Reasons why the Proof for the Existence of God is Necessary Research Paper

Reasons why the Proof for the Existence of God is Necessary - Research Paper Example The thesis of this paper is principally on religion and the analysis of the company. It looks down to exhibiting the purpose of God in the companies’ welfare. In addition, the essay is worth reading, as it brings out cordial relations of the different employees in different departments. Further, it is due to God that companies manage operations with fewer constraints. The thesis is worth arguing about because without God, all operations fail. The universe as wide as it is depends on God and all living beings in it should know how they came into being. There exist five principal proofs for the existence of God. These are namely the proof that the universe had a beginning, the universe exhibit designs, there is a common morality for all human beings, the resurrection of Jesus, and a suggestion for the experience of the claims of Jesus. To begin with, it is clear that everything should have a cause and this therefore denotes the reason why the universe had a foundation (Goswami, 2008). God is the super founder of all beings. In making the universe, God used several unique means to bring out a clear picture of His (God) real self to individuals inhabiting the world. This denotes the reason why managers should view all employees as individuals of dignity. Purposely, God had a common value for all beings in the universe. The same way individuals in an organization should set common goals attainable by all employees. Christians should be accountable for arguments regarding the nature of God. All Christians have a common believe that Jesus Christ resurrected from the dead. This is significant to managers in that it imparts knowledge that despite the loopholes impeding the growth of the company, there are ways of developing the overall output. Proving the existence of God necessitates individuals to claim what Jesus Christ has done in their lives. Therefore, it is worth noting that the companies should exhibit positive deeds of the analysis work based on religiou s background. The argument regarding the proof of existence of God Company analysis refers to a phase where individuals deepen their thought to establish the problems facing the companies and determine solutions to the problems. Religion refers to the belief of some individuals to work under the control of a supernatural ruling being, God or gods. Religion is vital for the survival of the operations of the businesses established by individuals. Through religion, God the Supreme Being prevails in the worship centers. People respond differently to the sacred places where the adoration of God takes place. This is a source of power to enhance them obtain the ability to carry out distinguished tasks. God is the supernatural being in the universe believed to work with human beings to bring out several realistic goals. God exists purposely as a weapon used by particular individuals to perform specific tasks as required. It is important to consider God before carrying out any operations. Go d helps individuals to win over the other competing elements. Performance of company analysis is better after a realization of the existence of God. This is because Christians determine the profits of the companies without considering their own personal interests because of believing that God is watching over them. Due to the reason that individuals associate with various groups talking about a common enlightening being, people should have a goal for their primary reason to work with companies (Horn, 2010). They should establish and bring to light the reasons for carrying out an analysis of the company. On the contrary, it is worth arguing that God does not help individuals to

Internal and External Force of Change for Synergetic Solutions Essay Example for Free

Internal and External Force of Change for Synergetic Solutions Essay Synergetic Solutions lets us know that change is something that will happen no matter what we do. Executing change is not as simple as acknowledging the need for change. Synergetic Solutions understands the internal and external factors that have required a change to take place, and desire to improve operations but executing the change can be difficult when met with conflict. Both employees and leaders must understand, through good communication, the need for change and the way by which to achieve that change successfully. To survive in recent market environment organizations need to change constantly with current conditions that are constantly, who can accept change survive and who cannot accept change and suffer the consequences. Changes brought a effect of strategic initiatives within a company and how it affects work design and organization culture. While change is occurring you can see opposition to change at individual and organizational levels, change agent has to implement various tactics to restrain the resistance and dead organization step reward to work on new strategies. Synergetic solution Inc. is a $6 million company in the business of system integration assembling and reselling leading computers brands. It has 300 employees mostly in the sales and service departments working in five locations across the east–coast. most employees in this trading organization possess only basic computer assembling and trouble shooting skills, while a few technically higher skilled individuals oper ates as the specialists. Harold red, chief executive officers made changes in to the network solution business of designing and implementing complete computing networks. He got four of synergetic brightest engineers trained and certified on networking technologies. One internal factor that has caused Synergetic Solutions to implement change is limited skills of employees. Most employees have basic skills to complete tasks but how many  continue with education hours to keep progressing and learning? As with Synergetic Solutions, most employees have the basic computer skills needed but only a few employees are specialists in a chosen field (UOP, 2010). Being a specialist requires more time, training, and education which most employees will not do individually but will do collectively within the organization if the organization provides opportunity. For any change to occur positively, employees need to be trained to implement new routines and daily processing of tasks that increase skills and abilities of eac h employee. With 300 employees who mainly work in sales and service, Synergetic Solutions must implement change to educate these employees to expand skills and abilities.Another internal factor for change is to increase revenue. The goal of Synergetic Solutions is to increase revenue every quarter and by 80 percent over the next nine months. To be successful and meet the goals of earned revenue, a change must take place. Synergetic Solutions is taking a look at the certification and training needed to redirect the organization from reselling leading computers to designing and implementing tasks.

A Study On Change Management Commerce Essay

A Study On Change Management Commerce Essay Accepting change is considered the biggest paranoia in todays world. Organizations both business and non-business confront a challenging world. Some of the challenges that are faced by managers today include competition from other firms, globalization, and technological changes besides others. Let us consider a small example that can set the stage for discussing the effects of change. Daily life in a modern society is like a routine, where we wake up in the mornings, have breakfast, go for work, have lunch, come back from work, eat dinner and then sleep again. It has become a scheduled life, or so to say, we conform to structure in our lives. This structure provides us the necessary security. But, if we were to live in a world full of anxiety and unexpected mechanisms, it may leave us feeling uneasy and apprehensive. If this is the condition of individuals, a large-scale change in an organization can surely transform its people into anxiety, exasperation, frustration, depression or even fatal incidents. To curb this, organizations practice what is to be referred to as Change Management. Change Management is a process whereby, the individual, team or the organization develops a planned approach towards any sort of an alteration. The objective is to capitalize the benefits for the people and lessen the risk of failure of implementation. Change management entails thoughtful planning and sensitive implementation, and most importantly, consultation with the people who are going to be involved in the process. This task studies how organizations have evolved to accept change. But let us first look at the drivers that affect organizational change: Ø Inadequate Financial Performance the 2008 economic slowdown can be well quoted as an example for this. Companies failing to reach their financial benchmarks, have to undergo change. Competitive organizations can cannibalize their market share, provided they enter with cheaper labor or superior technology. Failure to maintain the market share can force companies to rethink their opportunity cost and also the deployment of resources. Ø Changes in Strategic objectives many companies shift their focus from being product-driven to being customer-driven or even process-driven. To enable this, restructuring and re-orientation of processes, people are required of in the organization. Ø New Technology companies that neglect the new trends in the market are set to suffer a setback, and, therefore, should adapt to the changes in technology. Ø Mergers and Acquisitions when companies merge and consolidate their operations, people and the culture, re-engineering takes place. The streamlining of the operations, infrastructure and the structure of the two organizations into one centralized theme is a huge part of the change management process. These, could be defined as the drivers of change that evolve businesses and markets. Organizations, today, have learnt to adapt to change. In this era of globalization, fast-moving lives and business-centered organizations, people and the processes have accepted the transformation. For instance, a lot of investment banks had to undergo transformation during the economic slowdown. Citigroup Inc. restructured its banks and other affiliates during the recessionary period, to acclimatize with the new environment. And it did happen. The management has to ensure that a smooth shift occurs, and for this it adopts a number of organizational theories as a basis for effective change management. Some of them are listed in the next few paragraphs. The central challenge of changing peoples behavior and making them susceptible to change remains to be a huge challenge. John Kotter and Dan Cohen, discuss in their book The Heart of Change: real life stories of how people change their organizations discuss highly-successful organizations embark large-scale change. They say it moves through eight stages: What people do and what is to be done for them, requires systematic thinking and planning on the part of the management. It is necessary to build upon a sense of urgency in the people by inspiring them with the need that has arisen to undergo change. This could be done with relevant people in the organization first and then go onto include others. These could be referred to as the Change Agents. These agents can then create a team with the credibility, reputation and formal authority that can inspire change leadership. The visions, strategies and goals of the employees and the organization could be uplifted in this process but communication of these is of utmost important. The right communication can get the change process on an easy path. Every path has some definite barriers to action, and it is imperative to remove these as they would prove harmful. Empowering the people to act on their vision could lead to easy transition. Change cannot be brought about in a jiffy. It requires a lot of patience and observation on part of the organization, and therefore, small waves of change can lead to a bigger, better ocean of possibilities. When the change management process is nearly done, the new culture should remain stagnant until, the next change process comes around. This eight-step process of change would help to slide organizational change smoothly into organizational processes and functions and would bring about a new culture. The next theory of change is Kurt Lewins Three-Step Change theory. This theory is considered to be systematic and planned in its approach. It talks about three steps namely: The first step says to unfreeze or to change the existing behavior. This is necessary to overcome the strains of individual resistance. Some activities that can assist in this step are motivating the employees, building trust and recognition and letting the employees participate in brainstorming sessions and other group activities. The second step talks about taking the level of the employees to a new target level. In this stage, the employees are encouraged to work together, look at the changes from a new perspective, and support the change agents and the leaders in the process of change. The purpose of refreezing is to stabilize the new equilibrium and ensuring that the changes implemented are followed by the employees. There are many other theories that can catapult an organization into accepting change, namely, 7-S Framework by Mckinsey, Cultural Dimensions by Hofstede, Managerial Grid by Blake-Mouton, Causal Model of Organizational Performance and Change by Burke-Litwin, besides others. Organizations, today, understand the relevance of inclusion of its employees in the process of change management, and, therefore by implication of various models and theories, involve their people with full intention of their benefit. The Cognitive theory states the importance of understanding the thought processes of human beings, and this theory aids in the development of the theories and the models used by organizations for engaging their employees in the change management process. The next task studies the strengths and weaknesses of a Bureaucratic Organization. Task (b) Max Weber gave the concept of bureaucracy at the turn of the 20th century. For him, the ideal bureaucracy was defined by the terms efficiency, impersonality and rationality. The employees are subject to published codes of rules i.e. the ones that are available in writing. The structure of the organization is a continuous hierarchy where every level has authority on the level below it. Job holders have no rights to a particular position. Responsibilities are delineated within each level, which has its own sphere of competence. Technical competence is the basis for appointment to an office. The strengths and the weaknesses of the bureaucratic organization are described as below: Strengths : Increased control and monitoring of the upper level management More control over the employees with set rules and regulations Reporting relationships are clear and well-defined Centralized system, where all the decisions are monitored Weaknesses: Lack of innovation due to the set procedures and processes Employees are not motivated because of lesser employee participation and involvement Communication has to go through many levels, which gets distorted Encourages politics in the organization These are the strengths and the weaknesses of the bureaucratic organization. The organization chosen is BMW or Bayerische Motoren Werke which is headquartered in Munich, Germany and came into being in 1917. It has become one of the ten largest car manufacturers in the world. Long-term thinking and cornerstone thinking has been the reasons for their success. The prime objectives of their corporate strategy include striving for ecological and social sustainability, taking full responsibility for their products, and giving commitment towards their resources. It is for these objectives, that BMW has been the sector leader since the last five years, according to the Dow Jones Sustainability Indices. BMW holds the privilege of having some of the best brands in the world, to be their creations. These are the BMW Series, MINI and the Rolls Royce. These automobiles represent the finest and the most luxurious segment of the cars in the world. Along with the automotive concerns BMW is also employed with other services such as: Motorcycles BMW is also engaged with the development, production and the marketing of motorcycles. These motorcycles are set in standard with technology, environmental protection and outstanding customer pre-sales and after-sales services. Financial Services an extensive product portfolio is offered by BMW that supplies expert information and advice for situations and questions in relation with the finance sector. As stated in their Annual Report 2009, BMW is clear with their mission for 2020 where they are the worlds leading provider of premium products and services for individual mobility. More driving pleasure and less of emissions the BMW group is implementing on this principle, unlike the other automobile manufacturers by working on Efficient Dynamics technology. In 2007, BMW adopted the Number ONE strategy that focused on long-term value growth and profitability. The four pillars of this strategy are Future, Growth, Customers and Profitability. This strategy revolutionized the BMW group and put them on the path to success.BMW has about 24 production and assembly plants in 13 countries. The sales distribution network of BMW stands strong at 41 company-owned subsidiaries and more than 3,000 dealerships. The next task discusses and compares the ways of organizational development and aligns it with BMW. Task (c) Organization development consists of the activities that intervene in the interactions of the people and the systems, i.e. in the work culture and in the organizational design in order to increase the efficiency using a variety of applied behavioral sciences. Richard Beckhard in what is Organizational Development?, mentions that it is â€Å"an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations ‘processes, using behavioral-science knowledge.† The intervention techniques focus on four categories- the Interpersonal, team or group, intergroup and then the overall organizational intervention. Each intervention revolves around these four categories. Some of the important organization development interventions include: Survey Feedback is a part of intervening in the total organizational system. This methodology believes in taking feedback from the managers in the form of a survey conducted. The data is collected, the results are analyzed and then the means are developed to correct the situation. Process Consultation a behavioral effort, this intervention aims at the teams or the intergroup activities, where through interaction, the problem is resolved. Coaching and counseling are the means of influencing change. Goal setting the goals of every division in the organization is set. This aligns with the overall organizational objectives. This is an inter-group activity. Managerial Grid it consists of group and individual activities with a view to developing the managerial style, interpersonal competence and group effectiveness. Management by Objectives this tool developed by Peter Drucker, where the managers at different levels and their subordinates work together to establish and then achieve their goals. Re-engineering a radical redesigning of the people, processes and customer satisfaction that would obtain drastic changes in the performance. These are some of the ways in which organizational development is encouraged in the organization. The automotive industry undergoes structural changes in an uncertain economic climate. Manufacturers face a new set of challenges to their business models, designs and ultimately, their cost structures. Automotive companies have to ensure that their designs are fuel-efficient, light-weight, are cheap to produce and are desirable. In this era of globalization, where the consumer has become a think-tank and is conscious of its status and upbringing in the society, BMW as an organization has always believed in identifying demands, reflecting on the challenges and investing in the future. The group understands that success and sustainability belong together. The Sustainability Board at BMW continuously evaluates progress and determines the suitable strategic directions. Every employee at BMW is called upon to help implement the goal of sustainability and responsibility. Of the ways of organizational development that have been discussed above, the intervention of Re-engineering would suit the framework of BMW. This organizational development intervention would seek to radically transform all the processes and gain quantum leaps in the processes. This model would look at the overall improvement at BMW and would even make amendments in the separate divisions. The level of changes that can be implemented in BMW would include: Structural changes change at the level of the structure of the organization. Inclusion of new members in the committee. BMW continuously evaluates its board members and members of the supervisory board. Also, mergers and acquisitions could bring about a hefty change in the organization. Technical changes hybrid and fuel-efficient cars are the demands of the environment and the industry today. BMW faces the challenge of promoting social and ecological aspects as resource-friendly and effective alternatives on the supplier markets. This is the ecological change that BMW needs to apply in its operations. One of the objectives of BMW is reduce the resource consumption and emissions by another 30% as compared to the 2006 level. BMW is already exercising these options by way of applying the Efficient Dynamics Technology. Changes in the Human Resources people are the most important element in any organization. BMW ensures that its employees are satisfied and that they meet the targets of their Strategy Number ONE, as discussed before. In fact, for any organization, organizational development for its employees is of utmost importance. And that is why, BMW holds its members as the strongest pillar in its Strategy Number ONE. With the help of the Balanced Scorecard method, BMW ensures that its members achieve their targets which are also in view with achieving the company-wide objectives. The human resources department attracts mainly the high performers with the highest competencies. Also, cross-functional training, ideal job description are some of the ways in which the employees are encouraged to challenge the changing environments. One of the powerful programmes of BMW is called â€Å"Drive† for the young professionals with only up to three years of experience. The next part deals with the development of systems for understanding and involving others in the process of change. PART II Task (a) In todays fast paced business environment, companies need to have flexible and planned business operations to facilitate radical change. Change to company processes requires dedicated planning, and its become imperative to align resources and employees to the companys objectives and goals. Adopting long term-change, strategic planning in the business units, building performance metrics, management-encouraged ideas, employee training and development are some of the critical success factors that would help infuse change in the organization. Of these, the most important is the Stakeholder Analysis. This analysis helps in creating and documenting those policies that would be in the interest of the stakeholders. This analysis would help in aggrandizing the process of change management of the organization. Stakeholder Analysis is a process of gathering and analyzing qualitative data in relation to those to whom the interests of the organization are worthwhile. This data is taken into account while deciding upon a particular policy or a program to be implemented. Stakeholders are the persons or organization with vested interest in the policy being promoted. These stakeholders can be the international donors, national/political figures, public agencies, labor, civil society and the users/consumers. There are eight major steps that are involved in this process: Kammi Schmeer provides these eight steps in Stakeholder Analysis Guidelines, and regards this information to be useful for other analyses as well. This system would help in developing and in introducing change in the organization. When this analysis would be conducted before the policy is implemented then, the policy makers and the managers can act to prevent any potential misunderstanding or opposition. This would enable the program to succeed most likely. BMW already exercises good stakeholder engagement policies in their organization. It believes in the principle of ‘Listen, understand and act. In 2009, BMW hosted its first Stakeholder Roundtable where experts from various environmental, societal and organizational concerns were present. They discussed the issues relating to product strategies and lessen the resource consumption across the value chain. BMW regularly holds stakeholder surveys, employee surveys and commits to sustainability initiatives. Task (b) After developing the system for engaging the stakeholders in the implementation of change, the organization is still most likely to receive resistance. In the light of transitions, it is almost natural for stakeholders to resist change. The most affected in the changing circumstances are the employees. Humans have a desire for perpetual stability, especially in their jobs and roles. And hence, the urge to resist is dominant. Many processes recognize and tend to overcome resistance in an organization. Some of them are: Individual Interviews these would help in determining the exact thought processes that are prevailing in the minds of the stakeholders Commitment Plan- all the stakeholders and the members of the organization should be committed to the change plan. And this would majorly succeed, if the top-level management inspire leadership and help create a conducive environment to change Communication of decisions as soon as the decisions are taken, they should be intimated to the stakeholders. The same should be done with care and honor for the stakeholders, respecting the past traditions and describing the advantages of a changed future. Input every stakeholder that is going to be affected by the change plan should be given a chance to express the views, but in a defined and composed manner. A systematic plan should be developed. Rewards successful implementation and cooperation should be credited with compensatory rewards. Evaluation after the necessary changes have been implemented, the organization should evaluate the strategic changes on continual basis. This evaluation is of utmost importance to the stakeholders, as then the effects of the new policy or programme would be known to the policy makers. This would help in making amendments and improvising further. PART III This part deals with the plan that would be required to implement ongoing change in the organization. Task (a) Every organization needs to gain competitive advantage in todays world. Taking a holistic approach towards the process can assure the company to adopt the right mindset from the first go. There are various models for implementation of change management in an organization. Some of the models that would aid in proper change management especially in BMW are described as below. 1. ADKAR Change Model by Prosci This a goal oriented change model that allows the management teams to focus their activities on the business results. This acronym is characterized by the words Awareness, Desire, Knowledge, Ability and Reinforcement. There should be Awareness for the need for change; a Desire to participate and support the change; Knowledge of how to change; Ability to change on a day-to-day basis and Reinforcement to keep the change in place. This model can be used to: Ø Diagnose the resistance of employees to change Ø Help the employees in accepting the transition Ø Create a successful action plan for personal and professional management Ø Develop a change management plan This model helps in identifying why the changes are not working and what could be done to implement the changes. 2. The 4-D process of Appreciative Enquiry This model by David Cooperrider talks about the change interventions that can take process via the 4-D way: Ø Discovery mobilizing a whole system enquiry Ø Dream envisioning the impact Ø Design co-constructing the future with the stakeholders Ø Delivery Sustaining the Change Organizations, says this theory, are centers of human relations and thrive only when there is an appreciative eye. Kurt Lewins Three-Stage model has been discussed before is a powerful tool in bring about the necessary changes in an organization. BMW, as an organization has learnt to adapt flexibly to any new situation. There are some recommendations that need to be applied by BMW in its organization to foster easy change acceptance by the employees. These are: Temporal Flexibility in this module, the employees should be able to take advantage of flexible work time models. They can work part-time or even full time. In motion- geographically and professionally not only geographical expansion, BMW should ensure that it does not exceed the head count of its employees. It is necessary to have skilled labor in order to survive new technologies and new markets Staff-oriented leadership the staff should be meant to lead the way into the organization. Active Participation BMW should encourage innovation and improvement culture by giving its staff numerous opportunities to have a share in the companys future. They should have the right to give in suggestions and ideas. Co-evaluate staff surveys should be held regularly at BMW to evaluate the effects of change in the organization Total Quality Management the quality at BMW should be enhanced and maintained at all levels. Care should be taken to avoid any mistakes. BMW is a technology-driven organization, and therefore, should apply the above given recommendations. If these are implemented practically, then it would be easier for the stakeholders to accept the new policies which would be based on successful past data. Task (b) In order to ensure that a correct change management plan has been implemented, a plan needs to be developed. This plan is divided into three phases that has been developed by ages of research by Prosci: Phase 1 Preparation for change Phase 2- Managing the change Phase 3 Reinforcing the Change Phase 1 Phase 2 Phase 3 There are various possible outcomes that an organization would experience after successful implementation of the plan. These are: Greater organizational effectiveness Improved work quality and morale Enhanced cooperation and collaboration in work Better customer service Increased ROI Reduced time to implement change This plan can be implemented in BMW by operating not only horizontally but even in the vertical structure. Every division of BMW should exercise this plan and work upon it in making the recommended changes. This effective plan would be able to result in fruitful changes in BMW, and help them in achieving their Strategy Number ONE with ease. Reference List Books 1. Handy, Charles, (1990), â€Å"The Age of Unreason†, Harvard Business School Press, United States of America 2. Kotter, John; Cohen, Dan, (2002), â€Å"The Heart of Change†, Harvard Business School Press, United States of America 3. Weber, Max , (1947), â€Å"The Theory of Social and Economic Organization†, Collier Macmillan Publishers, London PDF files 1. Schmeer, Kammi, â€Å"Stakeholder Analysis Guidelines†. http://new.paho.org/hss/documents/policytoolkitforstrengtheninghealthsectorreformpartii-EN.pdf 2. Beckhard, Richard, â€Å"What is Organizational Development?†. http://media.wiley.com/product_data/excerpt/64/07879842/0787984264.pdf 3. â€Å"Prosci Change Management Series† http://www.prosci.com/prosci_change_series.pdf 4. BMW Annual Report 2009 http://www.bmwgroup.com/annualreport2009/_downloads/BMW_Group_2009.pdf 5. BMW Sustainability Value Report 2009 http://www.bmwgroup.com/e/0_0_www_bmwgroup_com/verantwortung/publikationen/sustainable_value_report_2008/_pdf/SVR_2008_engl_Gesamtversion.pdf

Illegal Downloading of Music and Intellectual Property Essay -- iPhones

Before iPhones, tablets and laptops people had to buy hard copies as in CDs, records and even vinyl’s. According to Cornell University the average cost for a hard copy cd is $13.99 if bought a week after release date on average if bought on the release date it is $9.99. Before the internet the arrangement for the music industry was that there were only 6 main labels for 60 years were the heads for all the distribution and promoting of recorded music. There were five main roles that needed to be filled to make a profit as a live music process. The roles are performer, personal manager, a talent agent, promoter and a venue operator. The internet has completely changed the perspective of the music industry. Businessweek.com says that the impact the internet makes on the music industry is that sales has dropped for the music’s industry from 14 billion dollars to 10 billion dollars. The information superhighway changed the whole perspective of the landscape by completely bre aking down the distribution system already put in place. Intellectual property is the most questioned part of the recent changes in the digital age involving the music industry. Intellectual property is Intellectual property (IP) refers to creations of the mind, such as inventions; literary and artistic works; designs; and symbols, names and images used in commerce. IP is protected in law by, for example, patents, copyright and trademarks, which enable people to earn recognition or financial benefit from what they invent or create. (WIPO) Which is saying in layman’s terms that intellectual property is that a person can have rights to the creations of their ideas like inventions, artistry and writing works etc. for the music industry copy writing is more focused on.... ...tion of the Music Industry in the Post Internet Era. Thesis. Claremont McKenna College, 2012. N.p.: n.p., n.d. Print. MacMillan, Douglas. "The Music Industry's New Internet Problem." Bloomberg Business Week. Bloomberg, 06 Mar. 2009. Web. 18 Apr. 2014. A, N. /. "Networks." The Decline of Physical Music Sales. Cornell University, 17 Nov. 2012. Web. 18 Apr. 2014. Office, Intellectual Property. "Music." Intellectual Property Office. Intellectual Property Office, 20 Mar. 2013. Web. 18 Apr. 2014. Organization, World Intellectual Property. "World Intellectual Property Organization." What Is Intellectual Property? WIPO, 26 Apr. 2001. Web. 17 Apr. 2014. Parikh, Mihir. "The Music Industry in the Digital World: Waves of Changes." Thesis. Polytechnic University, 1999. The Music Industry in the Digital World: Waves of Changes. Docunator.com, 1 Aug. 1999. Web. 18 Apr. 2014.

Globe Telecom Essay

I. INTRODUCTION Globe Telecom (PSE: GLO), commonly shortened as Globe, is a major provider of telecommunications services in the Philippines. Formed out of a partnership between Ayala Corporation and Singapore Telecom, the company operates one of the largest and most technologically advanced mobile, fixed line, and broadband networks in the country, and maintains a large distributor and over-the-air reload network of retailers, distributors, suppliers, and business partners nationwide. In 1928, Congress passed Act No. 3495 granting the Robert Dollar Company, a corporation organized and existing under the laws of the State of California, a franchise to operate wireless long-distance message services in the Philippines. The Robert Dollar Company subsequently incorporated in the Philippines as Globe Wireless Limited and in 1934, Congress passed Act No. 4150 transferring the franchise and privileges of the Robert Dollar Company to Globe Wireless Limited. Globe Wireless Limited was subsequently renamed G lobe Mackay Cable and Radio Corporation. Congress, through Republic Act 4630 enacted in 1965, further expanded its franchise to allow it to operate international communications systems. Globe Mackay Cable and Radio Corporation was closed in the Philippines by Martial law. Shortly before the expiration of its franchise, the Batasan Pambansa in 1980 enacted Batas Pambansa 95 granting Globe Mackay Cable and Radio Corporation a new franchise. In 2013 Globe Telecom open its new corporate headquarters in Bonifacio Global City (BGC) (Formerly Located In Pioneer Highlands InMandaluyong City) last August 6, 2013. To mark its arrival in BGC, a part of the commercial hub (known as Bonificio High Street) was turned into an amusement park in August 2–4, 2013. As of December 2013, Globe Telecom has a total of 14,952 base stations and 9,012 cell sites nationwide to support its 2G, 3G, 4G HSPA+, LTE and WiMAX services. The Globe Telecom Headquarters at 32nd Street in Bonifacio Global City, Taguig City, II. STRATEGIC PLATFORM A. Vision Globe is indispensable to people’s lives- We provide our customers with superior experience, We are center of excellence for innovation wolrdwide, We create a rewarding environment where people strive for excellence and grow, We attract people who are innovative, passionate and result-oriented, We create superior value to our shareholders We make great things possible. B. Mission Transform the lives of people, businesses and communities through innovative solutions. STAKEHOLDER ENGAGEMENT METHODOLOGY a. SHAREHOLDERS Attractive Dividend Yield For Shareholders Globe Telecom’s sustained revenue momentum and improved market position were reflected in the financial valuation metrics. The company’s market capitalization remained relatively steady at â‚ ±144.6 billion by the end of 2012. Globe likewise maintained an attractive dividend yield of 5.8%. Globe paid dividends totaling â‚ ±8.6 billion in 2012, representing a pay-out rate of 86% of 2011 core net income. This is consistent with its recently updated dividend pay-out policy of distributing 75% to 90% of prior year’s core net income. Continued Commitment To Creating Shared Value For All Stakeholders In addition to our commitment to ensure the sustainability of our core business, we continue to develop opportunities in adjacent spaces. In the area of mobile banking and microfinance, under BPI Globe BanKO Inc. (BanKO), (our mobile microfinance joint venture with Ayala Corporation and the Bank of the Philippine Islands) Globe’s mobile money platform and BPIà ¢â‚¬â„¢s banking infrastructure combined to deliver affordable microfinance services to the unbanked segments of the population. Through 2012, BanKO has continued to expand its network of partner outlets, which today number 2,000. Its wholesale loan portfolio has grown to more than â‚ ±2.4 billion, spread across microfinance institutions, including non-government organizations, rural  banks, cooperatives and financing companies. Within two years of operations, BanKO has gained over 261,000 retail customers and increased its retail loan portfolio nine-fold. Business Incubator Program Another pioneering initiative by Globe is the launch of its business incubator program through Kickstart Ventures, Inc. (Kickstart). Designed to support and develop the Philippines’ dynamic and growing technopreneur community, Kickstart is envisioned to provide aspiring technopreneurs with needed funds, facilities, infrastructure, mentorship and market access to build new businesses. By providing the tools needed to build and test ideas, by providing seed funding, and by providing training and mentorship as well as connecting technopreneurs with partner companies within the Globe, Singtel, and Ayala networks in the Philippines and abroad, Kickstart provides selected startups increased chances to succeed and scale faster. Since its launch last April 2012, Kickstart already has 10 companies in its portfolio covering the digital media and technology, and web/mobile platform space. b. EMPLOYEES A. Employment Diversity Globe Telecom believes in the potential of the Filipino workforce. That is why the company welcomes every employee regardless of gender, age, religion or ethnicity. Any form of discrimination is never acceptable and embracing every unique worker is part of the company’s philosophy. Currently, Globe employs close to 6,000 male and female workers from staff to senior management levels. The table below shows the summary of the company’s total workforce by employment type, contract and region. B. Employee Remuneration The lowest actual salary of Globe Telecom employees covered by the Collective Bargaining Agreement (CBA) is 15% above the minimum wage mandated by the Department of Labor and Employment (DOLE). As per ratio of basic salary, male employees have a slightly higher rate compared to female employees due to the varied responsibilities undertaken by male employees compared to female employees. however there is no discrimination for a given job profile  based on the gender. The variance in comparative salary is due to the varying job profile undertaken by male and female employees. a. Employee Benefits b. Employee Health And Safety Affirming its commitment to quality health and safety practices in the workplace, Globe obtained an Occupational health and Safety Management System (OhSAS) 18001 certification for the Valero Telepark. Steps are being undertaken for other Globe Telecom locations which aim to achieve the OhSAS certification. To strengthen ensure employee health and safety, the company employs a dedicated health and safety committee. 10.06% of the Globe workforce provides hands-on commitment on health and safety practices covering all areas – nationwide in areas where Globe Telecom operates. For the year 2012, 5.04% employee accident rate was recorded, mostly due to vehicle driving-related incidents. however, no fatalities causing death or permanent disability were recorded. In order to minimize these incidents, the company conducts several trainings and awareness programs for the relevant employees, on safe driving and fuel economy. 1. Defensive Driving Course 2. Construction Safety 3. Confined Space Entry 4. Electrical Safety 5. Industrial First Aid and Basic Life Support 6. Industrial Climbing, hauling & Rope Access Guaranteeing employee safety and security, qualified licensed security guards are hired by Globe to provide protection in case of uncontrolled events. Globe ensures all security staff undergoes trainings every three years. This includes a two-day course on RA 5487 – Private Security Agency Law which discusses professional conduct and ethics that must be performed by the security. Laws on arrests, searches, seizures, strike and lock-outs are also tackled. Furthermore, a one-day course on RA 9372 – human Security Act of 2007 is also undertaken, as well as a half-day course on Gender Sensitivity Awareness. C. Strategic Objectives A. PROFITABILITY B. PRODUCTIVITY C. COMPETITIVE POSITION a. Faster and Better Network Business In 2011, in line with the vision of a differentiated customer experience, Globe shifted beyond the regular Customer Satisfaction mindset and created the total customer experience, which would allow the company to engage not only its customers but also the employees and shareholders who are at the forefront of Globe Telecom’s priorities. Faster customer service feedback was put in place truly making the customers satisfied with the improved modifications. The company’s commercial transformation in the year 2012 focused on changing the very foundations of its back office systems, including the corporate support and internal processes. By allowing changes to ripple out from within, the customers and stakeholders could see past the change in the faà §ade and overall ambiance of its stores. The customers can actually experience the difference with each transaction and interaction in every Globe Store. The company’s strength is its dynamism and boldness to ch ange for its customers, employees and shareholders. In order to fully become a catalyst of change, Globe understands its need to be relentless in the quest for excellence and continuously transforming the company from within. In 2012, Globe continued with the transformation programs under the 5-pillar transformation plan which was started in 2011. b. Network As an innovator in the telecommunications industry, a constant part of Globe Telecom’s transformation includes the continuous development of the network. Invested a total of $700M for its network modernization program which envisioned delivering faster and unparalleled customer experience in the country while positioning itself as the leader and one of the best telecommunications providers in Asia. People have started to rely more and more on social networking to stay connected. Also, with the growing number of smartphone users, Globe saw the need to future-proof the network to accommodate the constant increase in network traffic especially on data. Phase 1 of the Network Transformation is the upgrading of the network system’s access portion. The company replaced the old hardware and technology in its cellular sites, power sources, base stations and switches allowing the access portion to become more powerful and energy-efficient. At the end of 2012, Globe was able to modernize more than 80% of its cellular sites and upgrade its network system nationwide. Starting within the National Capital Region (NCR), Makati City, being the country’s premier business area, significantly benefitted from the network transformation. The network development coverage includes key locations of the city and are now enjoying stronger Globe signal. Aside from Makati, other areas such as Caloocan, Malabon, Navotas, Valenzuela (CAMANAVA), Marikina, Manila, San Juan and Mandaluyong were completed in the last quarter of 2012. Taguig, Pasig, Paranaque, Pasay, Las Pià ±as and Pateros followed after. In the Visayas region, Cebu took the lead in equipment modernization. Other Visayan key provinces lined-up for the transformation are Leyte, Samar, Bohol, Iloilo and Roxas, consecutively. Meanwhile in the Mindanao region, the major modernization took place in Davao as well as in Zamboanga and Misamis Oriental. Improved mobile connectivity was achieved through the modernized facilities. Improvements for the province of Sulu, cities of Surigao and Butuan were carried out during the last quarter of 2012 and in Agusan del Sur by early 2013. In addition to the upgrades, Globe installed more resilient fiber optic cables in more areas to serve more customers and greatly improve voice and text messaging quality as well as provide faster internet services. An installation of a submarine cable in Boracay was also completed and the same facility is being worked on in Palawan, which is due for completion during the first quarter of 2013.All in all, the nationwide improvements allowed  clearer voice call quality, easier connection, on-time delivery of text messages and faster mobile surfing and downloading. Globe has successfully upgraded 4,000 cell sites to 4G – LTE, hSPA+ and WIMAX providing better network experience to 91% of its customers. As the transformation program continues to take place in the year 2013, Globe would be able to provide greater network availability, impressive quality on voice calls, instantaneous delivery of SMS, improved call set-up rates and faster browsing with minimal buffering of multimedia content to every Filipino mobile user. D. EMPLOYEE DEVELOPMENT GROW AT GLOBE Globe continues to invest in its people through various professional training and development activities. Globe follows a 70/20/10 Development Plan – 70 % of the learning occurs on-the-job, 20% from others and 10% from formal training. The 70% on-the-job experience includes the regular employee tasks based on their office function. Others are their committee participation, customer immersion and job rotation. Meanwhile for the 20% learning from others, the development comes through the coaching or mentoring of the immediate superiors and other colleagues. Job shadowing and observation also help as well as knowledge transfer from other professionals and consultants. Last but not least, the 10% formal training and learning is expanded through the offered training programs and courses offered by Globe. A. Integrated Leadership Development Programs a. iLeadGlobe iLeadGlobe aims to develop key talents into future leaders who role-model the Globe Way and practice the 7 Globe Leadership Competencies, namely, customer orientation, people orientation, personal values, entrepreneurial mindset, execution excellence, innovation and strategic thinking. The programs are all highly selective with eligibility criteria relevant to the participants that are handpicked by the Senior Leadership Team through a stringent talent review and nomination process. The series of trainings include the Executive Development Program (for the next generation of senior leaders), Fast Tracker Program (for the mid-career talents) and Young Leaders Program (for emerging talents). b. University Partnerships Globe Telecom partnered with the Asian Institute of Management (AIM) and the Ateneo de Manila – Center for Continuing Education and opened programs for the employees who are interested to develop their leadership and management skills the Globe way. The series of trainings include the Globe-AIM Management Development Program (for managers who aspire to hone and apply management skills), Globe-Ateneo Empowering Leader program (for mid-career to seasoned career employee who has the potential of a Globe Leader) and the Globe-Ateneo Emerging Leader Program (for junior leaders with the potential of evolving as a Globe Leader). To date, more training are being developed by Globe to ensure coverage and eligibility of all employees and grant them more learning and knowledge to future-proof their careers. Course descriptions for Sales and Marketing Academies are presently under development at the time of production of this report. c. Junior Mobile Wizard The Junior Mobile Wizard Program is a one-month summer program offered to Globe employees’ high school children, providing them the opportunity to better understand the Philippine telecommunications industry. Pioneered in 2012, 18 high school students joined the program to assist in selected Globe concept stores in Metro Manila. They were tasked to demo the latest gadgets and mobile data services, as well as sell other Globe offers and services. d. Graduate 2 Globe Graduate 2 Globe (G2G) Program is a development program for high potential, future talents of Globe in partnership with top colleges and universities. Activities include the Get-to- know-Globe (Company Orientation), Singtel Undergraduate Scholarship, Globe Summer Internship and Post Graduate Internship Program, Cadetship and Management Development Program. e. Customer First Circle (CFC) Program Customer First Circle is a continuous improvement program that ultimately  aims to foster and create a customer-centric culture within Globe. In order to achieve this, CFC uses the Lean Six Sigma Methodology as a vehicle to drive down cost, improve customer experience and increase revenue. To date there has been over a thousand employees participating actively with over a hundred projects and billions of financial benefit. B. TECHNOLOGICAL LEADERSHIP C. PUBLIC RESPONSIBILITY Globe Telecom continues to aspire growth in all facets of the business but at the same time in fully taking care of the planet. The efforts to minimize impacts persist through the Environmental Management System being implemented in the workplace. The system already began in 2011 for the Valero Telepark office as certified by the ISO 14001 (Environmental Management System) while certification of GT-IT Plaza in Cebu started in 2012 with completion in 2014. Such initiatives and environmental system in place contribute to a greener and more sustainable Globe Telecom. a. Environmental Sustainability Policy We are committed to promote environmental sustainability by reducing the impact of our business operations to environment and we shall achieve this together with the help of our employees, business partners and clients. We have robust systems in place to manage our environment impact and integrate them into our corporate social responsibility management. We commit to: †¢ Consciously move towards the continuous reduction of our ecological footprints from our operations. Where possible, we will move beyond regularly compliance and apply best practices and global voluntary standards on environmental and social responsibility. †¢ Manage emissions from our energy use, particularly to our networks and ensure that we carry out regular assessments on how energy is consumed within our network to monitor our climate impact and identify opportunities to reduce it. †¢ Comply with all environmental laws and other laws relevant to our business. †¢ Encourage and train our employees and business partners to help us reduce our environment impact by communicating our policies and programs. †¢ Partner with organizations which share the same environmental values and  find ways of cooperation to protect the environment. †¢ Conduct a review of our environmental management system to ensure that the commitment of this policy are delivered and that we strive for continuous improvement. †¢ Report our environmental performance to our stakeholders. b. Globe telecom Environmental Strategy c. Globe Brigding Communities Globe BridgeCom Pillars 1. i-Prosper The i-Prosper program works with social enterprises and micro-entrepreneurs to establish sustainable forms of livelihood for bottom of the pyramid (BOP) sectors nationwide. Applying the same philosophy of Globe Telecom’s triple bottom-line approach of doing business, the program aims to introduce socially responsible income- generating opportunities for the entrepreneurial poor through capacity development, provision of capital and market access. 2. i-Lead The i-Lead pillar is dedicated to the establishment of peaceful, orderly and progressive communities through the advancement of good governance and excellence in public service. It aims to promote accountability, transparency and increase one’s participation in governance through infrastructure support capacity development. More importantly, the program intends to empower barangay officials and the youth to become transformational leaders and active citizens. 3. i-Conserve i-Conserve is the environmental protection and sustainability pillar of the Globe Bridging Communities, a strategic venture to characterize the commitment of Globe to business and environmental sustainability through the use of its ICT competencies. 4. i-Access The i-Access pillar supports a portfolio of programs harnessing mobile and broadband technologies to improve access to and delivery of social services to help national government agencies, local government units and other development players achieve equitable and responsive delivery of mandates to citizens and disadvantaged communities through sustainable and relevant ICT-enabled content and technology solutions. 5. i-Give The program aims to mobilize Globe employees to be active citizens through volunteerism, whereby its employees are encouraged and supported to volunteer during relief operations, fundraising for Globe Bridging Communities projects, and mentoring the youth, teachers, micro-entrepreneurs, barangay leaders and other non- government organizations. Globe BridgeCom Projects Sagot Ka ni Kap! The â€Å"Sagot Ka ni Kap!† program hinges on the core business and competencies of Globe Telecom—mobile communication and broadband services. More than just equipping the community watch volunteers with mobile phones and hand-held radios, Globe also provides capacity-building workshops designed to inspire and enable them to be more proactive in community development. The workshop includes modules on community leadership, conflict resolution, and crisis management. The beneficiaries also receive a one-year comprehensive personal accident insurance package. The â€Å"Sagot Ka ni Kap!† program also strengthens the local security infrastructure and inspires the essential set of capabilities needed for effective leadership and at the same time, develop their capacities as future community leaders. My Fair Share ProgramIn 2012, Globe Bridging Communities inked partnerships with social enterprises Gifts & Graces Inc. to produce eco-bags for the Globe M y Fair Share program. The bags are made by the Bulacan-based Kaibhan Women’s Association, Caritas Manila, and Pamana ng Pag-asa and are sold for â‚ ±99 each. The program transforms the way Globe gives back—not only by aiding partners and beneficiary communities with capital, funds for capacity and skills development and ICT tools—but also by empowering them with livelihood opportunities and by bringing them into the Globe value chain. Globe Cordillera Challenge 3 Bigger in scale than the previous Globe Cordillera biking events held in 2010 and 2011, the Globe Cordillera Challenge 3 targeted not only Globe employees, members of the media, and stakeholders, but also a broader audience of recreational bikers  and triathletes nationwide to bike a total of 27 kilometer-trail along the Cordillera mountain range from Baguio City to Mount Cabuyao and Mount Sto. Tomas in Benguet. Together with Cordillera Conservation Trust (CCT), Globe Bridging Communities changed the game by creating three different bike trails following the theme, â€Å"Choose your trail, Bike your way, Save the Cordilleras†. Bikers were given the freedom to decide which route to take based on their skill level, bike discipline and bike set-up. Total registered bikers for the Globe Cordillera Challenge 3 reached 319, while 222 bikers were in attendance on the event day, May 5. The event raised a total of â‚ ±800,000 from online registration, corporate sponsorship, and from the pooled donations of Globe Telecom employees’ own fundraising activities. The Globe Cordillera Challenge 3 also raised the bar in employee volunteerism: Globe Telecom bikers from Manila, Negros, and La Union joined the event in Baguio. Since May 2012, the Roots and Shoots nursery program of CCT has established seedling nurseries in twenty-one (21) public elementary schools in the Cordillera area. Global Filipino Teacher (GFT) ProgramThrough the Global Filipino Teacher program (GFT), educators are trained to integrate ICT in teaching basic subjects like English, Science, Math, and heKaSi. GFT is done in partnership with the Department of Education (DepEd) and the Coalition for Better Education, a Cebu-based non-profit organization composed of various education stakeholders from the academe, students, parents, non- government and business organizations. The GFT training program equips teachers with knowledge using the project- based learning approach and will train 100 new teachers and existing GFT teachers to become peer coaches to their co-teachers on the use of project-based learning (PBL), creating a community-based ripple effect of 21st century learning. Volunteaming. Volunteaming encourages employees to customize their volunteering projects and promote camaraderie in their communities of choice. As part of i-Give’s commitment to support corporate citizenship, Globe Bridging Communities matches the project with minimal funding. This project is open to all Globe employees nationwide who can form a group of five and is willing to commit eight (8) volunteer hours each. Volunteaming  allows employees to be vigilant with the social issues of the communities nearest to them. They are able to customize the assistance needed according to the needs of their communities or charity of choice. Through volunteaming, Globe employees are given access to Corporate Social Responsibility projects regardless of their work location and expertise by simply volunteering their time and talents.

Contemporary Service Provision For Children And Young People

This essay will give information about different pieces of legislation including Education Act (1944), The Mary Warnock Report (1978), and ‘Every Child Matters’ (2003). The essay is also going to discuss The Early Years Foundation Stage (EYFS) 2007. In May 1940 Britain had been at war and shortly after Neville Chamberlain who was conservative Prime Minister was forced to resign due to the lack of confidence in his party. He was later replaced by Winston Churchill.In October 1940 Herwald Ramsbotham who was president of the Board of Education, met with senior officers to discuss the Prime Minister Winston Churchill’s ideal of; â€Å"establishing a state of society where the advantages and privileges which hitherto have been enjoyed only by the few, shall be far more widely shared by the men and youth of the nation as a whole† (Taylor (1977) cited in Gillard, 2011, p2). After discussions with Winston Churchill the board’s proposals became known as the à ¢â‚¬ËœGreen Book’ this was then formed a piece of legislation which is now known as The Education Act 1944.It was later discussed that there should be three stages of education which would be primary, secondary and further. Which is still in place in today’s society (Gillard, 2011). This is good because children are now taught through stages however it is also a bad idea because not all children develop through the stages, some children will understand one topic more than another or there may be a child who was to have a learning difficulty and then this would mean that the child will develop when they are ready and it may not be in stages they may take longer or they miss a stage and jumping to the next stage .Once this was brought out they then ended the existing differentiation between elementary and secondary (Gillard 2011). In 1941 Rab Butler who was president board of education introduced free secondary education which happened for the first time in the UK (Parli ament UK, 2012). Since the 1944 act has been brought out this has been reviewed three times since and there are now three Education Acts in place. Before the war there was no free secondary school education you had to pay and only the upper class families were able to pay for the facilities (Aldrich, 2002).However after the war the society had changed and the government wanted to try and make life better for everybody (Lowe, 1988). They did this by introducing free secondary education, and they also introduced council houses so that the lower class families were able to have a stable home for themselves and their children. The government also introduced free health care, so that if the children or adults needed any medical attention they were able to get this free of charge. At this time, the government introduced the 11 plus test.Most of the time the children who came from a richer background ended up in the private fee paid schools, and the children that were in the lower class fa milies ended up in the less advantaged schools (Lowe, 1988). The 1944 Act recognised that children’s education should be based on their age, talent and ability. However, as Childs ( 2006) points out: â€Å"the 11 plus came to be seen as a test that discriminated strongly, if not deliberately, against the working class† (p. 93) From discussing the Children Act this essay is now going to go on to discussing the Warnock Report.Mary Warnock was involved in Special Educational Needs (SEN). She is now known as Baroness Warnock. The Warnock report looked at the statementing of children and also looked at whether children with a SEN could be taught in mainstream schools. Putting this in place made it so that there was small specialist school provision available. This report highlighted that children who had a special education need, were more likely to be bullied in a mainstream school. However this isn’t always the case as not all children with an educational need will get bullied in a mainstream school.If the child had behavioural difficulties then there is a longer time for the statement process. However when the report was renewed in 2005, Baroness Warnock stated that statements aren’t a good idea and should only be retained as a safety net (Douglas Silas Solicitors, 2012). From discussing the Mary Warnock Report this essay is now going to talk about the Green Paper Act which is also known as ‘Every Child Matters’. Every Child Matters Green paper (2003) was published shortly after the death of Victoria Climbià © and was put in place to change children’s services.This legislation has five key outcomes that will help children in child hood through to later life. The five key outcomes are making sure children: stay safe, enjoy and achieve, be healthy, achieve economic well-being and making a positive contribution. The framework made sure that the multi-agency partnerships such as health visitors and social services wer e put into place so that it gave children the best opportunity to succeed to their full potential and bring out the best in children. From the Every Child Matters Green Paper legislation this then led to the creation of Common Assessment Framework which is also known as (CAF).By bringing this in it made sure that all of the agencies working with children understand the individual needs for the children. CAF forms led to meetings which brought together the agencies which made sure the Ever Child Matters plan is met and followed (Department for Education, 2012a). Following on from the Green Paper this essay is now going to start discussing the Early Years foundation stage. The Early Years Foundation Stage was introduced in 2007 and was made compulsory from 1st September 2008.This was then revised in 2012. The aim was to set the standards for learning, development and care for children from the ages of birth to five years. This piece of legislation is in place to help children achieve the five ‘Every Child Matters’ outcomes which were listed above. The EYFS does this by setting the standards and making sure that all children are achieving whilst they are in the care of the setting and makes sure that the children make progress and that no child gets left behind (Department for Education, 2012b).The EYFS addresses equal opportunities by making sure that every child is included and not left out because of their: ethnicity, culture or religion, gender, home language or family background and any learning difficulties the child may have or their ability. The EYFS aims to create the framework for partnership working. They do this by working with the children’s parents and professionals and they pass on information between the settings that the child attends.The EYFS also improved the quality and consistency for children by getting rid of the existing frameworks, and providing the basis for the inspection and regulation regime. Finally they laid a se cure foundation for future learning, this meant that the child care practitioners were planning to meet the individual needs of the children. They also carried out regular observations on the children so that they were able to recognise if there are any changes in the child’s development. It could be suggested that these outcomes have a big impact on the way the setting is run.Without these outcomes the nursery setting wouldn’t know where they are at with assessments. However it could be argued that there is some degree of difference between settings and practitioners as to how well the planning and assessments are carried out. The EYFS is a central part of a ten year childcare strategy that was bought out in 2007. This shows that legislation isn’t always going to work and sometimes will need reviewing so that it can be made better and more up to date. However sometimes they don’t change anything it is just a review to make sure that everything is still b eing run the same.Within the EYFS the work for all practitioners are grouped into four distinct but complementary themes which are: a unique child, making sure the children have positive relationships, having enabling environments which means that the nursery has to have bright displays up and look welcoming and also making sure that the children are learning and developing at the right stage of their development. Since the Early Years foundation stage has been introduced it is now known that children enjoy and learn more when learning through play (Pramling-Samuelsson and Fleer, 2009).It is important that the children are able to make their own choices and left to explore by themselves as long as they are safe this is how most observations are done, during the child’s natural free flow play. By this you are then able to see how the child interacts with other children, what they enjoy doing, the way in which they explore and also what they found out from playing/exploring. Fr om this the practitioner is then able to plan and implement from this to encourage the children to learn.â€Å"A good free play session offers a rich play and learning experience for children. It allows each child to progress at his/her own pace, it gives children practice in choosing, and in dealing with the consequences of choice, and it encourages a more flexible and open-ended use of the group’s resources. Like all genuine freedom, however, it takes a lot of effort† (Henderson 2010, cited in Lewis, 2011, p 1). However some children are more advanced and would prefer learn at a faster speed doing written work rather plan playing.On the other hand it is good because it does give children chance to explore and learn at their own stage rather than them feeling like they are being rushed along. Which means the child will learn to be strong and independent which will be learnt through loving and secure relationships with parents/carers. Children also look at displays wit hin the setting to support their development This essay discusses how The Education Act (1944) has made an influence on today’s society. The Education Act brought in the three stages of education; primary, secondary and higher.These are still in place in today’s society, it also brought in free education and changed the way children learn. The children went from not going to school unless they could afford to pay to now being able to go to school free of charge. In today’s society they don’t take into account your welfare and background which is a good thing as children don’t have anything in the way which could affect them from learning. In 1978 The Mary Warnock report was introduced which influenced on how children with a special educational need was assessed and it was then later reviewed in 2005.Another piece of legislation that has been discussed within the essay is Every Child Matters this piece of legislation looks at all frameworks working together so that children; stay safe, enjoy and achieve, be healthy, achieve economic well-being and making a positive contribution. Finally this essay has talked about The Early Years Foundation Stage which was brought out in 2007, and made compulsory in 2008. It is still in place in today’s society and has been revised in 2012.