Student Leaders Assembly Essay Example for Free

Student Leaders Assembly Essay Sunday, August 15 2010, marked the first day of the Student Leader’s Assembly of both the High School and College departments of the different Don Bosco schools who participated in the said event. They were composed of the student council and the different officers of the clubs and organizations of both levels in the different schools. It was a truly wonderful experience for them since it fostered team building and getting to know each other again after a long time. The event was held at Don Bosco Tarlac, since they were selected as the host of the said event. By the time the participants arrived at Don Bosco Tarlac, they were asked to register their names and put their bags in their assigned rooms. After the facilitators mentioned the rules, they already felt at home in the school since it brings an â€Å"aura† per se, of their school, since it the place was also a Don Bosco school. There was a time when the participants were given time to freshen up before they were ordered to go to the gym for the program to take place. The participants were asked to seat at a certain group according to the number designated on their ID’s. The program started with the raising of the Bosconian Insignias in the different Don Bosco schools while having someone who seemed to be a Bosconian â€Å"bunso† sing the song â€Å"Di Ka Nag-iisa†. It was a very breathtaking experience, because the people were astounded at what a Bosconian â€Å"bunso† could do, at such a young age. The raising of the insignias was followed by the singing of the National Anthem and the opening prayer entitled â€Å"The Prayer†, led by the two selected participants representing Don Bosco Technical College, Mandaluyong. The opening ceremonies of the different insignias ended with a basking applause from the participants. The actual program started with the game called â€Å"Blind Barthemeus†, where a leader would be in charge of asking the other participants some questions while the rest are blindfolded. After getting to know each other as a group, the next game called the â€Å"Game of Life†, was initiated shortly. The instructions were given, and a â€Å"map† of some sort was distributed to each group. They were assigned to make a 3-feet tall tower made of the materials they are going to gather at the different places that were designated in the map, from barbecue sticks and chewing gum to popsicle sticks and lumps of clay. Everything was going well, but after a short while, the rain fell down, slowly but surely. The participants didn’t stop, and so did the rain. But when the rain poured down heavily, most of them fled to the nearest building to take cover from the rain. This goes to show that Bosconians won’t be easily discouraged to abandon their duties just because of some minor distractions or disruptions. The rain still poured down heavily and the PA announced that all Bosconians should dry themselves and wash up, since most, if not all the participants, got wet during the game. The game was suspended, but they were asked to hold on to their materials for later use. It was nighttime when the participants finished perking up and eating dinner. They were requested to go to the Big Chapel for the continuation of the program, since the gym was flooded. The program resumed, and at that time, Mr. JC Delos Reyes was the speaker. He talked about the roles of a leader and what leaders should really do and symbolize. After the talk, the different Don Bosco schools presented their dance numbers and presentations. Everyone performed well. One of the performers even performed an impromptu script, because of the delayed performance of the whole group. Nevertheless, it was a â€Å"lo and behold† sight to see, since everyone gave it their best shot in the presentations. After the dance presentations, the students were asked to go outside the chapel for the fireworks display. After a while, numerous flashing and colorful displays of fireworks amazed the participants during that night. Finally, the students were asked to go to their designated rooms and sleep. It was morning when one of the songs of Don Bosco was played to wake the participants up, although some already did way before the PA played the song. Some took a bath, while others washed up to feel fresh. Breakfast was soon served, and the mass was then celebrated afterwards. The music ministry was led by the students of Don Bosco Technical College. After the mass, the principal, Fr. Jay, gave the closing remarks and then dismissed all the students. Of course, the merienda was served before they all left the school. Everyone left knowing that they learned something not only from their school but also from someone from a different setting. It is true that the best teacher that anyone could have is experience, but it really depends on the person. If the person is eager to learn, then he would strive to become successful by learning from his mistakes in the past, therefore making use of his experiences. If the person is unwilling, then his experiences would mean nothing since he did not apply what he had encountered in the past. That goes the same with the participants back then. They not only learned the true meaning of being a leader and what it takes to be one, they also learned the value of experiences through communication and camaraderie.

Public Relations :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  How many people really do dream? Everyone dreams, whether the dream is remembered or not. Throughout the night, there are many stages of sleep that everyone goes through. These stages include light sleep, deep sleep, and dream sleep. Nightmares are also considered dreams, just caused by different emotions. Scientists also have many electrical appliances and have done many tests to study dreams.   Ã‚  Ã‚  Ã‚  Ã‚  Dreams are very complex things. Scientists have a hard time trying to understand why people dream. Although recently, neurosurgery’s precise methods of research and invention of sophisticated electrical appliances, have enabled the scientists to increase their knowledge of the human brain, nervous systems, and the body’s biochemistry (Strachey 20). The invention of the electroencephalograph, otherwise known as an EEG, has made it possible for a trained operator to read the brain’s reactions during wakefulness, rest, and sleep (Schneider). The machine detects and enormously amplifies the very faint electrical impulses produced by the brain; placing electrodes against subjects scalp (Freud). â€Å"Professor Nathanial Kleitman of Chicago university, discovered that babies have a sleep rhythm of fifty to sixty minutes after which they are inclined to wake up, although obviously they can’t always†(Freud). As children grow, the body be gins to develop the ninety-minute cycle associated with adult sleepers. The pattern of sleep is acquired and controlled by environmental and social conditioning. However, as people grow older the body tends to revert to the naptime habits of babyhood (Freud). Yet, though people more or less choose when to sleep, the basic ninety-minute rhythm remains. It is biological and not controlled by consciousness, rather as a healthy person’s metabolism functions autonomously (Parker 93). â€Å"Eugene Aserinsky noticed that after an infant fell asleep it’s eyes moved beneath the closed lids. Also, at intervals during sleep and was the first movement when the baby began to wake†(Freud). Kleitman and Aserinsky decided to investigate whether such a pattern could be found in adult sleepers as well (Freud). By attaching extra electrodes from the EEG machine to areas around volunteer sleeper’s eyes, the two scientists were able to monitor brain impulses and movements, wh ile measuring respiration and body movements (Freud). The scientists concluded that there were two types of eye movement. Slow as found in babies and very fast movements, this could last from a few minutes to over a half an hour (Freud). These rapid eye movements, which are commonly known as REMs appeared to occur at intervals throughout the night (Beare).

Motivation vs Employee Performance

This chapter examined relevant literature from works that have already been done on the topic. The literature review was structured in the following form: Introduction, motivation, the early theorists of motivation, and contemporary theorists of motivation. Area of Study 1:MotivationMotivation is defined as the process that initiates, guides and maintains goal-oriented behaviors. Motivation is what causes us to act, whether it is getting a glass of water to reduce thirst or reading a book to gain knowledge. It involves the biological, emotional, social and cognitive forces that activate behavior. In everyday usage, the term motivation is frequently used to describe why a person does something. For example, you might say that a student is so motivated to get into a clinical psychology program that she spends every night studying.Psychologists have proposed a number of different theories of motivation, including drive theory, instinct theory and humanistic theory. Motivation is the for ce that initiates, guides and maintains goal-oriented behaviors. It is what causes us to take action, whether to grab a snack to reduce hunger or enroll in college to earn a degree. The forces that lie beneath motivation can be biological, social, emotional or cognitive in nature. Researchers have developed a number of different theories to explain motivation. Each individual theory tends to be rather limited in scope. However, by looking at the key ideas behind each theory, you can gain a better understanding of motivation as a whole.1.1. BonusBonus is the extra amount in money, bonds, or goods over what is normally due. The term is applied especially to payments to employees either for production in excess of the normal (wage incentive) or as a share of surplus profits. The wage incentive was designed during the late 19th cent. not only to increase production but to reward the more skillful and more energetic workers. The hourly or weekly wage was to be figured as payment for a st andard rate of work, and the workers who exceeded that standard were to receive a bonus.However, the system fell into disfavor with labor unions because rate cutting was often resorted to when bonuses became too high. Industrial engineers of the 1930s realized that definite standards of  accomplishment and quality must be set to make wage incentives workable. Many firms have used an annual bonus plan for distributing abnormal profits to employees. The term is also applied to payments to former servicemen in addition to regular pensions and insurance.1.2. IncrementSalary increments are often expressed as a percentage of an employee's overall base pay. An increment usually represents a portion of what the employee earns per year. Employers use increments to increase or decrease base salaries or to award bonuses. Employees use them as a benchmark to either negotiate a pay increase or a starting salary with a new employer. When an employer offers a starting salary that is 5 percent be low average, a potential employee might counter with a 5 percent increase. Public employees typically receive annual raises based on salary increments.1.3. Better FacilitiesDesigning a workplace that provides opportunities for the broadest potential workforce makes good business sense. This allows employers to select the most qualified people from the largest possible applicant pool. It may also improve work efficiency, employee productivity, workplace safety and the quality of work. The workforce will likely represent a wide range of demographics and abilities. Most workers spend much of their time at the workplace.Therefore, many design considerations for workplace facilities may be different than other types of built environments that are used by fewer people over shorter time periods. Job performance is best when the environment neither under-stimulates nor over-stimulates the employee. Lighting, the thermal environment and noise are the key environmental variables to consider. The most desirable levels of each will not only vary across work environments and people, but also will vary for different job requirements. It is therefore important for the designer to have a good understanding of the work requirements to design effective environments.Area of Study 2: Employee performance Employee performance is basically related performance appraisal in  terms of and individual goals. Employee Performance means the level at which your employees are performing. Employee performance is more than just completing the â€Å"dreaded† annual review in order to get the annual bonus or pay increase. It is an ongoing activity with the ultimate goal of improving both individual and corporate performance.Employees set their objectives for the upcoming review period; monitor their progress against those objectives, and develop the right set of skills and objectives for the future. Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results. Andrew Carnegie (1835 – 1919)2.1. The appraisal process is made up of three stages: Goal setting – set goals and objectives for the upcoming review period Evaluation – assess the employee's performance against the established goals and objectives Improve performance and skill development – career planning, training, personal development, coaching, mentoring and more.2.2. Why should an organization consider implementing an Employee Performance Management (EPM) solution? Automation – save time and money by automating this potentially labour intensive activity. Not only will organizations become more efficient, they will be able to improve on their HR reporting and analytics. Goal Alignment – the goals and objectives of the organization can be cascaded down to every level of the organization. Everyone in the organiza tion will be working towards a common objective. Remote Workers- technology and the nature of the work force has made alternative working arrangements a reality. Employees no longer have to physically be in the office in order to do their job.2.3. With an EMP solution, managers and employees can collaborate on their performance objectives.Flexibility – EMP solutions can be configured to meet the unique needs of every organization. Competency Management – every organization has specific competencies that are important for the company, departments and roles that  can easily be managed using EMP software. Talent Management – EPM is an important part of the Talent Management Process. It helps to identify known competencies for success, develop succession plans, pinpoint talent gaps, and establish compensation scales. The employee performance management solution allows organizations to manage their talent in order to maximize their human resources in order to gain a competitive advantage.Motivation and Employee PerformanceAccording to Dubin (2002), â€Å"Motivation is the complex of forces starting and keeping a person at work in an organization. Motivation is something that puts the person to action, and continues him in the course of action already initiated†. Motivation refers to the way a person is enthused at work to intensify his desire and willingness to use his energy for the achievement of organization’s objectives. It is something that moves a person into action and continues him in the course of action enthusiastically.Motivation is a complex phenomenon, which is influenced by individual, cultural, ethnic and historical factors. Motivation can be defined as â€Å"a series of energizing forces that originate both within and beyond an individual’s self†. These forces determine the person’s behavior and therefore, influence his/her productivity (Jackson, 1995). According to De Cenzo et al,(1996), peo ple who are motivated use a greater effort to perform a job than those who are not motivated. In other words this means that all thinkable factors of physical or psychological aspects that we interact with, leads to a reaction within our self or of the entire organization.According to Latham and Ernest (2006) motivation was in the beginning of the 1900s thought only to be monetary. However, it was discovered during the 20th century that to motivate employees, there are more factors than just money. In their view, employees‟ satisfaction with their job is an important indicator for a good job performance and happy employees are productive. To them, motivation is a psychological factor and is affected by the workers‟ mental attitude and health. Therefore, in order to be motivated, a person needs to have certain basic needs fulfilled. If these needs are lacking, a person’s self-esteem and self-actualization cannot develop.This could  result in lack of interest to p rogress and develop, both professionally and personally. There are several theories of human needs, which are the foundation of motivation. CIPD‟s Reward Survey (2005a) reveals that human resource (HR) and line managers fail to develop reward strategies for their employees. Guest and Conway, (2005) established their suggestions on the basis of CIPD‟s survey on employee welfare and emotional convention that managers fail to motivate and improve the performance of people whom they manage.The familiar notion that people leave managers, not organizations, suggests that the organizations concerned, were subjected to failure for holding managers responsible to understand their role in motivating people and to manage performance as effectively as they can. The biggest challenge for HR managers is to push line managers to manage and develop people.According to Butkus and Green (1999), motivation is derived from the word â€Å"motivate†, means to move, push or persuade to act for satisfying a need. Baron (1983) defined motivation in his own right. He says that â€Å"motivation is a set of processes concerned with a kind of force that energizes behavior and directs it towards achieving some specific goals. Many writers have expressed motivation as goal directed behavior. This objective nature of motivation is also suggested by Kreitner and Kinicki (2001) put forward that motivation represents â€Å"those psychological processes that cause the stimulation, persistence of voluntary actions that are goal directed†.A motivated person have the awareness of specific goals must be achieved in specific ways; therefore he/she directs its effort to achieve such goals (Nel et al., 2001). It means that motivated person is best fit for the goals that he/she wants to achieve, as he/she is fully aware of its assumptions. Therefore if the roles of managers are assumed to successfully guide employees towards the organizational agenda of achieving its objective s, then it is very important for them to educate and understand those psychological processes and undertakings that root cause the stimulation, direction of destination, determination and persistence of voluntary actions (Roberts, 2005). Mo (1992) differentiates between the terms „movement‟ and motivation‟.Movement carries out the task for compensation, remuneration in humans mind to act, while the term motivation is stapled with total involvement of a person in its tasks to carry out with excitements and  happiness. In simple words, movement compels a person to carry out tasks, while motivation is self-realized jubilant and pleasing act of carrying out specific tasks. The researcher emphasizes on motivation which is basis for the success because the person involved in it is very happy and voluntarily excited not for compensation. Motivation is reason for individuals‟ accomplishments to carry out the project (La Motta 1995).There are many aspects of motivat ion in an organization; a person motivated by those aspects may not necessarily motivate another person, because there are many different factors that affect motivation for different level employees. On reaching the understanding and believing that people (employees) are naturally motivated, an organization simply provide the environment for their motivation to be enhanced and improved (Baron, 1983). It means that an organization is a better environment and working atmosphere provider, it only needs to believe that the people have the motivational behaviour. Lawler (2003) noted that different theories questioning why people prefer certain careers, why they seek particular rewards and why they feel satisfied or dissatisfied with their work and rewards.These are some of the resonating questions that create so many assumptions and hypotheses to be researched. It is widely recognized in management circles, that motivation plays a role in keeping an employee performing his or her best in any task assigned. Assessing La Motta and Baron, views on the concept of motivation makes one wonder why incentives provided to workers did not yield intended purpose. This is as a result of dynamics of individual needs and humans can never be satisfy in that, when one need is catered for responded, the worker shifts to another need and this then becomes a challenge hence the call for further research on the issue of motivation.An individual's motivation is influenced by biological, intellectual, social and emotional factors. As such, motivation is a complex, not easily defined, intrinsic driving force that can also be influenced by external factors. Every employee has activities, events, people, and goals in his or her life that he or she finds motivating. So, motivation about some aspect of life exists in each person's consciousness and actions. The trick for employers is to figure out how to inspire employee motivation at work. To create a work environment in which an employee i s motivated about  work, involves both intrinsically satisfying and extrinsically encouraging factors.Employee motivation is the combination of fulfilling the employee's needs and expectations from work and the workplace factors that enable employee motivation – or not. These variables make motivating employees challenging. Employers understand that they need to provide a work environment that creates motivation in people. But, many employers fail to understand the significance of motivation in accomplishing their mission and vision. Even when they understand the importance of motivation, they lack the skill and knowledge to provide a work environment that fosters employee motivation. Here are thoughts about encouraging and inspiring employee motivation at work.3.1. Factors to Encourage MotivationThese are some of the factors that are present in a work environment that many employees find motivating. Management and leadership actions that empower employees,  Transparent a nd regular communication about factors important to employees, Treating employees with respect,  Providing regular employee recognition,  Feedback and coaching from managers and leaders,  Above industry-average benefits and compensation,  Providing employee perks and company activities, and  Positively managing employees within a success framework of goals, measurements, and clear expectations.Every person has different reasons for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something obtained from work impacts morale, employee motivation, and the quality of life. To create positive employee motivation, treat employees as if they matter – because employees matter. These ideas will help you fulfill what people want from work and create employee motivation.3.2. What People Want From Work Some people work for personal fulfillment; others work for love of what they do. Others work to accomplish goals and to feel as if they are contributing  to something larger than themselves. The bottom line is that we all work for money and for reasons too individual to assign similarities to all workers. Learn more.3.3. How to Demonstrate Respect at Work Ask anyone in your workplace what treatment they most want at work. They will likely top their list with the desire to be treated with dignity and respect. You can demonstrate respect with simple, yet powerful actions. These ideas will help you avoid needless, insensitive, unmeant disrespect, too. Read more about respect.3.4. Provide Feedback That Has an Impact Make your feedback have the impact it deserves by the manner and approach you use to deliver feedback. Your feedback can make a difference to people if you can avoid a defensive response.3.5. Top Ten Ways to Show Appreciation You can tell your colleagues, coworkers and staff how much you value them and their contribution any day of the year. Trust me. No occa sion is necessary. In fact, small surprises and tokens of your appreciation spread throughout the year help the people in your work life feel valued all year long.3.6. Trust Rules: The Most Important Secret Without it, you have nothing. Trust forms the foundation for effective communication, employee retention, and employee motivation and contribution of discretionary energy, the extra effort that people voluntarily invest in work. When trust is present, everything else is easier. Learn more.3.7. Provide Motivational Employee Recognition You can avoid the employee recognition traps that: single out one or a few employees who are mysteriously selected for the recognition; sap the morale of the many who failed to win, place, or even show; confuse people who meet the criteria yet were not selected; or sought votes or other personalized, subjective criteria to determine winners. Learn more.3.7.1. Employee Recognition Rocks Employee recognition is limited in most organizations. Employees complain about the lack of recognition regularly. Managers ask, â€Å"Why should I recognize or thank him? He’s just doing his job.† And, life at work is busy, busy, busy. These factors combine to create work places that fail to provide recognition for employees. Managers who prioritize employee recognition understand the power of recognition.3.7.2. Top Ten Ways to Retain Your Great Employees Key employee retention is critical to the long term health and success of your business. Managers readily agree that their role is key in retaining your best employees to ensure business success. If managers can cite this fact so well, why do many behave in ways that so frequently encourage great employees to quit their job? Here are ten more tips for employee retention.3.7.3. Team Building and Delegation: How and When to Empower People Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Team building occ urs when the manager knows when to tell, sell, consult, join, or delegate to staff. For employee involvement and empowerment, both team building and delegation rule. Learn more.3.7.4. Build a Mentoring Culture What does it take to develop people? More than writing â€Å"equal opportunity† into your organization’s mission statement. More than sending someone to a training class. More than hard work on the part of employees. What development does take is people who are willing to listen and help their colleagues. Development takes coaches, guides and advocates. People development needs mentors. Learn more.

Creating Your Own Lesson Plan Calendar

It is easy to become overwhelmed when you begin planning units of study and individual lessons for a school year. Some teachers  start with their first unit and continue until the year ends with the attitude that if they didnt complete all the units then thats the way life is. Others try to plan their units in advance but run into events that cause them to lose time. A lesson plan calendar can help by giving a realistic overview of what they can expect in terms of instructional time.   Materials Needed: Blank CalendarSchool CalendarPencil Steps for Creating  a Lesson Plan Calendar Get a blank calendar and a pencil. You dont want to use pen because you will probably need to add and erase items over time.Mark off all vacation days on the calendar. I generally just draw a big X right through those days.Mark off any known testing dates. If you dont know the specific dates but you do know in which month testing will occur, write a note at the top of that month along with the approximate number of instructional days you will lose.Mark any scheduled events that will interfere with your class. Again if you are unsure of the specific dates but know the month, make a note at the top with the number of days you expect to lose. For example, if you know that Homecoming occurs in October and you will lose three days, then write three days at the top of the October page.Count up the number of days left, subtracting for days noted at the top of each month.Subtract one day each month for unexpected events. At this time, if you want, you can choose to subtract the day before va cation begins if this is typically a day that you lose.What you have left is the maximum number of instructional days you can expect for the year. You will be using this in the next step.Go through the Units of Study necessary to cover the standards for your subject and decide the number of days you think will be needed to cover each topic. You should use your text, supplementary materials, and your own ideas to come up with this. As you go through each unit, subtract the number of days required from the maximum number determined in step 7.Adjust your lessons for each unit until your result from Step 8 equals the maximum number of days.Pencil in the start and completion date for each unit on your calendar. If you notice that a unit would be split by a long vacation, then you will need to go back and readjust your units.Throughout the year, as soon as you find out a specific date or new events that will remove instructional time, go back to your calendar and readjust.