English final research paper - The immigration policy policy of Essay

English final research paper - The immigration policy policy of Alberta Canada - Essay Example The history of immigration in Canada encompasses well over 100 years of efforts. In the paper titled 100 years of immigration in Canada authors Boyd and Vickers state, â€Å"By 1911, immigrants represented 41% of people living in Manitoba, 50% in Saskatchewan, and 57% of those in Alberta and British Columbia†¦The 1911 Census recorded 158 immigrant males for every 100 females, compared with 103 Canadian-born males for 100 females.† (Boyd, Vickers 3) This disparity led to a new approach in immigration, one that attempted to balance the need for labour with the desire to attempt to balance the population better. It was not until 1978 that a new Immigration Act came into effect. This Act specifically promoted humanitarian approaches as opposed to purely numbers based immigration. Authors Boyd and Vickers stated, â€Å"This Act upheld the principles of admissions laid out in the regulation of the 1960’s: family reunification and economic contributions†¦The Act als o required the Minister responsible for the immigration portfolio to set annual immigration targets in consultation with the provinces.† (Boyd, Vickers 9) Throughout the long history of immigration in Canada there has been a desire for fair play resulting in a humanitarian based approach even before the recent Act was passed. Alberta has always attempted to promote a progressive outlook when approaching immigration and immigration policy. The utilization of the dispersion strategy as it was termed allowed the government to better adjust to the immigrants being invited in. By placing immigrants in locations that had need of their specific skills the government is able to balance human rights with basic need. One interesting approach is with regards to temporary workers. Temporary workers are not eligible for the same programs and services provided to other classes of immigrants. In the paper titled Nation building through cities: A new deal for immigrant settlement in Canada, a uthor Elizabeth McIsaac writes, â€Å"Temporary workers are not eligible for the programs and services provided to other classes of immigrants. They do not have access to educational opportunities, language and skills upgrading, student loans or domestic student fee schedules.† (McIsaac 3) While this may seem to be harsh it does promote the permanence of immigration over temporary worker status which further supports economic security. This allows the government to reap the benefit of additional necessary labour resources as well as reducing expenditures based in these various expenses. There is however, the coercive nature of this approach in that it does not allow the freedom to emigrate to the location of the individual’s choice. However, this is explained as being better for the whole and benefiting the individual as well. The coercive nature of this Act does cause a hesitation when looking to promote it. However, the answer here is that immigrants are asking to be come a part of Canadian and Albertan society, and as to benefit that society and themselves individually this is the best approach to dispersing the immigrants. Special considerations are made regarding family and a special effort is made to keep family together. The need to continue facilitation of immigrant mobility within the nation so as to promote a stronger internal economy as well as benefiting the in

Study Habit Problem Essay Example for Free

Study Habit Problem Essay Introduction: As we all know one of the reason why many students are not serious in studying is the modern technology. We as a student are addicted in modern technology especially on social media for example are facebook, twitter and tumblr. We can communicate to others and know’s what is going on in the world and to know what is new and what is old. The second reason is the computer games. Most of the students are playing computer games. Teenagers specially boys are addicted on Dota, Garena, League of Legends and Special Force this are the games that boys wants from their vacant hours. In the years where computers are not yet invented, students are not yet engaged in activities using technologies. Students rely on books and visit library facilities to study, read their notes and to review their school lessons. During those years, despite the lack of computers and hi-tech gadgets students still achieve high and good grades and the students are still focused on their studies. They strive hard just to attain higher and better grades in their education. As years passed, industrial evolution occurred and great changes and improvements happened. One of these changes is the invention of the computer. Some people can’t afford to buy one for themselves or for their children. But for people who have enough money to buy themselves a computer, they are lucky because they can use the computer to make things easier for them. Students can use the computer to do their home works and projects. Students who can’t afford to buy a computer just go to the library to read books, to do research works, and to make their school projects. During the years when computers were first invented, people make use of computers to help them accomplish their works and to make their tasks lighter and faster. Now in the present time, the age of modern technology, where almost everything is high-tech, computer technologies has greatly improved and has had become better. These days, the computer technology industry is rapidly growing and changing. Along with that growth and change of computer technology are the people who almost instantly adapt to the changes. The reason why computers technologies are invented is to help make people’s life easier and to improve their way of life, especially the students. Modern computer technologies make studying easier and fun to students. Answering assignments means that one will have to read chapter after chapter in their textbooks. Nowadays, vital information may be obtained by merely a click of the mouse. Everything is readily available at their fingertips, so to speak. Oftentimes, students say, â€Å"Thank God for the internet†. While this may be true, there are also harmful effects on students which may fall under the physical, psycholo gical, emotional, mental and social aspect. Basically, students make use of the internet in answering assignments and doing research work. However, students would often be making use of social networking sites while simultaneously doing their assigned tasks. This means that the student is not a hundred percent focused on accomplishing what is required. It also takes them a longer time in completing the assigned task. As a result, the student therefore, is more physically exhausted, often spending the wee hours in the morning due to the fact that he or she is actually multi-tasking. It has been observed that almost every week, more updated gadgets are being introduced in the market. For the adolescent, who is in the third plane of development, there is this need to belong to a certain group. More often than not, social cliques mean dressing alike, thinking alike, and even having similar gadgets are some of the basis in order to be part of a specific group. Hence, the adolescent is psychologically, emotionally and even mentally affected if and when an updated version of these gadgets is out in the market. There is this need to have these gadgets in the hope of being â€Å"in† with the group. It is one way of satisfying the need to belong to a social group which means that it also affects the social aspect of the student. Having seen both sides of the coin, are modern gadgets beneficial or harmful to students? We would say both there are beneficial and harmful effects not only to students but to anyone for that matter. The key is still in our hands. Remember that anything in excess could have negative results. Modern technology including modern gadgets has been invented for mankind’s convenience. Let us show gratitude to the men of the past who have painstakingly invented and devised ways to make life easier. Let us make use of modern technology effectively, wisely and responsibly. Statement of the Problem: The Researchers wish to make the study on â€Å"The Effects of Modern Technology in the Study Habit of Information Technology or IT students of UBLC†. To achieve this objective, the researchers want to determine the answers for the following question: 1. What is modern technology? 2. What are the sites that can affect most to you as an IT student? 3. You as a student, what are the main reasons why you are addicted in modern technology? Chapter II Review of Related Literature and Related Studies Accountability * Technology has given us nearly instant communication. In addition, more people are able to view information and products than ever before. The increase in communicative ability and access to data is beneficial in that it creates a certain level of accountability. For instance, members of the media are under more pressure to report accurately, since the data they report is seen by potentially millions of people worldwide. Travel * Better technology in many instances has led to better travel. Planes fly more efficiently to more places than ever before, for example. The benefit is that it is very easy to transport both people and goods from place to place. The resulting global economy keeps prices low. People do not need to work or live only in their native area. However, better travel also means that people are more likely to spread disease from place to place, and a global economy means that some inferior or unsafe products may be widely distributed. Health Improvements * For the most part, increased technology has led to improvements in health. Doctors now have ways to tell how sterile an environment or tool is. They have many different machines that can monitor vital signs or that can be used in medical procedures. Without this technology, many people would not recover from their illnesses, and disease would spread more rapidly. Health and Other Concerns * Although modern technology can improve health, there is concern that the excessive use of technology may promote some health problems. For instance, those who work in front of a computer screen or who watch a lot of television every day are more sedentary, which can lead to physical problems. There also is concern that technology is reducing the social skills held by people and that it allows for a decrease in safety, such as with child pornography posted on the Internet. Additionally, modern technology may be creating some problems in that it can be used improperly, such as with atomic bombs during war. Considerations/Regulations * Whether technology is beneficial or harmful depends largely on the way it is used and who is wielding the technology. For instance, computer email can be used to share family photographs, or it can be used to send out attachments that damage the recipients computer and steal information. Some regulations on modern technology thus are needed in order to guarantee or to protect individual and social safety. Negative Effects of Technology on Children According to a New York Times article this January, the average kid, ages 8-18, spends over 7  ½ hours a day using technology gadgets equaling 2  ½ hours of music, almost 5 hours of tv and movies, three hours of internet and video games, and just 38 minutes of old fashioned reading according to the Kaiser Family Foundation, which adds up to 75 hours a week! These statistics are not just mere numbers; they are a reflection of the way our society is heading. There is a direct correlation of amount of hours spent with gadgets and obesity, poor grades, impatience, violence, and a loss of family interest. Obesity According to the Center for Disease Control and Prevention in a study in 2004, 16% of children (over 9 million) that are between the ages of 6 -19 years old are overweight or obese, a number that has tripled since 1980 (mostly due to electronic usage). Being overweight can bring with it great health concerns. Many of these children have a good chance of developing Type II Diabetes, asthma, sleep apnea, social discrimination, high cholesterol and/or blood pressure. Also, according to a Stanford University of Medicine study, elementary students consume 20% of their daily calorie intake while watching television, which usually includes unhealthy snacks, largely due to advertisements for junk food and boredom. Coincidently, kids are not burning off any of these calories while they are plopped in front of the television. Academics Another area of focus is that children who spend too much time in front of the television or playing video games tend to have worse grades than those students who are active and involved in extracurricular activities. Studies have shown that since they are so used to multi-tasking they have trouble focusing all of their attention on schoolwork. Studies performed by Dr. Rosen at Cal State showed that 16-18 year olds perform 7 tasks, on average, at one time like texting on their cell phone, sending instant messages while checking Facebook with the television on. â€Å"I worry that young people won’t be able to summon the capacity to focus and concentrate when they need to,† said Vickey Rideout, a Vice President at the Kaiser Foundation. Laziness Impatience goes hand in hand with the laziness kids are starting to develop. Due to the ease of access to the internet kids now expect immediate responses and rely on the internet to give them all of the answers. They expect answers before they take time to think about solutions. According to an article in the New York Times this January, new technology is creating mini-generation gaps and are most visible in communication and entertainment choices. Dr. Rosen said that the newest generations, unlike their older peers, will expect an instant response from everyone they communicate with, and won’t have the patience for anything less. â€Å"They’ll want their teachers and professors to respond to them immediately, and they will expect instantaneous access to everyone, because after all, that is the experience they have had growing up,† he said. This is a common problem of kids of this generation and kids are losing the value of learning from their mistakes. Family Life Families are being hurt as well by all of the new technology. When a group of 4-6 year olds were asked to choose between watching TV and spending quality time with their fathers, 54% of them would rather watch TV. Also, according to the same survey reported by the A.C. Nielson Company the average parent spends three and a half minutes A WEEK having meaningful conversations with their children. Technology is creating a generation gap that makes parents feel as though they can’t relate to what their kids are doing. Violence Another controversial topic circling right now is the amount of violence kids are exposed to while playing video games or watching television. Many TV shows now posses poor role models and expose children to things that they may be too young to see while video games allow kids to play with fake guns. The same survey by A.C. Neilson Company reported that by the time a child finishes elementary school they will have already witnessed 8,000 murders. In the USA an average of 20-25 violent acts are shown in children’s television programs each hour. A significant association was found between the amount of time spent watching television during adolescence, with its exposure to violence, and the likelihood of subsequent antisocial behavior, such as threatening aggression, assault or physical fights resulting in injury, and robbery. Young children are more easily impressionable. have a harder time distinguishing between fantasy and reality. cannot easily discern motives for violence learn by observing and imitating. http://www.personal.psu.edu/djw5068/assignment%205.html http://www.orionbataan.com/component/content/article/68-education/528-modern-technology-and-its-effects-on-students.html http://www.studymode.com/subjects/effects-of-modern-technology-to-the-students-page1.html

Implications of Business Process Management for Operations Management Essay Example for Free

Implications of Business Process Management for Operations Management Essay Implications of business process management for operations management Colin Armistead and Simon Machin The Business School at Bournemouth University, Bournemouth, UK Introduction Operations management is concerned with the management of people, processes, technology and other resources in order to produce goods and services. There is a resonance from operations management into business process re-engineering (BPR) of the process paradigm and of the concepts and techniques of designing, managing and improving operational processes. Doubtless much can be learned from operations management for the application of BPR[1]. But business process management is more than just BPR applied to operational processes. What are the implications of the wider consideration of business processes for operations management and can the concepts and techniques from operations management be directly applied to all types of business processes? This paper introduces the concepts of business processes and business process management, and reports findings from interviews in four organizations which are continuing to develop their approaches to managing processes. These findings are then positioned within a categorization of business processes, by way of research propositions. Finally, implications for operations management are discussed. What are business processes? Business processes can be thought of as a series of interrelated activities, crossing functional boundaries with inputs and outputs. Why are they important and why are organizations moving to adopt approaches to explicitly manage by business processes? Reasons include[2] that the process view: †¢ allows increasing flexibility in organizations to meet changing external demands; †¢ addresses the speed to market of new products and services and the responsiveness to the demands of customers; †¢ facilitates the reduction of costs; †¢ facilitates in creased delivery reliability; and †¢ helps address the quality of products and services in terms of their consistency and capability. Processes are part of the philosophy of total quality management (TQM)[3]. Both the Malcolm Baldrige National Quality Award[4] and the European International Journal of Operations Production Management, Vol. 17 No. 9, 1997, pp. 886-898.  © MCB University Press, 0144-3577 Foundation for Quality Management (EFQM) model[5], on which the European Implications of Quality Award is based, have at their heart the consideration of business business process processes. Such models require the identification of processes, the management management of these processes with review and targetary, innovation and creativity applied to processes and the management of process change. A second route that leads organizations to consider their business processes 887 is BPR[6-9] which promotes the radical change of business processes. Some have illustrated the complementary nature of BPR and TQM[10], others the conflict[11]. Regardless of this, the fact is that organizations come to consider their business processes through TQM, or through BPR, or potentially through both avenues. What is business process management? There is considerable debate about what business process management means and how organizations interpret the business process paradigm[2,12]. Business process management cannot be considered simply as BPR. Rather it is concerned with how to manage processes on an ongoing basis, and not just with the one-off radical changes associated with BPR. But how are organizations actually managing their business processes? What approaches have they developed? What lessons have they learned and what can be drawn from their experiences? The aim of the research reported in this paper is to address such questions by considering organizations at the leading edge of process management. Methodology A qualitative methodology was adopted in conducting the research. During a pilot phase interviews were conducted in four organizations: TSB; Rank Xerox; Kodak; and Birds Eye Walls. This, coupled with knowledge of the approach within Royal Mail, led to an initial understanding of the approaches being adopted by organizations[13]. This was followed by further interviews in four organizations (including within a different part of Rank Xerox), and it is these that form the basis of the findings reported in this paper. The four organizations, in this second phase of interviews, were: (1) Rank Xerox – European Quality Award (EQA) winners in 1992; (2) Nortel – Netas, a subsidiary of Nortel, were EQA winners in 1996; (3) Texas  Instruments – EQA winners in 1995; (4) Hewlett-Packard – who do not use the EFQM model, but have been using their own â€Å"Quality Maturity System† for several years, with many similarities to the EFQM model, including the central role of processes. While these organizations are at varying stages of their approach to business process management they can be considered â€Å"excellent† against many crit eria (including process management), as shown above, and the findings and lessons derived from the research should inform other organizations which are just starting their approach to process management. IJOPM 17,9 888 In two cases the quality director of the UK operation was interviewed; in one case the participant was the business process manager; in another the participant was a direct report to a service director. We consider that the roles and experience of the participants make possible sensible comparison between the organizations, based on the interviews. Semi-structured open-ended interviews (typically of between two and three hours), based on the ideas emerging from the pilot interviews, were carried out in each organization. The interviews were supported by other documentation from each organization which included process maps, planning frameworks and organizational structures. Interviews were transcribed and the transcriptions used as the basis for analysis. Each interview transcription was read and examined several times and lists of concepts developed[14]. A cognitive map[15] of all four interviews was then constructed showing the concepts emerging from the data and how the concepts i nformed on each other (based on the perception of the authors). Concepts were then clustered, with six clusters, or themes, readily appearing. The clusters were then checked against the transcripts from the pilot interviews and documentary material from the case organizations to ensure consistency of findings. Findings The six clusters emerging from the research we have labelled: organization coordination; process definition; organization structuring; cultural fit; improvement; measurement. While some of these might not be novel in  themselves we discuss them first individually and then as a set. Organization co-ordination One property associated with business processes is their â€Å"end-to-end† nature. They start with input at the business boundary and finish with outputs from the business boundary. Hence their cross-functional nature and, implicit in this, is their ability to integrate and co-ordinate activity. For example, â€Å"a better way to think about process is that it is an organizing concept that pulls together absolutely everything necessary to deliver some important component of strategic value†[16]. It is perhaps not surprising therefore that a strong theme emerging from the interviews was that the process paradigm provides an approach for co-ordination across the whole organization. This integration through the use of business processes is perhaps most simply illustrated by the fact that participants, in describing their approaches to business process management, described how they run and organize their entire business. The co-ordination took a number of forms. For example, business process management was strongly positioned in the overall approaches to business planning adopted by the organizations. This was illustrated in one organization with their long- and medium-term plans explicitly linked to annual plans for their key processes. Business process management also provided an approach for integration through increased knowledge within the organizations (for example, about strategic direction), without the need for bureaucratic procedures or hierarchical control: Implications of business process The concepts of business processes emerged as providing a link between the management top of the organization and activity at the lower levels: â€Å"the bit in the middle†. Central to this is the concept of different levels of processes and typically the organizations reported having identified three or four levels of process from the top-level architecture through to the individual or task level. In providing the co-ordination across the organization, the importance of managing the boundaries of processes was strongly emphasized. One organization, for example, was addressing these boundary issues between their processes through the use of networks of individuals representing the interests of their process. They used networks around each process to formulate and implement strategy, and identified which processes have boundary issues with  other processes. Individuals from one process network then attend meetings of the other process networks on this boundary to address the potential issues. Without some form of co-ordination between processes, changes in one process could also lead to changes in performance of other processes such that strategic goals would be compromised, typically in the areas of quality and costs. but what we were trying to do was create a very free environment, a very innovative environment, but an environment where we knew exactly where we were going. 889 Process definition Much of the literature on managing processes is concerned with process improvement[17,18] and this is typically directed at how to improve the actual operation of processes. However, a view expressed during the interviews was that the real value derived from the process approach is through the understanding and development of an approach at higher levels within the organizations, rather than simply process improvement activity at the task or team level. Nevertheless, these organizations recognized that they struggled with this and acknowledged that, in reality, the understanding of processes was often still at the task level, with a natural tendency for procedure writing. Approaches to help overcome this included communication across the different levels of the organization to develop common understanding (and, in particular, to develop better understanding between process owners and process operatives) and a focus within process flowcharts on value steps and decision points, together with the definition and management of process boundaries. Process flowcharting is often presented as a panacea for understanding and managing processes, but some organizations reported problems with applying the methodology to all processes: the methodology of flowcharting †¦ is OK for consistent, regularly operated, reliable processes – it is not that useful for processes that are very iterative and processes that run infrequently, the more complex processes. Certainly the organizations were coming to realize that such process maps in themselves were not sufficient: people talked a lot about process re-engineering and all they ever did was diddle around with process maps, and they didn’t really get the big picture. IJOPM 17,9 and we have used a flow-charting methodology widely deployed across the company†¦we have still got a lot of problems though in terms of processes gathering dust on the shelf. 890 Also, while the organizations recognized the need to specify processes beneath their high level processes, the need certainly did not emerge to map all processes to the same level or detail. It would be unusual to go to an entity and show all the processes in detail to all depths. In general, the drive appeared to be to use business process management more as a long-term and living tool than just a remedial tool for short-term, tactical issues. Long-term plans were needed for processes to enable the process owners to focus on the future requirements of their processes. Also there was the need to develop methodologies other than flowcharting to support a more holistic approach to business process management, and to directly consider the â€Å"process of managing processes†. Organizational structuring Much has been written about the role of processes in structuring organizations and, in particular, the development of horizontal organizations structured purely around processes[2,19,20]. In general, the organizations interviewed in this research appeared to be taking a less radical view. Instead they had developed matrix-based organizations between functions and processes, and tended to adjust their functional structure to align with their identified processes. They thus saw processes as simply another dimension of the organization structure[21]. Indeed they seemed to have implicitly balanced the dimensions of autonomy/co-ordination,  motivation/ control and efficiency/learning[22] and in doing so derived the matrix structure. This perhaps also reflects other organizational paradoxes[23]. Their reasoning was influenced by a view that personal relationships were the key to effective organizations, as much as the formal, imposed structure. Processes were seen to provide a framework for these relationships in terms of building understanding and common approach across the organization. This framework was reported to help establish empowerment in a structured way, matching level of empowerment with control and support. Hence the entering of the process dimension into their structure. However, they were unwilling to do away with the functional dimension, due to the perception that functions better supported the actual personal relationships within the framework of processes and better supported specialist expertise: people don’t necessarily align with processes, they align with other people, and entities and organizations. People don’t go to parties on processes! and if you start bashing on about process organizations, and â€Å"you’ve got to do away with the silos, and the function† and so on†¦you’re denying it in a way – something to do with that relationship side of things. This has a resonance with reports that moves to process-based organizations Implications of can be ineffective if the personal relationship and cultural aspects are business process overlooked[24]. management These matrix structures were regarded as relatively unstable[13] with a tendency to drift back to a functional structure, or to move too far towards a process focus, but the organizations saw the role of their â€Å"quality professionals† 891 as the catalyst to ensure balance between functions and processes. More interesting is that, in these matrix-based organizations, there appeared to be no desire to move towards a purely process-based structure, with the matrix recognized as a desirable state, enabling constant and efficient reorganization through its flexibility. Inevitably the matrix adds complexity, but it seems that these organizations are willing to trade this complexity against the flexibility and personal relationship aspects supported by the matrix structure. One organization did, however, report a  totally process-based structure, and this did appear to support a high degree of simplicity against the complexity of the matrix approach. There may therefore be value for organizations in explicitly considering the trade-offs between processes and functions in forming their approach. Regardless of the process/function structure, the approach of process groups and process owners at different levels of the processes was common. Cultural fit Culture is an ambiguous concept which is difficult to define[25]. However, most organizations have some notion of their culture, and this was the case in all four organizations, where culture had an implicit meaning. It is an important concept in thinking about organizations since people and processes m ust combine to produce output. However, within the organizations, processes were not seen as a constraint, rather, as reported above, as providing a framework for empowerment. There emerged a general view that the overall approach to business process management needed to fit initially with the culture of the organization, and allow that culture to be maintained, at least in the short term. This is not to say that there was not a longer-term objective to address culture, but culture drove the appropriate initial approach: that’s why it works well, because we’re a highly empowered organization, and a team of people are comfortable working as a team, so bringing them together for a process team is perfectly easy – all we had to do was teach them the tools to do it and a bit of flowcharting and away they go. But that fits well with the culture. This is in stark contrast to some business process re-engineering approaches which may often be insensitive to culture or may have an immediate objective of changing culture[26]. Where BPR was deployed in the organizations it tended to be positioned as part of the overall approach to business process management, for example, alongside process stabilization and continuous improvement, rather than instead of. When used in this context, there were examples of culture change for smaller organization groupings. There were also IJOPM 17,9 892 examples where the failure of BPR initiatives was directly attributed to a culture within the organization which so strongly supported constant, but incremental, change that radical change, as proposed by BPR was rejected. All four of the organizations embraced TQM and, in particular, continuous improvement. The concept and language of teams and â€Å"teams of teams†[27] featured strongly, with rewards and recognition often linked to team performance. The formation of cross-functional teams in improving processes happened naturally in these organizations, and appeared critical to the success of their approach in managing processes. Improvement through business process management Unsurprisingly the interviews supported a drive within the organizations to constantly improve processes and this is reflected in the above discussions of culture. Examples of specific approaches included the use of benchmarking to understand and set best practices and the development of compendiums and databases of best practices and the linkage of improvements to assessments against European Foundation for Quality Management (EFQM), Baldrige and other quality models. While BPR was clearly used in some of the organizations (indeed Texas Instruments and Rank Xerox are well known for their re-engineering work) this tended to be talked about more at the process simplification or process improvement end of the spectrum of definitions placed on BPR[28-30]: you would not change the overall process radically in a short space of time, but for people (in the process) I think it is a drastic step. and I would not anticipate the total process radically changing over a short space of time because one could not manage it, so you have to move forward in sizeful steps at each part of the process. One organization reported benefits through using human resource professionals alongside process engineers on BPR projects to â€Å"keep some sanity in what the re-engineering was doing†. Measurement and business process management Measurement is a key principle to managing processes[18] with the need to identify trends, assess stability, determine whether customer requirements are actually met and drive improvement. This was confirmed by the interviews  and measurement emerged as central to successful approaches to business process management. There seemed to be a genuine attitude of â€Å"living and breathing† measurement within the organizations: if you can’t actually get good metrics you won’t manage a process, so it’s absolutely fundamental to managing a process. and if we don’t define the metrics we’ve had it. Increasing importance was being given to customer satisfaction and customer Implications of loyalty measures and there was a recognition of the importance of developing business process efficiency measures for the processes as opposed to just measuring whether management processes actually delivered. There was also a drive towards examining the tails of distributions of the measures (process variation) not just average values, consistent with the view of statistical process control[31,32]. 893 One danger that was reported is related to the â€Å"level† issues discussed above: detailed measures were implemented into lower-level process maps, directly related to processes, as one would hope – however, this resulted in a large number of measures that it was then difficult to prioritize, because, at a higher level, measures had not been (or had not been properly) defined. A particularly interesting approach to measurement was in one organization where they had established â€Å"business fundamentals† as performance measures on key processes, deployed worldwide and at all levels. All professional staff in the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals are linked to the key processes, and individuals self-assess their progress against these, using a simple rating scale. Every quarter there is then a formal review across the organization against the business fundamentals. The same approach is used to track individual performance, performance against plans, and process performance, providing an integrated approach to measurement across the organization, and a strong illustration of integrating process measures with other organizational measures. Process categorization Different categorizations of processes have been proposed in the literature[28]. For  example the CIM-OSA Standards[33] use the categorization of manage, operate and support. In describing processes we have found a categorization into operational, support, direction setting and managerial processes to be useful (see Figure 1). The separation of direction setting and managerial processes is driven by two considerations: Operational Managerial Direction setting Support Figure 1. Categorization of business processes IJOPM 17,9 894 (1) on a practical level models, such as the EFQM model, adopted by organizations, separately identify leadership from policy and strategy formulation; and (2) the strategy literature regards development of strategy as a process in its own right[34,35]. Operational processes are the way in which work gets done within an organization, to produce goods and services. These processes are the ones which have been the subject of much of the focus to date in TQM and BPR. They run across the organization and are associated with outcomes such as product development or order fulfilment. They are recognized in the ideas of integrated supply chains and logistics and in simultaneous engineering and are part of justin-time approaches. The same ideas for improvement in flow and reduction in cycle times come through into service organizations in the practices of BPR. Support processes are those which enable the operational processes. They are concerned with the provision of support technology, or systems, with personnel and human resource management, and with accounting management. Direction-setting processes are concerned with setting strategy for the organization, its markets and the location of resources as well as managing change within the organization. Direction-setting processes involve a mix of the prescribed steps within a formal planning process and also less well-defined  frameworks. Managerial processes are to some extent superordinate to the other categories and contain the decision-making and communication activities. For example, the entrepreneurial, competence-building and renewal processes proposed by Ghoshal and Bartlett[20] are managerial processes. Some organizations have tried to formalize these processes and have adopted a structured approach to, for example, decision making and communication. This categorization, like any other, does not necessarily fit with the view taken by all organiza tions (for example, some organizations would position the direction setting processes as part of their operational processes) but it provides a useful framework for discussion of the research findings, and for describing propositions for further research. Discussion and propositions arising from the research The six clusters identified in the findings of organization co-ordination – process definition, organization structuring, cultural fit, improvement and measurement can be considered in the light of these process definitions. The issue of process definition at a top level is a view of how organizations work to satisfy strategic intents. The translation of top-level architecture into an operational reality is influenced by aspects of organizational culture which affect both organizational co-ordination and organizational structure. In no cases is the disappearance of functions apparent; rather the functional organization is replaced by a matrix structure. This form of organizational structure derives its co-ordinating strength from the formation of cross-functional teams. The issues of measurement and improvement reflected in the findings reinforce the need for Implications of effective measurement which drives process improvement in a form which co- business process ordinates and prioritizes activity; something which many organizations find management difficult. The findings suggest that taking a business process management approach is one way to overcome some of the difficulties. It is our observation that organizations in approaching business process 895 management tend to initially address their operational processes, then move to focus on support processes, while continuing to improve their operational processes, and next to focus on direction setting processes while continuing to improve operational and support processes. Thus there is a similarity to the operations management  sandcone model, as proposed by Ferdows and De Meyer[36], used to show that cost reduction relies on the cumulative foundation of improvement in objectives. We propose that an organization’s approach to process management is similarly constituted by its approach across process categories, and that to build a stable sandcone the approach to, first, operational processes must be created (see Figure 2). This proposal has practical value, since it is the operational processes that directly impact on customers and so can yield quick benefits. Thus attention to the operational processes ensures capability of delivery; attention then moves to encompass support processes, since these in turn ensure the capability of the operational processes; attention to the direction setting processes recognizes that capability can only be maintained with good direction setting. The superordinate nature of managerial processes positions them outside the sandcone, with influences from the other categories. This sandcone model for business processes implies further propositions based on our findings. P1: As organizations develop their approach to business process management, moving through the sandcone, the appropriateness of techniques will change. Flowcharting methods are well tested in understanding operational and some support processes. However, the organizations in this phase of our research were discovering that such methods were inflexible for other types of process. Operational Operational + support Operational + support + direction setting Figure 2. A sandcone model for developing approaches to business process management IJOPM 17,9 896 The appropriate methodology for understanding the managerial and directionsetting processes may lie in the fields of systems thinking[37] and business dynamics[38] and the shape of a process for managing such processes needs further attention. Thus the appropriateness of â€Å"soft mapping† techniques increases as an organization moves through the sandcone. P2: As  organizations move through the sandcone there is an increasing impact on organization structure, with the need to address structural changes to reap the benefits from the process approach. Increasingly organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational effectiveness. This need not necessitate a move towards a complete process-based structure, but may mean a trade-off between process and functional structures[39]. This trade-off includes the need to consider factors such as personal relationships and cultural aspects. For example, in some organizations a purely processbased structure will be appropriate while in others the process-function matrix approach will be best utilized. P 3: We propose that there is an increasing need for maturity in TQM throughout the organization to ensure a successful process paradigm, as the organization moves through the sandcone. This raises the immediate question as to whether TQM is a necessity before a process-based approach can be effectively initiated. Certainly all organizations in this phase of our research had developed a TQM-based culture. It also raises questions as to whether the continual application of the radical end of the BPR spectrum[28-30] makes it impossible to address all process categories, with the associated lack of care for the human dimension and resulting demoralized workforce. P4: We propose that the degree of co-ordination across the organization increases with moves through the sandcone. As the process approach spreads through the sandcone it forces the question of what integration actually means for an organization and clarifies the requirements for coordination. This is readily understood for operational processes, with a key element being the elimination of barriers to flow. The co-ordination includes the need for a co-ordinated approach to measurement (an example is illustrated in the measurement section above). Further implications for operations management There is a clear message emerging from this research of the need to manage the boundaries between the categories of processes and between the processes themselves. The appropriate approach will be determined by the category of process being addressed and organizations may find the sandcone logic useful in placing their current position. There are different requirements at different points in the sandcone: knowledge and understanding of process flowcharting techniques at one end of the spectrum through to knowledge and understanding of â€Å"softer† mapping techniques; the need to consider the Implications of appropriate organization structure and trade-offs between process- and business process function-based structures; the degree of maturity in TQM; the degree of comanagement ordination desirable and possible and, in particular, the need for a co-ordinated approach to measurement. The research supports a view that there is a need to consider performance 897 improvement methods and concepts such as TQM, lean production and supply and â€Å"agile† manufacturing in a wider context, as applied to all business processes, and not just operational processes with the associated need to manage the interfaces between operations management and other disciplines. References 1. Armistead, C., Harrison, A. and Rowlands, P., â€Å"Business process re-engineering: lessons from operations management†, International Journal of Operations Production Management, Vol. 15 No. 12, 1995. 2. Garvi n, D., â€Å"Leveraging processes for strategic advantage†, Harvard Business Review, September-October 1995, pp. 77-90. 3. Oakland, J.S., Total Quality Management, Heinemann Professional, Oxford, 1989. 4. George, S., The Baldrige Quality System, Wiley, New York, NY, 1992. 5. Hakes, C., The Corporate Self-assessment Handbook for Measuring Business Excellence, Chapman Hall, London, 1995. 6. Hammer, M., â€Å"Re-engineering work: don’t automate, obliterate†, Harvard Business Review, June 1990. 7. Hammer, M. and Champy, J., Re-engineering the Corporation, Free Press, New York, NY, 1993. 8. Johansson, H.J., McHugh, P., Pendlebury, A.J. and Wheeler, W., Business Process Reengineering – Breakpoint Strategies for Market Dominance, Wiley-Hamilton, Santa Barbara, CA, 1993. 9. Davenport, T.H., Process Innovation: Re-engineering Work through Information Technology, Harvard Business School Press, Cambridge, MA, 1993. 10. Macdonald, J., â€Å"Together TQM and BPR are winners†, The TQM Magazine, Vol. 7 No. 3, 1995, pp. 21-5. 11. Mumford, E. and Hendricks, R., â€Å"Business process re-engineering RIP†, People Management, 2 May 1996, pp. 22-9. 12. Hinterhuber, H.H., â€Å"Business process management: the European approach†, Business Change Re-engineering, Vol. 2 No. 4, 1995, pp. 63-73. 13. Armistead, C. and Grant, A., â€Å"Business process management: the future of organisations?†, Proceedings of the Third European Academic Conference on Business Process Redesign, Cranfield University, 21-22 February 1996. 14.  Strauss, A. and Corbin, J., Basics of Qualitative Research, Sage, Newbury Park, CA, 1990. 15. Eden, C., â€Å"Cognitive mapping†, European Journal of Operational Research, Vol. 36, 1988, pp. 1-13. 16. Browning, J., â€Å"The power of process redesign†, McKinsey Quarterly, Vol. 1, pp. 47-58, 1993. 17. Tucker, M., Successful Process Management in a Week, Headway-Hodder Stoughton, Sevenoaks, Kent, 1996. 18. Melan, E., â€Å"Process management: a unifying framework†, National Productivity Review, 1989, Vol. 8, pp. 395-406. 19. Stewart, T., â€Å"The search for the organisation of tomorrow†, Fortune, May 1992, pp. 91-8. IJOPM 17,9 898 20. Ghoshal, S. and Bartlett, C., â€Å"Changing the role of top management: beyond structure to processes†, Harvard Business Review, January-February 1995, pp. 86-96. 21. Galbraith, J.R., Designing Organisations, Jossey Bass, San Francisco, CA, 1995. 22. Hendry, J., â€Å"Process reengineering and the dynamic balance of the organisation†, European Management Journal, Vol. 13 No. 1, March 1995. 23. Cameron, K.S., â€Å"Effectiveness as paradox: consensus and conflict in conceptions of organisational effectiveness†, Management Science, Vol. 32 No. 5, May 1986, pp. 539-53. 24. Majchrzak, A. and Wang, Q., â€Å"Breaking the functional mind-set in process organisations†, Harvard Business Review, September-October 1996, pp. 93-9. 25. Kroeber and Kluckhohn, â€Å"Culture; a critical review of concepts and definitions†, Harvard University papers of the Peabody Museum of American Archaeology and Ethnology, Vol. 47, 1952. 26. Ascari, A., Rock, M. and Dutta, S., â€Å"Reengineering and organisational change: lessons from a comparative analysis of company experiences†, European Management Journal, Vol. 13 No. 1, March 1995. 27. O’Brien, D. and Wainwright, J., â€Å"Winning as a team of teams – transforming the mindset of the organisation at National and Provincial Building Society†, The Journal of Corporate Transformation, Vol. 1 No. 3, 1993. 28. Childe, S.J., Maull, R.S. and Bennett, J., â€Å"Frameworks for understanding business process re-engineering†, International Journal of Operations Production Management, Vol. 14 No. 12, 1994, pp. 22-34. 29. Coulson-Thomas, C.J., â€Å"Business process re-engineering: the development requirements and implications†, Executive Development, Vol. 8 No. 2, 1995, pp. 3-6. 30. Crawley, W.J., Mekechuk, B.J. and Oickle, G.K., â€Å"Powering up for change†, CA Magazine, June/July 1995, pp. 33-8. 31. Deming, W.E., Out of Crisis, Cambridge University Press, 1986. 32. Wheeler, D.J., Understanding Variation – The Key to Managing Chaos, SPC Press, Knoxville, TN, 1993. 33. CIM-OSA Standards, CIM-OSA Reference Architecture, AMICE ESPRIT, 1989. 34. Araujo, L. and Easton, G., â€Å"Strategy: where is the pattern?†, Organisation, Vol. 3 No. 3, 1996, pp. 361-83. 35. Segal-Horn, S. and Bowman, C., â€Å"Strategic management and BPR†, in Managing Business Processes: BPR and Beyond, John Wiley Sons, New York, NY, 1996, pp. 85-101. 36. Ferdows, K. and De Meyer, A., â€Å"Lasting improvement in manufacturing performance: in search of a new theory†, INSEAD Working Paper, INSEAD, Fontainebleau, 1989. 37. Senge, P.M., The Fifth Discipline, Century Business, London, 1990. 38. Davies, M., â€Å"Business dynamics: business process re-engineering and systems dynamics†, in Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 215-42. 39. Armistead, C.G. and Rowland, P., Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 39-61.

Evaluate Student Satisfaction With Different Course Modules Nursing Essay

Evaluate Student Satisfaction With Different Course Modules Nursing Essay To define the drivers of student opinions and satisfaction, one needs to initially understand the role of student in an educational setting in terms of academic life. Educational institutions worldwide use the form of satisfaction questionnaires to investigate student views, therefore this is the student satisfaction measurement conducted for masters programme (MSc International Business Management) to develop the programme and to improve the student satisfaction levels. According to Kotler, the rapid development in education industry, significant increases in colleges and universities and demographic shift in the population may force the universities to think about the role of student satisfaction for their strategic improvement and survival in the competitive education industry (Kotler Fox, 1995). According to (Crawford,1991) in UK Higher Education (HE) institutions students were considered to be primary customers of a university even before they were liable for payment of fees as direct recipients to service provided by a one year masters degree programme made up of number of modules at each level. So it confirms the status of students as customers and there is scope in this evaluation to include students experiences rather than limiting it only to assessment of quality of teaching and learning (Aldridge Rowley, 1998) According to statistics which indicates that more than 40 % of all entrants leave higher education without earning a degree, 75% of the students drop out in first two years of college and more recent 46.2% of freshmen do not graduate from college (Kara DE shields, 2004) So based on statistics we can see how important for university administrators and researchers to focus their attentions on service quality which gives rise to student satisfaction for better chance to compete Satisfying the students to retain them is important for educational universities. It might be argued that dissatisfied students may slash back on number of courses or drop out of university completely. The main aim of the study is to critically analyse the student satisfaction levels and quality dimensions in assessing the MSc International Business Management (IBM) programme. 1.1 Background of the Industry: Liverpool John Moores University have 180 years of experiences in delivering high quality superior educational services and have 24,000 students plus 4500 oversees students of which 4100 are pursuing their post graduation education. Since the majority of the student are pursuing their under graduate education and only 17% student are post graduate or masters education there is a chance that post graduate student may be left dissatisfied. To measure the satisfaction level there is a need of undertaking a research it offers full range of post graduate and under graduate programs, of which MSc International Business Management is one which is recently launched in the year 2009 so total eight students were enrolled in the first batch September intake. It is a post graduate program to provide theoretical and practical perspective on International Business Management issues, to enhance students potential with in todays dynamic behavior environment. This program has been designed to develop , achieve aims and objectives by integrating skills and academic knowledge with case studies taken from real world situation it has a range of assessment methods selected to be appropriate to what is being taught, and designed as far as possible to reflect the real-world tasks. These include written reports, individual reflection, class tests, group presentations, and dissertation. The analytical nature of the programme, particularly at the Research project stage, will require students to investigate a business or management problem that require independent research and the synthesis of acquired knowledge and data to address the problem (www.ljmu.ac.uk). The main intention is to critically appraise the student satisfaction levels, service quality and the development of the programme. 1.2 Problem Statement: As IBM is newly introduced programme in LJMU the student expectations are not up to level of satisfaction due to lack of in sufficient students enrolled in this programme and the tuition fees is also high and the time tables arranged were not up to satisfaction due to work life balance with studies and students part time jobs author want to critically analyze the student satisfaction quality levels in new course. 1.3 Research Aim: The main aim of the research is to critically appraise student satisfaction levels in MSc International Business Management (IBM), service quality measurement and to develop the programme at Liverpool John Moores University (LJMU). 1.4 Research Objectives: To investigate and evaluate student satisfaction with course modules of perceived program quality To investigate and evaluate student satisfaction with perceived quality of life with academic facilities and support To investigate the perceived quality of outcomes To propose recommendations to improve student satisfaction levels 2. LITERATURE REVIEW The literature review is a concise step by step guide to conducting a literature search (Ridley, 2008). 2.1 Student Satisfaction: According to (Danielson, 1998) student satisfaction refers to the attraction, pride, or positive feeling that students develop towards the program. But according to Kotler and Clarke (1987) defines satisfaction as a state felt by person who has experience performance that fulfils his or her expectation. According to (Stike, 1984) suggested that level of students positive feeling is associated with students being able to find adequate resources to meet their academic and social interests. But according to previous studies shows that students who report positive academic and social experiences expressed greater satisfaction with overall college experience. Interaction between faculty members and students is also a factor affecting student satisfaction in academic experiences (Tinto, 1993) which implies sufficient and positive faculty student interaction will contribute to overall student satisfaction (Danielson, 1998). The most student satisfaction studies focuses on perspective of customer oriented, researchers facing the problem of creating standard definition for student satisfaction which provides a basic need of theory to be selected and modified so that it can explain the meaning of student satisfaction. Even though there is a high risk involved in marketing place of higher education, there is a new moral prerogative that students have become customers as fees payers (Tuition Fees) which has a reasonable demand that their views be heard and acted upon (William,2002). 2.2 Service Quality in Higher Education: Quality may be defined as idea that quality has to be judged on assessment of user or consumer of the service. The focus on quality in services in this research is a broad aspect particularly service in higher education as it plays a key role in improving its services throughout the globe were urged to operate more commercially, quality been identified as core ingredient to success. Owlia Aspinwall (1996) pointed out that in order to measure quality, characteristics of quality need to be identified first. Whereas Cheng Tam (1997) emphasizes importance of defining characteristics of quality for measurement of education process. Zhao (2003) proposed the quality of a university online education to be evaluated from stand point of its course effectiveness, academic satisfaction and student satisfaction. But Devinder and Datta (2003) argue that organizations which want to deliver quality program and services to students must be concerned with every aspect of student experiences and support on campus. Quality in education not only includes lecturers, note taking and guidance but also includes student experience while interacting with various non academic personal components in university. Jones Suh (2000) concludes that transaction specific satisfaction influences overall satisfaction, repurchase retention. In fact students also found to place great importance degree acceptance and university reputation in selection of university and the course program (Chun, 2005). By taking different views into consideration the definition and dimensions of quality, researchers vary in measurement standards as they measure service quality used customer satisfaction as indicator for quality. 2.3 Conceptual Service Quality Models in Higher Education: From the past decades various service quality models were used and practised to cover the aspects of conventional services to latest web services, so total 19 service models were used so as quality management of higher education was handled differently from manufacturing industries. Popular service quality models were practised by business world. E.g: TQM has been applied to schools and universities in U.K and U.S.A According to (Chua, 2004) a model called SERVQUAL was used to measure the quality in education which is a well known fact that service quality is influenced by attitude and behaviour of a service customer. There are three methods available to measure the service quality in education First method adapts the SERVQUAL instrument second uses methods for assessing the quality of teaching and learning and the third method for assessing quality of the total experience. SERVQUAL is the well know tool to measure the satisfaction and the perception on the service quality. But according to (Jabnoun Al-saad, 2004) SERVQUAL is based on 5 quality dimensions which includes Tangibles, Reliability, Responsiveness, Assurance and Empathy. So it is best used for 5 point Likert scale to measure the student satisfaction and improve their satisfaction levels and development of the program. 3. METHODOLOGY According to (Kumar, 2005) methodology refers to the theoretical analysis of the methods appropriate to the area of investigation. The research is beneficial in two ways that is to maintain the whole research controlled, unbiased and straight forward and secondly to ensure that the audience conviction will be that the script is accurate and convincing. Research is seeking through methodological processes that adds to ones own body of knowledge and to that of others, by discovery of nontrivial facts and insight (Sharp, Peters and Howard, 2002) and have different layers and acknowledged as Research Process Onion and it is illustrated in Appendix (4), which consists of research philosophy, research approach, In order to improve the quality of the research (Saunders, Adrian Thornhill, 2003) explain that the research processes research strategies, time horizons and finally data collection methods 3.1 Research Approach: A research hypothesis refers to a pattern or a model for research. It involves the philosophy of research, practices of research, preferences of practices and beliefs and identification of research questions (Denscombe, 2010). According to (Leedy Ormrod, 2001) methodology is just an operating frame work within which the facts are placed so that they can be accurately measured, observed and interpreted, thereby find a solution. It is something that people undertake in order to find out new things in a systematic way, thereby increasing their knowledge. The research must be developed in such a way that it is able to make out and get all the key information which will help finding result for the research conducted. To be able to ascertain the aims of the research, it was envisaged mixed methods research design. According to Creswell Plano Clark (2007) mixed method research design is a procedure for collecting, analyzing and mixing both qualitative and quantitative research methods in a single study to understand the research problem. By assessing both outcomes of qualitative and quantitative process we can develop a complex picture of social phenomenon (Greene Caracelli, 1997). The researcher uses Triangulation mixed methods design (Jick, 1979) in order to gathers both qualitative and quantitative data, analyzes both datasets separately, compares the results from the analysis of both datasets, and makes an interpretation as to whether the results support or contradict each other. Qualitative approaches to data collection, analysis and report writing differ from then traditional, quantitative approaches. Use of purposeful sampling, collection of open ended data, analysis of text or pictures, representation of information in figures and tables, and personal interpretation of the findings all inform qualitative procedures (Creswell, Research Design, 2003) Qualitative research lacks internal validity; qualitative analysis is not designed with an end goal of generalising to large group of population of people, times and settings (Charles Robert, 2009). Whereas the process involved in Quantitative methods are of collecting, analyzing, interpreting and writing the results of study. Specific methods exist in both survey and experimental research that relate to the sample and population, specifying the strategy of inquiry, collecting and analysing data, presenting the results, making an interpretation, and writing the research in a manner consistent with a survey or experimental study(Charles Robert, 2009). According to Hammersely and Martyn (1989) qualitative data analysis should not be viewed as a distinct stage in research but then it continues throughout the research from problem formulation to final writing up. The data that is being analyzed should not only be made of primary data collected from field work but also the relevant secondary data should be taken into account. This meaning is true for any analysis either qualitative or quantitative. The data analysis consists of three elements data reduction, displaying the data and drawing the conclusion and these are the same for any research (Miles and Huberman, 1994). For finding meaningful data in the gathered information surely the process of analyzation must include interpretation but not just techniques. Although there are similarities between different types of analysis it should be recognized that the selection of the analyzation technique depends on the type of research being done. 3.1.1 Data Collection: As (Morse Richards, 2002) point out, the volume of data that qualitative researchers must manager is enormous. Researchers tell stories of drowning in data of stacking piles of data in their basements, or of not being able to use their dining room table for several months while the process of analysis in ongoing. The clear explained in a detail way please refer Appendix (5). 4. METHODS The following methods and procedures will be used to collect data for Quantitative Analysis Qualitative Analysis 4.1 Quantitative Analysis: 4.1.1 Questionnaire Survey: 4.1.2 Questionnaire Design: Questionnaire provides a more structured approach to gathering data for quantitative analysis. It is a series of written question for which the respondent provides answers. A well defined questionnaire motivation the respondent to provide complete and accurate information (Sharp, Peters Howard, 2002). The survey questionnaire should not be viewed as a standalone tool. Along with questionnaire there is field work rewards for the respondents and communication aids, all of which are important components of the questionnaire process. The strength of closed questions is that they are quick to complete and analysis; the weakness is that the data obtained may be very superficial. Open questions allow the possibility of asking deeper questions and obtaining unanticipated perspective on an issue, but the corresponding weakness is that completion and analysis can be difficult and time consuming (Smith, Thorpe Lowe, 2006) 4.1.3 Sample selection: Sample selection is sub-group of population which is taken to represent the entire population. Most important feature of a sample is it is representative and displaying similar characteristics to the population as a whole they may be totally random or may be stratified to ensure that there are sufficient cases from each category example male/female students, different faculties, levels, modes of study. A purposive sample is the one where the researcher deliberately selects cases which are considered to be representative or relevant (Creswell J.W, 2008) In this instance the target population is that of those students enrolled on the post graduation MSc IBM program at LJMU and the sample population will be selected from this group. Quantitative analysis conducted for students in MSc International Business Management(IBM) by using 5 point Likert scale statements were presented to students they agree or disagree with in them on five point scale from 1 = Strongly Disagree to 5 = Strongly Agree and then total numerical value can be calculated using response. It consists of total 50 questions one through eight were concerned with gathering demographic data. Question 9 to 20 focused on Course content Assessment. Question 21 to 30 focused on Facilities. Question 31 to 40 focused on Lecturer Faculty. Question 41 to 50 focused on Social Activities Student support 4.1.4 Questionnaire Collection: The Questionnaires will be handed out within university to all the MSC IBM students to complete questionnaire. Complete questionnaire will be collected and then all information from questionnaires is imported and coded in to SPSS. Since the time scale is involved we will design the survey is survey monkey and also send the web page link via email. Statistical package for analysis and hypothesis were tested using analysis of variance that is ANOVA which is used to uncover the effects of independent variables on an interval dependent variable. This procedure employs the statistic (F) to test the statistical significance of the differences among the obtained means of two or more random samples from the given population where statistic (F) is a ratio, which if sufficiently larger than 1, indicates that the observed differences among the obtained means are statistically significant. It is important to note here, however the samples were not random, which reduces the generalization of our results. 4.2 Qualitative Analysis: Qualitative analysis was conducted on group of four students in MSc International Business Management (IBM) at LJMU based on Sample selection, Interviews, Interview preparation and setting and analyzing the interview. 4.2.1 Sample Selection: This piece of research will be carried by interviewing the students of MSc IBM group management. Total there were 25 students enrolled for this program out of 25 a group of four students were selected for interview process. Prior to the interview the organization permissions will be sorted and their ethical considerations will be abided and held confidential in the course of research. 4.2.2 Interviews: The author will carry out an interview with group of four students will be interviewed and data will be collected regarding the factors what they feel that are responsible for organization success and so on. The researcher will carry on a semi-structured interview where the researcher has a list of questions or fairly specific topics to be covered. Questions may not follow on the way outlined on the schedule. Questions that are not included on the list may be asked as they pick on things said by the interviewers. 4.2.3 Interview Preparation and Setting: As individual will design the questions as per the literature review because as he is the student representative for MSc IBM program in order to identify the appropriate questions. Prior to the interview pilot interviews will be done. The questions will be reviewed by experienced people as what is straight forward to you as the investigator may be baffling to another person not fully in the picture. Sometimes you are too close to something and others can be more objective (Wragg.E.C, 1978). The Interviewer will inform the participants before the date of interview and requests them to arrange a comfortable location for the interview. The interview will be a one-to-one interview. The answers will be recorded in a camcorder borrowed from the university. 4.2.4 Analyzing the Interview: All the interviewed information will be loaded into the computer and saved in RTF so that it can be loaded into the (QSRNvivo) where it can be analyzed. Then the necessary nodes will be developed by the individual and formulated to generate the necessary themes. 4.3 Instrument Reliability and Validity: A goal of good research is to have measures that are reliable several factors can result in unreliable data. To determine the form of reliability, the researcher test at two different times to same participants at a sufficient time interval. Validity means that the individuals scores from an instrument which enables the researcher to draw attention about conclusion. In quantitative analysis the questionnaire was designed by using survey monkey software tool through web services. Questions added to the survey were directly derived from existing literature pertaining to student satisfaction and course program evaluation because this survey was designed significantly to adapt the technology used in web based courses, the researcher performed a reliability analysis after data collection phase. The researcher will use an interval scale of a parametric test and he shall code words in numbers and further the program will examine the information and it will generate complex statistical resul ts in a reliable way. Utilising a t-test analysis for the questionnaires, an evaluation of means (gender and age) will be done. A value of p The data was examined according to statistical assumptions by using Statistical Package for the Social Sciences (SPSS) software. In order to examine linearity, several bivariate scatter plots were generated and examined which reveals abnormalities between variables due to instrument being a Likert scale. The Pearson correlative coefficient was examined to correlation matrix in order to determine multi co linearity. In order to this pilot studies were performed in order to establish reliability and validity of the instrument. A confirmatory factor analysis was performed to subtract factors relevant to student satisfaction to examine construct validity of satisfaction survey which includes Demographic data, Course content Assessment, Facilities, Lecturer Faculty, Social activities student support 5. RESEARCH SUITABILITY The researcher has software background from Computer Science Engineering and is currently pursuing his Masters in MSc International Business Management (IBM) at Liverpool john Moores university. Since author is doing research on the same university where he is studying and he is the student representative for that program with his experience as a student he is well known about students opinions and suggestions, so it makes him easier to collect all the required information and in taking interviews and having questionnaire with students .Author have knowledge in research as he done coursework as a part of study where he collected some statistical data .Author also feels that SUPERVISOR is the key resource to the success of research he wants to take guidelines of supervisor and keep in contact with supervisor physically or via mails. Through the self experiences of author by all his observations about student satisfaction and quality of studies in LJMU he feels that definitely this is an interesting area. 6. TIME SCALE AND PROJECT MANAGEMENT A draft of the project plan is showed in the appendix. The time taken by the research will be determined by the cross sectional time horizon i.e., the research will be based on the information gathered in a short period from group of students in LJMU. Coming to the resources required, all the travelling expenses will be beared by the researcher himself and the survey and questionnaire is carried out in university from group of people. The time line of the project starts on the 15th of June 2010 and goes through the various steps involved such as the literature review, the quantitative and qualitative research involving interviews, the collection and analysis of the data regarding the cases studied, report preparation, meeting with the supervisor and finally leading to the submission which has been set tentatively to the first week of December. The time factor is going to be the most important and decisive factor determining the execution of the dissertation 7. ETHICAL ISSUES Please refer appendix (1). 8. RESEARCH ORGINALITY There are very limited amount of researches available in this topic with concept of student satisfaction and development of the MSc International Business Management (IBM) program at LJMU University, researcher being a student representative research has a potential opportunity to provide a new view in student satisfaction which examines different dimensions in the Service Quality, satisfaction levels. More over this research used both qualitative and quantitative approaches. Researcher feels that this research can provide the problems in MSc International Management program, satisfaction levels and the development of the program. 9. PROTOCOL Please refer appendix (2). 10. Bibliography

Hate Crimes Should NOT be Punished Differently than Other Crimes Essay

Hate Crimes Should NOT be Punished Differently than Other Crimes Hate crimes should not be punished differently than other crimes. The actual crime should be punished, not the reasoning behind it. The idea of punishing crimes differently based on victims might make some people or groups feel that others are more protected or valued than they are. The concept of punishing crimes differently because of motive is senseless, unnecessary, and an injustice. Again, the actual crime should be punished not the reasoning behind it. Murder is murder, robbery is robbery, rape is rape, regardless of motive. For example, Person A and Person B both assault innocent people. But while beating the life out of his victim, Person B calls him a "Nigger." His crime is considered a hate crime. Consequently, his crime will receive harsher punishment. Despite why the crime took place, the point is that a crime took place. No matter why the victim is chosen, he or she was still harmed, the family is still going to grieve, and someone must be punished. Whether a person is killed for money or drugs or out of hate or prejudice, the fact still remains that he or she has been killed. With hate crime laws, the hate is being looked at, more so than the crime itself. Even though hate is a terrible thing to have in your heart, all Americans have the right to hate whatever or who ever they want. Besides, if officials start punishing hate or unholy thoughts, they mi ght as well make a new category of crime— thought crime. If this line of thinking were acted upon, then half of America would be behind bars. As stated above, the idea of punishing crimes differently based on the victim might make some people or groups feel as if others are more prot... ...ce about committing a crime. But lawmakers failed to see that this is the point of any law. Look at how much crime this country has. That is part of the reason why many states reinstated the death penalty—because people were supposed to think twice about committing crimes. Obviously, these laws are not doing their job. The government reported 97 executions this year alone, up from 68 in 1998 and 74 executions in 1997 (Johnson 1). Officials should rethink their strategies. If laws already exist for a certain crime, regardless of whether or not it is a hate crime, then those laws should be used. Laws should not be changed to fit individual situations. In conclusion, hate crimes should be punished no differently than other crimes. The effects are the same. The crime is basically the same. The family experiences the same trauma and the punishment should be the same.

The Prejudiced Message of Merchant of Venice :: Free Merchant of Venice Essays

The Prejudiced Message of Merchant of Venice The Merchant of Venice portrays a prejudiced message. This is first evident in Act one when Shylock openly says to himself, "I hate him because he is a Christian....May my people be cursed if I forgive him!" All throughout the book the Christians are battling with the Jews and neither of them will listen to the other because their hearts are filled with intense prejudice. Antonio proves that he is unwilling to change his feelings toward Shylock when he says, "I'm likely to call you names again, spit on you again, and shun you again." They don't seem to realize that their prejudiced attitudes could get someone (Antonio) killed. There are different times during the play that Shylock could be viewed as a villain and other times that he could be seen as a sympathetic character. When he doesn't allow his daughter, Jessica to marry Lorenzo just because he's a Christian, that's when we start to think that Shylock just isn't a very nice guy. But he was also the target of a lot of prejudice himself. Antonio didn't like him because he was a Jew, and he let Shylock know his feelings. However, two wrongs don't make a right. In other words, just because Antonio hated Shylock and spit in his face, there's no reason why Shylock couldn't just show Antonio love or just stay away from him. Shylock chose to get revenge, so he probably would be viewed as a villain. Prejudice doesn't get anyone anywhere.

Essay --

Mrs. Kasper AP Literature 10 February 2014 â€Å"Knowing yourself is the beginning of all wisdom,† urged Aristotle. Wisdom contains many qualities that are valuable to have. These qualities are experience, knowledge, and good judgment. These traits and abilities are essential in insight and understanding that attribute to an effective person. Wisdom is a virtue that develops as one is able to learn from experiences and mistakes. However, the wisdom that Aristotle believed in went beyond the average wisdom of being able to understand concepts or have insight different from others. The wisdom Aristotle believed in was practical wisdom. Practical wisdom is the ability to do the right thing, at the right time, for the right intent. According to Aristotle, this virtue is what makes all the other virtues a possibility. It is practical wisdom that gives one the ability to change one’s flaws because it is a characteristic that is bound with action and reason. It is the ability to have the information and apply it corre ctly. Along with the ability of understanding others, also comes self-awareness, and with the ability to apply action, one can develop and change for the better. In the novel, Pride and Prejudice, by Jane Austen, Charlotte Lucas possesses limited self-awareness; she is aware of the consequences that can come from her choices, but doesn’t choose to apply action for her own self-contentment. Mr. Bennet is also aware at times of his behavior, which is evident through his intelligence and wit, but doesn’t choose to take action, therefore lacking practical wisdom. Through the various conversations and narrations, Austen takes a resolute stand about the need for men to not only understand others, but to know oneself enough to turn we... ...ove his lack of responsible action, and Charlotte Lucas’s inability to take action on achieving contentment, serve as character foils to Elizabeth, illuminating her ability to evaluate her mistakes and take action for the better good. Bennet dismissed his chance to change not because he couldn’t, but because he did not want to. Although he was an intelligent man, it does no good to be smart if one cannot apply intelligence towards self-awareness and towards applying action in turning foibles into strengths Charlotte, also an intelligent character, failed to apply a balance of reasoning and action in her decision, sacrificing a lifetime of happiness for comfort and economic stability. Therein lies the value of Jane Austen’s Pride and Prejudice: It emphasizes that in life, self-awareness is nothing, unless action and reasoning are used in every opportunity to change.