Megginson, David & Whitaker, Vivien (2007) Continuing Professional Development (2nd Edition) London, CIPD

Individual learning log The log is a personal and analytical record of skill development gained through experiential learning. It is designed to encourage reflection on experience, and to enhance self-awareness. The objective of the log is to enable students to focus on the development of their personal and professional skills and to develop these alongside the more theoretical focus of the rest of the programme. There should be evidence of personal reflection on any activity undertaken and evidence that you will do something differently as a result of reflecting on that experience. Within the log, students are required to write an introduction, accounts of three skills development activities, and a concluding account of their own learning journey since embarking upon their Masters programme with a CPD plan. The activity elements of the log must be based on each of the following:- Activity 1 “ Your experience of your group presentation, either the group work or the presentation itself Activity 2 “ An activity undertaken on the module either as an exercise in class or on one of the skills development workshops Activity 3 “ One other activity which can be either a) an activity you have undertaken in part-time or voluntary work or extra-curricular activities b) on another module which illustrates a skill from the PPD syllabus (excluding presentations or group work as these have already been covered in activity 1) or c) another activity undertaken on the module. Please note “ if using an activity from outwith the module, this must be something which has happened while you have been on this programme, that is, in the last year. You should not focus on activities you have undertaken before starting your programme. It is recognised that different students will use different activities depending on their overall learning experience on their programme and their future career aspirations. The activities should be developmental, not just the familiar things you normally do. You should try to address areas where you feel there is room for improvement, rather than focussing on existing strengths. In determining what activities you might chose, it may be useful to reflect on past feedback from, for example, previous study, appraisal discussions, colleagues and friends etc. or look forward to skills required in your chosen sector/ profession. The focus should be on actual activities where you have been involved, rather than more passive learning such as attending an event or observing someone else and should have happened during your time on the programme rather than something previously undertaken. Please bear in mind that: ¢ Your planned activities are flexible: if your circumstances change you may have to reconsider which activities to include in your log. For this reason it is a good idea to have another possible activity which you could substitute if necessary. ¢ It is preferable to have some clear milestones at the outset rather than leaving all the writing to the end of the module. You could have most of this completed well in advance of the submission date. ¢ Try to write up your review and analysis of each activity promptly “ it will be easier to do this while everything is fresh in your mind. ¢ Guidance on writing the log is given below. ¢ You can discuss any issues regarding the log with the PPD module tutors. Timescales The log should cover learning activities undertaken since beginning the module. You should not focus on activities you have undertaken before starting your programme. Sample & discussion You will be expected to write a sample (draft) log entry and bring this to class in Trimester 2 in order to discuss it with peers and tutors. This will allow your classmates to ask you questions and comment on the draft, thus allowing sharing of ideas and hopefully deepening your reflection on your learning . The final log will be submitted during the assessment period of Trimester 2. Writing up the Learning Log The Learning Log should include a brief introduction, accounts of three ˜activities’, a reflective account of your learning journey and a plan for your future continuous professional development (CPD). Whilst the accounts in the log should explain the activities and your involvement in these, the emphasis should be on discussion and analysis of the learning and skills development arising out of the experiences. Unlike other assignments and reports, it is normally written in the first person, i.e. œI did this ¦I found that ¦¦. Students are still expected to make reference to theory in the log; for example, you may choose to discuss learning styles, your Belbin team role etc and if you do, these terms should be referenced. It is important to be detailed and analytical in your comments especially in the analysis of learning. Try to write up your review and analysis of each activity promptly “ it will be easier to do this while everything is fresh in your mind. You will complete a sample log for one activity and bring this to class to discuss with your peers in class in Trimester 2 to confirm that you are ˜on the right lines’ and to enhance your reflection. As you will be discussing this log entry, do not choose a learning event which has been so personally sensitive that you will not want to share it with others. Please note that the final log may contain some sensitive and personal information; be assured that it is assessed by the PPD tutors who will treat the information confidentially. You should use the following structure for the log: ¢ Introduction ¢ Activity One ¢ Activity Two ¢ Activity Three ¢ Account of learning journey ¢ CPD plan (in appendix and not part of wordcount) The following pages give advice on the content and layout of each of these sections of the Learning Log. Introduction Give an introduction “ try to put your learning in context, both personally and professionally. You may want to cover some of the following:- ¢ your perceptions and feelings at the start of the module ¢ your learning journey and/or professional life to date (though keep description brief) ¢ Your career aspirations and the main skills you feel need developed to achieve these ¢ Your awareness of development needs before you undertook the module based on previous feedback ¢ Any literature on importance of PPD generally or your career path specifically The following is suggested as a format for each of the log activity elements: Activities Objectives This should clearly state your overall aim for the activity e.g. œTo develop my skill in managing conflict. You should then present more detailed skill development objectives, highlighting particular skills, behaviours, knowledge etc that you wished to develop during the activity. Background This should ˜set the scene’ and give a concise background to the activity. What was it, what led up to it, why was it happening? Your own background should also be mentioned: what previous experience have you had in this or similar activities? Process A brief summary of the event. Try to set out what actually happened “ a factual account of the events as you saw them. Try to limit this to a single paragraph. The emphasis should be on the next section. Analysis of Learning This should be an account of your reflection on the activity and the learning points in terms of skills required. Refer to your learning objectives and try to have a detailed discussion of the skills, rather than just an overview. You should try to be honest, personal and critical in your comments on skills. You are not expected to completely develop complex skills having undertaking an activity once; the Learning Log is less concerned with the outcome of an activity and more with the learning process which you went through at the time and your subsequent reflection upon it. As such, the log is not about performance measurement “ you will achieve a higher mark by reflecting on the learning from failure than by describing your success in an activity. Future Development Think about the learning points from the previous section and summarise here what aspects you st
ill need to develop. Identify any future opportunities there might be to develop the skills involved. This should not be a ˜wish list’ “be realistic. What will you need to do to ensure that the opportunity arises to further develop your skills? What is the timescale involved? Reflective account of the learning journey After you have written up the three activities in the log, you should also have a section which is a reflective account of your own learning on this module specifically and your Masters programme in general. Reflection is a key learning skill and without it we lose the value of potentially significant learning experiences; this section of your learning log should allow you to consider past experiences or activities at work and in education, to make connections between them, to reflect upon them and to hopefully maximise your learning from those experiences. This reflection should include the skills development activities undertaken for the learning log. Looking back over the three areas in the log, are you able to identify any common themes running through them, in terms of your strengths, weaknesses, or preferences? What have you learned about your own learning style, and your style of working? How satisfied are you that you have taken maximum advantage of opportunities available? To what extent have you moved towards achieving your development goals? What particular areas of personal and professional development can you highlight? How have these learning experiences complemented each other? What elements if your learning have you most/ least enjoyed and why? What patterns have emerged in your learning processes? How will you approach CPD in the future? Where will your learning journey take you next? Remember that œwhy? is the most useful single word to prompt learning (Gibbons 2003). CPD Plan You should prepare and include in your learning log, a personal CPD plan for the forthcoming 12 months. A proforma (used by the CIPD) is included in the appendices of this document. The aim of the CPD is to encourage you to continue your professional development beyond completion of your Masters programme. Appendices It is not necessary to have appendices, apart from the CPD plan: it is more important that you can explain and discuss the skills in the log. However if you wish, you may include some material as an appendix, e.g. copy of self-evaluation questionnaire results if used as evidence in activity logs. Length The log should be 3000 words in total. As a rough guide the introduction should be about 300 words and each subsequent log entry should be about 750 words and your learning journey about 500 words. The CPD plan does not count in the word count but should be included as an appendix to the main document. Remember that one of the key skills you will be attempting to develop is being able to write concisely while achieving insightful reflection. THE SAMPLE You are required to complete a sample of one log entry and bring it to class as the basis for small group discussions aimed at clarifying your thinking and writing, and enhancing your reflection on learning. This discussion will take place in Trimester 2. Please ensure that you use the guidance notes and that you follow the format outlined. These headings will structure your reflection and should make the reflective writing process significantly easier than if you attempt to write up your thoughts in an unstructured way. The sample and small group discussion allows you to develop your reflective writing skills in a safe environment and ensures that you begin the reflective thinking process in adequate time to complete the full log. Many students try to put off reflective writing because they find it difficult or they don’t like to see their self-analysis in stark black and white! The writing itself helps with the reflective process; it helps to clarify your thinking, to identify gaps, to highlight imbalance in your analysis etc. Once you have committed your thoughts to paper it also allows other people (classmates, tutors, colleagues, mentors) to read your analysis and ask pertinent questions which will hopefully prompt deeper analysis on your part and therefore place you in a better position to identify development needs and appropriate actions to overcome these needs. Rationale for the sample and discussion Many students struggle a little with the concept and the reality of the learning log. The writing style is very different to the rest of your academic assessments in that you are expected to write in the first person (œI, œmy etc). For some students this is confusing and they feel as though it is not sufficiently academically rigorous. This is not the case; the learning log requires the same level of critical thinking as any other academic exercise, the only difference is that the focus of your critical thinking is yourself rather than a theory, model of best practice or an organisational situation. The key word throughout the reflective thinking and writing process is œwhy; e.g. why did I behave that way/ feel that way/ think in that way? The œwhy word ensures that you analyse rather than merely describe your learning activities. Remember to consider the following; ¢ Specific learning objectives for each activity; being specific at this point helps you to analyse your behaviour and your own development and to assess where development needs remain after the activity is complete. ¢ Focus on skills; you will discuss activities, processes and outcomes in t your log but you should ensure that your focus is on your behaviour and the development of skills. Also consider their transferability across activities where appropriate. ¢ The reasons behind your thoughts/ feelings/ behaviours/ use of skills etc; try to dig deep and consider why you performed in a certain way to achieve a deeper level of reflection. For example a past students said that she was a ˜control freak’ because she wouldn’t delegate tasks to her team when leading an activity. This needs further analysis; it turned out that there were several reasons for her failure to delegate. She enjoyed the task and wanted to be hands-on; she also wanted the credit for having done the task; she believed that her team would not be able to undertake the tasks to the standard she could achieve “ in some cases this was true and highlighted a development issue amongst others but the student admitted that other members of her team were actually capable of taking the tasks on board, and she felt threatened by their superior knowledge and experience. Without a deeper level of analysis the way forward is unclear. ¢ Future development; this should refer, as the title implies, to any development which is planned but yet to be undertaken. It should be an action plan rather than a wish list and should be written in specific terms. You should take control of your development; what will you do to ensure your further development of the skills mentioned throughout this particular learning log entry? Sources Anderson, L E & Bolt, S B (2013) Professionalism: skills for workplace success. Upper Saddle River, New Jersey: Pearson. Browaeys M.-J. & Price R. (2011), Understanding Cross-cultural Management (2nd edition), London: Prentice Hall/ Financial Times. Caproni, P (2012) Management Skills for Everyday Life. (3rd International Ed.) Upper Saddle River, New Jersey: Pearson. French R. (2010) Cross-cultural Management in Work Organisations (2nd edition), London: Chartered Institute of Personnel and Development. Routledge, Chris & Carmichael, Jan (2007) Personal Development and Management Skills. London, CIPD Whetton, D & Cameron, K (2011) Developing Management Skills (8th ed). Prentice Hall Supplementary Reading Cameron, Sheila (2009) The Business Student’s Handbook: Skills for Study and Employment. FT Prentice Hall. Cottrell, S (2010) Study Skills for Success. The Personal Development Planning Handbook. (2nd ed). Basingstoke, Palgrave Macmillan Daft, R L & Marcic (2014) Building Management Skills: an action-first approach. (International Edition). South-Western: Cengage Learning Griffin,
R W & Van Fleet, D D (2014) Management Skills; assessment and development. South-Western, Cengage Learning Guirdham M.(2009) Culture and Business in Asia, London: Palgrave Macmillan. Iles P.A. & Zhang C. (2013) International Human Resource Management: A Comparative and Cross-cultural Approach, London: CIPD. Jackson T. (2013) International HRM: A Cross-cultural Approach (2nd edition), London: Sage. Megginson, David & Whitaker, Vivien (2007) Continuing Professional Development (2nd Edition) London, CIPD Parker, C & Stone B (2003) Developing Management Skills for Leadership. Essex. FT Prentice Hall/Pearson Education Ltd. Pedler, M; Burgoyne, J & Boydell, T (2006) A manager’s guide to self development (5th ed.). McGraw Hill Robbins, S P & Hunsaker, P L (2012) Training in Interpersonal Skills (sixth ed.) Upper Saddle River, New Jersey. Pearson Watson, G & Reissner, SC (eds) (2010) Developing Skills for Business Leadership. London, CIPD Wood, Julia T (2012) Communication in our lives (International edition, Wadsworth: Cengage-Learning Caproni, P (2012) Management Skills for Everyday Life. (3rd International Ed.) Upper Saddle River, New Jersey, Pearson.


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Early Education Leadership Theory and Practice

Early Education Leadership Theory and Practice Order Description Assignment 1: My leader’s profile Assignment 1: My leader’s profile Learning: LO “ 1, 2, 3, 4, 5; and, GA “ 1, 2, 6 Length: 2800 words for profile; plus references & appendices Below, we have provided a general outline of clustered weeks to guide you in completing this whole process; and then, a sample template is outlined for arranging all the parts of your leader-profile and preparing the contents. Guideline # 1: Processes and procedures for creating a profile Starting week 1 to about week 3 or 4 Background information: This assignment is an example of documenting one person’s effective leadership styles and her/his practical application of management roles within context. It is a ˜snapshot’ from another person’s professional life and perspectives. The readings associated with the EDEC324-Topic Notes will assist you with completing this profile and you are encouraged to go beyond the Topics. You are a researcher as you undertake this task (Read: Smales, 2002). It is assumed that this leader is the person you are completing your professional experience (PE) with. Your task is to create a profile of a leader in the early childhood field. This is a professional story about a person; it is not a standard essay [refer to sample template below]. 1. Locate and negotiate with a director or coordinator [a positional leader] of an early childhood service or an early childhood manager within a relevant organisation [refer to the EDEC324 Professional Experience Handbook and details in the Unit Orientation part of this unit’s Moodle site]; discuss the process for creating this profile with the person, share the idea of your doing some ˜service learning’ (Butin, 2003; & see Topic 1) with this leader; and also, gain her/his consent for this profile process and your professional experience days. Be sure to ask: Does this person have a three-year University or old CAE Bachelor qualification in early childhood teaching/education (not a TAFE/VET diploma nor advanced diploma)? Next consider: 1) What about your related PE arrangements and paperwork; have you completed the UNE-PEO form, had it signed and emailed or faxed it to the PEO? 2) What about our professional ethics and this experience and story? It is a must that the names of the person and place are not used unless you have consent “ so, please clarify confidentiality with your leader from the out-set. Be sure to let the leader know that part of the profile “ the setting/context/background “ will be shared online¦ do think ˜ethics’ here! 2. Read about being a leader/manager including leadership styles and management roles. This will help you: 1) identify, define and analyse the leader’s workplace position, key management/administration roles, and her/his manner of interacting (a way of noting leadership styles); and, 2) support specific in-practice examples or field evidence about the leader with relevant literature. Broadly consider: what does this positional leader do (manager, management roles & administrative tasks) AND how does s/he ˜work’ with others, particularly what is her/his interactive manner (being a leader & leadership styles)? Begin by skimming the ˜Contents’ pages of the textbook for this unit of study ” Leadership: Contexts and Complexities in Early Childhood (Waniganayake, et al, 2012) ” and review the sections of Chapters that you identify as relevant for this starting point for creating a leader’s profile. As you gradually draft and develop this professional profile, continue to refer back to the textbook, the unit Topics, noted readings and other resources that can guide and assist you with this process and end-product/profile. 3. Arrange at least one visit with the leader; here are your first tasks: observe the leader (later you will shadow and work alongside her/him during your PE days); focus on the leader’s interactions with adults, including: her/his personal/professional manner, forms of communication, relationships and contribution to an emotional atmosphere = part of climate/culture of the setting for ˜organisation’ below; but also note that others contribute to climate/culture as do various environmental features. And, read Geoghegan, et al (2003) and/or other relevant literature to assist here. and talk informally about the whole site’s organisation and structure and the adults’ ways of relating, interacting, sharing ideas = this will give you more insights about the setting climate/culture. Some relevant questions might be: What is the management and organisational structure of this service? How are administrative/management decisions made and who is involved? With this service/centre viewed as an organisation, what metaphor-word might best reflect your service/centre’s interpersonal climate/culture or ˜first impression feeling’ [refer to Grady reference in Section 2 of profile template below]? The contextual and organisational structure will include all staff and committee/owner/council/etc. Again, because of the public-online sharing of part of this profile, please inform your leader of this and do consider professional issues of ethics and confidentiality. Secondly, interview the leader about her/his professional self; be sure to fully document the leader’s various leadership styles and management roles. You may find it useful to take a reference that outlines various styles of leadership, as this will help you and the leader clarify and identify her/his key leadership style plus one or two lesser ones. Interviewing involves the practise being a ˜leader of conversation’ (one example: Healy, Ehrich, Hansford & Stewart, 2001; the full reference appears at the end of all the EDEC324 Topics). Remember to treat this interview as totally confidential. It is the leader’s opinions, perceptions and behaviours [all potential evidence examples] that are important here, not specific names. Do keep notes during your interview; these should be detailed so that you can reconstruct the interview later, plus they form a ˜field evidence’ appendix. The questions below could be starters for beginning your interview; you decide about questions for fleshing-out relevant issues and ideas that will assist you with completing this profile [again, refer to the template below for all the sections and components required within your profile]: 1- Q: What is your position title and your job description? [management & administration roles; collect copy of position description; link with L-POM (McCrea & Ehrich, 1999; Topic 8) and/or competencies (Culkin, 1997; Topics 1 & 3)] 2- Q: How would you describe ˜being a leader’? And, please outline your preferred/key leadership style? Any other styles (1 or 2 only) that are relevant for you? [Note: we acknowledge that there are many styles and situations; combining similar styles and authors’ ideas may assist you and the leader with this task; refer to ˜style’ literature within the Topics and beyond.] 3- Q: How does your personal/professional philosophy of ECE link to your being a leader and your styles or manner of interacting particularly with adults? What about being an advocate for the whole field of early childhood education? 4- Q: What are the most rewarding aspects of being an early childhood leader and manager (maybe administrator) and why? [Refer to Geoghegan et al (2003) or other literature] Starting about weeks 2 to 4 until about weeks 5 to 8 4. Begin creating and writing a profile of this leader [write in flowing paragraph-style; see profile template below after point 6 for layout of headings/subheadings & various content of sections and sub-sections]. Be sure to compile this ˜working’ draft well before you begin your first day of professional experience. Note: it is important that you write this with sensitivity and knowing that later you will be taking this draft profile to your leader at the professional experience site for reconsideration by you and the leader over your PE days. When you reach this point, the profile is a near-fina
l working-draft. Guideline # 2: A sample template for the profile Below is a suggested layout for your profile and additional guidance and information about major sections and sub-sections that are to be included. My leader’s profile (here, create a title relevant to your leader) Section 1 Introduction Introduce the whole profile. If requested ensure that you provide a fictitious name for leader and site (this will ensure ethical confidentiality/anonymity of individual and organisation); and, remember to note ˜changed names’ or ˜real names’ at the beginning of your profile by creating a footnote on page 1. [write: a paragraph; if you are unsure, do check what an ˜introduction’ is.] Section 2 My leader’s setting (this section is also online posting #1; from/during weeks 4/5) Organisational setting Provide an organisational description of the workplace, including all staff and others. Q: is the staffing and whole centre/service management structure typical or not? Why, why not? Also incorporate a brief but wholistic overview of this centre/service/organisation’s ˜size/numbers’. All this is setting background and context. [write: about two paragraphs plus a chart or table of adults’ layers of responsibility and organisational arrangements; at least one reference] Interpersonal climate with metaphor Create an overview description of the interpersonal climate or emotional culture of the setting (peoples’ interactions & relationships, communication formats inform the ˜feel’ of the place); What is the ˜first impression feeling’ of this place? Then, decide on a metaphor (just written word here, not a picture) and briefly present it. Finally, discuss the metaphor in terms of why and how you selected it for reflecting the human-climate of this setting; clearly explain the relationship between this setting, the adults present and the metaphor. Be sure to double-check the metaphor description for your intended meanings and implications; Q: are there any mixed messages here? (Check Topic 2; read Grady,1993 in the Readings and/or locate other metaphor literature). [write: about two paragraphs; at least two references] Hint: All of Section 2 above sets the scene; it will be a total of about 2-3 pages. Note, you may decide to refine this section after online discussions and comments from other students before embedding it in your ˜draft’ profile for taking to PE days and before finalising the whole profile. Section 3 My leader’s story Introduction Begin by introducing your leader’s professional story here “ broadly, who is s/he and what is included about her/him in this ˜story’ section? [write: a paragraph/half page] [guidelines: Then, this story as Section 3 will have two major parts; in each part use a critical approach for presenting and then investigating and interrogating ideas, events and concepts to create an overall cameo narrative of your leader. For these two parts, think about management roles as usually the ˜what’ or our ˜doing’ “ the ˜things’ a person does; whereas, leadership styles are more ˜how’ and one’s ˜manner’ of interacting when doing roles “ a person’s ways of interacting and relating with others.] My leader’s management roles Here, generally outline her/his title and position [write: a paragraph/half page; include position/job description as appendix and cross-reference from here to it as appropriate within this sub-section]. Next define in a table or chart a sampling of her/his major or key directorial-position management roles by gathering them together into either: 1) P O M clusters of L-POM model (McCrea & Ehrich in Topic 8; the L=leading aspect is reflected in next sub-section of profile) OR 2) Culkin’s competencies (do combine some competencies so there are fewer; Culkin, 1997 in Topics 1 & 3). Then, critically discuss this leader’s management by reflectively interrogating groupings of her/his management roles; so, for each cluster/or/competency add support literature to your discussion. Here, go beyond just repeating items from the leader’s position/job description in appendix; do refer to the textbook and Topics for supporting concepts. [write: This sub-section of the leader’s story will be about 2-3 pages total with at least two references.] My leader’s leadership and her/his styles Next, write a working-draft, leading story [and later refine during/after your professional experience days] about your person generally ˜being a positional leader’ and then introduce her/his focal leadership styles [write: an introductory paragraph to ½ page with at least two references; see content ideas below]. This is a profile of a real person, not an essay, with practice examples; so s/he is ˜upfront’ in all your writing for this part. Your portrayal will offer the reader an impression of this leader’s key or major styles-in-action. I suggest that you and the leader identify her/his preferred style and at least one other (up to total of three styles) that you can explore and clearly document showing your leader’s interpersonal manner and her/his related persona. Then, document these styles one-by-one (each is a sub-heading/sub-section); but, begin with the leader’s preferred, predominate, strongest or main style [write about 2- 2 ½ pages] and then move to one or two lesser-used styles [write about 1 ½ pages each]. Analyse at least her/his preferred style of leading other staff and some working with families before your professional experience days begin and, of course critique all styles further at the end of your professional experience. For writing a sub-section for each ˜style’: 1. create a sentence or two that generally defines/describes the style; 2. briefly overview your leader in terms of this style [note if each style is focal or occasional for this leader]; 3. explore and critique her style via explicit/specific everyday evidence examples and happenings that represent this leader’s style-in-action [be sure to cross-reference to your research data in appendix]; and, 4. follow-up with support from relevant research and professional literature. These examples are like ˜mini-stories’ that need to be complete enough for a reader to clearly understand without referring to an appendix; however, do clearly cross-reference to particular interview questions or observations or shadows or side-by-side working events in ˜field-evidence’ appendices. Later, add more specific evidence-examples [during professional experience days] to preferred leadership style and possibly others as you shadow and work attached-at-the-hip. [write: This sub-section is the major/biggest part of the whole profile; it will be about 1200 words or 6 pages, with sub-headings and a minimum six of references.] Section 4 My leader’s essence End the profile with a critical synthesis about your positional leader’s broad or general typicalness and advocacy. Do this by briefly exploring if s/he is a typical early childhood education leader/manager or not. And, write a critical analysis and explanation of how/why this leader is typical or not. Secondly, explore how and why your leader is/might be an advocate for the field of ece or not. Link a couple of support references with each of these concepts to help you reflect on a genuine essence of your leader’s typicalness and advocacy. [write: two paragraphs or half pages, at least three/four references] Section 5 References Prepare a standard listing of references; use a minimum of 10-12 professional and research sources, primarily journal articles. Place all references used for online posting #1 here as well for final whole profile e-submission. A note about references: There are times and places where older sources are deemed to be classics or seminal pieces of writing; and so, they have a valid place in our thinking and writing. The use of classic resources often shows the origins of ideas and depth of consideration over time, particularly alongside newer references. Using older and newer references together can reflect a progression of change in research and professional ideas and beliefs. Consider such li
terature as you prepare your written work for this unit. Section 6 Appendices Attach a separate appendix for each of the following: 1) raw data from interview questions and responses; 2) one sample of initial observing or PE shadowing notes; and 3) copy of position/job description [hint: remember ethics here!]. You might include a sample of relevant leader shadowing notes or working side-by-side notes from professional experience days as useful, relevant (not your PE goals nor workplan). All these items are your field evidence sources, so please date, etc all documents. Please refer to the sample provided to guide you with the format and what is expected file name in the upload (early education leadership ASS1 sample) And a scaned paper with the centre information in the upload called (centre info file) ORDER THIS ESSAY HERE NOW AND GET A DISCOUNT !!!

 
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UN Global Compact theme

UN Global Compact theme Select a UN Global Compact theme (Human Rights, Labour, Environment or Anti-Corruption) and then use appropriate academic references academic journals) to define it and explain the key concepts addressed or contained within the selected theme. Outline how the selected UN Global Compact theme relates to your chosen discipline andlor major by using references from this field of study (academic, industry or professional organisational literature is suitable) to outline discipline-specific dilemmas, challenges, best practices, trends, efforts, initiatives or strategies as appropriate. To do this effectively you will discuss each principle within the theme and explore the implications for your discipline. Critically reflect upon the policies, practices and workplace culture I behaviours in your internship host organisation to identify strong or weak alignment with the selected UN Global Compact theme and its principles. Note: Not every principle (or aspect of every principle) may be relevant to the internship host organisation so it is important to outline at the beginning of this section the relevant principles before you proceed to discuss these. Write a report UN Global Compact Theme: (Insert selected theme name here) UN Global Compact and (Inserted name of your chosen discipline major here) UN Global Compact and (Insert name of your internship host organisation here)
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Strategies for responsible business

Strategies for responsible business Instructions to Students As explained at the start of the academic year, your achievement of the learning outcomes for this unit (see below) will be assessed via an individual essay assignment of 4,000 words in length. To pass the unit you must achieve an overall mark of at least 50% 1. Learning Outcomes: On successful completion of this unit students will be able to: ¢ Appraise the relevance of analytical models and techniques to the practice of strategy formulation and implementation; ¢ Demonstrate skills of analysis, criticism and synthesis in applying the analytical concepts and techniques of strategy; ¢ Research key issues relevant to the theory and practice of strategy and communicate complex arguments effectively to third parties; ¢ Critically evaluate academic and prescriptive contributions to the area of management strategy; ¢ Synthesise and defend their resolutions of strategy tensions and paradoxes. When submitting your assignment please make sure that you get a receipt from one of the Faculty’s administrative staff confirming it has been received from you on time. You must also ensure that the frontispiece of your assignment indicates each of the following: ¢ The name and code of the unit; ¢ Your full name and enrolment number; ¢ The name and code of the course award on which you are enrolled; ¢ The full title of the question answered should also be quoted on the first page of your assignment ¢ The name of your seminar tutor. 3. Word limit: Your answer should be approximately 4000words in length (+/- 10%). Whilst you should ensure that the substantive content of your analysis and arguments are contained in the body of your answer, you may make use of appendices providing that they do not exceed a further 1200 words in total. However, if you do make use of appendices, you will only be given credit if the material contained in them is clearly essential to supporting and developing the line of argument in the body of your assignment. The use of purely descriptive material in either the body of your assignment or appendices will not be given any credit in the assessment process. Individual essay assignment title: A number of strategic management theorists argue that, for an organisation to be continuously successful the most important requirement for it is to develop an understanding of the strategic implications of CSR. œCompanies engage in CSR because, for a number of reasons, they think it will be good for their profit margins Critically discuss this view of Corporate Social Responsibility using relevant literature to support your arguments and analysis. Build your critique around theoretical perspectives, frameworks and propositions. Illustrate your discussion with relevant organisational examples, that critically analyse the approaches that can be adopted by an organisation General comments on presentation of individual essay assignments: Your work must provide a detailed list of cited reference sources that is consistent and follows standard referencing conventions. Use of the Harvard author, date system is recommended Note: If you make use of any of the material published on any of the Notice Boards on the University’s blackboard system their source must be acknowledged. If you make use of any of the diagrammatic material available on the Notice Board for this unit, please ensure that you modify/adapt it to make it of specific relevance to the context of the argument/discussion in your assignment. No credit will be given for the mere copying of such material. part from the basic considerations of legibility, grammar, structure and presentation, emphasis in assessing your written work at final degree level will be placed on your demonstration of: 1 Evidence of information gathering/research. 2. Evidence of analysis and an understanding of the issues involved. 3. Logical development of analysis and arguments that are supported with academic and practical evidence. 4. Originality of analysis and conclusions derived. 5. A structured framework for your assignment, which references relevant existing research, themes and propositions. 6. A clear and concise summary of the work and conclusions reached from your analysis/discussion. Marking Guide To pass the unit you must achieve an overall mark of at least 50% This scheme is a guide only and should not detract from the Lecturer’s own judgement. A good report will contain the following elements: ¢ Clear aims and objectives and methodology ¢ Well structured and presented in a report format ¢ Evidence of a range of secondary research using texts, journals, magazines, newspapers, and computer based information sources ¢ Be critical and analytical ¢ Offer alternative original opinions ¢ Illustrated issues with real life examples, as well as a clear focus on a particular operation within an organisation ¢ Explore the reasons why organisations engage in CSR. ¢ How do organisations engage? Explore various methodologies ¢ CSR and the relationship to the generic strategies ¢ Exploration of the notion of necessity or choice, analyse the strategic issues associated with adopting this strategy. ¢ Identify key associated frameworks or tools, such as core competencies, culture, generic strategies. ¢ Define CSR, explore the major academic contributors Also, a clear definition of CSR will highlight the student’s appreciation of the issues. Clear identification and some resolution of some of the factors creating pressure for engagement with CSR, change and continuous improvement will need to be discussed. With regard to advantage and disadvantage of CSR, the student should discuss practical examples and implications and how they link to relevant theoretical considerations. The discussion should also consider the selection of CSR implementation strategies and realisation of the resistance and barriers to introducing them within an organisation. The consideration of the softer issues associated with CSR, such as communication, mutual decision-making, and shared vision are equally important. Also there needs to be some consideration of the influence of mission and objectives.
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