Marketing For A Non Profit Organisation Commerce Essay

Marketing For A Non Profit Organisation Commerce Essay A non-profit organization is used to depict an organization that exists to accomplish some other objectives than the usual objective profit return on investment or market share (Lamb, 167). In both cases, service business and non-profit organizations are involved in the marketing of services and regularly call for the customers to be there in the course of the production process. Both business and non-profit organization services vary widely from different producer and form time to time even from the same producer. Marketing as regards non-profit organizations is the attempt made by non-profit organization to convey equally fulfilling interactions with the intended markets. Whereas, these organizations differ in complexity and function and operate in varying settings, majority perform some the following functions; recognizing customers they aspire to serve or attract but they regards them as clients, members or patients, stipulate their objectives openly, make a decision what to charge for but use such terms like rates, fees, donations, fare or tuition, plan events that establish where they will located be and where services will be given and communicate about their accessibility by use of brochures, announcements or publics. Frequently non-profit organizations involved in the above named functions do not become conscious they are involved in marketing (Lamb, 167). Marketing in non-profit organizations Marketing is unusual idea for majority of the non profit making organisations. Non-profit organisations are required to understand that marketing is more than just the old sense of selling or getting donations (Blythe, 54). In non -profit organisation, marketing is a means of fulfilling the desires of the consumer and donor. Among the steps a non-profit organisation should take in order to achieve it marketing goals include; identifying the organisations marketing targets facilitates the organisation to discover opportunities and explore them. The identification of marketing targets gives the organisation information required to concentrate on buyers that are interested in what the organisation is offering. Among the three prime areas a non-profit organisation should recognize while creating a marketing strategy include, market goals, communications target and buying target. The target market is who the organisations marketing efforts are focused on. The target market is also the group which the organisation would like to sell its products or services to. This is a group who have an attention in what the organisation is offering. The target market of anon-profit organisation can be divided into segments which can include population, age groups or income levels. The purchasing target of an organisation is used to depict the persons or businesses which are contained in the organisations target market and require the organisations products or services and can actually manage to pay for it. The method of informing the target customers of your products is the communication target (Blythe, 56). Communication target is also used to refer to the various methods or styles employed by the organisation to get to the identified target market. In coming up with marking plans, marketing managers of non-profit organizations must make many choices. These alternatives might include adjustments to programs, adverting, changes in public relations and collaboration with partners. Marketing managers normally make choices on those elements to which they have command of such as the amounts to be apportioned to marketing. These factors are known as convenient variables since they can be altered by the marketing manager. Under normal situations, many forces work outside the control of the marketing manager, such as new laws or environmental changes. These factors are regarded as uncontrollable variables. Managers involved inn marketing planning must make decisions about which controllable variables to control for them to accomplish organizational objectives. Marketing orientation of non-profit organizations A non-profit organization has a marketing focus if it depends on marketing strategies to accomplish its goals. A non-profit organization with a marketing focus employs the array of marketing tasks to gain funds and develop good relationships. When a non-profit is marketing focused, its different units and programs are coordinated to further the mission of the organization, achieve the goals of the organization and communicate a reliable and focussed message to clients , donors volunteers and target public. When all units of a non-profit organization work towards a familiar ambition, there is unity and focus and this result to higher success and steadiness eliminating lack of focus on the purpose. In addition, when all units of an organization are working in harmony and delivering a steady message outwardly, vital areas obtain a clear understanding of the organizations uniqueness and value. A marketing focus enables the non-profit focus outwardly and the staff will focus on their acti vities and their programs. Non-profits mission statement. The mission statement of a non-profit organization should be short and very clear to the point and it should also outline the extent of the organization and should also be realistic, unique, appealing. In addition, a non-profits mission statement is required to spell out three magnitudes of an organizations extent that include; the intended public who the organization intends to serve, the needs of the intended public and the technologies which the non-profit will employ to meet the needs of the publics. The feasibility aspect of a non-profit mission statement describes that it is required to really be capable of accomplishing its mission with the available resources. Furthermore, non-profit mission statement is required appealing to the staff of the organization and volunteers, motivating them by hard work and impediments that are likely to occur. Finally, a non-profits mission statement is required to be exclusive to the organizations it is defined fo r. The general mission of a non-profits and any future planned to the undertaking should be issues to be dealt with the management or directors of the organization. Mission statement should be not be prone to recurrent changes and should be drafted such that technological, market or environmental changes do not occasion for radical redefining. Change in a non-profit organizations mission statement should only be done if only required to preserve reliability and significance. Strategic objectives to accomplish mission in non-profit organization When managers of non-profit organizations are pressured to control resources, get fund s and develop programs to accomplish the mission like saving lives, reducing disability or distributing food. They are required to begin by conducting a strategic analysis of the market to have a clear understanding of what the market requires perceptions, morals and competitiveness. Form an in-depth result of market analysis, the mangers can then be capable of setting the main strategic objectives of the organization. The strategic objectives of a non-profit organization declare the where the organization is focused towards. Strategic objectives need to be clearly stated with marketing and other goals at the lesser units of the organization. Strategic objectives should be drawn in a hierarchal order beginning with the most important to the least importance. The strategies should be equated in numerical values so that their accomplishment can be evaluated without bias. The strategies should also be practicable and dependable with light of the resources available. After developing the organization strategic objectives, then each of the units within the organization should have its specific objectives defined to meet part of the organization objectives depending on its role and competence. The procedure should be repetitive at all levels of the organization, so that it bring into line personal goals to departmental goals and departmental goals to unit goals and finally unit goals matching with the whole organization goals (Wymer et al.,31). Tactical marketing and planning in non-profit organizations The top management teams of non-profit organizations as well as the board of directors are involved in making choices concerning the future direction, objectives and goals of the organization. This engagement is regarded to as strategic planning. Marketing strategies include such activities like, event organizing, marketing study, fund raising, public relations and advertising. A non-profit organization utilizes strategic marketing through coordinated and integrated use of marketing tactics to accomplish its objectives (Kolb, 87). A strategic marketing plan describes a comprehensive plan of marketing activities to be executed over a given period of time to facilitate a non-profit organization to accomplish its objectives and goals. Strategic marketing planning for a non-profit organization involves the practice of collecting information and creating procedures to develop the strategic plan of marketing. Managers of majority of non-profit organizations in the past have not been engaging in strategic planning since they had not had formal training in business field or prior knowledge in that field. The other reason is because non-profit mangers normally start off the organization with a few employees and volunteers who are involved in doing much of the work in initiating the non-profit and non-profit managers believe they do not have time to commit in strategic analysis and planning (Wymer et al., 89). Strategic analysis and planning is very vital for non-profit organizations since they are also concerned about effectiveness and efficiency in selection about spending their resources. With increased competition and requirements for responsibility, having a plan based on through analysis of market is a requirement. In addition, plans enable non-profit organizations to coordinate activities for a given period of time such that activities that need to be accomplished ahead of others are done on time (Wymer et al., 89). Plans facilitate non-profits to set timescales for their various projects and activities. Successful plans should not only be based on market analysis but should also be distributed all through the organization and when everyone has access to the written plan non-profit witness better communication all through. With plans which have in-depth strategic analysis assists in keeping non-profits concentrating on their mission, and preserving the reliability of their organizat ion instead of swaying away due to short term goals. Strategic marketing and analysis planning for non-profit Need-focussed orientation analysis, in this step the strategists required to expose the effect of non-profits present situation. Information, regarding the level of need-focussed situation of non-profit organization can be gleaned by consultation with non-profit mangers, volunteers and employees or by reading past reports (Wymer et al., 101). Managers of non-profit organizations may also enlist the help of volunteers or board members who have knowledge in marketing to assist in the need-focused orientation analysis. New product development process analysis; since majority of offers pass through lifecycles that can easily be predicted for growth to death stage. With a well planned new product development plan in place, a non-profit can predict and evaluate and work through the creation of the best products/ services or programs in addition to or substitute those close to decline. With a formal approach will ensure new concepts are given timely and suitable consideration and the role of coming up with new offers is defined. Analysis of non-profit organization positioning; Since non-profit organizations compete with other organizations for grants, donations and tax monies employees and volunteers, understanding positioning of a non-profit is thus a vital tool for survival and growth. Analysts of non-profits organizations are bound to evaluate the present situation of the non-profit together with the position of its products, services or programs as seen by the current and prospective clients, donors and intended public (Wymer et al., 101). The main goal of positioning analysis is to provide a strategic explanation of what is displayed by perception maps. Analysis of competitiveness of a non-profit organization; If a non-profit organization is not acquainted about each competitor, the search for relevant information will provide at least a bit of information and insight regarding the offers of competitors and activities that can have significance on the non-profits plans. When a market analyst gives out the findings of putting into practice a specific strategy, the no-profit will be able to gauge the real and intended competition response and its results. Analysis of financial status for a non-profit organization; Effective strategic planning requires excellent financial analysis. Accounting for cash flows, margins, breakevens and donations present useful models for planning. Majority f non-profits have specialists in accounting and finance either on their board of directors who aid in financial analysis and the final assessment of choices. Assessment of clients needs in non-profit organizations; Identifying what the clients needs are and where, when and how they can best be met is a vital task. Non-profits clients can be individuals who use the offers of the non-profit or they can be donors. Complex efforts to try to comprehend the needs of the non-profits client are the reason why clients of their own needs differing form experts discernment. Apparently, non-profits have an ethical role for the result of the selection about the needs to serve and those not to serve. Defining alternative strategies in non-profit organizations Strategic alternatives are required to include the 4Ps product, place, promotion and price. Every alternative strategy created needs to be the organizations best tactic to that strategic course. For instance, an alternative for health care offering non-profit may be to spread out their offer in another nation, or redefine its offer to include the target public in its country of foundation. Analysts need not to build up strategic alternatives that are similar except where they are for one area. All alternative strategies should be copied from the situational analysis. Marketing mix for non-profit organisations The marketing mix for non-profit organisations include four factors that are controllable which are, price, promotion, product and place, (Wymer, et al., 122). The four variables can also be joined to form market demand and enable dealings and that needs to be considered when it comes to achieving the public targets. The four factors that can be controlled are in most cases known as the 4 Ps, the price depicts the financial or nonmonetary costs, and promotion depicts the marketing communication with the intended audience. By understanding that even non-profit organisations can control these variables, is vital in making choices about distribution of resources. How to define the offer in non-profit organisations According to, (Wymer et al., 123), an offer in a non-profit organisation is used to describe any combination of benefits in a product, service or social marketing program that can fulfil a need or a want of the target market of an organization. In non-profit organizations offers are not easy to recognize since they do not comprise of tangible products and are in most cases, social marketing programs or services. Product offers are often tangible i.e. can be felt or handled or non-perishable and can also be inventoried i.e. stored for future use. On the contrary, services are intangible, inseparable for the provider, perishable and in some cases they vary depending on the provider on their quality and cannot be stored for later use. Marketing of social program is in most cases difficult to define since they are not tangible, consumable, and in separable than services. Marketing of social programs is often a referred to as issues marketing, social ethics marketing or behavioural change marketing. Matrix of a non-profit model Though models were created for business organizations, non-profit managers still have make a decision the most suitable mix of offers to use. The Gomes/ Knowles Customer Value/Mission (CV/M) model facilitates managers of non-profit to analyze their offers in two extents that are directly related to the non-profit and truthfulness to the mission of the organization and the apparent customer value. The Customer Value/Mission model is utilized to address the needs of managers of non-profit organizations to accomplish non-monetary objectives inherent to their missions as well as be focused on the client by considering present and intended public discernment of the offers by the organization. Social marketing programs marketers aim those programs to persuade attitudes regarding health, lifestyle or social behaviour and in due course the behaviour of their audiences. Thus, attitudes that are as a consequence of social marketing programs do not come into existence independently without the target public. Social marketing programs and services are in most cases difficult to describe since they are more undefined than tangible goods. For example, the offer for International Federation of Red Cross and Red Crescent Societies offers characterized disaster management programs, such as disaster management, disaster, preparedness, and response to disaster. In disaster preparedness program may encompass capacity evaluation, vulnerability and better programming initiatives. In addition, both disaster response and disaster management can encompass many subprograms of their own. In marketing for a non-profit organization, the direct consumers of the product or service are known as the client publics while the indirect consumers are known as the general publics. For instance, the student body in a university form its client public while the trustees and the alumni form the general publics (Pride and Ferrel, 375). The client publics are given more attention when an organization creates a marketing strategy. Creating a marketing mix for non-profit organizations. A marketing mix strategy confines the choices and concentrates the marketing activities towards accomplishment of organizational objectives. The marketing strategy needs to encompass a plan for decision making regarding product, promotion, distribution and price. These decision factors need to be merged to serve the aimed market. In coming up with the product, a non-profit an organization in most cases develops concepts and services. Hindrances, may crop up in case an organization fails to classify what it is offering. For instance, Peace Corps, offers vocational training services, health services, society development and nutritional assistance. It also markets concepts regarding international collaboration and execution of the foreign policy of United States. Therefore, Peace Corps, product is complicated to illustrate than common business products. The marketing of services which are intangible requires a more marketing endeavour (Pride and Ferrel, 375). Marketing of information and concepts similarly is more difficult than tangibles and much more effort is therefore required in order to gain any returns. Decisions regarding distribution in non-profit organizations are associated to how ideas and services are to be made accessible to the customers. In case the product in offered is an idea, then the choice of the correct media to communicate the idea will fasten the process of distribution. By nature services, are comprised of assistance, availability and convenience. Accessibility is therefore part of the total service. Making a product such as health services accessible requires knowledge regarding retailing ideas such as the location of the health facility. Creating a distribution channel to manage and enable the movement of non-profit products to consumers is a vital role which requires the overhaul of the long-established idea of marketing channel. There is no incorporation of independent wholesalers, in non-profit marketing situations, since the product flow from non-profit organization to the client. The creation and utilization of ideas and services are in most cases instantan eous. Creating promotional decisions might be the first indication that non-profit organization perform as marketing activities. Non-profit organizations utilize advertising and publicity to be in touch with public and customers. Direct mail remains the major method of raising funds for social services like those offered by Red Cross and Special Olympics. Environmental conservation focussed organizations usually face the obstacle in endorsement materials, on how to commune using environmental friendly materials like recycled paper and atmosphere sensitive inks. Progressively more, non-profits organizations have come to use the internet to access fundraising and promotional objectives by use of email, and soft ware that facilitate accepting internet gifts (Pride and Ferrel, 375). Majority of non-profit organizations are also using personal selling, although using another name. Charity organizations and churches depend on personal selling when they send off volunteers to enlist new members and ask for for contributions. Special occasions to collect funds, offer services and communicate ideas are successful promotional activities. For instance, Amnesty International, held a global concert tours featuring renowned musicians to raise funds and create public awareness of political prisoners around the globe ( Pride and Ferrel, 375). Even though, product promotional practices might need only slight adjustment when utilized to non-profit organizations, the pricing is differing and making of decision is complicated. Among the pricing concepts faced by a non-profit organization include pricing in user and donor markets. The two types of pricing methods utilized by non-profit organizations include, fixed and variable pricing. Under fixed pricing, there is a fixed fee for the users or the price might differ depending on the users capability to pay. In a situation, where a donation seeking organization accepts any donation, then its using variable pricing. In developing marketing strategies for non-profit organizations the broadest description of price need to be used. The financial price or exact dollar value might not be charged in a non-profit item. Opportunity cost is the value of the foregone benefit by giving up one alternating and selecting another. Based on this traditional view of pricing non-profit organizations influences individuals to donate time towards a cause or change his or her behaviour are the paid by the individual. For instance, unpaid assistants who answer telephone calls for a university psychotherapy service or suicide hotline, give up their time which they could other wise have spent studying or doing other things and the income they forego from working in a for-profit organization (Pride and Ferrel, 376). In other non-profit organizations, financial cost is a vital component of the marketing mix. Nowadays, non-profit organizations are raising capital by raising the costs of the services they offer, or have started charging for services which initially were not charging for. Non-profit marketing organizations use marketing studies to establish the kinds of products their target market would be ready and willing to pay for. The pricing strategies of non-profit organizations, in most cases focus on the welfare of the client and public over equalization of costs and revenues. Where more funds are required to cover costs, the organization might plead for contributions or grants Beamish, (Karen and Ashford, 225). In marketing for non-profit organizations, the marketing is geared towards non-business objectives as well as social causes. The marketing uses the same ideas that apply to business situations. Whereas the main beneficiary in a business enterprise is the owners, in case of a non-profit organization, the beneficiary should be the clients, the larger public or its members. The objective of a non-profit organization is to portray its exclusive philosophy. The marketing objective of non-profit organization is to obtain required reaction for the intended public. Creating a marketing strategy for a non-profit organization consists of defining and analyzing the intended market and developing and preserving the marketing mix. In marketing of non-profit organization, the product is in most cases a concept or a service (Beamish, Karen and Ashford, 258). Distribution is aimed at announcement of ideas and deliverance of services and the effect is just a short marketing channel. Promotion is very vital to non-profit organization marketing. Among the promotional strategies utilized by non-profit organization include; publicity, personal selling, and advertising to inform the public and the clients. Distinctive features of non-profit organization marketing strategies In the same way like other business organizations, mangers of non-profit organizations develop marketing strategies to bring about equally rewarding interactions with the intended markets (Lamb, Hair and Mc Daniel, 364). Marketing in non-profit organization is different in various ways such as the goal setting, choice of intended markets and creation of suitable marketing mixes. In the private sector, businesses are driven by the profit goal, and its used as a guideline for decision making and criteria for assessing results. On the contrary, non-profit organizations do not search for profits for redistribution to the owners or shareholders. For instance, the Methodist church does not assess its achievement by the amount of cash left in the offering baskets, but the quality and level of service it has been able to provide. Majority of non-profit organizations are required to offer reasonable, effective and efficient services that take action to the needs and likings of multiple constituents who include the users, donors, politicians, payers media and general public. Non-profit organizations do not evaluate their success or failure in firmly monetary terms Lamb, (Charles, Hair and Mc Daniel, 364). The absence of monetary bottom line and the existence of multiple, different, intangible and in some cases vague objectives make giving precedence objectives, decision making and performance assessment difficult for non-profit managers. Non-profit organizations managers must therefore use different approaches from those used by in the private sector business. Intended markets Three distinctive features associated to target markets are exclusive to non-profit organizations. Apathetic targets, whereas private businesses usually give priority to those markets that are probable to act in response to specific offering, non-profits frequently target those who are indifferent about to receiving their services such as vaccinations, psychological counselling and family planning guidance. Non- profit organizations in most cases are pressured to accept undifferentiated segmentation strategies. In certain cases, they fall short of identifying the benefits of targeting or undifferentiated approach may materialize to present economies of scale and low per capital costs. In other, circumstances, non-profit organizations are strained to provide the highest number of individuals by targeting the average user. The difficulty of creating services that target the average user is that there are few average users thus the approach fails to please any market sector Lamb, (Hair, and Mc Daniel, 365). Balancing positioning, The main role of majority of non-profit organizations is to offer services, with available resources to those who are not effectively served by private organizations. Due to this, non-profit organizations in most cases must harmonize rather than struggle with the efforts of others. The spotting undertaking of non-profit organizations is to recognize the poorly served market segments and develop marketing programs to match their needs instead of targeting the places that might offer higher profits. For instance, a university library might view itself as complementing the services of a public library instead of being a rival to it. Product uniqueness between business and non-profit organizations Instead of having simple products concepts, non-profit organizations in most cases market complicated attitudes and ideas. For instance, need to exercise, or eat correct foods, not smoke tobacco, not to drink and drive. The benefits attained from such ideas and messages are complex, intangible, long term and more difficult to commune to clients (Lamb, Hair and Mc Daniel, 365). Strength of the benefits. The benefit strength of majority offerings by non-profit organizations is weak or indirect. To the general public or consumers, there are no individual direct benefits of donating blood, or even requesting the neighbours to donate money to a charity. On the contrary, service business offers their customers direct personal gains in trade. Majority of non-profit organizations are involved in marketing products that bring forth very little involvement such as (Do not Litter) or high involvement such as (Stop smoking). The range for private sector products is a bit narrower. The traditional promotional tools may not be satisfactory to stimulate acceptance of either high or low involvement products. Place distribution decisions The success of a non-profit organization offering is evaluated by its ability to distribute its service offering to intended customers groups at the time they need it and at a suitable location. For instance, majority of land-grant universities in USA provide extension programs throughout their states in order to get to the general public. In addition, some education institutions also present classes to student in locations outside the campus through interactive video equipment. The extent of a service depends on the fixed facilities required for it to be effective and implications for its distribution. Normally services such as rail, beach skating can only are delivered only a particular point. However, majority of non-profit services do not rely on special services to be provided. For instance counselling only needs the meeting of counsellors and the clients (Lamb, Hair and Mc Daniel, 366). Promotional decisions Majority of non-profit organizations are outlawed form openly form advertising therefore limit their opportunity for endorsement. In some cases, some non-profit organizations do not have the funds to pay for advertisements promotion consultants or marketing staff. Among the few special promotional options available for non-profit organizations include; Non-profit organizations, in most cases look for marketing or advertising professionals to assist them create and execute promotion strategies. In certain situations, a marketing agency gives its service in substitute for potential long term benefits (Lamb, Hair, and Mc Daniel, 366). In most cases services given out freely build goodwill individual contacts and general alertness of the donors organization capability and character. Sales promotion activities that utilize existing services or other resources are progressively more being used to create awareness to the offering of non-profit organizations. In other case, non-profit charities work together with other companies to get promotional activities. Use of public service advertising involves an announcement aimed at support a program of a federal, state or non-profit organization. Contrary to business

Shadows of War :: Articles Short Stories Papers

Shadows of War Something had gone wrong. Terribly wrong. â€Å"How could this have happened?!† the leader demanded. â€Å"You told me it was safe! You said I wouldn’t become involved!† â€Å"You’re not involved--there’s nothing that connects you to the operation,† Mitchell said. â€Å"As far as everyone else is concerned, I’m in charge.† The leader was not pleased. The operation had been planned for months, every detail accounted for, every contingency considered--save one. A simple thing like a speeding ticket had screwed everything up. The team had been stopped by the Syracuse police. Something had possessed them to search that car and they had found everything--the guns, the armor, the grenades. Because of the vice president’s visit, federal officials had quickly been notified. The President’s Guard had been famous for its interrogation techniques ever since their creation by President McClellan. It didn’t take long for a member of the team to crack and reveal the entire plot. It didn’t take long for the security to tighten. Now, getting close to the vice president would be impossible. And if it was ever connected to the leader, his career would be over. While many in his country agreed with him, the government would care little for that. There was a larger good at stake, though. He had a duty to his people, even if his government disagreed. Mitchell was the only connection between him and the operation. It wouldn’t be long until Mitchell became a wanted man and he might--just might--get linked to him. â€Å"We have to remain calm,† Mitchell said. â€Å"We don’t know that my name will come up. They have to get to Luken first and he’s already at a safehouse.† The man was a fool. The President’s Guard was a group of the most determined and talented men in the nation. It wouldn’t take them long to figure everything out. The only way to stop the chain was to break it. â€Å"Fine, fine,† the leader said. â€Å"Get out of here. Get yourself to the safehouse. Stay there and wait for my instructions.† The leader walked to the window and watched as Mitchell got in his car and drove away. He watched as Mitchell’s car became nothing more than a small dot of light.

Outline the Current Legislation Essay

1.1 Outline the Current Legislation Covering Home Based Childcare and the Role of Regulatory Bodies Part One: Consider 4 pieces of legislation that are important for home based child-carers and how you would outline these to Anjum’s parents? As I am addressing the Parents , I would communicate with them in a language that would help them understand the key information, in a non-patronising, reassuring, profession and informative manner. Firstly, I would explain what legislation is: laws, rules and regulations passed by our government. I would then verbally touch on each act listed below and provide examples how this would effect them as individuals, thus avoiding overloading them with facts and figures, and making the laws more personal to them. Four relevant pieces of legislation to home-based childcare are: 1). The Children’s Act (2004), â€Å"Every Child Matters† paper, which identifies five outcomes for children: Be healthy. e.g: healthy fresh foods, fresh air, exercise, regular nappy changes Stay safe; e.g: health and safety to be adhered regarding food preparation, storing of medicines/cleaning equipment, regular risk assessments, following equipment & toy manufacturers guidelines, sanitary environment, appropriate skincare & protection when outside Enjoy and achieve; e.g: lean through play with songs, puppets, puzzles and games. Encourage ‘free play’ where Anjum can use her own imagination to role play and engage with the other children Make a positive contribution; e.g: encourage Anjum to be aware of the wider community around my setting. Celebrate different cultures, visit charity shops with an old toy, sort out the recycling etc†¦ Achieve economic well-being; e.g: Initiate opportunities for children to fulfil their potential by observing things they are good at and providing positive and encouraging feedback. How does this effect Anjum and her Parents: Here I would explain that the above outcomes form the backbone of my setting experience, and the examples are a few I would maintain, of which the regulatory body OFSTED will inspect. 2). The Equality Act (2010), which collectively covers that there should be no discrimination between: Race Male/female Disabilities Religions/beliefs Age Sexual orientation Individuals who have undergone a sex change How does this effect Anjum and her Parents: Here I would explain how important it is to build a strong partnership between myself and the parents regardless of any of the factors above, and how I would like to establish this through: Forming a relationship prior to joining the setting with settling-in visits for both Anjum and her Parents. Open communication with the Parents & exchanging information regularly. Valuing input and ideas from the Parents by encouraging them to be involved in decisions affecting their child. Ensuring that each child is welcomed in the setting, this can be achieved by a warm greeting and a child friendly environment. Recognising individual needs by encouraging links with home e.g., favourite blanket at nap time, ensuring Anjum’s faith or heritage is reflected in the activities, and that toys and equipment in the setting are age appropriate Creating links between home and the setting, e.g. a daily diary between parents and myself, scrap books for the children to share, photos. 3). The Childcare Act (2006), which implemented the: EYFS (Early Years Foundation Stage) OFSTED registers Children’s centres and extended schools Local authorities to ensure sufficient childcare and information is provided Free early years 3-4 year old funding How does this effect Anjum and her Parents: Here I could explain current legislation covering the registration procedure and registration requirements such as training with my local authority and inspection by the regulatory body Ofsted, who monitor evidence of EYFS at my practice. I will show them my registration certificate displayed on the wall and a copy of my OFSTED report. 4). Reporting of Injuries, Diseases and Dangerous Occurrences Regulations – â€Å"RIDDOR† (1995), a law stating that specific accidents & incidents must be reported How does this effect Anjum’s Parents: I will ask Anjum’s Parents to view and sign my policies and procedure documents covering accidents, illness and emergencies and explain the relevant forms with which I record illness and accidents. Part Two: How would you go about outlining the regulatory body and its 4 roles to Anjum’s parents? Firstly, I would explain that OFSTED stands for the Office for Standards and Education, and is a government department responsible for the inspection of all childcare settings. They are responsible for: Registration. I would explain this covers a CRB check on myself and the other adult over 16 living in my setting Inspection. Once registered, my setting is inspected and a report drawn up reflecting the standard of service I offer. I would give Anjum’s Parents a copy of this report, and it would also be visible on my website. Investigation. Should any concerns or complaints arise regarding my setting or service, OFSTED would investigate that I am meeting welfare requirements. Enforcement. In the case of me not meeting welfare requirements, OFSTED can take action against me. These four roles protect all children by safeguarding children’s welfare and ensuring that only suitable people offering proper premises, environment and equipment are able to practice childcare. Documentation and training, policies and procedures must be up to date and available not only to view in written document, but also to witness within the day to day running of the setting. In Conclusion Once I had verbally covered the above topics in a friendly, conversational manner, I would of course back up all the information in a simple file covering legislation and the regulatory bodies, including copies of all my registration and training certificates and further contact details and websites should they wish to find out further information, once they have digested what I have shared with them.

Database Management Essay

In his book Groupware — Computer Support for Business Teams, Robert Johansen defines groupware as â€Å"specialized computer aids that are designed for the use of collaborative work groups.† This definition is better than the â€Å"shared data† definition because it helps eliminate multiuser databases from the groupware category. Yet electronic mail fits this definition, as well as some other software sharing tools that experts are still debating. A more useful definition also appears to be one of the oldest. Peter and Trudy Johnson-Lenz are credited by many as coining the term groupware in 1978. They defined it as â€Å"intentional group processes plus software to support them.† Groupware enhances collaboration by allowing by the exchange of ideas electronically. All the messages on a topic can be saved in a group, stamped with the data, time, and author. Any group member can review the ideas of others at any time and add to them, or individuals can post a documents for others to comment upon or edit. Members can posts requests for help, allowing others to responds. finally, if a group so chooses, members can store their-work notes on the groupware so that all others in the group can see what programs is being made, what problems occur, and what activities are planned. Groupware utilizes primarily a form of database technology. While there are quite a few differences, groupware has many commonalities with the standard database. Groupware is not just a normal database, rather it is a developing technology to form an application to perform a specific task or set of tasks. Database technology is the main technology that makes groupware able to function as it does, as groupware is more of an extension of database capabilities. Groupware must be able to support interactions between large numbers of people for it to live up to its definition, and it is fairly typical to find it utilizing a client/server system of interaction. Databases are well suited to the task of powering the back end of groupware as they are specifically designed for just this type of interaction process. Databases are also well suited for use in groupware as they offer a persistent storage which always necessary in any type of collaboration environment. Therefore most groupware available will utilize a database as a way to provide this client/server interaction and persistent storage. The typical interaction process flows exactly as it would in a standard database. Requests for data manipulation are sent by the client to the server. The server acknowledges the request, performs the action, and stores the result. Once the action is completed, it sends confirmation back to the client. In this way, groupware at its most basic acts exactly as a normal database would be expected to act. However, what makes groupware an interesting concept is how it is different from a normal database. While groupware is not a new technology, it is a new way of combining established technology in order to achieve a new tool to promote productivity amongst a group of people. Groupware not only changes the way in which we think about databases, but also the way in which databases can be utilized to promote group functionality. By pairing databases with standard productivity tools, an entirely different concept emerges. Groupware, and in particular real time collaborative groupware, is the future of productivity.

Informative Essay Sample on Theology in the Reformation Period

Informative Essay Sample on Theology in the Reformation Period Before the Reformation, people believed the church was everything. Churches collected money from the indulgence and used the money to build more magnificent churches. These baroque churches were filled of decorations. In addition, the cups, they used were decorated. However, the Reformation caused this to all change. As a substitute of a chalice, wooden cup was used. Reformation caused churches to be plainly designed. The features the wooden cup reflected the theology and the ideals of the Reformation. Between the chalice and wooden cup, there were many different features. A sixteenth-century Roman catholic priest in the celebration of the Mass used the chalice. The wooden cup was created from the Reformation. It was used to celebrate the Lord’s Supper after he left the church and became a follower of Martin Luther. The chalice was more ornamental than the wooden cup. Shimmering gold was used to form the chalice. All around the chalice were nicely printed patterns. On the contrary, the wooden cup was made out of plain wood. Not a single pattern or texture was added to the cup. Obliviously, the chalice was more creatively designed and expensive than the wooden cup. The chalice and the wooden cup represented two different two periods. The chalice represented the time before the Reformation. The wooden cup represented the time of the Reformation. Before the Reformation, the churches and religious items were creatively designed. After the Reformation, religious things were more plainly made. Overall, the two cups were totally the opposite of each other. Art portrayed the beliefs of different religious systems. The chalice represents a baroque style of art and the wooden cup represents the plain art style during the Reformation. Some people thought traditional church art and architecture and music in churches as a serious distraction from the Word of God. This cause some churches across Europe, the walls were stripped bare, and the only music heard was a congregational recitation of the Psalms. Baroque style permitted the Catholic faith to be displayed luxuriously in three-dimension artwork. The intent was to affect the worshippers’ senses and move them emotionally, leaving them filled with fear and wonder at the power and glory of the Church. In stark contrast to the baroque style, the wooden cup has no decoration. This style of art has no decoration to distract the worshipper from the Word of God. The intent was to create an atmosphere of quiet introspection and reflection on one’s own spiritual life in the presence o f God’s Word. For example, in the Calvinists’ church in Lyon, the preacher is absolutely at center stag. There are no decorations, paintings, statuary, or elaborate stained glass. The chalice and the wooden cup represent two different styles of art. Features of the wooden cup reflected the theology of the Reformation. Theology was the understanding of God. Reformed theology affirmed the freedom of the human’s will, regarding the idea that God was the author of sin as blasphemy. The Protestant Reformation was grounded on the biblical principle that the Holy Scripture was the sole authority over the human conscience. Reformation theology was that the Bible was the source of God’s word. Within the reformation theology, people believe in Eucharist. In addition, people for reformation believed that worshipping should be simplistic and with less ceremony. The wooden cup has this feature. The wooden cup is plain, which show the simplistic and less ceremony elements for the theology of reformation. Salvation was another part of the theology of reformation. The Reformers did not create a new church, but returned to the holy universal churchs creedal belief in the forgiveness of sins. The wooden cup greatly reflected the the ology. The cup was not decorative, but plain. The reformed theology was also plain and straight to the point. On the contrary, the chalice reflected the theology of before the Reformation. Patterns and decorations surrounded the chalice, which clearly showed people during that time love to decorate. During that period of time, people were considered about the look of the churches presented to god. However, the Reformation was the reverse, they did not care. The only thing that matter was the people’s trust with God. The wooden cup was just like Jesus’ cup. Jesus’ cup was plain and simple. The wooden cup successfully represents theology of the Reformation. Ideals of the Reformation were to be plain, cheap, thrift, equal opportunity to access religion and simplicity. The wooden cup reflected all the ideals of the Reformation. First, the wooden cup was plain, which matched with one of the ideals of the Reformation. Plain means to have a lack of decorations, which Reformers believed it. As for cheap, the wooden cup was cheap. Wood was found everywhere, but gold was very hard to find. In other words, gold is more expensive than wood. People living during this time period have very little money. With cheap things, anyone can afford the cup. A baroque church with many decorative was more expensive than a plain church. Expensive things required more money to create them. With all the baroque churches, the priest had to collect indulgence to gather enough money. With a plain church, it was cheaper and people could afford it. Most important ideal of Reformation was simplicity. The wooden cup showed this ideal by clearly showing its use, which w as a device for drinking liquid. A church was an atmosphere of quiet introspection and reflection on one’s own spiritual life in the presence of God. Decorations were not necessary for the churches. Churches could perform it job of preaching without the decorations. Another ideal of the reformation was thrift, which mean middle class. During the reformation, the ideal was for everyone to be in the middle class and then the economy would be balance equally. Equal opportunity to access religion was another ideal of reformation. Equal opportunity is closely connected with thrift. If everyone was in the middle class, everyone have the same need and have the same background. This would make everyone equal to one another. In order words, everyone gets equal opportunity to access religion. The wooden cup portrays the ideals of thief and equal opportunity because anyone in the middle class can afford the cup. Overall the wooden cup clearly showed the ideal of the Reformation. In conclusion, the wooden cup was a great example to reflect the theology and ideals of the Reformation. Theology was the understanding of God. Reformed theology affirmed the freedom of the human’s will, regarding the idea that God was the author of sin as blasphemy. Ideals of the Reformation were to be plain, cheap, thrift, equal opportunity to access religion and simplicity. These ideals were clearly represented on the wooden cup. Another great example was mentioned that reflect the theology and ideals of the Reformation. This was the plain church. Mostly any religious item showed the theology and ideals of the Reformation.

Ancient Indian Empires and Kingdoms

Ancient Indian Empires and Kingdoms From their original settlements in the Punjab region, the Aryans gradually began to penetrate eastward, clearing dense forests and establishing tribal settlements along the Ganga and Yamuna (Jamuna) flood  plains between 1500 and ca. 800 B.C. By around 500 B.C., most of northern India was inhabited and had been brought under cultivation, facilitating the increasing knowledge of the use of iron implements, including ox-drawn plows, and spurred by the growing population that provided voluntary and forced labor. As riverine and inland trade flourished, many towns along the Ganga became centers of trade, culture, and luxurious living. Increasing population and surplus production provided the bases for the emergence of independent states with fluid territorial boundaries over which disputes frequently arose. The rudimentary administrative system headed by tribal chieftains was transformed by a number of regional republics or hereditary monarchies that devised ways to appropriate revenue and to conscript labor for expanding the areas of settlement and agriculture farther east and south, beyond the Narmada River. These emergent states collected revenue through officials, maintained armies, and built new cities and highways. By 600 B.C., sixteen such territorial powers- including the Magadha, Kosala, Kuru, and Gandhara- stretched across the North India plains from modern-day Afghanistan to Bangladesh. The right of a king to his throne, no matter how it was gained, was usually legitimized through elaborate sacrifice rituals and genealogies concocted by priests who ascribed to the king divine or superhuman origins. The victory of good over evil is epitomized in the epic Ramayana (The Travels of Rama, or Ram in the preferred modern form), while another epic, Mahabharata (Great Battle of the Descendants of Bharata), spells out the concept of dharma and duty. More than 2,500 years later, Mohandas Karamchand (Mahatma) Gandhi, the father of modern India, used these concepts in the fight for independence. The Mahabharata records the feud between Aryan cousins that culminated in an epic battle in which both gods and mortals from many lands allegedly fought to the death, and the Ramayana recounts the kidnapping of Sita, Ramas wife, by Ravana, a demonic king of Lanka (Sri Lanka), her rescue by her husband (aided by his animal allies), and Ramas coronation, leading to a period of prosperity and justice. In the late twentieth century, these epics remain dear to the hearts of Hindus and are commonly read and enacted in many settings. In the 1980s and 1990s, Rams story has been exploited by Hindu militants and politicians to gain power, and the much disputed Ramjanmabhumi, the birth site of Ram, has become an extremely sensitive communal issue, potentially pitting Hindu majority against a  Muslim minority. By the end of the sixth century B.C., Indias northwest was integrated into the Persian Achaemenid Empire and became one of its satrapies. This integration marked the beginning of administrative contacts between Central Asia and India. Magadha Although Indian accounts to a large extent ignored Alexander the Greats Indus campaign in 326 B.C., Greek writers recorded their impressions of the general conditions prevailing in South Asia during this period. Thus, the year 326 B.C. provides the first clear and historically verifiable date in Indian history. A two-way cultural fusion between several Indo-Greek elements- especially in art, architecture, and coinage- occurred in the next several hundred years. North Indias political landscape was transformed by the emergence of Magadha in the eastern Indo-Gangetic Plain. In 322 B.C., Magadha, under the rule of Chandragupta Maurya, began to assert its hegemony over neighboring areas. Chandragupta, who ruled from 324 to 301 B.C., was the architect of the first Indian imperial power the Mauryan Empire (326-184 B.C.)- whose capital was Pataliputra, near modern-day Patna, in Bihar. Situated on rich alluvial soil and near mineral deposits, especially iron, Magadha was at the center of bustling commerce and trade. The capital was a city of magnificent palaces, temples, a university, a library, gardens, and parks, as reported by Megasthenes, the third-century B.C. Greek historian and ambassador to the Mauryan court. Legend states that Chandraguptas success was due in large measure to his adviser Kautilya, the Brahman author of the Arthashastra (Science of Material Gain), a textbook that outlined governmental administration and political strategy. There was a highly centralized and hierarchical government with a large staff, which regulated tax collection, trade and commerce, industrial arts, mining, vital statistics, the welfare of foreigners, maintenance of public places including markets and temples, and prostitutes. A large standing army and a well-developed espionage system were maintained. The empire was divided into provinces, districts, and villages governe d by a host of centrally appointed local officials, who replicated the functions of the central administration. Ashoka, grandson of Chandragupta, ruled from 269 to 232 B.C. and was one of Indias most illustrious rulers. Ashokas inscriptions chiseled on rocks and stone pillars located at strategic locations throughout his empire- such as Lampaka (Laghman in modern Afghanistan), Mahastan (in modern Bangladesh), and Brahmagiri (in Karnataka)- constitute the second set of datable historical records. According to some of the inscriptions, in the aftermath of the carnage resulting from his campaign against the powerful kingdom of Kalinga (modern Orissa), Ashoka renounced bloodshed and pursued a policy of nonviolence or ahimsa, espousing a theory of rule by righteousness. His toleration for different religious beliefs and languages reflected the realities of Indias regional pluralism although he personally seems to have followed Buddhism (see Buddhism, ch. 3). Early Buddhist stories assert that he convened a Buddhist council at his capital, regularly undertook tours within his realm, and sent Buddhis t missionary ambassadors to Sri Lanka. Contacts established with the Hellenistic world during the reign of Ashokas predecessors served him well. He sent diplomatic-cum-religious missions to the rulers of Syria, Macedonia, and Epirus, who learned about Indias religious traditions, especially Buddhism. Indias northwest retained many Persian cultural elements, which might explain Ashokas rock inscriptions- such inscriptions were commonly associated with Persian rulers. Ashokas Greek and Aramaic inscriptions found in Kandahar in Afghanistan may also reveal his desire to maintain ties with people outside of India. After the disintegration of the Mauryan Empire in the second century B.C., South Asia became a collage of regional powers with overlapping boundaries. Indias unguarded northwestern border again attracted a series of invaders between 200 B.C. and A.D. 300. As the Aryans had done, the invaders became Indianized in the process of their conquest and settlement. Also, this period witnessed remarkable intellectual and artistic achievements inspired by cultural diffusion and syncretism. The Indo-Greeks, or the Bactrians, of the northwest contributed to the development of numismatics; they were followed by another group, the Shakas (or Scythians), from the steppes of Central Asia, who settled in western India. Still other nomadic people, the Yuezhi, who were forced out of the Inner Asian steppes of Mongolia, drove the Shakas out of northwestern India and established the Kushana Kingdom (first-century B.C.-third century A.D.). The Kushana Kingdom controlled parts of Afghanistan and Iran, and in India, the realm stretched from Purushapura (modern Peshawar, Pakistan) in the northwest, to Varanasi (Uttar Pradesh) in the east, and to Sanchi (Madhya Pradesh) in the south. For a short period, the kingdom reached still farther east, to Pataliputra. The Kushana Kingdom was the crucible of trade among the Indian, Persian, Chinese, and Roman empires and controlled a critical part of the legendary Silk Road. Kanishka, who reigned for two decades starting around A.D. 78, was the most noteworthy Kushana ruler. He converted to Buddhism and convened a great Buddhist council in Kashmir. The Kushanas were patrons of Gandharan art, a synthesis between Greek and Indian styles, and Sanskrit literature. They initiated a new era called Shaka in A.D. 78, and their calendar, which was formally recognized by India for civil purposes starting on March 22, 1957, is still in use.

Forum 4 Assignment Example | Topics and Well Written Essays - 250 words

Forum 4 - Assignment Example Cars in India and China have effective design that suits the consumers’ demands. Cars are designed to provide efficiency, high quality and attractive style. Indian consumers demand cars that have maximum passenger space for use as family vehicles. Other design considerations by car consumers in India include safety, comfort and utility. Designers of cars in Indian and Chinese cars understand the consumers’ unique demands while offering affordable prices. Designers combine diverse dimensions such as functionality, affordability and consumer demand characteristics. Design for reliability implies that goods perform best under their specified conditions for the period stated by the manufacturer or producer. Designers should detect possibilities of potential failure occurrence for a specified design. It informs product simplification. In the case of IBM, the use of acoustic foam in computer panels produced chemical-based adhesives. Chemical-based adhesives hindered recycling and increased greenhouse gas emission. That was an example of improper product design. IBM eliminated the chemical-based adhesive to enhance recycling and reduction of greenhouse gas emission. IBM’s decision to eliminate the chemical-based adhesive improved its products’