Battle of art and science Research Proposal Example | Topics and Well Written Essays - 1000 words

Battle of art and science - Research Proposal Example Richard Dawkins, a British ethologist, evolutionary biologist and an accepted science writer was also a professor at New College, Oxford. In 1982, his prominence was further accepted due to his contribution to the field with the theory described in his book The Extended Phenotype, that the phenotypic impact of a gene isn’t restricted to just the body of the organism, but was capable of spreading out into the environment, influencing other organisms as well. Dawkins, an atheist, cynic, methodical rationalist, and an advocator of the Darwin’s theory of natural selection was a loud critic of religion. Dawkins argued that a paranormal creator was non-existent and that belief meets the criteria of a delusion, a permanent misbelieve. Dawkins has established the foundation theory which was presented in the volume Adaptation and Natural Selection authored by George C. Williams's. He presented the term selfish gene as a means of articulating the gene-centric theory of evolution, which give out the idea that evolution, was best observed as acting on genes and that selection at the organism level almost never dominates selection based on genes. Dawkins was of the opinion that organism tries to evolve to capitalize on its inclusive fitness i.e., the numerous replicas of its genes passed on globally rather than by a certain individual. This led to populations being headed towards an evolutionarily stable approach.

Multi Agency Benefits For Children And Families

Multi Agency Benefits For Children And Families †¦ there appears to be a dearth of evidence to support the notion that multi-agency working in practice brings about actual benefits for children and families The local authority and government agencies have been working together for a long time and not entirely new practice. Jones and Leverett quote However, the drive towards integrated working which includes the entire childrens workforce (that is, every individual who works, on an employed or voluntary basis, with children and their families across sectors such as health, education, early years and childcare, play work, social care, police, youth support and leisure services) under the interagency umbrella is a more recent and ambitious innovation (Jones and Leverett, 2008 pg 123) Multi-agency working can be analysed using three primary policy contexts. First, the context of influence, where policy discourses are constructed and key policy concepts for example, partnership or multi-agency working are established. Second, the context of policy text production, or the documents that represent policy (Jones and Leverett, 2008 pg 125). These are usually expressed in language which claims to be reasonable and for the general public good (Bowe et al., 1992). They include texts such as the SEN Code of Practice (DfES, 2001) or the new Working Together to Safeguard Children guidelines (HM Government, 2010). Such texts are then responded to within the context of practice, or what actually happens on the ground for example, schools, childcare or health settings as a result of a particular policy. (Jones and Leverett, 2008 pg 125) Jones (2000) added a sixth context, the context of hidden values. This means positive effect outcomes on policy; such as, legislation that promotes interagency cooperation in childrens services. They aim to protect childrens welfare and improve wellbeing. However, Jones suggests that there may be a range of hidden meanings and outcomes. At a central level, policy can be cleverly constructed to disguise a particular set of intentions, values and beliefs. Intentionally or otherwise, policy may be a wolf in sheeps clothing (Jones, 2000) There is also evidence that practitioners construct their own meanings related to policy, whether these are intended or not. Commenting on the tendency of policy makers to centrally design forms, e-templates and assessment tools. (Jones and Leverett, 2008 pg 126) Both, Garrett (2006) and Axford et al. (2006) note how these are sometimes resisted by practitioners because they are perceived as exerting central control over hitherto fairly autonomous areas and suspected of being a cost-cutting device (Axford et al., 2006, p. 172). Consequently, policy could actually sustain or create circumstances that maintain or exacerbate problems. Rather than being a solution to the perceived problem, the interaction between policy and practice may cause a new set of problems. (Jones and Leverett, 2008 pg 126) The key point is that policy is at three levels local, front line and central. At central level the ideas are made concrete and then articulated nationally and locally. At the time the policy enters the workforce such as schools, practitioners perceptions can consequently be affected. The question is: to what extent is the vision enshrined in central policy on multi-agency working likely to change as it travels on its journey from central government to individual practitioner? (Jones and Leverett, 2008 pg 126) Governments have a tendency to construct their vision for policy as a statement of aims or intended outcomes. Sometimes the vision is embedded within a wider framework; for example, governments in Scotland, Wales and Northern Ireland (Jones and Leverett, 2008 pg 126) In England, childrens wellbeing was defined as the five mutually reinforcing outcomes originally presented in the Every Child Matters Green Paper (DfES, 2003, p. 6): SHEEP is an acronym that stands for: S Stay safe H Healthy E Enjoy and achieve E Economic wellbeing P Positive contribution The next steps is to translate these visions into learning which can be implemented into practice by people working in such sectors. The five outcomes were integrated into the development of the common core skills and knowledge for the childrens workforce (DfES, 2005) consisting of: Effective communication and engagement with children, young people and families Child and young person development Safeguarding and promoting the welfare of the child Supporting transitions Multi-agency working Sharing information. (DfES, 2005) Despite variations, the UK government agreed that all children will benefit from closer working between practitioners and agencies. The Common Assessment Framework (CAF) is a key part of delivering frontline services that are integrated and focused around the needs of children and young people. The CAF will promote more effective, earlier identification of additional needs, particularly in universal services. It is intended to provide a simple process for a holistic assessment of a childs needs and strengths, taking account of the role of parents, carers and environmental factors on their development (ECM, 2008). The CAF form is designed to record and, where appropriate, share with others, assessments, plans and recommendations for support. Section 11 of the Children Act 2004 places a statutory duty on key people and bodies to make arrangements to safeguard and promote the welfare of children. (HM Government, 2004) The ECM states all agencies are required to have: Senior management commitment to the importance of safeguarding and promoting childrens welfare A clear statement of the agencys responsibilities towards children, available for al staff Safe recruitment procedures in place Effective inter-agency working to safeguard and promote the welfare of children Effective information sharing (ECM, 2008) The rationale for the CAF is to help practitioners develop a shared understanding of children, which avoids families repeating themselves to all other agencies. The CAF helps to develop a common understandings of what needs to be done and how. Do not reassess when the information is already there (Parents in consultation about assessment, in Scottish Executive, 2005b, p. 23) The argument is simple and on the surface persuasive, the impetus based on helping individual children. But the relationship between assessment procedures, their purpose and their outcomes is rarely straightforward (Jones, 2004). Assessment is a lifelong process with social consequences and may be influenced by contextual factors and professional value positions. It is literally a point at which certain children are judged to be different (Tomlinson, 1982, p. 82). Some parents and childrens views of their services have highlighted their wanting a coordinated service that is delivered through a single point of contact, a key worker, named person or link worker (Sloper, 2004, p. 572). Within the CAF, a similar role was produced, the lead professional (LP) who takes responsibility for coordinating the action identified as a result of the CAF process and will support the child and their family as necessary. One of the daunting aspects of the CAF is the number of professionals that practitioners will engage with, such as health, education, social services and voluntary agencies. It can be also quite daunting in finding out who the support services are and their contact details. However, with the CAF process it can be away of overcoming tension previously encountered around multi agency working and sharing information. Just as children and their families have a contribution to make to shape the services they receive through the various forms of partnership discussed in previous chapters, so they can contribute to the development of practice and practitioners. This can happen at many levels through evaluation, feedback, consultation and research, as well as direct involvement in training. Practitioners and the organisations they work for need to recognise that children and their families have specific knowledge that cannot be learnt from anywhere else. (Rixon, 2008) Children are party to the subculture of childhood which gives them a unique insider perspective that is critical to our understanding of childrens worlds. (Kellett, 2005, p. 4) Like many who regularly consult children and young people, we find that their views are always serious, concise, thoughtful and highly relevant and cut through the pre-existing agendas and diplomatic avoidances that beset many consultations with professional adults. We find that even very young children are more than able to analyse and give clear views on many issues within their experience. (Morgan, 2005, pp. 181-182) How is the success of more integrated ways of working to be judged? One element of evaluation might be to consider to what extent integrated teams or new initiatives or structures have overcome obstacles and enabled more positive ways of working. (Stone and Rixon, 2008) As we have discussed, government policy and the literature on childrens services all emphasise the importance of agencies working together and the value of partnership structures, yet: Despite such exhortations, there appears to be a dearth of evidence to support the notion that multi-agency working in practice brings about actual benefits for children and families. (Townsley et al., 2004, p. 6) However, Michelle Warren quotes According to Consultancy 4Children (Policy into practice, 4Children, 2009) consistent evidence indicates that parents and children are best served if the support on offer is joined up and well coordinated. It would be appropriate to recognise that although services may be provided in one setting, there is still a risk of services not being joined up, because of different agencies (and competing interests/perspectives) involved. (Warren, 2010) However, Howell states Previously we actually made it incredibly difficult by making children and parents and carers make their own way through the services all being assessed quite separately and getting very mixed messages. So multi-agency working is essential where a child needs it. We mustnt get confused and think multi-agency working has got to be the only way of working. In some cases its actually the school that will make the difference and thats the agency where the vast majority of children will achieve the best outcomes. (Howell, 2008) However, Townsley highlights the actual benefits for families and children. Howell states There are tensions between agencies, some of them driven by the different starting point that different agencies have. So the nature of the targets that agencies are measured by are actually quite different. The health targets that health services are measured by are significantly different from the kind of targets that schools work to and particularly are quite distant from the outcomes of Every Child Matters. (Howell, 2008) As with any Multi agency working, it is crucial to assess whether any new projects or initiatives have been set targets against criteria that can be measured. This is particularly a reflection for evidence based interventions which have been associated with issues, such as value for money. In relation to this, many have targets which have been set and inevitably raise questions whether it is the correct one to be assigned with a particular target. Practitioners recognise that targets can enable clarity and equity, and focus attention on important areas of practice (Banks, 2004). However, Townsley et al. (2004) states review a number of studies that reveal little evidence of improved outcomes of multi-agency working across a range of services and settings. Their review also makes clear that the task of evaluation itself is a complex one. Inherent problems include: difficulties in generalising from individual case studies; diverse views of different stakeholders as to what counts as success; the length of time needed to evaluate change; and causality and attribution. (Glendinning, 2002, cited in Townsley, 2004, p. 6) Consequently, Howell states Childrens participation and engagement is fundamental to the redesign of services particularly with a multi-agency perspective. Its part of the learning about what makes a difference the whole issue around personalisation puts the client, the person receiving the services, as the co-designer of their solutions. (Howell, 2008) To conclude, A formative approach to evaluation that encourages dialogue and ongoing improvements to both policy and practice would appear to offer a positive way forward. However, this is not without its challenges and there are still issues to be addressed, not least training and clarification of roles and responsibilities. It is up to individual practitioners to promote an inclusive approach to professional difference and to develop a range of different models enabling collaboration, respect, reciprocity, realism and risk-taking. (Leverett and Jones, 2008)

Teenage Marriage :: essays research papers

The rapid increase in the number of early marriages over the past several years coupled with the extremely high rate of divorce within this same group makes this subject extremely important. If you are a teenager and are seriously considering an early marriage, these are a number of potential problem areas of which you should be aware, so that, if you do decide that this is the best course of action, you will be alert to the possible difficulties which could lie ahead. First, the problem of adequate financial support is obvious. Although money does not buy happiness, it is true that a tight financial situation can create tensions which can undermine an otherwise happy relationship. While some financial problems are to be expected in almost any new marriage, it is important to take time to think sensibly, so that such problems will not destroy what could otherwise be a beautiful relationship, if not undertaken prematurely. This is not to suggest that you wait about marriage until every possible financial problem has been completely solved, but rather simply suggests that you do not close your eyes to the real situation whatever it may be. Talk with other young couples who have been married for several months to get a more realistic idea of the financial problems you are likely to face. It is unfortunate, but true, that what sounds like a lot of money to you now, may seem to be very little when monthly bills must be met. It is also a good idea to realize that if parents or in-laws are depended upon too heavily for financial support that this can provide the basis for other later family conflicts as well. Regardless of the good intentions involved, it is almost always true that the person who controls the money ultimately rules the situation. Although some newly married couples find it necessary to temporarily make their home with their parents, this is generally not a wise choice unless absolutely necessary and then only for as short a period of time as possible. (Genesis 2:24). The old proverb which states that "no house is large enough for two women" can also apply to other members of the family as well. Not only does this type of arrangement tend to produce family conflicts, but the lack of privacy also tends to make early sexual adjustments much more difficult, thereby producing an atmosphere which can lead to far more serious problems in later years.

Recruitment and Army Essay

1.0 Opportunities and dangers to be considered by the Army in externalising the recruitment processes. a. Preston (2012 P.36) shows how the two-way process of recruitment ‘should be as much about the applicant finding out whether the business is right for them as about whether they are deemed acceptable by the business’. c. Having employment opportunities for the soldiers who are being made redundant will allow the knowledge and experience of ex-soldiers to remain forefront of recruitment helping recruiting the right person be more effective. An explanation by Preston (2012, P.36) tells us how if ‘appointees don’t fit then profitability is affected’; this key can show that the benefits of externalization will bring spending cuts by selecting only the right persons increasing retention. d. Being seen as ‘perverse’ is a danger because if the Army gives a bad image of high staff redundancies while spending highly on hiring this could be open to stereotypic views as Preston explains ‘Many people are deterred from entering certain professions because of general stereotypical images which exist in their society or culture’ (2012, P.38). Col Richard Kemp in the case study says how ‘previously using a civilian company was not a success’. This could have a detrimental impact upon future recruits if the civilian company cannot deliver what is expected. It will also have an  impact upon the Army’s image if it doesn’t work out the second time round. 2.0 Methods of selection and their advantages and disadvantages for selecting soldiers. Interviews – Used to understand key facts of the job and recruit for either parties and determine suitability to one another. This method is an opportunity the Army can utilize to lay out main facts of what they have to offer. It’s also a chance for the recruit to decide whether or not they are happy with the opportunities. The advantage to the Army using this method would remove unexpected expectation at an early stage reducing cost from training soldiers who realized it’s not what they thought at a later stage. The disadvantage however would be that interviews are seen as ‘too subjective to the individual and place a ‘cloud’ over an individual’s ability (Preston, 2012 P.43) Tests – Used to measure a person’s ability and aptitude relevant to the job. This Method would allow the Army to see suitability of potentials under set tests giving a further indication on whether the Army is a job the candidate is suitable for before subjecting them to full training further reducing cost at an earlier convenience. Preston (2012) also explains that this can also be a way to reduce inherent subjectivity of the interview method. This method has disadvantages of not being able to incorporate all what the Amy needs to see as some areas of the Army require more subjective tests. This can increase costs if at a later stage the applicant is found unable to cope with certain areas of the job and pulls out. Assessment Centre – Can show the applicant in certain situations relevant to the job. This shows the Army the recruits in a role play scenario or group activity which can indicate the applicant’s ability under a selection of techniques in multiple combinations. This can incorporate a more subjective assessment of the individual so it can be determined further whether the Army can offer a position to the recruit. This would help the Army in selecting those who are of correct skill level generating more quality recruits increasing retention. However the assessment centers only provide the Army with a short insight to certain scenarios as the Army is a specialized area of recruitment the individual cannot be seen faced with all possible problems the recruit may encounter as  a soldier. 3.0 Recommendations for organising induction and socialisation of newly hired soldiers to enhance retention. Induction is whereby a new recruit is welcomed into the organisation through a short term introduction to areas shown by Preston (2012, P45) like what their job description is, what’s expected of them or underlining policies and procedures. Such inductions are critical to the Army as it helps new recruits become accustomed to their surroundings and allows them to adopt the organisational culture and written rules helping them understand what is expected and what is accepted. Typical activities include group welcoming (showing videos), simple team working (to help get to know each other) and tours of the premises (to learn the surroundings). Socialisation is a long term process shown by Preston (2012) to ‘help understand in terms how the newcomer makes sense of the business and their role within it’. This would be of importance to help the Army ensure the recruits are following the correct procedures and polices but also helping to keep track of the recruit’s process ensuring they are settling in and managing well. To help the activities could include meetings to see the recruit’s progression, group socialising to help with settling, appraisals to show they are doing well and promotions to help encourage further progression. To help improve retention and reduce dropouts induction techniques recommended would be having already serving soldiers at a welcome day to have questions asked and stories from first hand experiences. As documented by Harding (2011) in the case study ‘the most effective recruiters were young soldiers who had already served on operations’. This could expel any rumors and help new recruits understand the demands of Army life at an early stage. This technique would also allow the introduction of policies and procedures and what to expect. Using mentoring as a socialising technique would give recruits quantitative information based on their progression into the business and how well they are integrating into the  role. This information can be persuading for new recruits to show them they are on the right track and doing well, resulting in increased momentum and a desire to keep going. As Preston (2012) says ‘socialisation is understanding how the newcomer makes sense of the business and their role within it’. Mentoring through the early stages can keep track of the recruit and provide them with the help and support to succeed in turn, reducing dropouts and increasing quality recruits. References: Harding T. (2011) ‘Army to pay civilian firm  £1bn to recruit new soldiers’ The Telegraph 11 October [Online]. Available at http://www.telegraph.co.uk/news/uknews/defence/8819327/ Army-to-pay-civilian-firm- £1bn-to-recruit-new-soldiers.html (Accessed 1 September 2014). Preston, D (2012), An introduction to human resource management in business, Milton Keynes, The Open University. Prà ©cis: From the tutor group forum discussions I have learnt that there are many views on what people have in the work place. The work place HRM polices and business cultures can be dramatically different from business to business and different people have different views on them and how they incorporate them into their working lives. Activity 2.3 shown how businesses HRM polices and culture can mix well or clash badly as such Pauls Bourne shows how that if people of a work place buy into the ‘norm’ this can sometimes override what the HRM polices state resulting in problems. However that HRM polices should be a state of first call when people need to be reminded what is truly expected of them in the place of work. All the ideas coming together has taught me to think more logically about the place I work and how the business culture is upheld through normal behaviour of people through unwritten rules up to the policies and procedures in place to help maintain a uniformed business. Reference: Bourne P, (2014) ‘Activity 2.3 HRM and Culture’ The Open University 19 November 2014 [Online]. Available at https://learn2.open.ac.uk/mod/forumng/discuss.php?d=1210164 (accessed 25 November 2014).

Making Research Decisions Essay

Chapter 12 – Discussion Questions (Making Research Decisions) # 5 a Yes—Depends—No: One problem would be that â€Å"depends† is very vague and doesn’t give reasons as to why someone would pick â€Å"no† at some point and â€Å"yes† at another. A way to make this better would be to add a â€Å"please describe† line or change the wording all together. There is no way to express â€Å"don’t know† or â€Å"undecided†. b Excellent—Good—Fair—Poor: One problem with this would be that it may not have as valid a measure as say an 8 point scale, â€Å"as the number of scale points increases, the reliability of the measure increases. Second, in some studies, scales with 11 points may produce more valid results than 3-, 5-, or 7-point scales† (Cooper and Schindler, 2011). What may be â€Å"good† to someone may be â€Å"fair† to another. c Excellent—Good—Average—Fair—Poor: People may have trouble telling the difference between â€Å"good† and â€Å"average† because shouldn’t â€Å"average† already be â€Å"good†? d Strongly Approve—Approve—Uncertain—Disapprove— Strongly Disapprove: An issue with this would be that it is an unbalanced scale, â€Å"unequal number of favorable and unfavorable response choices† (Cooper and Schindler, 2011). Chapter 5 – Discussion Questions (Terms in Review) # 1- 3 1. a Purpose: This is one way that managers can study and chose information. This way evaluates the â€Å"explicit or hidden agenda of the information source† (Cooper and Schindler, 2011). b Scope: The scope applies to the content of the information and the extent to which it covers such as any kind of limitations or time period sensitive data. c Authority: This factor looks at the quality and level of the information, for example what the source credentials are and whether it is primary, secondary or tertiary. d Audience: This has to do with the type, any specific characteristics, of people or groups of people â€Å"for whom the source was created† (Cooper and Schindler, 2011). e Format: This has to do with the way the data is presented â€Å"and the degree of ease of locating specific information within the source† (Cooper and Schindler, 2011). 2. Define the distinctions between primary, secondary, and tertiary sources in a secondary search. A primary source is one that uses a valid original work such as raw data and is the most valid type of data. Secondary sources interpret the data and research from a primary source, an example of this would be a textbook or news article. A tertiary source is one that presents and interprets data that has been found from secondary sources. 3. What problems of secondary data quality must researchers face? How can they deal with them? One of the biggest problems with secondary data is the fact that the information being citied is an interpretation of the original data. The best way to avoid a misinterpretation of the data is to look for the original or primary source that is referenced in the secondary source and directly quote or use the data from that. This will eliminate the chance of having misinterpreted data put into an important project and it will lend you an additional source. Researchers should evaluate and select information sources based on the 5 factors. Read the case study, State Farm: Dangerous Intersections. Answer discussion questions 1 through 5. 1. Identify the various constructs and concepts involved in the study. To answer this question we must define what a concept and construct is, â€Å"an image or idea specifically invented for a given research and/or theory-building purpose† (Cooper and Schindler, 2011). A concept is â€Å"a bundle of meanings or characteristics associated with certain events, objects, conditions, situations, or behaviors† (Cooper and Schindler, 2011). A construct of this study is that if State Farm gives money to the states of dangerous intersections to fix them this will decrease the amount of claims in that area due to the intersection becoming safer due to alternate construct. A concept would be that State Farm cares about their customers. Another construct would be that the amount of claims in a given intersection is due to poor construct. Another concept would be that State Farm wants to help states to improve their intersections. 2. What hypothesis might drive the research of one of the cities on the top 10 †¨dangerous intersection list? An example of a hypothesis that may influence the research of one of the top 10 dangerous intersection list would be â€Å"This intersection is one of the top ten most dangerous intersections in the United States† or â€Å"This intersection is where 50% of the states accident claims occur.† 3. Evaluate the methodology for State Farm’s research. I would say that State Farm’s methodology is concrete because it specifies exactly what the variables are and how the study is constructed. They also implemented a measurement system for classifying accidents. 4. If you were State Farm, how would you address the concerns of transportation engineers? I would provide suggestions of what the constructs of the safest intersections in a comparable size city are and help the engineers come up with a solid and safe plan to reconstruct the intersection. I would need to make sure the engineers understood the idea of future studies as well as how the grant could assist them. 5. If you were State Farm, would you use traffic volume counts as part of the †¨2003 study? What concerns, other than those expressed by Nepomuceno, do you have? My concerns would be out of date data. That data would be almost ten years old and may not be the most accurate at this point. I would want to complete more relevant data for say the last 5 years. I would think it as prudent to include traffic volume counts and compare them to different areas because if there is less traffic at a given site there is more then likely going to be fewer accidents. I would propose to use different studies that compare different volume counts in different geographic areas to make the statistics more complete.