The Essence Of Human Resource Management Theory Management Essay

The Essence Of Human Resource Management Theory Management Essay According to Martyn Shuttleworth (2009), literature review is a critical and in depth evaluation of research in which all sides of an argument must be clearly explainted, and areas of agreement and disagreement should be highlighted. In order to deal with the objectives and question proposed in the chapter 1, the author is going to find related theories in academic journals both online and paper, and other academic sources to provide the supervisor as well as readers a comprehensive overview of why the author is pursuing the research. In the chapter, the definition, components and practice of human resource management, human resource management in Vietnam and SMEs will be presented. In addition, the author will address the problems and find solutions to improve human resource management. 2.1: Human resource management definition There have been many lessons and also so much research both national and interational on the human resource management, which are widely applied in enterprises. And these primarily concentrate on the areas including the concept of human resource management, functions of human resource management and its applications. An debate on what is the essence of human resource management theory is still ongoing conversation. A review and research agenda put forth by Guest (1997) has endeavoured to pull all those arguments together. He indicates that there are diverse theories about human resource management including illustrative, strategic and normative. Firstly, descriptive theory states that the important inputs of an alternative of human resource management policy and practice such as creating employee influence, enforcing human resource flows and establishing incentive reward systems will influence on four key effects, which are commitment, competence, congruence and cost effectiveness. These leading to they will produce low labor turnover, loyal and faithful employees, who will commit to build up an organizations efficiency. This statement is also presented by Beer et al (1984) and Beaumont (1993). Secondly, strategic theory suggests that a good coordination between business strategy, human resource policy and practice will strengthen enterprises performance. Finally, normative theory describes a set of value that indicates human resource management practice applied to gain normative targets of high commitment to the enterprise. This will affect the performance of enterprises. Definition of human resource management is still in argument. Boxall and Purcell (2003) argue that this definition is affected by three issues. Firstly, human resource management is derived from a range of antecedents and depends on the stance and philosophy of the analyst. Secondly, it contributes to the analysis of the employment relationship, and is reliant upon context. Finally, the significance of human resource management is variable, which emphasize people, strategy, employment relationships etc. In order to emphasize human resource management, Redman and Wilkinson (2006) compare it as the utilization of individuals to achieve an organizations objectives. People management not only critical to business performance but also much more significant than priority over quality, technology, competitive strategy or RD terms of influence on the bottom-line. They present functions of human resource management, which include employee and labour relations, staffing, human resource development, compensation and benefits, safety and health. Storey (1995) states, similarly, that human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through strategic development of a highly committed and skilled workforce, using an integrated array of cultural, structural techniques. In addition, Cherrington (1995) confirms that human resource management is responsible for how people are treated in companies. It is the commitment on taking p eople into the organizations, assisting them carry their work out, compensating them for their labours, and settling issues that arise. 2.2: Human resource management functions and performance According to Mondy (2002), there are four functions in human resource management including recruitment, training and development, performance appraisal, compensation and benefits. Together they make up the human resource management system. Top management views these functions as an important tool to enhance competitiveness. Recruitment is, firstly, the process of attracting individuals on an opportune basis, in sufficient numbers and with suitable qualifications, and motivating them to apply for jobs with an organization. This process involves analyzing and forecasting the talent that companies need to execute their business plan, it is an important strategic step, enabling the organization to recognize, develop and sustain the workforce skills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees. Better recruit would lead to improvement in organisation productivities outcome compare to a poor recruit process. This process is very crucial to the success of the business. Failure to recruit appropriate worker will result in slow or stunted the grow of business (Boxall and Purcell 2000, p.140). The firm may then select those applicants with qualifications most closely related to job specifications (Mondy, 2002). He confirms that finding the r ight way of encouraging qualified candidates to put in for employment is extremely important when a firm needs to hire employees. Training and development is, secondly, the heart of a continuous effort designed to improve employee competency and organizational performance. Mondy (2002) argues that training provides learners with the knowledge and skills needed for their present jobs. On the other hand, development involves learning that goes beyond todays job, which has a more long-term focus. It prepares employees to keep pace with the organization as it changes and grows. Training Development activities have the potential to align a firms employees with its corporate strategies. According to Leonard Nadler (1984), training and development are ornanizational learning experiences took place in the certain period of times in order to increase the job performance and improve the development capacity of organizations and individuals. The concept emphasizes the ultimate goal of human resource development is to develop the organization, also focuses on the combination of personal development goals together with development objectives of the organization. However, the term also confirmed the development activities only increase job performance and organizational development capability since only when are employees interested in appling the learned knowledge to the work then the change will be created. On the other hand, the concept also clarified the role of direct managers in improving the job performance of employees yet definition of the concept is still in debate. Similarly, Henry J.Sredl Willam J. Rothwell (1997) defines training and development is to refer to the organizational learning experiences which are sponsored by the business ower. They are designed and implemented along with the goal of improving the job performance and enhancing the human condition through ensuring the combination of organizational and individual goals. The concept emphasizes the support of employer for their employees in the human resource development activities. On another view, Jerry W. Gilley (2002) states that training and development is the process of promoting organizational learning, improving job performance, and creating changes through the implementation of solutions (official and non-official), initiatives and management activities aiming at performance improvement, competitiveness and innovation which has more emphasis on the official and non-official remedies in human resource development activities, and also more focus on organizational management s olutions. Thirdly, according to Mondy (2002), performance appraisal (PA) is a formal system of review and evaluation of individual or team task performance. While assessment of team performance is essential as long as teams exist in an organization, the focus of PA in a number of companies remains on the individual employee. In spite of the emphasis, an effective appraisal system evaluates achivements and initiative plans for improvement, targets, and objectives. Finally, Mondy (2002) shows that compensation administration is one of managements most difficult and challenging human resource areas on account of containing quite a lot of elements and has a far-reaching impact on an organizations plans. Compensation is the total of all awards provided to employees in return for their services. Generally speaking, pay system are designed to attract, preserve, and encourage employees, to attain internal, external, and individual equity, and to keep a balance up in relationships between direct and indirect forms of compensation, and between the pay rates of supervisory and non-supervisory employees. As far as the relationship between human resource management and organizations performance is concerned, there has been increasing numbers of research. Most of them support the positive correlation between high performance as a result of human resource management practice and efficiency of enterprise performance. Poole and Jenkins (1996) examined the development of comprehensive human resource management policies by the survey of 909 firms in Britain and investigated that human resource management is one of the key factor to achieve a competitive advantage. With the general consensus, Dunphy and Stace (1992) have the same view with Poole and Jenkins. They emphasize that people themselves and their skills are the important factor to the added value of the organisation and human management will have an influence on enriching the efficiency of an organization. As a result, human resource management must be added in enterprises strategic development. The empirical study on effects of management training of Wong (1997) finds out that there are considerable impacts of management training and development on reforming performance of small and medium enterprises. In addition, Bratton and Gold (1994), Bearwell et al (1994) and Storey (1995) conclude that an organisation, which strives to improve its operations and demand for success, leads to the greater emphasis on human resource management. Hence, these studies have suggested that policies and practices of human resource management contribute to business success. Furthermore, there are several studies in which have included performance-based compensation as one of the high performance in human resource management practices. Redman and Wilkinson (2006) state that compensation is the total of all rewards provided employees in return for their services. There are two types of compensation including financial and non-financial compensation. Financial component consists of wages, salaries, bonuses, social security, health services etc. In contrary, non-financial one covers the satisfaction that an employee receives from the job itself and job environment such as teamwork, skills, autonomy, flex time and others. Huselid (1995), Delery and Doty (1996) consider compensation and benefits as the single strongest predictor of an enterprises performance. Based on empirical studies, these authors conclude that there is a positive correlation between performance-related pay and company performance. Therefore, performance-based compensation and merit-based promotions can be evaluated as important factors in incentive systems (Guest, 1997 and Huselid, 1995). At present, there are quite a lot of ways to progress the practice of human resource management. One of the key factors for the success of enterprises in a competitive market is to keep up continued competence through the development of human resources, which employee performance appraisal is a crucial tool. Borman (1991) defines that performance appraisal is a system of reviews and evaluations of an individuals or teams performance. It covers human resource planning, recruitment and selection, training and development, career planning and development, compensation programs and evaluation of employee potentials, of which compensation is widely apply in performance appraisal. A professional appraisal system could significantly improve employee performance and enterprise profitability (Robert, 1995). 2.3: Human resource management in small and medium enterprises Hill and Stewart (2000), with respect to human resource management in small and medium enterprises, state that SMEs lack resources like large enterprises, which tends to follow informal modes of operation such as short-term perspectives and the owners preferences and experience. However, many studies indicate that issues in SMEs are similar to those facing large enterprises such as the difficulty of linking investment in training with performance outcomes, the delivery of training courses and impacts of technology. Patton et al (2000) suggest that understanding the link between training interventions and achieving performance might be complicated by several variables that could impact the relationship. These factors might contain surrounding factors and particular ones to the firm, such as the owner and background of the management team, and the partnership between the training supplier and the recipient. Patton et al recommend that it could be more productive to encourage training as beneficial to the firm in the widest sense rather than attempting to reveal clear causal relationship. Huang (2001) argues that inadequacies in the definition and measurement of training have hampered attempts to show links between training and improvements in performance. Huangs study suggests that, where firms grow up sophisticated training courses with efficient management assistance, the effectiveness of the investment in training will be high (Huang, 2001). However, it might be argued that, by their very natu re, small and medium enterprises might lack the ability to build up sophisticated training programmes, with or without management assistance. There is a huge challenge in thinking up incentives for small firms to invest in formal job related training when it is often difficult to argue that it is in their short-term interests to do so. In relative terms, the effect of the owner manager in a small firm is much more pervaise and powerful than may be the case with the CEO of a big firm. In the view of Mazzarol (2003), he suggests small businesses are the product of their owners, whose personality and personal involvement dominate. The owner managers perspectives to training will be an essential hindrance or assistance in the implementation of training programmes. Hankinsons (2000) study of owner-managers found that these managers typically invested 93% of their working day inside the firm and made little deliberate attempt to up-skill themselves through joining courses or reading relevant literature as they regarded experience as the most relevant from of their continuing achievement. Managers with these views to training are not likely to encourage high rates of participation in training amongst their staffs. One response to this low regard many owner-managers have for the relevance of available training and developm ent schemes might be to develop an approach based on mentoring (Hudson-Davies et al. 2000). Sharply becoming a key issue, technology is in association with training on two sides, first the rapid development of technology coupled with the increasing pressure to keep up technical skills in order to maintain competitive, should supply an important incentive for continued investment in training and development. As McCole et al (2001) note, the generally negative attitude and low priority given to training in many SMEs is a matter for concern. Following their study of training in SMEs in Northern Ireland, McCole et al summarized that the short-term emphasis in small companies, which depresses investment in longer term masters such as training, might result in small companies experiencing a decline in their ability to keep up competitive in terms of their key human resources. The second side of technology is that new forms of electronically mediated training design and delivery should overcome several the problems of access, that have been often cited by managers in SMEs as a maj or obstacle. In spite of the importance of technology and the chances now emerging, research seems to suggest that SMEs have not been quick on the uptake. From a number of managers of SMEs, a frequent complaint is that available training programmes are not well designed for the commands of the small companies, or are difficult to adapt to the specific requirements of a firm. The issues here might be more complicated than simply a question of content. Anderson and Boocock (2002) argue that the big firm model of learning, on which the majority of formal training courses are arranged, is inappropriate for small companies in which the distinctive culture and communications systems could be more suited to learning which occurs through more informal processes. Advances on training in SMEs has to contain concern not simply for content, but also for problems of timing, location and delivery and such training might require a significant level of customisation given the heterogeneous nature of the SMEs sector. Clearly there is a problem here for SMEs as highly customized products for small clients are not an appealing prospect for training provi ders. According to Patton (2000), he points out that the relationship between training interventions and improved performance may be hindered by factors such as the owner and nature of management team, the relationship between the training provider and recipient. In addition, Mazzarol (2003) states that the influence of the owner manager in SMEs is more pervasive and powerful than ones in large enterprises. Moreover, Huang (2001) argues that SMEs are not capable of designing sophisticated training programs with the management support, which is a challenge for SMEs to invest into jobs related to training programs. 2.4: Human resource management of SMEs in VietNam Vietnamese government with the assistance from international organisations in many countries in the world has paid more and more attention to the development of SMEs since the renovation doi moi. In order to support Viet Nam along with its efforts, some donors came and joined hands to support Vietnamese SMEs as key actors in the countrys socio-economic development. A number of researchers have been implemented with the mandate to provide assistance to the development of SMEs. Almost these researches have aimed at financial issues, businessworking environment of SMEs and business services. This area has been mentioned by some reports in different aspects although there has not been any research specialising in human resources management issues in Vietnamese SMEs. Nguyen Duc Vinh (1999) indicates that the faster the growth experienced by the small firm the more likely it will experience human resource masters. The management of SMEs tends to be small and multi-functional. Often, entrepreneurs run companies dingle-handed or take a disproportionate production of the key decisions, in addition to functioning as the general interface to the outside world. Creating a larger, professional management is desirable, but until a certain size is reached it is difficult to create much division of labour and to develop specialised interfaces. These leading to management functions in a brutal cycle of overwork, which results in inability to consider and exploit externally-derived improvement opportunities, that in turn leads to overwork. The lack of specialised is completely absent. Notably, a number of small firms have no engineers and therefore no intelligent interface to technological changes and opportunities. Other key skill and resources might be abse nt. Usually, for instance, new technology-based companies have few marketing or business development capabilities. SMEs, which are trying to orient to export markets, require good entrepreneurial and management skills. However, business management skills are not up to the mark. Only a few owners are equipped with business knowledge of a market economy. Most of the proprietors run business based on their own experience. In general, entrepreneurs in the SMEs sector are often home-grown, obtianing their skills and leadership qualities in their own workplace and business environment. Beyond a certain point, this learning by doing approach becomes less useful in assisting small firms in graduating into modern small enterprises, equipped with advance models of technology and marketing skills. Furthermore, SME management rely on being experienced and being able to communicate both inside the enterprise and with outside partners. Thus, according to Tuong Lai (1999), training and support programmes might be needed to build up the quality and skills of both employees and management. In Vietnam, the facts have showed that employers are reluctant to invest in training potentially highly mobile workers. To a certain extent, the demand for technical and vocational training is being dampened by employees tendency to leave for a better job once they have been trained. Employers do not believe in contracts that require their workers to stay firm a certain period of time after training, either because the workers are not registered or because they think the contracts will not be enforced. A survey by MPDF in 89 manufacturing companies in both public and private sectors (MPDF, 2000) found that: On average, each month, firms invested three days of internal staff time in training and bought-in an average of 16 days of training services. Seventy eight percent of external training was provided by the public sector. The respondents also state that training content needed to be more up-to-date, of global quality, and localized for the Vietnamese context. Training should be carefully matched to customers demands with both basic and advanced training options. The training itself needed to be practical, not theoretical. The method of instruction needed to be designed to ensure skill transfer from the classroom back to the workplace. Fifty nine percent of the companies indicated that they were not able to get the training expertise they needed in Viet Nam. Additionally, although labour is abundant, most job seekers are unskilled staffs. While only a small number of SMEs could provide training for their staffs, government assistance in training is insignificant. Viet Nam Chamber of Commerce and Industry (VCCI), though, plays an active role on organising seminars and some training courses, a number of private companies do not apply such programs, nor they aware of VCCIs training services that is particularly the situation in the poorer provinces (Stoyan Tenev et al., 2003). According to a survey by MPDF, private firms, especially SMEs are the least preferred place of employment. Students and their parents think of a private employer as failing to provide suitable jobs and to ensure job security for employees (MPDF, 1999). This perception makes SMEs more difficult to attract qualified labour. In a seminar on development of SMEs under the umbrella of Asia Pacific Economic Cooperation (APEC) in 2005, Dodd (2005) points to another weakness arising from the fact that smaller Vietnamese businesses tend to have the bulk of their labour force make up of family members, friends or relatives. In this opinion, good brothers do not necessarily make good associates. It is often difficult for a company leader to have a good judgement of his employees, especially when it comes to one of his skin. And even when the right judgement is made, other employees may still see the directors decision as an unfair one. Brown and Davison (1999) shared this opinion with Dodd that human resource management within family-owned and managed small firms can also be made difficult when family members hold key positions within the business or find themselves in dispute with other or the human resource manager.

Chinese language and literature Essay

Chinese is a unique language. Anyone who learns it will find it difficult to really understand and master the language if he/she does not completely cast away the habits and concepts acquired from his/her mother tongue or other foreign languages. Chinese is a language of great international importance in the present world of globalization. Modern Chinese (also known as Mandarin, Pu Tonghua or Guoyu) is spoken in the People’s Republic of China and Taiwan, and increasingly so in Hong Kong. It is one of the four official languages in Singapore. There are significant communities of Mandarin speakers in Malaysia, Indonesia, Russia, the USA, Mongolia, Vietnam, Brunei, South Africa, Thailand, Laos, Cambodia, the UK and Mauritius. Mandarin is spoken by about 1 billion of people all over the world. It is also one of the five official languages of the United Nations. The communicative unit of Chinese is the sentence. Sentences in Chinese are quite different from those in other languages. During communication, certain parts of a sentence may often be omitted. This is one of the differences between Chinese and other languages. The language and script of the Chinese language belongs to the ‘Sino-Tibetan’ family. Chinese is also described as a tonal language, which means that a syllable generally is pronounced with a characteristic tone. On the whole Chinese lacks the inflections (suffixes, prefixes) that are characteristic of many other languages. While foreigners are under the impression that Chinese characters are countless, the fact remains that even China does not have anyone capable of mastering all the characters. The Kangxi dictionary of 1716 contains 47,000 characters whereas the Chinese dictionary of 1986-90 contains 56,000 characters. In fact there are only 3,000 characters which are often used. Other than being a language it is used for writing and keeping records. Chinese also has a great value in the field of calligraphy and is greatly appreciated as a work of art. Over the vast area throughout which Chinese is spoken, there are many different dialects. Some of which are mutually unintelligible. Chinese characters are the symbols used to write Chinese. Chinese characters developed more than 3000 years ago out of ideographs. Some of these are still in use today. Every Chinese written character represents a one-syllable word. Many Chinese words, however, are compounds composed of two or more characters. In these compounds each character contributes a meaning to the total concept. Modern Chinese characters fall into two categories: One with a phonetic component, the other without it. Majority of those without a phonetic component developed from pictographs. Characters of this type which do not contain phonetic components account for only a small proportion of all Chinese characters, but many of them are in common use. Most of the Chinese characters contain a phonetic component that tells the pronunciation and an idea component that indicates something of the meaning. These idea components are also called radicals and are often written on the left-hand side of the character. There are more than 250 radicals. The phonetic component is often a character in itself. If one knows the pronunciation of the character it is based on, one can know the pronunciation of many characters in which that component is used. One of the unsolved problems of â€Å"pinyin† is that some characters, though written differently and with different meaning, sound the same. However, usually one can tell from the context which one to use. The tone of a Chinese word is just as important as it s pronunciation. This aspect of speaking Chinese is the most difficult for English speaking people to learn. In English, the tone of a word varies with the mood of the sentence; in Chinese, the tone stays the same whether the sentence is a question, exclamation or a simple statement. The Chinese written language is an ancient and unique writing system with a history of 6000 years. There are a total of 60,000 characters, of which only 3000-4500 are frequently used. Ancient Chinese characters evolved from pictures. Each Chinese character is composed of various strokes. These strokes are basically straight lines. From top to bottom and left to right are the main directions. There are eight basic strokes used for writing Chinese characters. These strokes are used in a certain order to write Chinese characters. In the past few decades standard language has gradually been formed based on the language of the norm with Beijing as the norm and a grammar modeled on modern vernacular writing. This language is called ‘Pu Tonghua’ and is gradually being popularized. It will eventually become the form of spoken and written Chinese in universal use. b) Discuss the ways in which Chinas language and literature reflect other aspects of Chinas culture such as kinship, art, politics, religion, economics, and the Chinese world view in general. A Chinese name is composed of two parts – a surname and a given name. The surname comes first, followed by the given name. Most surnames are monosyllabic. The most common surnames are Zhang, Wang, Li, Zhao and Liu. There are a few disyllabic surnames such as Zhuge, Ouyang and Shangguan. Given names can be either monosyllabic or disyllabic.

Is Australia an Inclusive Society Essay

Reports from the Australian Bureau of Statistics (2003a, 2003b, as cited in Ashman & Elkins, 2009, p. 7) show 25% of the Australian population is currently made up of migrants from around 200 countries. This fact demonstrates Australia, on the whole, has a tolerant and inclusive society. A society can be identified as a collection of people who live together in a relatively ordered community (Ashman & Elkins, 2009, p. 7). It could be said, Australia has one of the most inclusive societies on the planet; however, this was not always the case. Net overseas migration has doubled from 146,800 in 2005-6 to 298,900 in 2008-9 (Australian Bureau of Statistics [ABS], 2011). Migrants born overseas account for a quarter of the total population with 50% having direct links with relatives born overseas. Nearly 2. 5 million Australians speak a language other than English at home (ABS, 2003a, as cited in Ashman & Elkins, 2009, p. 7). These facts show how much multiculturalism is now an intrinsic part of Australian society. Some traditional migrant countries, such as the UK, still remain dominant in the proportion of people arriving onto Australian shores; however, more recently, a larger percentage of migrants from Asian countries have started to show in census statistics (Department of Foreign Affairs and Trade [DFAT], 2008). Today migrants can be found in all levels of society and the workforce. Employers are bound by the Racial Discrimination Act 1975 not to exclude any persons on the basis of nationality, race, colour, descent or ethnic origin; however, this was not always the case. The White Australia Policy (forming the basis of the Immigration Restriction Act 1901) from 1901 to 1973 was introduced primarily to prevent Pacific Islanders from being employed as cheap labour in the vast sugar plantations in the Northern part of the country (DFAT, 2008) . The policy was gradually abolished after the Second World War, but the emphasis on European immigration remained until 1966, when the government allowed the migration of ‘distinguished’ non-Europeans. The last vestiges of the policy were discarded in 1973. From 1901 to the early 1970s, policies towards newcomers were based on assimilation. The preference for British migrants remained, and all others were expected to shed their existing cultural identities, including their native languages, to promote their rapid absorption into the host population. (DFAT, 2008, p. 2) A lively debate would ensue to decide if Australia could be seen as inclusive during this period of history. Even with the acceptance of Whites there were still racial undertones in the nicknames of migrants from certain countries. Wogs from Italy, Dagos from Spain, Poms from England (origin has not been verified, but several theories remain), to name but a few. In conclusion with such a large migrant population from so many different countries, Australia has succeeded in becoming an inclusive society. Migrants will continue to arrive onto this big brown land and play a major part in shaping the country in centuries to come. Stereotypes. Collins Cobuild English Dictionary (1995, p. 1635) defines stereotype as an â€Å"a fixed general image or set of characteristics that a lot of people believe represent a particular type of person or thing. † This is a thought that is conceived without actual basis or factual content. Stereotypes can come in many forms. Commonly it is a belief that may have been subliminally imparted by peers, parents or the media. Stereotyping can cross all groups, genders, races, religions or even animals. It is possible social interaction or experience can lead to stereotyping especially if a negative experience is involved. People may all be guilty in some form of stereotyping, although not in a derogatory sense. Some common examples are, left handed people are creative, Asians are hard workers, blondes have more fun, fat people are jolly. A negative consequence of stereotyping is what Sanderson (2010, p. 349) calls stereotype threat. Minority group members experience an apprehension that they may behave in a manner that confirms existing cultural stereotypes. Gender stereotypes are one of the most common encountered on a daily basis. The infamous ‘Glass Ceiling’ still exists in many areas of the professional world, restricting valid promotions simply based on gender. This type of concept can be verified by looking at comparative weekly wages of other professionals in a variety of industries. Most people will generally see female dominated occupations, such as nurse, teacher and secretary as requiring feminine personality traits and physical attributes for success; whereas male dominated occupations such as doctor, lawyer, and business executive are seen to require male personality traits for success (Sanderson, 2010, p. 344). Racism The Cambridge Dictionaries Online (2011) defines racism as â€Å"the belief that people’s qualities are influenced by their race and that the members of other races are not as good as the members of your own, or the resulting unfair treatment of members of other races. In recent history massive wars, resulting in countless lives lost, have been waged simply over not belonging to the ‘right’ or ‘our’ race. Most people would agree the concept of disliking someone simply because they look different and belong to another race, is pure ignorance. To say that because a person has dark skin that they will respond or behave in a certain manner is again ignorant. For most people it is hard to believe that less than twenty years ago Apartheid was still a reality in South Africa. The word ‘apartheid’ is derived from the Afrikaans language and is directly translated as ‘separateness’ (P.  Mason-Jones, pers. comm. , 1998). Its basis was racial segregation for Blacks, Whites, Coloureds and Indians. The Coloureds in South Africa are from mixed race families, predominately White males procreating with Black females. The Indians were mainly from colonial Indian descent sent to South Africa as slaves. The concept of black South Africans not allowed on the same public bus as Whites is hard to grasp. A greater issue for the Black people during apartheid was the fact they were not allowed to vote and decide on their own future in a land they had lived in for centuries beforehand. Modern racism can be described as someone’s negative feelings towards an out-group member, which is not based specifically on their group membership (e. g. , race, gender) but rather generalisations of their moral values (Sanderson, 2010, p. 337). This creates the conception that all Black people do not work hard enough and expect handouts and so are discriminated against for that instead of having dark skin. Prejudice The Concise Oxford Dictionary (1982, p. 809) defines Prejudice as a â€Å"pre-conceived opinion, bias (against, or in favour of, person or thing). The word itself can be split into two components, pre- before and jud- judging. Forming an opinion of someone before there is a chance to talk to them or even meet them for the first time is ignorant. Prejudice can come in many forms; however, it is usually associated with negative or hostile feelings about a person or persons simply based on their belonging to a group. Some popular social examples are, people who wear hats while driving are bad drivers, and, older men who have long beards and ride Harley Davidson motorbikes are dangerous. Similarly, pre-judging all the clean, well dressed and impeccably groomed students to be the most well behaved members of the group would not be substantiated. In the same vein, pre-judging the scruffy un-kempt student to be the most troublesome member of the group could be a terrible mistake for the teacher. Consider this scenario: Stephen Hawking is observed crossing the road at a busy intersection while an individual is travelling in the opposite direction. The individual will have no idea who he is or heard his name mentioned in any context. Some people may consider sympathy with his plight, some may ignore him completely, some may even offer assistance. Yet how many would come to the conclusion he is one of the greatest minds on the planet? People may be guilty of pre-judging his condition, abilities or even intellect. Educational responses to diversity Under Section 22 of the Commonwealth Disability Discrimination Act 1992, an educational authority is not allowed to discriminate against a person on the grounds of the person’s disability (DD Act, 1992). Education Queensland developed a statement in response to this section of the Act, called â€Å"The Inclusive Education Statement – 2005. † This statement is now part of 11 pieces of legislation and policies (Education Queensland, 2011). These policies and legislative pieces comprise of Commonwealth and State Acts. The Commonwealth Acts include, Age Discrimination Act 2004, Disability Discrimination Act 1992, Disability Standards for Education 2005, Human Rights and Equal Opportunity Act 1986, Privacy Act 1988, Racial Discrimination Act 1975 and the Sex Discrimination Act 1984. State legislation includes the Anti-Discrimination Act 1991, Child Protection Act 1999, Disability Services Act 2006 and the Education (General Provisions) Act 2006. (Education Queensland, 2011). Education in Australia is a basic human right; however, the learning journey needs to be fair, productive and include everyone regardless of race, gender, cultural background or disability. Inclusive education is a process of responding to the uniqueness of individuals, increasing their sense of participation and achievement in a learning society (Hyde, 2010, p. 11). Education Queensland (2011) requires their staff to identify processes and procedures in the Inclusive Education Statement – 2005, to achieve learning outcomes and develop skills to work and live productively and respectfully with others from a range of backgrounds, abilities and cultures. This ideology will help to produce accepting, tolerant, co-operative and productive citizens. In the classroom teachers need to address the huge variety of differences in their students. They should be adaptable and flexible to address criteria in curriculum while still following policies and procedures that stem from individual schools up to state level. Curriculum, pedagogy and assessment are aligned and meet the needs of diverse student groups (EQIS, 2005). A teacher, or any member of an educational facility, can be prosecuted if they harass a student, or future student, who has a disability, about the disability (Disability Discrimination Act 1992 s. 37). A successful teacher is required to have a positive relationship with all of their students, while still following policy and procedure so that they can â€Å"build bridges from the knowledge and skills that students bring from their homes and communities to the knowledge and skills they need for success in schooling† (EQIS, 2005, p. ). Schools are required to provide professional learning opportunities to enhance understanding of the recognition of difference and the factors that contribute to educational disadvantage, especially an appreciation of factors such as: poverty; gender; disability; cultural and linguistic diversity; and sexuality (EQIS, 2005). Such professional development opportunities will allow teachers with many years experience to fully understand the changing environment they now live in. People with a disability have the same human rights as other members of society (Disability Discrimination Act 1992, Part 2, Division 19, s. ). Teachers must adapt their classroom planning in response to this statement. Simple methods of inclusion on a physical level will include table and chair arrangement, or repositioning of the teacher’s desk to provide easy access if required; however, it is the school’s responsibility to allow wheelchair access to classrooms. Teachers who believe that they are the most important factor in improving student outcomes are more likely to deliver a connected curriculum, with high intellectual quality and high levels of student engagement (EQIS, 2005). While such policies and statement may seem difficult to implement, the outcome of a successful student who is well versed and ready to stand up in society and enter the workforce should be the driving factor teachers strive for. Personal responses to diversity A teacher’s positive attitude towards their students can have a profound effect on their learning ability. Consideration must be taken into account if the student(s) come from a low socio economic background or disruptive domestic environments. The school community may well be the only positive aspect of their lives. Students who have this sort of background often require more support and nurturing. A teacher’s positive attitude towards this student may well release their inhibitions and personal defences. Once the teacher has broken down these barriers the student is more likely to participate, be co-operative and be more productive in the classroom. A negative attitude directed at the same student is more likely to sustain the barrier he or she has towards adults, or authority figures in general, and remain disruptive and uncooperative. An example of this negative attitude is provided by Munro. 2008, p. 99). Ted Brown saw himself as a good literacy teacher. Many of his students made great progress and achieved high-level outcomes. Each year, however, there was a small group of students in the class who did not progress as he expected. Ted noted, â€Å"These students do not get involved or stay focused. They just did not seem to be interested. I guess there will always be low achievers. Not everyone can learn to read†. His observations were accurate. In his classes, these children did not get involved or stay focused, were not interested and remained low achievers. A replacement teacher, Sally Green, taught Ted’s class for a term. She talked with the underachieving readers and noticed that they had rich imagery knowledge of the topics they discussed but often needed time to put their images into words. She helped them practice doing this. Before they began to read a narrative, she had them do this. Sally also had them talk in sentences about the pictures in the narratives and recall vocabulary. The students began to achieve as readers using their existing knowledge to read and to anticipate the ideas in a text. They learnt to paraphrase and visualise as they read, and to review each paragraph. Ted came back to school from long-service leave and noticed that the small group of students had improved in their reading. Because he did not understand the conditions under which they had improved, he was unable to scaffold their learning. Soon some of the students plateaued in their reading and Ted was sure that this was, again, because of their lack of interest. It can be seen from the above text that Ted simply could not be bothered with the small group of â€Å"low achievers†. He did not provide any inclusive activities; therefore, he was not able to obtain the most out of this group. Sally should have discussed this issue with the Head of Department or Principal during her contracted time. Bringing this issue to their attention may have directed the HOD/Principal to discuss with Ted some alternative teaching options, or offer some personal development in this area. Once the issue had been raised, discussed and acted upon it is reasonable to assume that the students and subsequent â€Å"low achievers† would have gained more out of Ted’s classes and develop their learning journey accordingly. According to Conway (2010, p. 29), beginning teachers will need to make an extra effort because his research found that the majority felt ill-prepared to teach students with ESL, disabilities or from dysfunctional backgrounds. This particular course is highlighting the need for future teachers to recognise, appreciate and implement positive strategies for a variety of students with diverse backgrounds, cultures and abilities.

Essay Summary of Arthur Miller’s The Crucible - 803 Words

In Arthur Miller’s The Crucible the witch trials in Salem were a devastating time. The entire community was in disorder and chaos because of personal vengeance. This included accusations of innocent town’s people being called witches, so they hanged and were jailed. Throughout the play certain characters help the rise of witchcraft as well as the disapproval of all the innocent people who were being convicted for no reason. Reverend Hale is a dynamic character whom comes to rid of the evil spirits in Salem, yet he later tries to end the trials. Hale realizes the accusations are false, attempts to postpone the hangings, and persuade the victims to lie conveys that he is a dynamic character and changes throughout the play. Hale realizes†¦show more content†¦Hale sees now, and believes entirely that everything he thought was true is a lie and so he leaves town. Secondly, after Hale returns he wants to try and help postpone the hangings because he knows the accused are innocent. He returns just in time for the day John Proctor is to hang. He comes back to town because he knows that John is truly innocent. He has changed into a better man and he wants to now save the lives of those who he had a help in condemning. So he says to Danforth, â€Å"Excellency, if you postpone a week and publish to the town that you are striving for their confessions, that speak mercy on your part, not faltering.† (Miller 130) Hale is trying to show them, that they are helping the Church rid of evil by postponing the hangings and having the accused confess to dealing with the devil. Hale has become more desperate because he wants the accused to live; he blames himself for them being accused and not seeing that the accusations were false earlier. Hale came the first time to rid the town of what he thought was evil, and now he has returned to save the lives of the so called â€Å"evil people†. Lastly, when he knows he cannot postpone the hangings, he tri es to persuade Proctor and the others to lie so that they can live. Hale goes to Elizabeth and pleads with her to tell her husband to lie; this is Hale’s final desperation. He says to Elizabeth, â€Å"You know do you not, thatShow MoreRelatedThe Crucible By Arthur Mills Essay1690 Words   |  7 PagesBecause I cannot have another in my life! Because I lie and sign myself to lies! Because I am not worth the dust on the feet of them that hang! How may I live without my name? I have given you my soul; leave me my name! (Miller, 133) As The Crucible commences, Arthur Mills transports the reader to 17th century Salem, Massachusetts, to reenact the affliction of the Salem Witch Trials, ultimately leading to regret and fatality. Miller utilizes his troubled experience with McCarthyism to advance his writingRead MoreSimilarities Between The Crucible And Mccarthyism812 Words   |  4 Pagesprominent: they both incite hysteria. 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