To what extent do the accounts of turn taking in conversation Essay

To what extent do the accounts of turn taking in conversation described in Sacks, schegloff and Jefferson (1974) and Duncan ( 1972) agree with each other - Essay Example For example, we now all realize that the speaker who says "Its me" is not violating a rule of English by which he should say, "Its I." Rather, the mistake belongs to the grammarian who calls it an error. Speaker transition without gap or overlap is a feature of the social organization of conversation, achieved always then and there. For example, participants do not retrospectively attain it by editing their memory of a conversation. They do not, in the first instance, go outside the conversation in order to report violations to referees, policemen, oracles, etc., in the hope that external agencies will punish the violators. There is, then, a social organization to turn-taking which has as one of its proper products that one person talks at a time: Achieving this product requires participants to encounter and solve at least two tasks: the collaborative location of transition points, and the collaborative use of means for arriving at who speaks after any current speaker (Beattie, 1983). These are tasks which, on the situated occasions of their solution, are tasks of understanding. And participants so interpret them. They take failing to talk when one has been selected to and another s tops as evidence of failing to understand what has been said. The specific kinds of understanding required for achieving proper turn-taking are determined by how turn-taking is socially organized. For example, if conversation were structured so that the order of speakers and the lengths of their utterances were pre-assigned for whole conversations, turn-taking would impose rather minimal tasks of understanding upon participants (Duncan, 1972). They work in such a way as to require that parties to a conversation do extensive work of understanding if their system of turn-taking is to operate as it does. Both employ utterance units which need to be constantly monitored for their completion. Both operate to select future speakers in an one

Militarization And Weaponization Of Outer Space Politics Essay

Militarization And Weaponization Of Outer Space Politics Essay The exploration and use of outer space à ¢Ã¢â€š ¬Ã‚ ¦ shall be for peaceful purposes and shall be carried out for the benefit and in the interest of all countries, irrespective of their degree of economic or scientific development. à ¢Ã¢â€š ¬Ã‚ ¦ [The] prevention of an arms race in outer space would avert a grave danger for international peace and security Prevention of an arms race in outer space, United Nations General Assembly Resolution, A/RES/55/32, January 2001. (PDF Document) Its politically sensitive, but its going to happen. Some people dont want to hear this, and it sure isnt in vogue, but-absolutely-were going to fight in space. Were going to fight from space and were going to fight into space. Thats why the US has development programs in directed energy and hit-to-kill mechanisms. We will engage terrestrial targets someday-ships, airplanes, land targets-from space. Commander-in-Chief of US Space Command, Joseph W. Ashy, Aviation Week and Space Technology, August 9, 1996, quoted from Master of Space by Karl Grossman, Progressive Magazine, January 2000 World Agrees: Space for peaceful purposes Internationally, for many years, it has been agreed that space should be used for peaceful purposes, and for the benefit of all humankind. Examples of uses and benefits include weather monitoring, help in search and rescue, help in potential natural disaster detection, coordinating efforts on detecting and dealing with issues of space debris and minimizing harmful impacts on Earth, research in sciences, health, etc. The United Nations (U.N.) Outer Space Treaty provides the basic framework on international space law, saying that space should be reserved for peaceful uses. It came into effect in October 1967. As summarized by the U.N. Office for Outer Space Affairs web site, the treaty includes the following principles: the exploration and use of outer space shall be carried out for the benefit and in the interests of all countries and shall be the province of all mankind; outer space shall be free for exploration and use by all States; outer space is not subject to national appropriation by claim of sovereignty, by means of use or occupation, or by any other means; States shall not place nuclear weapons or other weapons of mass destruction in orbit or on celestial bodies or station them in outer space in any other manner; the Moon and other celestial bodies shall be used exclusively for peaceful purposes; astronauts shall be regarded as the envoys of mankind; States shall be responsible for national space activities whether carried out by governmental or non-governmental activities; States shall be liable for damage caused by their space objects; and States shall avoid harmful contamination of space and celestial bodies. Towards the end of 2000, the United Nations General Assembly had a vote on a resolution called the Prevention of Outer Space Arms Race. It was adopted by a recorded vote of 163 in favor to none against, with 3 abstentions. The three that abstained were the Federated States of Micronesia, Israel and the United States of America. (You can see the details from a U.N. press release, together with a list of countries that voted, were absent and so on.) In June 2004, The United Nations reiterated concerns about the militarization of space and not being used for peaceful purposes in a U.N. General Assembly session: The view was expressed that the [U.N.] Committee [on the Peaceful Uses of Outer Space] had not been fulfilling the mandate given to it by the General Assembly in recommending ways and means of maintaining outer space for peaceful purposes. That delegation expressed the view that the Committee should address itself to that issue, since military activities in outer space were seriously affecting international cooperation in the exploration and peaceful uses of outer space. Some delegations expressed the view that a greater risk of the introduction of weapons into outer space and the adoption of a concept of a use of force in outer space would undermine the basis for and the very logic of developing nonproliferation mechanisms and of the whole system of international security. à ¢Ã¢â€š ¬Ã‚ ¦ The view was expressed that an international agreement should be concluded to prohibit the deployment of weapons in outer space. Report of the Committee of the Peaceful Uses of Outer Space, United Nations General Assembly, Fifty-eighth Session, Supplement No. 20 (A/58/20), 11 to 20 June 2003, pp. 7-8 Similar positions have been reiterated since, too. For example, October 2006 saw a near-unanimous vote at the General Assembly when 166 nations voted for a resolution to prevent an arms race in outer space. Only one country abstrained, Israel, while only one voted against such a resolution, the United States of America. Whether the Committee can be effective, as the General Assembly desire, depends largely on some of the most powerful nations in the world. US Seeks Militarization of Space While various militaries around the world have used Space for years, it has largely been for surveillance satellites etc. However, the Bush Administration in the United States has long made it clear that the US wishes to expand its military capabilities and have weapons in space and therefore also be dominant in this fourth military arena (the other three being sea, land and air). This new ultimate high ground would provide further superior military capabilities. While it would provide additional important defense mechanisms, many worry about the other benefit it would bring-capabilities for offensive purposes to push Americas national interests even if they are not in the interests of the international community. Furthermore, together with its pursuit of missile defense, (which goes against the Anti Ballistic Missile treaty, an important part of global arms control mechanisms), the USA risks starting a wasteful expenditure of an arms race in space. Since the September 11, 2001 terrorist attacks in the United States, and the resulting War on Terror military-based policies and spending has increased. So too have the policies looking into space-based weapons. The Washington D.C.-based Center for Defence Information (CDI) provides a detailed report suggesting that this should not be a rushed decision: Unlike in Star Trek, the final frontier has yet to become a battlefield. But if the current trends continue, that will change-not in the distance future of science fiction, but within the next several decades. Emerging Bush administration plans and policies are clearly aimed at making the United States the first nation to deploy space-based weapons. There are several drivers behind this goal, including the very real concern about the vulnerability of space assets that are increasingly important to how the US military operates, and the administrations decision to pursue missile defense. Unfortunately, the administration has done little thinking-at least publicly-about the potential for far-reaching military, political and economic ramifications of a US move to break the taboo against weaponizing space. There is reason for concern that doing so could actually undermine, rather than enhance, the national security of the United States, as well as global stability. Thus it behooves the administration, as well as Congress, to undertake an in-depth and public policy review of the pros and cons of weaponizing space. Such a review would look seriously at the threat, both short-term and long-term, as well as measures to prevent, deter or counter any future threat using all the tools in the US policy toolbox: diplomatic, including arms control treaties; economic; and military, including defensive measures short of offensive weapons. There is nothing to be gained, and potentially much to be lost, by rushing such a momentous change in US space policy. Theresa Hitchens, Weapons in Space: Silver Bullet or Russian Roulette?, The Policy Implications of US Pursuit of Space-Based Weapons, Center for Defence Information, April 18, 2002 But because space-based weapons have been on the agenda long before September 11, and the War on Terror, the fight against terrorism is not the sole justification, though it may now add to the reasons. However, long before September 11, the concerns of the US motives for pursuing such policies have been questioned. The fear is that by seeking to create a dominant position in space, the US will become more powerful and others may be compelled to join an arms race in space. The above-mentioned CDI report also points out that The Bush administrations views were directly reflected in the 2001 Quadrennial Defense Review (QDR), released Oct. 1, 2001. A key objective à ¢Ã¢â€š ¬Ã‚ ¦ is not only to ensure US ability to exploit space for military purposes, but also as required to deny an adversarys ability to do so, states the QDR. In this context then, space is no longer seen as the resource available for all of humanity, but another ground from which to fight geopolitical and economic battles. The New York Times reported (May 18, 2005) that there is a further push by the US Air Force for weapons in space. Any deployment of space weapons would face financial, technological, political and diplomatic hurdles, although no treaty or law bans Washington from putting weapons in space, barring weapons of mass destruction, claims the Times. Yet, this news article appears to ignore the Outer Space Treaty mentioned above, or the Prevention of Outer Space Arms Race resolution, adopted by a recorded vote of 163 in favor to none against, with 3 abstentions (the US being one of those three). If technically there are no bans on weapons, then certainly such weaponization would go against the spirit of those treaties. What the Times does mention, though, is that There has been little public debate while the Pentagon has already spent billions of dollars developing space weapons à ¢Ã¢â€š ¬Ã‚ ¦ preparing plans to deploy them; Air Force doctrine defines space superiority as freedom to attack as well as freedom from attack in space; In April 2005, Gen. James E. Cartwright, who leads the United States Strategic Command, told the Senate Armed Services nuclear forces subcommittee that the goal of developing space weaponry was to allow the nation to deliver an attack very quickly, with very short time lines on the planning and delivery, any place on the face of the earth.' Space superiority is not our birthright, but it is our destinyà ¢Ã¢â€š ¬Ã‚ ¦. Space superiority is our day-to-day mission. Space supremacy is our vision for the future. General Lance Lord, head of US Air Force Space Command, quoted from Air Force Seeks Bushs Approval for Space Weapons Programs, New York Times, May 18, 2005 On August 31, 2006, President Bush authorized a new national space policy, superseding the National Space Policy of September 14, 1996. The policy was based on 8 principles. One was about supporting the peaceful use of space by all nations. However, Consistent with this principle, claimed the policy, peaceful purposes would allow U.S. defense and intelligence-related activities in pursuit of national interests. Two other key principles noted the use of force, if needed to defend US interests: The United States considers space capabilities-including the ground and space segments and supporting links-vital to its national interests. Consistent with this policy, the United States will: preserve its rights, capabilities, and freedom of action in space; dissuade or deter others from either impeding those rights or developing capabilities intended to do so; take those actions necessary to protect its space capabilities; respond to interference; and deny, if necessary, adversaries the use of space capabilities hostile to U.S. national interests; The United States will oppose the development of new legal regimes or other restrictions that seek to prohibit or limit U.S. access to or use of space. Proposed arms control agreements or restrictions must not impair the rights of the United States to conduct research, development, testing, and operations or other activities in space for U.S. national interests; Unclassified National Space Policy PDF formatted document, Office of Science and Technology Policy, Executive Office of the US President, October 6, 2006 Despite its commitment to peaceful use of space as stated in its policy, just a few weeks later, the US was the lone vote against such a resolution at the UN General Assembly (and has voted against such a measure in the past), as mentioned further above. The policy therefore appears to meet the US Air Forces desire for weapons in space. The fear is that others will take a similar view (using the rhetoric of protecting its own interest in space) and encourage an arms race. For many, it may be shocking or disappointing that this might happen, but human history is littered with examples of powerful nations looking to consolidate their position to maintain their dominance which is a major reason for their wealth and success. China and Space As noted further below, China is likely to be considered a possible adversary of the US in the future, and may be one of the countries that could threaten US dominance in space, even though for now it has constantly opposed the use of space for military purposes. Countries that may either have their own power ambitions, feel threatened by the US, and/or are genuinely for peace, may all therefore have different reasons to want space used for peaceful purposes. When China recently blew up one of its aging satellites with a medium-range ballistic missile, it caused mild panic and concern amongst US, UK and other circles. The immediate fear was that China was slowly flexing its muscles and that an arms race was now underway. It was one of the first such acts since the 1980s when the Soviet Union and the US did such things. China is feared to be developing better weapons to do such things, and there was also concern that China didnt inform anyone that it was doing this. This lack of openness is certainly a worry and smacks of hypocrisy for wanting a global treaty to ban weapons in space on the one hand and then using a weapon to blow up a satellite in space later. It may indeed be that China is sincere in pursuing a global ban, but its lack of transparency has certainly diminished confidence in that idea. However, as the BBC noted, Chinas actions may have been in response to Bushs earlier declaration that they will seek to dominate space militarily and prevent a global treaty to ban weapons in space. On the issue of space weapons, the US certainly risks the charge of hypocrisy, the BBC noted. From the US perspective, the announcement of [US policy against a global treaty banning weapons in space] was clearly a response to a perceived threat from China as well as an attempt to preserve the current US advantage in space. Yet, It may be that last weeks test is an attempt by China to push back at the US and put pressure on Washington to consider negotiating a treaty to ban weapons in space. In addition, despite much of the mainstream media implying China had started an arms race, it could be thought that the US had already started it, and that unfortunately China decide to join in. Furthermore, any talk of an immediate threat from China, or one that is not too far off, would seem irrational, as clearly the US arsenal far outweighs any Chinese capability for the short-term future. Thus, any intention China has would result in self-annihilation. The concern the US has then is the longer term. US build-up in the region, fermenting alliances (e.g. India), purportedly due to the War on Terror also serves to check China in a new Cold War as Maryann Keady notes. As China and others increase in economic strength, investment in military and other such areas is going to increase. It is already recognized that China will be spending a lot more on military in coming years, but more to modernize rather than build up. However, in that process, it will likely gain a lot more capability, so people are watching with caution. India too has been investing in more space-based technologies and nuclear programs, which the US has been keen to get involved in. India, for its part has been only too happy for such assistance, even at the risk of neighboring tensions. Militarization of Space for Economic Superiority With regard to space dominance, we have it, we like it, and were going to keep it. Space is in the nations economic interest. Keith Hall, Assistant Secretary of the Air Force for Space, Speech to the National Space Club in 1997. (Emphasis Added) Most wars (hot wars, trade wars, cold wars etc) throughout history have had trade and resources at their core. (See the Military Expansion part of this web site for more on that perspective.) The military superiority of past and present nations has been to defend or expand such national interests. The militarization of space by the USA, even when there has been an international agreement to use space for peaceful purposes, as mentioned above, begs the question why? On 16 January 1984, Reagan announced that Nineteen eighty-four is the year of opportunities for peace. War is Peace, as Orwell wrote in his satirical book [called 1984]. Peace through strength, peace through domination. It is clear to most of the world that the Son of Star Wars, the Nuclear Missile Defense option, is also not about defense, but it is another way for the US to exert its global hegemony. The NMD, as this history of the SDI shows us, is a political weapon to further US ends rather than enhance global security. Vijay Prashad, Shooting Stars, June 15, 2001 While the answer from US authorities is usually along the lines of defensive purposes (as with the related issues of missile defense and star wars, as also discussed on this web site, in this section), many see the domination of space as the ability to maintain, expand and enforce those policies that will serve that national interest. The US military explicitly says it wants to control space to protect its economic interests and establish superiority over the world. Several documents reveal the plans. Take Vision for 2020, a 1996 report of the US Space Command, which coordinates the use of Army, Navy, and Air Force space forces and was set up in 1985 to help institutionalize the use of space. The multicolored cover of Vision for 2020 shows a weapon shooting a laser beam from space and zapping a target below. The report opens with the following: US Space Command-dominating the space dimension of military operations to protect US interests and investment. Integrating Space Forces into warfighting capabilities across the full spectrum of conflict. A century ago, Nations built navies to protect and enhance their commercial interests by ruling the seas, the report notes. Now it is time to rule space. Karl Grossman, Master of Space, Progressive Magazine, January 2000 An Arms Race? How will the rest of the world take to being dominated from above? One doesnt have to be particularly unfriendly to the US to feel uncomfortable. More naturally hostile or suspicious countries could well feel they have been given no choice but to develop their own antisatellite weapons in an attempt to blind US satellites, even though, since the US will far outspend them, the effort would become an ever receding goal. à ¢Ã¢â€š ¬Ã‚ ¦ It will not only make enemies where none exist, it will drive its Nato allies, already nervous and alarmed about the consequences of the ballistic missile shield plan, into a state of antipathy towards America. Jonathan Power, Space-After Titos fun it might be Rumsfelds nightmare, Transnational Foundation for Peace and Future Research, May 9, 2001 Additionally, the development of weapons in space risks leading to an arms race, as mentioned in the Star Wars section on this site, in discussing the development of missile defenses. Currently, as CDI points out, the threat to US space-based interests is not as much as it is made out to be: Vulnerabilities do not necessarily result in threats. In order to threaten US space assets, military or commercial, a potential adversary must have both technological capabilities and intent to use them in a hostile manner. There is little hard evidence that any other country or hostile non-state actor possesses either the technology or the intention to seriously threaten US military or commercial operations in space-nor is there much evidence of serious pursuit of space-based weapons by potentially hostile actors. Currently, the simplest ways to attack satellites and satellite-based systems involve ground-based operations against ground facilities, and disruption of computerized downlinks. à ¢Ã¢â€š ¬Ã‚ ¦ It is obvious that the United States must ensure the integrity of its increasingly important space networks, and find ways to defense against threats to space assets. Still, there is little reason to believe that it is necessary for the US to put weapons in space to do so. Space warfare proponents are making a suspect leap in logic in arguing that space-based weapons are, or will soon be, required to protect the ability of the United States to operate freely in space. One could argue much more rationally that what is needed most urgently is to find ways to prevent computer network intrusion; to ensure redundant capabilities both at the system and subsystem level, including the ability to rapidly replace satellites on orbit; to improve security of ground facilities (perhaps moving to undergrou nd facilities); and to harden electronic components on particularly important satellites. Furthermore, the evidence of actual space weapons programs by potential adversaries is thin. Theresa Hitchens, Weapons in Space: Silver Bullet or Russian Roulette? The Policy Implications of US Pursuit of Space-Based Weapons, Center for Defence Information, April 18, 2002 However, fearful of the additional advantage, dominance and power the US will have, it is possible other nations may choose to develop their own systems to try and keep up or minimize the perceived threat. This will in turn make the US want to increase its expenditure even more, and so on, leading to an arms race, which risks leading to a self-fulfilling prophecy to justify continued expenditures. Once testing [of space weapons] begins, the need for destructive capabilities in orbit induces a mindset opposed to rational restraint. The mindset becomes unassailable if testing is completed, for then the system must be deployed since, if we have developed the capability, others will want to follow suit and rapidly will do so. Chief of Research, Colonel Daniel Smith, USA (Ret.), Space Wars, Center for Defense Information, February 2001. While the US may possibly be able to afford this, for other nations to get involved into such expenditures will be costly indeed, especially most have other pressing priorities. (It is also somewhat questionable that even the US can afford this in the long term, but the influential US military industrial complex supports this and so tax payers money will help large military contractors, as also discussed in more detail on the Star Wars page on this site.) (The star wars part of this section on this web site, also linked to from above, discusses more about the possibilities of an arms race and an impact on international relations.) China and Russia would seem two of the most likely adversaries that might engage in such a space-based arms race. However, as the Monterey Institute for International Studies in California notes, China has consistently opposed the weaponization of outer space in its official statements, and, along with Russia, has led the initiative to create an international treaty banning all weapons in space through negotiations within an ad hoc committee of the Conference on Disarmament. It could be argued that these nations are only pursuing such a course because they fear the more powerful United States getting even more powerful. This view may take hold in nations such as the US that do not look at the Chinese regime favourably (though much criticism is definitely warranted.) On the other hand, if China is going down this path for self-interest or self-preservation concerns, then by pressing for a treaty to ban weapons in space, they are doing it in a way that will prevent them from using space for their own military advantage. With backing from the United States the desires of the world community to keep space for peaceful purposes could be realized. The various technical monitoring facilities that would need to be in place to ensure compliance would likely mean any nation with desires to deceptively pursure a space militarization program could be thwarted. The US labels other nations that do not want to be part of the international system as rogue, yet one cant help wonder how the US should be labeled on this issue, then. Irans satellite: a look at the implications by Taylor Dinerman Monday, October 18, 2004 Recently, the Iranian military announced that it has successfully tested a 2000-km range missile, the Shahab 5, and the Tehran government has also said that, in April of 2005, they plan to launch the Islamic Republics first satellite. This, combined with the mounting evidence that their nuclear program is accelerating, indicates that we are headed for a major crisis next year. During the debates, both Bush and Kerry talked as if they will be able to stop Irans drive for nuclear weapons and the long-range ballistic missiles to deliver them, if not with diplomacy and sanctions, then with force. If they mean what they say, there is going to be trouble ahead. From inside Iran, a 2000-km missile will be able to hit, to the west, Greece, Turkey, parts of the Balkans, and the parts of Ukraine. To the east, it will cover all of Pakistan and major parts of India. To the south, it will not only be able to target Saudi Arabia, but Yemen, Eritrea and Djibouti, as well. To the north, not only will the nations of the Caucasus and Central Asia be within range, but major parts of Russia, as well. The capability of this weapon is far beyond what is needed for a strike against Israel. This missile and its longer range successors that are already in development are part of a major asymmetric arms buildup. The purpose of this effort is, in the first place, to safeguard the Mullahs position at home, where they are under challenge from a generation of young people who reject the Islamic revolution and the dictatorship it has created. Second, it is intended to provide an umbrella for the extension of their power into Iraq, Afghanistan and the Gulf, through the use of surrogates, such as Al Sadr and Gulbaddin Hekmatyr. If Iran can build and test a nuclear weapon, and prove that it has the capability to build and launch a satellite, even a small one, it will join a new category of states that could be referred to as mini-superpowers. Irans drive for nuclear weapons is obviously not going to be stopped because the Europeans or the Russian ask them to. The Mullahs believe that they need nuclear weapons not only to deploy against the US and Israel but also to safeguard their own regime. This does not mean that they are going to blow up one of their own cities if the locals get out of line, but it does mean that they want the prestige and the burst of nationalist pride that the Indians and Pakistanis got when their governments tested nuclear weapons in the 1990s.They may also hope that the West will fear that, if the regime is overthrown, the ensuing chaos might lead to a loose nukes situation. Under the Shah, Iran not only bought billions of dollars worth of western weapons, but also arranged for thousands of Iranian students to study science and engineering in the US and elsewhere. Many of these students stayed in the West, but thousands of others went back to Iran. Some of them, or people trained by them, are no doubt working on the Mullahs nuclear weapons and on the means to deliver them. If Iran can build and test a nuclear weapon, and prove that it has the capability to build and launch a satellite, even a small one, it will join a new category of states that could be referred to as mini-superpowers. A nation that can launch a satellite can theoretically build an ICBM. Israel and India are members of this club. Pakistan has not yet launched a satellite but has indicated that it plans to do so. Nations as diverse as Brazil, North Korea, South Korea, South Africa, and Japan all have tried, at one time, for membership. Having a satellite in orbit and a bomb in the basement gives a government options, and a certain amount of room to maneuver than states without that capability would have. During its war with Iraq, despite a larger population and greater strategic depth, Iran was nonetheless fought to a standstill, due to Saddams access to better weapons, from the USSR, France, China, Brazil and elsewhere (The US supplied less than 1% of Saddams weapons, mostly training helicopters and Chevy Blazers) and to his massive use of poison gas. The Islamic Republic learned to modify and to adapt the American and British weapons it had inherited from the Shah. The ability to keep even a small part of these systems in operation is not to be dismissed. To imagine, as some analysts do, that Iran is technologically dependent on Russia, North Korea, China, or Pakistan for its nuclear missile and satellite program is surely a mistake. The Shah was an exceptionally ambitious ruler and he laid the groundwork for Iran to develop a sophisticated and capable armaments industry. The requirements of the 1980-1987 war forced them to build on this foundation. Unless great care is taken, the Mullahs military may reserve some nasty surprises for anyone who goes against them. Fortunately, all reports indicate that the regime in place is at least as unpopular as that of the Shah during his last days. Indications of unrest are all over the Internet and even reach into the mainstream press. Sadly, this may not be enough to overthrow the Mullahs any time soon. So the US has got to begin developing some alternative plans for dealing with Iran. The US Army and Marine Corps may be fully engaged in Iraq, but the Air Force and Navy have plenty of spare capacity that could be used if diplomacy fails. Effectively targeting these forces against Irans bomb program and its supporting infrastructure is an exceptionally tough problem for the Pentagons and Centcoms Joint Planning Staff. If the US does nothing, then it is quite possible that, within a decade, Iran will have nuclear-tipped missiles that can hit not only Israel and Europe, but America itself. To counter that threat, the US will need a far more effective missile defense system than the one it has today. Only space-based boost phase interceptors, combined with a real multi-layered defense system, could hope to negate the threat. The final option is to develop and deploy space-based weapons capable of destroying Irans missiles and satellite launchers. This means accepting the weaponization of space, something that the Bush Administration seems to be trying to avoid dealing with. So the US and the West are faced with three exceptionally unpalatable choices. First, they could continue down the diplomatic path. This is currently being pursued, but since the Mullahs are obviously playing

Oneness in Walden, Nature and American Scholar Essay -- Thoreau Walden

Oneness in Walden, Nature and American Scholar  Ã‚   Some of the most prominent works which express a relationship between the individual and nature are undoubtedly Walden by Henry David Thoreau and the essays written by Ralph Waldo Emerson, specifically Nature and The American Scholar. In each of these works, an idea of wholeness, "oneness," with nature is expressed. Thoreau and Emerson both believe that man, in order to live a full, happy life, must live in harmony with nature. Both writers share several ideas as to how this oneness with nature can be achieved, and its significance. Emerson, in his Scholar address, states that nature is the most important influence on man and his thinking. Because in nature there is no beginning and no end, it is circular, or whole. In this, nature is like God, and like man's spirit, because there is no beginning or end to it, just a circular movement that creates a whole. We also see this idea of a whole in man. Emerson describes men as not many singular entities, but as parts of One Man. God created man as a whole, but with diverse aspects and abilities so that he may better function. As God created man as a whole, so he created nature as whole, and man as one with nature so that he may function better spiritually. In Walden, we are given Thoreau's perspective of One Man and nature. Thoreau believes he can better understand society as a whole by living outside of it, by living in the simplicity offered by nature. Thoreau and Emerson both believe that to transcend and achieve this oneness with nature, man must educate himself mentally and spiritually. While both writers recognize the importance of books and reading as a precursor to spiritual growth, they also both feel that one ca... ...nscendentalists, through their theoretical essays and literature, made a strong case for man to recognize the importance of nature in his life. Emerson felt that men who did not achieve this oneness with nature could not experience God or the Divine, and thus their lives were not fulfilling or spiritually whole. In Walden, Thoreau's main purpose is to celebrate life and to help men recognize the potential fullness and elation of life by making them aware of their own ability for spiritual growth. In order to achieve spiritual growth, or transcend, Thoreau feels that one must first evaluate his life and be willing to change it. Other artists of this time echoed Thoreau and Emerson's sentiments in their own creativity, their own journey to spiritual fulfillment, which only strengthened the premise that man and nature were one and that man without nature was not whole.

Devise a Marketing Strategy to present to the Marketing Director Essay

In this case study, I have been given a number of roles and my task is to consider and provide appropriate answers in the relevant business context where you apply learning from my course of study so far and my own work experiences. Question 1 I am the supervisor in the marketing department and I believe that there is scope for gaining more sales in the standardised sector of the market because of quality differences between my product and those of larger competitors. Devise a Marketing Strategy to present to the Marketing Director designed to achieve this objective Corporate Objectives The Furniture Company, based in a small town in Lancashire, develops, manufactures and markets quality furniture. The firm has a very good reputation throughout the entire region for all its products. The Furniture Company’s Supervisor of the Marketing Department is at present pursuing a strategy to grow its market share in the standardised section of the market because of quality differences between their product and those of larger companies. Marketing Audit Internal Product – High quality standardised products targeted at C1/C2 segments. Considered to be higher quality than those of larger competitors. The firm has a very good reputation for quality products. Pricing -Currently sold to up market retail outlets and on all sales are there is a very high profit margin on a relatively low turnover. Prices are higher than for similar type products in the large retail outlets due to economies of scale in purchasing. Place – Customers mainly consist C1/C2 for the standardised furniture. Potential customers visit the company’s display showroom, fully manned by an accounts clerk, a salesperson, both of whom are full-time and two part-time salespersons at weekend. Promotion – Very little advertising is done. Current advertising is mainly done via local press, and via direct mail all aimed locally. Advertising spend tends to be about 3% of revenue, with higher marketing spend within peak months. External Social – Since consumer trends are always changing, as are several of the products. With the traditional furniture, trends have small effect on sales. Economic – Figures to be confirmed. There is a spend of over à ¯Ã‚ ¿Ã‚ ½750,000 within East Lancashire in the furniture market. The predicted growth for next year is 2% due to current consumer spend (interest rate currently stands at XX, and inflation 2.6%). Competitive – The Furniture Company faces many competitors, on its retail side are many, and on local scale there are approximately 10 similar sized companies, although, the firm has a very good reputation throughout the entire region for all its products. Customer Audit Standardised products are aimed at C1/C2 segments. The competitions products were viewed as inferior to those of The Furniture Company, due to highly skilled craftsmanship. SWOT Analysis Strengths * Availability, either via local showroom, situated just off motorway or via retail outlet * Access, Full showroom with manned staff * Established, very good reputation throughout the region * Established up market retail outlet supplier * Higher quality than those of larger competitors * Innovation, constantly designing new furniture for changing market Weaknesses * Prices are slightly higher than for similar type products Opportunities * Market Development * Selling to mid-market retail outlets Nationwide * Expanding product into Europe & worldwide Threats * Prices are higher than for similar type products in the large retail outlets * Unable to keep up with supplier demand Marketing Objectives and Strategies Market Development Ansoff’s Matrix is a well-known Marketing Tool for deciding upon strategies for growth. First published in the Harvard Business Review (1957) in an article called Strategies for Diversification (see below example). Market Penetration By marketing our existing products to our existing customers, thus increasing revenue, by promoting the product, repositioning the brand. The aim is to encourage people to switch from other furniture manufacturers. Market Development Marketing the product in a new market/target audience. By introducing the product into a new region and also exporting the product. Market Extension/Product Development Selling the existing standard furniture into new markets, nationwide and worldwide, as the product already has a strong marketing competence. Diversification Not required Example of The Ansoff Matrix Product Life Cycle (see diagram below) Launch/Introduction – The product is introduced into new markets and heavily promoted to create awareness. High costs. Due to success in the current markets, risk is fairly low. Growth – Higher volume of sales enables The Furniture Company to benefit from economies of scale. Products become more profitable as sales rise and costs fall. Advertising spend is still high and focuses on building upon a brand name, ready for the maturity and decline stage to introduce new furniture after the brand has been established. Maturity – Sales grow at a decreasing rate and then stabilise. Brand awareness is crucial in continuing success. The company retains its share of the market by capturing sales from weaker rivals by ensuring consistently quality furniture. Decline – At this point there is a downturn in the market for this particular product. Sales and profit decline. New products are introduced or consumer tastes have changed. Product can be removed from the market at this stage and replaced by new furniture or profits can be improved by reducing marketing spend and cost cutting. Elimination/Withdrawal (or extension) When faced with decline in sales, the company will need to decide whether the decline is Temporary, Terminal and Irreversible or Capable of being reversed by an adjustment in the marketing mix Extension To rejuvenate the product to prolong its life by changing the product, the brand, the way it is promoted or the distribution channel. Question 2 As supervisor in the marketing department one of my roles is to devise expansion strategies as question 1. I believe, however, that the high quality hand crafted furniture could sell to a national and ultimately international market especially if at some future point the U.K. joins the single currency. At present these products sell to a regional market and I have already put this idea to the Marketing Director and received a positive response to the extent that he wants you to do a presentation to the full board of Directors on this idea Devise a promotional campaign to be presented to the Board that would reach a national market for the higher quality products. Marketing is defined as the management process responsible for identifying, anticipating and satisfying the requirements of customer profitably. Product Introduce the standardised range and also high quality furniture into mid-market and up-market retail outlets nationwide. The standardised range is higher quality than those of competitors. The handcrafted furniture provides high quality furniture aimed at the higher end of the market. Price Cost for the standardised product is slightly higher than its competitors. This can stand being higher due being higher quality than the products of competitors. Place The standardised products and the high quality furniture both sell currently to larger retail outlets and also to individual order. Introduction of the furniture into a national market and also international market. Promotion Offer trials to nationwide retail outlets, both mid-market and up-market with the relevant products, with trial offers. Pay for advertising spend to promote the product within the area via local media, and also promote product and brand via in-store advertising and display stands. Brand awareness is very important at this stage. The Promotional Plan * Description of products available * A description of target audience * Identification of the price * Information on where the product will be sold * Methods to be used o Posters – placed at locations in store and places frequented by your target audience o Press Release – Informing of the product to be selling locally o Local Newspaper Advertising – Advertising within locality using established media within the area promoting brand and product o Radio Advertising – Informing of product and brand launch, aimed at prime time listening, selecting stations geared to 35+ and homeowner audience. Question 3 I am employed as the supervisor in the Personnel Department and am responsible for the overseeing of the day-to-day tasks of the department. I am currently studying for the Institute of Personnel Management qualification and have become more familiar with the concept of human resources. Present a paper to the Personnel director outlining the benefits of introducing a HRM approach to the management of people and in particular how this would improve both productivity and motivation. Motivation (Definition) †¦ a set of processes concerned with the force that energises behaviour and directs it towards attaining some goal. A strategic, coherent and comprehensive approach to the management and development of the organisations human resources in which every aspect of that approach is wholly integrated with the overall management of the organisation. HRM is essentially an ideology, quote M. Armstrong, taken from Handbook of Human Resource Management, Kogan Page, 1999. Human resources management activities relate to employees pay, welfare, conditions of employment and training. HRM is based on four principles * Employees must be seen as valued assets in which to invest. It is human capability and commitment, which, in the final analysis, distinguishes successful organisations from the rest, Storey. * HRM is of strategic importance and, therefore, needs to be considered by top management in the formulation of the corporate plan. * Commitment not compliance. The key levers (the development of human resources; evaluation of performance and the rewarding of it) are to be used to seek not merely compliance but commitment. In other words, employees should not be forced to work grudgingly, but by obtaining their wholehearted commitment * Strategic implications of HRM. HRM is therefore, seen to have long-term implications and be integral to the core performance of the business. It must be the intimate concern of the line managers. Line managers have the responsibility of managing their staff. The role of personnel function is to enable the line managers to fulfil their HRM responsibilities effectively. Soft and Hard Approach to HRM The soft approach can be closer than the traditional personnel approach. Soft HRM is an integrated strategic function that is concerned with nurturing people because they are human beings whose feelings should be considered and, developing this valuable resource is the best way to achieve results. The Hard approach is based on the belief that human resources are the key assets, with emphasis placed on * Getting more out of people * Using them in a more productive way The aims of HRM are the same whether hard or soft and as follows * Enable management to achieve organisational objectives via its workforce * Enable people to utilise their full potential * Foster commitment * Integrate human resources policies with business plans * Establish an environment to unleash the creativity and energy of the workforce * Encourage flexibility in the interests of an organisation that is able to adapt to the environment and achieve excellence The main areas of management activity associated with the HRM philosophy * Organisation, design and effectiveness especially in relation to teamwork, communications, customer service and change management * Resources providing human resources required by means of recruitment, retention and training programmes. * Performance management improving performance by means of appraisal * Reward management for example, linking pay to performance * Motivation redesigning jobs and devising rewards to motivate employees * Commitment The integration of the needs of the individual with those of the organisation * Employee Relations Policies and procedures to encourage cooperation to the mutual benefit to all * Flexibility by means of mulitskilling redesigning jobs and new patterns of work * Quality as a way of life * Culture management influencing behaviour and thereby attitudes by means of resourcing, performance management and reward strategies Leadership and Motivation In the HRM school, Leadership should be democratic rather than authoritarian, managers should consult employees on matters that affect them, important in gaining respect of both the manager and the company, motivation rewards of social and psychological, not just financial. Motivation is defined as in influence that cases people (employees) to want to behave in a certain way, and combined with ability can result in performance. The motivated worker will be keen to work, take pride in their work, will not display negative attitude towards the company, display high level of commitment and get satisfaction out of work, benefiting the organisation with higher productivity levels, lower labour turnover, lower absenteeism, improve quality with less waste, greater willingness to accept change, willingness to contribute ideas and take on additional responsibility, allowing the company to overall reap the benefits of even greater financial gain. In production department, for example, possible financial reward could be brought into place looking at Hertzberg’s Hygiene factors of Pay and Benefits, Working Conditions, Company Policy, Status, Job Security, Supervision, Office and Personal Lift all set to motivate Achievement, Recognition, Job Interest, Responsibility and ultimately Advancement. HRM could look at setting up motivating factors with the sales department by setting targets based on achieving sales to new retailers nationwide with additional financial gain based on and over achieving rewards. The key concepts to adapting a HRM approach to the company would provide the following Competition advantage – Aspects of the company that give it an advantage over its rivals Human Resource Management – A strategic, coherent and comprehensive approach to the management and development of the company’s human resources Personnel Management – Management/administration of recruitment, welfare and training of the employees McGregors Theory x and Y (1960) McGregors Theory X and Y (1960) about managerial behaviour had a profound effect on management thinking and practice. His Theory Y principles featured in management training courses for a decade or more. They influenced the design and implementation of personnel policies and practices. The legacy today permeates the axioms of participative and total quality management and the continued practice of staff appraisal. McGregor defined assumptions that he felt underpinned the practices and stances of managers in relation to employees. These were evident from their conversations and actions. Two sets of propositions were dubbed Theory X and Y. He was saying that – what managers said or showed in their behaviour revealed their theories-in-use. Their predisposition led managers to pursue particular kinds of policies and relationships with employees. McGregor’s Theory Y was interpreted and promoted as a one-best-way, i.e. Y is the best. Managers or aspects of their behaviour became labelled as Theory X, the bad stereotype and Theory Y – the good. McGregor ideas were much informed by Maslow’s need satisfaction model of motivation. Needs provide the driving force motivating behaviour and general orientation. Maslow’s ideas suggested that worker dissatisfaction with work was due to poor job design, managerial behaviour and too few opportunities for job satisfaction. On the basis of these ideas about drives – Maslow suggested a classification of needs related to the development of the person – lower level needs giving way developmentally to higher order needs. Thus a hierarchy is suggested although not claimed by Maslow. Example of Maslows Hieratchy Benefits If we introduced a HRM approach to the company ultimately employees at all levels will feel motivated and productive as quoted by carrot & stick philosophy acceptance, and produce the most productivity. Employees will feel more worthy with a much easier line of communication with everyone feeling a valuable part of the organisation. The company needs to introduce a leadership mentality rather than management leadership and nurturer a new leadership approach. At present the organisation’s communications systems are mostly paper and telephone based Present a discussion document to the Personnel director explaining the concept of this electronic office, including explanation of the relevant technologies and their potential benefits You should also point out any potential drawbacks from this innovation and conclude with an evaluation of whether the benefits outweigh the drawbacks or vice versa While predictions of the paperless office have yet to be fully realised, modern business now relies on a vast array of electronic equipment to function efficiently and effectively. The concept of a paperless office is to ensure productivity improvement and to use time more efficiently. At present most of the organisations communications are paper and telephone based. Initially, by utilising e-mail (electronic mail, which is the main use of the internet) the following advantages are gained by replacing paper & telephone communication * Speed of movement and data * Paperless office * Accessible via any modem line * Delivery is faster than snail mail (post, especially useful when dealing overseas) * It overcomes the problems of timezones. The recipient does not have to be there to receive it * Like fax, it is possible to send messages to more than one person * E-mail addresses are portable * It enables users to exchange information with people * The cost is not dependent on the distance travelled * It is cheaper than fax or telephone * Cuts out general chat on the telephone * Less formal than a letter * The message will remain in the recipients e-mail account until it is collected * Can be sent with document or picture attachment * E-mails can be stored until recipient discards information Installing computerised systems with each department will also benefit from enabling all staff to access shared data from different departments computerised filing systems, e.g. access into word documents, spread sheets and other programme files. With transportable laptops, the office can be taken anywhere and even used worldwide, to assist in presentations and retrieving documents on a more global scale. Document Management System Another new form of the Electronic Office is the Document Management System offering solutions from the standalone scanner to a whole enterprise solution. E-Business solution companies analyse and advise on new business solutions. The Document Management System is a small step in the way forward for the paperless office, the benefits of incorporating the system is * Reduce office staff non-productivity rapidly locating folders and documents * Retain corporate knowledge and know where it is * Access paper documents within your business application * Scan your cabinets full of documents to secure them in case of Fire, Flood, Burglary or damage * Enable multiple people access to the same document or folder * Safely secure your documents for archival * Reduce boxes of stored paper * Automatically recognise forms and characters on incoming documents and locate them based on their content * Fax and receive documents directly from your desktop * Establish document privacy Electronic Office Manager It is a Human Resources and Process Management System that focuses on the internal operations of your business. The EOM provides businesses with a computerised Office Manager, with everything defined as a procedure, checklist or form. Job Descriptions become daily â€Å"to do† lists. To help manage time with automated reminders covering everything from training events to holiday management. EOM also provides Electronic Human Resource and Training Departments with employee files, applicant databases, and pre-written and editable employee handbooks and job descriptions. It also includes a system for creating and scheduling training. EOM even helps with financial forecasting and business planning features and point-to-point web navigation and link management. Operative Procedures, HRM, Business Development, Scheduling and Education & Training are all available via EOM programme. Electronic Drawbacks Training and monitoring of training will be required at each stage to ensure competence and understanding of new system. With regular meetings required, and management of the change in system. Staff may be dissatisfied with the paperless office, and reluctant to the change. System failure. Without the adequate after support service and/or training there could be potential problems with system errors, which may result in non-productivity if staff rely on PC’s when there is a breakdown. A recent example pf a paperless office is one department of Glasgow Borough Council, who recently had a computerised system developed solely for the use. Originally, each site manager called into an office each morning to collect information on various sites requiring repair assessment visits (approx 20 throughout the day) followed by a visiting to each site and manual completion of an in-depth form, and followed by manually inputting information on the computer for someone else then to call out to complete the repair work. The Borough Council have now developed a computerised system to enable them to receive the site information via electronic organiser, input the repair requirements, and return information upon completion for repairs to be carried out. Not only did this save much time on paperwork, but also time is more effectively managed by receiving full details of jobs throughout the day, which may be in areas the site manager is already working in.    BIBLIOGRAPHY Jewell Bruce R, An Integrated Approach to Business Studies, Longman, [2000] ISBN 0582 40542 4 Ansoff’s Matrix, www.marketingteacher.com/lessons/lesson_ansoff.html [accessed 31/05/02] How do I market My Inventions, http://www.montanaedu/wwwcxai [accessed 20/05/02] The Electronic Office, www.walters.co.uk/brochure/elecoffice1.htm [accessed 06/06/02] Imaging and Document Management Solutions, www.cabinetng.net/paperlessoffice.htm [accessed 05/06/02]

Ethical statement Essay

In this end of module assignment I have adhered to the E100 ethical guidance by ensuring that I have changed all names including children, parents and colleagues. I have gained signed permission from parents to say that for the purpose of my study I can observe selected children. I can confirm that I have only used material drawn from the setting identified within the employer permission agreement form. Introduction In my end of module assignment I will be discussing how I as a practitioner have developed throughout the E100 module. I will also be reviewing parts of my learning while studying towards an early year’s degree with The Open University. My assignment will include areas in which I have developed within my role including examples of how I have changed my practice due to things that I have learnt over the past year. In order to structure my assignment I will include the first paragraph which will be an insight into why I chose to study the E100 module then I will be using the chapter titles from study topic 18 as sub headings, they will be as follows – section one ‘Reflective practice’ then section two ‘A community of practice’ then section three ‘enquiry based leadership and development’ and finally section four ‘planning professional leadership and development’. In each of these sections I will discuss how the study top ics and course materials have helped me develop my own practice. Also as an appendix to my assignment I will include a Professional Development Plan and will discuss links between my development over the last year and the E100 course materials. I currently work in a setting that has children between the age of three months and five years. At the moment I am working with the pre –school age range, there are currently 35 children registered into the pre-school, but we only have a maximum of 24 children per day and a team of three practitioners one of which is a qualified teacher. E100 The Early Years: Developing practice The E100 module was a good choice for me to begin my study with the Open University. I decided to undertake the Honours degree in Early Years Care to develop my understanding of the way in which children learn and develop and also to develop my own practice and gain new insights into the everyday care  of children and young people. Reflective practice The term reflective practice is commonly used with in Early Years settings and involves critically analyzing actions in the aim to improve professional practice. When reflecting on practice it is important to identify good and bad practice that can then be used to develop strengths and weaknesses and areas in need of development. In study topic one regarding ‘roles and responsibilities and reflecting on practice’ it says â€Å"We live and work in a time of rapid change in terms of how childhood is thought of and experienced† (Miller L., Devereux J and Callan S pg 18) When working within the early year’s sector it is important that you are able to deal with change in a positive way. During this past year while studying the E100 module I have had to change the ways in I work on many occasions partly due to my position in the setting and partly because of what I have learnt and how I have developed. A good example of this is when studying for and completing TM A 02 about attachment theory I discovered that while children develop they succeed at things more when they feel the support from their key person. After completing this TMA I decided to do some research into the work of Mary Ainsworth and John Bowlby, following my research I thought of a way in which I could improve the way in which my settings key person scheme works. I suggested that when working as three members of staff with the maximum capacity of 24 children, we should try as close as we can to have our key children with us for example when completing a craft activity myself and my group of key children could complete the activity then leave it set up for the next practitioner and their key children to complete it and so on. This works well now in my setting as the children feel secure with their key person and have a good understanding of what they will be doing that day and when. It has had a positive reaction on the children’s behaviour as the day flows more smoothly and they have a routine in place, the children also know that if they are unsure of anything they can ask their key person as they will be the one running the activities for them. Peter Moss in reader two chapter eighteen says â€Å"The education and continuous professional development of this reflective and democratic professional involves deepening understanding of t hese values and learning how to give expression to them in every day practice† (Moss P 2008) This is very important and is a  skill that I think I have gained throughout the E100 module. I now feel that I can reflect on my practice good or bad and develop ways in which I can improve myself and the setting I work in. A community of practice A community of practice is a term used to describe a group/sector of people that work together at one profession but often in many different ways. It is important that when working in Early Years care that the team of professionals can work together in order to provide good quality care for all the children. A good team is able to understand that they can gain knowledge and understanding by listening to opinions and experiences of other practitioners. It is through the process of sharing information that a team will bond and work together well. In study topic eighteen it says â€Å"As a community of practice evolves, its function is to reflect collaboratively and develop shared approaches† (Craft A., Reed M., Jones C., Goodliff G and Callan C 2012 pg 153) This links into the work I completed during study topic two and while completing TMA 01 ‘The influence of policy in my early years setting’. While studying study topic two I learnt that in order for the children to develop to their full potential there must be team that works really well together to provide high quality childcare. This suggests that there must be structure such as daily routine and weekly planning sheets. From studying this module I and the team in pre-school have held meetings to devise ways in which we can improve the current planning provision. I came up with the idea of structuring the planning in a simple way to ensure that all practitioners understand what they have to do that week. In reader two chapter nineteen developed by Alice Paige-Smith and Anna Craft it says â€Å"In becoming who we are as practitioners then, we build on layer upon layer of experience – our own and that of others generated by working with various communities† (Paige – Smith A and Craft A 2008 pg 192 (a) I feel that this statement is very much true as it is important to bring to your setting experiences and opinions you have gained from past encounters. This links again into the work I did around attachment theory and how children feel about people in the lives and things they have experienced. In reader two chapter 19 ‘Reflection and developing a community of practice’ it says â€Å"Professionals who work with young children in England are required to fulfil a range of policy based expectations within their  provisions, relating to curriculum, assessment and access to learning opportunities† ( Paige-Smith A and Craft A 2008 pg 194 (b) This state ment is very much true but in my opinion there is too much planning and paperwork to be done within settings. I feel that more time should be spent with the children to ensure that they are really enjoying their early learning experiences. While reading chapter 24 of reader one I came across points made by Vicky Hurst and Jenefer Joseph regarding ‘Parents and Practitioners’ they say that â€Å"Contacts with the home should be seen as part of the curriculum, and a part of the practitioner’s responsibility to provide for children’s learning in ways which suit them† (Hurst V Joseph J pg 264 1998) I fully agree with this statement and have recently held mini meetings with the parents of my key children to discover where they as the parents feel that their children are in their development progress and explain if I feel differently to their opinions or have any concerns. Mainly I used this time to interact with the parents on a more in formal level in order to build good relationships and enable them to understand that they can approach me about any concerns they may have regarding their Childs development process. This then led the other practitioners to follow my lead and arrange meetings for themselves with their key children’s parents this made me feel very proud as they had taken my idea and used it for themselves in order to better the provision of the setting and gain better understanding of the children in their care. When working as a community of practice it is essential that all members of the team are aware of their position, roles and responsibilities. The setting should run like a well oiled machine. In reader one chapter 4 it says â€Å"Each team member needs the confidence of understanding where the pieces of the jigsaw fit† (Read M Rees M pg 50 2000 (a) This is very significant when working with the team in pre-school a t my setting we are all fully aware of our responsibilities and these are regularly reviewed to ensure that they are still relevant so that the members of the team don’t become stuck in their ways and not change their thinking as children develop. Enquiry based leadership and development The word leader or leadership basically is how one person or an organisation like a nursery setting can aid others in the accomplishment of tasks or could also mean someone who people follow or the person a team look to. A  few examples of this are the room leaders of settings that manage the day to day planning and over see the running and routines. When working in childcare it is important to have leadership skills because as practitioners we are leading children into school life and ensuring that they are as fully prepared as they can be. While studying this module I have developed immensely and now understand more about the different sectors of childcare for example nannies, childminders and more information about settings. While reading chapter twenty four of reader two I learnt that leadership is really important when running an early years setting. In the chapter it says â€Å"Practitioners need support if they are to preserve in changing their practice† (Anning A Edw ards A 2006 pg 236) I believe this statement to be true as a practitioner I have witnessed that if you work within a supportive network you’re more likely to succeed along your chosen career path. There are many skills involved in being a good practitioner, using study topic 18 I have picked out a few that relate myself ; Lead by example – this is very important when working with children as well as other adults, children are likely to model behaviour they see while in the setting so it is a must that I act professionally and use correct language at all times. Admit mistakes – if I have made a mistake or even completed a task that I felt didn’t go very well, I always reflect on the situation and think of ways to develop it. We have staff observations that other practitioners complete if they see good or bad practice that we then reflect on in the next staff appraisal. Effectively transfer information about children and families – I feel I am really good at building relationships with the children their parents and other practitioners. Communication is a big part of everyday practice and being able to communicate is a valuable skill. These are just a few examples but there are many more skills that define a person as a good practitioner. In chapter four of reader one regarding ‘Working in teams in early years settings’ it says â€Å"Successful team work requires a group of individuals to share the daily working experience in a positive and proactive manner.†(Read M Rees M 2000 pg 47 (b) It is essenti al to be part of a good team that can tackle any situation and work together effectively. I recently started in my current setting and fitted in quickly within the team; I felt welcomed and was told my roles and responsibilities in a clear simple way. Now I’m settled in and the team feels like a little family. I have really developed  a clear understanding of what I need to do on a daily basis and often act as room leader when she is on holiday or sick etc I feel that I am very good at stepping up to the plate and taking charge. An example of this would be on a week where I was acting as the room lead a new apprentice started working with us I remembered how I felt on my first day and the things the team did to welcome me and then made sure that the apprentice felt the same way. I also ensured that the children felt safe around the new apprentice and that they all new why she was there and her name. In chapter four is a quote I feel fits well into the subject of inclusion within a team, â€Å"Each team member needs the confidence of the understanding where the pieces of the jigsaw fit.†(Read M and Rees M 2000 pg 50 (c) A team will work more effectively if everyone knows what they have to do. Planning professional leadership and development In this last paragraph I am going to discuss my PDP (professional development plan) and how the E100 module has helped me towards reaching the goals of my PDP I will also discuss what attributes I feel make a good professional leader. Within my PDP I have stated that I would like to eventually open up my very own preschool after studying this module I have learnt a lot about what needs to be done to do this and researched more towards actually completing this goal. There are many different attributes that I feel make a good leader a few of which are; Enthusiasm – a good leader is very enthusiastic about their job and the role as a leader. Committed to excellence – a good leader is all about excellence, being second best should not be an option. Confident – a good leader should be confident within their role and encourage confidence from other team members. In study topic eighteen it says, â€Å"Leadership – the capacity to motivate and encourage others, for example to access training or implement a new way of working and to take on responsibility.† (Craft A., Reed M., Jones C., Goodliff G and Callan C 2012 pg 168 2012) When trying to improve yourself and further your career it is important to be able to give yourself short, medium and long term goals in my professional development plan I have included that eventually I would like to open up my own pre – school setting in which I plan to have a good  strong team that is professional and fully focused on the children and helping them reach their full potential. To full fill my dream I am going to have to work hard to complete the rest of my degree and use the new knowledge and understanding I gain to start my business with the childcare sector. Conclusion In conclusion I feel that my development while studying the E100 module has come on in leaps and bounds. Through studying with The Open University I feel I have gained a lot more confidence towards working with children and their families and building strong relationships. It has helped me develop my understanding of the profession and made me want to further my knowledge and develop my career goal of owning a pre-school. I look forward to beginning the next year of study with The Open University which will be the E105 module. This module has enabled me to reflect on my practice not only the good aspects but also things that I have done not so well being able to do this has made me feel a lot more professional in my role and has given me the confidence to apply for more supervisory roles within my community. Completing this EMA has influenced me greatly towards enrolling for future courses and developing my skills. Over the summer break I intend to complete online training courses to progress my own skills and knowledge. References Anning a Edwards A. (2006) ‘Creating contexts for professional development’ Miller L., Cable C and Goodliff G. ‘Supporting children’s learning in the early years’ 2nd Edition. Oxon David Fulton/Milton Keynes the Open University. Craft A., Reed M., Jones C., Goodliff G. And Callan S. (2012) ‘study topic eighteen Professional learning, leadership and development’ E100 the Early Years: Developing practice, Milton Keynes the Open University. Hurst V and Joseph J (1998) ‘Parents and practitioners, sharing education’ Cable C., Miller L and Goodliff G. ‘working with children in the Early Years’ 2nd Edition. Oxon David Fulton/Milton Keynes The Open University. Miller L., Devereux J. & Callan S. (2012) ‘study topic one Roles and Responsibilities’’ E100 The Early Years: Developing practice, Milton Keynes The Open University. Moss P (2008) ‘The democratic and reflective professional’ Miller L., Cable C. And Goodliff G. ‘Supporting children’s learning in the early years’ 2nd Edition. Oxon David Fulton/ Milton Keynes The Open University. Paige-Smith A and Craft A. (2008) ‘Reflection and developing a community of practice’ Cable C., Miller L and Goodliff G. ‘working with children in the Early Years’ 2nd Edition. Oxon David Fulton/Milton Keynes The Open University. (a) Paige-Smith A and Craft A. (2008) ‘Reflection and developing a community of practice’ Cable C., Miller L and Goodliff G. ‘working with children in the Early Years’ 2nd Edition. Oxon David Fulton/Milton Keynes The Open University.(b) Reed M and Rees M. (2000) ‘Working in teams in early years settings’ Cable C., Miller L and Goodliff G. ‘working with children in the Early Years’ 2nd Edition. Oxon David Fulton/Milton Keynes The Open University. (a) page 50 Reed M and Rees M. (2000) ‘Working in teams in early years settings’ Cable C., Miller L and Goodliff G. ‘working with children in the Early Years’ 2nd Edition. Oxon David Fulton/Mil ton Keynes The Open University. (b) page 47 Reed M and Rees M. (2000) ‘Working in teams in early years settings’ Cable C., Miller L and Goodliff G. ‘working with children in the Early Years’ 2nd Edition. Oxon David Fulton/Milton Keynes The Open University. (c) Page 50