Impact Of Motivation On Organizational Change Management Essay

Impact Of Motivation On Organizational Change Management Essay This study focuses on a research topic Impact of motivation on organizational change, on the basis of the theories of Research Methodology for Business. The outline of the project will cover: Chapter 1 provides the background of the study underlining main objectives, questions and hypothesis of the study. Chapter 2 focuses on general definitions. Models and theories related to motivation, leadership style influencing motivation at time of change and communication process, methods and models will be reviewed and described. References Chapter 1 1. Introduction 1.1 Background Organizations are marked by constant changes taking place in its orientation, strategies and even structural set up. The workers need to constantly adapt themselves to such changes. This often cause stress on their mindset and affect their work quality. At this juncture it is important to shove away any misconception or doubts and bring back the trust, which is extremely essential for the organizational success. In order to achieve this, internal communication needs to be strong and effective. There is a possibility the motivation in the workforce might be restored through successful communication within the organization. Information Technology provides several options for this. E-mails, intranets and other innovations help in meeting the high demand of communication during such time of alteration within the organization (Wojtecki and Peters, 2000). Face to face communication also might help a lot to sort out the differences. There have been mostly separate studies about leadership and grapevine communication. According to McKenna (2000), leadership is an art that can get the optimum work required for the organization. The leader also communicates the organizations goals to his team members. He does not discuss about the communication that is more important between the leader and the team and the effectiveness when such communication occurs in an informal way that leads to more interaction and hence develops a bond with each employee and all together leads to commitment.   According to Robert E. Hoskisson, Organizational Structure specifies the firms formal reporting relationships, procedures, controls, and authority and decision making processes. (Hoskisson, 2008, p.100) This accrues to the basic framework of assigning roles, allocation of resources and provides a basis for cooperation, coordination and communication among the organizational hierarchy (Hoskisson, 2008). Harris and Hartman discuss the problems of Grapevine. According to them, it is not a dependable source and cannot provide full information and maybe distorted (Harris Hartman, 2002). In the article, Heard it through the grapevine: for communicating during change, facts and tips by Baxter-Southward, an extensive study has been done about grapevine communication- the negatives and the positives, and how to deal with this in organizations. However the right answer can be provided by a proper survey of the opinions of managers and workers. Whether such communication actually restores the faith and motivation and can assist in successful implementation of change will be explored in this research. 1.2 Objectives, research questions and research hypotheses The objective of this study is to deal with the issue relating to organizational behavior and organizational development. This study is to analyze whether the successful communication by the organization to its employees at the time of change will result in the motivated workforce and lead to successful change or not. Additionally, the research will analyze the effectiveness of good leadership and managerial as a means to improve to motivation, productivity, employee job satisfaction and commitment. The core objectives of the study are: To study the components of resistance to organizational change viewed from the workforce. To study the motivational factors to implement change successfully To investigate whether communication is the most critical factor in implementing change Based on objectives identified, the following questions are raised: What are the components of resistance to organizational change? What are the critical motivational factors in implementing change? Is communication the most critical factor in implementing change? Based on objectives, conceptualizing structure for this research has been developed. The main variables are evidently showed through coherent analysis in the structure. Based on this structure, the null and alternative hypotheses are developed as the followings: There is a set of components of resistance to change from the organization development theory. There are critical success factors in motivating workforce to accept change. The communication factor is most critical success factor in implementing change. 1.3 Scope Change is inevitable. Whether an employee is at the higher level of or at the lower level of an organization, one thing the employee can be sure of in the future is that there will be change. In this turbulent environment it is important for the managers to react quickly. Motivation of employees at the time of change via successful communication will lead to successful communication or not will be described. Moreover, it will be analyzed whether communication can or cannot bring a motivated workforce. Further more, the current research will be focused on essence of good leaders in motivating employees and increasing productivity. Chapter 2 2.1 Change and Change Management Success is not just for survival it must be achieved in a world of intense competition, continued globalization, and rapid technology change (Schermerhorn, 1996). Currently change has become the part and parcel of every organization to predict future trends and to forecast the changes that need to be encountered. Change is an ongoing process in every organization and for the organization to be successful and survive in a dynamic environment, it is important to have effective management of human resources(Mullin, 2005). People are the major resource of any organization (MULLINS, 2005). The efficiency of staff, their commitment towards the aims of the organization, and the skills and attitudes they bring to stand on the quality of service offered will undoubtedly affect the overall success of an organization (MULLINS, 2005) So in order to achieve success, it is vital for the organization to develop communication processes, motivation processes and a working environment that will help to ensure that individuals will deliver results in accordance with expectations of management. 2.1.1 Core Principals that revolves around change: According to Bernstein (2003) over 70 % of all organizational change efforts fail to meet expectation and delivered planned results. Before implementing change in an organization it is very important for the leader to understand the difference between the change and the transition process. Additionally, a leader should keep in mind that the success of change implementation process is a key driver of how organization will deal with changes, how changes are directed and administered by the leader. According to Barons Greenberg (1990) there several principals about change: People perception about change Individual barriers to change: Economic insecurity Fear to Unknown Threats to social relationship Habits Failure to recognize need for change Additionally Barons Greenberg (1990) listed the following organization barriers to change: Structural inertia Work group inertia Threat to existing balance of power Previously unsuccessful change efforts According to Bennis, Benne, Chin, R. (1985) there are several key drivers to change: Nature of workforce Competition Technology Economic Shocks Changing social trends World politics 2.1.2Classification of change Table 1-Classification of changes According to Ackerman (1997) there are three types of changes Source: http://rmc.library.cornell.edu/EAD/htmldocs/RMM06299.html 2.1.3 Organization Change Management Model As per the theory proposed by Kurt Lewin there are three stages in change process as illustrated in Table 2. Figure 1-Kurt Lewins Change model Change_modellewin Source: http://ic-pod.typepad.com/design_at_the_edge/organisational_change/ Table 2-Stages in Change Process Source: http://www.change-management-coach.com/kurt_lewin.html The research conducted by Hayes in the year 2002 shows that, most of the change management process models have three phases as illustrated in Figure 2. Figure 2-Change management Process Phases Source: http://www.change-management.com/tutorial-change-process-detailed.htm 2.1.4 Resistance to Change Figure 2-Resistance to Change Resist.JPG Resistance to change consists of any employee behavior designed to discredit, delay or prevent the implementation of work change. According to Kotter (1996) resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. Most of actions that are taken to manage change fail due to improper planning and implementation (Coriat, 2002).There are three different types of resistance among employees (Newstrom Davis, 1993) as illustrated in Table 3. Table 3-Types of Resistance Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm According to Kotter Schlesinger (1979) there are four main reasons people in an organization resist change as described in Table 4: Table 4-Reaons for Change Source:http://www.valuebasedmanagement.net/methods_kotter_change_approaches.html Kotter Schlesinger (1979) suggested ways to deal with the changes which have been illustrated in Table 5. Table 5-Reaons for overcoming resistance to change Source:http://www.valuebasedmanagement.net/methods_kotter_change_approaches.html 2.1.5 Successful change vs. Unsuccessful change A study that is done by the Conference Board of Canada found that 66 percent of organizations that completed streamlining initiatives showed no instantaneous enhance in productivity; more than 50 percent realized no short-term profit improvement and only 30 percent actually lowered costs (Thompson McHugh, 2002). These are astounding figures that would be enough to dishearten any organization contemplating major strategic change. These results are common when organizations focus their change efforts and priorities on processes, finances and structures. There is no fool proof way of making all aspects of organizational change run flawlessly. However by valuing, respecting and communicating with people, by devoting as much effort and attention to the needs of employees, any organization is well on the way to managing change effectively (Sisson, 2002). When people are confronted with the need or opportunity to change, especially when its enforced, as they see it, by the organization, they can become emotional. So can the managers who try to manage the change (Nichols, 2000). Diffusing the emotional feelings, taking a step back, encouraging objectivity, is important to enabling sensible and constructive dialogue. To this end, managers and trainers can find it helpful to use analogies to assist themselves and other staff to look at change in a more detached way. Kotter (1996) identified eight key reasons for successful change as described in Table 6. Table 6-Successful Change Steps Description Increase Urgency Leader should set an example for there employees and should be proactive to the situation. So, that the leader can inspire people and can make real and relevant objectives. Building the guiding team Find a devoted team with right expressive dedication and right mix of skill. Get the vision right Find a team which will follow a simple vision and strategy and work on creative aspects. Communicate for Buy in Involve as many people as you can, communicate transparently and respond to people needs proactively. Use technology in favors of you and not against you. Empower action Eliminate obstacles, allow positive feedback and lots of shore up from leaders reward and recognize progress and achievements. Create short term wins Focus on short terms wins. Manage your initiates accordingly and prioritize your tasks. Finish current stages before jumping into new one. Dont Let up Encourage willpower and perseverance. Encourage ongoing process reporting, highlight achieved and future milestone. Make change stick Strengthen the importance of successful change via recruitment, promotion and new change leaders. Merge change into culture. Source: Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business Press, 3-15. Additionally Kotter (1996) identified eight reasons of unsuccessful change processes: Allowing too much complacency Failing to build a substantial coalition Not understanding the need for a clear vision Permitting roadblocks against the vision Not planning for short term results and not realizing them Declaring victory too soon Fail to anchor changes in corporate culture 2.2 Role of Communication and Consultation at time of Change One of the common issues faced by the organization while under going change is to find the measures for effective communication with their employees. Leaders communication and consultation is important for every management function. The effective communication and consultation plans results in successful implementation of change. The steps for communication for effective change management have been illustrated in Table 7. Table 7-Steps for Successful Communication Source: http://humanresources.about.com/od/changemanagement/a/change_lessons2.htm 2.2.1Steps in Formal Consultation process Based on Schein (1999) research formal consultation process include following main steps as described in Table 8. Table 8-Steps in formal consultation Source: http://www.goodpracticeparticipate.govt.nz/levels-of-participation/one-off-consultation/steps-in-formal-consultation.html 2.3 Motivation The level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney et al., 2007). Motivation is an inner drive or an external inducement to behave in some particular way, typically a way that will lead to rewards (Dessler, 1978). Over-achieving, talented employees are the driving force of all firms so it is essential that organizations strive to motivate and hold on to the best employees (Harrington, 2003). In a turbulent environment where changes take place very often, therefore it becomes important for managers to analyze the level of motivation of each employee. Every individual have their own set of reasons to get motivated. Some individuals are motivated by financial factors while others are motivated by non financial factors as illustrated in Figure 3. Motivation can be classified as external or internal motivation. Finishing deadline on time is an example of external motivation. The fear of loosing a job in case of uncompleted task is an example of internal motivation. Both the external and internal motivation is equally powerful. Figure 3-Financial and Non Financial Motivators The four most powerful type of motivation that can influence an individual are listed in Table 9. Table 9-Types of Motivation Human beings are complex in nature, and are usually motivated by a combination of four elements. Figure 4 illustrates 4 types of motivation, which come together to produce four key areas for the managers to focus on when trying to motivate their employees. Figure 4-Four key elements of motivation ` Source : http://www.wishfulthinking.co.uk/2009/02/11/motivation-during-a-recession/ 2.3.1 Major Theories of Motivation Motivation is not only in a single direction i.e. downwards. In the present scenario, where the workforce is more informed, more aware, more educated and goal oriented, the role of motivation has left the boundaries of the hierarchy of management. The Figure below shows the major theories of motivation that can be applied in the working environment as well on the employees to see the impact of motivation on the organization as a whole. Figure 5-Theories of Motivation Maslows Hierarchy of Needs Figure 6-Maslows hierarchy of needs By applying Maslows theory of motivation, modern leaders and managers find way of employee motivation for the reason of worker and workforce management. According to Maslow the humans are motivated by unsatisfied needs and the needs which are at low level should be satisfied initially and then the higher order need should be looked upon. As given in Figure 6 there are five general needs of the humans that should be satisfied before the human start behaving unselfishly. Therefore, in a real work time scenario it becomes important for the leader to understand which needs is currently active for an individual employee motivation. Herzbergs Two Factor Theory Figure 7-Hygiene and Motivation factor Source:http://www.biomedcentral.com/content/figures/1472-6920-9-49-1.jpg The psychologist Fredrick Herzberg asked the questions from employees in the year 1950s and 60s for understanding employee satisfaction. The results of its finding revealed that there are some factors of a job which are constantly connected to job satisfaction, while dissimilar factors are linked with job dissatisfaction. The hygiene and motivation factors are illustrated in Figure 7. To apply Herzbergs theory, managers need to take up a two stage process to motivate people. Firstly, managers need eliminate the dissatisfactions the employees are experiencing and, secondly, managers need to help employees to find satisfaction. Equity Theory/ Social Comparison Theory Figure 8-Equity Theory Source: http://www.businessballs.com/adamsequitytheory.htm Equity theory states that employee always tend to compare the situation (Outcomes) they get while working in relation to what they invested (Inputs). Additionally they also willing to compare what are the ratio between what they get from what they put in. Moreover people also attempt to compare their input and outputs with their coworkers as illustrated below. Figure 8-Equity Comparison Source: http://www.businessballs.com/adamsequitytheory.htm 2.4Summary According to the literature the change must be consulted at the same time practices show that change can only be successful with proper consultation and internal communication process. Literature of this study suggests that it is important to implement changes with proper implementation strategy, internal communication and consultation in order to achieve goals and avoid failed change, poor morale and resistance to further change.

New labour’s rights policies on inclusive education and rights Essay

To realize advantages and shortcomings of inclusive education in practice we have to consider as well whether children’s rights are observed within the context of inclusion as well as to analyse the main provisions of legislative instruments and governmental documents regarding this sphere. This will give us a better insight of what forces act in the process of transition to inclusive education intensively promoted by New Labour government and what effect they have upon children-recipients. Internationally, the UN Convention on the Rights of a Child has established a near global consensus concerning the minimum necessary rights for children: rights to provision, protection and participation – the 3 â€Å"Ps† (Pugh 2005, p. 4). The UK does not stand apart in international processes of providing all children, including the most vulnerable children wit SEN, with the opportunity to exercise these rights. Many observers admit that the election and re-election of more ‘children friendly’ New Labour governments in 1997 and 2001 resulted in significant political development for children’s rights, as an extensive range of new policies and laws affecting the lives of children both directly and indirectly have been promulgated (Foley et al. 2003, p. 38). They include Health Action Zones, The Children’s Taskforce, The Children’s National Service Framework, The National Childcare Strategy, Early Years and Development and Child Care Partnerships, Quality Protects, Removing Barriers to Achievement, Sure Start, Every Child Matters etc. (Pugh 2005, p. 1). Besides, a very important document was adopted in 2001 – a new statutory guidance from New Labour Government â€Å"Inclusive Schooling: Children with Special Educational Needs† (DfES 2001) which sets out the main principles of inclusive education: – with the right training, strategies and support nearly all children with special educational needs can be successfully included in mainstream education; – an inclusive education service offers excellence and choice and incorporates the views of parents and children; – the interests of children must be safeguarded; – schools, local education authorities and others should actively seek to remove barriers to learning and participation; – all children should have access to an appropriate education that affords them the opportunity to achieve their personal potential; – mainstream education will not always be right for every child all of the time. Equally, just because mainstream education may not be right at a particular stage it does not prevent the child from being included successfully at a later stage. This document stipulates that schools’ and local education authorities’ ability to refuse a mainstream place for a child with special educational needs is severely restricted. They are able to refuse a mainstream school place to a child if it would be incompatible with the efficient education of others; however, reasonable steps must be taken to prevent that incompatibility (DfES 2001). The Green Paper Every Child Matters further illustrates New Labour’s commitment to reform services delivered to children, especially those with SEN, with the purpose to provide all of them with the opportunity to be healthy, to stay safe, to have high academic attainments, to participate in life of community, enjoy and develop, and to achieve financial well-being. The focus of this document is on early intervention, removing the barriers to learning – both physical and social, preventative work and integrated services for children (DFES 2003). The latter provision reasonably stresses importance of transagency collaboration and coordination to achieve better quality of services delivered to children in need. The use of collaborative teaming among professionals, agencies, the child, and family members, the use of the curriculum that focuses on the interactions between the pupil and his/her environments as well as the establishment and use of interagency linkages to facilitate the smooth integration of the child in mainstream school are the most important components of this cooperation (Cheminais 2006, p.19). A crucial motif in such policies is the idea of equal worth and recognition for people deemed to be disadvantaged, marginalised and excluded. Notions of children locked in cycles of personal and social deprivation, excluded, but also self-excluding, emotionally damaged and lacking confidence and skills permeate these initiatives (Rieser 2000, p. 148). These legal instruments, in actual fact, established broad social investment programmes focusing on attaining such major outcomes for all children, including those with SEN, as to assure them to be healthy, to live in safe environment, to improve their academic achievements, to participate in full measure in social life, enjoy and develop, and to attain financial well-being (DFES 2003). The government has raised family incomes by introducing a national minimum wage and through policies such as the working families’ tax credit (Pugh 2005, p.8). The establishment of a Cabinet Committee on Children and Young People’s Services, and a Children and Young People’s Unit in the Department for Education and Skills (DfES), with a remit to develop a cross-departmental approach to policy as well as administering the Children Fund with ? 450 million to help to alleviate child poverty and social exclusion (DfES 2003), offer further testament to government commitments to children. The introduction of the National Childcare Strategy and Quality Protects with its strong recommendation that local authorities appoint a Children’s Rights Officer for looked after children, combined with the establishment of the Social Exclusion Unit and a number of community initiatives such as Sure Start designed to help preschool children, have increased assistance to children and their families, especially in severely disadvantaged areas (Pugh 2005). But any review of the Labour government’s record must include brickbats alongside bouquets. New Labour has reduced the number of children in poverty in recent years but the figures remain substantial for a country which ranks among the seven most industrialised nations in the world (Corbett 2001, p. 67). Young people under the age of 22, moreover, are exempted from the adult minimum wage of ? 4. 10 (Rieser 2000, p. 154). The centralisation of education, the imposition of national curricula and league tables and the privatising of certain aspects of education, are unlikely to promote children’s participation rights or provide them with a voice in the running of their ‘inclusive’ schools. Perhaps most significantly, New Labour’s election has regressed into a populist and authoritarian series of measures, such as curfews and electronic tagging. The Home Office, moreover, encouraged public perceptions of young people as unruly, out of control and requiring policies which stress containment (Robertson 2003). Indeed, children must be subject to the necessary guidance and discipline of adults, but they have to be partners in this process – not just passive recipients, if we talk about real inclusive schooling. In actual fact, legally, the paternalistic notion that the ‘best interests of the child’ must be protected has increasingly come to be supplemented by the principle that children have a right to express their views and have their wishes taken into account in legal decisions which concern them (Cheminais 2006, p. 23). In particular, the Children Act 2004 carefully straddles the divide between protectionist or paternalist and participatory rights. Its guiding principle is that the child’s welfare is paramount, but the legislation also supports the principle that, where possible and appropriate, the ascertainable wishes and feelings of the child concerned should inform decisions (HMSO 2004, Part 2). In truth the judiciary continue to interpret this latter requirement conservatively falling back on paternalistic assumptions of children’s incompetence (Robertson 2003). Thus, it comes as no surprise that Armstrong (2005, p.138) argues that â€Å"a transformatory agenda [of New Labour government] may be characterized by the rhetoric of change rather than by any substantive transformation of values and practices†. Moreover, contradicting to its own declared values concerning inclusive education New Labour government sees special schools at the front position of the wider education agenda and emphasises the need to recognise and value their contribution within a framework of inclusion (DfES 2003). It is obvious that continuation of segregated special schools is contravening human rights – real inclusion cannot happen in the special school. As recent studies on the trends in the UK educational system show that he formalisation of relationships in education has been encouraged by the growing tendency towards extending the scope of bureaucratic intervention in the everyday life of schools (Atkinson et al. 2002). Increasingly, every aspect of education is subjected to rule-making and regulated through inspection and auditing. As a result of a highly centralised system of education managed by an interventionist bureaucracy little is left to chance (Foley et al. 2003, p. 112). It has been noted that even primary school teachers are allowed little initiative to exercise their professional judgment. The national curriculum dominates the classroom and teachers’ activity is regulated by the need to respond to the demands of standardised tests and inspections (Thomas & Vaughan 2004, p. 63). The expansion of bureaucratic control is justified on the grounds that it ensures the maintenance of standards of education (Armstrong 2005, p.141). While the impact of the standardisation of teaching on the quality of education is debatable, its consequences on the relationship between the different parties – teachers, students, local authorities, parents – are strikingly clear. New Labour government declared that its top priority is raising educational standards – it is a great target, but what is troubling that the government’s purpose has also been clearly signalled – education is valued less for its intrinsic qualities of self-development and more for its contribution to creating a new kind of society (Armstrong 2005, p.136). In that way, future prosperity of the UK rests with its capacity to develop and harness the skills required to be a significant player in the new knowledge-based international economy. Here it is evident that New Labour government sees the role of education explicitly in terms of social engineering. It means that the inclusion agenda in the UK has a moral and rhetorical appeal, while its conceptual vagueness can be seen after closer analysis. Conclusion. The conducted study demonstrated that there are no simple solutions to the task of inclusive thinking, relations and practice, that here is no room for complacency in the pursuit of understanding and implementing inclusive education. Without a doubt, inclusion can make great contribution to maximising the participation of all learners and the removal of discriminatory and exclusionary assumptions and practices in schools. Fortunately, recently society has shifted from a sentimental approach to disability to one which concerns entitlement. Inclusive education theorists and practitioners have moved distinctly on from a preoccupation with mere physical location in a school or college and a campaigning for civil rights issues. Physical access and disability rights continue to be ongoing struggles and theoretical concerns but the overriding practical priority in schools is that of coping with difficult behaviour and with learning difficulties. Here it is important not to see inclusion as the concern of special educators but of concern to all those involved in the school or college settings. While the earlier integration focus tended to be on physical access and specialist resources, inclusive education implies a shared responsibility and a joint concern. In such a way, now SEN is at the core of educational agenda, and it is seen as the business of mainstream schools to address basic skills and to meet individual needs. If successfully implemented inclusive schooling can give the opportunity for children with a disability to participate fully in all the educational, employment, consumer, leisure, community and domestic activities that characterize everyday society. But to advance an agenda for inclusion and to make the ideals represented in New Labour government policies a meaningful reality in schools, the society has much to do. Our study proves rightfulness of Armstrong’ arguments that even if being ambitious and extensive New Labour’s policies promulgating inclusive education do not yielded in practical results for children with SEN. To date they remain in many aspects just a declaration of what changes in education would be implemented, but the rhetoric of change has not been followed by substantive transformation of values and practices towards inclusion. Many children come to school with problems. Recognition of this and sensitivity to it is part of inclusive education as we revealed in our study. A responsive school climate, which views problems as challenges and not obstacles, is a key factor in successful movement to really inclusive education. The focus in it has to be on institutional systems, attitudes, flexibility and responsiveness rather than on the special needs child. In order to provide such a highly developed level of inclusiveness, schools have to be willing to work consistently on improving and adapting both their curriculum and social climate. It has to be a school which relates to individual needs, institutional resources and to community values. Today inclusion in school settings, for all the political rhetoric, remains the cause of a good deal of anxiety with the vast majority of teachers, parents and children. To work to advance an agenda for inclusion, in the target-driven and achievement-oriented market place that education has become, requires placing emphasis on breaking down the barriers which create exclusion. It means that we have to work on the attainment of a more inclusive society, which is not solely the responsibility of teachers in schools, and which is most likely to be achieved only when we will be able to develop a more equitable educational system. References Ainscow, M. , Booth, T. , Dyson, A. , with Farrell, P. , Frankham, J. , Gallannaugh, F. , Howes, A. & Smith, R. 2006, Improving Schools, Developing Inclusion, Routledge, London. HMSO 2004, The Children Act 2004, HMSO, London. Armstrong, D. 2005, ‘Reinventing ‘Inclusion’: New Labour and the Cultural Politics of Special Education’, Oxford Review of Education, vol. 31, no. 1, pp. 135–151. Atkinson, T. , Cantillon, B. , Marlier, E. , & Nolan, B. 2002, Social Indicators: The EU and Social Inclusion, Oxford University Press, Oxford. Booth, T. , & Ainscow, M. 1998, ‘From Them to Us: Setting up the Study’, in From Them to Us: An International Study of Inclusion in Education, eds. T. Booth & M. Ainscow, Routledge, London, pp. 1-20. Booth, T. , Ainscow, M. , & Dyson, A. 1998, ‘England: Inclusion and Exclusion in a Competitive System’, in From Them to Us: An International Study of Inclusion in Education, eds. T. Booth & M. Ainscow, Routledge, London, pp. 193-225. Clark, C. , Dyson, A.& Millward, A. 1998, ‘Introducing the Issue of Theorising’, in Theorising Special Education, eds. C. Clark, A. Dyson & A. Millward, Routledge, London, pp. 1-6. Cheminais, R. 2006, Every Child Matters: New Role for SENCOs, David Fulton Publishers, London. Clough, P. , & Corbett, J. 2000, Theories of Inclusive Education: A Students’ Guide, Chapman, London. Corbett, J. 2001, Supporting Inclusive Education: A Connective Pedagogy, RoutledgeFalmer, London. DfES 2001, Inclusive Schooling: Children with Special Educational Needs, DfES Publications, Nottingham. DfES 2003, Every Child Matters, DfES Publications, London. Farrell, M. 2006, Celebrating the Special School, David Fulton Publishers, London. Foley, P. , Parton, N. , Roche, J. & Tucker, S. 2003, ‘Contradictory and Convergent Trends in Law and Policy Affecting Children in England’, in Hearing the Voices of Children: Social Policy for a New Century, eds. C. Hallett & A. Prout, Routledge, London, pp. 106-120. Mittler, P. 2000, Working Towards Inclusive Education: Social Contexts, David Fulton Publishers, London. Pugh, R. , 2005. Whose Children? The State and Child Welfare [online]. Phoenix, Arizona State University. Available from: http://www. asu.edu/xed/lectures/images/Pugh05. pdf [Accessed 25 April 2007]. Rieser, R. 2000, ‘Special Educational Needs or Inclusive Education: The Challenge of Disability Discrimination in Schooling’, in Education, Equality and Human Rights, ed. M. Cole, Falmer Press, London, pp. 141-161. Rose, R. 2003, ‘Ideology, Reality and Pragmatics: Towards an Informed Policy for Inclusion’, in Strategies to Promote Inclusive Practice, eds. R. Rose & C. Tilstone, RoutledgeFalmer, London, pp. 7-17. Robertson, C. 2003, ‘Towards Inclusive Therapy: Policies and the Transformation of Practice’, in Strategies to Promote Inclusive Practice, eds.R. Rose & C. Tilstone, RoutledgeFalmer, London, pp. 97-116. Skrtic, T. M. 1995, ‘Special Education and Student Disability as Organizational Pathologies: Toward a Metatheory of School Organization and Change’, in Disability and Democracy: Reconstructing (Special) Education for Postmodernity, ed. T. M. Skrtic, Teachers College Press, New York, pp. 190-232. Thomas, G. , & Loxley, A. 2001, Deconstructing Special Education and Constructing Inclusion, Open University Press, Buckingham. Thomas, G. , & Vaughan, M. 2004, Inclusive Education: Readings and Reflections, Open University Press, London.

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Colleges affiliated with Granola Board. My first school was The Educators High School for Boys Cantonment Plaza Shallot where I have studied till my Matriculation. I passed my matriculation in 2011. I always wanted to study abroad and after a lot of research I choose Australia as my destination for further education, because Australia offers an educational experience that makes a real difference.Australia is a dynamic, vibrant country with energetic, friendly people. Multicultural Australia is English-speaking and a safe and friendly society in which students can learn and travel freely. I choose Sydney because Sydney offers a great lifestyle and high level of safety, making it the number one choice for many international students. Students who choose to study there can be sure they will find the charming combination of a laid-back yet inspirational place to study, learn, and live.I wish to study at the King's Owns Institute of Sydney, because t offers a unique educational experience that fosters self-belief, rewards independent thought and fuels inquiring minds. Business Management provide you with both soft skills such as communication, problem solving and ethical understanding to enable you to work with people, as well as the hard skills associated with particular areas of study, including accounting, computing, economics, finance, law, management, marketing, mathematics, operations and project management.Workplace learning subjects will offer strategic and international perspectives that will prepare you for employment in regional, national and international organizations. After completing my course in Australia I have a lot of opportunities to be availed in Pakistan. I can establish my own business as well as I will devote my services to any reputed or Multinational Organization. I will be skilled enough to work in any Multinational organization as I already have the best communication skills. There is a lot which attracts me to return and render my servic es to any organization or to my family business.I achieved 5. 5 bands, overall in my LILTS test. I virtually have command over English language. English is the Basic need of an international student. I will be working to improve my English language and for that I first applying to PIPE (Australian Institute of Professional Education) in PUPAE-English for Academic Purposes course. Pakistan is my final destination since I have my community and family lives here. I am only allowed to study abroad and then I have to come back and live In Pakistan. I also want that.I have to support my family morally in future. I can't live without my parents and they will be in Pakistan forever. I belong to a rich family. My father runs his own business, and the name of the company is Bolder Sports. He exports motorbike leather and textile garments. My father is my sponsor; he earns a highly stable and healthy income. My father also has real estate properties worth millions to make sure that I should ne ver face any problem. I may work part-time to learn the organizational culture as well and to have Study Study

The Best Trees for Landscaping a Subdivision

If youre trying to add some greenery to your yard or subdivision, there are dozens of excellent trees from which to pick. The best are robust, native varieties that provide shade and color without requiring too much maintenance. Before making your final decision, study the characteristics of the trees below to determine which one is best suited to your needs. What Makes a Good Landscaping Tree The best trees for landscaping are those that are native to North America and thrive within large geographical ranges. These hardy varieties will endure through the years and support other plants and wildlife. Exotics, while beautiful, tend to have one of two problems: they either go on to develop health problems (becoming insect-infested, diseased, and brittle) or they become a green scourge that threatens native trees and plants. Sometimes they have both problems. These trees also become very large and require significant space to support them. The Best Trees for Landscaping The trees below all make great yard trees within the limits of their potential habitats and growth constraints. They come highly recommended by horticulturists and landscapers. Red Maple:  The red maple is native to Americas east coast. Arthur Plotnik, in The Urban Tree Book, writes that it has become one of the Nations favorite—if not the hardiest—street trees.Yellow Poplar or Tuliptree:  Known for its unique leaves, which become quite colorful in the fall, the yellow poplar is found throughout cities across America. Horticulturist Michael Dirr says that it is hard not to bump into a tulip tree in the course of ones horticultural travels.Red and White Oak: Among the 600 or so oak species, Arthur Plotnick writes, an elite few of these, in the right place at the right time, have inspired the kind of awe and legend attached to gods and heroes. Such trees are mainly of the white oak group.Flowering Dogwood: Found in the eastern United States and southern Ontario, the flowering dogwood is famous for its small red and white flowers. Guy Sternberg, author of Native Trees for North American Landscapes, says it may be the most spectacular flowerin g tree native to our region.Sycamore: A hardy tree with dark reddish brown bark, the sycamore is found in the eastern and central United States.American Elm: Another tough tree, the American elm is, in the words of Guy Sternberg, massive, long-lived, tough, easy to grow, adaptable and blessed with an arching, wine-glass-like silhouette, making it the perfect street tree.River Birch: Unlike other birches, the river birch has excellent heat tolerance, making it perfect for warmer climates in the southeastern United States.American Holly: According to Michael Dirr, the American holly is considered the finest tree-type evergreen holly. Over the years, more than 1000 cultivars  have been named. No Tree Is Perfect Remember, all yard trees have both good and bad characteristics. It is a rare tree that will satisfy your needs throughout its entire lifespan on a given site. A tree can outgrow its original purpose very quickly or grow into its intended purpose very slowly. Understanding this concept is the key to proper tree planting in your yard. It is extremely important for you to understand that your tree needs early attention after planting and correct care as it matures. You may permanently harm your tree through incorrect placement or improper care.