Computerized Teachers Evaluation System Free Essays

With the long history of Chinese civilization and education, formal teacher practice is quite new because for century’s teachers’ authority and power over their students cannot be challenged. Historically, learning was the major concern of education, but during the past decades, teaching quality has become an added concern of education. There are three reasons for evaluating teachers: to diagnose and help teacher improve teaching, to help students get better teaching quality and to provide a criteria for research on teaching itself. We will write a custom essay sample on Computerized Teachers Evaluation System or any similar topic only for you Order Now Efforts have been made by government and educators to improve teaching quality in theory and practice. Verities of book have introduced foreign evaluation theories and many articles have contributed to the theoretical and practical improvement of Chinese teacher evaluation system. However, there is no systematic record of the development of teacher evaluation process. Therefore, exploration into the development of teacher evaluation, its reform and problem become necessary and significant. In common, teachers are evaluated by students and administrators synthetically. The students’ evaluations are used as formation to help teachers improve their classroom training and activities, in–service students complete these evaluations at the end of their program, while pre-service students complete these evaluations each semester. With both single-choice and open-end questions, these evaluations are similar to all colleges. These evaluations by students are analyzed, and teachers are given a copy of the analysis, if several students make similar complaints about a teacher or about the way of course in taught, the teacher in question gets immediate feedback from his or her supervisor. The administrative evaluations are completed by the supervisor who is the training manager. These evaluations are done every semester. Statement of the Problem This study of the proposed â€Å"Computerized Teachers Evaluation System† (CTES) covers method, procedures and problems which correlate to the teacher’s evaluation. The main problem of this study is how to design, develop and implement a Computerized Teachers Evaluation System. The current system is not efficient to ensure its validity because these CTES are done manually. Specifically this study aims to answer the following common problems encountered during and after the evaluation: 1. Is there a need for computerized teachers evaluation system? 2. What are the common problems encountered during and after the evaluation? 3. What are the users expectation regarding computerized teachers evaluation? 4. What are the advantages and disadvantages of using computerized teachers evaluation system? How to cite Computerized Teachers Evaluation System, Essay examples

Looking At The Academic Responsibilities Of Work Experience Social Work Essay Essay Example

Looking At The Academic Responsibilities Of Work Experience Social Work Essay Essay Within this assignment I will be discoursing, through a lens of hazard, work I carried out with Charles during our contact whilst on arrangement. In order to supply background to the instance I will get down by sketching my bureau scene and my ain duties. I will so supply a brief description of Charles and explicate the context of my bureaus engagement in his instance. I will so explicate the relevant legal model and policies act uponing his instance. I will sketch differing theoretical accounts of appraisal used to measure him and show my apprehension of hazard theoretical accounts and theory which relate to societal work. I will besides take to show my application of the theories and theoretical accounts in this scenario. I will foreground the hazards and possible hazards I was turn toing in Charles instance and critically analyse and measure the accomplishments used during the intercession and their effectivity. I will besides reflect on how my ain individuality impacted upon the work that was carried out, foregrounding quandaries stemming from my ain values and moralss and how these were overcome or addressed. As antecedently indicated I will get down by sketching the bureau involved and my ain duties. We will write a custom essay sample on Looking At The Academic Responsibilities Of Work Experience Social Work Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Looking At The Academic Responsibilities Of Work Experience Social Work Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Looking At The Academic Responsibilities Of Work Experience Social Work Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The bureau is in statutory mental wellness and is a average security infirmary where persons have been detained under assorted subdivisions of the Mental Health Act 1983 ( DOH: 1983 ) . Persons with a forensic history may besides hold been detained at the installation after having a infirmary order via the condemnable justness system. The installation besides houses wrongdoers who have developed, or have displayed open symptoms of mental unwellness, such as paranoid schizophrenic disorder, whilst functioning a tutelary sentence and have been transferred to the installation for appraisal or to get down intervention. As such, due to the length of detainment a figure of patients require societal work aid. My duties, when covering straight with Charles as an inmate, were to help with a assortment of societal work issues. These ranged from lodging affairs, benefit entitlement, obtaining information through interviews for approaching Tribunal and Border Agency Hearings and to see and program for aftercare agreements upon discharge. I besides worked as portion of a wider squad within the installation where my input could be used to measure Charles mental presentation and associated hazards. This on-going appraisal could be used to inform squad believing when sing future attention planning and any possible hazards posed and demonstrates a focal point on the installations drive to Regularly proctor, re-assess, and manage hazard to persons, households, carers, groups and communities in line with the National Occupational Standards for Social Work ( GSCC, 2002: 4.12.3 ) . The function was progressively of import when Charles applied for a Tribunal Hearing with the purpose of being discharged from the installation back into the community. A referral to a community mental wellness squad was to be arranged and suited adjustment and appropriate degrees of support sourced. It would besides be of import to intercede with bureaus supplying eventual aftercare on an on-going footing so that hazards could go on to be managed and the installation was able to stay actively involved in Charles attention in the community. Before the hazards involved in Charles instance can be explored in greater item I will foremost supply some background to Charles instance and the ground for the installations engagement. Charles is a white male in his early mid-thirtiess who has been resident in the UK for over 5 old ages, holding settled here from another state. Charles suffered from a mental unwellness and was charged with aggravated burglary and attempted slaying after assailing a member of the public and trying to coerce entry to the victim s belongings. Whilst in detention expecting sentence at that place was concern for his mental province which led to the engagement of the bureau and his transportation to the installation for appraisal and intervention. Charles has since been diagnosed and treated for paranoid schizophrenic disorder and responded good to medicine, doing a good recovery. Bradley ( 2009 ) provinces in the instance of mental unwellness: the anti-social behavior is straight related to or driven by facets of mental upset. In this instance, effectual intervention of the mental upset would be probably to cut down the hazard of farther anti-social behavior ( Bradley, 2009: p17 ) . As such the bureau supports his conditional discharge into the community sing his unwellness to be under control and Charles to be low hazard to the public hazard to the public being a cardinal facet in White Documents such as Modernising Mental Health Services ( DOH:1998 ) used to inform authorities mental wellness policies such as Journey to Recovery ( DOH:2001 ) . The instance for conditional discharge is complex due to the nature of the offense and Charles current in-migration position as The Ministry of Justice and the Borders Agency are presently taking stairss to behave Charles. Due to this all clinical and societal work planning has to be hazard focused in order to confirm and supply grounds for a successful entreaty to stay in the UK. Charles had been found non guilty of the charges by pleading insanity as per subdivision 5 of the Criminal Procedure ( Insanity ) Act 1964. Therefore he was considered by the tribunal aˆÂ ¦unfit to plead, but to hold done the act or made the skip of which they are accused, the tribunal may do an order under this subdivision ( Jones, 2008: p216 ) . The tribunal made Charles capable to Mental Health Act 1983 ( DOH:1983 ) sections 37 powers of tribunals to order infirmary admittance and care and 41, power of higher tribunals to curtail discharge from infirmary ( Jones, 2009: p2 ) . To critically analyze this class of action, the condemnable justness system, by holding Charles was exhibiting symptoms of a mental unwellness and condemning suitably and puting him in the installation, can be said to hold already begun to turn to immediate and future hazards posed. The tribunals segmenting prevented Charles from presenting a hazard to other inmates and to himself, whilst guarding against the hazard of isolation an undiagnosed and untreated unwellness may hold subjected him to in detention. Upon appraisal by the Responsible Clinician, Charles was diagnosed with paranoid schizophrenic disorder. Charles was non considered to hold capacity to decline intervention under subdivision 58 of the Mental Capacity Act 2005 ( DOH: 2005 ) , and began a class of medicine to alleviate the symptoms and cut down his immediate hazard. Further to this, in a state of affairs where a sectional in-patient garbages medication the installation has the power to enforce intervention without consent, nevertheless, MacLaughlin ( 2001 ) states Under current statute law nonvoluntary intervention can merely be given when person is an in-patient . This means that in order to cut down and understate the hazard posed by an single agony from mental unwellness, they must be an in-patient to have nonvoluntary intervention or actively consent to intervention in the community. To this terminal the clinical squad were merely prepared to back up a conditional discharge whereby intervention could be continued in the community in line with the Mental Health ( Patient in the Community ) Act 1995 which states certain mental patients are to be obligatorily monitored in the community after discharge ( cited in Tovey, 2007: p145 ) . Further to this Doel states The protection of one person, whether kid or grownup, may imply a limitation of their rights to act as they choose or it may curtail others ( 2005: p200 ) . Following the determination to back up a conditional discharge I conducted a figure of interviews within the remit of my societal work function to garner grounds for a Social Work Report the extroverted Tribunal Hearing. These face to confront interviews, utilizing a narrative attack to data aggregation ( Maclean, 2008: p109 ) , were conducted to set up how Charles saw his hereafter in the community, but besides had the double intent of foregrounding any possible hazards to enable consideration to inform how these could be managed. By taking his positions into history this demonstrates how I worked in partnership with Charles. Tovey ( 2007 ) provinces: There is now, more than of all time before, a professional and governmental realization that societal workers need to work with clients in an empowering and inclusive manner ( 2007: p160 ) , Therefore treatments were inclusive and empowered Charles to inform me of his adjustment and location penchants, and besides how he saw his future chances in relation to instruction or employment. In his reappraisal into mental wellness and the condemnable justness system Bradley ( 2009 ) included findings of a 2007 study by HM Inspectorate of Prisons which found that: Poor conformity by patients with resettlement and intervention governments resulted in possible re-offending. In some instances, no engagement by patients in their relocation planning, intensifying conformity issues and entree to allow services increased hazard to practicians and the wider community ( HMIP: 2007 ) . By working in partnership and in a individual centred mode with Charles it could be said that future hazards were already being addressed. To critically analyze my attack and to get down to associate our contact to put on the line appraisal theoretical accounts and theories, my initial attack demonstrates I was following a clinical attack to appraisal and concentrating on possible hazards and menaces to Charles mental wellness, and non the actuarial hazard he himself posed. In a context of forensic psychiatric pattern and the condemnable justness system, involvement in the issues of dangerousness focal points on hazard appraisal in the sense of injury to the populace Fernando et Al ( 1998: p75 ) , a position which echoes authorities policy in relation to mental wellness. Therefore, in order to measure future hazard posed by Charles the usage of specific psychological appraisal tools to foretell force such as the Historical, Clinical and Risk Management Scales ( HCR-20 ) and Health of the Nation Outcome Scales ( HoNOS ) could be researched in order to be cognizant of anticipations of future hazard and reoffending, instead than following a one dimensional attack to assessment ( cited in Gray, 2008: p384-7 ) . I recognised that in order to efficaciously measure hazard, both clinical and actuarial demand to be taken into consideration in order to derive a better penetration and more holistic attack to put on the line appraisal ( cited in Maclean, 2008: p130-2 ) . I had addressed hazards to my ain safety when meeting with Charles by following the installations risk direction and the bar and direction of force policies. Interviews were conducted within a secure puting on a ward and should any state of affairs nowadays a menace to my personal safety I had a personal dismay which would alarm nursing staff. Further to this, subdivision 4.53 the Mental Health Act 1983 Code of Practice lineations that although patients should be seen on a one to one footing, if the worker feels it is a menace to their ain personal safety they can bespeak another professional to be present ( Cited in Jones, 2009: p30 ) . This demonstrates that I understood the nature of hazard to myself and its direction ; hence the same attack would necessitate to be employed when sing Charles hereafter in the community amongst the populace. Stevenson and Parsloe see there to be three different types of hazard physical, societal and emotional ( cited in Doel, 2005: p199 ) , by following this attack and taking a more holistic attack to put on the line appraisal this increases the figure of possible hazards to see in Charles instance. Whilst the list is non thorough I considered these to be cardinal hazards in Charles instance: hazard to self, hazard to others, hazard of exposure and societal isolation, hazard to victim and hazard of backsliding. By sing these and measuring the related hazards I could see risk direction schemes to undertake the related issues. For illustration, as Charles is non a UK national and has a immensely decreased support web he is at hazard of societal isolation. By measuring this as a hazard programs can be considered to battle this issue and to help his colony into the community. An purpose of the authorities policy National Service Framework for Mental Health is to aˆÂ ¦ensure wellness and societal services promote mental wellness and cut down the favoritism and societal exclusion associated with mental wellness jobs ( DOH:1999 ) . These issues could hold been addressed by actively sourcing, and working in partnership with bureaus that could help Charles colony into the community, and to help Charles in prosecuting in educational or recreational activities. For illustration, when carry oning an interview Charles shared that he is a Jehovah Witness. This is one avenue that could be explored to enable him to pattern his faith, engage with others of the same belief system and organize appropriate relationships with equals. Engagement in the community of his pick could besides instil a sense of belonging to the country he may be placed in. To accomplish this, there were a assortment of accomplishments employed to transport out the interviews, hazard appraisal and informations aggregation. For the intent of showing these accomplishments I have chosen to reflect on hearing and entering accomplishments. Recording and listening accomplishments were paramount in order to accurately document the interviews. The information collected had to be used for more than one intent after each meeting it was a clinical policy that the consequences of any contact was documented on the in-house computing machine system. This allowed other professionals accessing Charles notes to be cognizant of the ground for the interview, the results and of any future action to be taken. It besides provided an chance to measure Charles mental province at that minute and to flag any concerns, for illustration if he was exhibiting any irrational beliefs. In order to set up this careful consideration had to be given to what was being said. This had to be done from a professional position and to reflect events accurately, forbearing from including personal sentiment or doing premises. There were a figure of challenges to entering information. The interviews I conducted were for the most portion semi-structured. By critically analyzing this attack I can see that this sometimes made it hard to enter everything that was discussed accurately. By taking notes I felt this distracted my ability to listen efficaciously to Charles responses. I found that after the interview was ended I would so hold to pass clip make fulling in any spaces whilst it was still fresh in my head. Should I be approached by another patient I was working with to discourse their instance when go forthing the unit, this could impact my ability to reflect on the interview accurately. The dangers of this being that something of import may be missed. Therefore a scheme was adopted where I would stay in the interview room undisturbed after the meeting to finish my notes whilst the interview was still fresh in my head. Similarly, in line with Smale and Tuson s ( 1993 ) Questioning Model, as the purpose was sometimes to garner specific information for a study this led to the meeting fulfilling my ain docket and became a barrier to turn toing wider issues Charles may hold had ( cited in Maclean, 2008: p113 ) . By reflecting on this I could see that, despite a thrust to work in partnership with Charles, I was sometimes actively commanding interviews to fulfill clinical docket, whereby the consequences could be used to perchance curtail Charles in the hereafter. Despite a thrust to Balance the rights and duties of the persons, households, carers, groups and communities with associated hazard ( GSCC, 2002: 4.12.2 ) , it was clear that Charles rights were secondary to put on the line, and that the legal and policy model in this country of mental wellness were efficaciously in control. I reflected that this caused me a grade of personal struggle, which I had to accept, as although I understood the badn ess of the offense, my emotional response as a private person was to experience sympathy as such a high degree of microscopic invasion which would go on indefinitely in the community for many old ages. I could nt alter this I simply had to run within the model of the intercession. My individuality and values and moralss were continually challenged during the clip I worked with Charles. Initially, due to the nature of the installation and the offenses that had been committed by the wrongdoers detained at that place, I was missing in assurance and fixated on the offense that he had committed and worried for my ain safety. My simplistic position of offense and penalty was challenged and it was merely through exposure that I began to develop a deeper apprehension and to see past the offense and to the individual. It became clear that I had preconceived thoughts about what to anticipate and had made opinions about people. It was merely by hearing personal narratives and the alone fortunes that I began to to the full prosecute in the work I was set abouting and to actively back up the persons, instead than merely put to death a societal work map. The quandary being that my ain professional rawness, and my ain personal positions on how to pull off hazards, could go f orth me unfastened to use by seasoned wrongdoers and my deficiency of cognition of relevant jurisprudence and policy addition danger of non offering the right counsel and offer hope where there was none. These obstructions were overcome by deriving direct experience on arrangement and from detecting other professionals put to deathing their functions. To associate this to Kolb s ( 1984 ) Experiential Learning Theory, the experiences informed my apprehension and enabled me to develop an appropriate manner of brooding societal work pattern ( Maclean, 200: p88-9 ) . This has increased my assurance in my ability to use myself to other societal work service user groups efficaciously and cemented the demand for continued contemplation and on traveling personal analysis. This demonstrates how the intercession and designation of hazard became more effectual over clip as my working relationship with Charles developed. As the instance is still on-going the hazard direction has non yet been to the full executed, necessitating Charles to be in the community before these can be put into action. My engagement has, nevertheless, ensured that issues of hazard have been identified and the clinical squad are cognizant of possible stairss that can be taken to understate these on Charles eventual discharge. Therefore, due to my rawness at the start of the intercession I do non experience that could hold done much otherwise, but due to this experience feel that I can now near similar state of affairss in a more direct and proactive manner now I have increased cognition and a better apprehension of the issues of hazard that need to be addressed. Similarly, I have a more in-depth apprehension of what services I am able to offer as an employee. In decision, I have outlined Charles instance, the bureaus engagement and the work I carried out, I have explained some of the relevant legal and policy determining the instance and how this is used to turn to issues of hazard. I have provided illustrations of hazard appraisal and direction and my application of these, foregrounding the issues of hazard as I saw them. I have reflected on my ain accomplishments used during the intercession and how these could be improved. I have reflected on the results of the intercession up to its current phase and the ethical and personal individuality issues at drama during the intercession and how these were overcome.

28 Good Words from Latin and Greek

28 Good Words from Latin and Greek 28 Good Words from Latin and Greek 28 Good Words from Latin and Greek By Michael Lets talk about something good. Here is a variety of words for good things, based on ancient words for good: Latin bonus and Greek eu. Good words from Latin In Rome, bonus was the Latin word for good, noble, kind, honest, brave. Since Latin gave birth to the Romance languages of Europe, words such as bon, bien, bueno and buon are found today in French, Spanish, Italian, Portuguese, and Romanian. English speakers commonly use the French expressions bon voyage (Have a good trip.) and bon appetit (Enjoy your meal.) The opposite prefix of bon or bene is mal or bad. So once you learn the meaning of benevolent, you know the meaning of malevolent. benevolent wanting to do good; altruistic, charitable, from the Latin for well-wishing. benefit Something you gain; something that helps or aids you, such as help from the government. Also, an event, often a performance, that benefits a cause or a charity. beneficiary someone who receives a benefit. beneficial the adjective form of benefit; helpful, good for you. benefactor someone who helps another, or gives out benefits, from the Latin for good-doing. benediction a prayer or blessing, usually at the end of a church service; also, a rite of consecration; from the Latin well-speak. benign harmless, non-threatening, mild, kind. A tumor can be benign or malignant (cancerous). bonus a premium; an extra benefit, such as an addition to a salary or extra points in a game. benefice a land grant, such as to a medieval priest; an estate or fief. bonanza a source of wealth or success, originally a Spanish word meaning the discovery of a valuable mine, but which came from the Latin for good weather. bonhomie friendly, genial, affable, from the French, but originally from the Latin for good man. Good words from Greek Most English words with the prefix eu come from the Greek word meaning good or well. Some were used by the ancient Greeks, while other scientific and medical terms were coined by English-speaking scientists who had studied Greek. For those words, eu can mean true as well as good. The opposite prefix is dys or dis. euphony A good-sounding word is considered euphonious. From the Greek for good-sound. eulogy a funeral speech in honor of the deceased. It comes from the Greek well-speak as benediction comes from the Latin well-speak. As you see, they mean different things. If a funeral service had the benediction first, everybody would start to leave before the eulogy. eulogize When you say good things about something, you eulogize it. Often used cynically if someone has to try so hard to make it sound good, there must be something wrong with it. euphoria an excited, intense feeling of joy or happiness. From the Greek good-feeling. The word dysphoria means bad feeling, perhaps anxiety or depression. eureka the famous announcement of the Greek mathematician Archimedes, meaning I have found it! In cartoons, prospectors say Eureka! when they discover a bonanza. euphemism a word chosen to be less vulgar or blunt (or just less precise or vivid), such as passed instead of died, or enhanced interrogation instead of torture. You can learn all about euphemisms from our previous articles: 7 types of euphemism, euphemisms for job loss, euphemisms for death, and the euphemistic treadmill. From the Greek word meaning abstaining from inauspicious words. euthanasia the act of killing to prevent suffering, practiced on animals and more controversially, on people. From the Greek good-death, which is a euphemism. eugenics historically, the theory that people with bad qualities should not have children (or sometimes, should not have lives) while people with good qualities should. Naturally, people like us get to decide which qualities are good. From the Greek good-breeding. eukaryote an organism whose cells have a nucleus enclosed by a membrane. Bacteria and archaea dont they lack a true nut, which is what the word means in Greek. eucharist in Christianity, Holy Communion or the Lords Supper, commemorating Jesuss last supper of bread and wine. From the Greek word for thanksgiving. eucalyptus a fragrant, flowering tree common to Australia. From the Greek for well-covered, because the bud covers the developing flower. euphonium a brass musical instrument with a mellow tone. It looks like a small tuba its the tenor in the tuba family. The song 76 Trombones mentions the nearly-extinct double-belled euphonium. From the Greek for good-sound. euhemerism the theory that the stories of the gods grew from stories of human heroes. Named after its Greek originator Euhemerius, whose name meant well-domesticated. eudaemon a good or benevolent spirit. This is not a euphemism the Greek word daemon did originally mean protective spirit instead of evil fiend. eucaine a good derivative of cocaine, used as a veterinary pain-killer. euphuism John Lylys 1578 romance Euphues: The Anatomy of Wit was so ostentatious, precious, elaborate, and excessively ornate, any English literature that imitated it was called euphuistic. Spanish, Italian, and French literature had their own offenders. From the Greek for graceful, witty. Naturally, people like Lyly decided what was graceful and witty. eurythmy in medicine, a normal pulse. In architecture, harmony of features and proportion. In dance, graceful movement in rhythm with spoken words. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Fly, Flew, (has) FlownFlied?Is There a Reason â€Å"the Reason Why† Is Considered Wrong?Personification vs. Anthropomorphism

How to get noticed on LinkedIn

How to get noticed on LinkedIn So, you’ve got a LinkedIn profile, now what? How should we be using LinkedIn as a tool to further our careers, exactly? Like any social media platform, the ability to connect us to mass amounts of people across the globe is what makes it so powerful. As of 2017, there are 500 million active users on LinkedIn, and at least 10 million job postings at any given time. Imagine where your career could go if you unlocked just some of those opportunities. First, it’s important to understand that how you’ve setup your profile is how you present yourself to the world, and to potential colleagues and employers. Building an effective LinkedIn profile is similar to building a resume. It may take some effort to do correctly, but the benefits will greatly outweigh the time taken to do it.What are headhunters looking for on LinkedIn? Headhunters are seasoned pros as navigating the platform, so it’s crucial that you have a profile that looks professional and cuts through t he clutter.We’ve compiled a list of items that you need to perfect in order to put your best foot forward.Take a great profile picture. This is often the first thing that potential employers will notice about you. After all, a picture is worth a thousand words. A great rule of thumb is to steer clear of selfies, party and/or vacation pictures, or anything blurry. Your profile picture does not need to be super corporate; so long as it’s good quality, shows your face clearly, and professional. Put your best face forward here. You can have a friend take a picture of you in a well-lit area and iPhone picture quality would be sufficient.Not a great choice!That’s more like it!  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Get a custom URL. As previously mentioned, there are 500 million users on LinkedIn. It’s important that you make yourself easy to find. There are many ways to do this, but a great first step is to customize your URL as closely to your name as possible. T his will also make it easier for you to link back to your LinkedIn profile in resumes and emails. The more eyes on your profile, the better, after all!Craft a great headline.   This is one of the first things people will see when they come across your profile, along with your picture. This headline appears within search results, invitations to connect, company pages, etc. It is most important to use â€Å"searchable words†. Avoid cheesy quotes, overused buzzwords, and generally being unclear about what you do. A headhunter won’t see something like â€Å"social media ninja† on your profile and then take the time to figure out what that might mean to you. For example, if you are in the graphic design industry, you are better off listing yourself as a graphic designer rather than a digital artist.Write yourself a punchy summary. Again, using keywords specific to your industry is best here. However avoid rambling on too long. Sadly, no one has time to read through paragraphs upon paragraphs about your professional life. Of course, in this area it helps to be as creative and pithy as possible, all while avoiding being cheesy and overly using buzzwords. This is your chance to set yourself apart from the rest!Add media where you can. You can add pictures, videos, and links on many sections on your LinkedIn profile. It goes without saying that this makes cruising your profile much more interesting. In addition to this, visual aids, no matter the industry, are helpful in conveying your experience in a dynamic way. It also shows that you execute on deliverables, which is attractive to employers. If a headhunter lands on your profile and is interested, it would be helpful to give them some preliminary materials to sift through before contact you!Write recommendations, get recommendations. Recommendations should not be the centerpiece of your profile, but it’s a nice cherry on top. It tells the user reading your profile that you have had good , positive work experiences in the past. Whether or not they read the content of the recommendations is on them, but as you can imagine, keeping it brief is best. A pro tip here is that people sometimes forget that giving a recommendation is an available feature, so write recommendations for your favorite coworkers to remind them- and pay it forward while doing it!Keep things consistent. Take the profile of Danielle Morrill, founder and CEO at Mattermark, data and marketing company, as an example. All of her experiences are listed in a clean manner, and the job descriptions all keep the relatively same format. The profile is easy to read and pleasant on the eyes. It’s simple for the user to land on this profile and understand Mrs. Morrill’s work experiences. This applies to other sections on your profile as well. Make sure to use similar language and formatting as you build the profile out– and make sure that, above all else, it represents you!Make connections. Making connections on LinkedIn is the name of the game, after all! These connections make you look, for lack of a better word, well-connected within your industry. On top of this, you get the added benefit of growing your circle and further networking by being connected to the right people. It is also helpful to connect with headhunters and recruiters. They often post updates on positions they’re looking to fill, and you’ll have an easier time getting in contact with them overall. Conversely, if you do not have any connections at all on LinkedIn, it makes you look unengaged and unconnected, so connect away!Complete your profile. An incomplete profile is an ineffective profile. It simply defeats the purpose of having a presence on the platform, as you make yourself look uninvolved, and uninterested. LinkedIn knows that you completing your profile is an important step for you to get value out of using it, so it guides you as you build out your profile. As you follow the ir instructions, your profile strength will receive a ranking.LinkedIn is a fantastic tool that enables us to connect with industry professionals all over the world and there is value in taking the time to flesh out your profile in a way that represents you. In using the platform to its fullest potential, you are setting yourself up to make the most of what it has to offer. It just so happens that what LinkedIn has to offer is making key connections, and great strides in your career.Author  Miriam Groom is VP of Sales and Marketing at Groom and Associates, a Canadian recruitment agency specialized in headhunting and executive search. Miriam brings a new perspective and skill set to Groom and Associates as a second generation of senior management in the Groom organization. Miriam has experience with a wide range of clients, from small high growth organizations to some of the largest global organizations. Miriam has a degree in Commerce with a concentration in Finance from the John Molson School of Business.

The development of recommendations for best practices in Value-Chain Essay

The development of recommendations for best practices in Value-Chain Integration for UK Financial Services organisations adopting Business Process Outsourcing - Essay Example ater pressures on margins which, in turn, drive the need for improved operational efficiencies; second, the need to refocus on core competencies in order to improve competitiveness and third, growing numbers of easily available and capable specialist providers. Added to this is the fact that technological advances now make it easier for business to be conducted across many locations and partnerships. It should be noted that businesses are constantly re-evaluating their strategic operations and the definition of core and non-core is consequently in a state of flux. What is viewed as core today will not necessarily be viewed as core tomorrow. Certain core activities can be outsourced if there is considerable fluctuation in demand that does not justify full time increase in head count. The decisions on outsourcing are generally strategic. Deming (1982, cited by Odindo et al, 2004) advised companies to reduce the number of suppliers. Fewer suppliers with long term commitments can improve a company’s operation. â€Å"Not having to deal with many companies helps to minimise the complexities and costs that may result from inconsistencies and variety when more than one service provider is used† (Odindo et al, 2004). Sometimes companies outsource to their competitors when the only competency to serve them is found in competitors. Odindo et al (2004) have also pointed out that outsourcing can be used to harness innovation and talent beyond the confines of a company. It is not easy or generally possible for an organisation to have all the talent required for the company to innovate. Using outsourcing providers gives a company access to the provider’s innovative capabilities. The very nature of the financial services business means that companies are suitable candidates for outsourcing and many have become highly sophisticated users of these services. Financial services companies have fewer ties to a particular geographic location than other businesses and only a small

Marks and Spencer Company Case Study Example | Topics and Well Written Essays - 2000 words

Marks and Spencer Company - Case Study Example It can be summed up as: The company has a triangular top management structure; this triangular management structure consists of the three Board Committees that are the Audit Committee, the Remuneration Committee, and the Nomination Committee. All the three board committees supervise and exercise power on different aspects of the company's activities and operations. Also, these committees further consist of different members with specialised tasks. The Audit Committee consists of three members and manages the financial activities inside the company, such as supervising the company's periodic audits, coordinating with the external auditors conducting annual mandatory audits for the company, and superintending the process of annual statutory accounts formulation and furnishing it to the shareholders of the company. The Remuneration Committee undertakes the task to manage the remuneration related activities for the company's employees such as bonuses and increments etc. The Nomination Committee manages the activities concerning the appointment and designation of the company's directors and managers. Apart from the above-mentioned committees working as part of the board, the company's top management also consists of seven directors and one group secretary also acting as the head of Corporate Governance. The financial base consists of two Group Finance Directors, Ian Dyson and Alison Reed, who undertake the responsibility to control and regulate the financial matters in the company. MARKS AND SPENCER-THE COMPANY HISTORY Marks and Spencer plc has had centuries old history of expansion, augmentation and amplification. It started when a Jewish immigrant Michael Marks alone opened a store in the year 1884. He continued to run and manage the small business alone for a decade and after 1894 it was joined by another individual i.e., Thomas Spencer. The business continued to expand and grow under the management of these two legends. They both believed in expanding the scope of their business and therefore, by the end of the 19th century, they managed to open and run 24 stalls and 12 shops in England. Especially in the beginning of 20th century, they practically stepped into the corporate world by getting registered as a private company under the name of "Marks and Spencer Ltd". After adopting this name, the company continued to gain popularity and public acceptance all over the Great Britain with a strategy of selling the British-made products only. By this way, the company earned prestige and stabilised relationship with reputable manufacturers and suppliers in the Great Britain. The son of Michael Marks, Simon Marks, became the Chairman of the company in the year 1916 along with his brother in law Israel Sieff who with joint efforts turned the company into a retail chain store. In the year 1926, the company's shares were float ed in the stock exchange and thus Marks and Spencer continued its further expansion with a significant share of public in its capital and profits. In the mid of the 20th century, the company expanded the scope of its business operations

Tourism Crisis Management Techniques Tourism Essay

Tourism Crisis Management Techniques Tourism Essay Today the inescapable media exposes even the most impromptu viewer to our current world of hazard, disaster and crisis; from Northern Africa and the Middle Easts political unrest and upheaval, to earthquakes in New Zealand, Turkey and Haiti, cyclones and floods in Australia and the Global Financial Crisis in 2008. It was once believed that whichever countries controlled the worlds oil reserves would forever prosper however with the realisation that the supply is not ever ending many UAE States such as Dubai and Abu Dhabi have turned to tourism to secure a continued future income into the country. Tourism is facing an ever increasing threat from crises coming in all shapes and forms, causing it to become even more necessary to develop effective disaster prediction and management plans with an instantaneous recovery strategy to mitigate the impact of any crisis. The nature of the tourism environment will be shown highlighting its global importance whilst introducing different causes an d types of crises supported with numerous examples. Alongside this the hardships faced by the industry and the techniques use to minimise the impact will also be seen. The events of the first decade of the 21th century may lead one to believe that it is a bleak time for the tourism industry and a recessive time for the overall tourism environment however even despite the current economic crisis, to which tourism is not immune, the World Tourism Organization forecasts 1.6 billion international tourists by the year 2020. The importance of world tourism is reflected by The World Travel and Tourism council, whose figures show that the contribution of the Travel and Tourism Economy to GDP was 9.3% in 2010 and will rise to 9.7% by 2020. Cabrini (2010) expressed that tourism is not only important economically it also important for human development as it provides income to some of the worlds poorest people. The extraordinary growth of tourism requires increasing attention from all stakeholders on its sustainability and contribution to world development. Over time, an ever increasing number of destinations have opened up and invested in tourism development , turning modern tourism into a key driver for socio-economic progress through the creation of jobs and enterprises, infrastructure development and the export revenues earned. It is believed that the majority of the tourism in the world is international however the large majority of international travel takes place within the travellers own region, with about four out of five world arrivals originating from the same region. As economic development permeates through the Chinese middle class, so does the demand for new destinations with, in 2010, China having the worlds largest domestic tourism market. Their ethos can be summed up by the British journalist, novelist and poet Gilbert Keith Chesterton, the whole object of travel is not to set foot on foreign land; it is at last to set foot on ones own country as a foreign land. The SARS epidemic in 2003 was one of the most serious public health crises of a decade having the potential to seriously damage or even freeze the tourism industry in China. Crisis management techniques which are strategies, processes and measures which are planned an put into force to prevent and cope with crises (Glaesser, 2006) were immediately implemented and after initially stalling and prevaricating causing the tourism industry to suffer for more than three months, the Chinese government managed to control SARS before it became a global catastrophe. This accomplishment required political will, national mobilisation and a series of support policies such as the exemption of administrative, operation and construction taxes, the provision of discount loans and quality assurance deposits to travel agencies (Dombey, 2004). China also developed its own practice of domestic tourism policies such as promotional campaigns like the 2009 China domestic travel fair in April 2009, partnerships like the collaboration between provinces themselves and national and provincial tourism administrators; they also implemented fiscal policies, investing around US$140 million and price cutting where Beijing started to issue two million free tickets of scenic spots to domestic tourists along with longer national holidays (Li, S.N 201 0). Source markets for international tourism are still largely concentrated in the industrialized countries of Europe, the Americas and Asia and the Pacific, however, with rising levels of disposable income, many emerging economies have shown fast growth over recent years. Tourism as a product is itself a function of risk, which is a perceived probability of negativity associated with a tourists behaviour or destination choice. Risk is not a tangible aspect of travel; it is what tourists perceive and experience during the process of purchasing and consuming tourism related services and while being at the destination (Cooper et al, 2008). Travel risk has a great influence on a tourists decision and if the risk perceptions are too high than a destination can suffer greatly as risk averse tourists, who have a diminishing marginal utility, are deterred from the visiting. Tourism is an economic sector whose response to negative events is like no other, it has an above average sensitivity and is more susceptible to shocks and disruptions due to it being a highly perishable sector, requiring consumers to travel to a destination and the environment in which the destination is in. Tourism can be seen as a vulnerable industry for that its particular size and structure means that a large amount of little companies will be needed to provide a tourism experience that are all interdependent on one another. As tourism is a global industry even a country not directly related to a crises can easily be affected, for example even though 9/11 occurred in the US there was a snowball effect which caused not only the worst impact on the worldwide tourism industry since World War II, but also demonstrated how terrorism was able to trigger a slowdown of the whole worlds economy (Ali 2010). A greater number of countries are interlinked and have a degree of inseparability meaning that you cant separate a tourism experience from its place of production with Buhalis (2000) believing a destination is an amalgam of tourism services and experiences; also having to get tourists to the destination increases the level of risk by increasing volumes of people. The places in which tourism is located also increases its vulnerability, such as coastlines, and that the power of one natural disaster such as the 2004 Indian Ocean Tsunami whipped out all tourism amenities and accommodation, with world nations needing to provide over US$14 Billion in aid for damage regions (Jayasuriya 2010). Ski resorts are also another example, as mountains themselves are more hazardous than urban areas, but crisis management techniques, actions taken by firms in an attempt to control the progress and outcome of a crises (Laws 2006) are regularly imposed such as controlled avalanches. This example highlights that fundamentally crisis management should be embraced in a management system rather than as a threat moving away from it being a management reactive response. Tourist places are also affected by climate change, nowhere more so than the Seychelles and Maldives in the Indian Ocean which are both economically dependent on tourism, with the latters very existence being really threatened with rising sea levels. Tourism is also very sector specific relying heavily on transport and any disaster in this industry will have a great effect on tourism with the ash could over Europe in April 2010 grounding flights and closing airports. Crisis management strategies were instigated no more impressively so than KLM who took the chance to adopt social media to manage this crisis by using its Facebook page. It addressed every single wall post promptly providing much timely information to customer service with regards to re-booking, detailed reports and location specific information (Tan 2010). Tourist destinations are also often seen as soft targets for terrorism as tourists are easy to spot and stand out from natives in any area. They are essentially a big target in a small area for example in October 2002 a few bars in the tourist district of Kuta in Bali was targeted killing 202 people. If terrorist have a political motive targeting tourist is a influential way as there will be a mass influence on the media. Tourisms importance can also be seen in its intra and inter linked nature in figure 3, whether its with other tourism organisations and destinations or with governments and other industries. Figure 3 The tourism environment For example a British tour operator may use an Australian flag carrier to fly to Singapore and utilise a local transfer company to get to the Hong Kong based Shangri-La hotel. Leipers (1979) model of tourism takes into account all these stakeholders and includes all the elements intrinsic for a tourist to travel. Its power is inherent as it places tourism in the context of various external environments such as society, politics and economies which are fundamental for crisis management as these must all be assed when one takes place. A typical large scale disruption will force complex movements away from previous relationships which will then usually tend towards stability and equilibrium with Keown-McMullan (1997) noting that organisations and the way in which they interlink will undergo significant changes even when they are successful in managing a crisis situation. During and after a crisis, the destination and its organisations also have to manage their ongoing relations with oth ers in its network of partners. It is often the case that many services will have to be cancelled at very short notice, but, apart from the contractual obligations between partners, there are more fundamental issues of trust and reciprocity. Support organisations are also likely to make considerable efforts beyond their contractual responsibilities to assist in dealing with the problems that result from a crisis. Competitors often come together and provide extra resources to support a fellow member of the tourism industry. There has been an increase in the number of natural catastrophes from 20 in the 1950s to 91 in the 1900s and over 1000 in the 2000s (Glaesser, 2006) such as earthquakes in New Zealand in 2011 and Chile in 2010. Their impact on the world especially on the tourism industry has been heightened due to continued exponential population growth, climate change and human technological achievements. Tourism can also be plunged into crises due to manmade circumstances such as war, the 2000 coup in Fiji, disease and epidemic, the 2001 Foot-and-mouth outbreak in the UK and SARS across Asia 2002-2004, transport, the Air France Concorde crash in 2000, political and economic, the Global Financial Crisis in 2008 and recent events in Northern Africa and the Middle East, acts of terrorism, 9/11 and the bombings in Bali in 2002. It may be thought that the words crisis, disaster, catastrophe and hazard are all synonyms for each other however they all have very different meanings. Catastrophes are negative events which in contrast to a crisis have a clear inevitable outcome thus missing a crisis ambivalence of development and restructuring opportunities ex post. A hazard can be thought of as a lower level problem that would not in itself deter tourists from a destination but could be the swaying factor in a decision which was already uncertain; for example for a risk averse or neutral tourist. Smith (1995, from Ritchie 2004) believed that a disaster would spring from a hazard and that there are no such things as natural disasters only natural hazards with a disaster being the realisation of a hazard and its impact on society. A disaster and crisis can be similar as they both involve an event, natural or manmade, which impacts with such severity that the affected community, organisation or group has to respond by taking exceptional measures. There is often confusion when a crisis results as cause from a disaster with Falkner (2001) making the distinction that a crisis has some degree of being self inflicted through problems such as inept management structures and practices or a failure to adapt to change whilst a disaster has an element of no control as an enterprise is confronted with a sudden unpredictable catastrophic change. Some places may be associated with greater travel risk than others and thus even without an actual crisis taking place travellers may be deterred from that destination. In the context of tourism the World Tourism Organisation (UNWTO) has defined a tourism crisis as any unexpected event that affects traveller confidence in a destination and interferes with its ability to continue operating normally and Sonmez (1998) as any occurrence which can threaten the normal operations and conduct of tourism related businesses, damage a tourist destinations overall reputation for safety, attractiveness and comfort by negatively affecting visitors perceptions of that destination and, interrupt the continuity of business operations for the local travel and tourism industry by the reduction in tourist arrivals and expenditures. These two definitions focus on the direct impact of the event itself however Beriman (2003) expressed a tourism crises as a situation requiring radical management action in response to events beyond the internal control of the destination, necessitating urgent adaptation of marketing and operational practices to restore the confidence of emp loyees, associated enterprises and consumers in the viability of the destination. Glaesser (2006) saw a crisis as an undesired, extraordinary, often unexpected and timely limited process with ambivalent development possibilities. It demands immediate decisions and countermeasures in order to influence the further development again positively for the organisation/destination and to limit the negative consequences as much as possible. A crisis situation is determined by evaluating the seriousness of the occurring negative events, which threaten, weaken or destroy competitive advantages or important goals of the organisation. In order to pursue the effectiveness of crisis management techniques on impact mitigation, we shall focus on the latter two definitions as they not only focus on the direct impact but also the ex post responses. Figure 6 below highlights the impact of any crisis showing that numerous parties would be affect due to tourisms interlinked nature. Figure 6 The various spheres of activity In observing that our environment appears to have become increasingly tumultuous and with the number of crisis increasing, Richardson (1994) suggested that this may not only because we live in a more complex and crowded world but because we have more powerful technology that has a real capacity to generate disasters, which complicates the process of isolating cause and effect relationships. Thus the boundaries between natural and manmade disasters are becoming increasingly blurred which needs to be taken into account in any analysis and critical evaluation. Ali (2010) highlighted that recently crisis management in the tourism industry seems to have received more attention in the generic fields of management and crisis management, whereas Henderson (2003) believed that despite the expanding literature in the field, the interaction between crisis and tourism in its multiples forms still appeared under-researched in comparison to other dimensions with scope for further scrutiny in pursuit of a better understanding. Sonmez (1998) argued that although there has been a large advocation of the necessity of crisis management efforts, few have explored solutions and preventative solutions possibly due to the grandeur of the task. Ritchie (2004) insisted that due to the different paradigmatic positions in crisis management, research must explore the attitudes and opinions of mangers and policy makers in both the private and public sector in order to test different models and concepts in the field. To see how crises are managed and whether the met hods employed are effective we must understand that there are many different stages. One of the most extensive works done was by Faulkner (2001) who developed a disaster management framework in tourism that provided a six-phase process. The first is the pre-event phase in which disaster contingency plans, scenarios and probability assessments play a major role in the disaster management strategy. Although the actual timing, location and severity of natural disasters cannot be accurately predicted it is possible to learn from the past to pre-plan emergency procedures and to mitigate the severity of such events by adopting appropriate building codes, escape routes and alternative measures. A study conducted by Boudreaux (2005) discussed the impact of the September 11, 2001 attacks on participants crisis preparation. It was stated that there has been a new emphasis on the security of their facilities and the use of government sanctioned training or meetings to support crisis preparation and highlight public safety. The second is the prodromal phase where the disaster is imminent and warning systems and command centres are established with contingency plans being initiated. The role of a crisis manager here is not reactive, but instead a proactive approach where information can be found in various places, such as internal and external audits, government legislation and industry publications. The third is the emergency phase in which the disaster effects are felt and actions are necessary to protect people in the tourism destination. A prime example of this was immediately after the 2004 Indian Ocean earthquake and tsunami in which tourists and locals had to flee for their lives seeking safety in any types of buildings with sizable ground clearance and authorities constructing shelters for disaster ridden South East Asians. The fourth is the intermediate phase in which short-term and immediate needs of people have to be addressed by emergency and rescue teams with a clear media communication strategy also being crucial in this phase. An example of t his was post Hurricane Katrina in the 2005 Atlantic hurricane season in which the US government alongside domestic and international aid agencies set up community shelters and organised food, water and sanitation programs. The fifth stage is the long-term (recovery) phase in which the damaged infrastructure has to be rebuilt, and environmentally damaged areas have to be reconstructed. A prime example is the 2010 Haiti earthquake in which Renois (2010) estimated that 250,000 residencies, 30,000 commercial buildings and 16,500 schools had collapsed or were severely damaged which all needed to be rebuilt. The final is the resolution phase corresponding to Finks (1986) where routine is restored or a new, improved state occurs. This stage identifies a clear end to the crisis; although organisations view this as the goal, it is not one to be rushed to. An organisations premature conclusion that Finks (1986) third chronic stage has ended can leave them vulnerable to the resurgence of the c risis. Due diligence in the earlier stages of the model must be practiced to ensure such a regression does not occur. Having explored crises in great detail we shall now move to see how they are handled in order to limit their damage. Crises occur on a scale spectrum that ranges from local through to global and in todays world, crisis and disaster management is a major requirement for all businesses, defence and government organisations. How efficiently any crisis or disaster is handled depends on the decision making capabilities and the resources available. While technical expertise can improve crisis avoidance or minimise the disruption resulting from a crisis good management is also need to deal with both the needs of those affected and the adverse publicity which might result. Policy makers are faced with the challenge of how to respond to such crises sometimes in the absence of any disaster management framework. Good crisis management is partly about the ability of organisations to learn from experience and that of others and partly about the willingness of leading organisations to carry out research and then pass on information which is required for effective pre-planning. Dreyer (2001) believes that it is o f prime urgency to assess the crisis early enough and to adopt existing crisis plans within the affected area and then later in the operational crisis management stage the goal is to manage the ongoing crisis and to limit damage. It is clear that a strategic approach to crisis planning and management is needed to help retain the confidence of travellers and the travel industry and to minimise the negative impact of crises on destinations. The goal is to get tourists back to affected destinations as quickly as possible and with good crisis management techniques this can be speedy. Regardless of crisis type, the techniques for dealing with it are similar. According to the UNWTO, good communications based on the principles of honesty and transparency together with communications, promotion, security and market research are the key to a successful strategy for crisis management. The early reports of a respiratory disease in one part of China didnt alarm the tourism industry in most countries and the first few days reports of the Foot and Mouth outbreak in the UK generated some concern but primarily for agriculture. In both cases measures were taken as a reaction which triggered an impact on tourism. The latter caused all footpaths and bridleways to be closed effectively closing the countryside to tourists and the latter made the travel advice given by governments and the WHO (World Health Organisation) made consumers and airlines change their plans. A large consequence of a crisis will be a substantial drop in sales volumes, for example the drop in turnover for airlines alone as a result of the Gulf War was estimated at 2 billion dollars (Blake and Sinclair 2003). Terrorist attacks in Egypt during the 1990s also caused tourist to stay away which meant that in the space of a year, the revenue from the international tourism industry for this destination droppe d by 1 billion US dollars. This was topped by the events of 9/11 in the USA, which caused not only the worst impact on the worldwide tourism industry since World War II, but also demonstrated how terrorism was able to trigger a slowdown of whole worlds economy. These examples illustrate how the tourism industry as an economic sector is challenged by negative events. It is therefore important to analyse negative events from every angle, to systematically identify critical success factors which are elements that organisations should focus on during a tourism crisis and integrate them to ensure effective strategic corporate orientation between different stakeholders, ensuring a most effective recovery plan. Lynch (2004) provides steps for tourism organisations that should be taken to mitigate the effect of a crisis over a three phase model, the first few weeks, three months and three years later. During phase one resources and media messages must be organised, statistics and scenario planning must be undertaken, mechanisms of communications within the tourism industry and customers must be established as some methods may have been destroyed and a wish list uniting all parties around a few key things articulated consistently. This time is likely to be frantic but is most important for the provision of human life. In phase two certain new realities will have influenced everyones thinking and there will be an urgent need to get customers travelling again. This is about tactical marketing to make sales and rebuild confidence, for example do you price cut or add value. The main things to focus on are making the case for financial support, lobbying for other measures which will help business with cash flows e.g. deferral of tax payments and providing good quality information to policy makers on how the crisis is developing. In the next three years (phase 3) it is necessary to wind down the crisis teams, promote the destination and focus on the return of the customer especially traditional customers. Systems changes will be now be being implemented and as we know new relationships will have formed which need to be nurtured. A recurring theme in crisis management is that of recovery and getting tourists back to the area and this is largely influenced by the medias response and so Beirman (2003) defines four steps in the marketing management of a destination crisis with the emphasis on how the crisis is managed in terms of the appearance projected. The first two steps are identifying the event or problem as a crisis or hazard with the latter just being a lower level problem that would not deter tourists in itself and establishing a crisis management team and defining roles, both which we have seen before. The difference is in the emphasis of the third step which is promoting the destination during and after the crisis, highlighting the importance of the media again in the recovery of a destination as crisis management is as much about dealing with human perceptions about the crisis and the management of a crisis as it is about physically resolving the crisis (Health, 1998 in Miller and Ritchie 2003). The last is monitoring the recovery and analysing the crisis experience in order to learn from the situation and improve their techniques. There are numerous crisis management frameworks or models available for companies and destinations to base their activity on. One suggested was by Heath (1998, from Ritchie 2009) known as the 4 Rs; reduction (risk management), readiness, response and recovery. Another was by Hystad and Keller (2006, from Ritchie 2009) which involved the stages; pre-disaster, disaster, post disaster and resolution. Santana (2003, from Ritchie 2009) nicely brought these similar strategies and others together and put together a two stage model of proactive crisis management consisting of signal detection, preparation and prevention and post crisis management involving damage limitation and recovery. The pre-crisis stages normally involve scanning the environment using a PEST (political, economic, socio-cultural and technological) analysis or consulting the countries foreign office for advice. It can be challenging to specify the danger precisely but even if you know what to look for provisions may not b e implemented. In 2002 post 9/11 there was widespread international recognition that the tourism industry may be a soft target for terrorists which should have prompted tourism industry bureaucrats to consider the possibility of an attack, however believing that Indonesian tourism enhances peace between nations the government were too optimistic that no incident would befall them (Andari, 2008). Even so there was no organisation learning, incapacity to improve or continuity in the institutions responsible for designing and implementing the recovery plans as they believed that it would never happen again, leading to private organisations doing a large bulk of the work, but in 2005 the second bombs struck (Andari 2008). Quite often this first stage does not occurs as we have seen but also was the case in turkey 2001 where the research findings reveal that neither the government nor private organizations had any plans for dealing with the crisis before or after the event (Okumus 2005). A pre-crisis success method is in the form of examining and risk assessments using maps which help identify the most vulnerable parts of a destination for example landslide maps in Brazil and Chile, and flood maps in the UK and Australia. Successful mitigation can also help to reduce the loss of human life and damage through physical measures like dams and cyclone shutters and through diversification if an area relies too heavily on tourism like the Maldives. The importance of plan creation is paramount like emergency plans and warning systems which are now in place throughout South East Asia, building codes in earthquake prone areas; the London 2012 Olympic Games have also had stringent terrorist attack simulations. Responding to the crisis itself requires coordination and control with its handling being essential to mitigate a crisiss impact. The 2001 Foot Mouth Outbreak in the UK and 2005 Hurricane Katrina were poorly managed with the former suffering as tourism was not perceived as a stakeholder leading to the allocation of resources to the agricultural sector. This disaster for the tourism industry was not the disease itself but the actions taken to eradicate the farming crisis and the media images associated with these actions (Miller 2003). The latter became the costliest natural disaster in the history of the USA (Knabb, 2005) due to reasons like a slow response at the federal level given there was some warning and time to prepare and a lack of overall control as discrepancies as to which body were in charge. In this stage of a crisis the media play a huge part to whether the area will recover and prosper in the near future. In regards to the very early stages of a crisis it is often not at all clear what the scale is, what the likely duration will be of solving it will be or exactly who has been affected. There may be many reporters on the ground, tourists who may phone or email contacts often providing video clips of the situation which are inserted into news broadcasts; in this way misinformation may spread. In the longer term, in managing the aftermath of a crisis when the immediate short term problems have been dealt with, the destination will turn to the media with a combination of advertising and public relations to communicate to their client base that the crisis has been resolved. This alongside marketing campaigns will be used to stimulate demand in order to fill some of the lost revenue. Essential is a quick response, consistency in the information given out and openness and honesty. The 1988 Lockerbie disaster and the two examples just discussed were examples of poor media communication however much better handled disasters were the 1989 Kegworth air di saster with the companys reputation actually enhanced ex post even though it was actually their fault and 9/11 with New Yorkers positive spirits documented and the Mayor as the spokesperson for the city. The final stage is that of recovery and resolution which has already been discussed in Faulker and Finks frameworks. The key elements are media and marketing communication getting tourists back to the affected area, physical recovery like infrastructure repair and sharing best practices in the reflection and learning process. As well as negative outcomes, crisis and disasters also have potentially positive results such as stimulus for research and innovation, economic and human development and the emergence of new markets. Some crises are largely restricted to the tourism industry and arose from problematic characteristics in its own operations. The origins of other crises lay completely outside the influence of tourism sector managers, and many of these crises devastated large areas and killed, injured or damaged many sectors of the local population or key infrastructure and industries. Thus we have seen the ever changing nature of the world and its population making tourism organisations and destinations more susceptible to crises and disasters, a more vulnerable industry in general with the potential for major impacts. This creates vast challenges for the industry however by establishing the phases of a crisis, disaster management techniques and strategies can be implemented to mitigate the impact of t hese, more often than not, catastrophic events.