Paper that explains the communication aspects, personality & Research

That explains the communication aspects, personality & leadership styles used in management - Research Paper Example The aim of this paper is to explain the main management and leadership styles that can be utilized in by managers in their efforts to deliver effective management. The paper explains how managers can bridge the gap between upper management and front line workers by enhancing communication. It also shows how managers should work towards the attainment of big five personality dimensions and other critical leadership skills. Management styles There are four main management styles that can be applied by managers depending on the specific environments. These are the autocrat, benevolent autocrat, participatory democrat and consultative democrat. An autocrat type of manager is one that manages by telling others what to do and how to do it. This type of a manager has minimum confidence on their subordinates and most often, they do not trust them. This type of leadership is not the best for an industrial or a business environment because it results to ill treatment of workers. Workers will b e treatment as automations instead of human beings with natural limitations. As the organization expands, the freedom of workers to make decision without approval reduces and so does shared ideas. The final result of this management style is high turn-over rates (Montana and Bruce, 2008). A benevolent autocrat type of manager pictures themselves as a father figure whose role is to make important decisions then they look for ways to convince their subordinates to join them in following them. Sometimes, these managers allow subordinates to make minor decisions within the limits hey set for them. In this type of management, rewards and punishments are used to motivate employees From its name, a consultative democrat is a type of manager who consults with their subordinates. Montana and Bruce (2008) explains that these types of managers have trust and confidence in their employees and this drives them to consult with them. Before making decisions, such managers always get the views of t he employees on it. However, they are the ones with a final say when it comes making the actual decision. Slightly different from a consultative democrat, a participatory democrat is a type of manager who allows employees to have an active role in decision-making. They share with them the decision-making process because they have full trust and confidence in them. Whenever there is an issue or a decision to be made, the manager invites all the stakeholders so that they can discuss. The final decision represents the views of the majority. Leadership styles in management The main role of a leader is to ensure the accomplishment of a common task by enlisting aid and support from others. This is a process of social influence. The most common leadership styles are authoritative, democratic, afflictive and coaching. In authoritative leadership style, there total centralization of decision-making powers. Authoritative leaders do not welcome initiatives or suggestions from their subordinate s and because of this, decision-making is quick and unilateral. However, it gives managers a very string motivation while demoralizing their subordinates. In democratic or participative type of leadership, group decision-making is favored. This is seen where such leaders consult with the group before giving instructions. This means their decisional are not unilateral. Through this, such leaders motivate their groups effectively and positively

State and Local Milestone 1 Essay Example | Topics and Well Written Essays - 250 words

State and Local Milestone 1 - Essay Example Mendis (2006) argues that this balance of police power by the community, the states, and the Federal Government hampers the ability of the states to exercise their full police powers. This affects the states’ ability and contemporary efforts in reforming the welfare of their territories. The sharing of police power by individuals also complicates the states’ efforts in fighting terrorism and allows certain individuals to go unpunished with certain crimes. According to Murphy & Lutze (2009), in exercising police powers, adherence and obedience to the set laws may be coerced using a variety of methods that may include but not limited to physical means and legal sanctions. The use of physical means has continually generated controversies when it is applied by the Federal Government, as this conflicts the rights of powers bestowed upon the states. Controversies also arise when the physical means of coercion is used by the federal or states governments on individuals as this conflicts with the rights and freedoms of individuals. Thus, the states appear even more powerless with the availability of the police powers. The court is another organ of the state and federal government that is inevitably affected by the contentious nature of the police power (Revell, 2006). Every state in the US has its different form of constitution as far as the police power is concerned. The federal courts do not have the jurisdiction to interpret state constitutions and considers all the states to be having general police powers and laws. This also raises conflicts between the states and the federal courts, as far as the police power is concerned. In order to realize the full potential and benefit of the police power, it would be prudent to make the police power policy an exclusive function of the states. This would see radical changes in the states’ ability to regulate, control and

An Analysis Of Personal Leadership Skills Nursing Essay

An Analysis Of Personal Leadership Skills Nursing Essay For this essay I have audited my leadership skills using theoretical models and referred to specific situations and experiences. This encompasses personal, academic and professional reflections and explores opportunities for my career paths and personal development with an Action Plan for the future. This has required critical evaluation of my own development needs in light of my own aspirations, establishing an understanding of my transferrable skills and how these can be enhanced. For this I have considered situations in which my leadership traits, styles and skills have been utilised to help create successful outcomes. Background My career path has involved working closely with and taking an interest in people, both clients and colleagues alike. In developing my management skills, I am continually pursuing further ways of improving the effectiveness of these interactions which is immensely rewarding for me. On leaving school, my first employment was within the travel industry. From the outset, I sought to improve skills and enjoyed the challenge of meeting the needs of customers, budgetary targets, training of staff, problem solving, through to the opening and management of a travel agency branch several years later. Apart from the GCSE qualifications gained at school, any further academic or professional learning has been gained whilst in employment. The skills and achievements in my personal life are equally transferrable to my work life. For example, as Chairman of a genealogical society for several years and public speaking engagements both serve as reminders that I have organisational, research and presentation abilities which I can and should be utilising and developing along my career path. I am a prison officer and, three years ago, I learnt that my establishment was funding a Foundation Degree in Offender Management. My initial reaction was one of excitement as I had, for several years, considered some form of Higher Education by way of personal and professional development, but had never explored the options. It was a source of immense satisfaction to pass the course and achieve Distinction grade. My learning journey, experiences and personal developments, undertaken in the last three years, would take more than the word count of this essay allows, yet there are key points to reflect on in order to analyse my own leadership skills and continue their development. Theoretical Models and Personal Experience of Reflection in my Professional Development: From my earliest days in retail employment, then Care Work and on to prison officer, I have been fascinated by people and behaviour. Working alongside others, as well as empowering and training gives me great personal and professional satisfaction. Using reflective models such as Gibbs (1998), shown in Appendix III, I came to realise that how I interpret situations influences my interactions with others. As I will illustrate, this relates directly to my personality style and how I manage people and situations. Linked to this is the importance I place on how I am viewed by others and naturally seek collaborative and open relationships. Many of these values are found in Carnegie (1938), listed in Appendix I. The Study Skills Self-Assessment which I completed on 23 October 2007 (Appendix II) highlighted three main employability skills I need to develop as: Improving own learning and performance Application of number (data collection and interpretation) Information and technology proficiency Alongside these, to develop, are my personal attributes of Self confidence Flexibility and adaptability Judgement In this assessment I also reflected on my own specific weaknesses which include being too self-critical and not praising my own achievements enough which can affect my ability to be objective about my performance. I have a strong underpinning need to defend others and leap to their rescue which I have come to see as a hindrance to my own development and of those I seek to help. This is a particularly important area for me to address as future management roles will require me to allow others to take their own personal responsibility and only offer guidance as appropriate. This rescuer style is schema-related and I have considered schema theory and how this applies to me. Beck, (1967:233), described a schema as ..a cognitive structure for screening, coding, and evaluating the stimuli that impinge  on the organism. In short, schemas are the filters or core beliefs we have about ourselves or the world around us which influence how we interpret different situations in our lives. The nature of the work I do in offender rehabilitation requires me to undertake regular de-briefing, supervision, yearly health reviews and bi-monthly counselling. This, together with schema theory and other therapy models I use with prisoners, which I have also applied to myself, means I spend a lot of time being introspective and sharing reflections with colleagues. This helps define practical steps for a successful future but also enables me to gain wider perspectives in understanding, leading and managing others with a range of resources and situational analysis capabilities. Whereas, in the past and even recently, I have questioned the decision making processes of management, this has reshaped into a desire to gain a holistic overview of the work environment. Understanding the way we think and manage ourselves and others has been an important facet of my learning over the last three years. Straker (2008) who expands on the work of Gardner (2006) was helpful in appreciating that how we interact with people, at all levels, and is crucial for self development. Overcoming objections to understanding others, for fear that this might disprove our own theories about ourselves and the world are key hurdles of which I must continually be mindful. Negative experiences in this have resulted in an unhealthy view of the workplace but, as I said earlier, the benefits of a more engaging view have proved beneficial in my work and personal well being. As well as using Gibbs Reflective Cycle (1998), Kolb (1984) also helped me to evaluate experiences and test hypotheses but I did not find it took me to the point of action whereas Gibbs sets out the plan for ongoing development which is crucial for me so as not to remain procrastinating. Moon (2004) has been a useful resource on reflective practice, reminding me that reflection is not just important in itself, but must also lead to positive change, In observing what gets in the way, rather than being stuck in analysis, to move beyond and set goals for positive development has been essential learning for me and has been a surprising benefit which I had not expected several years ago. Leadership Employability Skills I recently completed an Employability Skills self assessment exercise which we first undertook in the first semester of the Foundation Degree. On doing this, I compared the results from the two. It was encouraging that one of my main developments appears to have been in problem solving and I consider my Higher Education studies over the last three years as contributing to my deeper analysing abilities. In light of earlier descriptions of my learning journey and reflective logs, it is gratifying to see that I have come a long way in, not only overcoming my own obstacles to learning, but making measured and significant achievement which then enables me to guide others in their roles. Among the key learning experiences for me, alongside the above, are a recognition of the roles of others, networking and effective communication. My career path has involved working closely with and taking an interest in people, both clients and colleagues alike. This was particularly apparent when I recently updated my Curriculum Vitae (Appendix IV), which was last compiled almost fifteen years ago. In developing my management skills throughout my degree studies, I have discovered further ways of improving the effectiveness of these interactions which is immensely rewarding for me. Through networking with management and departments for resources on researching prison policy, security and management skills, I am now feeling positive and motivated to succeed in career development. Not only is this important from a practical, self-development perspective, but also the fulfilling sense of achievement this will bring. Until recently, I was Supervisor of the Core Sex Offender Treatment Programme which was an important role in developing my leadership skills, promoting staff well-being as well as guiding staffs professional development. Another important aspect of this was to remain flexible yet consistent in balancing these needs whilst focussing on the goals of the establishment Business Plan and Key Performance Target (KPT) priorities. This mirrors Handy (1987) who argues for such flexibility in his Trust Control Theory. I find myself taking the opportunity to develop the skills of others very seriously and is personally rewarding and empowering. The values I attribute to this mirror those of Kandola and Fullerton (1994) in their Mosaic Vision which I have included in Appendix V. In Transactional Analysis Theory (Bern, 1961), every individuals personality is made up of three parts Parent, Adult and Child. An assessment of my own revealed a predominantly Nurturing Parent relationship style which is immensely rewarding personally, but can prove emotionally draining and is not without its practical problems. However, developing assertiveness skills in establishing my own identity and skills base has the benefit of overcoming any negative rumination and keeps lines of communication open. An example of achieving this was in challenging my line manager over my yearly performance review where I was rated Achieved and not Exceeded which I felt was deserved. I could have overlooked this and ruminated unhelpfully, believing him to be responsible for not recognising my achievements, but chose instead to manage my manager and argued my case. I found the www.h2training.com website interesting which had useful strategies for reminding me how to maintain my own degree of self-determination. Quoting from this site: Its unreasonable to expect your manager to be entirely responsible for accelerating your career: ultimately, its your own responsibility. Remember that an expectation is also resentment waiting to happen, and it is very difficult to hide resentment. http://h2training.com/managing_manager_tips.html [accessed November 2010] Suffice to say, my performance record was amended accordingly. I recently had to step down from Sex Offender Treatment work which I found difficult to accept. I, therefore, reappraised my personal development and used reflective skills (Kolb, 1984 and Beck 1967) to help evaluate the experiences and to understand how I was interpreting them. By doing this, I was able to negotiate a role within the drugs support team after originally being offered an office based assessment position which I would have found unfulfilling. Indeed, on reflection, assertiveness and negotiation are two core management attributes which are now part of my skills set. Drawing together the range of experience and interests I have enjoyed over successive years keeps me, first and foremost, actively engaged in working for and alongside others. My role as a drugs support worker requires the key skills I possess with the realisation and expectation that they can be further developed with a particular emphasis on evaluating the management requirements of this work. This is encouraging and, in this period of change, I have come to realise the importance of job satisfaction as a key motivator for me. An important element of my professional life is to uphold personal and corporate values of decency and ethical practice including cultural diversity. I was pleased to be able to highlight these values in my Diversity Foundation Degree project from January 2009 where I made recommendations for valuing the diversity of staff and prisoners and improving ethical practice in Programmes Awareness training at Full Sutton. This was well received by the treatment management team resulting in the training being strengthened in this area. On sharing the findings of my Transactional Analysis with a work colleague, my nurturing parent style was acknowledged and confirmed through my perceived empathic nature. In looking at my management style, it is important that I maintain a balance between this and being careful not to go into White Knight schema-driven mode, where I need to defend others at all costs. Developing a style which cares for others yet enables them to function on their own merits allows me to function better as a genuinely caring person in my work and as a leader. Maslows Hierarchy of Needs theory (1943), reminds me that my own needs count as well as those of other people. In other words, putting other people first all the time is detrimental to my own well-being and valuing myself is, in itself, a key assertiveness skill. I continually remind myself of the announcements on aircraft during safety briefings where, in the event of oxygen masks being deployed, you are instructed to put your own on first before aiding anyone else. If you dont, you might pass out beforehand and then no one is saved. Critically evaluating My Leadership and Management Style Some years ago, a colleague of mine who has since retired, told me his thoughts on a particular Senior Manager. He used a phrase which, though meant in a derogatory sense, I have never forgotten. He said ..as a leader of men, I would only follow him out of curiosity. This colleague had spent many distinguished years in the Armed Services as a Regimental Sergeant Major and had been in the Prison Service for around 15 years. He had, therefore, some considerable experience of different management and leadership styles. Using established theory I continually analyse my own strengths and weaknesses in areas of leadership and management. Fayol (1916) highlighted five commons elements of management which are essential to the role. These include the ability to look to the future, to be organised and co-ordinate the organisational objectives, leading (though he defined it as commanding which is unhelpfully autocratic) and, finally, to control the above elements using all means at his or her disposal. Whilst this was written at the beginning of the last century, the basic tenets of management Fayol lists are still valid though ones own personality also engenders an effective workforce which can achieve results. The latter is personally important as I seek to have followers rather than delegates and makes me, as a manager, more of a leader. I recently completed the Myers Briggs Personality Type Questionnaire. Having done this a couple of years ago, I decided to redo this using an internet-based assessment resource (www.teamtechnology.co.uk) [accessed 15 September 2010], which produced a comprehensive 200 page report. Summary in Appendix VI The results proved very interesting and formed a cohesive assessment which affirmed the beliefs about my personality and leadership attributes gained over the last few years. This was confirmed through the initial questionnaire together with a separate subtest which had similar outcomes and, interestingly, the results were very similar to my previous assessment two years previously. Essentially, I have a strong focus on values, feelings, compassion and important beliefs where current experiences hold great learning importance. Team values are high and my role in ensuring the well-being of those with whom I work is important to me. There are, however, elements of this personality type which I am aware can be problematic if not managed appropriately. I do have a tendency to avoid conflict yet can be stubborn where my own values come into conflict with corporate ideals in which I run the risk of failing in objectivity. These are negative traits which I have been consciously working on over the last few years and serve to remind me that, whilst having a default style, this does not preclude effective working on these to the benefit of all concerned. Interestingly, the top two best matches of jobs for me based on enjoyment are actor and musician; for match came out as counsellor and customer care and a combination of match and enjoyment came out as counsellor and actor. All of these I have both experience and interest in and the traits from these have indeed shaped my leadership style. The Humanist approach described by McGregor (1964) looked at how individual attitudes can affect behaviour. He purported that there are 2 types of leader (using an X and Y continuum ranging from a negative to positive view of subordinates respectively). The latter, he showed, have a greater chance of effective performance from the workforce through a nurturing approach which I can identify with. A reflective log from December 2009 is included in Appendix VII. Again, as with most models, there is a typical style for each individual manager but even the most open and supportive one can revert on occasions to X-typical strategies and responses. This can be somewhat confusing and lacking in continuity for the workforce and, potentially unsettling as I will illustrate later in this essay. The model is similar to Tannenbaum and Schmidt (1958) who use the continuum from Authoritarian Task Orientation to Democratic Relationship Orientation where I operate towards the latter and Goleman (2000) on which I identify with the Affiliative (people come first) stage. Operational leaders, as covered by Maxwell (2002) have great value to an organisation in providing stability, devising systems and solving problems with positive engagement. However, because of their focus on detail they can overlook the bigger picture, sometimes lack motivation and are not effective in dealing with conflict. Very often, paraphrasing Maxwell here, operational leaders are not very good at getting their hands dirty but readily raise the flag at the moment of achievement. Thankfully, whilst viewing myself as an operational leader, I do like to share in tasks as well as delegate. John Adair (2002) in his range of leadership treatises, (which, incidently, build on the previous models of Maslow (1943), Herzberg (1964) and Fayol (1916) highlights three key management responsibilities under his banner of Action Centred leadership. Achieving the task Managing the team or group Managing individuals Whilst advocating a shared responsibility between the individual and external factors, it does not, however, take stock of the individual in the leadership role which I view as crucial. A similar but more complex model I have become interested in, is known as Crew Resource Management (CRM) which was originally devised by NASA to explore the human factors in civil aviation accidents in the 1970s. Several industries have adopted and adapted their own models accordingly and my interest will culminate in a dissertation for my Degree on the benefits of adopting a CRM approach to Prison Service critical incidents. Tasks or people? Workforce or Team ? It is clear that leadership is different to management though a good leader will have good management skills. In considering whether I impose myself as leader to focus on task or allow the team to flourish utilising their own skills, I completed the T-P leadership questionnaire (Appendix VIII). This scored exactly midway between the two, highlighting my awareness and flexibility to respond to both important aspects. How we respond to a leader gives some indication of our own skills and that of the one in the supervisory role. As one who aims to lead by inspiration, I am more inclined to follow Kolbs (1984) model of learning and encourage people to adapt concrete way of doing things to update their skills base and find more effective ways of working (feeling, watching, thinking, doing). An autocratic leader would be less inclined to allow such flexibility and attempt to ensure compliance from those who might be more inclined to kick and scream in and against the process. An effective leader should also take individual learning styles into account as no one method fits all. Honey and Mumfords Learning Style Inventory (1982), highlights the differences that exist, as I have found even within small teams, yet we all work together and effectively, notwithstanding that everyones experience of being under the same leadership will be different. One of the most important sources of reflection in considering my own style of leadership, plus a reinforcement of my own beliefs and values, is represented in the Style Theory of Leadership developed by Blake and Mouton (1964). This, essentially, follows on from McGregors X-Y theory and is more relevant to those predominantly on the Y axis and where a level of trust in management structure exists in the workplace. However, Blake and Mouton explored the benefits of those that put tasks before people and vice versa. Ultimately they considered whether concern for people or concern for production was more important for leaders. As with other models, the day to day style of individuals in leadership roles can vary but everyone has their own default mode. Where productivity appears more important than the maintenance and well-being of the staff, I can find myself at odds with the management and perceived ethos of the establishment at which I work. With the Blake Mouton model, I was relieved to have my default leadership style confirmed as Team Leader. This is indicative of high concern for both people and production where emphasis is placed on a spirit of teamwork and mutual co-operation. This also engenders a safe environment in which commitment from all sides is more readily forthcoming. However, in completing a recent practical assessment for a promotion board I failed to attain the required grade. I knew this as soon as the assessment was over, though I had to wait two months for the official result. In fact, I knew during the assessment, I was reacting totally contrary to my normal sense of priorities when faced with a constant stream of problems to solve. I found myself focussing primarily on the tasks and not enough on the personnel. For example, when faced with a member of staff who was emotionally upset at a domestic issue, I asked if he was okay to continue to get his landing unlocked and would look to help him with his problem later. Afterwards I learnt that the assessors were looking for Utopian responses in all scenarios assuming all needs could be immediately provided so I could have put staff welfare first, getting his role covered immediately so he could then get home to sort his issues. However, I reverted to my current work role where the pressure to meet deadlines sometimes overrides well-being. As this was completely at odds with how I believed I would normally have reacted, I was left feeling ill at ease and questioned why I persisted in this way when I am naturally Y (using McGregors model, 1960) and more team focused than task orientated (Blake Mouton, 1964). Whilst I may not fully understand why, at least it is a recognised trait à ¢Ã¢â€š ¬Ã‚ ¦..theory X managers (or indeed theory Y managers displaying theory X are primarily results oriented Internet source http://www.businessballs.com/mcgregor.htm [October 2010] On reflection, I am convinced that the culture and environment of the higher management structure (which demands and focuses on results and targets) filters down and, no matter how much one tries to resist or even kick against it, it permeates ones own work practice after a while. The climate in which I work consistently places emphasis on the meeting of Key Performance Targets (KPTs) and now, the Service Level Agreement (SLA). In meeting these as well as ever increasing budgetary constraints, every facet of work culture is placed under the microscope and, wherever possible, cut, yet the targets must be met regardless. However, no matter the circumstances in which we find ourselves or expectations laid at our office door, it is how we respond that is important and the acceptance of our personal responsibility to be channelled into effective working. An important element of relationships, at all levels including personal and business, is trust. Where one perceives this to be eroded or not present due to conflict in aims or values, it can have a destructive affect on effective co-working. As can be seen above, this is something I am struggling with in the corporate ethos where I am constantly second-guessing the motives behind management decision-making. However, to be an effective manager, I am mindful of maintaining a healthy approach to embracing the mission of the workplace even though I may not fully understand or have access to the full rationale behind the decision making processes from Higher Management. As a leader, I have to convey to those I wish to work effectively under me, that this mission is achievable and in the common interest despite my own such uncertainties. Maintaining personal integrity and establishing trust are essential in my personal, professional and leadership identity. Straker (2008:208) talks of transaction cost and trust boundaries. Essentially he argues that trust, if allowed to erode or not fostered within an organisation can impact on delivery and there has to be a cost on both sides to re-establish this. As he says .. the overall cost can be minimised with up-front investment in, and subsequent maintenance of, trust. If one does not have that sense of belonging within the trust group then there is something wrong with the work relationship and part of effective management and leadership performance is to be pro-active in fostering trust and encouraging people to enter the trust boundary. It begs the question, therefore, who and under what conditions will we follow? Should we be expected to lead and expect blind faith? What criteria and principles should be presented in order for others to set out on the journey with us ? Handy (1987) suggests that in order for an outcome to remain constant, the Trust-Control balance might need to shift between leader and subordinates and I can see merits in this as relationships, as well as work pressures, are fluid in nature. There are three established styles of leadership: autocratic, paternalistic and democratic. History records successful leaders who have exhibited all of the above. Each style can work and produce results but demands a flexibility on the part of the workforce to fit in with the style and it is that response which can be acknowledged and worked with or not as the case may be, As for my own style, confirmed as a nurturing parental approach, this has immense benefits for myself and for those who work under me as they feel supported and, more importantly in my opinion, affirmed in their roles with their own skills base recognised and developed. As with any style there are costs and, as I am finding, where my own sense of values conflicts with the demands laid upon me, this can have a detrimental effect to my own sense of purpose within the organisation. It is important, therefore, that structures and lines of communication are open which allow for that expression of view. However, this, in itself, is not without the potential cost. As I found when raising my head above the parapet on several occasions, to express concern and personal frustration with the direction expected by senior managers, it can blot ones copybook. Again, it is important for me to consider how much of this is down to my own personal perception and how able I am to see my subordinates perspective and, crucially, the aims and focus of the establishment delivery objectives. Conclusion In terms of future roles, I am best placed to consider managerial positions. The Foundation Degree and BA(Hons) are regarded as valuable qualifications both for their content relevant to the Criminal Justice System and Leadership and Management but also symbolising the desire and commitment I have and have shown for continued self development (Appendix IX). In the final analysis, the human dynamic is the most beneficial resource in the workplace but it is also the most fickle and, at times, fragile. To lead is a privilege and to follow is an opportunity. I can only strive to make myself worthy of the trust placed in me to, not only get the job done, but to enable others to be the very best they can be and, in the process, ensure I am followed out of respect and not coercion or, indeed, curiosity. Appendices: I. Excerpt from Carnegie (1938) II. Study Skills Self Assessment III. Gibbs (1998) Reflective Cycle IV. Curriculum Vitae V. Kandola and Fullerton (1994) Mosaic Vision VI. Myers Briggs Personality Type Questionnaire VII. Reflective Log on McGregor X,Y Theory VIII. T-P Leadership Questionnaire IX. Professional Development Plan Appendix I Excerpts from How To Win Friends and Influence People Carnegie (1938) Fundamental Techniques in Handling People Dont criticize, condemn, or complain. Give honest and sincere appreciation. Arouse in the other person an eager want. Six Ways to Make People Like You Become genuinely interested in other people. Smile. Remember that a mans Name is to him the sweetest and most important sound in any language. Be a good listener. Encourage others to talk about themselves. Talk in the terms of the other mans interest. Make the other person feel important and do it sincerely Twelve Ways to Win People to Your Way of Thinking Avoid arguments. Show respect for the other persons opinions. Never tell someone they are wrong. If youre wrong, admit it quickly and emphatically. Begin in a friendly way. Start with questions the other person will answer yes to. Let the other person do the talking. Let the other person feel the idea is his/hers. Try honestly to see things from the other persons point of view. Sympathize with the other person. Appeal to noble motives. Dramatize your ideas. Throw down a challenge. Be a Leader: How to Change People Without Giving Offense or Arousing Resentment Begin with praise and honest appreciation. Call attention to other peoples mistakes indirectly. Talk about your own mistakes first. Ask questions instead of directly giving orders. Let the other person save face. Praise every improvement. Give them a fine reputation to live up to. Encourage them by making their faults seem easy to correct. Make the other person happy about doing what you suggest. Appendix II. Study Skills Self Assessment Appendix III. Gibbs (1998) Reflective Cycle Appendix IV. Curriculum Vitae Appendix V My Personal and Professional Values Related to The Mosaic Vision (Kandola and Fullerton, 1994) Mission and values (I tend to have a rescuer style in

Mc Donald’s Customer Service Essay -- Business Management Assignment E

McDonald’s Customer Service INTRODUCTION To complete this assignment I have to investigate customer service by writing a report on a chosen business. The business I have chosen for this is Mc Donald’s. In 1974, McDonald's opened its first restaurant in the UK. Today, more than 2.7 million people in this country place their trust in McDonald's every day - trusting the Company to provide them with food of a high standard, quick service and value for money. Customer service is very important to the McDonald's because it says that they care about their customers. Customer service very important and vital part of any organisation, which is selling goods, or service because it exists to satisfy customers... Good customer service will bring you new and keep old customers but if you have bad customer service this will make customers unhappy and they will stop visiting you and the business will not have new customers. McDonald's operates in a very competitive market. It generally keeps its prices within a compatible range to its competition. What McDonald's can do to is to makes its self-different from its competitors (in a better way) is to exceed customer service. The customer service and food preparation areas contain original equipment used in the days when fresh potatoes were peeled, sliced, blanched and fried; milkshake mix and syrup were whipped up on the Multi-mixers; Coca-Cola and root beer were drawn from a barrel, and orangeade from the orange bowl. The company employed just under 49 000 people and over 19 000 more were employed by the McDonald's franchise. (I copied this information from McDonalds fact file 2001). By the end of 2000 there was 1, 232 McDonalds restaurants operating in UK... ...very like pizza shops – this will benefit both consumer and the business people will buy more and business will gain more revenue. * They should have one of those club card this will also benefit both consumers will be getting discount and business will get repeated business. Overall I think that their customer service in head office is very good. On the January16th 2002 I phoned the customer service and requested a student pack next day I received it. But when I phoned Ford I had to wait over a week and this showed me how good the customer service in McDonalds is. Bibliography AVCE Business Studies Customer service book from college library. http://www.mcdonalds.co.uk/ McDonald's student pack 2001 UK head office of McDonalds: The corporate affairs department. McDonald’s restaurant limited Website: www. McDonald’s.co.uk Mc Donald’s Customer Service Essay -- Business Management Assignment E McDonald’s Customer Service INTRODUCTION To complete this assignment I have to investigate customer service by writing a report on a chosen business. The business I have chosen for this is Mc Donald’s. In 1974, McDonald's opened its first restaurant in the UK. Today, more than 2.7 million people in this country place their trust in McDonald's every day - trusting the Company to provide them with food of a high standard, quick service and value for money. Customer service is very important to the McDonald's because it says that they care about their customers. Customer service very important and vital part of any organisation, which is selling goods, or service because it exists to satisfy customers... Good customer service will bring you new and keep old customers but if you have bad customer service this will make customers unhappy and they will stop visiting you and the business will not have new customers. McDonald's operates in a very competitive market. It generally keeps its prices within a compatible range to its competition. What McDonald's can do to is to makes its self-different from its competitors (in a better way) is to exceed customer service. The customer service and food preparation areas contain original equipment used in the days when fresh potatoes were peeled, sliced, blanched and fried; milkshake mix and syrup were whipped up on the Multi-mixers; Coca-Cola and root beer were drawn from a barrel, and orangeade from the orange bowl. The company employed just under 49 000 people and over 19 000 more were employed by the McDonald's franchise. (I copied this information from McDonalds fact file 2001). By the end of 2000 there was 1, 232 McDonalds restaurants operating in UK... ...very like pizza shops – this will benefit both consumer and the business people will buy more and business will gain more revenue. * They should have one of those club card this will also benefit both consumers will be getting discount and business will get repeated business. Overall I think that their customer service in head office is very good. On the January16th 2002 I phoned the customer service and requested a student pack next day I received it. But when I phoned Ford I had to wait over a week and this showed me how good the customer service in McDonalds is. Bibliography AVCE Business Studies Customer service book from college library. http://www.mcdonalds.co.uk/ McDonald's student pack 2001 UK head office of McDonalds: The corporate affairs department. McDonald’s restaurant limited Website: www. McDonald’s.co.uk

Mgt 12 Essay

This course is intended to give students a foundation in personal financial planning, budgeting and money management. Upon completion of the course, students should have an understanding of associated terminology and possess basic skills in personal finance and money management. OBJECTIVES Specifically, the course is intended to be foundational and help prepare students for financial independence after graduation. Key learning areas will be the following: * Personal Finance Basics * Time Value of money * Budgeting/Tracking Spending * Banking * Consumer Credit * Housing Investing * Retirement PREREQUISITES None MATERIALS Required * Personal Finance, 10th Edition, Kapoor, Dlabay, Hughes, McGraw-Hill/ Irwin, Inc. , 2012. * Course Reader- Available through University Readers. Purchase instructions found on Ted Recommended * Staying current with Personal Finance world through many of readily available media outlets such as CNBC, Personal Finance Experts, (Suze Orman), Wall Street Journal Personal Finance Section, Money magazine, Personal Finance webpage of Yahoo Finance, etc†¦ CLASS TIME/ATTENDANCE It is important to attend class. In general, class time will consist of lectures, discussion of articles, coverage of select personal finance topics and possible guest speakers. Participation and engagement are encouraged and will enrich the learning experience and your grade. ASSIGNMENTS Students are expected to be prepared for class by completing reading and assigned homework. Homework will be collected and will consist of a combination of terminology and problems from the text. Generally, students will be expected to read the chapter and article prior to class (preread) and submit the associated homework assignment on the due date. See schedule on next page for details. In order to receive credit for homework, students must submit a hard copy of the homework by the beginning of class. It is suggested that students complete assignments using software. Microsoft Excel is well suited for assignments as homework will be quantitative in nature. There is a project to track personal spending for one month. This will be assigned a few weeks into the quarter and due the last week of class. Excel is mandatory for this. GRADING Grading Category| Points [or percentage]| Class Participation| 10| Homework (3 assignments @ 5 points each)| 15| Personal Spending Tracker/Daily Spending Diary| 10| Exam 1*| 20 or 25| Exam 2 *| 20 or 25| Final Exam *| 20 or 25| Total| 100| *For Exams, one may count highest 25% and the others 20% each to comprise 65% of final grade POINT DISTRIBUTION A 93+ PointsC73-76 A- 90-92C-70-72 B+87-89D60-69 B83-86Fbelow 60 B-80-82 C+77-79 COURSE POLICIES You are expected to be present for Exams. If you are unable to be present for a legitimate, unavoidable emergency, you are required to give me notification of the reason prior to the exam. The decision to offer a make-up exam will be made on a case by case basis and make-ups are very rare. SCHEDULE Class Date | Class Topic & Activities| Chapter | Assignments| Apr 2Apr 4| Introduction to CourseBasics of Personal FinanceTime Value of Money| 1| Read Chapter 1 Read Article 1 | Apr 9Apr 11| Time Value of MoneyMoney Management| 13| Read Chapter 3 and Article 2| Apr 16Apr 18| Money ManagementFinancial Services/Banking| 35| HW#1 due 4/18Ch 1 – Terms & Problems 1,3,4,7,8,9,10Ch 3 – Terms & Problems 2,3,4,7,8Read Chapter 5| Apr 23Apr 25| Financial Services/BankingReview for Exam 1Exam 1| 51,3| Covers Chapters 1 & 3 | Apr 30May 2| Assign Personal Spending TrackerConsumer CreditConsumer Credit| 66| Read Chapter 6 and Article 3| May 7May 9| Cost of CreditCost of Credit| 77| Read Chapter 7| May 14May 16| HousingHousingReview for Exam 2| 99| Read Chapter 9 and Article 4 HW#2 due 5/14Ch 5 – Terms & Problems 2,3,5,6,8,11,12Ch 6 – Terms & Problems 1,2,5,8,10Ch 7 – Terms & Problems 2,3,5,7,15| May 21May 23| Exam 2Housing| 5,6,79| Covers Chapters 5, 6 & 7| May 28May 30| Investing InvestingRetirement| 131318| Read Chapter 13 and Article 5Personal Spending Tracker Due 5/30Read Chapter 18| Jun 4Jun 6| RetirementRetirementReview for Final| 1818| HW#3 due 6/4Ch 9 – Terms & Problems 2,4,5,6,7,9Ch 13 – Terms & Problems 1,2,3,4,5,10Ch 18 – Terms| Jun 13| Final Exam 7-9PM| | | LEARNING OBJECTIVES Chapter 1 – Personal Finance Basics * Analyze the process for making personal financial decisions. * Develop personal financial goals. * Assess personal and economic factors that influence personal financial planning. Calculate time value of money situations associated with personal financial decisions. * Identify strategies for achieving personal financial goals for different life situations. Chapter 3 – Money Management * Recognize relationships among financial documents and money management activities * Desig n a system for maintaining personal financial records * Develop a personal balance sheet and cash flow statement * Create and implement a budget * Relate money management and savings activities to achieving financial goals Chapter 5 – Financial Services * Analyze factors that affect selection and use of financial services * Compare the types of financial institutions Compare the costs and benefits of various savings plans * Identify the factors used to evaluate different savings plans * Compare the costs and benefits of different types of payment accounts Chapter 6 – Consumer Credit * Define consumer credit and analyze its advantages and disadvantages * Differentiate among various types of credit * Assessing credit capacity and building a credit rating * Describe the information creditors look for when you apply for credit * Identify the steps you can take to avoid and correct credit mistakes * Describe the laws that protect you if you have a complaint about consumer c redit * Leasing vs Buying a car Chapter 7 – Cost and Challenges of Credit * Analyze the major sources of consumer credit * Determine the cost of credit by calculating interest using various interest formulas * Develop a plan to manage your debts * Identify various private and governmental sources that assist consumers with debt problems * Assess the choices in declaring personal bankruptcy Chapter 9 – Housing * Evaluate available housing alternatives * Analyze the costs and benefits associated with renting * Implement the home-buying process * Calculate the costs associated with purchasing a home * Rent vs Buy cost comparison and analysis * Develop a strategy for selling a home Chapter 13 – Investing Describe why you should establish an investment program * Assess how safety, risk, income, growth and liquidity affect your investment decisions * Explain how asset allocation, time & different investments alternatives affect your investment plan * Recognize the importance of your role in a per sonal investment program * Use various sources of financial information that can reduce risks and increase investment returns Chapter 18 – Retirement * Recognize the importance of retirement planning * Analyze your current assets and liabilities for retirement * Estimate your retirement spending needs * Identify your retirement housing needs * Determine your planned retirement income * Develop a balanced budget based on your retirement income ACADEMIC INTEGRITY Integrity of scholarship is essential for an academic community. As members of the Rady School, we pledge ourselves to uphold the highest ethical standards. The University expects that both faculty and students will honor this principle and in so doing protect the validity of University intellectual work. For students, this means that all academic work will be done by the individual to whom it is assigned, without unauthorized aid of any kind. The complete UCSD Policy on Integrity of Scholarship can be viewed at: http://senate. ucsd. edu/manual/Appendices/Appendix2. pdf How the Honor Code applies to this course: The University trusts each student to maintain high standards of honesty and ethical behavior. All assignments submitted in fulfillment of course requirements must be the student’s own work. STUDENTS WITH DISABILITIES A student who has a disability or special need and requires an accommodation in order to have equal access to the classroom must register with the Office for Students with Disabilities (OSD). The OSD will determine what accommodations may be made and provide the necessary documentation to present to the faculty member. The student must present the OSD letter of certification and OSD accommodation recommendation to the appropriate faculty member in order to initiate the request for accommodation in classes, examinations, or other academic program activities. No accommodations can be implemented retroactively. Please visit the OSD website for further information or contact the Office for Students with Disabilities at (858) 534-4382 or osd@ucsd. edu.

Tefl Teaching English to Young Learners

Teaching English to Young Learners with GO TEFL Result: 81% Assignment Answer the following questions based on your course readings for this module. (100 marks) Part 1: This section covers multiple choice type questions. Choose the correct answer from the possible answers provided. 1. What is one of the main differences between children and adult EFL students? (1) 1. Children are more likely to be forced to attend the classes. 2. Games are effective for children but not effective for adults. 3. It is more important to create the need to learn in adults than in children. .Which of the following is true? (1) 1. Teaching children should be based on improvisation. 2. Children should be taught only through games. 3. It is essential to plan your lessons thoroughly when teaching children. 3. What is important to do in the first class where you teach the letter ‘o'? (1) 1. to associate it with one sound and a word, for example ‘orange', through the use of flash cards 2. to associ ate it with at least two sounds and at least two words, such as ‘orange' and ‘open', through the use of flash cards 3. o teach the name of the letter ‘O' in the alphabet and get the students to repeat a word with ‘o' after you, for example ‘orange' 4. Which of the following is a phonic: (1) 1. the sound  as in ‘jet’; 2. the letter ‘j’; 3. ‘jay’ Choose one answer. 1. a. both 1 and 3 2. only 1 3. only 2 5. You are introducing the letter ‘i’. You have just drilled the word ‘lip’.When will you drill the word ‘bike’? (1) 1. immediately 2. later in the same class 3. in a later class 6. You have just finished teaching single-letter vowel sounds to your students. Which of these sounds is a suitable choice to focus on in your next lesson? 1) 1. ‘ea’ as in ‘eagle’ 2. ‘th’ as in ‘thing’ 3. ‘s’ as in ‘sand’ 7. What is the double-letter sound in the word ‘headline’? (1) 1. he 2. ea 3. in 8. When is the best time to introduce the plural form of nouns? (1) 1. together with the singular form 2. in students’ second year of studying English 3. together with numerals 9. What is the best way of teaching children to pronounce the word ‘road'? (1) 1. first drill ‘r-r-r’, then ‘o-o-o’, then ‘a-a-a’, then ‘oa-oa-oa’, then ‘d-d-d’, finally drill the sounds together ‘road-road-road’ 2. irst drill ‘r-r-r’, then ‘oa-oa-oa’, then ‘d-d-d’, then drill the sounds together ‘road-road-road’   3. first drill the letters ‘ar-ar-ar’, then ‘ou-ou-ou’, then ‘ei-ei-ei’, then ‘dee-dee-dee’, then drill the word ‘road-road-road’. 10. Francis has asked her colleagues some advice on how to teach writi ng to her young students. Here is the advice three of them gave: (1)Fenton: â€Å"Get them to imagine that the whiteboard is a page from their exercise-books and demonstrate to them on the board where to begin writing letters/words and how to write them. Deon: â€Å"Teach them two ways of writing each letter but not at the same time – first teach all the letters in upper case, then all the letters in lower case. † Kate: â€Å"Show them how some letters fit between two lines while others reach the higher line or the lower line. † Whose advice is incorrect? 1. Fenton’s 2. Deon’s 3. Kate’s 11. You are a little frustrated because your students speak too much native language in class. They know that you understand their language, so you realise they do not feel motivated enough to speak English.How can you encourage them to speak only English in class? 1) 1. introduce a punishment for using the native language 2. do drilling for most of the less on; as they repeat after you, they won’t get an opportunity to use their native language 3. introduce a puppet to them, tell the students that the puppet can only speak and understand English and use the puppet throughout the lesson   12. It will probably be impossible for you to keep young learners enthusiastic about learning English if you: (1) 1. don’t give them any praise. 2. don’t let them use their native language. 3. don’t use any gap-fill activities. 3. If you have a student who repeatedly misbehaves and disrupts lessons, which of the following courses of action could be reasonable and effective? (1) 1. discourage the other students from associating with him/her both during and after classes 2. talk loudly and angrily to the child 3. meet with the child’s parents 14. Annette has selected these three structures to teach 5 year-old children in their first year of learning English: (1) 1. ‘Which do you like better, †¦ or †¦? ‘ 2. The past simple of regular and irregular verbs 3. ‘Have you ever been to†¦'Are all those structures suitable for learners of that level? 1. Yes, they are. 2. Structures 1 and 3 are suitable but structure 2 is not. 3. None of the structures are suitable as they are above the students’ level. 15. What is the recommended duration of each activity in a lesson with young learners? (1) 1. 2 minutes 2. 5 minutes 3. 10 minutes Part 2: In this section, questions are generally more open-ended and require a lot of thought. In your responses, particularly those requiring extended writing, please feel free to write more than is required. 1.Think of a game or activity which could help young learners develop their speaking skills (do not use those already mentioned in the module) and describe, step by step, how you would play it with your class. Note: in this game/activity the learners should talk to each other using sentences rather than single words. (Write about 100 words. ) (15) Circular group talking with a ball The young learners get into a circle of four in order to pass the ball to each other. Everyone gets a turn to communicate their name, age, favorite animal†¦ a) Sarah says Hello, What’s your name? b) Patrick says; â€Å"Hello, My name is Patrick! passes the ball to Emma, â€Å"What’s your name? † Emma replies; â€Å"My name is Emma! † c) â€Å"Sarah, How old are you? † Sarah replies; â€Å"I am six years old! † d) (If there is time and depending on the level of English)â€Å"Mary, What’s your favorite farm animal? † Patrick says â€Å"My favorite farm animal is the cow moo, moo! Emma, What’s your favorite farm animal? † Emma replies; â€Å"Me, I like dogs â€Å"woof, woof† This activity gets all the young learners actively involved. They practically sing the sentences to each other (drilling). 2. Describe, step by step, how you would teach the followin g structures.Include any visual aids you would use, what drilling (repetition) you would do and what your instructions would be. You don’t have to write a full lesson plan or activities. Write about 100 words for each structure. 1. Structure 1: Where is it? It’s on/in/under†¦ (15) By using Realia For example: playing hide and seek with a ball while simultaneously using the appropriate phrases and demonstrating their meaning. a) (Teacher hides the ball under the table) â€Å"Where is the ball? It‘s on the chair, in the bag or under the table†¦Ã¢â‚¬  Students reply; â€Å"The ball is under the table, Teacher† ) The young learners repeat the phrases and then take turns hiding the ball. c) Patrick (hides the ball); â€Å"Where is the ball? † Sarah replies, â€Å"It’s in the bag†. d) Sarah (hinds the ball) and asks â€Å"Mary, Where is the ball? † Mary replies, â€Å"it’s on Patrick’s chair†. By playi ng hide and seek (repetitiion/drilling) this enables the children to have fun while learning. 2. Structure 2: How many†¦ are there? There are†¦ (15) a) Again with Realia, I start by demonstrating with sweets (amusing item for sweet tooths) â€Å"How many sweets are there in my hand? Students reply â€Å"There are three sweets in your hand teacher†.Repeating these actions until they become familiar with the phrases. b) And then, I send a bag of sweets around the class so each young learner gets a turn (to correct themselves). c) Every student offers some sweets from the bag to his/her classmate. Each student takes a handful of sweets and counts them. Then asks his/her classmate: â€Å"How many sweets are there in my hand, Sarah? † â€Å"There are two sweets in your hand Patrick. .† d) And so on around the classroom until all the students are comfortable (drilled) with these expressions. 3. Structure 3: Can you†¦? Yes, I can/No I can’t. 15) a) First of all, I give the class an example-context: Realia with a cell phone as children enjoy imitating adults on the phone. â€Å"Hello Mary, It’s Sarah, Can you come to the Cinema on Saturday? † â€Å"Yes I can come to the cinema on Saturday Sarah† Or â€Å"No I can’t Sarah† . b) I ask the students to repeat these phrases a couple of times-drilling. c) And then, I ask them to get into small groups of 3/4 d) And ask them to use other examples of what they like to do on Saturdays: play tennis, football etc. â€Å"Can you come to football on Saturday? †Ã¢â‚¬Å"Yes, I can come to play football on Saturday† No, I can’t. † e) Then back within the whole group, I check the comprehension with more questions around the class to make sure everyone can say and understand (drilled) these phrases. Teacher says; â€Å"Brendan can you ask Sarah can she come to class tomorrow? † â€Å"Sarah replies, yes I can come to class tomo rrow, Brendan! † 3. Read the section (2. Planning an interesting lesson) at the end of the module and imagine you are giving the next lesson to the same class. Your aim is to teach the following set of new double letter sounds: (25) ai as   in sail ay as in tray ir as in girl a as in boat Write a lesson plan according to the same model. The time and level are the same and your aims will be to teach a new set of double letter sounds. Please use as much as you can from the different parts of this module and include a varied range of activities. Total  [100 marks] Using Presentation Practice Production (PPP) as my teaching model. IntroductionStagePresentationSetting the context| First of all, I briefly revise and verify that the students have understood the previously learnt single letter sounds to get them into the context for today’s lesson.In order to set the context (double letter sounds), I show the students a set of flashcards –the students are given the t ime to name the noun (teamwork) and learn new vocabulary. ai – sail ay – tray ir – girl oa – boat Demonstrating these nouns with flashcards allows me to keep my Teacher Talk Time (TTT) low and can prompt the students when they do not know the pronounciation of the double letter sounds. This way I can identify the level of the different students. | Eliciting the target| I send the flashcards around the class so each member gets a chance to attempt to say the words. Sail†, â€Å"tray†, â€Å"girl†, â€Å"boat†The students become more confident when they repeat the nouns individually. This will help them realize that they are capable of pronouncing double letter sounds and encourage them to learn new vocabulary. And then as a whole class we repeat together once again. I encourage the students to feel free to communicate within the group and participate in each others learning. | Concept checking| Once the double letter sounds have been drilled, I ask Concept Checking Questions (CCQs) to make sure that the students have understood the targeted word meaning.I continue to incorporate drilling during this stage. Examples:Is Sarah a boy or a â€Å"girl†? What does a sailorman do? â€Å"Sails a boat† In a restaurant we serve with a â€Å" tray†| Drilling and furtherconcept checking| Using different interactions and teamwork with the aid of the flashcards Examples: All the boys please : â€Å"Sail† All the girls please: â€Å" boat†All the boys, what is the girl holding? â€Å"the girl is holding a tray†All the girls please, What does a Sailorman do? â€Å"Sails a boat†Ã¢â‚¬Å" All the students beside the window please? boat â€Å"etcThis enables me to check the level of the pronunciation that the students use so that they can use them in the following activities. | Board work| The students are invited up to the board in groups of four to form the words. The double le tters are in red: ai, ay, ir, oa and they must find the other letters (previously learnt) from the alphabet to build the spelling of the words sail, girl, tray and boat. We all correct the board work together as a class and then, I add the phonetic script next to the noun on the board. PracticePractice Activity (1)| Now that the class feels comfortable with these double letter sounds, the students can work in small groups. I randomly ask members of the class that need more practice to fill in the gaps. Pictures from a book shown to the class, randomly the teacher asks questions like â€Å"What is the girl holding student replies (with help from another classmate if needed): â€Å"the girl is holding a tray†Ã¢â‚¬Å"Can you describe the image you see here? †Reply: â€Å"The boat is sailing in the sea†I make sure to praise the students that make efforts to communicate.I then give each person a page from the book and individually ask them to describe the image with t he nouns they have just learnt. | Practice Activity (2)| First, I explain that they are going to get into groups of three and think of a song with the nouns. I double check that the students understand the activity. I give them three minutes to complete the task. Using Realia: each group are given an objet: boat, Barbie doll girl, boat with a sail, a kitchen tray and they must try and think of a song with the item (noun) they have chosen:boat, girl, sail, tray I stay available to help each group if they need more motivation or ideas.When time is up, I ask one person out of each group if they want to be a team leader and present briefly their ideas of their song with the noun. The feedback involves the students reading out the answers. And then I use self and peer correction to drill the words that the students had problems with during the task. | Language Review| In order to continue drilling the double letter sounds and revise the songs they just imagined. The children then listen and sing along to the following songs on a CD player.This allows them to revise their pronunciation and the meaning of the nouns that they have just learnt. â€Å"The big ship sails on the ally ally oh†Ã¢â‚¬Å"I’m a Barbie Girl†Ã¢â‚¬Å"Little Gingerbread Men (lying on a tray)†Ã¢â‚¬Å"Row, Row, Row Your Boat†(If time and the young learners are still quite energetic they can line up sitting behind one and other on the floor and demonstrate â€Å"the row, row, row your boat† while singing the song)- drillingAn enjoyable ending to the class! |