Hrm With Strategic Goals And Objectives Commerce Essay

Hrm With Strategic Goals And Objectives Commerce Essay The latest emphasis among academics and practitioners on public or people management systems as a source competitive advantage has focused greater than ever on the science and practice of Human Resource Management. While academics have made a number of significant contributions to these development by means of research, Steve Kerr of General Electric has had an argument that the great number of the best work is being done by consultans and professionals in the field (Hodgetts, 1996). Actually, one could make a persuasive case that the practice of HRM has outpaced the academic work on this particullar topic. However, data on how organisations in fact manage people to provide a source of competitive advantage are insufficient. Studies that compare and distinguishes human capital management system in leading organisations are even more difficult to find. In fact, while the empirical literature linking between HRM with strategic goals and objectives of the organisations performance has c onstantly found than more effective HRM is associated with greater financial performance (Becker Huselid, 1998), what is missing is clearer understanding of how these processes work, and subsequently how organisations could actually manage their staff to help provide a basis of competitive advantages. The purpose of this essay is to examine how linking of HRM with strategic goals by any organisation would improve business performance and develop organizational cultures that foster innovation and flexibility. That is why I have considered three main points, ( heading, contents page) because of in my opinion they are the ones which will broaden the concept of this essay. I will first examine the importance of HRM to strategy as well as SHRM and its objectives. In the second part, I will look at the skills of manager which would help to improve business performance and develop or increase organisations culture. Finally, I am going to demonstrate case studies of different types of organisations which has integrated strategy of HRM. 1. Importance of HRM to strategy Human resource management has become more important to the management in general, mainly as a result of its role in providing competitive advantage, the run to competitiveness, and an awareness of the demands of the technologically advanced environment of the future. According to the findings of Strategist Michael Porter human resource management is a key to obtaining competitive advantage (Michael E. Porter, 1998). In a growing number of organizations, human resources are now seen as a source of competitive advantage. There is greater recognition that distinctive competencies are acquired through highly developed employee skills, unique organizational cultures, management processes, and systems. Increasingly, it is recognized that competitive advantage can be achieved with a high-quality employees, which enables organizations to compete on the basis of market responsiveness, product and service quality, differentiated products, and technological innovation instead of relying on low costs. An example of human resources a competitive advantage is said by John Deeres efforts to automate its factories. The pursuit of exceptional talent and experience in industrial automation, the company established a technology division ( Dyer, 1983 p.257) Another example is provided by ARCOs increased importance on human resource management issues in its executive development program (ARCO, 1986) . Examples like these points out the broader responsibilities and importance of todays more strategically oriented human resource management. Apart from its role in providing competitive advantage through a quality workforce, the needs of control labor costs also has increased the role of human resource management. As an outcome of strong pressure to control labor and other costs, managers have become more aware of the effects of inefficient use of human resources. Administrators need look no further than the underutilized workers, lack of confidence, resistance to change, the work of a ntagonistic relationship management, motivation problems, and restrictive labor practices to find the causes of low productivity. The resources allocated towards better use of human resources can become more profitable than investment in plant and equipment. Because of the potential cost efficiencies, improved human resource management can play a key role in competitive strategy and organizational development competencies. Economic turmoil also has increased the importance of the strategic role of the human resource management. Turbulence, globalization, technology, radically changing demographics, and differences in the values of the labor force have created uncertainty in the environment almost without precedent. Strategic management of human resources and the thread of human resource planning are increasingly being seen as a means of buffering environmental uncertainty. Not surprisingly, management of human resources is increasingly integrated in the formulation of strategy and p lanning process. As managing human resources becomes a more important component of competitive strategy of a company, general management has an incentive to ensure alignment and consistency between strategy and human resource practices and policies. The challenge of adaptation first comes to finding the answer to the question: What kind of people who will necessary to lead the organization in the coming years? (Miller, 1986, p12). The expectation is that people and practices that are aligned with the future strategic needs, produces superior organizational performance. While there is evidence on this point, some recent empirical studies have found higher returns to be related to the integrated and strategic human resources. He has been the recognition of the contributions of human resource management to the companys success in international efforts. This success is more likely when the international participation is rewarded and international business training is provided. Also mor e likely when selection criteria include management and promotion of international experience. However, before such contributions can be made, a coherent strategy for human resources must be developed and linked to the overall strategy organization. 1.1. SHRM and its objectives. The concept of strategic human resources management has become a widely used in management literature. In overall, the goal of the strategic human resources management is the effective implementation of those resources to meet the strategic needs of organizations and objectives. In defining the term, doctors tend to emphasize its implementation role, (Schuller, 1992, p 18-32) according to the following definitions: How the company strategy implemented effectively making everyone from the top of human organization in the background doing things that make successful business. (Ibid, p 18). A broader academic definition of the strategic human resources management, says the following: strategic human resources management is largely about how to integrate and adapt. SHRMs concern is to ensure that: a) human resources (HR) management is fully integrated with the strategy and the strategic goals and objectives of the company, b) HR practices are adjusted, accepted and used by managers and employees as part of their daily lives work (IBId). Patrick Wright and Gary McMahan have offered a similar definition of strategic human resources management (Wright, Patrick M. 1992 p 295). They defined SHRM as the pattern of a planned human resource operations and activities intended to enable an organization to achieve its objectives. Given these definitions of strategic human resources management, a general theoretical framework can now be used to organize knowledge of how human resource practices are affected by strategic considerations. Strategic human resources can make contributions to the strategy and strategic planning to set goals of organisation in a different ways. Systems such as performance appraisal, staffing, training, and compensation allowing managers to implement the organizations strategic plan. The human resources planning also links strategic management and business planning with these systems. The great number of models of strategic human resources management vision function of having an enforcement role, and has been less common to find companies that use unique human resources capabilities as a leading entry in the strategy formulation. However, more companies are turning to human resources management in the process of formulating the strategy . As an instance for it could be Arthur Andersens unique capabilities of human resource training. The accounting companys Saint Charles, Illinois, training centre, which resembles a campus of college, provides it with competitive advantage (Porter E. Michael 1998). Thousands of employees of Arthur Andersen are given uniforms training of the companys own highly regarded instructional labour at this service each year. Due to its facilities and at home instructors, the company can react quickly to the changing demands of its customers. Objectives of Human Resource Management. The objectives are pre-determined strategic goals to which person or group activity in an organization is concentrated. The institutions are established to achieve certain specific objectives. The objectives of the any industry are mostly to earn profit as much as possible while educational institutions are mostly to provide education or research etc. However, the main and the fundamental purpose of any organization is survival. Organizations are not just satisfied with this goal. Moreover the goal of most organizations is the growth or profits. Institutions to acquire and manage various resources including human for achieving the objectives. Thus, human resource management is used to divert and use its resources to achieve the objectives of the organization. So basically, the goals of human resource management derive from and contribute to the achievement of the objectives of the organization. The other objectives of human resource management are to meet the needs, aspirations, values and dignity of employees and with due concern for socio-economic problems of the community and country. The objectives of human resource management can be as following: To create and use a workforce capable and motivated to achieve the basic organization goals. To establish and maintain solid organizational structure and desirable working relationships among all the members of the organization. To ensure coordination and integration of groups within the organization by co-ordination of the individual and group goals with the employees of the organization. To create facilities and opportunities for individual and group development to coincide with the growth of the organization. To achieve efficient utilization of human resources in achieving the objectives of the organization. To identify and meet individual and group needs to provide adequate and equitable wages, employee benefits and social security To measure for challenging work, prestige, recognition, security, status. To maintain the high morale of employees and good human relations by maintaining and improving the various conditions and other facilities. To strengthen and assess human capital through continuous training and development programs. To examine and contribute to minimizing the social and economic problems such as unemployment, underemployment, inequitable income distribution and wealth to improve the welfare of society by providing employment opportunities to women and disadvantaged sectors of society . To provide fair, acceptable and effective leadership . To provide facilities and working conditions and the creation of enabling environment to maintain employment stability Management has to create a conducive environment and provide necessary conditions for achieving the objectives of personnel management after formulation. (Source from http://www.citeman.com/245-objectives-of-human-resource-management/ ) 2. Skills which manager should acquire in order to achieve strategic goals in the organisation. The human resources function sometimes does not play an important role in the process of formulating the strategy of the organization because of the inadequacies of human resources planning executives (Burack, Elmer H, 1985 p133). However, planning difficulties are not unique to these executives . In fact, the managers of all functional areas have problems with strategic planning. It is well known that managers are action-oriented, often prefer the action of the decision -making or problem- solving interactions. On the contrary, part of the planning process is conducted in isolation. There is a lack of information or knowledge of results for long periods of time. Also, It is hard to justify the time needed for planning in relation to more immediate problems that press for solutions. Thus, despite its value, many managers do not like to plan. Further, these general planning issues, there are more problems with strategic planning because it often leads to restructuring of resources tha t determine the power and status. Effects of the desire to maintain the status quo, through resistance to change is obvious symptoms such as excessive defence of the allocation of existing resources, the accumulation of the information and excessive control of the planning process by manipulating programs. Other causes of problems in the strategic planning process is the mismatch between planning tasks and competence of managers skills. Strategic planning requires considering in terms of the organization as a whole and the relationships between the organization and the many factors that affect their environment. One of the most important abilities in SHRM is to see objects at the macro level rather than processing bits of information to find solutions to problems at the micro level. One symptom of this imbalance is a propensity to fall on operational issues and the inability to complete tasks. A final problem is the lack of senior executive commitment to the strategic planning proce ss. The symptoms of this problem include attempts by managers to read between the lines to find out the real opinion of top management in the importance of the process. Human resources executives often lack the skills to play an important role in strategic planning processes of the company. Requirements for those who can operate in the strategic human resources management is beyond the requirements of functional competence. Research for the role characteristics reveals that following professional qualifications needs to be considered in the managers involvement : 1) Management information skills such as statistics, analysis, and research. 2) Planning skills, knowledge of planning and planning methodologies and statistical techniques.3) Knowledge management skills in different business functions and environmental analysis.4) Integration skills- competition in the management of organizational interfaces and skill in assessing the organization and as setting priorities. 5) Change management skills- the ability to anticipate the future, facilitate change, and organizational development activities (Baird, p 126-27). Besides the selection of human resources executives on the basis of these qualifications, the weaknesses with the current staff can be overcome, even if there are imbalances of cognitive skills. For example, planners of linking compensation with the skills and the use of planning teams can minimize the effect of individual cognitive deficits. Planning tasks can also be divided into phases, some of which may be made by those whose cognitive abilities are not well adapted to the strategy formulation. For instance, greater responsibilities for data collection can be assigned to those whose strengths are not consistent with strategic thinking (Lenz, Managing SHRM, (1986): p 57-66 ). 3. The linkage of HRM with integration of strategic goals and objectives in the different types of organisations (Cases). Integrating Strategy and Human Resources Management in the organisations. Experiences from several organizations are good examples of the integration of strategic goals with human resource management. One of the such examples is provided by the experience of Peoples Bank , a financial services company headquartered in Bridgeport, Connecticut. Massive changes began to take place in the business environment of banking with deregulation and lowering of interest ceilings. Money markets started draining the funds normally was in banks deposits, forcing them to resort to more expensive sources of funds. In addition, money centre banks began competing in the same market environment as regional banks. Peoples, which was a small regional bank, responded changing its strategy from a product orientation to one directed toward markets . With a product orientation, the products are developed and then looks for markets that sell the product. By contrast, a market orientation implies an opposite approach, where market demand are identified and then product developed to s erve the market. As a result of these changes, Peoples became a diversified financial services company with 139 branches and fully integrated banking services and stock trading presence on the Internet (Peoples Bank, Coleman M. Sharon, 2000 ). Due to major changes in the Peoples strategy, there was a recognition that new organizational structures would be needed to adapt to changes. The organization was decentralized, remove hierarchical levels formed strategic business units, and new senior vice presidencies created within a matrix structure. The bank undertook a study of the types of employees that would be required with the ability of the new strategy and the needs of the organization. The main changes took place as a result of the audit. For example, the performance appraisal system was revised. The revised system emphasizes setting goals, the achievement of individual goals by linking with HRM, and the rewards by means of achievement of the objectives of the bank, and places gr eater emphasis on performance appraisal, marketing and sales. In addition, human resource planning was more fully integrated with the strategic planning process through the synchronization of scanning processes with the banks general environmental scanning process (HRM Planning, Lesher, 1986, p 39-44). The experiences in integration of strategy and human resource management of the U.S. Navy could be another example. As a result of linking strategic planning with human resource management, the Navy was able to follow a proactive strategy that provides lower costs of labor. In this case, Navys human resources planners analyzed the labor cost savings of a strategy for their civilian employees that would replace the local wage policy with national wage policies. Through the development of human resource predictions to determine labor market reactions to these changes, planners could determine whether sufficient labor supply would be available with savings of cost strategy. In this particular example, the strategic planners of Navy also considered the impact of the reduction in private sector middle management positions and found that higher quality employees could be hired. (Atwater, et al. , 1988, p 119-36) Ingersoll-Rands experience with one of its divisions also provide a good example of the results of a strong linkage between strategy of this organisation and human resource management. Ingersoll-Rands rock drilling division was experiencing rapid growth and there was a shortages of manpower. It was also necessary to train their employees to work with new technologies and wanted to control the costs of labor. The result of the integration of human resource capabilities with its strategic planning process was that the company implemented a series of programs which also included profit sharing and participation of employee as a team in every aspects. It also had employees participate in decisions about purchasing new technology and a significant commitment to technological training. (McManis, Gerald, 1988) To conclude with this last example about the integration of strategy and human resources in Maid Bess, which specialises in manufacturing uniforms. The company faces intense competition from foreign manufacturers, and controlling of labor expenses became critical. Due to the intensity of labor, the company closely integrated human resources management with the strategic planning process in order to reduce labor cost. As a result of the integrated strategic planning process, executive vice president of the company designed a compensation program that includes bonuses that increased productivity, increases in the salaries of employees and reduce turnover. (Charles R. Greer, SHRM, 2001, p 278) Conclusion In a recent years more organizations are recognizing that human resources are a source of competitive advantage. This recognition, side by side with increasing environmental uncertainty, increased pressure to control costs and increased government regulation, have elevated the strategic role of human resource management. As a result, there is increasing involvement of HRM in strategy formulation. When human resources are the source of an organizations competitive advantage, HRM plays a critical role in providing up front to enter the corporate level, the strategic planning process in order to achieve its objectives. Human resource planning is of the important linkage with the strategy of the organization by providing input on the availability of critical manpower and by adding timing process to cope with the shortage and surpluses of employees. Other strategic inputs of SHRM functions include environmental scanning and competitive intelligence. The next level of strategy formulation, SHRM help align personnel practices, policies and programs with the strategy so that desired roles of employee and their actions will support different strategies such as innovation, quality, enhancement, cooperation, effectiveness of work, ability to performance, desire to work, cost reduction etc. A typology of activities shows how human resource activities vary in their contributions to a strategically implementation. Despite recent developments, in most companies, there is still need for greater integration of human resource planning with the formulation of organizations strategy. Factors which influencing the level of integration of the include industry differences, changes in economic activity, technological changes and demographic changes. I have provided several examples of integration of strategy in organisations and its linkage with Human Resources, and also the barriers that often have limited integration in the past. To conclude with, My personal view is that human resource managers should develop the personal skills that necessary to contribute to the process of strategy formulation.

Medieval Art Essay -- essays research papers fc

Medieval Art In the art world, the medieval periods were traditionally though to be the unproductive phase of Europe between the decline of Rome and the Renaissance. Our modern feelings toward medieval art are far more appreciative. The main intent of Medieval art was to express Christianity which was also a common bond between a wide spread and diverse Europe. For this reason most of the art found from medieval times originated in monasteries and churches. European art during the Middle Ages can be divided into four periods. These four periods include Celto-Germanic art which ranged from 400 to 800 A.D. and was important in metal work. Carolingian art ranged from 750 to 987 A.D. overlapping 50 years of the Celto-Germanic period. The period of Romanesque art spanned mainly the eleventh and twelfth centuries, and was an important period for medieval architecture. Gothic art, the final period of the Middle Age art began in the Romanesque period around the twelfth century and went on until the sixt eenth century. Artwork form these four periods all consist of distinct styles setting them apart from one another. Celto-Germanic   Ã‚  Ã‚  Ã‚  Ã‚  The earliest remains from the Celto-Germanic period consisted of mainly bronze work—bracelets, armbands, broaches, swords, and purse covers. The styles in which samples are crafted involve geometric patterns which interweave different human and animal representations. This is the same style that sets the Celto-Germanic period apart from all others.   Ã‚  Ã‚  Ã‚  Ã‚  The paintings of the Celto-Germanic period, similar the metal work, involve many intricate spiral designs, interlaced with different shapes and animal figures. â€Å"They were colored with gum, glue or gelatin binders that were used on parchment† (Cleaver151). Used to illuminate scriptures, the paintings often depicted religious themes. Celto-Germanic architecture made extensive use of wood. Between 750 and 987 A.D. the Celto-Germanic style went through some changes and new styles evolved in different geographic locations. It was during this time the second period of medieval art began. Carolingian   Ã‚  Ã‚  Ã‚  Ã‚  Architecture in the Carolingian period made good use of wood just as the Celto-Germanic period did. A major difference between the two was that Carolingian architects used stone only for important buildings such as churches and castles. Their buildings and plans for unfinished buildi... ...r own.   Ã‚  Ã‚  Ã‚  Ã‚  The Medieval time period was an important era for the growth of culture throughout the entire world. We owe many innovations used in design, architecture and overall style to the works of the many artists that flourished in the middle ages. Each of the four periods of development were unique to one another, yet followed an overlying religious theme that defined the medieval times. The advancements made during that time were able to influence to the 800 years of art that lead up to present day, and still remain visually and architecturally beautiful. Works Cited Cleaver, Dale G. Art—An Introduction. New York: Harcourt Brace College Publishers,   Ã‚  Ã‚  Ã‚  Ã‚  1994. Jacobsen, Aaron H. Art and Architecture of the Middle Ages. Barbarian Art of Christian   Ã‚  Ã‚  Ã‚  Ã‚  Europe, Romanesque Art, Gothic Art. Pioch, Niclous. WebMuseum, Paris. 26 May 1996. International Gothic Style. 26 May   Ã‚  Ã‚  Ã‚  Ã‚  1996. Witcombe, Chris. Art History Resources on the Web. 24 October 1995. Art of the   Ã‚  Ã‚  Ã‚  Ã‚  Middle Ages. 17 January 2002.   Ã‚  Ã‚  Ã‚  Ã‚   Medieval Art Essay -- essays research papers fc Medieval Art In the art world, the medieval periods were traditionally though to be the unproductive phase of Europe between the decline of Rome and the Renaissance. Our modern feelings toward medieval art are far more appreciative. The main intent of Medieval art was to express Christianity which was also a common bond between a wide spread and diverse Europe. For this reason most of the art found from medieval times originated in monasteries and churches. European art during the Middle Ages can be divided into four periods. These four periods include Celto-Germanic art which ranged from 400 to 800 A.D. and was important in metal work. Carolingian art ranged from 750 to 987 A.D. overlapping 50 years of the Celto-Germanic period. The period of Romanesque art spanned mainly the eleventh and twelfth centuries, and was an important period for medieval architecture. Gothic art, the final period of the Middle Age art began in the Romanesque period around the twelfth century and went on until the sixt eenth century. Artwork form these four periods all consist of distinct styles setting them apart from one another. Celto-Germanic   Ã‚  Ã‚  Ã‚  Ã‚  The earliest remains from the Celto-Germanic period consisted of mainly bronze work—bracelets, armbands, broaches, swords, and purse covers. The styles in which samples are crafted involve geometric patterns which interweave different human and animal representations. This is the same style that sets the Celto-Germanic period apart from all others.   Ã‚  Ã‚  Ã‚  Ã‚  The paintings of the Celto-Germanic period, similar the metal work, involve many intricate spiral designs, interlaced with different shapes and animal figures. â€Å"They were colored with gum, glue or gelatin binders that were used on parchment† (Cleaver151). Used to illuminate scriptures, the paintings often depicted religious themes. Celto-Germanic architecture made extensive use of wood. Between 750 and 987 A.D. the Celto-Germanic style went through some changes and new styles evolved in different geographic locations. It was during this time the second period of medieval art began. Carolingian   Ã‚  Ã‚  Ã‚  Ã‚  Architecture in the Carolingian period made good use of wood just as the Celto-Germanic period did. A major difference between the two was that Carolingian architects used stone only for important buildings such as churches and castles. Their buildings and plans for unfinished buildi... ...r own.   Ã‚  Ã‚  Ã‚  Ã‚  The Medieval time period was an important era for the growth of culture throughout the entire world. We owe many innovations used in design, architecture and overall style to the works of the many artists that flourished in the middle ages. Each of the four periods of development were unique to one another, yet followed an overlying religious theme that defined the medieval times. The advancements made during that time were able to influence to the 800 years of art that lead up to present day, and still remain visually and architecturally beautiful. Works Cited Cleaver, Dale G. Art—An Introduction. New York: Harcourt Brace College Publishers,   Ã‚  Ã‚  Ã‚  Ã‚  1994. Jacobsen, Aaron H. Art and Architecture of the Middle Ages. Barbarian Art of Christian   Ã‚  Ã‚  Ã‚  Ã‚  Europe, Romanesque Art, Gothic Art. Pioch, Niclous. WebMuseum, Paris. 26 May 1996. International Gothic Style. 26 May   Ã‚  Ã‚  Ã‚  Ã‚  1996. Witcombe, Chris. Art History Resources on the Web. 24 October 1995. Art of the   Ã‚  Ã‚  Ã‚  Ã‚  Middle Ages. 17 January 2002.   Ã‚  Ã‚  Ã‚  Ã‚  

Math Mayan Calendar Essay

The Mayan Calendar is a system of calendars in Pre-Columbian Mesoamerica, in modern communities in highland Gautemala, in Vercruz, Oxaca, and Chiapas, Mexico. The calendar is filled with mathematics and a huge math system, but it is not exactly like the math system we use today. The math system hidden inside the Mayan Calendar is called the Vigesimal System. How does the Vigesimal System work? The numbers represent what symbols in the math system? This things have been in the question a long time we still are studying the Mayan Calendar to this day; which was made approximately 5,000 years ago.The Vigesimal System began by the people in the Mayan civilization counting on their fingers and toes. Since we have ten toes and ten fingers which equals twenty, so instead of having the base unit as ten, the count was done with a base twenty system. The System goes by twenty units for example it goes: 1, 20, 400, 8000, 16000, etc. While are Decimal system goes by ten units so it goes: 1, 10, 100, 1000, 10000, etc. This means it has twenty posibble digits for a placeholder [0-19], while the decimal system we use today only has ten possible digits for a placeholder [0-9].So the numbers 3, 30, and 300 would be represented as three, then three times twenty, then three times twenty times twenty, or simply three times four-hundred, which is twenty squared. So in Mayan math the number 123 doesn’t mean you have one 100, two 10’s, and three 1’s, rather it means you have one 400, two 20’s, and three 1’s (which in our mathematical system that would be 443). So say we want to set up an equation and we set thirty-one equal to something and we used the Vigesimal System, it would look like this: 31=20+11, and this is because this mathematical system goes by twenty units.The Mayan math makes it so instead of positions having a ten-fold, it actually has a twenty-fold. So the positioning system has it so the higher places get multiplied by twentyâ€℠¢s instead of ten’s. Even though it seems like twenty is the only number that the Vigesimal System deals with, it is not, the number five also has a big role. This is because eon each side of our hand and toes we have five fingers and toes. The number five is a multiple of the twenty base unit system, so that adds on to the number five’s significance.Located inside this big mathematical system you only find three symbols for all the numbers. These symbols once again are based on the fact that the Vigesimal System is based on twenty units [0-19]. The three symbols are the dot, bar, and the shell. The dot-worth one unit, the bar- worth five units, and the shell- symbolizes the zero. The zero was actually founded by the Mayan people while in the process of making the Mayan Calendar and is one of the most important numbers that were ever distinguished. These symbols can be combined to represent any number.This Chart below is going to show how the symbols are used to repres ent the twenty placeholders [0-19]: When you use the Vigesimal System there is a rule that only the higher places get multiplied by twenty’s instead of ten’s in the Decimal System we use. In the table below the number 168,421 is going to be compared in the terms it would be expressed between the Decimal System and the Vigesimal System.When writing the numbers they can be written vertically or horizontally, When you write in vertical writing the bar that is worth five units is placed horizontally with a dot worth one unit on top of the bar. When writing them vertically they grow from the base up. With the horizontal writing the bar is placed vertically and the dots go to their left and higher positions grow left of the first entry. When writing vertical, to write a twenty a zero is placed in the first position (base) with a dot on top of it in the second position. The dot in this situation means one unit of the second order which will equal twenty. To write twenty-one t he zero would change to a dot and the subsequent numbers the original 19 count will be in the first position. As in turn they reach 19 again they get another dot is added to the second position.Any number higher than nineteen units in the second position is written using units in the third position. All units of the third position are always worth twenty time twenty, 400. To write the number 401 a dot would go in the first position, a zero in the second position, and a dot would go in the third position too. The numbers even higher than the third position would be multiplied by twenty again. The chart shown below shows an example of the â€Å"Mathematical Count†: Like any other thing the â€Å"mathematical count† does have one exception, it is called the â€Å"calendric count† which is when they give the third position a value equal to 360 instead of 400, but the higher positions follow the regular pattern, being multiplied by twenty.The Mayan Long Count inside the Mayan Calendar is another thing that evolves aroung the Vigesimal System, so it is based around the twenty units. The first position counted single days, called â€Å"k’in†. The second position is called the â€Å"uinal, which is equivalent to twenty â€Å"k’in†. The twenty â€Å"uinal† does not equal the third position; it makes an 18-fold jump instead so that 100 or â€Å"tun† in the calendar represents eightenn times twenty or 360 days. That is slightly over 365 days which is the amount of days we have in a year.This then makes a twenty-fold jump increase, so 1000 or one â€Å"k’atun† is expressed by the value 20 x 18 x 20, 7,200 days; which is a little less than twenty years. The next position is expressed by 20 x 20 x 18 x 20, 144,000 days which equals one â€Å"b’ak’tun†, a little less than 400 years. When using the Decimal System, they go as high as 9, but in the Vigesimal System  they can go all the way up to 19. So mathematically when we write Mayan numbers we use decimal points to show each digit’s position. We write 1.17.19 to represent the Mayan number that equals one â€Å"tun† (360 days), plus seventeen â€Å"uinal† (20 days), plus nineteen â€Å"k’in† which has a total of 719 days. The Mayan Long Count only reached 12.19.19.17.19 on December 20th.The way the Mayan people made this calendar with the Vigesimal System was one of the most incredible things ever. Them using the twenty based system has made a lot of research been done to investigate the math held inside the Mayan Calendar. Being able to use math 5,000 years ago has shown some determination and intelligence. The math held inside this Mayan Calendar may have made the whole world change, and the mathematics of the Vigesimal System hidden in the Mayan Calendar has shown how math can change the world. It also shows how math is used in everyday life and how if people were n ot using math a lot of things would not be here to this very day and it shows multiple ways math effects people in their everyday life.

Writing Skills Teaching Guide for ESL/EFL Instructors

Writing competence in a foreign language tends to be one of the most difficult skills to acquire. This is true for English as well. The key to successful writing classes is that they are pragmatic in nature targeting the skills required or desired by students. Students need to be personally involved in order to make the learning experience of lasting value. Encouraging student participation in the exercise, while at the same time refining and expanding writing skills, requires a certain pragmatic approach. The teacher should be clear on what skills he/she is trying to develop. Next, the teacher needs to decide on which means (or type of exercise) can facilitate learning of the target area. Once the target skill areas and means of implementation are defined, the teacher can then proceed to focus on what topic can be employed to ensure student participation. By pragmatically combing these objectives, the teacher can expect both enthusiasm and effective learning. Overall Game Plan Choose writing objectiveFind a writing exercise that helps to focus on the specific objectiveIf possible, tie the subject matter to student needsProvide feedback through correction activities that call on students to correct their own mistakesHave students revise work Choose Your Target Well Choosing the target area depends on many factors; What level are the students?, What is the average age of the students, Why are the students learning English, Are there any specific future intentions for the writing (i.e school tests, job application letters, etc.). Other important questions to ask oneself are: What should the students be able to produce at the end of this exercise? (a well-written letter, basic communication of ideas, etc.) What is the focus of the exercise? (structure, tense usage, creative writing). Once these factors are clear in the mind of the teacher, the teacher can begin to focus on how to involve the students in the activity thus promoting a positive, long-term learning experience. Things to Remember What will students be able to do after the exercise?Keep the focus on one area of English writing skills Having decided on the target area, the teacher can focus on the means to achieve this type of learning. As in correction, the teacher must choose the most appropriate manner for the specified writing area. If formal business letter English is required, it is of little use to employ a free expression type of exercise. Likewise, when working on descriptive language writing skills, a formal letter is equally out of place. Keeping Students Involved With both the target area and means of production, clear in the teachers mind, the teacher can begin to consider how to involve the students by considering what type of activities are interesting to the students; Are they preparing for something specific such as a holiday or test?, Will they need any of the skills pragmatically? What has been effective in the past? A good way to approach this is by class feedback or brainstorming sessions. By choosing a topic that involves the students the teacher is providing a context within which effective learning on the target area can be undertaken. Correction The question of which type of correction will facilitate a useful writing exercise is of utmost importance. Here the teacher needs to once again think about the overall target area of the exercise. If there is an immediate task at hand, such as taking a test, perhaps a teacher-guided correction is the most effective solution. If the task is more general (for example, developing informal letter writing skills), maybe the best approach would be to have the students work in groups thereby learning from each other. Most importantly, by choosing the correct means of correction the teacher can encourage rather discourage students.