100 of the Most Common Kanji Characters

100 of the Most Common Kanji Characters With three different ways of writing, the Japanese language may seem intimidating to new students. Its true that memorizing the most common kanji symbols and other scripts takes time and practice. But once youve mastered them, youll discover a means of written communication unlike anything youll see in the English language. There are three writing systems in Japanese, two phonetic and one symbolic, and all three are used in tandem. Kanji Symbols Kanji is symbolic, or logographic. It is the most common means of written communication in the Japanese language, with more than 50,000 different symbols by some estimates. However, most Japanese can get by with using about 2,000 different kanji in everyday communication. A single kanji character can have multiple meanings, depending on how it is pronounced and the context in which it is used. Hiragana and Katakana Hiragana and katakana  are both phonetic (or syllabic). There are 46 basic characters in each. Hiragana is used primarily to spell words that have  Japanese roots or grammatical elements. Katakana is used to spell foreign and technical words (computer is one example), or used for emphasis. Romanji Western characters and words, sometimes called romanji,  are also common in modern Japanese. Typically, these are reserved for words derived from Western languages, especially English. The word T-shirt in Japanese, for example, consists of a T and several katakana characters. Japanese advertising and media frequently use English words for stylistic emphasis.   For everyday purposes, most writing contains kanji characters because its the most efficient, expressive means of communication. Complete sentences written only in hiragana and katakana would be extremely long and resemble a jumble of letters, not a full thought. But used in conjunction with kanji, the Japanese language becomes full of nuance. Kanji has its historical roots in Chinese writing. The word itself means Chinese (or Han) characters. Early forms were first used in Japan as early as A.D. 800 and evolved slowly into the modern era, along with hiragana and katakana. Following Japans defeat in World War II, the government adopted a series of rules designed to simplify the most common kanji characters to make them easier to learn. Elementary school students have to learn about 1,000 characters. That number doubles by high school. Beginning in the late 1900s, Japanese education officials have added more and more kanji to the curriculum. Because the language has such deep historical roots, literally thousands more kanji have evolved over time and are still in use. Common Kanji Characters Here are 100 of the most frequently used kanji in Japanese newspapers. Newspapers give a great representation of the best and most useful kanji to learn because you are more likely to come across these characters in day-to-day use.   æâ€" ¥ sun ä ¸â‚¬ one Ã¥ ¤ § big Ã¥ ¹ ´ year ä ¸ ­ middle ä ¼Å¡ to meet ä º º human being, people æÅ" ¬ book æÅ"ˆ moon, month é• · long å› ½ country å‡ º to go out ä ¸Å  up, top Ã¥   10 生 life Ã¥ ­  child 分 minute æ  ± east ä ¸â€° three è ¡Å' to go Ã¥ Å' same ä »Å  now é «Ëœ high, expensive 金 money, gold 時 time 手 hand è ¦â€¹ to see, to look Ã¥ ¸â€š city 力 power ç ± ³ rice è‡ ª oneself å‰  before 円 yen (Japanese currency) Ã¥ Ë† to combine ç «â€¹ to stand 内 inside ä ºÅ' two ä ºâ€¹ affair, matter ç ¤ ¾ company, society 者 person Ã¥Å" ° ground, place ä º ¬ capital éâ€"“ interval, between ç” ° rice field ä ½â€œ body Ã¥ ­ ¦ to study ä ¸â€¹ down, under ç› ® eye ä ºâ€ five Ã¥ ¾Å' after æâ€" ° new 明 bright, clear æâ€" ¹ direction éÆ' ¨ section .Ã¥ ¥ ³ woman å… « eight Ã¥ ¿Æ' heart å›› four æ °â€˜ people, nation Ã¥ ¯ ¾ opposite ä ¸ » main, master æ ­ £ right, correct ä » £ to substitute, generation è ¨â‚¬ to say ä ¹  nine Ã¥ °  small æ€  to think ä ¸Æ' seven Ã¥ ± ± mountain Ã¥ ®Å¸ real å… ¥ to enter 回 to turn around, time Ã¥   ´ place 野 field éâ€"‹ to open ä ¸â€¡ 10,000 å… ¨ whole Ã¥ ®Å¡ to fix Ã¥ ® ¶ house Ã¥Å'â€" north å… ­ six å•  question è © ± to speak æâ€"‡ letter, writings å‹• to move Ã¥ º ¦ degree, time çÅ"Å' prefecture æ ° ´ water Ã¥ ®â€° inexpensive, peaceful æ °  courtesy name (Mr., Mrs.) å’Å' harmonious, peace æ” ¿ government, politics ä ¿  to maintain, to keep è ¡ ¨ to express, surface é â€œ way ç› ¸ phase, mutual æ„  mind, meaning ç™ º to start, to emit ä ¸  not, un-, in- å…š political party

Texting While Driving Essay Example

Texting While Driving Essay Example Texting While Driving Essay Texting While Driving Essay Smartphone has impacted almost all walk of human life. Mobile technology has drastically changed the cultural norms and behavior of individuals. The major impact of Smartphone is on PC market. According to a survey by Compete, a web analytics firm, a large number of people almost up to 65% are using their smart phones to read news feeds, post status updates, read amp; reply to messages and post photos. This shows that now people are leaving PCs and moving towards Smartphones. Texting while driving is a growing trend, and a national epidemic, quickly becoming one of the country’s top killers.Drivers assume they can handle texting while driving and remain safe, but the numbers don’t lie. When it comes to driving, teenagers have a lot of factors working against them like inexperience, impulsiveness, the challenge of navigating their complex social and emotional lives and the road at the same time. According to the documentary, 100,000 accidents in the US every year are caused by drivers using mobile phones. When they are texting while driving they could not focus on driving. The careless of driver will causes the car accident happens.Alongside victims, the documentary also features interviews with the perpetrators who have killed and injured people through careless driving. Texting While Driving Purpose/Goal: To address the issue of texting while driving and the effects it has. Audience: The citizens of the town of Winnipeg Setting: Large hall belonging to the municipal council Organization: Single sitting arrangement with an audience of approximately 150 people Supporting Material(s): The use of audiovisual equipment for instance a power point presentation to enhance the effect of the presentation Delivery: The speech will be delivered orally to the audience. The speaker may also use non-verbal cues in order to engage the audience more in the presentation. He or she may use facial expressions or gestures to this effect. Strengths: This presentations’ greatest strength is that the speaker will be able to forge a relationship with the audience. The audience will, therefore be more engaged in the presentation. The speaker can involve the audience members in the speech by use of questions for instance and this will improve the presentation. Weaknesses: The major weakness the speaker will encounter will be that he or she does not know al the members of the audience personally. This will be disadvantageous because he will not he or she able to address to their particular ideas and may not get all their attention. INTRODUCTION: Good morning everyone, I take this opportunity to welcome you to this meeting and to thank you for gracing us with your presence. Attention Getter: I believe that all of you are aware of the road accident that took place recently. It claimed the life of one of the third grade students in one of our local schools. It was claimed that this accident resulted due to the negligence of the driver who was texting as he was driving. Thesis: Texting while driving is a hazardous practice that endangers the lives of the pedestrians as well as other motorists (Leeming et al, 2007). Overview: Texting while driving has several effects on the driver and these effects culminate in occurrences such as road carnage. TRANSITION: All the motorists to ensure the safety of our roads should avoid the issue of texting while driving. Major Ideas (BODY): I. Drivers who drive as they text have their attention diverted from driving in order for them to text. A. Texting requires some level of attention to avoid making errors in the message. This takes the focus of the driver away from the road. B. The attention that should have been accorded to driving the car is therefore dramatically reduced and this is very dangerous to the other drivers and pedestrians TRANSITION: The averting of the attention of the driver while he or she is driving because he or she is texting may prove dangerous. II. Because the driver is not focusing on driving entirely, this makes him vulnerable to accidents that could have been avoided in ordinary circumstances. A. Most road accidents occur due to unnecessary mishaps and their frequency is increased when the drivers are engrossed in something else such as texting. B. An example of such an occurrence is if a car breaks down on the road, the probability of the distracted driver to run into the car is high since he or she will mot be notice the other drivers avoiding the car since they are busy texting. TRANSITION: These unnecessary road accidents can be avoided if only the drivers avoid texting while driving. III. The road accidents caused by the drivers who text while driving will affect the students in our community the most (TRL, 2011). A. A large number of the schools in this area are in close proximity to the residential areas. This means that the students therefore travel to school on foot. B. However if such accidents keep happening, the parents will require to spend a lot more money to obtain transport for their children to and from school. They will do this to ensure that their children are safe from road accidents. C. In the case of the student that was run over recently, the accident occurred as she crossed the road. The traffic lights signified it safe for the pedestrians to cross the road but one driver who was texting did not see the lights and so he hit her. TRANSITION: The safety of the children in our community should be paramount and everything should be done to ensure their well-being. CONCLUSION: All drivers should stop using technological devices while driving in order to ensure that they are not endangering the lives of the other civilians. Summary: Texting while driving has several effects. Drivers in this situation are sidetracked and they may cause accidents. These accidents can be avoided if this issue is seriously considered. Memorable Statement: In order to ensure the safety of this community, it is imperative that all the drivers stop using mobile phones while driving. Let the saddening demise of the young child be a constant reminder of the harmful effects of texting while driving. References Leeming, J. J., Mackay, G. M., Pole, K. F. M., Fitzgerald, P. J. (2007). Road accidents: Prevent or punish? Oswestry: Quinta TRL Limited. (2011). Pedestrian road accidents: Update (2007-2010). Bracknell: HIS News10. (2011).Story retrieved from: news10.net/news/local/article/162381/2/Auto-v-pedestrian-accident-claims-9-year-old-in-Marysville

Antarctic sea ice melt and its implications Essay

Antarctic sea ice melt and its implications - Essay Example mosphere and polar oceans; and changes the force of ocean buoyancy by redistributing fresh water through transportation and subsequent melting of comparatively fresh sea ice. Thesis Statement: The purpose of this essay is to investigate Antarctica sea ice melt, examine the ocean-atmosphere interaction, and evaluate the environmental and societal impact of rising sea levels and other impacts of the sea ice melt. Globally, there is a decline of snow and ice over the past several years, particularly since 1980, with an increasing downturn during the last decade. In the South Pole, the east and west Antarctic Ice Sheets are â€Å"two unequal parts, with different histories and characteristics† (Mercer 1978: 323), Figure 1 below. Unlike the vast, older and mostly land-based ice sheet in East Antarctica, the Western Antarctic ice sheet is younger, much smaller and marine-based, anchored to a distance of 2,500 meters below sea level. Further, West Antarctica is not a single continent, but is a series of islands covered by ice, touching the ocean floor, and not based on land (NASA 2010). Two-thirds of the continent is East Antarctica, a high, frozen desert. If all the ice melted, it would increase the global sea level by about 60 meters or 197 feet. The results from a recent National Aeronautics and Space Administration (NASA)/ German Aerospace Center’s Gravity Recovery and Climate Experiment (GRACE) study, indicate that since 2006 there has been greater ice loss from interior East Antarctica than earlier believed (Chen et al 2009). In the Southern Ocean, sea ice forms a fringe around the entire Antarctic continent (Figure 2. below) which is surrounded by the waters of different seas. The Antarctica is subdivided into 5 sectors by researchers, each impacted by diverse geography and weather conditions. This results in greater yearly variations in Antarctic sea ice, as compared to Arctic sea ice (Nasa.Gov 2010). â€Å"Across the Antarctic Peninsula lies one of the

Creating an Organizational Culture Article Example | Topics and Well Written Essays - 1750 words - 1

Creating an Organizational Culture - Article Example Different experts have tried to explain its influence on an organization according to their experiences, theories, and their point of views. In this regard, we will try to define, discuss, and analyze different perspectives of an organizational culture, and will try to understand different steps that are carried out for its creation, amendment, and maintenance, in order to influence collective effort in an organization or institution. Different experts have given a lot of importance to the culture and cultural perspectives in an organization. According to an author, specific environment and conditions are coming up with the help of development of an organizational culture in an organization. Today, many complex issues and problems are confronted by organizational leaders, when the organizational achievement is attempted by them in a number of different environments, such as VUCA environments. In this regard, it has been suggested that it is very necessary and important to define and understand the term of organizational culture properly, which plays a vital role in the success of an organization, as well as, its leaders. Therefore, it has been notified that organizational culture is, and has become an important part and factor of an organization’s success. In this regard, different multinational companies, as well as, small industries are trying to implement the organizational culture in their sectors, in o rder to provide opportunities to their employees for a successful future and prosperity. In addition, the inability of understanding organizational culture was traced out to be the reason of problems and complex issues that are being confronted by the leaders and managers in different companies. Failure has been also been observed in different and various business and marketing strategies that oppose the organizational culture and seems to be inconsistent with it. Therefore, creation of new strategies and their implementation also requires

Organizational Responsibility and Ethics Paper Essay

Organizational Responsibility and Ethics Paper - Essay Example This could happen due to many reasons like, lack of vision, lack of cooperation among the different agencies involved in health care, or due to the lack of sincerity and honesty within such agencies. The health care system in the United States is no different in the sense that it is one with many paradoxes. The country is a leader in the development of medical research and has a national health care policy on which government spending is the highest in the world. But the health care system is considered to be quite inefficient because of fragmentation, lack of uniformity, and the existence of a large number of people who are not covered by health insurance. The system is also overburdened due to an ageing population and lack of qualified personnel. Any organization, whether it is formed for the purpose of social care or for profit has a responsibility towards the society and individuals in which it operates. This is true for a health care system also. This paper is an attempt to stud y the concept of organizational responsibility issues that exists within the health care system in the United States. In the process, it will look into issues like the ageing population of the country, the unhealthy habits of its citizens, absence of health insurance, increasing number of illegal immigrants and the ethical dilemmas that may exist in the overstretched health system. As mentioned earlier, the health care system in the country is full of paradoxes and contradictions. â€Å"At one extreme are those who argue that Americans have the â€Å"best health care system in the world†, pointing to the freely available medical technology and state-of-the-art facilities that have become so highly symbolic of the system.† (Chua, 2006, p.1). At the other extreme, the system is accused of massive lack of health insurance, fragmentation, difference in health policies of individual states, waste of resources,

JKL Industries

JKL Industries This report has been prepared for the General Manager of JKL Industries for his/her approval for the recommendations for introducing an advanced performance management system to improve on the current system. This report covers each of the following performance management standards: The goals and objectives of the proposed JKL PMS in the context of JKLs broader organisational and human resource goals and objectives. Outline of the performance management cycle, and the role and responsibility of all JKL employees in the successful implementation of the PMS. Sample template for use in the conduct of performance appraisal interviews. This template allows for the linking of job elements and key performance indicators to the ongoing development of the individual. Policies and procedures to ensure that line managers are monitoring performance regularly and that intervention occurs to address poor performance and acknowledge excellent performance. Policies and procedures to address performance excellence. Policies and procedures that address unsatisfactory performance and, where necessary, termination of employment as a result of ongoing unsatisfactory performance. This process conforms to existing organisational and current legal requirements. Process to deal with any problems or grievances that arise from the performance feedback. Policies and procedures to ensure that the documented outcomes of performance management sessions are accessible and are stored in accordance with organisational policy. Definition of HRs role during the implementation and ongoing operation of the performance management system. How the performance management system will be evaluated. Timeline/schedule for implementation, which addresses all communication and staff training requirements. Types of reporting that will be generated by the PMS and how these reports will be utilised by the management of JKL. How the various components of the PMS will be quality assured and How HR will support the PMS by providing specialist advice on all aspects of the implementation of the PMS, including career development, to all participants in the process. Proposed Vision Statement JKL Industries vision is: To be recognised nationally and internationally as an employer of choice and a model of best practice human resource management. Provide best quality service and products in their field. JKL Industries is a large company and therefore individual employees in different states will be accomplishing different tasks but all working towards the same goal therefore they will need several different approaches to managing performance. 1. Performance goals and objectives A performance management system ensures all staff are aware of and work towards organisational goals through providing clear goals and frequent reviewing of staff performance (Behn R 2006, p.8). 1.1 Goals and Objectives The new performance management system being implemented at JKL industries will support expansion of the business and play a more active role within the company through the development and implementation of a performance management system. The new performance management system will aid in the redevelopment of the organisational chart as there is a new HR officer that will now oversee the co-ordination of HR services across the organisation, as prior to this HR was divided up between each of the three business areas. With these new changes the performance management system will help identify what positions are necessary and unnecessary, and ensure JKL is employing the right people through developed recruiting processes and position analysis. The performance management system will provide guidelines on employing the right people and how regularly performance evaluations will take place to identify to what extent staff goals are being achieved and what can be done to further improve staff performance. Performance management uses past performance as a platform to improve future performance through regular reviews, the setting of clear goals, staff recognition and feedback (Jones 2010, p 95). The new performance management system at JKL will also provide guidelines on how training and support will be delivered to staff and enable staff skills and performance to be evaluated against job descriptions and key elements of the job including KPIs. The performance management system will also identify opportunities for further development of skills in staff. The performance management system will help in developing the following aspects: Improve organisational effectiveness Facilitate employee development, training and support Determine appropriate awards and compensation Facilitate legal compliance Facilitate planning process Increase motivation Address poor performance JKL Industries plans to expand existing branches to include the sale of large and medium trucks by the beginning of July. The performance management system will allow for the monitoring of performance of current staff and identify training and developmental opportunities. This will save recruiting costs and further challenge and develop staff skills and knowledge by identifying skills gaps through the reviewing of job descriptions (QDET 2010, p8). Through monitoring of current staff using the performance management system it will ensure the right staff are used in the implementation of the expansion (QDET 2010, p8). The performance management system will also help JKL Industries identify staff who are deserving of a promotion and could be used in the further expansions and new branch openings planned for 2013, 2014 and 2015 (QDET 2010, p8). 2. The Performance Management Cycle A Performance management system is a tool used to motivate and inform staff and managers of performance outcomes in an organisation for a particular period of time (QDET 2010, p7). It involves the use of a performance cycle that involves planning, performing, reviewing and recognising staff performance (QDET 2010, p7). The use of this performance cycle will help JKL Industries monitor the success of their staff in reaching their own individual goals, and monitor the status of the planned strategic goals that includes expansions and new branch openings. Before implementing a performance management system it is important that appropriate foundations are laid down to effectively evaluate staff performance objectively (Bedford D Malmi T p.12). This is done firstly through reviewing job duties and responsibilities (Bedford D Malmi T p.12). This will give an accurate job description to benchmark employee performance against and ensure employees are clear of their goals, what is to be achieved and the standard required (Bedford D Malmi T p.12). Job descriptions for similar positions may be researched online for comparisons (Bedford D Malmi T p.12). The performance management system at JKL Industries should be aligned to the budget cycle to further measure to what degree staff are achieving their goals, and to be able to plan for reward or further development opportunities or in some cases recruitment needs (QDET 2010 p.7). The length of the performance management cycle should be 12months for the formal processs including planning and reviewing with review conversations taking place every six months (QDET 2010 p.8). These timelines can be shortened and conducted more regularly during periods of large change that JKL industries will experience in the coming years with the planned business expansions for 2013, 2014 and 2015 to update performance plans as strategic business goals change (QDET pg 8). 2.1 Performance management stages Planning- clarifying expectations, reaching an agreement, negotiating performance goals, setting expectations and planning to develop skills Performing (ongoing support) learning on the job, continuous improvement, providing feedback Reviewing- discussing individual performance and contribution comparing achieved goals against goals agreed upon and whether goals were achieved in a way that further organisational goals Recognition- continuously recognising team members contribution, making staff efforts acknowledged and encouraging further achievements This cycle will operate at different times for each employee. It is recommended that performance cycles start from the anniversary date of employment for each employee to avoid large amounts of appraisals distracting management and HR from their respective duties. 2.2 Roles and Responsibilities At JKL Industries all staff will play an important role within the performance management system. The Managing Director must be thoroughly committed to the performance management system and ensure the workforce is managed in accordance with the policies and procedures of the performance management system. Human Resources are responsible for the development and design of policies and procedures in regards to the performance management system. The Head Human Resources Officer that has been employed to oversee the HR Assistants for each division will be responsible for training the HR Assistants in the new performance management system, ensuring all staff are competent and fully understand the reason why they are doing what they are doing and the outcome desired. The Head Human Resources Officer will be responsible for overseeing the implementation of the PMS and monitoring its success and any changes that will need to occur as well as collaborating relevant documentation. Operations Manager is responsible for guiding and managing the performance of the Service Manager, Rentals Manager and Sales Manager. The Operations Manager with the support of the Head HR Officer develops performance objectives, provides feedback, appraise performance, guide development and ensures the Service Manager, Rentals Manager and Sales Manager are rewarded for good performance (Government of South Australia 2012). Finance Administration Manager develops performance objectives with the guidance of head HR for the Accounts Manager. Accountants Manager with guidance from head HR develops performance objectives for Accountants. HR in the Divisions with guidance of respective Manager (SALES, RENTALS, SERVICE) develop performance objectives for employees ie plan perform review recognise. And support Manager in conducting appraisal interviews and implementing system. Employees are responsible for their performance and their participation in performance management both formal and informal (Government of South Australia 2012). Supervisors are to manage the performance of the team and each individual team member (Bedford D Malmi T p.12) 3. Performance Appraisal Template Performance appraisal interviews help identify any skills gaps and evaluate to what degree employees understand their roles (Jones 2010, p.131). The following performance appraisal template will assist in training and development plans for each individual and encourage two-way communication (Jones 2010, p.131). The performance appraisal template provided allows for linking of job elements and uses aspects of the balanced score cards system. The balanced scored card system help overcome the limitations associated with managing staff performance through financial indicators alone (Kaplan R Norton D 1992). The balanced score card approach looks at assessing staff from four business aspect, finance, customer satisfaction, internal business processes and learning and growth (Kaplan R Norton D 1992). 4.1 Policy Monitoring Staff Performance Interventions to Address Poor Performance and Acknowledge Excellent Performance 4.2 Purpose: The aim of this policy is to ensure management at JKL Industries are continuously monitoring staff performance effectively through reviewing individual goals set for employees against the level of outcome achieved (Personnel Management 2012). 4.3 Scope: This policy is relevant to all HR and management positions conducting employee performance reviews and applies to all employees receiving feedback. This policy does not apply to cases of gross misconduct. This policy does not apply to cases of long periods of absence due to illness (Personnel Management 2012). 4.4 Background: It is a requirement of management to conduct regular reviews to monitor progress of employee performance against previously set standards and goals. Ongoing monitoring will give management the view as to how well employees are progressing and make necessary changes to any issues that prevent employees from achieving their work goals. Unacceptable performance can be addressed at any time during the performance appraisal period and should be dealt with when situation arises, not left to the annual review meeting (Personnel Management 2012). Policy: This policy aims to ensure management can effectively identify poor performance and take the necessary steps to intervene and correct employee performance through identifying skills gaps and providing training and support (University of Brighton 2003). For cases of extreme unsatisfactory performance where disciplinary action or termination is involved please refer to (Policy No. 6 Monitoring Staff Misconduct). This policy also includes steps to address excellent performance however is covered in more detail in policy Staff Excellence policy and procedure. 4.5 Procedure: how to conduct appraisals and manage records Management to conduct monthly meetings to determine whether there has been any change in the responsibility of employees that may hinder performance (QDET 29). Formal performance appraisals to be conducted every 12months from anniversary date of employment Management to notify employee in writing 3 working days before performance appraisal is conducted. (email accepted) Employee to fill out employee satisfaction survey prior to commencing performance appraisal Management conducting performance appraisal to confirm date with appraise 3 working days before performance appraisal Human Resources Assistant to distribute or make readily available all documentation required to conduct performance appraisal After conducting performance appraisal employee and managers are to sign to say meeting has taken place All outcomes of the appraisal are to be approved by Senior Management. This includes proposals for further training, further financial delegation, moving to a different position. These outcomes must be addressed and decided upon in full 14 working days after meeting has taken place. All paper work from appraisal to be finalised 14 working days after meeting has taken place, all management and human resources assistants involved must sign and date relevant paper within this period and present paper work to administration assistant for filing. Administration Assistants are to make copies to distribute to ALL personnel involved in appraisal for secure storage. All documentation handled during the performance management process to be handled in accordance with Documentation Policy and all hard copies scanned and uploaded into the system as stated in the Documentation Policy. All Management to monitor staff performance daily by management by walking around and encouraging staff feedback and submitting reports on staff performance to relevant HR Department monthly Staff excellence in performance to be rewarded accordingly immediately when recognised. For more information please refer to the staff excellence policy and procedure Service Managers to identify any problems or difficulties staff may have encountered in achieving their goals and report these to HR Assistants who record details and document them for Head HR Service Manager to check with staff daily and encourage feedback on any difficulties that are being experienced with regards to achieving their work goals Informal feedback sessions to be conducted with all staff every three months Management are to plan with staff annually from date of employment agreed upon goals that link with JKLs organisational objective and assure that these goals are specific, measureable, achievable, and relevant and have time frames (QDET 2010). Management are to develop team plans annually. Team plans need to consider who is accountable for what and what management has agreed to delivering (QDET 2010). Team plans need to work towards organisational objectives. Team plans need to state what each individual is responsible for achieving and the behaviours expected of them. Individual performance planning takes place after team goals are decided. Management are to conduct regular conversations within their respective divisions with team members these include : Coaching conversations give helpful feedback, listen and ask questions, helps to reinforce the actions and behaviours that are needed to achieve team members performance goals Day-to-day conversations showing genuine interest in employees and their work will help build effective working relationships and create a supportive environment, gives management and employees open two way communication and the opportunity to provide and receive immediate feedback Management are responsible for recording information about staff performance and documenting conversations that take place during the performance cycle. Management must record staff performance against goals/standards previously decided upon to be able to provide feedback during the formal review Human Resources and Management are responsible for conducting the performance review conversation. These conversations are to take place annually from date of commencement of employment. Prior to this previously planned goal have been developed. The performance review conversation meeds to address the following; Measure actual performance against agreed upon goals General day-to-day behaviours and how effective these behaviours have been Things that have helped/hindered team member achieve goals Any change in responsibilities during cycle that would have affected team member performance Recognition- Staff performance is to be recognised accordingly. Staff recognition needs to be directly linked to an achievement. Recognition should be timely and praised/identified at time of achievement. This can be done informally simply by telling staff when they have done a great job and sincerely thanking them. Staff performance can also be recognised in form of career development opportunities when set goals are achieved extremely well, this will be recognised formally in the staff performance appraisal conducted yearly and continuously monitored by relevant line managers. 5. Monitoring Staff Performance Excellence JKL Industries Policy: Performance Excellence Policy No. P05/263 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 5.1 Purpose: JKL Industries is committed to providing a work environment that promotes, recognises and rewards performance excellence. The purpose of these principles is to provide an open and transparent system for rewarding and formally recognising performance excellence. The performance reward and recognition process is directly linked to the JKL Industries Performance Management System and all awards provided under these principles are determined from appraisal outcomes. It is important to recognise and reward people because it: positively support excellence in behaviours and performance builds staff commitment and increases job satisfaction leads to higher retention rates of key staff reduces stress and builds an environment where people are encouraged to explore innovative approaches to their work sends a message to potential staff that staff are valued, and supports a culture of performance excellence 5.2 Scope: These principles apply to all staff employed at JKL Industries continuously for more than 12 months. 5.3 Background: The reward recognises performance that exceeds what would be expected of staff in the normal performance of duties Performance excellence must meet one of the following criteria: an outstanding and exceptional achievement or success; outstanding service to internal or external stakeholders; an outstanding or novel initiative which has been successfully implemented; significant improvements to work procedure or operational systems; or outstanding contribution to enhancing the student experience 5.4 Definitions Nil 5.5 Legislation Fair Work Act 2009 5.6 Policy: JKL Industries aim to make the Reward and Recognition process fair and equitable, transparent and appropriate. The following guidelines outline considerations when applying rewards. Ensure that the level of the reward or recognition is appropriate with the achievement, level of performance or impact on the organisation The reward process should ensure equity in the distribution of awards, be transparent and be based on merit. Where appropriate, there should be evidence based data to support reward or recognition decisions. Ensure the type or form of rewards and recognition provided to staff are valued and meaningful to the particular staff member(s), recognising their preference for the things they find rewarding and how the recognition is given. For example, some individuals enjoy public recognition and others prefer private recognition in person or with a thank you note. Ensure that the reason for the reward and the impact of the behaviour or actions has been clearly communicated, firstly to the individual or team, and then to a wider audience (where appropriate) Rewards are not allocated to avoid promotion and reclassification processes; however rewards can be included as support in the promotions process. 5.7 Procedure The supervisor and HR manager will evaluate the evidence in the documentation from appraisal feedback, to determine which employee they would recommend receive rewards. Costs associated with these rewards are to be met from the cost centre budget and should be funded from productivity gains, either by way of increased income generation or cost savings. The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 5.8 Types of Rewards Unofficial rewards: spontaneous, timely, sincere and personal appreciation of an individual, team or group. Unofficial rewards may include: Praise or thank you, either privately or publicly. Writing a short note or thank you card or email. Acknowledgement at staff meetings or other appropriate functions. A Certificate and/or letter of appreciation with a copy placed on the staff members file Providing small appreciation rewards (e.g. movie tickets, morning teas, area sponsored luncheons, vouchers, plaques). Setting up a notice board to display thank you memos, photos, progress towards goals, etc. Implementation of a staff idea or proposal. Arranging a personalised gift to celebrate a milestone or service anniversary. Providing flexible working arrangements (where appropriate). Developmental Opportunities through Job Responsibilities Developmental opportunities (e.g. given priority to attend higher level meetings attendance at external conferences). Selected to represent area at a meeting or attend as an observer. Provision of more autonomy in their job. Additional responsibilities in a job or role. Opportunities for the staff member to provide comment on specific issues, policies etc. Providing greater access to information and increased opportunities for input and advice. Mentoring and work shadowing opportunities. Invitation to co-ordinate and chair meeting. Provide increased flexibility in working arrangements e.g. working from home. Opportunities to take on additional responsibilities that are more personally rewarding. An opportunity to be involved in a major presentation. Provide special project/assignment work. Smaller Monetary Rewards Where budgetary conditions allow: Small gifts (e.g. movie tickets, gift voucher, bottle of wine, flowers, certificates, plaques). Occasionally allow all staff to leave an hour early in recognition of their efforts. Pay professional membership. Official Rewards Employees achievements consistently exceed the expectations of performance and reasonable expectation the level of the performance will continue. Salary Increment One off bonus payment according to budgetary conditions Promotion to a higher position within the organisation Responsibility Loading Where a staff member, as a reward for performance, undertakes or is appointed to a position or role that carries additional responsibilities. Extraordinary Reward and Recognition When the need for a reward falls outside of the guidelines above and the available formal mechanisms, an Extraordinary Reward can be applied. 5.9 Tips and Traps The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 6. Monitoring Staff Misconduct JKL Industries Policy on: Managing Misconduct, Managing Unsatisfactory Performance and/or Workplace Behaviour Policy No. P06/260 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 6.1 Purpose: This policy must be read in full before proceeding to address misconduct or serious misconduct. Supervisors must discuss any allegations of misconduct or serious misconduct with an officer from Human Resources and their own supervisor. This policy is intended to assist supervisors when handling misconduct in the workplace and to provide guidance in taking appropriate action, and provide employees with a clear understanding of the processes for dealing with allegations of misconduct or serious misconduct Employees must be afforded procedural fairness throughout the implementation of this policy. Normal standards of respect, civility and confidentiality must be maintained throughout the process. Nothing in this policy precludes the University from terminating the employment of an employee without notice for serious or wilful misconduct. Depending on the nature of the misconduct, it may also be appropriate to refer to the Universitys policy on Anti-Fraud and Corruption. Conduct that is serious misconduct includes but is not limited to theft, fraud, assault, being intoxicated a serious breach of JKL Industries Code of Conduct, statutes or policies repeated acts of misconduct for which the employee has been counselled serious bullying or harassment (including sexual harassment) disobeying a lawful and reasonable instruction given by a supervisor abusing or threatening an employee or anyone within the workplace malicious damage to JKL Industries property or reputation repeatedly refusing to carry out a lawful or reasonable instruction that is consistent with the employees contract of employment Employees who are unsure about any aspect of this policy should seek further advice from HR. Confidentiality: the confidentiality of all parties involved in the management of misconduct and serious misconduct processed must be respected and all information gathered is confidential. 6.2 Scope: These procedures do not replace the normal responsibility of a supervisor to discuss work or conduct issues with staff members, to ensure that staff members have a clear understanding of the work and conduct expected of them and to provide appropriate feedback on their performance. The emphasis should always be on early intervention and informal resolution of a problem, as opposed to a more formal intervention at a later time. In any event, unless the matter is of a serious nature, the formal disciplinary process outlined below should only be commenced when it becomes clear to the supervisor that a work performance or conduct problem has not been corrected through relatively informal discussion between the supervisor and staff member. Nothing in these procedures prevents JKL Industries from terminating the employment of a staff member for unsatisfactory performance. 6.3 Background: The managing of unsatisfactory performance requires the principles of natural justice and procedural fairness to underpin all actions undertaken by supervisors. Staff from the Human Resources Section can advise on this. The principles of natural justice are: All parties will have the right to be heard and judged without bias All issues are investigated thoroughly and justly The principles of procedural fairness are: The standards of conduct or job performance required will be made clear to the staff member by documentation or during interviews The staff member will be made aware of the likely next steps in the event that satisfactory performance or conduct is or is not maintained The staff member will be afforded the right to be accompanied and represented by an employee representative at discussions or interviews at any level of the discipline process When a complaint about performance or conduct is brought to the supervisors attention by a third party, the substance of the complaint will be verified before any action is taken on the matter 6.4 Definitions Disciplinary ActionÂÂ  is the action or actions taken as a result of an allegation meeting the required standard of proof, for which a penalty is considered appropriate. Penalties may include: Formal reprimand, warning or counselling Suspend the employee for a period with or without pay Demotion to a lower position or transfer to another position Termination of employment Disciplinary ProcessÂÂ  is the process undertaken by JKL Industries management to investigate and manage allegations of unacceptable conduct or workplace behaviour. EmployeeÂÂ  means a person employed by the JKL Industries who has an ongoing or fixed term contract under the terms of a General Staff Agreements (as amended or replaced from time to time) Employee RepresentativeÂÂ  is a person nominated by an employee to provide support and/or to make representations to JKL Industries on their behalf, and who is not currently a practising solicitor or barrister. Employee Assistance Program

Your Child Model

All of us have some model or an inspirer when s/he was a kid . For me it was a girl but not any girl She's a small Indian girl . That’s not all, But she's also Not real girl She's a cartoon girl Do you want to know her? Sally she was my model . In my presentation I will give you more details about my little model and her carton . I will explain to you how this little girl affected on my personality. First of all, Princess Sarah ( , Purinsesu Sera? ,Sally, also known as Little Princess Sara(h) is a 1985 Japanese anime series produced by Nippon Animation, based on Frances Hodgson Burnett's novel, A Little Princess. Spanning 46 episodes It was also aired in numerous countries worldwide and translated into several languages, including French, Italian, German, Arabic and Spanish. In the Pan-Arab region, it became the most successful anime based on a novel adaptation in the 90s with small variation in which the main character name is Sally instead of Sara. StorySally or Princess Sar ah tells the story of Sarah Crewe, a young daughter of a wealthy English family in India, who starts attending an all-girl's seminary selection boarding school in London, where she excels in her studies and is loved deeply by many of her friends and classmates. However, tragedy soon strikes when Sally's father passes away and her family goes bankrupt, leaving her to be a poor orphan. The school's headmistress, Miss Minchin, takes advantage of this situation and makes her a maid in the school, trying hard to make her life as miserable as possible.However, Sally, with the help of her friends, tries to endure all her hardships until redemption comes at last. Main Characters Sally Crewe. I weared her in many things the look, style . She was beautiful , stylish and petite. When I was child I wish if I were her at the begins of her life off course. Emilly=Ralph Crewe Sally's doll . she was the best friend for sally because it was a present from her father and it's look like to one of her friends in India. Exactly from this point I learnt to be loyal and true-blue girl . Miss Minchin Maria minchinIt was unfeeling , strict , keen woman . Hates sally and treats her very badly. From this woman I knew the real meaning of unfairness and sally's reaction learnt me the meaning of the patient. Amelia Minchin The sister of maria minchin . but it was kind and always try to help sally. I believe that a good-hearted person can find a good-hearted person even if s/he inside the devils world. Peter A poor boy . He was the driver of sally's rig. Becky=vecky She was the maid . she was very poor. When sally was rich she helped her many times . so when sally became poor . ally and vecky become best friends . Ermengarde St. John She was a student her family in force her to study so, she found everything difficult . sally helped her in many subjects and when sally became maid ermengarde help sally and gave her books I learnt from her to be obliging person. Lottie Legh The smallest and n osiest student in the school . sally treat her very kindly . she called sally mama sally. I learnt from sally to be tenderness and kindness Lavinia Herbert It hold a grudge against sally because sally was smarter, richer ,and more beautiful than her.Sally always be polite and kind with her . That's told the person always reflects himself so, he must be polite all the time. James The cooker it was strict and following miss menchin.. Tom Carrisford An old man partner and friend of sally's father . return to sally her heritage and she's be wealthy again . I learnt from that the truth and prerogative never lost. Summary Hope you are enjoy in my presentation and maybe this told us to be very careful when we chose the cartoons and movies for our children. because as you see it's 16 years ago and this cartoon still stick in my mind. . .