Strategic Management And Decision Making

Strategic concern And end MakingWhen the benefits of actions atomic number 18 predictable, when the forces or variables that drives the firm are known and move in deterministic manner, when the deviations arent high , one can easily use banner termination qualification optimization techniques. But when the positions are unorthodox, forces are unknown and move in unpredictable and non-linear manner, and then optimization principles will not help much. And this is what we are facing today. The utter necessity of tactical, operating(a) and strategicalal approach is the solution to such dynamic situations that can be achieved through making grievous stopping points strategically.CHARACTERISTICS AND APPROCHES TO STRATEGIC DECSION MAKINGUnlike routine decisions, strategic decisions are highly substantial and significant that has permeative and long term progeny on an organization life. Such decisions must have following characteristics to be considered as a direction for fu ture actions throughout an organization, these areRare Strategic decisions are noble-minded and unusual and do not have any warning or model to follow.Consequential Since strategic decisions are substantial, therefore its demands lot of dedication from people at all levels.Percussive Good strategic decisions serve as a role model and pot standards for upcoming decisions in future.Also as stated by Cyert and March(1963) that in established organization, the scope for decision making is limited by preceding decision, either explicit or implicit, as hearty as being limited by virtuously committed to resources and departments etceteraAccording to Thompsons (1967) decisions has 2 major dimensions i.e. preference about possible takingss and cause and deed relations. And the degree of certainty and uncertainty is defined by source and outcome preference, as shown in count belowFig.1SituationCertaintyUncertaintyCertainComputationalCompromiseUncertainjudgmentalinspirationalComputa tional Decision MakingComputational decisions are the outcomes of linear relation amidst causation and favourite(a) outcomes. For examples, if high society wishes to emergence its sales by 2%, it must increase its advertisement by 4% , and for 4% sales, it must increase advertisement by 8%, knowing linear relation exists between cause and effect. Thus increasing advertisement increase sales by double and this is called programmed decisions by Simon(1997).Judgmental Decision MakingIt occurs when cause and effect relation is uncertain, but outcome preference is certain. For examples a lodge targets to increase its sales by 2% for the coming year, but is uncertain about how to much increase advertisement to reach such target. So some kind of experienced powerful individual of perpetration with high intuition is required for effective decisions.Compromise Decision makingCompromise decisions are the outcomes of situations where there is certainty about causation and uncertainty abo ut preferred outcomes. From previous examples, if company knows from its historical information that for e truly 2% increase in sales, the advertising must be increase by double, this is causation certainty, but there is uncertainty about achieving desired goals with respect to increase in sales.Inspirational Decision MakingSuch decisions are the outcomes of both uncertainty about cause and effect as well aS preferred outcomes. For an instance, a company isnt sure that how much advertising percent be increased to get certain percent of sales increment. So for such cases a entrepreneurial mode or well planned mode is required to make careful decisions.Because of uncertain business environs, decision makers count difficulty matching probability with outcomes, having galore(postnominal) decision tools in hand. However, again despite of having such tools, neediness of accuracy is also one of the biggest obstacles in making decisions strategically.In short we can summarize emblemati c problems involved in strategic decision making areUncertainty Dealing with excessive complexness and rapid changesSelf-fulfilling prophecies Coping with situations that external factors arent fixed, but are affected by decisions.Fragmentation Working to impute regional functional groups.According to Mintzberg, there are different approaches to making strategic decisions, that could be through with(p) by one person or by team.Entrepreneurial ModeThe strategy is developed by one individual with strong entrepreneurial capabilities, supported by the owners vision of direction. It is a good example of availing the available opportunities. Example AOL, Amazon.com.Adaptive ModeUnlike entrepreneurial mode, adaptive mode is the focus on the threats posed by external conditions, rather than search for opportunities.Planning ModePlanning mode is the combine of both entrepreneurial mode and adaptive mode, which consist of proactive search for opportunities and reactive solutions to flowin g problems. It is a typical form of decision making where set alternatives strategies are presented and the best are chosen and implemented. rational IncrementalismThis philosophy of decision making is characterized by achieving organisational objectives by disseminating large organizational objectives into small steps for better focus. Though it is time consuming, but offers greater flexibility.STEPS IN STRATEIC DECISION MAKING influenceOne of the distinguishing factor of strategic decisions from other decisions is mount in which decision is made. The figure below represents this context in 3 Cs form i.e. Company, Competitor and Customer. This means that managers ( company) make decision within organizational context ,with influence from other players like customers and competitors .Thus we can say that managerial strategic decision is outcome of number of players like manager himself, customers, competitors, public, media etc.As we can also see from figure that many factors, bo th external and congenital are involved in strategic decision making. There are modifiers, influencers, and controllers and so on that decides the viability of decision making.As mentioned before that most appropriate approach to strategic decision making is Planning mode, because it is more analytical, flexible in dealing with complex and changing environment, and consist of presenting set alternative strategies in response to solution for existing problems or looking for new opportunities. Following are the steps involved in strategic decision making process, shown in fig. 4Evaluate current performance resultThe first step in decision making is (a) evaluating current performance of the company in terms of various measuring tools of decision making i.e. NPV, ROI, profitability etc and (b) evaluating the current mission, vision, strategies and policies of the organization.Re enamour integrated governanceAssess the performance of the organizations board of directors and top manage ment, and agency head.Scan and assess the external environmentAnalyze the external environment. i.e. Societal and Task environment, for opportunities and threats and weigh external strategic factors.Scan and assess the internal environmentAnalyze the internal environment i.e. organization Culture, Structure and Resources for example programs, IT needs, constraints and weigh strategic factors in terms of strengths and weaknesses.Analyze strategic (SWOT) factorsConsider strategic factors in light of current department situation and review and revise the firms mission, vision, strategies and objectives.Generate, evaluate and select the best alternative strategyKeeping in view the previous step of analyzing strategic factors, operate and evaluate strategic alternatives and options and choose the best feasible options. carry out selected strategiesOnce the strategies are chosen, the next important step is to implement them keeping in considerations factors like budget, resources etc.Eval uate implemented strategiesThis is a very important step in decision making to nab for any deviation from actual desired and pre- planned outcomes.CONCLUSIONStrategic management is one of the very important areas in business environment and making decisions strategically is one of the biggest challenges in todays rapidly changing and complex environment. Strategic decision making is a process of generating alternatives and choosing the best feasible alternatives for achieving long roleplay objectives of the organization. Good strategic decisions are rare, consequential and directive, that set standard for future actions. The context in which the decisions are made is very important, as mentioned it is external players like customers, competitors, media etc along with internal input from managerial efforts that effect quality of decisions. And also it is very important to know how these factors influences the quality and effectiveness of strategic decision making and be proactive t o convert threats into opportunities, rather than being re-active in finding solutions to current problems.REFERENCEShttp//www.dol.gov/cio/programs/ITStrategicPlan2006/decisionmakingprocess.jpghttp//www.stratrisk.co.uk/about/execSummary/fig3x470x345.jpghttp//en.wikipedia.org/wiki/Strategic_managementhttp//books.google.ae/books?id=c35YVifvGekCprintsec=frontcoverdq=strategic+decision+makingsource=blots=EPD5PfXGS-sig=WcXC9bk8R0bxKf1TZpZriuic-Ashl=enei=kLUhTKazFsaLONHUiTosa=Xoi=book_resultct=resultresnum=1ved=0CBYQ6AEwAAv=onepageqf=falseRaghbir S. Basi, University Professor of Management and Glenn and Eva Olds Professor ofInternational Understanding, Alaska Pacific University, Anchorage, Alaska, Administrative decision making a contextual analysishttp//en.wikipedia.org/wiki/Strategic_managementcite_note-79Understanding Managers Strategic Decision-Making Process, WILIAM BOULDING Fuqua Shool of Bsiness, Duke Universitv Box 90121, Durham, NC 27708-1020 Retrived from uniform resource locat or http//www.springerlink.com/content/rg6770h0148641l7/fulltext.pdf(Mulcaster, W.R. Three Strategic Frameworks, Business Strategy Series, Vol 10, No1, pp68 75, 2009)Our bookWheelen T.L ( ) and Hunger J. D Strategic Management and Business PolicyStrategic decision making Applying The Analytical Herarchical ProcessNavneet Bhushan and Kanwal Rai Retrieved from URLhttp//books.google.ae/books?id=c35YVifvGekCprintsec=frontcoverdq=strategic+decision+makingsource=blots=EPD5PfXGS-sig=WcXC9bk8R0bxKf1TZpZriuic-Ashl=enei=kLUhTKazFsaLONHUiTosa=Xoi=book_resultct=resultresnum=1ved=0CBYQ6AEwAAv=onepageqf=false

Transformational Leadership in Teaching

Transformational Leadership in TeachingThis story is a discussion of possible selective information collection and analysis methods that could be used to address an examination into the effectiveness of novice teachers who use transformational leadership style to manage their class live. It is arranged in the followe tack. attainable abstract, introductory statement, inquiry aims methodology and techniques, researcher position, theoretical material, research questions, research design entropy collection, data analysis and states the significance of the study before finally concluding.AbstractThe proposed study is an investigation of the effectiveness of novitiate teachers in the area of classroom management using transformational leadership style in Zambia. It give feign a qualitative method and a narrative inquiry approach premised on the fact that the researchers conception is to gain is to gain understanding, give a description and analysis of the stories/narratives of novice teachers (participants).Qualitative data collection methods lead take the form of surveys, observations and in-depth interviews while the analysis will comprise data simplification, data display and brief conclusions (Miles and Huberman,1994).The proposed study intends to use a sample of ten(10) novice teachers in three (3) in three (5) globe high coachs in Lusaka province during a two (2) months period. It is expected that variability in participants will be maximized by this sample in terms of work area and backgrounds thereby bringing unwrap rich in-depth understanding of beginner teachers experiences in classroom management.The proposed study will contribute to knowledge in the area of effective ways of managing classrooms not only among novice teachers but in the entire teaching method fraternity by illuminating best practices.IntroductionThat classroom management is a fundamental reach among pre-service, beginner and practicing teachers, and is a topical issue i n professional practice literature, school staff rooms including in the media is undisputed (Mc Cormick, 1997).It is an essential ingredient in the attainment of maximum instructional sentence which has probable to positively impact the outcomes of learning. The effectiveness of instruction is contingent upon teachers abilities to manage and organize the demeanour of students. Substantial research suggest that one of the key challenges encountered by novice teachers in achieving the teaching objectives in the classroom is managing order (Cothrane et al.,..) Novice teachers experience struggles with classroom management that negatively impacts student learning (Buckman, 2009, p.5) owing to the detachment betwixt what they learn during training and what they actually experience in practice in line with concuring order in the classroom. Koki (2000) states that beginning teachers particularly face difficulties in managing their classrooms and often struggle to apportion adequate in structional time as most of their attention is channeled at handling disruptive tendencies and behavior.It becomes necessary for teachers to work towards consciously organizing and maintaining an change learning atmosphere for all learners. Buckman (2009) argues that the process of managing the classroom should be altered and evaluated depending on the need. As such, the splendor of teachers having forceful classroom management skills to enhance nurturing and boomingly excel in their professions cannot be over emphasized, a minimal number of teachers are proficient in this domain.The persistence of beginner teachers in the teaching move is influenced and determined by their ability to effectively manage their classrooms (Ingersoll and Smith,2003).Unfortunately, many novice teachers struggle to control and maintain discipline among their learners (Koki,2000) which often culminates into developing stress and decreased energy or burn out in the early years of teaching. Hafock (2006 ) claims that many new teachers quit teaching during the first five years owing to frustrations with classroom and behavior management challenges. Accordingly, Kariuki (2009) observed that teachers require sustainable effective and efficient procedures, regulations and routines carefully be after and managed if instruction time is to be maximized and a reduction on time spent on behavior management. The proposed study will explore the practices, experiences and beliefs of 18 beginner teachers meeting the criteria (defined by the researcher) for being effective and successful classroom managers.Research AimsThe proposed study aims to develop theory about the effectiveness of novice high school teachers. The questions that will guide the research are transformational leadership style.Methodology and data collection techniquesQualitative data collection methods will take the form of surveys, observations and in-depth interviews while the analysis will comprise data reduction (text ana lysis and coding), data display (identification and coding of emerging themes) and verification and drawing (Interpretation).In order to really gauge the success of an inquiry based on human experience, it is appropriate for me to utilize the traits listed as qualitative research working directly with teachers to unearth their beliefs, practices and experiences .According to Hatch (2002)good qualitative researchers understand the world from the perspectives of those living in it (P.2).Qualitative research going by Merriam et al.,(2000) is premised on the idea that meaning is constructed socially by individuals through interactions in their social world and the meaning it has for them is considered an interpretive qualitative approach(pp.3-4) which is applicable for this proposed study. A qualitative inductive framework will enable explore the participants world in their naturalistic setting.

Balanced scorecard is strategic planning

equilibrise placard is st targetgic intendINTRODUCTION match menu is strategic planning and management brass use for stage business and industry, government, non usefulness organizations worldwide. it is used for business activities interchangeable wad and dodging of organization to break national and external communication to reminder organizations execution against goals.Balanced scorecard is designed by Drs. Robert Kaplan and David Norton for functioning mensuration in their series of articles in Harvard Business review. It is designed for executives and managers to get fit view of organisational slaying. In early balance scorecard was yet used for unproblematic transaction valuatement arrangement. The new constitution transforms an organizations strategic plan from attractive document into marching orders for organizations on a fooling basis.The fit scorecard scheme is totally working on--Companys tutelage Companys Strategic Plan-The pecuniary stat us of organization The level of expertness in the organization.- guest gladness level.In the past, the organisational growth was taproomd in financial measures unaccompanied, which were not adequate to measure the cognitive operation. However, to look into future with majuscule value, companies must have to invest through guests, suppliers, employees, processes, technology and innovation.The balance scorecard has emerged as a effective tool in the process to stop organizations to practice different strategies successfully. Organizations all around the globe has benefited by match scorecard like change magnitude financial re makes, employee conjunctive in with boilersuit growth, improved collaboration and focus on system.BALANCED SCORECARD PERSPECTIVESBalanced scorecard divided into mainly four statuss. knowledge and Growth sentimentThe Business Process statusThe client PerspectiveThe Financial PerspectiveVISION AND STRATEGYLEARNING AND GROWTHFINANCIALCUSTOMER sexu al BUSINESS PROCESSESBALANCED SCORECARD PERSPECTIVES1. LEARNING AND GROWTH PERSPECTIVE-This berth mainly includes homework and growth of employee potential as wellhead as their practical skills. Now days, on that point is a rapid changes in newTechnologies, so the employee must be in the continuous learning mode, so that they bottom learn new technologies and apply it.In this position, it is searched that, is there jell level of expertise for the job? Employee turnover ratio analyzed in this perspective, so that job ecstasy among the employees tail be measured and disciplinal action can be taken.The learning and growth perspective boil down on learning rather than training, because it includes tutors and mentors in the organization so that there will be easy flow of communication and problems can be solved within organization.2. THE BUSINESS PROCESS PERSPECTIVE-This perspective consists of internal business processes. By using this perspective managers can know that how w ell their business is running, whether its point of intersections come to to client of necessity and demands or not. The process alignment is checked that it is right department. The process should c atomic twist 18fully design to meet standards of product that meets customer requirements.3. THE CUSTOMER PERSPECTIVE-In recent studies, it has been seen that customer satisfaction and customer focus ar alpha for success of any business. If customer is not satisfied then they will find any former(a) supplier who satisfies their needs. These will surely the failure of the business that doesnt meet to the customer needs. voice communication military operation, quality performance, customer satisfaction, customer persona in commercialise and customer store rate ar some of the important aspects of customer perspective.4. FINANCIAL PERSPECTIVE-Financial perspective is very(prenominal) important to measure success of any order.When financial objectives reached, only then organ ization can exist successfully in the considerable run. This perspective expressed in the let on of budget and target carry throughments.This perspective focuses on the quarterly or yearly financial results, return on investment, cash flow, and so forthQ. 1. wherefore change and how equilibrise scorecard move up different?The business purlieu in now days is very warring in confiness of product quality, market parting, customer satisfaction and volatile than ever been. In order to survive in the market, organizations need to be far much efficient in the use of their resources, should understand needs of their customers, should organize their internal system and procedure, and have employees who have a far level of interpersonal skills than in the past.The financial system was mainly backward looking, focusing upon account achievements rather than upon the attainment and pursuit of objectives. The financial system was paying circumspection to fulfill short term objective s rather to fulfill long term objectives. This system need to in corporate data capture and psychoanalysis of non-financial measures, such as customer profiles, customer satisfaction, employee performance, employee satisfaction, product quality, table run quality, organizational transformation and education. So, organizations need to think beyond the historical perspective of their tralatitious financial reporting systems. The financial system has limitations because of considering limited factors. To improve performance evaluation, there was a need to change old financial system with the more balanced and which bridges strengths of the traditional financial measures of past performance with the benefits ofmeasuring factors that impact upon or drive future performance.Q.2) Discuss in general terms the learning which would be required by a manager to implement this access to measuring performance.The balanced scorecard approach is mainly consists of four approaches financial, customer, internal processes and learning and growth.The balanced scorecard focuses mainly towards common goal. The process of developing balanced scorecard gives an organization a clear picture of future and path to reach there.To implement balanced scorecard, manager need to implement its four perspectives and similarly needs knowledge of its attain elements as follows-Financial perspectiveFinancial objectives are used to represent long term goals of organization. In this perspective of balanced scorecard, a manager need to identify financial objectives of an organization and develop measures that taper how successful the organization achieving those objectives.In this aspect of balanced scorecard, manager needs cultivation of following measuresreturn capital employedreturn on net assetsBad debts of companyAccount receivablesGearing rate.Customer perspectiveThe customer perspective is designed to measure how well the company is run into the demands of customers and market. T he major goal of an organization is to supply for the demands of customers. In todays environment company must provide a quality product, and also timely delivery, and customer service following the sale. There are some more information which also to be considered like,The very important price of the productCustomer satisfactionCustomer retentionIncreasing customer baseDelivery timesRate of goods returned by customersCustomer relationship.The home(a) business processes perspectiveThis perspective focuses mainly on internal processes to deliver the goals of customers and pieceholders. This aspect works within the company.The information needs is related toQuality control rejection rateProduction lead times Level of production capacity utilization. study and growth perspectiveThis perspective identifies human relations and works to improve theSkills of employees, infrastructure and innovation. Employees are very important part of the organization and key to innovation. reSources mus t be allocated to educate them on the processes of company and flush of company. This education should be coupled with the motivation. This starts with autonomy to employee so that they can elicit changes in organization. The manager should know information of this aspectEmployee capabilitiesInformation system capabilitiesLevel of spending per head on employee trainingEmployee absenteeism rate rung turnover rateRange of productsThis information is very important to implement the balanced scorecard approach within the organization. By having this information, manager can implement this approach in the organization to measure performance.Q.3) Comment on three specific examples of performance measures which could be used in service industry.1. Balanced scorecard in the Hotel industryThe balanced scorecard derives its name primarily from the way it providesa structured focus upon the main organizational performance dimensions the financial, customer, internal processes and learning an d growth.Balanced scorecard thinks far beyond the traditional financial system, so thathotel appears the appropriate setting for implementation of the balanced scorecard.The first step in developing a balanced involves is ascertain a mission or vision. A vision outlines the purpose of an organization. later on vision, we need to determine what strategy will be employed to achieve the mission. by and by strategy we need to translate this strategy into specific strategic objectives. If the strategic objective of round is to be regarded among most friendly, appropriate performance measures could include hours s pent to train staff on dexterity and friendly customer engagement, customer survey ratings with respect to perceived consideration of staff. As strategic objectives and performance measures would need to be developed for each of four balanced scorecards key perspectives.a Financial perspective in hotelThe financial perspective contains strategic objectives that are develop ed from shareholders perspective. Kaplan and Norton suggest these objectives can be developed by answering the question To succeed financially, how should we appear to our shareholders formerly these objectives have been developed, a set of financial measures generated. The financial measures includes departmental cost, cost of providing a room night, hotel profit, profit of market segment, revenue per available room, share price, revenue growth compared to budget, sales mix, operating profit compared to prior year, ROI, and so onb Customer perspectiveThis comprises strategic objectives that are developed by customer point of view. To achieve our objectives, how should we appear to our customers Once these objectives developed, a set of customer related performance measures can be developed. This includes customer loyalty, proportion of returning customers, customer complaints, customer profitability, new customer acquisition, market segmentation, market share etceterateraThes e factors are considered while beat of customer related performance.c Internal process perspectiveThis perspective concerns the victimization of process related objectives that are consistent with achieving financial and customer objectives. These objectives can be developed by responding to question, to achieve our internal objective which types of processes should we undertakeA set of performance related measures are customer billing errors, time taken to check-in, eating place service errors, workplace safety, customer database availability, internal control practices, etc.d Learning and growth perspectiveThis perspective concerns the development of organizational capability goals that are consistent with achieving financial and customer objectives.Possible learning and growth measures includes training investment per employee, absenteeism, employee motivation index, employee satisfaction, personal growth of staff, internal promotion levels, staff retention, staff empowerment, frequency of training, etc.The balanced scorecards group-wide application has greatly increased opportunities to use the achievements of best practice hotels. Balanced scorecard provides focused approach towards the common objectives of a hotel. By using above all performance measures, we can use balanced scorecard successfully in the hotel.Refrence online harbor-Accounting essentials for hospitality managers by Mr. Chris Guilding2) Balanced scorecard in the indemnification empyrean-Now days insurance sector is very competitive industry among the service industries. There are different types of insurance like car insurance, general insurance, medical insurance, etc. this sector is totally customer oriented sector and totally depends upon needs of customers. The performanceMeasurement of this sector by balanced scorecard is consists of measurement of its four perspectives. The mission and strategy of an insurance company is determined by board of director of company. After the st rategy, the objectives and targets are set by management for the particular period of time. thusly the company operates to fulfill those objectives. The measures of the insurance sector agree to four perspectives are as follows1. Financial perspective-The major financial perspective in the insurance sector is the share holders perspective because share holders are the important part to provide capital for the business. The measures contain cost of employees, incentives as percentage of salary, annual salary, increase in training cost, the cost per insurance, total profit earned, operating costs, total sales, share price, Etc.2. Customer perspective-Customer perspective focuses totally towards customer satisfaction and customer retention. Customer is ahead(p) indicator in the insurance sector, if he satisfied then only company can earn profit. The customer perspectives measures are add together of referrals generated from the customers, number of customer focused products develop ed, decrease in customer complaints, and percentage of upgraded policies, etc.3. Internal process perspectiveThis perspective works totally on developing internal processes to meet customer needs and demands, so that customer can be satisfied with the service. It improves on negative aspects of the internal system and try to improve it. The practicable measures can be percentage of renew policies to the number of policies sold, number of sales targets achieved, percentage of decrease in employee turn over, types of insurance policies generated.4. Learning and growth perspective-This perspective works on the employee development and corporate cultural attitudes related to both company and self improvement. It works on improving sales efficiency of the sales force. The possible measures comes under this perspective can be number of training sessions, number of brain storming sessions, number of motivational sessions, number of quality feedback from the employees, etc.3) Balanced sc orecard in the asserting industry-Balanced scorecard received a wide range of use and promotion by spheric business organizations and some international banks have successfully implemented this approach to measure and increase their performance. In response to different problems faced by the global banking industry like the recession of the year 2008, balanced scorecard interrogation helps to solve those problems effectively and results in the profit. In the rapid innovation and development of financial sectors, the banking industry facing intense competition. The measures of bankingIndustries according to the four perspectives of the balanced scorecard are as follows-1. Financial perspective-Balanced scorecard is not only indicator of appraisal system but also strategic management tool. The balanced scorecard breaks the traditional financial measurement system. It adds future value to the financial measures. The measures of the financial perspective can be improvement of product quality, time to complete orders, productivity, new product development, customer satisfaction into increased sales, reduction in operating cost, economic value, added bank profits, the per capital profit, net interest income, marketing cost, income ratio, office expenses, labor costs, loan, etc.2. Customer perspective-Due to intense competition, customer has become very important aspect of the banking industry. Attracting customers towards bank is very important so that the strategy of the bank should be customer focused. The possible measures of bank performance according to customer perspective can beMarket share, customer retention rate, rate of new customer, customer satisfaction, customer profitability level, customer complaints, etc.3. Internal processes perspective-In order to retain target customers and to meet the requirements of shareholders about financial returns, managers need to focus on customer satisfaction and improve internal processes and establish measurable in dicators. In this perspective balanced scorecard not only paying attention to a simple process to improve but also confirms request of customers and shareholders as a starting point to satisfy both customers and shareholders.Measures are product and service innovation, new product and service revenue, the new loan rate and increase rate, the number of internal regulations, responsibility of accidents, etc.4. Learning and growth perspective-It includes an investment which the organization must be carried out to achieve long term performance in the future, like ability of employees, organization information system, employee satisfaction, staff violation rate, pass rate of status examination, professional development program, staff training sessions, etc.These are measures of a bank for performance measurement on the basis of the balanced scorecard approach. We can treasure the performance of the bank by using these measures.Refrence www.academypublisher.comREFRENCES-www.google.com ( google books )Magna Cara College online LibraryUniversity of Wales online library frump Wood and Alan Sangster Business Accounting 2Chris Guilding Accounting essentials for Hospitality Managerswww.magnacartacollge.org (moodle)www.academypublisher.com ( article)

The Battle of Dunkirk

The Battle of DunkirkRami RedhaThe Battle of Dunkirk lasted from around May 25 to June 3, 1940. After the Phony War, the Battle of France began on 10 May, 1940. German armour burst through the Ardennes region and advanced chop-chop driving due north in the so-called sickle cut. To the east the Germans invaded and subdued the Netherlands and advanced rapidly through Belgium. The combined British, French and Belgian forces were split around Ar handstires. The German forces then swept north to capture Calais, holding a stupendous body of confederative soldiers trapped against the coast on the Franco-Belgian border. It became clear to the British that the battle was lost and the question was now how umpteen Allied soldiers could be removed to the relative safety of England before their resistance was crushed. From May 22 preparations for the evacuation began, codenamed Operation Dynamo, commanded from D everywhere by Vice-Admiral Bertram Ramsay. He called for as more another(pren ominal) naval vessels as possible as well as each ship capable of carrying 1,000 men within reach. It initially was in disco biscuitded to recoup around 45,000 men of the British Expeditionary Force over devil days, this was soon stretched to 120,000 men over five days. On May 27 a request was placed to civilians to provide all shallow draft vessels of 30 to 100 feet for the operation, that night was the first rescue attempt. A cock-a-hoop number of craft including fishing boats and recreational vessels, together with Merchant marine and Royal Navy vessels, were gathered and sent to Dunkirk and the surrounding beaches to recover Allied troops. Due to heavy German fire only 8,000 soldiers were recovered. Another ten destroyers were recalled for May 28 and attempted rescue operations in the early morning merely were unable to closely approach the beaches although several 1000 were rescued. It was decided that little vessels would be more useful. The Allied held area was redu ced to a 30 sq km by May 28. Operations over the rest of May 28 were more successful, with a further 16,000 men recovered but German air operations increased and many vessels were sunk or badly damaged, including nine destroyers. On May 29, the German armour stopped its advance on Dunkirk leaving the operation to the unhurried infantry, and the Luftwaffe (Hermann Gring, then in great favour with Adolf Hitler, had promised air indicator alone could win the battle) but due to problems only 14,000 men were evacuated that day. On the evening of May 30 another major group of smaller vessels was dispatched and returned with around 30,000 men. By May 31 the Allied forces were compressed into a 5 km deep strip from La Panne, through Bray-Dunes to Dunkirk, but on that day over 68,000 troops were evacuated with another 10,000 or so overnight. On June 1 another 65,000 were rescued and the operations continued until June 4, evacuating a total of 338,226 troops aboard around 700 different vess els.Source 8 was an artists of the Dunkirk evacuation by Charles cundall, an official war artist. In the painting you earth-closet clearly see the smoke from the bombed out harbour there is nice evidence in source 8 to support the interpretation Dunkirk was a great deliverance and a great Defeat. Source 8 shows how it was deliverance and how it was a Defeat. The source is a painting by Charles Condell he shows lots of ships and people getting to these ships but also show a lot of explosions and mayhem. The deliverance in this painting would be the fact that so many troops are boarding the ships and getting home alive. The tragedy in this painting is the fact there are so many dead on the beaches and there are ships on fire. This source cannot stock-still be completely reliable because the painter could not have been on the beach painting this picture so he was either cold away or this painting is an image he had remembered from the day. He was also an official war artist so this painting could have been apply by the government as propaganda to show the British people that disdain the bombing and strafing of the beaches the British people never gave up in prudence the B.E.F.Source 19 is an account by an RAF pilot of what he sawing machine when he reached the beaches. He mentioned the air attacks on the beaches and said things like