...OF ZAMBIA SCHOOL OF EDUCATION DEPARTMENT OF LANGUAGE AND SOCIAL SCIENCES DEPARTMENT NAME : LIMPO NAMAKAU COMPUTER NO : 11053909 COURSE : CVE 3020 LECTURER : MR. CHIDONGO PHIRI TASK : ASSIGNMENT (1) ONE LENGTH : BETWEEN 12 and 30 TYPED PAGES DUE DATE : 30th JANUARY, 2014. QUESTION : Critically discuss how the study of Public Legal Education would help school managers analyse the following; i). Public Nuisance ii). Negligence of girl child iii). Abortion Practices iv). Examination Malpractice Without rules and regulations, society would be impossible to have because freedom without boundaries results in anarchy which means total confusion. From birth, human beings’ lives, safety, health and peace are controlled by law. It is for this reason that this piece of work seeks to critically discuss how the study of public legal education would help school managers analyze public nuisance, negligence of the girl child, abortion practices and examination malpractices. According to Johari (1989), law is a set of rules which society develops for itself to control the behaviours of its members towards one another. Migel et al (2005) defines public as something that is not owned privately but in common, while legal is a word used to refer to issues, things, activities or information to do with how or what the law requires (Cooper, 1978). For a rule to be recognized as a law there should be a way of compelling people to obey it and this is done by imposing...
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...___________. • the power of existing suppliers; buyers • the profitability of the industry; the market share of its leading firm • barriers to entry; expected retaliation of current industry organizations • the demand for the product; the profitability of the competitors Complete STR 581 week 2 capstone final examination answers here STR 581 Week 2 Capstone Final Examination 4. In general, compared with firms which compete in only one market, among firms which face one another in multiple markets there is__________. • similar competitive rivalry • more competitive rivalry • less competitive rivalry • no competitive rivalry 5. The three parts of the external environment which affect a firm's strategic actions are__________. • economic, political, and legal • industry, business, and product • local, national, and global • general, industry, and competitor 6. The proper matching of what a firm can do with what a firm might do__________. • balances the internal characteristics of the firm with the characteristics of the external environment • overcomes the rigidity and inertia resulting from a history of success • develops core competencies based on human knowledge • yields insights the firm requires to select its strategy STR 581 week 4...
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... MISSION : Provide high quality and value, industry oriented flexible Education. Focus on inventive education by offering practical, innovative and technology driven programs. Provide managerial talent with risk managing ability, passion for Learning and creative thinking and, values in rapidly evolving economic And social l environment. . Plans of the Institution for the year. To review the working of the current courses and only continue those that have potential. New Courses critically assess them and then introduce the same on the criteria of need and validity Strengthen linkages with national and international agencies.(Various Universities) Extension activities to the strengthened. . GOAL Business Perspective: F1: Increasing shareholder satisfaction through managing Return on Investment. F2: Increasing direct profit contribution through managing. Student-Classroom ratio, increasing no of participant, By introducing value based industry oriented ...
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...Advanced Corporate Finance [FN2] Examination Blueprint 2013/2014 Purpose The Advanced Corporate Finance [FN2] examination has been constructed using an examination blueprint. The blueprint, also referred to as the test specifications, outlines the content areas covered on the examination and the weighting allotted to each content area. This document also lists the topics, the level of competence for each topic, and the related learning objectives and competencies. The learning objectives have been designed to ensure that the competencies are met. In addition, information is provided on the proportion of each question type presented in the examination (that is, multiple choice, quantitative problems, and so on). Use Candidates should use the examination blueprint to prepare for the course examination. The blueprint may not include all the topics listed in the course materials; however, candidates are still responsible for acquiring a broad-based knowledge of all topics not listed in the blueprint since these topics will be tested in assignment and review questions. The topics not listed in the blueprint will also provide candidates with a greater depth of understanding of finance concepts. Examination Objectives The objective of the 4-hour comprehensive examination is to test CGA candidates on the prerequisite knowledge required for advancement into PA1 and PA2, so as to ensure that the candidates have the broad-based knowledge in finance needed to function properly in the association’s...
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...CENTRAL TEXAS COLLEGE SYLLABUS HUMAN RELATIONS (HRPO 1311) Term IV, March 25 – May 18, 2013 Saturdays, 9:00 AM – 2:00 PM Semester Hours Credit: 3 Instructor: David F. Finch Phone: (580) 919-5116 Email: david.finch3@yahoo.com Office Hours: Saturdays 8:30-9:00 AM, I. INTRODUCTION A. Practical application of the principles and concepts of the behavioral sciences to interpersonal relationships in the business and industrial environment. B. HRPO 1311 is a required course in the Business Management and Marketing and Sales Management degree and certificate programs. C. The course is occupationally related and serves as preparation for a career in general business management. D. Prerequisites: None E. Alphanumeric coding used throughout this syllabus denotes integration of the Secretary’s Commission on Achieving Necessary Skills (SCANS) occupational competencies (CA, C1, 2, B, etc.) and foundation skills (B, C1, 2, FA, etc.) for this course. The instructor will ensure the designated SCANS competencies and skills are addressed in the course. A detailed description of each competency/skill is contained in “A SCANS Report for America 2000,” Executive Summary, furnished separately. II. LEARNING OUTCOMES A. Upon successful completion of this course, Human Relations, the student will be able to: 1. Evaluate human relations including diversity, attitudes, self-esteem, and interpersonal skills to promote career success. 2. Identify and evaluate the causes and effects of stress in the workplace...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource...
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...INTRODUCTION Socrates believed that the purpose of human life was personal and spiritual growth. We are unable to grow towards greater understanding of our true nature unless we take the time to examine and reflect upon our life. Examining our life reviles pattern of our behavior. Deeper contemplation yields understanding of the subconscious programming, the powerful mental software that runs our life. Unless we become aware of those patterns, much of our life is unconscious pattern. We all have blind spots sometimes when I examine a chronic problem in my life, I have unsetting feeling that I must be missing something, but I can’t quite see what it is. We try to examine ourselves but none of us can use our backside (our shadow) That’s why Socrates’ method of self examination includes an essential element that becomes Socratic dialogue. Dialoguing with a close friend, a spouse a skilled psychotherapist or spiritual advisers help reveal those blind spot we cannot see by our selves. This quote is from Socrates believed that the purpose of human life was personal and spiritual growth. We are unable to grow towards greater understanding of our true nature unless we take time to examine and reflect upon our life. Examining our life reveals pattern of behavior unless we become aware of these pattern, much of our life is unconscious repetition however many times we are too busy with our life and work to contemplate fully our life’s pattern. According to Socrates we need to stop and...
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...Examination Paper Semester I: Organizational Behaviour IIBM Institute of Business Management IIBM Institute of Business Management Semester-1 Examination Paper MM.100 Organizational Behaviour Section A: Objective Type (30 marks) This section consists of Multiple Choice & Short Notes type Questions. Answer all the questions. Part One carries 1 mark each & Part two carries 5 marks each. Part one: Multiple choices: 1. It is the degree to which a person identifies with a particular organization and its goals, & wishes to maintain membership in the organization a. Job involvement b. Terminal value c. Attitude d. Value a. Job involvement 2. _________ means moving information from the hidden area to the open area a. blind area b. unknown area c. public area d. self disclosure d. self disclosure 3. An approach in which the goals of one party are in direct conflict with the goals of the other party a. Negotiation b. Distributive bargaining c. Stress d. None Ans. Negotiations 4. The measure of a person’s ability to operate within business organizations through social communication & interactions a. Transactional analysis b. Interpersonal skill c. Life position d. Johari window Ans. b. interpersonal skill 5. Where the source of power is in person’s control over rewarding outcomes, that power is called a. Coercive power b. Referent power c. Legitimate power d. Reward power Ans. d. Reward power Examination...
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... ADEOGUN AND G. I. OSIFILA DEPARTMENT OF EDUCATIONAL DMINISTRATION, FACULTY OF EDUCATION, UNIVERSITY OF LAGOS, AKOKA - YABA Abstract This study investigated the relationship between educational resources and students’ academic performance in Lagos State public secondary schools. A descriptive research design was adopted. Five schools were randomly selected from Somolu Local Government Area of Lagos State. A research instrument was developed to collect factual and perceptual information from the principals and teachers of the schools selected. The data collected were analyzed with the use of chi-square statistics. The study found that there were not enough educational resources in the selected schools. Physical, materials, financial and human resources were found to be significantly related to students’ academic performance. Some suggestions and recommendations were made on how to improve academic performance through adequate provision of educational resources. Other category of material resources consist of paper supplies and writing materials such as biro, eraser, exercise books, crayon, chalk, drawing books, notebooks, pencil, ruler, slate, workbooks and so on. Physical resources include classrooms, lecture theatres, auditoriums, typing pools, administrative block, libraries, laboratories, workshops, gymnasia, assembly halls, special rooms like sickbay, staff quarters, students’ hostels, kitchen, cafeteria, lavatory and toilet. Financial resources are the monetary inputs...
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...THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective of this course is to help the students gain understanding of the functions and responsibilities of the manager, provide them tools and techniques to be used in the performance of the managerial job, and enable them to analyze and understand the environment of the organization. Examination The faculty member will award internal marks out of 20 (8 for Tests and 12 for class participation). The semester examination carrying 80 marks will have two sections A and B. Section A worth 60 marks will have 6 theory questions out of which students will be required to attempt any four questions. Section B carrying 20 marks will contain one or more cases. Cases prescribed below are only for classroom discussion and internal evaluation and not for end semester examinations Course contents 1. Concept of Management Functions and Responsibilities of Managers, Fayol's Principles of Management, Management Thought The Classical School, the Human Relations School, Systems Theory, Contingency Management, Developing Excellent Managers. Cross cultural issues in management. Case:Shui Fabrics. 2....
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... | | |Management | | | | | Course Description This course applies the tools available to University of Phoenix graduate students and the competencies of successful managers to understand the functions of business. Students develop an increased awareness of their own perceptions and values in order to manage and communicate with others more effectively. Other topics include MBA program goals, argument construction, decision making, collaboration, and academic research. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the...
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...shift in audit strategies toward operational audit which includes management audit and effectiveness audit is inevitable. In this regard, operational audit with integrated assessment of operational activities and organization procedure creates policies and useful methods and help recognized weakness and provide explanation for such flaws and also can pinpoint the opportunities for optimizing operational activities and detecting strength points. It also provides practical suggestion regard improving operational activities or for major reforms and finally with increasing efficiency and economization in operational activities create competition advantages and values and by these ways helps financial Institutes managers. In this literature, with defining management audit and efficiency audit, we review their objectives and goals, management audit procedure, relation...
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...results it intend to achieve. The best way to determine operational effectiveness is by measuring business performance. There are many methods of measuring performance but the goal is the same — to find out what is working well and what needs to change. Performance measurement can keep a firm on track towards its vision and help achieve its objectives. Balance Scorecard (BSC), an important measure of an organization’s performance is defined as “a document that translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for implementation of its strategy”. A Balance Scorecard strikes a balance between financial and operating measures, links performance to rewards, and gives explicit recognition to diversity of organizational goals. In its simplest form The Balanced Scorecard breaks performance monitoring into four interconnected perspectives: • Financial perspective: Highlights achievement of financially strategic goals, including continued maximization of shareholder value and reasonable return on invested capital for business enterprises. • Customer Perspective: identifies the targeted market segments and measures the company’s success in those segments. It includes customer’s perception of the business, satisfaction, and other value added measures. A non-profit will look to its target population that it serves to see if it is meeting their expectations. • Internal Business Process perspective: analyses how...
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...Nordakademie Graduate School Master of Business Administration MBA 14 A HRM 5540 by Kenny Stibbe Reg.nr.: 6400 lecture oft he course: Prof. Dr. Michael Dickmann submission date: march 3rd 2015 I Table of Content Table of Content ................................................................................................................................................ I 1) Key competencies ...................................................................................................................................... 1 2) Utilization of key competencies ........................................................................................................... 1 3) Individual Use .............................................................................................................................................. 3 4) Personal Learning ...................................................................................................................................... 4 5) Literature ..................................................................................................................................................... II 1 1) Key competencies Competencies are defined as a set of behaviours and knowledge that enables a person to do its job properly.1 Competencies and knowing which competencies are needed are most important for a company. McClelland analysed in its paper from 1973 already that it is better for a company to test...
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...SHORT COMINGS OF PRESENT EDUCATION SYSTEM AND HOW TO MAKE IT EMPLOYMENT ORIENTED Col HR Ruhil (Retd) Singhania University Introduction The aim of any education system is to provide inclusive quality education and learning opportunities for all which ensures that a learner is eventually transformed into a good human being imbibed with moral and ethical values and is equipped with adequate employment skills (self employment or job). In addition, the individual attains good communication skills imbibed with logical reasoning power and analytical powers so that his intellectual ability is not confined to his own field but can be used in any situation and in any field. Thus as useful member of society, this passout student is ready to contribute...
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