Plato Knowledge Essay Example for Free

Plato Knowledge Essay Aristotle’s Posterior Analytics Reading Questions (1) In the Meno, Plato argued that it was impossible for us to learn something genuinely new: if you know x, you needn’t inquire about x, and if you don’t know x, you won’t recognize it when you find it. Thus, Plato argued, all learning is really recollection. Aristotle is trying to give a different answer to the Meno problem, one that doesn’t involve reincarnating or Platonic Forms. What is it? Aristotle argues that knowledge must be displayed in the demonstrative structure of a science. (2) How – and why – does Aristotle distinguish things â€Å"prior and better known to us† from things â€Å"prior and better known by nature? He distinguishes things â€Å"prior and better known to us† from things â€Å"prior and better known by nature† in Posterior Analytics. What is better known to us versus what is known by nature is not the same thing because what is known to us is affected by our perception. Whereas we have what is prior and better known by nature which is furthest from perception (particular vs universal is how he describes such. He proves we will result in Plato’s theory in the Meno of confirming what we already know or learning nothing at all if we fail to distinguish between the two. (3) Why does Aristotle deny that everything can be demonstrated? Aristotle denies that not everything can be demonstrated. Those of which whom allow circular demonstration (i. e: If A, then B, then A must equal C. ) are reiterating that in conclusion, A is A at all times. This method can be used to prove anything because we are not considering the distinctive properties of each factor. Also, concluding that the results are not deduction nor relevant to the things assumed. (4) Can you explain Aristotle’s claim that â€Å"perception produces the universal in us†? How does this explain how something indemonstrable can be known? Aristotle claims that â€Å"perception produces the universal in us† it describes that we have prior knowledge of a subject that is a commonly accepted idea until one of the factors from that subject proves otherwise. It is not to say that because one takes a stand that all others will do as well but through reasoning we can come to a paradigm shift that accepts the new theory. It would not need to be demonstrated then but simply understood and accepted amongst the community. (5) Plato would agree with Aristotle that we can know x in virtue of having demonstrated that x. But he would disagree with Aristotle’s account of how indemonstrable can be known. Why, and what would he say instead? Plato would disagree with Aristotle’s account of how indemonstrable can be known because where he understood universals as forms, Aristotle believes universals are generalizations from particulars.

The Telangana Rebellion Essay Example for Free

The Telangana Rebellion Essay The Telangana Rebellion was a  peasant revolt  which was later supported by the  Communists. It took place in the former  princely state  of Hyderabad between 1946 and 1951. This was led by the  Communist Party of India. [5] The revolt began in the  Nalgonda district  and quickly spread to the  Warangal  and  Bidar  districts. Peasant farmers and labourers revolted against the local  feudal  landlords (jagirdars  and  deshmukhs) and later against the  Osman Ali Khan, Asif Jah VII. The initial aims were to do away with illegal and excessive exploitation meted out by these feudal lords in the name of  bonded labour  (Vetti Chakiri). The most strident demand was for all debts of the peasants to be written off. [6][7] Among the well-known individuals at the forefront of the movement were leaders like  Anabheri Prabhakar Rao, Bathini Mogilaiah Goud,  Doddi Komraiah,  Bandi Yadagiri,  Suddala Hanumanthu,  Acharya Konda Lakshman Bapuji,  Chakalli Iylamma,Komaram Bheem,  Puchalapalli Sundaraiah,  Makineni Basavapunaiah,  Chandra Rajeswara Rao,  Raavi Narayana Reddy, Bommagani Dharma Biksham,Arjula Ramana Reddy, the  Urdu  poet  Makhdoom Mohiuddin,  Hassan Nasir,  Bhimreddy Narasimha Reddy,  Mallu Venkata Narasimha Reddy,  Mallu Swarajyam,  Arutla Ramchandra Reddy  and his wife  Arutla Kamala Bai. The violent phase of the movement ended after the central government sent in the army. Starting in 1951, the CPI shifted to a more moderate strategy of seeking to bring communism to India within the constraints of Indian democracy. [10] In 1937,  Time magazine  said  Hyderabad state  was the richest native state in India. Budget allocations to Telangana are generally less than 1/3 of the total Andhra Pradesh budget. There are allegations that in most years, funds allocated to Telangana were never spent. Telangana JAC leaders say that only 20% of the total Government employees, less than 10% of employees in the secretariat, and less than 5% of department heads in the Andhra Pradesh government are from Telangana.None of these allegations were proved wrong by the  Sri Krishna Committee  due to lack of data, and its choice to compare regions. Proponents of a separate Telangana state feel that the agreements, plans, and assurances from the legislature and Lok Sabha over the last fifty years have not been honoured, and as a consequence Telangana has remained neglected, exploited, and backward. They feel that separation is the best solution. Srikrishna Committee report The Srikrishna committee on Telangana submitted its report in two volumes to the Home Ministry of India on 30 December 2010. In an all-party meeting on 6 January 2011, the Home ministry made the 505-page Srikrishna committee report public. Section 9-3 (page 440) of the report[69]discusses six solutions. The Committee announced that they were recommending keeping the State united, and advised constitutional and statutory measures for socio-economic development and political empowerment of Telangana region through the creation of a statutorily-empowered Telangana Regional Council. Telangana leaders say the best option from the Sri Krishna committee report is the formation of separate Telangana state with Hyderabad as its capital. They plan to pressure the Central government to zero in on this option as the only workable one. The MP also lashed out at Telangana Rashtra Samithi (TRS) President K Chandrasekhar Rao, and alleged that KCR was misusing the Telangana sentiment to get all prominent posts for his family members and people belonging to the upper caste. In the name of Telangana, KCR and his family members joined the Congress party and occupied all posts without giving a chance to weaker sections, The  2G spectrum scam  involved officials in the government of India illegally undercharging  mobile telephony  companies for  frequency allocation  licenses, which they would use to create  2G  subscriptions for  cell phones. According to a report submitted by the  Comptroller and Auditor Generalbased on money collected from  2G  licenses, the loss to the exchequer was  176,379  crore  (US$38. 27 billion). The issuing of the 2G licenses occurred in 2008, but the scam came to public notice when the  Indian Income Tax Department  investigated political lobbyist  Niira Radia  and the  Supreme Court of India  took  Subramaniam Swamys complaints on record ? 2G licenses issued to private telecom players at throwaway prices in 2008 ? CAG: Spectrum scam has cost the government  Rs. 1. 76 lakh crore ? CAG: Rules and procedures flouted while issuing licenses CHEAP TELECOM LICENSES *   Entry fee for spectrum licenses in 2008 pegged at 2001 prices *   Mobile subscriber base had shot up to 350 million in 2008 from 4 million in 2001 NO PROCEDURES FOLLOWED * Rules changed after the game had begun * Cut-off date for applications advanced by a week * Licenses issued on a first-come-first-served basis * No proper auction process followed, no bids invited Raja ignored advice of TRAI, Law Ministry, Finance Ministry * TRAI had recommended auctioning of spectrum at market rates Politicians involved * A. Raja, the Ex-Minister of Communications and Information Technology  who was the minister when the controversial second round of spectrum allocations took place. Mr. Raja, an MP of the  Dravida Munnetra Kazhagam  from the  Nilgiris  constituency, was forced to resign following the public outcry. * Arun Shourie, th e minister for Telecom during 2003 in the previous BJP regime. It was Arun Shourie who introduced the controversial technology neutral Unified Access(both Basic amp; Celluler) Services License, which allowed fixed line operators who had paid much lower license fees to offer mobile phone services, at first in the limited WLL mode (Wireless local loop) and later, following an out of court settlement between mobile operators and the BJP govt, full mobility. This gave an advantage to players like Reliance and Tata Teleservices who managed to get mobile spectrum without paying the hefty fees that earlier operators like  BPL Mobile  had paid. Pramod Mahajan, the minister for Telecom between 1999 and 2003. Mr. Mahajan was the minister when the BJP Government took the controversial decision to shift from a license fee based regime to a revenue sharing model which was roundly condemned both by political parties and by economic experts. [4]  The  Comptroller and Auditor General  also filed adverse reports citing a loss of over  64,000  crore  (US$13. 89 billion)  caused by this decision. The crux of  A. Rajas defence is that he was following a policy of 2G allocations put in place by the BJP and it ould be unfair to levy prices based on 3G spectrum to 2G licenses. Pramod Mahajan, who was seen to be friendly with various corporate houses, had been brought in to replace  Jagmohan  as Telecom minister just days before the decision was announced. The houses and offices of the bureaucrat were recently raided by the  Central Bureau of Investigation  as part of their investigations. R K Chandolia, private secretary of Raja during UPA-I when the licences were awarded. He was an  Indian Economic Service  officer of the 1984 batch cadre. When Raja became the Telecom Minister once again in UPA-II, Chandolia had been promoted to the Joint Secretary rank. Raja re-designated him Economic Adviser, that gave him the charge of all important policy-related work. Chandolia interacted with all the licensees. It is said that it was Chandolia who, from DDG-access services A K Srivastavas room, had handed out letters of intent to representatives of various companies. [8] The Central Bureau of Investigation on Tuesday night arrested Dynamix Balwas group managing director Shahid Usman Balwa in connection with the 2G spectrum allocation scam. Season 3 was under the leadership of Lalit Modi , however Season 4 is going to be under the leadership of Chirayu Amin. He has already promised a bigger and better IPL and has promised to run it in a transparent manner. This year there was a lot of allegation of match fixing . BCCI and its pet Indian Premier League came under Income Tax raids. IPL Season 4 is going to have 10 teams , 74 matches and 45 days of action. No player can play more than 14 matches . This rule is laid to prevent player burnout. Sony / World Sport Group has won the rights for 10 years at Rs 8,700 crore (US$ 1. 94 billion) For IPL 4 , BCCI has asked MSM to pay Rs. 190 crores extra. This extra amount is to compensate for the increase in number of matches. The extra money will be paid for the 14 matches in a pro rate basis. Mahela Jayawardene  has been appointed captain of the new IPL  franchise  Ã¢â‚¬â€œ Kochi. The 33-year-old former Sri Lankan captain was purchased by the Team Kochi for a whopping $1. 5 million at the player auction last month. Until last year for the previous 3 seasons of IndianPremier  League, he was part of the Kings XI Punjab  franchise. The  2010 Commonwealth Games, officially known as the  XIX  Commonwealth Games, were held in  Delhi,  India, from 3 to 14 October 2010. A total of 6,081 athletes from 71  Commonwealth nations and dependencies  competed in 21 sports and 272 events. It was the largest international  multi-sport event  to be staged in Delhi and India, eclipsing the  Asian Games  in  1951  and  1982. The  opening  and closing ceremonies were held at the  Jawaharlal Nehru Stadium, the main stadium of the event. It was the first time that the Commonwealth Games were held in India and the second time it was held in Asia after  Kuala Lumpur,Malaysia  in  1998. The official mascot of the Games was  Shera  and the official song of the Games, Jiyo Utho Bado Jeeto, was composed by celebrated Indian  musician  A.R. Rahman. Initially,  several concerns and controversies  surfaced before the start of the Games. Despite these concerns, all member nations of the  Commonwealth of Nations  participated in the event, except  Fiji, which is suspended from the Commonwealth, andTokelau, which didnt send a team. A widely-praised  opening ceremony  helped improve the image of the Games. [2][3]  The concerns raised during the buildup to the Games proved largely unfounded as most events progressed smoothly. The final  medal tally  was led by  Australia. The host nation India gave its  strongest performance yet  to emerge second, while  England  placed third. The day after the conclusion of the Games, the Indian Government announced the formation of a special investigation committee to probe the allegations of corruption and mismanagement that had marred the buildup to the Games. [4][5] India  won 101 medals in total, including 38 Gold medals, enabling it to finish the Games at second position behind  Australia  and just ahead of  England. For the first time in the history of the Games India won over 100 medals in total.

Aggregate Sales and Operations Planning

Aggregate Sales and Operations Planning Many companies adopt a business process known as sales and operations planning (SOP) to strike a balance between the demand and supply so that the costs of the resources is minimised. The plan aids to solve the problems related to customer satisfaction, inventories stock, timely shipments, finger pointing at others, cash-flow glitches, demand and supply etc. through execution of business plan. The sales and operations planning gives a better grip of the business to the top management. The sales and operations planning processes comprises of a number of meetings, ultimately ending with high level meetings where intermediate-term decisions are finalised. An agreement between various departments on the future actions is done so that the balance between demand and supply can be met. The aim is to put the business plans to actual operational plans. It is difficult to estimate how much of the individual product would sell but the larger groups of products sale can be evaluated. The term aggregate refers to the group of products. With the help of this aggregate plan, the weekly and daily individual products demand is handled. Overview of Major Operations Planning Activities Sales and operations planning assists the organisations to balance the demand and supply. This process is also called aggregate planning. This planning involves functioning of all the activities of the organisation like sales, manufacturing, operations, finance etc. The marketing team develops a sales plan for the coming 3 to 18 months. The plan is in units of aggregate product groups. They also plan their marketing schemes and offers. The operations department develop the actual operational plan for the production related activities. Keeping in mind the sales volume, the plans to meet the demand are made. However this is a not an easy task, since the demand keeps on changing with seasons and market situation. On the supply side, the product families comprise the aggregate whereas the groups of customers fall in the demand side of aggregate plan. Generally, the sales and operations planning is done once in a month. It associates the business and the strategic plan to the actual operational processes . The diagram below shows that for manufacturing processes like master scheduling, material requirements planning and order scheduling are prepared. The weekly/daily workforce and customer scheduling is also planned. . Long-range planning is done for companys long term actions i.e. more than one year Medium-range planning is done for the coming 3 to 18 months, with weekly, monthly or quarterly time increments. Short-range planning is for periods ranging from one day to six months, with daily or weekly time increments. Process planning is done for accessing the new technologies and improved processes for developing products or services. Strategic planning is done to determine the long-term needs for the production like incre asing the number of factories. Sales and operations planning is done by taking the sales plan from marketing and then using it to develop the corresponding operational plan which can balance the demand and supply needs. The aggregate operational plan is almost the same for the services and manufacturing industries. The only difference lies in the inventory control and production procedures. However, the manufacturing and service activities are different from each other. The aggregate plans needs to be updated timely depending on the specific industry needs. In manufacturing, the planning process involves following processes. Master production schedule (MPS) Rough-cut capacity planning Material requirements planning (MRP) Capacity requirements planning Order scheduling The MPS consists of the dates and the amounts of specific items required for each order. Rough capacity planning checks the production and warehouse units. It also monitors the equipment, labour and material availability. MRP uses the end product requirements from the MPS and finds out the component parts and subassemblies requirement for creating the material plan. The plan tells when the production and purchase orders are placed so that the products are made as per schedule. The Capacity requirement for the production is also done during the MRP. Order scheduling specifies the daily and weekly action plan for production lines and work place. In service industry, the aggregate manpower is determined. Then the customer and the workforce scheduling during the day and the week is done. Workforce schedules specify the number of hours for which the service is available, the specific skill requirement needed at a particular period etc. Overview of Major Operations Planning Activities Process planning Long Range Strategy capacity planning Sales and operations (aggregate) planning Forecasting and demand management Aggregate operations paln Sales plan Medium Range Master Scheduling Material requirements planning Order scheduling Weekly workforce and customer scheduling Short Range Daily workforce and customer scheduling The Aggregate Operations Plan The main motive of the aggregate plan is to strike a balance among production rate, workforce level and inventory on hand. Production rate refers to the number of units produced during a period of time(per hour or per day) Workforce level is the manpower required for the production (Production = production rate X workforce level) Inventory on hand is the un-used stock lying in the reserves previously. The data for the planning is derived from the corporate annual plan. So depending on the number of units required in the future or the amount of sales to be achieved, the aggregate plan is made. The other approach to make the aggregate plan is by simulating the production schedule and evaluating the requirements of labour and equipments. The plan is further modified by cut-and-try or mathematical methods to come to a final low-cost plan. Fig: Required Inputs to the Production Planning System Competitors behaviour Raw material availability Market demand External to firm External capacity (like contractors) Economic conditions Planning for production Internal to firm Acitvities required for production Current physical capacity Current workforce Inventory levels Production Planning Strategies There are mainly three production planning strategies. These strategies are applied in different situations and deal differently with manpower, working hours, inventories etc. Chase Strategy: Hiring and laying off of employees takes place to match the order rate to the production rate. There should be a number of trained people available who can be hired. Also some employees may slow down their work due to the fear of being expelled after the work gets over. Stable workforce- variable work hours : The number of employees are kept constant and the working hours are increased or decreased as and when required. This strategy avoids the hassles of hiring and firing the employees. Level Strategy : A constant workforce works with a constant production rate. The effects of shortage or excess products are borne by the company. The disadvantage of this strategy is the inventory items may become obsolete after sometime. When only one strategy is used by the company to meet the demand, it is known as Pure Strategy. A Mixed Strategy is one in which a combination of two or more strategies is used. Subcontracting : The work is outsourced by the company in case there is a large change in demand. This can be used as an alternative to hiring and firing employees. However, the quality of the product may decrease if the supplier is not good. Relevant Costs There are four costs to be dealt with by the aggregate plan Basic production costs : These are the costs incurred in producing the product in a given time. This includes both fixed and variable costs, direct and indirect labour costs. etc Costs associated with the changes in the production rate : The costs involved in hiring, training and laying off people. Inventory holding costs : This cost includes the capital invested in the inventory. It also includes insurance, taxes, storing costs. Backordering costs : These are hard to evaluate and include cost of expediting, loss of goodwill, and loss resulting due to backordering. Aggregate Planning Techniques Companies use cut-and-try charting and graphic methods to develop aggregate plans. Cut-and-try involves calculating the costs in various production planning alternatives and choosing the one which is the best. Spreadsheets, simulation and linear programming are often incorporated in such spreadsheets. The mathematical techniques are used when the cost and variable relationships are linear and demand can be assumed to be deterministic. Yield Management The process of allocating the right type of capacity to the right type of customer at the right price and time to maximize the revenue. It can also be used to make the demand more predictable. This system was started in the mid-1980s by American Airlines computer reservation system (SABRE). The ticket price on any route changed according to the demand forecast. This is also applied to hotels where the same room is offered at different prices in different seasons.

E-commerce :: essays research papers

E-commerce. Does this sounds familiar to you? Of course it does but most of us doesn’t really know and understand what is all about. We know that everything today is growing ‘e’ now but we really don’t know what does it mean by that. E-commerce means electronic commerce, which means that commerce, is now electronic. In general term, trading electronically or you can say trade on the internet is called e-commerce. This concept has been widely used in the market now, since last 2 years and almost each and every company is coming out with this new formula to stay in the market. Almost each and every superstore has their web site and facility to their customers to buy products online. In the 21st century each and every individual among us will be running out of time and nobody wants to go out to shop and waste 4 to 5 hours rather every one of us would prefer to shop online at the same price and get delivered at our door step. The electronic retail marketplace dema nds the highest attention to visual graphic design quality, coupled with the ability to construct an electronic catalog. This catalog must support multiple layouts and instant credit card transaction processing. There are certain advantages and disadvantages of trading on the net. Advantages ? One can buy each and every product sitting at home. ? It saves lot of time. ? Sometimes it saves lots of money too. For example, “ when I registered for this fall term I visited the book store and figured out that the total cost including all the books was $ 390 and when I surfed on the net, the same books I bought on the net for $ 320 including shipping and it was at my doorstep in two days. Thus, I saved 70 bucks sitting at home and saving my time.'; ? Also when the companies start their business they give lots of gifts and promotions for the customers who buy from their web site which one cannot find in stores at all the times. ? Even each and every newspaper in the market is now online so you don’t need to buy from the newstand and save the same money which you can use for different purpose. ? These shopping web sites also offer points towards everything that you purchase online and later on you can redeem this points to shop something free or use it towards your sky miles and fly free around the world. E-commerce :: essays research papers E-commerce. Does this sounds familiar to you? Of course it does but most of us doesn’t really know and understand what is all about. We know that everything today is growing ‘e’ now but we really don’t know what does it mean by that. E-commerce means electronic commerce, which means that commerce, is now electronic. In general term, trading electronically or you can say trade on the internet is called e-commerce. This concept has been widely used in the market now, since last 2 years and almost each and every company is coming out with this new formula to stay in the market. Almost each and every superstore has their web site and facility to their customers to buy products online. In the 21st century each and every individual among us will be running out of time and nobody wants to go out to shop and waste 4 to 5 hours rather every one of us would prefer to shop online at the same price and get delivered at our door step. The electronic retail marketplace dema nds the highest attention to visual graphic design quality, coupled with the ability to construct an electronic catalog. This catalog must support multiple layouts and instant credit card transaction processing. There are certain advantages and disadvantages of trading on the net. Advantages ? One can buy each and every product sitting at home. ? It saves lot of time. ? Sometimes it saves lots of money too. For example, “ when I registered for this fall term I visited the book store and figured out that the total cost including all the books was $ 390 and when I surfed on the net, the same books I bought on the net for $ 320 including shipping and it was at my doorstep in two days. Thus, I saved 70 bucks sitting at home and saving my time.'; ? Also when the companies start their business they give lots of gifts and promotions for the customers who buy from their web site which one cannot find in stores at all the times. ? Even each and every newspaper in the market is now online so you don’t need to buy from the newstand and save the same money which you can use for different purpose. ? These shopping web sites also offer points towards everything that you purchase online and later on you can redeem this points to shop something free or use it towards your sky miles and fly free around the world.

The Skills and Qualities Necessary Required to Establish and Maintain a

The Skills and Qualities Necessary Required to Establish and Maintain an Effective Working Relationship In this essay I have chosen to explore the skills and qualities required to establish and maintain an effective working relationship with my mentor in practice in the role of supervisee. I will discuss communication skills, willingness to learn, self-awareness, assertiveness, open-mindedness, reflective skills as criteria of mentee to establish working relationship with mentor. The term mentor originates from Greek mythology, was first introduce in academic and business world of north America (Laurent 1998) used in United Kingdom with the implementation of project 2000 in the national health service (Bracken 1989) to help smooth transition from student to professional. (Philips et al 1996, Grey M and Smith1999). The dictionary defines a mentor as a trusted counselor or guide. A mentor is generally an influential, experienced individual with whom mentee establish a personal relationship and who actively helps mentee reach their goals. The terms mentorship are designated to staff nurses who engage in a multitude of roles supporting student nurses in the clinical setting. (Quinn2000). And reducing the theory practice gap (Earnsaw 1995). Mentorship is a mechanism that promotes safe and effective practice, maintains standards and accountability, and develops nurse practitioners autonomy. Proctor (1998) has grouped supervisees' skills under three functions: formative, supportive and normative. Supervisee should be keen, capable, trustworthy, attentive, ... ...ellor:Acyclical Model. 2nd Edition. London. Roultedge. Power S (1999) Nursing Supervision. A guide for clinical practice. London: Sage. Proctor (1988) supervision: a working alliance. London: Alexia, Scanlon C, Weir W S (197) learning from practice? Mental health nurses' perceptions and experiences of clinical supervision. Journal of advanced nursing 26,295-303. Watson N. A., 1999. Mentoring today-the students' views. An investigative case study of pre-registration nursing students' experiences and perceptions of mentoring in one theory/practice module of the Common Foundation Programme on a Project 2000 course. Journal of Advanced Nursing 29, pp. 254-262. Wong S (1979) Nurse teacher behaviour in clinical field:Apparent effects on nursing students' learning. Journal of advance learning, 3 ,369-378 The Skills and Qualities Necessary Required to Establish and Maintain a The Skills and Qualities Necessary Required to Establish and Maintain an Effective Working Relationship In this essay I have chosen to explore the skills and qualities required to establish and maintain an effective working relationship with my mentor in practice in the role of supervisee. I will discuss communication skills, willingness to learn, self-awareness, assertiveness, open-mindedness, reflective skills as criteria of mentee to establish working relationship with mentor. The term mentor originates from Greek mythology, was first introduce in academic and business world of north America (Laurent 1998) used in United Kingdom with the implementation of project 2000 in the national health service (Bracken 1989) to help smooth transition from student to professional. (Philips et al 1996, Grey M and Smith1999). The dictionary defines a mentor as a trusted counselor or guide. A mentor is generally an influential, experienced individual with whom mentee establish a personal relationship and who actively helps mentee reach their goals. The terms mentorship are designated to staff nurses who engage in a multitude of roles supporting student nurses in the clinical setting. (Quinn2000). And reducing the theory practice gap (Earnsaw 1995). Mentorship is a mechanism that promotes safe and effective practice, maintains standards and accountability, and develops nurse practitioners autonomy. Proctor (1998) has grouped supervisees' skills under three functions: formative, supportive and normative. Supervisee should be keen, capable, trustworthy, attentive, ... ...ellor:Acyclical Model. 2nd Edition. London. Roultedge. Power S (1999) Nursing Supervision. A guide for clinical practice. London: Sage. Proctor (1988) supervision: a working alliance. London: Alexia, Scanlon C, Weir W S (197) learning from practice? Mental health nurses' perceptions and experiences of clinical supervision. Journal of advanced nursing 26,295-303. Watson N. A., 1999. Mentoring today-the students' views. An investigative case study of pre-registration nursing students' experiences and perceptions of mentoring in one theory/practice module of the Common Foundation Programme on a Project 2000 course. Journal of Advanced Nursing 29, pp. 254-262. Wong S (1979) Nurse teacher behaviour in clinical field:Apparent effects on nursing students' learning. Journal of advance learning, 3 ,369-378

Is Krishna an effective teacher? Essay -- essays research papers

Krishna is an effective teacher. Discuss with close reference to the book. An effective teacher is a teacher that produces the result that is wanted. In The English Teacher the story is told in the first person so it is difficult to tell if Krishna is an effective teacher. Nowhere on the book does a student or students or even friends and colleagues say that Krishna is an effective English teacher. So we have to discern from the pages of the book as to whether Krishna is an effective teacher. The book begins with Krishna mulling over â€Å"a sense of something missing†. He was taking stock of his daily life and wanted to put it right. It is against this background that Krishna goes back to â€Å"Nature† by taking a very early morning jog and bath in the river. Being consumed by his renewed contact with Nature Krishna is recharged to the point that his whole day is put into chaos. One can even say Krishnan was given an â€Å"overdose of Nature and was in a drunken stupor† when he makes his way to class. When Krishna reaches class late he â€Å"decides† to waste time on attendance. In the later part of the class, after the attendance taking, his sub-conscious and his conscience gets a hold of him. The book quotes him thinking to himself â€Å"These poor boys are now all attention, cowed by your superior force. They are ready to listen and write down whatever you may say.†(pg 13) This proves that the boys’ in Albert Mission College certainly feel that Krishnan is an effective teacher. They await wi... Is Krishna an effective teacher? Essay -- essays research papers Krishna is an effective teacher. Discuss with close reference to the book. An effective teacher is a teacher that produces the result that is wanted. In The English Teacher the story is told in the first person so it is difficult to tell if Krishna is an effective teacher. Nowhere on the book does a student or students or even friends and colleagues say that Krishna is an effective English teacher. So we have to discern from the pages of the book as to whether Krishna is an effective teacher. The book begins with Krishna mulling over â€Å"a sense of something missing†. He was taking stock of his daily life and wanted to put it right. It is against this background that Krishna goes back to â€Å"Nature† by taking a very early morning jog and bath in the river. Being consumed by his renewed contact with Nature Krishna is recharged to the point that his whole day is put into chaos. One can even say Krishnan was given an â€Å"overdose of Nature and was in a drunken stupor† when he makes his way to class. When Krishna reaches class late he â€Å"decides† to waste time on attendance. In the later part of the class, after the attendance taking, his sub-conscious and his conscience gets a hold of him. The book quotes him thinking to himself â€Å"These poor boys are now all attention, cowed by your superior force. They are ready to listen and write down whatever you may say.†(pg 13) This proves that the boys’ in Albert Mission College certainly feel that Krishnan is an effective teacher. They await wi...

Arctic Survival Simulation

Arctic Survival – From Success to Failure Contrary to the outcome exhibited by most other groups during the Arctic Survival exercise, our team score (34) was lower than my individual score (64). This is not to suggest that group collaboration is detrimental; in fact, our outcome was unique among the class and of great surprise to uk/the-professor-is-a-dropout/">the professor and entire class section. To be sure, pooling resources, elaboration of material, and support and motivation, while perhaps more time consuming, typically offer improved results.In theory, this model implies that a team’s collective knowledge can maximize utility and ensure the best outcome given the available information and perspectives. In our case, our group dynamics were such that we did not effectively utilize the resources we had, and consequently pooled a very limited amount of information. Rather than minimizing our risk, we increased it. I attribute much of our group’s failure at th is simulation to process loss, which is defined as the problems that arise from lack of effective coordination among group members.A number of factors at play could explain the process loss which led to our counterintuitive results. First and foremost, one must consider the way in which group dynamics impact the overall productivity of group collaboration. Our team consisted of K, R, W, J and myself. K and W were quite opinionated, and in contrast, both R and J were quiet – I did not have a sense of what their true opinions were. K dominated the group by putting forth an idea and adhering to that idea in spite of other opinions. Both K and W were vocal in reiterating what they thought were the most important elements of survival.In our case, we took no measures to counteract the impact of clashing personalities. Subsequently, a lack of civil discussion led to uncoordinated efforts with regards to how we should begin to approach a systematic analysis of the situation. An effec tive manager, however, should be skilled at identifying employee team dynamics and personalities; in order to maximize potential, the manager must have the emotional intelligence (that is, the ability to perceive, decipher, use, and pinpoint emotions accurately) to understand how team members differ with respect to emotions, motivation, perspectives, experience, and intentions.For example, though J was quiet and rarely spoke up or defended her ratings, I knew of J’s work ethic from class and understood that it was not as though she avoided work or pulling her weight. In other words, I recognized that her behavior was not attributed to social loafing, but to some other phenomenon. In this case, our group members seemed to exhibit varying levels of psychological safety, which is the belief that little to no risk exists in a particular group environment, and consequently each member feels free to contribute their true thoughts. I presumed that J and R did not feel psychologicall y safe.Anytime a group member disagreed and pressed them to argue for their position, they wavered and complied, indicating that they felt uncomfortable in taking a risk and voicing dissenting views. Their low psychological safety led to an apparent mode of groupthink, in which R and J preferred unanimity in the group over their perceived accurate valuations of arctic survival tools. Similar to the Asch experiment in which a dissenter purposely responded with the wrong answer regarding which stick length was equal, R and J were often silent even though their scores later revealed that their ranking of the rope was more in line with the ideal.Indeed, both R and J, but particularly J, demonstrated a primary symptom of groupthink by censoring herself and failing to communicate her unique viewpoints. Managing a group of people requires careful consideration of the group dynamics in play, paying close attention to symptoms of groupthink and low psychological safety which might lead to pr ocess loss. A manager must use his or her emotional intelligence and leverage group members’ differing perspectives.In doing so, team members will not fall victim to process loss, but will instead pool resources and elaborate on them, thereby facilitating healthy debate and a better end result than one could achieve on his or her own. In addition to identifying how team members differ with respect to emotions, motivation, perspectives, experience, and intentions, a manager must be cautious about his or her own actions and biases. While being confident and resolute is often positive, it can also blind a manager or group member to other valid viewpoints.Many fall victim to commitment and consistency, which is the tendency for individuals to adhere very strongly to a course of action because they feel pressure to act in line with their original declared commitments. Indeed, K exhibited strong commitment and consistency to certain declarations and did not back down. In particular , he was quite stubborn in his opinion that rope was the second most important asset for survival behind matches. When pressed to explain his case, his justifications were vague; yet, he was very insistent.I mentioned, for example, that rope was not necessary in killing prey for food (in comparison to the hand ax), and challenged him to elaborate on his view. He tried to reason by convincing me that rope was the better choice, but ultimately did a poor job at elaborating. The more we debated, the more steadfast he became – he had committed to a course of action, ranking the rope highly, and felt the pressure to follow through. He couldn’t back down now. Rather than counteracting my challenge that a hand ax was more important, he simply offered that he did not agree without any explanation as to why.What’s more, he did not listen to the ways in which an alternative solution might be better (in this case, the hand ax), but instead disregarded my perspective and st ood firm that the rope was more crucial to survival, thus confirming his previous beliefs. He defended his position and avoided information that potentially proved his theory wrong. Not only does this exemplify commitment and consistency, but also confirmation bias, which is an individual’s tendency to disregard information that would contradict his or her views and instead only focus on those explanations that confirm them.K’s adherence was convincing to W, who soon after agreed with his valuation of the rope. W’s support coupled with the others group members’ lack of any objections whatsoever throughout the simulation led to my almost immediate compliance on the subject matter. I let them have the rope, and they let me have the hand ax to follow. The next point of contention was the canvas. Though they all agreed that the hand ax was important, they did not believe the canvas to be significant. I was the only obstacle who expressed a different opinion.K and W’s mutual agreement coupled with R and J’s silence, seemed to bolster their insistence that the canvas was unnecessary. Eventually, J broke the silence and agreed with K and W. J was more likely to feel as though the canvas was insignificant given K and W’s dominant opinion regarding the matter. Once again, I succumbed and agreed to rank the canvas lower down. Though I certainly did not consider myself a manager in this simulation, it allowed me to reflect on my own dealings within a group context and as a potential manager.I was aware of the group dynamics and recognized the limitations that commitment and consistency, social proofing, confirmation bias, and groupthink provided, but also knew that likeability was a key strategy for influencing others. I prodded R and J to offer more insight, but my efforts often fell short. Rather than taking any methodical approach, K and W would dominate conversation, and I assumed the role of mediator, trying to compro mise between all perspectives. I could not claim to have expert power, but perhaps I could convince the group that we should take a more systematic and methodical approach to analyzing this situation.Unfortunately, my efforts probably provided more harm than good. I used reciprocity by telling K and W that he could have rope, if I could have the hand ax next. We continued to negotiate – W could have navigation guide next if the canvas could follow shortly after. The simulation consisted of many exchanges such as these. Reciprocity, which is the tendency for members to agree to a course of action of an individual who has done them a favor, miserably backfired in our case.Not only did group members (myself included) interrupt each other and fail to exert any sort of coordination, but my attempt to give everyone what they wanted eventually led to a higher valuation of the navigation guide. I should have known that R and J were easily persuaded and would not speak up about this u nwise decision, and yet I went through with it. In an effort to gain support through likeability and reciprocity, I sacrificed an effective decision-making process that would have led to a higher probability of success.Group collaboration is typically expected to prevail in this simulation due to pooling of resources and elaboration of material, and in retrospect, our group did a poor job of doing so; framed this way, it is not surprising that our outcome was the exact opposite of the simulation’s intended effect. Though only a simulation, the Arctic Survival exercise certainly illuminated the various ways in which I could be susceptible to ineffective managing. These models and concepts are not simply applicable to this and other simulations, but also provide insight into my potential downfalls.Perhaps it is necessary to assign a devil’s advocate to the group so that teams are not victimized by groupthink; instead a concerted effort to have varying opinions would insp ire thoughtful debate and ultimately more effective outcomes. Likeability is an important weapon of influence, but should not come at the expense of sound decisions – a manager must always exhibit a healthy balance of likeability and firm consideration of all the options. I must be cognizant of my team members and make sure to harness each individual’s strengths, going to great lengths to avoid the common pitfalls exhibited in this simulation.