The Harvard Model of HRM Management Essay

The Harvard Model of HRM Management Essay Introduction The closing of the twentieth century has given rise to a vast debate concerning the response of human resource management to the changing external and internal environment of the firm. The late 1990s found the literature somehow settled on the necessity of strategic HRM, but concerned about the new roles that the HR function should adopt in order to meet contemporary organizational challenges (e.g. Kochan, 1997).The strategic role of the HR function means being involved in strategic planning from the outset and not only during the implementation phase and matching employee resources with business needs. This role is expected to occupy significantly more of the HR practitioners time in the future (Anderson, 1997). However, this does not mean that the administrative role will cease to exist, although there is an inherent tension between the outlook required for a strategic HR role and that of the HR specialist in a traditional role (Beer, 1997). One of the important aspects of the chan ging environment especially relevant to management is the information revolution HRM MODEL The early HRM Model Devanna( 1984) emphasizes the interrelatedness and coherence of HRM activities. The HRM cycle in this model consists of four key components: Selection, appraisal, Development and rewards. (figure ). These four HR activities aim to increase organisational performance .The weakness of the model is its apparent perspective nature, it ignores the shareholders interest. The strength of the model, however, is that it express the coherence of internal HR policies. Figure Devanna (1984) model of HRM. The Harvard model of HRM The analytical framework of the Harvard model offered by Beer et al .consists six basic components: Situation factors Stakeholder interests HRM policy choices HR outcomes Long-term consequences Feedback loop through which the output flow directly into the organisation and to the stakeholders Source: (Beer et al 1984) Rationale for  HRM evaluation The notion that HR function should move beyond its administrative and controlling roles and value has been popular in the US management for long time. Druker, theAmerican management guru, suggested , for example that HR Department should behave differently and demonstrate its strategic capabilities , needing itself away from concern with the cost of employees to concern with their yield . According to Phllips (1999) , there are seven points in the management thinking and practices that changed the role HR. Organisational change Flexibility and productivity improvements The adoption of HR strategies The increased importance of human capital Increased accountability Partnership relationships The growing use of HR information systems HR Strategy HR strategies are here taken to mean the patterns of decision regarding HR policies and practices that are used by management to design work and select , train, develop, appraise, motivate and control workers Resource based model of HR Strategy Barney argues that four characteristics of resources and capabilities value, rarity, inimitability and non- substitutability- are important in sustaining competitive advantage. From this perspective, collective learning in the workplace on the part of managers and non managers, basically on how to coordinate workers diverse knowledge and skills and integrate diverse information technology , is strategic asset that rivals find to difficult to replicate. Figure 3summarizes the relationship between resources and capabilities strategies and sustain competitive advantage Figure: The relationship between resource endowments, strategies and sustained competitive advantage.. SHAPE Firms resources and capabilities Value Rarity Inimitability Non-substitutability Strategies Sustained competitive advantage Source: Barney (1991) An integrated model of HR Strategy Bamberger and Meshoulam (2000) integrate the two main models of HR strategy , one approach focusing on logic of managerial control , other focusing on the acquisitions of employees . These two dimensions have four different ideal types of dominant HR strategy. Commitment Collaborative Paternalistic Traditional Figure: Categorizing human resource management strategies. Source (Bamberger and Meshoulam, 2000.) The commitment HR strategy is characterised as focus on the internal development of employee and outcome control Traditional HR is focusing on employee competencies and process bases control The collaborative HR strategy focusing on the organisation subcontracting work and the performance of the company The paternalistic HR strategy involves the learning opportunities and internal promotion of the company. HRM and Performance model For HR measure , demonstrating the link between HRM strategy and organisational performance requires the measurement of some sets of variables. The methodology for ensuring high internal validity would ideally permit a calculation of how different HRM strategies or individual practices affect economic performance while controlling the other factors that might influence those performance outcomes. Figure 4 demonstrates a basic model showing that relationship HRM practices and organisation performance. The HRM value model indicates the overall relationship between three elements. HRM HR performance measures at both individual employee and work team levels Organisational performance measure Figure Human Resource management-organisation performance model (Source; Phillips 1999) SHRM SHRM and Organisational performance link HR strategy, through a diverse range of best practices, shapes employee knowledge and skills, enhances work motivation and provides the opportunity and the means for employees to contribute. These three interrelated processes are shown in figure. Central to the model is the notion that HRM research is required to monitor and evaluate the effectiveness of SHRM in order to ensure its contribution and value added to the organisation.( Bratton and Gold 2007) Figure 2. A general theory of SHRM -organisation performance link Source :Bratton and Gold 2007, p 552 Strategy: A strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage. In the sense, strategies are purposeful and precede the taking of actions to which they apply (Slevin and Covin, 1997). Business-level strategy is designed to provide value to customers and gain a competitive advantage by exploiting core competencies in specific, individual product markets (Dess et al., 1995). Thus, a business-level strategy reflects a firms belief about where and how it has an advantage over its rivals. Business strategies are concerned with a firms industry position relative to competitors (Porter, 1985). Thus, favourably positioned firms may have a competitive advantage over their industry rivals Hierarchy of strategy: Another aspect of strategic management in the multidivisional business organisation concerns the level to which strategies issues apply. Various authors identify different level of strategy. See figure Corporate Business Functional Figure: Hierarchy of strategy decision making. (Bratton and Gold 2007) Corporate level strategy describes a corporations overall direction in terms of its general philosophy towards the growth and the management of its various business units. Such strategies determine the types of business a corporation wants to be involved in and what business unit should be acquired, modified or sold.( Bratton and Gold 2007) Business level strategy deals with decision and actions pertaining to each business unit, the main objective of a business level strategy being to make the unit more completive in its marketplace. Therefore, Porter (1985) formulates the frameworks that describe three competitive strategies: cost leadership, differentiation and focus. (see figure) Figure: Porters competitive strategies. Strategy-HRM fit The link between strategy and human resource practice has been discussed by a number of researchers. Devanna et al.1984 state that the strategy- HRM relationship is essentially an extension of Chandlers structure follows strategy thesis. They argue that management theorists and practitioners begin to realize the importance of human resources as they grapple with the problem of strategy implementation. It was realized that besides establishing a compatible structure, the successful implementation of a strategy also has to be supported by an appropriate human resource system. Relationship between business strategy and HRM According to contingency theory ( Porter, 1985; Schuler and Jackson, 1987), HRM practices must be combined with specific business strategies if they are to enhance organizational performance. Firms that use a cost-reduction strategy must rigorously control and minimize expenses, and strive for greater economies of scale. Efficiency is important for firms to succeed. Behaviour control increases predictability by routinizing the transformation process, this includes the following HRM practices: standard operating procedures, behavioural performance appraisal, close supervision, and feedback. By attempting to regulate action, this approach to HRM focuses on issues such as reliability and efficiency. These arguments lead to the following hypothesis: HRM based on behaviour control is positively related to performance for firms emphasizing cost-reduction as business strategy. HRM based on input control is positively related to performance for firms emphasizing innovation as business strategy HRM based on output control is positively related to performance for firms emphasizing quality-enhancement as business strategy Organisation change perspective SHRM SPERSPECTIVE HRM and TQM According to Dale (1999, p. 9), TQM is the mutual cooperation of everyone in an organization and associated business processes to produce products and services which meet and, hopefully, exceed the needs and expectations of customers. According to Dessler (2000, p. 678), HRM is the policies and practices one needs to carry out the people or human resource aspects of a management position including recruiting, screening, training, rewarding and appraisals Linkage between HRM and TQM HRM and TQM tend to focus on creating such a high performance culture or system. This can be done by the introduction of so-called Best Practices or high performance work practices (HPWPs) that will deliver sustainable competitive advantage towards the organization. In other words, both HRM and TQM focus on creating sustained competitive advantage through high performance work practices such as leadership, empowerment, teamwork, employee development, rotation and pay for performance. Thus, TQM and HRM both underline the existence of forms of HPWS that drive organizations towards excellent performance (Boselie and van der Wiele,2002). Many commentators argue that in order to be fully successful and self-sustaining TQM requires an extensive refashioning of HRM practices (e.g. Dale et al., 1994;), whose elements consist of essentially dimensions of human resource management. Empowerment Empowerment is one of the HRM/TQMs powerful instruments for a quality culture that encourages employee involvement, motivation, satisfaction, deliberate wilfulness to stay and loyalty towards the organization (Geralis and Terziovsky, 2003). One way of empowering employees is to give them the resources, responsibility and authority to plan, organize, implement, measure their work and make decisions that are necessary for them to maximize their contribution towards the organization with efficient and effective operation Training and development Training and development have been recognized as essential to the implementation of HRM/TQM (Snape et al., 1995). It leads to increase employees job involvement, facilitates the updating of skills, leads to an increased sense of belonging, well-being and benefit, increase commitment towards the organization and strengthen the organizations competitiveness (Acton and Golden, 2002). According to Cherrington (1995), a successful training and development program would create more favourable employee attitudes; loyalty and help employees in their personal development and job involvement. Moreover, Zhang (1999) stressed the importance of training and development for continual updating and improvement, identifying one source of human motivation at work as intrinsic motivation and involvement; growing; learning and developing ones self. Reward and recognition Reward and recognition can be defined as benefits, such as increased salary, bonuses and promotion resulting from the annual review of performance, which is conferred for public acknowledgement of superior performance with respects to goals (Juran and Gryna, 1993). Rewards for quality efforts appear to have a significantly positive relationship to employee morale (Kassicieh and Yourstone, 1998). According to Herzbergs (1996) hygiene/motivator theory, recognition is one of the four motivators, which can contribute to employee attitudes (i.e. job involvement) when it is present. Reward and recognition activities are valued by employees, and therefore provide motivation or incentives, if executed appropriately, can, to a certain degree, secure employees involvement to their jobs and make their jobs more enjoyable and thus, creating an overall involvement within the respective organization. Organizational communication Organizational communication can be defined as the process of sharing information with other individuals (Troutt et al., 1995). It is critical within organizations for connecting employees and permits organizations to function, as well as an essential element to the implementation of HRM/TQM (Gray and Laidlaw, 2002) Employee participation Employee participation is a process for empowering members of an organization to make decisions and to solve problems appropriate to their levels in the organization. Cassar (1999) reported employee participation is one of the most researched contemporary management practices, primarily because it is often associated with enhancing employees positive attitudes and behaviours in the workplace. Also, through participation, employees will envision their jobs as more enjoyable, resulting in increasing levels of job involvement towards the organization Customer focus According to Philips (1995), customer focus can be defined as the degree to which a firm continuously satisfies customer needs and expectations. Morrow (1997) reported that customer focus is evident in the job design principle, which emphasizes on (among other things) establishing client relationship and feedback and, in turn, is associated with higher levels of job satisfaction, communication, job involvement and more favourable perceptions of the work outcome. SHRM AND CULTURE SHRM- CULTURE FEXIBILITY RECREMENT AND SELECTION VALUE ANAYSIS HR PLANNING JOB DESIGN EMPLOYEEMENT RELATION TQM INNOVATION Flexibility Rapid advance in technology and the pressure exerted to respond to global markets are said to be having a significant effect on work patterns, work location and work times ,although some survey evidence suggests such claims may be exaggerated ( Taylor 2002) . In planning how to respond, many organisations involve the idea of flexibility . Type of flexibility The flexible firm by Atkinson 91985) identifies four types of flexibility; Functional : a firms ability to adjust and deploy the skills of its employee to match the tack required by its changing workload and production methods Numerical: a firms ability to adjust the level of labour inputs to meet fluctuations in output. Distancing strategies: the replace of internal workers with external subcontractors, referred to as outsourcing Financial: support for the achievement of flexibility through the pay and reward structure. Employment flexibility and HRM Flexibility is an ambiguous and ill-defined concept ( Mayne et al., 1996). The flexibility debate tends to concentrate on the notions of functional and numerical flexibility and the implications of adopting either one or the other. Functional flexibility is usually seen as the ability to respond to changes in business needs by having multi-skilled, adaptable and internally mobile employees (Blyton and Morris, 1992). It requires a skilled and committed workforce that can only be achieved by investing in training and long-term employment relationships and is, therefore, connected with the establishment of internal labour markets and primary sector employment. Numerical flexibility, on the other hand, is the ability of the firm to vary the quantity of work employed to match changes in the business needs. It represents a cost-cutting approach that looks to externalise the employment relationship, and is associated with short-term and precarious employment conditions in the secondary labo ur market segment, under which workers have little incentive or opportunity to be functionally flexible. Flexible working Stredwick and Ellis(2005) suggest key advantages of flexing working . For business, there is the chance to exploit the 24 hours economy and open new labour markets that avoid traditional working hours patterns. Employee seem to like flexible working too, achieving far more in the flexible mode with no desire to go back traditional working patterns. According to the (Department of Trade and Industry, 2003, P 12) there are ranges of possible ways of working hours. They are as bellow. Annualized hours Compressed hours Flexitime Home working Job- sharing Shift-sharing Staggered hours Term-time working INNOVATION

Impressions Of Television :: essays research papers fc

Impressions of Television SOME AMERICANS COMPLAIN THAT THERE IS TOO MUCH VIOLENCE IN TELEVISION, PARTICULARLY IN AN ACTION SERIES OR CARTOONS. THEY ARE AFRAID THAT PEOPLE, ESPECIALLY CHILDREN, WILL SEE THESE SHOWS AND THINK THAT THE ONLY WAY TO RESOLVE PROBLEMS IS THROUGH VIOLENT ACTS. I THINK THAT THERE ARE A LOT OF FACTORS OTHER THAN TELEVISION THAT EFFECTS PEOPLE. HAVE YOU EVER TRIED SOMETHING JUST BECAUSE YOU SAW IT ON TELEVISION? I'M SURE THAT ALL OF US HAVE DONE THAT AT ONE TIME OR ANOTHER. TELEVISION SHOWS THAT ARE VIOLENT CAN HAVE NEGATIVE EFFECTS ON THE WAY THAT CHILDREN ACT. TELEVISION HAS EMBEDDED ITSELF WITHIN THE LIFE OF THE TYPICAL AMERICAN PERSON. ACCORDING TO THE ENCARTA 96 CD ROM ENCYCLOPEDIA THEY CLAIM THAT, "BETWEEN THE AGES OF 2 AND 65 THE AVERAGE AMERICAN WILL WATCH 72,000 HOURS OF TELEVISION—AT 24 HOURS A DAY, A TOTAL OF 8 FULL YEARS. THE DAILY AVERAGE IS ABOUT 4 HOURS. THE HEAVIEST VIEWERS ARE HOUSEWIVES AND SENIOR CITIZENS. CHILDREN WATCH THE SAME AMOUNT OF TELEVISION AS DO ADULTS; TEENAGERS WATCH ABOUT AN HOUR LESS PER DAY." "EARLY EXPERIMENTAL RESEARCHERS COMPARED THE PLAY OF CHILDREN WHO HAD SEEN AGGRESSIVE BEHAVIOR ON TELEVISION WITH THE PLAY OF A CONTROL GROUP OF CHILDREN WHO HAD WATCHED NONVIOLENT PROGRAMS. CONCERN WAS INTENSIFIED BY FINDINGS THAT INDICATED A HIGHER LEVEL OF AGGRESSIVE PLAY IN THE VIOLENT- TELEVISION GROUP"(ENCARTA). ALL YOU HAVE TO DO IS SURF SATURDAY MORNING CARTOONS TO SEE THE VIOLENCE. THE NINJA TURTLES ARE A PHENOMENON THAT HAS CAPTURED THE IMAGINATIONS OF MOVIE, COMIC, AND EVEN CARTOON FANS ACROSS SEVERAL GENERATIONS. A GROUP OF YOUNG, TEENAGE TURTLES WHO USE KUNG-FU AGAINST A GROUP OF DIFFERENT TYPES OF CREATURES. THIS SHOW ANIMATES EXPLICITLY HOW THEY BATTLE THESE CREATURES TO FIGHT FOR JUSTICE AND THE AMERICAN WAY. THEY LIVE IN THE SEWERS WITH THEIR TEACHER WHO IS A RAT, USING AN ASSORTMENT OF WEAPONS SUCH AS THE SWORD, NUMCHUCKS, NINJA FORKS, AND A NINJA STICK TO FIGHT FOES. IT SEEMS TO ME WHEN I LOOK OUTSIDE TO SEE THE CHILDREN PLAYING, THEY MIMIC THE NINJA TURTLES, PRETENDING THAT THEY ARE KILLING KRANG OR SHREDDER. IT NEVER FAILS IT ALWAYS SEEMS THAT THERE IS ONE CHILD THAT COMES IN CRYING BECAUSE ANOTHER KID (WHO THOUGHT HE WAS DONATELLO) WAS HITTING HIM WITH A STICK THAT HE USED FOR A SWORD. ALARMINGLY THIS PROBLEM SOMETIMES ESCALATES WHEN THE CHILD GETS OLDER AND THE CHILD IS SUBJECT TO MORE IDEAS BROUGHT ACROSS ON TELEVISION. NOT TOO FAR AWAY IN THE CHANNELS OF THE TELEVISION YOU HAVE MTV. IT IS A MUSIC BASED CHANNEL THAT PLAYS ALL TYPES OF MUSIC VIDEOS AND AN OCCASIONAL

Order Out of Chaos Essay -- History, Roman Empire, Charlemagne

Volatility in the West during the ninth and tenth centuries drove Europeans to strive for a more stable way of life. The institution of feudalism and St. Benedict’s monastic Rule arose in response to this problem and provided what the scattered kingdoms of the old Roman Empire were struggling to achieve. The death of Charlemagne, the succession of power to his son, Louis, and the signing of the Treaty of Verdun began the collapse of the strong and united Europe that had formerly been in place. Soon after the dissolution of the Holy Roman Empire the West started to face a myriad of problems. â€Å"The renewed invasions of the Vikings, Magyars, and Muslims and the disintegration of the Carolingian Empire led to the emergence of a new type of relationship between free individuals† (Spielvogel 163). The decline in government authority and protection forced peasants, who made up the majority of the medieval population, to depend on land-owning lords and barons that acquired their properties as sovereign power decentralized. This relationship based on the context of the subjection of a subordinate to a superior became known as feudalism. Coinciding with the breakdown of government was a transformation of the Church through the way members of the religious community lived, worked, a nd worshiped. Monasticism, such as that developed by St. Benedict, formed as an answer to problems within the Church and a need for structure in religious life. St. Benedict’s Rule and feudalism are leading examples of how there was a resolute search for stability in medieval Europe. â€Å"With the breakdown of governments, powerful nobles took control of large areas of land. They needed men to fight for them, so the practice arose of giving grants of land to vass... ... time when much of the barbarian west was only nominally Christian, Benedict’s Rule kept alive the spirit of pursuing a life of gospel perfection† (Reid 50). â€Å"Benedict’s rule, which was a synthesis of several rules, could be applied to any number of monasteries and locations† (Vidmar 79). This universality of his rule helped to stabilize not only monasticism and the church, but also rub off on the common people and nobility that the monastics encountered. Feudalism and St. Benedict’s monastic rule both exemplify the search for stability in the medieval western world. Together they steadied the chaos caused by the disintegration of the Carolingian Empire and the destructive invasions of the ninth century by correcting the military, political and religious status quo. This put the West on the road to advancement, expansion, and dominance in the centuries to come.

Mang Inasal Sample Paper Essay

Numbers of employees of mang inasal – 21 employees including manager including the managers. Number of hours of operation a day – working hours, 8. Staff operation 8:00 am to 10:00 pm, on customers, 9:00 am to 8:00 am. Reasons for choosing the branch location – Since people love to spend most of their time in the mall, Problems encountered during the business operation – the manager laughs that she always encounters some problems to her subordinates, like being late at duties, some members that are hard headed, and reaction of customers that gets the wrong order and slow serving. How they see their business 5 to 10 years from now? – the manager say’s she can picture Mang Inasal being as more popular as before, growing bigger and better. Like jolibee, she sees Mang Inasal having many branches that extends internationally. Notable Experience in running the business – Reasons for having that kind of business – according to the manager, Miss Kristine Loayon, they were informed during their job seminars and orientations, the owner of mang inasal, Edgar â€Å"Injap† Sia , had a target to have a business that people will love and can be successful without a doubt. Since Filipinos love to eat, specially barbeques and Filipino dishes, then why not make food-chain business which features barbeques and pinoy foods Types of products, services offered? – Philippine cuisine Fast food, deliveries and reservations of tables only at the second floor of mang inasal ormoc branch. ECOTAXA – Introduction MANG INASAL – Philippine’s fastest growing barbeque fast food chain, serving chicken, pork barbeque and other Filipino favorites, was first established on December12,2003 in Iloilo City. Currently, there are 445 branches nationwide and with over 10,000 employees system wide. MANG INASAL is doing its share in alleviating the unemployment burden of the country. The presence of every MANG INASAL in a certain area provides not only employment but also opportunities to community members including suppliers of kalamansi, charcoal, banana leaves, vegetables, bamboo sticks, and other ingredients. It also indirectly gives income – generating activities to many. MANG INASAL is operating at the following areas: Bacolod, Iloilo, Roxas, Laguna, Bicutan, Metro Manila, Davao, Cagayan De Oro, Koronadal, Ozamiz, Iligan, Surigao, General Santos, Pagadian, Batangas, Lucena, Naga City, Davao del Norte, Davao del Sur, Tagaytay, Palawan, Tacloban, Ilocos Sur and Tarlac. MANG INASAL is targeting to open 500 stores by 2012. Apart from the usual food presentations of multinational food company copycats, Mang Inasal endeavors to adhere to elements that bear a distinctively Pinoy stamp-grilling with charcoal, rice wrapped in banana leaves, a marinade concocted out of local spices and herbs, bamboo sticks for skewers, and the ambiance that encourages kinamot (the ilonggo term in eating with the hands) whenever chicken inasal is served. All these evoke a rush of nostalgia for tradition, culture, and most of all, Home. Mang Inasal is proud to do its share in alleviating the unemployment burden of the country. It is effectively stimulating economic activities in communities where branches are situated. Local suppliers of calamansi, charcoal, banana leaves, sorbeteros, vegetables, fish, bamboo sticks, and other ingredients, as well as LGU’s, trisikad (pedicab) drivers, and a host of other enterprises are benefited by the presence of Mang Inasal in their area. Mang Inasal has steadily grown since it offered franchising. Mang Inasal has branches in Bacolod, Iloilo, Roxas, Metro Manila, Cebu, Davao, Kalibo, Tarlac, Boracay, Antique, Mindoro, Batangas, Pampanga, General Santos, Tuguegarao, Iligan, Bulacan, Cavite, Baguio, Laguna, Panabo, Cagayan De Oro, Lucena Surigao, Palawan, Agusan Del Sur, Malabon, Zamboanga Pagadian, Koronadal, Rizal, Pangasinan, Dipolog, La Union, Ozamiz, Kabankalan As of today, Mang Inasal has 423 branches nationwide and counting. In Mang Inasal, â€Å"Pinagsikapan naming laging mabilis, laging masarap, at laging abot-kaya† so that the Pinoy can truly say, â€Å"Kumbinsing!†

Amelia

AMELIA ROGERS AT TASSANI COMMUNICATION TASSANI COMMUNICATIONS Tassani communication was found by sally Tassani in 1980. it was Chicago based company and started to provide advertising , public relations , direct marketing , sales promotions and graphic desing. Tassani communication was different from other traditional advertising agency. according to sally tasani ; advertising wasn’t more valuable than public relations , sals promotions or direct marketing . according to her it was just a true position in 1990s . n 1984 ,tassani communication recognized the fastest growing company in the united states . sally tassani hired jim paglia who had worked in a large companies and he was very experienced person . after he started to work attassani communication, he introduced eight step process. Both Sally Tassani and Jim paglia believed that the most profitable competitors maintained a balanced portfolio of accounts which is based on clienst. According to one executive person; sally and paglia were very smart ,bright and good at what they were doing. im paglia was very good to understand what clients need and sally was good at motivation and cares about business . sally was more maternal and wants to reward employees jim is tougher . according to this employee jim and sally was completely different in style but they have the same vision. Economic cris effected companies move. Tassani communication was forced logoff because of clients budgets when economy started to recover.. tassani communication’s goal was 25$ million billing to 35$ million in te next year . fter this move sally tassani and jim paglia divided their position in the company. sally tassani became ceo and president ,paglia as the executive vice president and chief operator. In economic depression in 1991 they had to let go many loyal employees . she described this situation that tassani communication reacted a part at which they needed people with a sophistication about their business. she thought that company needed people to manage their †¦. ORGANIZATIONAL STRUCTURE AND THE CREATIVE PROCESSTassani communiation organized to be flat organization to support the integrated philosophy. Each department in the agency was operated as a separate profit center. How is the creative process: Creative process with clients would began ally Tassani or director brought account to the agency. Account director advises to creative director and creative director begin brain storming with the †¦. after all these process ideas goes to paglia and he choose the best one.

Response Paper to “Against School” by John Gato

Against School Response In â€Å"Against School,† John Gato explains that there’s something wrong with the education system along with the process of schooling. In my response, I understand where he’s coming from. I’ve been contemplating myself as to how my twelve years of education had been. I personally agree to his arguments against the education system and public education. I believe what Gato is saying that the educational system and schooling has an issue involving the control and predictability of children.First, Gato contemplates about schooling and the boredom involved. I agree that, in his view, there’s boredom involved in teaching. He states that during his time teaching, he asked the teachers why they felt bored, and they put the blame on the children. However, I don’t believe this one bit. I believe that individuals who take responsibility are not to be solely blamed. I think everyone involved in this kind of situation share the responsibilities for who’s bored.In this situation, it’s possible to say both the students and teachers are to blame for boredom, and no one is solely to take responsibility for that. From his standpoint, Gato believes that the education system controls the will of students. According to Gato, the true intentions of mandatory education are to turn children into servants. Gato refers to Alexander Inglis’s view of mandatory education. Within these concepts are six basic functions, and most of these functions are what control is in the education system.A few functions, for example, are the diagnostic and directive functions and the differentiating function. Respectively, one function states that the school evaluates each student’s â€Å"proper social roles† by logging evidence into cumulative records known as your â€Å"permanent record† while in the other function, children are sorted to each role after evaluation and trained in a systematic m anner. Another thing to point out is the predictability involved with the system of education.Alexander Inglis’s view of mandatory education has a basic function that represents this predictability. According to Inglis, this basic function of modern schooling is considered the integrating function, which intends to make children as the same as possible. I believe this can relate to the school uniforms that some schools still do. Personally, I don’t prefer to be as â€Å"alike† because I believe that everyone is naturally different in their wn way, so restricting the freedom for people with coerced conformity wouldn’t be entirely human. To recap, Gato focuses on the system of education and schooling involving with the controla and predictability of children that are being taught. I thought that going to schools meant that I would have to be educated in a social, organized way, but he gave me a perspective that I have not put a lot of thought into. Children are neither to blame nor the teachers. Sometimes the system of education is not what people think it is.

Read the instruction Essay Example | Topics and Well Written Essays - 500 words - 2

Read the instruction - Essay Example I always thought that piano concerts were boring without any other background music because I like some other instruments. I liked the first few pieces of music that were played. The composer for these pieces was Liszt. I did not know any of the pieces but I did like listening to them. Overall there was seven musical pieces from Liszt. My most favorite piece from this guy was the very first one. It felt a little bit upbeat compared with all of his other pieces. All of his pieces were played in reverse order from when he composed them. Perhaps the reason why I liked the first one was because it was the most modern. I dont really enjoy those old styles of music because I like music to have more of a beat to it. The next three pieces of music were from three different composers. I did not really know any of them, but I recognized that the styles of music were the same. That era of piano music has a distinct style that even someone like me, with very little musical background, can pick up on. After these three pieces of music, there was a short break. This gave everyone time to go outside and take the mind off music. When I came back into the hall, there was only music from one composer for the rest of the evening: Frederic Chopin. I had heard of this name before somewhere because I think this guy is quite famous, but I didnt really know any of his music. There was four main pieces from him, but the third one was played many different times in a number of minor and major keys. It was interesting to listen to the same song played many different ways. By the sixth one, I could pick up the small differences between all of the styles. After Chopins music was finished, the evening ended. I did like this concert because although the music was from the same era, there were many different styles from all of the composers. I now appreciate the effect that these composers had on music, specifically the piano. Next time I would like to hear some different music so that