperson stated that the situation is unsustainable because young people are choosing better paying careers instead of the early years. Furthermore the Irish Examiner (3/1/2015) argued that Representative bodies have been flooded with accounts of workers, qualified to degree level and with many years of experience, earning just â‚ ¬18,000 per annum. For a male who is the bread winner of a family this would not be sustainable Research by the Daycare Trust (2003) stated that nearly half of over 2000 adults that w ere interviewed said that better wages would encourage more males to work in the early years sector. Not surprisingly (Drudy, Martin, Woods et al., 2005,) found that In an Irish study of school-leavers and student teachers ‘low pay† was given as a primary reason for fewer males in primary teaching. Another prominent barrier to the lack of males working in the early years sector is the it is a female dominated sector and the notion that it is women’s work, it is easy to understand that being in a minority may be an uncomfortable experience, and data suggests that this could be one of the key issues discouraging men from working in the early years sector. Historically, early childhood education has been seen as synonymous with caring for and nurturing young children and, consequently, continues to be widely regarded as ‘women’s work’ (Murray, 1996, p.368). Furthermore Daycare Trust (1999) posits that â€Å"Childcare staffs are overwhelmingly women and are strikingly badly paid compared with other caring professionals despite the commitment and professionalism which exists within the industry. Staffs have poor conditions of work and do long hours with little access to training or support. Morale can be low and the best often leave for better prospects e lsewhere.† Interestingly Cameron (2001) acknowledges and asserts that if early childhood work was re-examined, with ‘higher professional status and a higher rate of pay, it could be expected that there would be more male employees, fewer men in the token, isolated situation, and possibly less reason to move on quickly’ (p.444). Many Childcare positions are part-time and this also causes a barrier to males seeking employment in the early year’s sector. At the same time, the availability of part-time employment in the sector suits many women in the sector, a number of who work in childcare while their children are young. This motivation has been found to be particularly strong among childminders, who work on a self-employed basis (see Mooney et al, 2001ab). The high proportion of part-time jobs in the sector is thought to deter men and that they are more likely to seek full-time employment. According to Cameron, (2004). it is also evident that the men that do work in the early year’s sector are more likely to be found holding positions with older children in positions such as after school care rather than working with babies and younger children, This has been explained with reference to men’s preference for working with older children and choosing roles in education more so than caring roles. What needs to be done to increase the numbers of men working in the early year’s sector? As cited by Fine-Davis, et al (2005) highlights that there has been extensive backing for men to consider childcare as a career this was made clear by the European Commission (1992) which called on Member States to encourage and support increased participation by men in the care and upbringing of children. This theme was again encouraged in the White Paper on European Social Policy, A Way Forward for the Union (European Commission, 1994), and by the European Commission Network on Childcare (1990). It was found that despite the unquestionable support for increasing the number of men working in the childcare sector, the recruitment of men into the childcare field has not gained momentum. It has been suggested that particular attention should be focused on recruiting men into this area of childcare but as discussed earlier the barriers such as rate of pay, the lack of professional status associated with the profession and the current lack of males currently employed within the sector ar e barriers that need to be overcome before the possibility of men entering the early years workforce. Cameron, (1997) states that â€Å"It would appear from the example of Danish childcare centres that where the work has been re-evaluated as valuable, and as appropriate for a mixed-gender workforce, the perception of ‘mothering and childcare equals low value work’ no longer holds as a principal motivation for employment in childcare work† (1997a: 64-65). Fine-Davis, et al (2005), also suggests that it is evident that males will not be attracted to the field unless the salaries increase. At present Irish parents are paying some of the highest childcare fees in Europe, this isn’t because Ireland has the most costly childcare in Europe, but because the Irish government invests such a small percentage of GDP. Research also found that many early years’ employers acknowledge that the barriers to recruiting men into the early years sector are significant but they do not see that it is their duty to encourage men into the early year’s sector, but that responsibility lies with the Government, that the government needs to encourage this through advertising or through services such as careers education and guidance (see Rolfe et al., 2003). As cited by RTE News online (2015) Professor Noirin Hayes stated that the current investment in childcare of 0.1% of GDP compared to our European counterpart’s investment of 0.7% is not appropriate, addingchildcare was not a business but a social service and that needs to be recognised. Furthermore to this as cited by the Irish Times (2015) Chief executive of Early Childhood Ireland,Teresa Heeney, said crà ¨che workers that are qualified to degree level 7 or level 8 with many years of valuable experience are being paid as little as â‚ ¬18,000 per year. Furthermore the Irish times also cited Marian Quinn (Chairperson of the Association of Childhood Professionals) she said,â€Å"We are losing many qualified, and skilled experienced and knowledgeable people who can at afford to remain in the profession of childcare. Things need to change on a government level for it to have any impact on the barriers to men working in the childcare sector. â€Å"Equal opportunity needs to be a two-way process, as women move into male dominated areas and are encouraged to aspire to management positions, men should be encouraged into childcare and education, so that male participation becomes the norm rather than the exception.† (Thurtle et al, 1998: 632) Parents views of a more gender balanced early year’s sector: The literature suggests that parents recognise the benefits of a more gender balanced early year’s work force as cited by Cameron et al, (1999) some parents believed men and women had different skills in childcare, with men more able to engage in physical and fun activities, and women seen as more skilled in caring, nurturing and planning. But unfortunately the stigma of it being women’s work and the pre-conceptions that it is not a role suited to males still prevails. Even though parents and the general public mostly support the employment of more males in the early years sector, mainly on the grounds that males provide positive role models, there is also an element of concern identified through research from parents, college lecturers and the general public about the possible abuse from male practitioners (Thurtle and Jennings, 1998; Cameron et al., 1999). Penn and McQuail,1997concour with this stating that the topic of sexual abuse is undoubtedly a most important iss ue discouraging men from seeking employment in the early years sector. Male practitioners working with young children have reported being probed on their motives, and mistrusted of having perverse sexual intentions but there is no research out there that support any of these concerns and furthermore research by the Daycare Trust (2003) found that, although 77 per cent of participants, who included parents of children attending early years services, were in favour of more males working in the sector, 57 per cent said that one of the key barriers to men’s employment was the risk of paedophiles working with children’ and 56 per cent agreed that ‘people could be suspicious of a man working in childcare’ Owen, 2003 argues that this is somewhat unexpected given that cases of sexual abuse in early years sector are exceptionally rare, and that they do not all involve men. Conclusion: In concluding this literature review on men working in the early years sector it is evident through the literature that there are strong beliefs in the benefits of a more gender balanced early years workforce for the children and the workforce of the sector. Majority of the literature on the topic of men working in the early year’s sector seemed to focus on the range of perceived benefits, with particular focus on the benefits to children that attend early year’s services, but there was also a small focus on the benefits to the workforce and for the men that work in the sector. As cited by Scott and colleagues, research in the area of employment in the early year’s sector has focused more on the role of the sector in enabling women to participate in paid employment (Scott et al, 2000). The literature on the barriers to men working in the early years sector was also examined here we found how pay and the lack of professional status were the main barriers to men wo rking in the early years sector. Following this we explored the strategies that were researched on ways to encourage men to see the early year’s sector as a viable career prospect it was discussed that more would have to be done on a government level for any changes to be prompted. Finally the area of the views of parents was explored in this section it came to light that parents did see the benefits to a more gender balanced early year’s workforce but that some parents still had concerns when it came to the safety of their children. It also became very clear throughout the process of this literature review that because of the small percentage of men employed in the early years and the fact that there are very few examples of a mixed-gender workforce, these have not been examined empirically. The researcher was unable to source studies which explored the benefits of a mixed gender workforce through empirical research. Rather, the benefits identified are largely indicative and based on anecdotal evidence. The researcher also noted a lack of research or studies carried out on this area in Ireland. Thus forming an important research agenda for the future, it suggests a need for focused research on mixed gender workforces in childcare, to more accurately identify the benefits to children, parents and the workforce in Ireland.

The State Fair Horse Show :: Descriptive Essay About A Place

The State Fair Horse Show As a small child, my parents and I made an annual pilgrimage to the State Fair. For my parents, the primary objective of the trip was to attend the World Championship Horse Show in Freedom Hall. My major enjoyment as a young child was the midway and the fair rides; however, this changed as I grew older. My perception of the State Fair was one filled with amazement and adventure. The loud music of the rides and the familiar, huge crowds overwhelmed me with excitement. Unfortunately, I was forcibly taken, by my parents, to watch the World Championship Horse Show in Freedom Hall. At such a young age, I was not interested in seeing the next world champion horse make the show of his or her life. In my mind, the horse show was a waste of good ferris-wheel time. My parents usually set aside an afternoon in which they, with long-suffering faces, would indulge me in my fair frenzy. For these few hours, we waded into the jostling crowds, surrounded by the screams of thrill-seekers, the cacophony of bells and whistles, and the powerful smells of fair cuisine. To me, these were the best sights and sounds on earth. If anyone had told me that I would one day regard this sensory experience with the same disdain as my parents, I would not have believed it. However, as I grew older, my priorities at the State Fair changed. The very things that sent me into a transport of delight began to irritate and annoy me. As I grew older, I developed a desire to show horses at the top level of competition. Showing at the State Fair World Championship Horse Show became my ultimate goal. With the change in my focus came a change in my attitude toward the State Fair. The once-exciting fair crowds became an obstacle for me to overcome as I made my way to Freedom Hall with my horse. The hustle and bustle of these crowds as they passed through the barn area frightened the horses. Many of these people would also make ignorant and obnoxious comments about some of America's most elegant horses. The greasy fair food that I had loved as a child now brought on waves of nausea and a harsh case of heartburn.

Cats Amazing Ability to Survive Falls Essay -- physics cat cats fall

Your chance of surviving a fall of 50 feet (approximately 4 stories) is about 50%, while almost no one who falls 6 stories will be around to tell their tale. However, in a study conducted by Manhattan veterinarians, Drs. Wayne Whitney and Cheryl Mehlhaff, it was discovered that out of 115 cases of cats falling (accidentally) from multi-story heights, 90% of them survived. An even more surprising result is that if a cat falls from more than 7 stories its chance of survival doubles, compared to a cat having fallen from 2 to 7 stories (a story averages about 12 feet). No wonder cats are fabled to have nine lives. It turns out that the two most important variables which contribute to the cat's survival are its ability to land on its feet and its reaching terminal velocity (both of which involve a fair deal of physics). Whitney & Melhaff's Study Cats' apparent fearlessness concerning heights leads to many accidental falls. In fact so many cats are brought to veterinarians for treatment after a fall, that in 1976 Dr. Gordon Robinson coined the term feline high-rise syndrome to describe the resulting pattern of injuries. Eleven years later Drs. Wayne Whitney and Cheryl Mehlhaff at the Animal Medical Center in Manhattan conducted a study over a five month period on cats brought in for treatment after a fall. They compiled a database of 115 cats who fell a range of two to thirty-two stories, primarily ending their falls on concrete pavement. The mean fall was 5.5 stories. Three of the cats were dead upon arrival and 8 more died in the next twenty-four hours, leaving 104 living cats or about 90%. This is a remarkable statistic. When the height the cats fell is taken into account, it is found that only 5% of the cats who fell seven ... ... a small amount of mass, but also their ability comes from their flying squirrel (relaxed) posture upon reaching terminal velocity and from their superb inner gyroscope. Works Cited * Diamond, Jared. "How Cats Survive Falls from New York Skyscapers," Natural History 20-26; August 1989. * Diamod, Jared. "Why cats have nine lives," Nature 332, 586-587; April 14, 1988. * Fredrickson, J. E. "The tail-less cat in free-fall," The Physics Teacher. 27, 620-625; November 1989. * Halliday, David, Robert Resnick and Jearl Walker. Fundamentals of Physics, 5th ed. John Wiley and Sons, Inc., 1997. * Mehlhaff, Cheryl and Wayne Whitney. "High-rise syndrome in cats," J. Amer. Vet. Med. Assoc. 191, 1399-1403;1987. * "Terminal Velocity," Discover 9,10; August 1988. * Von Baeyer, Hans Christian. "Swing Shift," The Sciences 30, 2-4; May/June 1990.

Lady Audley’s Secret - Is Lady Audley Mad? :: Mary Elizabeth Braddon

Mary Elizabeth Braddon's "Lady Audley's Secret" - Is Lady Audley Mad? Mary Elizabeth Braddon's "Lady Audley's Secret" was published in 1861 and was a big success: a best-seller that sold over one million copies in book form. The protagonist, Helen Maldon - also known as Helen Talboys, Lucy Graham and Lady Audley - is a poor young beautiful woman when she marries the dragoon George Talboys, but his money only lasts for one year of luxury. When he no longer is able to offer her the life she always wanted - and now has got used to - she becomes angry and depressed, and George Talboys leaves the country to dig for gold in order to make his young wife with her new-born baby happy again. Not long after her husband has sailed for Australia, Helen Talboys decides she has had enough of the boring life she leads with her father and child and wants to try to find for herself the things she lacks. She sees an opportunity to start over and she grabs it: she leaves her child, changes her name and goes out as a governess. When the wealthy Sir Michael Audley proposes, she accepts and goes from the life as governess to the life of a Lady. The Lady Audley that we get to know is a woman who is sure of what she wants and will not let anyone stop her, which in the book is described as the acts of a madwoman. But is Lady Audley really insane or simply too ambitious and sure of herself for the Victorian era? Was "insanity" simply the label society attached to female assertion, ambition, self-interest and outrage? In order to discuss the question of Lady Audley's madness, we must first understand the Victorian ideas and beliefs regarding insanity. Insanity was believed more common among women than among men and doctors and psychiatrists debated the reason for this. A common view was that women were more vulnerable to insanity than men because of the "instability of their reproductive system" (Showalter, p 55), which interfered with their emotional control. That female insanity was linked with the biological crises of the female life cycle - puberty, pregnancy, childbirth and menopause - during which the female mind was weakened and the symptoms of insanity could emerge, was a common belief (Showalter, p 55). It should be noted that the medical professions were strictly for men and no doubt were all these theories made up by men, with little experience of menstruation, pregnancy or menopause.