Examine the extent to which children have rights in a particular area Essay

Examine the extent to which children have rights in a particular area of law and provision (Abortion) - Essay Example The UK is a signatory to the United Nations Convention on Children’s rights held in the month of December in the year 1991. The Convention acts as a basis for protection of children’s rights in all member states. (Every Child Matters, 2008) The convention provides that all children have the right to life. This brings up a vital question; can a foetus be considered as a child? The United Kingdom recognises viable foetuses as those ones who have exceeded twenty four weeks. (Royal College of Obstetricians and Gynaecologists, 2004) This is why the Abortion Act of 1967 allows abortions before a pregnancy has reached that stipulated time. In relation to this, the UK only allows abortion in cases where the unborn child will affect his mother’s health both physically and mentally. By providing such a restriction, the unborn child’s right to life is protected because mothers may not terminate their pregnancies for minor reasons. This ensures that unborn children’s rights are protected in the most viable way possible. The Abortion Act of 1967 also provides that abortions should only be carried out after obtaining consent from two medical practitioners. (Abortion right, 2007) The purpose of this stipulation is to further ascertain that abortions are only carried out in extreme conditions and that a child’s best interests are protected even before they are born. However, certain human rights groups like the Society for the protection of the unborn child claims that these laws are not doing enough to protect the unborn child. They argue that all abortions should be made illegal through repealing of the abortion acts relevant to women in the UK today. (Arthur, 2007) Experts agree that the United Kingdom’s abortion laws are quite severe to women but protect unborn children through its restrictions. In comparison to other countries in that area, unborn children take precedence over women. In countries like

Report on the statistical trends Essay Example | Topics and Well Written Essays - 2000 words

Report on the statistical trends - Essay Example Bibliography 13 7. Appendix 14 MA7414 Mortality 1. Introduction: 193 United Nations member states and over 23 international organizations have been and continue to work on the Millennium Development Goals campaign since the year 2000. The campaigns are to achieve eight international development goals by the year 2015. The eight goals range from eradicating extreme poverty to improving child health and halting the spread of HIV/AIDS. The Millennium Summit of the United Nations had set the target for MDGs as the reduction of the under-five mortality rate by two-thirds between 1990 and 2015. ( 1 )This research project evaluates the impact of the recent economic crisis whose impact was felt all world over, on the successful implementation of the MDG-4, reduction of child mortality, among the six WHO regions, and the global index on the same. In addition, two countries from the African region, Mali and Niger, have been picked and progress in there assessed too. Of great importance are the overall trends in successful implementation of this MDG value, and any possible shift in trend since the on-set of the economic turmoil. Infant mortality rate and the under-five mortality rate data obtained from the WHO have been used for trend analysis. Following the turmoil, it is estimated that the emphasis laid on the reduction of child mortality has reduced globally as emphasis shifts to other urgent and more immediate threats. Understandably, the implementation of the MDGs has to go hand in hand with the management of emerging roles. The impact of the threat of shifting emphasis forms the basis of this investigation. 1.1 Source of Data The infant mortality rate is the probability of a child born alive to die within 1 year of their birth, and under-five mortality rate is the probability of a child dying by age 5 per 1000 live births which is a measurement of child survival. The mortality data is published by the world health organization and the tables give the under-five mort ality rate of a given year and region.[3] The regions include Africa(AFR) , Americas(AMR), South-East Asia (SEAR), Europe(EUR), Eastern Mediterranean(EMR), and Western Pacific(WPR). The global values have also been provided. 2.1 The statistical trend of infant mortality within the WHO region: Figure 1 the line of infant mortality rate among the WHO regions Figure 1 shows the downward trend of mortality rate for infants ( per 1,000 live births) between 1990 and 2011 in six different regions. In general, the mortality rate for each region has a downward trend. Globally, the death rate for children under one has decreased by 40 per cent over the study period, from 61 to 37 deaths per 1,000 births. Three WHO regions have higher infant rates than the global rate, and they are thus the main focus of the MGDs. These regions are Africa (AFR), South-East Asia (SEAR) and Eastern Mediterranean (EMR). In the regions with high level death rate for infants ( above the global infant mortality rate ), South-East Asia and Eastern Mediterranean have seen reductions of about 40 per cent and followed a similar trend over the period. Meanwhile, the number of children in South-East Asia who died before they could reach age one dropped from 77 to 42 deaths per 1,000 live births between 1990 and 2011. In addition, the highest mortality rate of infants is found in Africa, where, above one in ten infants died before their first

Essay on Political Drama in Henry IV and Henry V -- Henry IV Henry V E

Political Drama in Henry IV and Henry V  Ã‚        Ã‚   The contention that Shakespeare’s histories are in fact political drama appears to fall uneasily on the ears of modern readers.   One reason for this could be the fact that we, as a society, have blurred the connotation of politics to the vaguest of notions – narrow at times, yet far too inclusive.   A young reader is likely to view politics as election and debate, a sort of ongoing candidacy.   Indeed, this may be a valid modern definition, if somewhat limited.   For our purposes, however, this definition is not sufficient to establish a starting point from which to examine Shakespeare’s presentation of political drama. If we define politics as the acquisition and exercise of the power of the state, we can see that each play in the Great Tetralogy is inherently political.   In terms of plot, the action of each play revolves around the concept of succession, the passing of political power from one king to the next.   Henry IV wrests the crown from Richard II, then is forced to defend it against enemies who would in turn take it from him.   Prince Hal inherits the throne from his father, becoming Henry V, then goes on to seize the throne of France for himself.   At the end of Henry V, we are told that yet another Henry will be â€Å"in infant bands crowned King† (epilogue 9). But while the histories’ plots are largely concerned with the acquisition of political power, their themes can be said to focus more on the exercise of such power.   At its heart, the Great Tetralogy is a discourse on the qualities of the ideal ruler.   A comparison of Richard II and Henry V, and the way each wields political power, will serve to illuminate this point.   Ultimately, Henry V is an effective king bec... ...ion, elaborate speeches with minimal stage direction.   One acts; the other is only an actor. Works Cited Bevington, David, ed.   The Complete Works of Shakespeare.   4th ed.   New York: Longman-Addison Wesley Longman, 1997. Hollister, C. Warren.   The Making of England.   7th ed.   A History of England.   Ed. Lacey Baldwin Smith.   Vol. 1.   Lexington, MA: D.C. Heath, 1996. McDonald, Russ.   The Bedford Companion to Shakespeare.   Boston: Bedford-St. Martin’s, 1999. Rosenblum, Joseph.   A Reader’s Guide to Shakespeare.   New York: Salem Press-Barnes & Noble, 1999. Shakespeare, William.   The First Part of King Henry the Fourth.   Bevington 763-803. ---.   The Life of King Henry the Fifth.   Bevington 849-92. ---.   The Second Part of King Henry the Fourth.   Bevington 804-48. ---.   The Tragedy of King Richard the Second.   Bevington 721-62.      

Confidence Intervals

The confidence intervals represent upper and lower bounds of variation around each reference forecast. Values may occur outside the confidence intervals due to external shocks, such as extreme weather, structural changes to the economic system, geopolitical events, or technology development. The confidence intervals increase in width throughout the forecast period due to the increasing level of uncertainty in each subsequent year.The upper and lower bounds were based on one to two standard deviations of the historic values, indicating at least a 68 percent probability that future values would be expected to fall within the confidence interval. The confidence interval for the first forecast year is based on one standard deviation and grows linearly until it reaches two standard deviations, or a 95 percent probability. =====================================================================================For example, if we have polled a number of respondents from the home owners let†™s say 3500 respondents, and from those only 1190 are using electricity to heat their homes, this means that 34. 0% are using electricity to heat their homes, p? = 1190/3500 = 34. 0%. And we know that a second sample of 3500 home owners wouldn’t have a sample proportion of exactly 34. 0%. If another group of home owners has taken and we found that they have a sample of proportion of 38. 0%, So the sampling proportion will be the key to our ability to generalize from our sample to the population.Now, we know that the sampling distribution model is centered at the true proportion, p, of all home owners who use electricity to heat their homes. But we don’t know p. it isn’t 34. 0%. That’s the p? from our sample. What we do know is that the sampling distribution model of p? centered at p, and we know that the standard deviation of the sampling distribution is SE(p? ) = v p? q? /n = v(. 34)(1-. 34)/3500 = 0. 008 Because our sample (3500) is large, we know tha t the sampling distribution model for p? should look approximately like the one shown below The sampling distribution model for p? s normal with a mean of p and a standard deviation we estimate to be v p? q? /n. because the distribution is normal, we’d expect that about 68% of all samples of 3500 home owners taken in a specific time would have had sample proportion within 1 standard deviation of p. and about 95% of all these samples will have proportions within p  ± 2 SEs. But where is our sample proportion in this picture? And what value does p have? We still don’t know! We do know that for 95% of random samples, p? will be no more than 2 SEs away from p. so let’s reverse it and look at it from p? ’s point of view. If I am p? there is a 95% chance that p is no more than 2 SEs away from me. If I reach out 2 SEs, or 2 x 0. 008, away from me on both sides, I am 95% sure that p will be within my grasp. Of course, I won’t know, and even if my interva l does catch p, I still don’t know its true value. Now, We don’t know exactly what proportion of home owners using electricity to heat their homes, but we know that it’s within the interval 34. 0%  ± 2 x 0. 8%. That is, it’s between 32. 2% and 35. 6%. † this is getting closer, but we still can’t be certain. We can’t know for sure that the true proportion is in this interval-or in any particular range.We don’t know the exactly the proportion of home owners that use electricity to heat their homes, but the interval from 32. 4% to 35. 6% probably contains the true proportion. † We’ve now fudged twice—first by giving an interval and second by admitting that we only think the interval â€Å"probably† contains the true value. That last statement is true; we can tighten it up by quantifying what we mean by â€Å"probably. † We saw that 95% of the time when we reach out 2 SEs from p? , we capture p, s o we can be 95% confident that this is one of those times, after putting a number on the probability that this interval covers the true proportion,We are 95% confident that between 32. 4% and 35. 6% of home owners using electricity to heat their homes, this is now an appropriate interpretation of our confidence intervals. It’s not perfect, but it’s about the best we can do. Level of Confidence = 95% =1- ? = 0. 05 Sample size (n) = 3500 Sample proportion (p? ) = 0. 34 P complement (q? ) = (1-0. 34) = 0. 66 Sample standard error of a proportion = SE(p? ) = v p? q? /n = v(. 34)(1-. 34)/3500 = 0. 008 Z Score(1 – ? ) = Z Score95% = NORMSINV (1 – ? /2) = NORMSINV (1 – 0. 025) = NORMSINV (0. 975) = 1. 96 Width of Half the Confidence Interval = Z Score(1-? *  S(q? ) = 1. 96 *  0. 008 = 0. 01568 Confidence Interval Boundaries = p? +/- Z Score(1-? )*S(p? )= 0. 34  ± (1. 96) * (0. 008) = 0. 34  ± (0. 01568) = 0. 32432 to 0. 35568 = 32. 43% to 35. 57% We can be 95% certain that the percentage of home owners using electricity to heat their homes is between 32. 43% and 35. 57% 0. 01568 0. 01568 0. 316 0. 3243 0. 332 0. 34 0 . 348 0. 3557 0. 364 0. 316 0. 3243 0. 332 0. 34 0 . 348 0. 3557 0. 364

Controversy about Virtual Classrooms in Middle School Free Essay Example, 1500 words

In America, public schools mainly get funds from property tax. This factor makes schools in the rich neighborhoods benefit the most. The result is that schools in the rich neighborhood tend to perform better than the poor ones (Colvin Kwinn, 2007). The poor students are already struggling with other issues of life and therefore, being at the same level with others may be a mere dream. Certainly, education is the engine of mobility and therefore, embracing new technologies in learning seems to be the way forward in realizing mobility in the modern society. However, due to differences in societal issues affecting education, virtual learning comes in handy albeit with some challenges. In order to standardize learning, should virtual classrooms be adopted? Virtual classroom has both advantages and disadvantages if adopted in an institution. Traditional classroom methods will be compared to the virtual classroom method in the hope of shedding more light into the debate on the applicabil ity of virtual classrooms especially at lower levels of learning. At the end of this research paper, recommendations on which way to follow regarding virtual classrooms will be provided. We will write a custom essay sample on Controversy about Virtual Classrooms in Middle School or any topic specifically for you Only $17.96 $11.86/page

Process Involving The Sale Of Marketing Assets - Free Essay Example

Sample details Pages: 10 Words: 3074 Downloads: 5 Date added: 2017/06/26 Category Management Essay Type Research paper Level High school Did you like this example? 1.1 Introduction This coursework will consider the topics of stakeholder expectations, project constraints, time, quality and cost, due diligence and the use of consultancy expertise in the wider context of analyzing how a project manager approaches the â€Å"define and design stages† of a major merger and acquisition process involving the sale of marketing assets. 1.1.2 Define and design stage The define and design stage of project management will be where the project goals, objectives and operational targets will be set out and agreed (Loosemore and Uher 2003 p. 136). These need to be integrated as every stage of the projects life cycle is anticipated (Harrison and Lock 2004 p. 201). The define and design stage requires discussion of factors that will determine key outcomes of the projects development. Factors such as the role of the project manager, the duties, responsibilities and powers of the project manager, the duties, responsibilities, and powers of key internal and external stakeholders, budgetary matters, cost issues, and quality issues are all very important to the define and design stage (Loosemore and Uher 2003 p. 136). As Harrison and Lock (2004 p. 201) state, the define and design stage in the context of contracts would, for example require the project manager to give a brief to an architect. Harrison and Lock (2004 p. 201) contend that the definition stag e can be evaluated successfully through the use and application of the â€Å"go, no go† test which will determine whether the project is on target at various stages of the define and design stage. Don’t waste time! Our writers will create an original "Process Involving The Sale Of Marketing Assets" essay for you Create order 2.1 Stakeholder expectations in the define and design phase At the beginning of the define and design stage, the most important stakeholder, aside from the project manager will be the client. As Loosemore and Uher (2003 p. 136) state, it is essential for the project manager, and the client to communicate effectively during this key initial stage. Later, more stakeholders will join the â€Å"mix† for example the design leader, and or various sub-contractors (Harrison and Lock 2004 p. 201), so it is essential that firm objectives, and expectations are set out as a result of the initial consultation between project manager and client (Loosemore and Uher 2003 p. 136). Strategies that will assist the successful development of the expectations of the client and project manager during this key phase will include: (a) devising a statement of key duties and responsibilities; (b) agreeing the conditions of engagement of other stakeholders such as the design leader, if applicable, and the engagement of any external consultation; (c) dev ising and agreeing a planned, staged set of objectives; (d) devising and agreeing a project management plan; (e) agreement on an initial budget; (f) planning cost control, expenditures and contingencies. Initial communication between the project manager and the client will determine the success of these factors (Loosemore and Uher 2003 p. 136). It would be advisable to ensure that appropriate records are kept of communications, so for example email records, and records of informal discussions. What will be key will be a comprehensive record of what has been initially agreed in terms of what the expectations of the client are, and it is advisable that this is formally recorded in a written document. A key factor in the early stages of the design and define stage will be the role of the project manager (Harrison and Lock 2004 p. 201), which will need to be discussed, and set out clearly from the beginning of the define and design stages. As many management experts would surmi se, this is the area of the project that has the potential to lead to expensive litigation, and project delay (Loosemore and Uher 2003 p. 130, p. 131, p. 132, p. 133, p. 134 and p.135), so it is essential that the role of the project manager is clearly discussed, and agree from the beginning of the define and design stage. As the project develops, factors like change control, teamwork and evaluation are likely to become important. Overall, the project manager will be expected to formulate an appropriate change control strategy as the define and design stage unfolds. Fundamental to the change control strategy are processes of organizational communication, teamwork, evaluation and operation management, and these must be aligned to the key strategic objectives of the company (Meredith and Mantel (2006) p8; Newton, R. (2005) p 103-118; Wysocki (2009) p 39-47, 109-120). It may be useful to consider what the key stakeholder expectations will be in a newly formed corporate organizati on: employees will expect to be managed appropriately; managers will expect to be trained and supported in their roles; stakeholders will expect effective systems of communication and dissemination of information; investors may expect performance targets to be met or exceeded; shareholders will expect performance targets to be met or exceeded (Harold, K (2010) p 340 -346; Kelly, S. and Nokes, S. (2007) p 20- 25) and this is not an exhaustive list since it would be nearly impossible to extrapolate all of the stakeholder expectations that will emerge as the organization begins to form. Stakeholders will have to be identified as a first step in the define and design stage. Stakeholders including employees (existing and new), investors (existing and new), management and consumers all need to be communicated with appropriately during the define and design stage (Berkun, S (2008) p. 42-46; Field, K. (1998) p 88-107, p163-170; Hobbs, P (2009) p 18-28). It is suggested that the best mean s of managing such a significant matrix of communication channels is to use some means of electronic communication to support it. To this end, it is suggested that an internal intranet and an external internet site, or sites are used to support the communication process between, and with different stakeholder groups within, and external to the organization as a merged entity. As Cox, D. notes (2010, p. 170) appropriate identification and management of stakeholder expectations through effective communication increases the probability of project success. It is suggested that key processes such as procurement of contracts, recruitment, and appraisal will be much changed within the new entity that is required to be project managed. In light of these changes it is important to retain the efficacy of core functions within these processes (Meredith and Mantel (2006) p8; Newton, R. (2005) p 103-118; Wysocki (2009) p 39-47, 109-120). So, for example the procedure for conducting procuremen ts, recruitment, selection and appraisal may need to be re-negotiated and or re-defined within different sectors of the newly formed business organization, so that it can be implemented consistently. 2.2 Project constraints in the define and design phase Several project constraints are apparent in the early stages of this project. Of key significance is the role of the team (Berkun, S (2008) p. 42-46; Field, K. (1998) p 88-107, p163-170; Hobbs, P (2009) p 18-28). In the aftermath of a merger, existing teams may be changed considerably, and or require integration with other teams. This can lead to performance, and leadership issues. Changes will need to be executed smoothly, with appropriate planning and communication with key stakeholders in order to ease these potential issues. Selection and recruitment strategies may need to be re-formulated across the newly merged organization, and new managerial staff will require extensive training in processes that may be new to them as this will be important to reinforce any new managerial authority (Lock, D (2007); Maylor, H (2010) p 224). In the define and design stage, it is suggested that the most important thing a project manager can do initially is to consult with well-placed ind ividuals, such as existing teams, and managers in order to establish what the important issues are and how they should be approached: â€Å"Taking a proactive approach means fighting the instinct to delay consultation because it is still early days and you dont have all the answers yet or are worried about raising expectations. The reality, most likely, is that peoples expectations are already raised in some form or other, and that speculation about the project and the company is beginning to circulate. Early engagement provides a valuable opportunity to influence public perception and set a positive tone with stakeholders early on. Be clear upfront that there are still many uncertainties and unknowns, and use early interactions with stakeholders as a predictor of potential issues and risks, and to help generate ideas and alternative solutions on early design questions†¦.†¦..(International Finance Corporation (2007) pp. 5)†. One of the major risks that the projec t manager will have to consider will be the risk that a â€Å"them and us† culture might arise across the organization based on hostilities between existing and new stakeholders who are required to work together in the newly formed organization, causing disruption to the efficacy of the company as a whole (Harold, K (2010) p 340 -346; Kelly, S. and Nokes, S. (2007) p 20- 25). Additionally, such negative consequences of poorly managed change can impact on retention rates in the organization as a whole (Lock, D (2007); Maylor, H (2010) p225), and this might add additional problems to the transitional problems that might be anticipated already. Steps such as improved communication between employees and management will mitigate the risk of these types of employee motivation, and leadership problems (Lock, D (2007); Maylor, H (2010) p 232). Using electronic systems like an intranet, which communicates correct and up- to – date information will ensure that key messages are d elivered effectively to employees and other relevant stakeholders (Meredith and Mantel (2006) p8; Newton, R. (2005) p 103-118; Wysocki (2009) p 39-47, 109-120). Stakeholder engagement will also be key in the define and design stage: â€Å"Today, the term â€Å"stakeholder engagement† is emerging as a means of describing a broader, more inclusive, and continuous process between a company and those potentially impacted that encompasses a range of activities and approaches, and spans the entire life of a project. The change reflects broader changes in the business and financial worlds, which increasingly recognize the business and reputational risks that come from poor stakeholder relations, and place a growing emphasis on corporate social responsibility and transparency and reporting. In this context, good stakeholder relations are a prerequisite for good risk management†¦..(International Finance Corporation (2007) pp. 2)†. Appropriate consultation strategies will ensure that problems are anticipated, rather than dealt with when they crop up (Lock, D (2007); Maylor, H (2010) p 236). This delivers an important â€Å"head- start† to the project manager, and indeed to the organization as a whole. It is important to emphasize the importance therefore of early stakeholder engagement, and the basis of this will be effective communication and consultation strategies (Lock, D (2007) p 29 -39; Maylor, H (2010) p 219-225). As the define and design stage unfolds, the channels of communication that are required to be pursued are likely to become more and more complex as different stakeholders engage in the process. Loosemore and Uher (2003 p. 137) states that formal reporting strategies are helpful to control project constraints within the area of communication. This means that communication follows a more regimented mode, which places emphasis on formality, comprehensiveness and the importance of clarity as to the outcome of the communica tion process. 2.3 Time, quality and cost in the define and design phase Factors, such as time, quality and cost are matters that will likely dominate the initial stages of the define and design stage of the management of the project (Harrison and Lock 2004 p. 201). What is important to recognize is the fact that these are often fluid concepts, and they will be subject to change as to define and design stage of the project develops, and contingency must be made for these changes to be managed appropriately. The project manager will be responsible for the monitoring of the budget, and the determination of whether any contingencies need to be implemented. As is important in the early stages of the define and design stages of the project, expectations relative to time, quality and cost issues will need to be clearly defined, and agreed as they change, and so further formal discussions with the client are often advisable to ensure the avoidance of delay and uncertainty as the project develops. Time, quality and cost are important aspects of the merger and a cquisition process (Loosemore and Uher 2003 p. 130, p. 131, p. 132, p. 133, p. 134 and p.135). In several ways, these factors will underpin key objectives across the entire organization. As such it will be important to set time, quality and cost goals, and ensure that these are realistic, agreed in advance and based on consultation and consensus, where this is possible (Lock, D (2007) p 29; Maylor, H (2010)). Cox, D. (2010) suggests that cost control and schedule control are key factors in the management of time, quality and cost. Realistic project budgets should be set in advance, based on realistic information and projections. Additionally, the project budget will need to be monitored as the stakeholders involved move out of the define and design stage, and so the define and design stage should incorporate an appropriate system to ensure that cost control, quality control and cost monitoring, and quality monitoring are possible. The management of time, quality and cost in th e define and design stage may also require a system of performance reporting to be devised. As Cox (2010, p. 171) notes this involves periodically collecting data and comparing it with â€Å"baseline†, and â€Å"actual† data, perhaps drawn from the wider industry, or notional data that original projections were based upon. Performance reporting will allow for time, quality and cost issues to be flagged up at an early stage to notify key stakeholders whether, and what type of intervention may be required. 2.4 Due diligence in the define and design phase Due diligence is one of the most important issues facing management in the early stages of a merger and acquisition. It is one of the key risks that organizations can be exposed to during the process of merger and acquisition, since it exposes the new organization to a heightened risk of expensive litigation. In terms of a downstream oil company operation, one of the key challenges in this context will be communication with employees in the disparate structure of an oil company operation. Of course these risks can be mitigated by the project manager in the define and design stage. Accordingly, the project manager will need to gather key information on all existing employees so that risks can be evaluated in advance, and so that a plan of action can be set out, evaluated and implemented as the project moves out of the define and design stage (Lock, D (2007); Maylor, H (2010) p 219). Managers will need to be trained, and key information about employees will need to be gathered and managed electronically to ensure that appropriate, and thorough processes of due diligence can be carried out effectively. This information may be gathered by the project manager in the define and design stage, and the project manager could assess what the best training, and communication strategies will be for the newly merged organization. 2.5 The use of consultancy expertise in the define and design phase Consultancy expertise is expensive, particularly for an organization in transition as this one is. Additionally, the usefulness of consultancy expertise can be a very variable factor in terms of its contribution to the overall success of the company (Maylor, H (2010) p 222). In the define and design stage, the project manager can ensure that the use of consultancy expertise is well-planned and assessed in terms of its value to the organization as a whole. Consultancy input is something that is susceptible to evaluation, and thus the project manager in the define and design stage can devise an appropriate system of evaluation to ensure that cost expenditure on this type of external expertise is monitored, and that costs are justified (Lock, D (2007); Maylor, H (2010) p 227). 3.0 Coursework conclusion This coursework has considered the topics of stakeholder expectations, project constraints, time, quality and cost control, due diligence and the use of consultancy expertise from the point of view of the project manager in the define and design stage of a major process of merger and acquisition. The project manager, and the client are usually the key contenders at the beginning of the define and design stage. This is the point where communication is likely to be most critical, and clear, goals, boundaries, objectives, duties and responsibilities need to be set out. This is particularly key in the process of merger and acquisition which requires the management of numerous internal and external stakeholders engaged in the process in complex ways. It is advisable to ensure that early communication is approached in a comprehensive and formal manner, since this is likely to minimize the risk of project delay as the define and design stage develops and enters more critical executi on phases. It has been suggested that written communication is preferable in this phase, that formal reporting strategies should govern communication to a large degree, and that comprehensive records of discussions should be kept to ensure that what is agreed is explicit, and can be identified retrospectively. As the project develops into more advanced stages of the define and design stage the project manager should adopt a consultative approach to ensure that problems are identified in advance, and particularly in the case of a merger and acquisition process consultation should engage internal and external stakeholders. Additionally, the project manager will need to adopt strategies that will allow for appropriate progress, and performance monitoring. Additionally, it has been suggested that the project manager will need to devise and implement strategies to ensure appropriate leadership, training, selection, recruitment, procurement, organizational communication and stakeholder engagement. As such the project manager in the â€Å"define and design† stage will primarily be concerned with planning effective strategy in these areas and the mitigation of risks that are associated with change, and organizational transition. Bibliography Berkun, S. (2008) Making Things Happen: Mastering Project Management (Theory in Practice. Great Britain. O Reilly Media. Cox, D. (2010) Project Management for Instructional Designers. iUniverse. Bloomington, USA. Field, Keller, (1998) Project Management. Open University. London. Harrison, F. and Lock, D. (2004) Advanced Project Management: A Structured Approach. Aldershot and Burlington. Gower. Hobbs, P (2009) Project Management (Essential Managers). London. Dorling Kindersley Limited. Harold, Kerzner (2010) Project Management. New Jersey. John Wiley and Sons International Finance Corporation (2007) Stakeholder Engagement. Available at: https://www.ifc.org/ifcext/enviro.nsf/attachmentsbytitle/p_stakeholderengagement_full/$file/ifc_stakeholderengagement.pdf Kelly,S. and Nokes,S (2007) The Definitive Guide to Project Management. Great Britain and USA. Pearson Publishing. Lock, D (2007) Project Management. Great Britain and USA. Gower Publishing Loosemore, M. and Uher, T. (20 03) Essentials of Construction Project Management. NSW. UNSW. Maylor, H (2010) Project Management. Great Britain. Prentice Hall Meredith and Mantel. ( 2006) Project Management: A Managerial Approach: A Managerial Approach. International Student Version. USA. John Wiley and Sons. Newton, R. (2005) Project Manager: Mastering the Art of Delivery in Project Management. London. Pearson Education. Wysocki. (2009) Effective Project Management: Traditional, Agile, Extreme. USA and Canada. Wiley Publishing

The Five Dysfunctions Of A Team A Leadership Fable By

The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni is a realistic fictional story that focuses on a real-world scenario focused on the importance of team building skills. In the story, a relatively young, yet successful company recruited a new CEO. Recently the company was falling into decline, apparently by the dysfunctions of the executive team. The story followed the CEO in her efforts to unite the team in an attempt to encourage increased productivity and most importantly, an understanding of how a team should function. Lencioni describes a realistic group of people who are not working together as a successful team. With Katheryn, the team’s newly hired leader, the group explores and confronts the issues that†¦show more content†¦He has written eight nationally recognized books that focus on team development and organizational health. Lencioni is often referenced by popular news media for his knowledge of business management. Lencioni argues that a team that does not function properly will snowball overtime into a disastrous situation. Lencioni mentions that a team must be aware of what a team must do to function well and collaborate in a manner that will lead to higher success with all members working toward a common goal. Throughout the book, the author reminds the reader that true team building is a process that involves work and effort over a long period. He also reminds the reader that in many instances there will be regression as deliberate team building is in the implementation process. Lencioni describes â€Å"the five dysfunctions of a team† that hinder the capacity of the team to operate as a whole. These dysfunctions are simple, yet essential to understand: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The book describes what these dysfunctions look like among this fictional team and describes what would need to occur in order to reshape these things into something positive. Throughout the story, there are sobering reminders that it is possible to experience a downfall both in the initial phases as well as during the rebuilding phases of a team that individuals simply are not aShow MoreRelatedThe Five Dysfunctions of a Team a Leadership Fable46009 Words   |  185 Pages1/13/06 8:57 AM Page iii The Five Dysfunctions of aTeam A L E A D E R S H I P FA B L E Patrick Lencioni 01_960756_ffirs_16.qxd 1/13/06 8:57 AM Page ii 01_960756_ffirs_16.qxd 1/13/06 8:57 AM Page i Also by Patrick Lencioni Leadership Fables The Five Temptations of a CEO The Four Obsessions of an Extraordinary Executive Death by Meeting Silos, Politics, and Turf Wars Field Guide Overcoming the Five Dysfunctions of a Team 01_960756_ffirs_16.qxd 1/13/06 Read MoreBook Review: Patrick Lencionis The Five Dysfunctions of a Team1553 Words   |  6 PagesLencionis, The Five Dysfunctions of a Team The Five Dysfunctions of a Team, is a narrative encompassing the successes and struggles of a group of executives working at fictional Silicon Valley company, Decision- Tech, Inc. 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