Business Aligning And Business Impact Information Technology Essay

Business Aligning And Business Impact Information Technology Essay There are many views on what constitutes business strategy. Definitions for business strategy and its features include the following. A business strategy à ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¢ should encapsulate a statement of an organisations mission or vision so that there is a clear and consistent point of focus (King, 1978); à ¢Ã¢â€š ¬Ã‚ ¢ provides a deliberate plan of action (Kaplan Norton, 1996: Henderson Venkatraman, 1993, King 1978); 2)Definition of IS/ IT Strategy Figure 1: IS/IT Strategy. The figure describes the where, what and how of the planning Source: Source: Edwards, Ward Bytheway, 1991; Ward Peppard, 2002, p.41 IS Strategy IS strategy can be defined as a strategy to implement information systems that recognizes organizational requirements, in other words demand for the information and systems to support the overall business strategy and its plan to gain or maintain the advantage (Rackoff, Wiseman Ullrich, 1985; Ward Peppard, 2002; Edwards, Ward Bytheway, 1991). An IS strategy should include the business needs for the future aligned closely to the business strategy. It should also define and prioritize the investments needed to achieve the application portfolio. IT Strategy IT strategy is the supply to the demand created by IS strategy. It outlines the vision of how the organizations demand for information and systems will be supported by technology (Ward Peppard, 2002). They further suggest that the IT strategy is concerned with the IT capabilities and services like IT operations, systems development and user support. Luftman (2003) refers to the IT strategy as a set of decisions made by IT and functional business managers that either enable or drive the business strategy. It leads to the deployment of technology infrastructure and applications, and human competencies that will assist the organization in becoming more competitive. Figure2: Inputs and outputs of IS/ IT strategy Source: Edwards, Ward Bytheway, 1991 Literature on IS and IT Strategy In view of Clarke (2005), The role of Information Systems (IS) has developed during the years. The original formation was of automation of existing manual and precomputer mechanical processes. This (automation of existing manual processes) was quickly replaced by the rationalisation and integration of systems. In both of these forms, IS was regarded primarily as an operational support tool, and secondarily as a service to Management Clarke (2005) further suggests, Information Technology (IT) had been critical to the implementation of an organizations strategy. The dominant sense in which the term is used is that a strategic information system (SIS) is an information system which supports an organization in fulfilling its business goals. Ward and Griffiths (1996, p1) say that it is essential for the organizations to understand how the role of technology based information systems has evolved. With time, organizations have realised that there is a need to approach IS/IT more tactically by understanding the role of IT in business, and making IT a part of business. As suggested by Ward and Peppard (2002, p1) the organizations are looking at the application of technology not only to underpin existing business operations but also to create new opportunities that provide them with a source of competitive advantage and propose a strategic approach for managing their systems. Kearns and Lederer (2003) have supported the critical and strategic role of IS/IT by stating that, Recent surveys of CEOs (Chief Executive Officer) have shown that, despite numerous failed investments, information technology has assumed a critical and strategic role in their organization. If IS/IT is to fulfil its role, the CIOs (Chief Information Officer) need to adopt Strategic Information Systems Planning. SISP began during 1970s and organizations began using IS/IT in ways that changed the functioning of their businesses. Bruns and McFarlan (1987) thought that, Information Technology has done more than just enhancing the existing processes within the organization. IT has provided the spark that caused the managers to rethink their business strategies. The organizations that have changed their control systems and structures have seen a transformation in the effectiveness of the business processes. Bruns and McFarlan (1987) further suggest that, they have found ways to channel the power of information to the muscles of their corporations. IS/ IT- Business Alignment For an organization to achieve competitive advantage it is important that the business use IS/IT to support the main business processes and become dependant on IS/IT. It is also important that there is IT participation in business planning (BP) and vice-versa. Chan and Huff (1993) say alignment of an IS plan and the business plan is very important and it leads to IS efficiency and value. A closer look at the aims for adopting a IS/IT strategy according to Ward and Peppard (2002) suggests that the SISP process is used for aligning IS/IT with business and gain competitive advantage from business opportunities created by using IS/IT. However, not all IT projects are implemented and many factors have been identified that contribute to IT failures. One of the main failures that have been highlighted is that the 14 failure to implement is due to the planning process and its practices (Hartono et al.2003). Another major problem that has been seen in SISP is failure to translate goals and objectives into action plans (Teo Ang, 2001 in Hartono et al., 2003) and lack of support for IT architecture and also the duration of SISP have been viewed as factors contributing to low rate of implementation. According to Reich and Benbasant (1996) is a process. It is unique to each organization and uses both the IT and business knowledge to support business objectives. Thus, it is important to bring IT into the main business stream and let IT function as an entity in the business. For this to happen, the senior executives in the companies must work together and define the business needs and frame an IS/IT and business strategy to support the business goals and objectives. Thus, for an organization to achieve competitive advantage and improve business performance it is important to align its IS/IT plan with the business plan, and IS/IT systems should be used in accordance with the resources and the capabilities of the organization in times of environmental changes. SISP is a way to implement those IS/IT systems not only to achieve competitive advantage but also for proper functioning in the ever-changing business environment. Business Aligning and Business Impact of IS IT Because of the complexity of the strategic information systems planning process and uniqueness of each organization, there is no one best way to tackle it. Vitale, et al. (1986) classify SISP methodologies into two categories: impact and alignment. Impact methodologies help create and justify new uses of IT, while the methodologies in the alignment category align IS objectives with organizational goals. 1) Impact Methodologies Value Chain Analysis: The concept of value chain is considered at length by Michael Porter (1984). According to him, every firm is a collection of activities that are performed to design, produce, market, deliver, and support its product. All these activities can be represented using a value chain. Porter goes on to explain that information technology is one of the major support activities for the value chain. Information systems technology is particularly pervasive in the value chain, since every value activity creates and uses information. A firm that can discover a better technology for performing an activity than its competitors thus gains competitive advantage (Porter, 1985). Thus value chain analysis: (a) Is a form of business activity analysis which decomposes an enterprise into its parts. Information systems are derived from this analysis. (b) Helps in devising information systems which increase the overall profit available to a firm. (c) Helps in identifying the potential for mutual business advantages of component businesses, in the same or related industries, available from information interchange. (d) Concentrates on value-adding business activities and is independent of organizational structure. Strengths: The main strength of value chain analysis is that it concentrates on direct value adding activities of a firm and thus pitches information systems right into the realm of value adding rather than cost cutting. Weaknesses: Value chain analysis suffers from a few weaknesses, namely, (a) It only provides a higher level information model for a firm and fails to address the development and implementation issues, (b) Because of its focus on internal operations instead of data, it fails to define a data structure for the firm. 2) Alignment Methodologies Business Systems Planning (BSP): The methodology focuses on business processes which in turn are derived from an organizations business mission, objectives and goals. Business processes are analyzed to determine data needs and, then, data classes. Similar data classes are combined to develop databases. The final BSP plan describes an overall information systems architecture as well as installation schedule of individual systems. Steps in a BSP study are: Barlow (1990) and Ledrer and Sethi (1988) have discussed strengths and weaknesses of BSP. Strengths: Because BSP combines a top down business analysis approach with a bottom up implementation strategy, it represents an integrated methodology. In top down strategy, BSP develops an overall understanding of business plans and supporting IS needs through joint discussions. Weaknesses: (a) BSP requires a firm commitment from the top management and their substantial involvement. (b) It requires a high degree of IT experience within the BSP planning team. ((e) Major weakness of BSP is the considerable time and effort required for its successful implementation. About the Assignment The past few decades have witnessed major changes in the way we do business. Increased competition and the pursuit of ever-greater performance have forced businesses to focus on quality, efficiency, and productivity, while encouraging innovation and creativity. In addition, there have been significant changes in global economies and in the structure of the business worlds that exist in those economies. As a result, a variety of disparate approaches and methodologies for evaluating and restructuring business enterprises has emerged. The terms reengineering and business transformation have taken on amazing significance. In many company like Dell, those terms mean the complete assessment, restructure and redesign of entire businesses, including information technology (IT) and Information System its Management (IS) In Below assignment we are going to focus on Business strategies and Information strategies of Dell Company, we are also going to look into Advantage and Disadvantage of Business strategies, Information System and Information Technology in general. Company Overview Dell, a Delaware corporation, was founded in 1984 by Michael Dell on a simple concept: by selling computer systems directly to customers, Dell could best understand their needs and efficiently provide the most effective computing solutions to meet those needs. Dell is based in Round Rock, Texas, and conducts operations worldwide through its subsidiaries. Unless otherwise specified, references to Dell include its consolidated subsidiaries. Dell operates principally in one industry and is managed in three geographic segments: the Americas, Europe, and Asia Pacific-Japan regions. Vision Statement: Its the way we (Dell) do business. Its the way we (Dell) interact with the community. Its the way we interpret the world around us-ours customers needs, the future of technology, and the global business climate. Whatever changes the future may bring our vision Dell Vision will be our guiding force. Dell needs full customer satisfaction. In order to become the most successful computer company, they need the newest technology and loyal customers. Mission Statement: Dells mission is to be the most successful Computer Company in the world at delivering the best customer experience in markets we serve. In doing so, Dell will meet customer expectations of: à ¢Ã¢â€š ¬Ã‚ ¢ Highest quality à ¢Ã¢â€š ¬Ã‚ ¢ Leading technology à ¢Ã¢â€š ¬Ã‚ ¢ Competitive pricing à ¢Ã¢â€š ¬Ã‚ ¢ Individual and company accountability à ¢Ã¢â€š ¬Ã‚ ¢ Best-in-class service and support à ¢Ã¢â€š ¬Ã‚ ¢ Flexible customization capability à ¢Ã¢â€š ¬Ã‚ ¢ Superior corporate citizenship à ¢Ã¢â€š ¬Ã‚ ¢ Financial stability http://retailindustry.about.com/od/topusretailcompanies/p/dellincprofile.htm Business Strategy of Dell Dells business strategy combines its direct customer model with a highly efficient manufacturing and supply chain management organization and an emphasis on standards-based technologies. This strategy enables Dell to provide customers with superior value; high-quality, relevant technology; customized systems; superior service and support; and products and services that are easy to buy and use. The key tenets of Dells business strategy are: A direct relationship is the most efficient path to the customer.  A direct customer relationship, also referred to as Dells direct business model, eliminates wholesale and retail dealers that add unnecessary time and cost or diminish Dells understanding of customer expectations. At www.dell.com, customers may review, configure and price systems within Dells entire product line; order systems online; and track orders from manufacturing through shipping. Customers can purchase custom-built products and custom-tailored services. Dells flexible, build-to-order manufacturing process enables Dell to turn over inventory every four days on average, and reduce inventory levels. Dell is the low-cost leader. Dell maintains the lowest cost structure among its major competitors, and to pass those savings to its customers. Non-proprietary standards-based technologies deliver the best value to customers.  Dell believes that non-proprietary standards-based technologies are critical to providing customers with relevant, high-value products and services. Focusing on standards gives customers the benefit of extensive research and development from http://www.sec.gov/Archives/edgar/data/826083/000095013405004423/d22995e10vk.htm Information Systems Strategy of Dell Information systems were critical to Dell. The information systems supported the Dell Direct business model by providing a range of tools from order entry to production integration. Information systems provided the means for delivery of instant information to employees through e-mail or over the intranet. And information systems were a way to connect suppliers to the business, to collect and analyze information collected from the marketplace, and to support decisions on everything from hiring practices to product offerings to pricing. IT is an enabler to make the business model work, The backbone of the information system was an architecture called G2 (See Exhibit 3). Data Engine Message Broker Application Server Wed Based Client Application G2 Model The G2 architecture was an object-based infrastructure, with a web browser front end interface. It had a single point of connection and was built in small pieces. There was local control of functionality but a global view of the business. The primary components of the G2 architecture were commonly available applications such as Microsoft office, database engines, and Internet servers. The G2 architecture was similar in design to the Dell organization structure, which was also built in small pieces, with local control but a global view of the business. The Dell business model resulted in a different production profile than other business models. The direct model implied that every production run is unique in some way, and hence every lot was of quantity one. http://www.kppartners.com/documents/zerotime-dell_case_study.pdf Analysing Business Aligning in Dell To show Business aligning in Dell we will use value chains analysis The value chain in place at most firms assumes a make-to-forecast strategy. That is, standard products are produced from long-term forecasts of customer demand. And in the case of Dell Computer corporation Michael Dell made business model, which allows the company to build each product to order. Dell is well-known for its ability to mass-produce computers that are customized to a customers order. This production and operations process is known as mass-customization or, in a value-chain context, a build-to-order (BTO) strategy. In its build-to-order strategy, Dell assembles the product only after the customer has placed the order, . At Dell, this process depends on computer systems that link customer order information to production, assembly, and delivery operations. BTO frequently requires a change in organizational culture, managerial thinking, and supplier interactions and support. Inevitably, the process begins by acquiring a better understanding of customer demand; then improvements in information flow will produce the ability to increase responsiveness in all areas of the value chain. http://www.calstatela.edu/faculty/msabet/c12_Turban_0471705225.pdf Advantage and Disadvantage Of Business Strategies There are numerous advantages you can extract from the marketplace if you know how. And the marketing plan is an excellent tool for identifying and developing Business strategies for extracting these advantages. 1) Advantages of Business Strategies of Dell: Identifies needs and wants of consumers Determines demand for product Aids in design of products that fulfil consumers needs Dells inventory turnover rate of 60 times per year compares to 12-15 times for most indirect vendor. Dell can develop direct customer relationship. Dell knows who the end user is, what equipment it has bought from Dell, where it was shipped, and how much the customer has spent with Dell. Dell uses that information to offer add-on products and services, to coordinate maintenance and technical support, and to help the customer plan its PC replacement and upgrade cycle. 2) Disadvantages of Business Strategies of Dell: Leads to faulty marketing decisions based on improperly analyzed data Creates unrealistic financial projections if information is interpreted incorrectly Identifies weaknesses in overall business plan http://inventors.about.com/od/licensingmarketing/a/advantages_mark.htm Advantage and Disadvantage of IS and IT 1) Advantages of information technology and Information System Dell Inc Dell Inc company realizes Internet-associated efficiencies throughout its business, including procurement, customer support and relationship management. At www.dell.com, customers may review, configure and price systems within Dells entire product line; order systems online; and track orders from manufacturing through shipping. At valuechain.dell.com, Dell shares information with its suppliers on a range of topics, including product quality and inventory. Dell also uses the Internet to deliver industry-leading customer services. For instance, thousands of business and institutional customers worldwide use Dells Premier Dell.com Web pages to do business with the company online. http://e-learning.dmst.aueb.gr/mis/Cases/Dell/index.htm 2) Disadvantages of information technology and Information System for Dell Inc The Internet has also created entirely new markets and formed the basis for thousands of new businesses and that is biggest disadvantage for Dell Inc. Internet technology is based on universal standards that any company can use, making it easy for rivals to compete on price alone, due to which profits have gone down. Information is available to everyone on internet, due which it raises the bargaining power of customers, who can quickly find the lowest-cost provider http://www.prenhall.com/behindthebook/0132304619/pdf/Laudon%20Feature%203.pdf Barriers in implementation of IS and IT in Dell Company Dell Co business model was unique in its way and the company did not had time to think differently because the company was growing by about $1 billion every 9 weeks. Dell had a limited time for classroom training of new Information systems to employees. The Dell business model resulted in a different production profile than other business models. The direct model implied that every production run is unique in some way, and hence every lot was of quantity one. Dell was not able to have a centralized structure, because the local business units had to have their own IT people. As such, the information systems were highly decentralized. No programmers reported directly to the CIO. Instead, each division and business had some IT people. http://www.kppartners.com/documents/zerotime-dell_case_study.pdf Conclusion Dell has increased the opportunity for revenue and the increased access to information, which potentially translates into new product and service offerings. The advantage to the customer is the traditional one-stop-shopping arrangement for products and services, offloading these tasks from information systems organizations, and freeing the IS management up to concentrate on core business issues rather than procurement and services. http://i.dell.com/sites/content/corporate/secure/en/Documents/FY10_Form10K_Final.pdf Recommendations To get a successful IS and IT Strategy program will rely on (1) Senior managements commitment; (2) The full support and participation of the IT IS team (3) The competence of the IS and IT team, which must have the expertise to apply the specific site and system, identify mission risks, and provide cost-effective safeguards that meet the needs of the organization; (4) The awareness and cooperation of members of the user community, who must follow procedures and comply with the implemented controls to Safeguard the mission of their organization (5) An ongoing evaluation and assessment of the IS IT-related mission risks. http://csrc.nist.gov/publications/nistpubs/800-30/sp800-30.pdf Authors Reference Barlow, J.F., Putting Information Systems Planning Methodologies Into Perspective, Journal of Systems Management, July, 1990, pp. 6-9. Bruns Jr., W. J., McFarlan, F. W. (1987). Information technology puts power in control systems. Harvard Business Review, 65(5), 89-94. Chan, Y. E., Huff, S. L. (1993). Strategic information systems alignment. Business Quarterly, 58(1), 51-55. Clarke, R. (2005). The path of development of strategic information systems theory. Retrieved 24/04/2011, from http://www.anu.edu.au/people/Roger.Clarke/SOS/StratISTh.html Edwards, C., Ward, J., Bytheway, A. (1991). The essence of information systems. London: Prentice Hall. Retrieved from 24/06/2011 http://www.coda.ac.nz/cgi/viewcontent.cgi?article=1000context=unitec_scit_di Hartono, E., Lederer, A. L., Sethi, V., Zhuang, Y. (2003). Key predictors of the implementation of strategic information systems plans. ACM SIGMIS Database, 34(3), 41-53. Henderson, J.C. Venkatraman, N. (1993) Strategic alignment: Leveraging information technology for transforming organisations, IBM Systems Journal, Vol 32 No 1, pp 472-484. King, W.R. (1978) Strategic planning for management information systems, MIS Quarterly, Vol 2 No 1, pp 27-37 Kaplan, R.S. Norton, D.P. (1996) Translating strategy into action The Balanced scorecard, Harvard Business School Press, Boston, MA Kearns, G. S., Lederer, A. L. (2003). A resource-based view of strategic IT alignment: How knowledge sharing creates competitive advantage. Decision Sciences, 34(1), 1-29. Ledrer, Albert L., and Sethi, Vijay, The Implementation of Strategic Information Systems Planning Methodologies, MIS Quarterly, Vol. 12, No. 3, September 1988, pp. 445-460. Luftman, J. N. (2003). Competing in the information age align in the sand (2nd ed.). New York: Oxford University Press. Porter, M.E., Competitive Advantage, Free Press, 1984. Retrieved on 30/04/2011 http://viu.eng.rpi.edu/publications/strpaper.pdf Porter, M.E. and Millar, V.E., How Information Gives You Competitive Advantage, Harvard Business Review, July-August, 1985. Retrieved on 30/04/2011 http://viu.eng.rpi.edu/publications/strpaper.pdf Rackoff, N., Wiseman, C., Ullrich, W. A. (1985). Information systems for competitive advantage: implementation of a planning process. MIS Quartery, 9(4), 285-294. Reich, B. H., Benbasat, I. (1996). Measuring the linkage between business and information technology objectives. MIS Quarterly, 20(1), 55-81. Teo, T. S. H., Ang, J. S. K. (2001). An examination of major IS problems. International Journal of Information Management, 21(6), 457-470. Vitale, M., Ives, B. and Beath, C., Identifying Strategic Information Systems, Proc. 7th Intl Conf. Inf. Sys., San Diego, December 1986, pp. 265-276. Ward, J., Peppard, J. (2002). Strategic planning for information systems (3rd ed.). Chichester: John Wiley. Retrieved on 25/04/2011 http://www.coda.ac.nz/cgi/viewcontent.cgi?article=1000context=unitec_scit_di Ward, J., Griffiths, P. (1996). Strategic planning for information systems (2nd ed.). Chichester: John Wiley. Retrieved on 25/04/2011 http://www.coda.ac.nz/cgi/viewcontent.cgi?article=1000context=unitec_scit_di Website reference http://retailindustry.about.com/od/topusretailcompanies/p/dellincprofile.htm Retrieved on 30/04/2011 http://www.sec.gov/Archives/edgar/data/826083/000095013405004423/d22995e10vk.htm . Retrieved on 01/05/2011 http://www.kppartners.com/documents/zerotime-dell_case_study.pdf Retrieved on 02/05/2011 http://inventors.about.com/od/licensingmarketing/a/advantages_mark.htm Retrieved on 02/05/2011 http://www.smallbusinessbible.org/advan_disadvan_informationtechnology.html Retrieved on 02/05/2011 http://www.kppartners.com/documents/zerotime-dell_case_study.pdf Retrieved on 02/05/2011 http://i.dell.com/sites/content/corporate/secure/en/Documents/FY10_Form10K_Final.pdf Retrieved on 04/05/2011 http://csrc.nist.gov/publications/nistpubs/800-30/sp800-30.pdf Retrieved on 04/05/2011 http://www.calstatela.edu/faculty/msabet/c12_Turban_0471705225.pdf Retrieved on 04/05/2011 http://www.prenhall.com/behindthebook/0132304619/pdf/Laudon%20Feature%203.pdf Retrieved on 04/05/2011 http://e-learning.dmst.aueb.gr/mis/Cases/Dell/index.htm Retrieved on 04/05/2011

Award in Education & Training Essay

Assignment No1: Explain how you would go about the task of promoting inclusion, equality and diversity faced by a new group of learners enrolled for the first class of your specialist subject, as well as summarising ways to establish ground rules with them. Firstly we need to understand the difference between equality & diversity which is well covered by Gravells reference: Equality refers to the learners’ rights to attend and participate regardless of their differences, while diversity refers to valuing the learners’ differences (Gravells, 2008). Learners not only come from different cultures and backgrounds but they also differ in their abilities, needs, and the way they learn. Their differences must be recognised and considered by teachers who should treat them fairly and value each individual regardless of any differences. This way, learners will feel welcomed and included into the learning environment, engaged, empowered and supported by teachers (Gravells, 2008). Both equality and diversity can raise issues concerning learners’ gender, race, age, religion, disability, sexual orientation, intellectual, linguistic or other characteristics. Despite differences, learners must have equal access to learning without any discrimination, prejudice or other barrier. It is the teacher’s responsibility to eliminate or reduce any learning barriers by recognising and providing full access and support to learners with a disability or individual need (Miller and Sammons, 1999), for example, by providing large print, on tape or using symbols and ensuring appropriate class layout. In my current role as an ESOL tutor I am involved in teaching English to a class of Nepalese immigrants which have a wide range of abilities depending on how long they have been in the UK and the level of education they received in their homeland. There are also some cultural age / gender issues that mainly affects the senior members of the community as the men & women need to be taught in separate groups / classes, although this does not affect the younger Nepalese who accept a mixed teaching situation in our  schools as the norm. Another problem with the beginners / older generation is that a lot are widowed women and live together in 3’s & 4’s, they don’t understand or watch television / media and therefore don’t have access to additional learning in the home in such that there may be multi generations. Students from the multi generation household from grandparent / parents / grandchildren where Nepalese will be the first tongue but have a greater exposure to English via the younger generations being at work or school and more acceptance / use of media via internet / television via in house translation. With a new group of learners it is important to assess their abilities from a simple student form with name / address etc and then test their ability to write / speak / recite the alphabet. With this assessment we are able to separate the class into smaller ability groups and with the help of interpreters give additional support on a 1 to 1 or small group basis especially with some that may have had no formal education in Nepal and barely able to write their name in Nepalese and the ones that do we have to teach them to read / write from left to right to overcome their natural right to left learning. Here we encounter additional cultural issues with some of the students wanting to sit next to a friend / relative they come to class with and through the interpreter we have to explain that people of similar abilities will learn quicker together where as their friend or relative may be at a further stage in the learning process to them. The important aspect is their ability to help one another and they seem to team up with people of the same abilities very easily and you find them working well in their new groups very quickly. The main thing is that all that attend the sessions is that they are all included irrespective of ability into a safe, social & welcoming learning environment that they feel they can be a part of. Ground Rules With this ESOL learning group the ground rules are difficult to establish without extensive interpreter help, although they are an extremely compliant and polite race and rarely have any issues with behaviour although it can become boisterous at times. Noise levels can rise as we use an open hall and with up to 4 or 5 ability groups and multiple tutors it is necessary to sometimes quieten the hall and reset the teaching noise level. From a general point there essentially 3 ways to establish ground rules: Teacher imposed Learner Imposed Negotiated My preferred option would always to negotiate the ground rules with learners which would be done at the start of the course using an introduction from the teacher & learners or as an ice breaker activity where through discussion the learners set the rules. The benefit of this option is that they feel through suggestion, rejection, agreement they have made they rules, they own them, respect them, are responsible for upholding them individually and collectively and to a certain extant enforcing them. It could be beneficial to keep the agreed ground rules visible / displayed in the form of flip chart to reinforce behaviour expectation especially around any Health & safety aspects and a reminder of their ownership and responsibility. Some ground rules cannot be negotiated, a typical example would be around Health & Safety if part of the teaching involves an environment where protective clothing / equipment is required ie a laboratory where a lab coat & glasses are required or a workshop where safety footwear / glasses and hair protection are essential. In this instance if not negotiated through the group, then the teacher should suggest if there were to be† any rules around health & safety† in the lab / workshop and use the opportunity to define the required rules for the particular environment.

The Surprising Details Into Alices Adventures in Wonderland Essay Topics Most People Dont Know About

The Surprising Details Into Alices Adventures in Wonderland Essay Topics Most People Don't Know About Whatever They Told You About Alices Adventures in Wonderland Essay Topics Is Dead Wrong...And Here's Why Alice finds a small golden key that opens a door that contributes to a little passage. I must be getting somewhere close to the middle of the earth. She realizes that she is not going to fit in the door so she thinks that she's stuck. Then she sees a key which will just fit in the small door. The Basic Facts of Alices Adventures in Wonderland Essay Topics Absolem, the Caterpillar, is the sole character in Wonderland that has the ability to figure out whether she's the one. Within this sense, Alice doesn't really evolve into a greater comprehension of her adventure. Characters like the Hatter have various attitudes at various parts of the book, or so the reader doesn't even realize who's speaking. However, the Hare lacks common sense, and is readily duped by other people . 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The Theme of Red Riding Hood - 770 Words

1 The Theme of Little Red Riding Hood 2 1. (Your title page should contain a shortened version of your title and page number 1 in the upper right corner. In the center of the page add the title of the paper, your name, course name and number, instructor name, and the date. See your Ashfordapproved style guide for a sample title page.) [Elizabeth Summerlin (TA)] 2. In order to adhere to proper APA formatting a font size of 12 in New Times Roman, double spaced is required [Elizabeth Summerlin (TA)] In life, everyone can remember a time when he or she was so innocently put themselves in harm’s way, like the girl in â€Å"Little Red Riding Hood†. The little girl was delivering a basket of goods to her ill grandmother while on the way†¦show more content†¦The reason why is because she was not around anyone it was just the wolf and the little -2- girl. This goes back to the theme. The tone of the story was set when she entered into the woods. The negative vibe that the wolf gave and the reason he was speaking with her is initially because he was hungry. So, he then mislead her into telling him where she was going. 1 1. negative vibe that What details from the story can you insert toShow MoreRelatedLittle Red Riding Hood667 Words   |  3 Pagesstory Little Red Riding Hood was written partly to teach a lesson. In the French version, a young girl loses her virginity and is said to have â€Å"seen a wolf† that is what this story is based on. Little Red Riding Hood is about an innocent little girl who runs in to a wolf in the forest while she is on her way to her grandmother’s house. Her grandmother being ill, her mother had baked a cake and a pot of butter hoping that it would make her feel better; however, while Little Red Riding Hood was takingRead MoreLittle Red Riding Hood Analysis Essay1190 Words   |  5 Pagesâ€Å"Little Red Riding Hood† Analysis â€Å"Little Red Riding Hood† Analysis I am going to describe the theme of Little Red Riding Hood, and describe the elements I found to contribute to the theme, how those elements affect the narrative theme. The elements that I am going to use in this paper are the narrative point of view, plot and symbolism. The point of view of is described in our text as is third-person objective, which the narrator takes a detached approach to the characters and action increasingRead MoreEng 125, Week 2 Essay697 Words   |  3 PagesThemes and Narrative Elements in a Short Story By Leslie Residor Introduction to Literature ENG 125 Instructor: Kayla Ward July 4th, 2012 Many short stories have been written throughout time. Many are just for entertainment, but many of them are for teaching a lesson. Little Red Riding Hood was written partly to teach a lesson. In France, a girl that loses her virginity is said to have â€Å"seen a wolf.† That is what this story is based on. Little Red Riding Hood is about a little girlRead MoreShort Story : Little Red Riding Hood1364 Words   |  6 Pagesâ€Å"Little Red Riding Hood† is an extremely well known fairy tale that has been told across the globe in a multitude of versions. The story is often told with a young girl dressed in a hooded red coat, sent by her mother to deliver a basket of food to her sick grandmother. On the journey to her grandmother’s house, Little Red Riding Hood meets a wolf, whom she assumes to be good-natured. She tells him where she is headed and who she is planning on visiting. Although the little girl trusts the wolf,Read MoreFairy Hood Culture1529 Words   |  7 PagesFairy tales, in general, have evolved through history, like â€Å"Little Red Riding Hood.† The fairy tale â€Å"Little Red Riding Hood† has so many versions that have been told from books and movies and each contain messages. Throughout history â€Å"Little Red Riding Hood† has conveys the same primary message that danger is around. When telling a child about â€Å"Little Red Riding Hood† they understand one message that they should not talk to strangers, but children do not understand other messages that are analyzedRead MoreThe Importance of Little Red Riding Hood764 Words   |  3 PagesLittle Red Riding Hood hasn’t. The fairy tales that are taught and shared today teach life lessons. Little Red Riding Hood is a fairy tale recorder by The Brothers Grimm that is about a young naà ¯ve girl who is deceived by the Wolf and is taught a life lesson. Little Red Riding Hood is a fairy tale that originates from Germany and much of Europe and is about a girl who was hoodwinked by the Wolf and teaches a theme or moral about growing up, and being safe. The tale Little Red Riding Hood is saidRead MoreVladimir Propps Morphology of the Folk Tale Essay556 Words   |  3 PagesVladimir Propp presents an excellent argument in his Morphology of the Folktale. In testing his hypothesis he compares the themes of about 100 tales and comes out with a formula, ultimately coming to the conclusion that there is really only one fairy tale in its structure. He takes a description of the tale according to its component parts and [compares] the relationship of these components to each other and to the whole (Tatar 382). There is a significant amount of repeating functions inRead MoreThe Story Of Childhood Literary Analysis724 Words   |  3 Pagesvariety of tales. Underlying Darnton’s essay is a search driven by historical analysis for the so-called mentalità © of the common peasant in eighteenth-century France. Applying this analysis to the oral predecessors of Charles Perrault’s â€Å"Little Red Riding Hood†, Darnton establishes that, rather than â€Å"veiling their message with symbols, the storytellers of eighteenth-century France portrayed a world of raw and naked brutality† (Darnton 368). Indeed, he claims, one could hardly imagine â€Å"lulling a childRead MoreSymbols in the Fairy Tales and Folk Tales643 Words   |  3 PagesOne folktale in particular, Little Red Riding Hood, is full of symbols with possible deeper meanings. For example some people have speculated that the red hood that Little Red Riding Hood wears is a symbol of the girls sexuality and the â€Å"little† in her nickname places an emphasis on her budding nature. That is to say the young girl is in the beginning stages of becoming a w oman and doesn’t possess much knowledge on the subject of sex. Keeping with this same theme, it can further be hypothesized thatRead MoreA Closer Look At Arnold Friend1284 Words   |  6 Pagesthat readers have been exposed to throughout the history of time, a wolf in sheep’s clothing. Much of Friends character is modeled after Charles Perrault, Little Red Riding Hood‘s own wolf. Certainly there are obvious differences in â€Å"Where Are You Going? Where Have You Been?† and in the folk tale of Little Red Riding Hood. However; the theme and allegory are much the same in both stories. Arnold Friend echoes a big bad wolf, and there are valid lessons are be learned in this short story. To understand