What Are Some Obstacles You May Face as a Teacher Essay Example for Free

What Are Some Obstacles You May Face as a Teacher Essay What are some obstacles you may face as a teacher, and according to the context in this unit, how can you overcome these? Throughout their careers, teachers face many obstacles in their classroom that may hinder their teaching. These obstacles come in many different shapes and sizes. It is the effective and successful teacher who is able to overcome these obstacles while maintaining a happy, positive and joyful attitude. A teacher must remember that it is not the information they possess along with various skills that affects teaching, rather it the ability to overcome challenges in a positive manner that impacts on learning. Some of the many obstacles a teacher may face are; engaging unmotivated children in the classroom, promoting positive conditioning and reinforcement and accommodating those with development disabilities (Symonds, 1941). Keeping students motivated in the classroom and out is an obstacle many teachers will face. Unmotivated students tend to have negative attitudes, a general dislike for school, give up easily on set tasks and are the major cause of classroom disruption (Eggen Kauchak, 2010). These factors lead to students having a negative impact on other students in the classroom, thus making teaching difficult for the teacher. In order for the teacher to motivate these students, different theories of motivation such as behaviourist and humanistic must be implemented. These theories focus on motivating students through rewards and encourage them to reach their total potential not only as students but also as human beings (Eggen Kauchak, 2010). Although many critics believe that rewards send the wrong message to students about learning, many teachers use them as forms of motivation in the classroom. Rewards such as computer time, free time, praise and candy incite children to continue performing well. Also compassionate and caring teachers who care about their students both as human beings and pupils contribute to their motivation (Eggen Kauchak, 2010). When teachers show that they are concerned for their pupils, make time to talk to them individually, ask them about their problems and maintain high expectations in them, they are indirectly encouraging students to keep up their efforts and inciting them to do even better. Educators who display unconditional positive regard in their students, which, as defined by Eggen Kauchak (2010, p. 88) is, â€Å"the belief that someone is innately worthy regardless of their behaviour,† contribute to the personal growth of students as students accept their mistakes as part of their make-up and are encouraged to rise above them by challenging themselves to tackle academically stimulating assignments and activities and completing set tasks because they want to and not because they have to (Eggen Kauchak, 2010). Once the obstacle of engaging unmotivated students has been overcome, motivation levels need to be kept at a high at all times regardless of students performance. This can be achieved through positive reinforcement . â€Å"Positive reinforcement is the process of increasing the frequency or duration of a behaviour as a result of presenting a reinforcer† (Eggen Kauchak). In classrooms, teachers need to use positive reinforcers rather than show negative behaviour to encourage students to do better next time, repeat their good actions and increase positive behaviour. For example, Students are disappointed and miserable after performing poorly on a test. The teacher instead of telling the students off and pointing out all their mistakes, should give positive feedback to the students by telling them how well they performed in certain areas and where they improved. The teacher should then gently point out to the students the areas they had difficulty in without criticizing them and encourage them to partake in a class discussion on how they can improve in these areas. Then the teacher should present an incentive such as bonus points, stickers or a most improved certificate for those students who perform better on the next test. By using this approach, the teacher is giving both positive and negative feedback on performance and at the same time reinforcing students with a rewards incentive encouraging them to try their hardest next time. This type of reinforcement coupled with positive feedback tends to be the most effective (Jones, 2007). Another way teachers can offer positive reinforcement is by implementing the Premack principle. The Premack principle, named after David Premack is â€Å"the principle stating that a more-desired activity can serve as a reinforcer for a less-desired activity† (Eggen Kauchak, 2010, p. 69). Teachers often implement this strategy in their class sessions by offering them incentives to finish a certain task. In addition to the above positive reinforcement strategies, positive reinforcement also occurs through a teachers behaviour (Eggen Kauchak, 2010). When students are engaged in a lesson and indicate through their actions that they are involved in the lesson, then they are called on by the teacher to give their opinion on the topic as it is evident that they are fully aware of what is being discussed. Teachers who are able to implement positive reinforcement in their classrooms will ultimately get more out of their students than those who implement negative reinforcement . Another major obstacle teachers may face in the classroom is accommodating those students with development disabilities . Every individual being develops at a different rate and this is not any different for students. Students, regardless of being the same age or in the same year level tend to develop at different rates to each other. A common form of disability that is found in many classrooms today is intellectual disability . According to Fuchs, 2006; Nokelainen Flint, 2002, as cited in Eggen Kauchak (2010, p. 142), â€Å"intellectual disability is either caused by genetic factors, such as down syndrome, or brain damage to the fetus during pregnancy†. In order for teachers to be able to accommodate students with this disability they need to be aware of the characteristics of it as some of these characteristics tend to affect learning directly. These characteristics include but are not limited to; weak motor skills, underdeveloped interpersonal skills, poor memory, weak reading and language skills and little knowledge of the outside world (Eggen Kauchak, 2010). The theory relating to teachers overcoming the obstacle of having intellectually disabled students in their class is to include these students in the mainstream sessions conducted where instruction is modified to meet the needs of these students and help their social development (Eggen Kauchak, 2010). Case study shows and proves that students with intellectual disabilities want to participate in the same activities, be given the same reading material, handed out the same homework, issued the same judging criteria and be able to join in the same activities as their classmates. The same study showed that the peers of those with intellectual disabilities agreed with this as every child should be given a fair chance (Klingner Vaughn, 1999). Also, in order to ensure ease for teachers teaching those with intellectual disability and to ensure those students that have development disabilities receive the education they re entitled to, the federal government has set requirements that educators who teach students with disabilities must guarantee a free and suitable public education, instruct children in the least constricting setting, protect against bias in testing, include parents in developing each child’s learning program and develop an individually tailored education program of education for each student (Eggen Kauchak, 2010, p. 133). Teachers who adhere to these guidelines and take heed of the advice given and implement the findings of the case study will find that teaching those with development disabilities will no longer remain an obstacle. Rather it will become an educative and joyful experience . In conclusion there are many obstacles that a teacher will face in their teaching career. Their success will not be determined through avoidance of these obstacles but rather it will be determined through overcoming these obstacles in the most positive manner they can. Teachers who are able to develop motivation, promote positive conditioning and reinforcement and accommodate those with learning disabilities while keeping students successfully engaged and absorbed have indeed overcome some of the most difficult hurdles faced in their teaching career.

Body Language Essay -- Papers Communication Physical Essays

Body Language 1.1 What is Body Language? Body Language is the unspoken communication that goes on in every Face-to-Face conversation with another person. It tells you their true feelings towards you and how well your words are being received. Between 50% of our message is communicated through our Body Language 40 % tone of our voices and 10% only are our words. Your ability to read and understand another person's Body Language can mean the difference between making a great impression or a very bad one! Reading someone body language can help you in a job interview, that meeting, or special date! Every one of us has experienced the feeling of like this person and not dislike that person but without necessarily knowing why. There was something about them. We often refer to this as a hunch or gut feeling, two descriptions directly relating to our own body's physiological reaction. Everyone has experienced the feeling that they have just been lied to, haven't they? We all here during a conversation have experienced the feeling that someone is lying to us. The words of the conversation probably weren't what we noticed as a direct lie. It was more likely to be the body movements that showed he is lying to us. Darting eyes, palms not visible, shifting from one foot to another, hand covering mouth or fingers tugging at the ear are clues. All the clues are there. Our subconscious picks them up, and if we're lucky enough to be perceptive, decodes them and tells us that the words and gestures don't match! Whenever there is a conflict between the words that someone says and their body signals and movem... ... non-verbal indication that you are both thinking along the same lines. It's not always this obvious...Body positioning The easy way to tell whether the person you're talking to is enjoying the conversation: The person is standing facing you with their body and feet pointing towards you and mirroring your positions. The tell-tale signs that someone's feeling uncomfortable or not enjoying the conversation: The person's head is turned towards you and appears engaged in the conversation - smiling, nodding etc, but their body and feet are pointing away from you. If someone's body is turned away from you it will be facing the place where they'd rather be. If they're pointed towards another person or the exit then it's time to terminate the conversation or do something to attract their full attention.

Global Beer Market Trends Essay

At the turn of the century, the top 10 brewers accounted for just over one-third of global beer sales volumes. The past decade has seen a rapid consolidation, resulting in the top four brewers – Anheuser-Busch InBev, SABMiller, Heineken and Carlsberg – accounting for almost 50% of beer sales volumes and up to 75% of the global profit pool2. Consolidation has continued in the past 12 months with further transactions in Mexico and China. As the pace of consolidation slows in the future, organic volume growth is expected to come from developing markets along with value creation opportunities in developed markets. Alcohol trends Category trends show a dichotomy between developing and developed beer markets. With incomes rising in emerging markets, consumers have shifted from informal, often commoditised, unregulated forms of alcohol to aspirational, attractively branded and safer beer products. The period from 1999 to 2008 saw commercially produced beer increasing its share of total alcohol consumption in emerging markets by over 800 bps from 32. 8% in 1999 to 41. 2% in 2008 on a pure alcohol basis. The same period saw a moderate decline in developed markets to 35. 2% in 2008. The economic crisis caused an overall downturn in 2009 – one that was further exacerbated by government fiscal pressures leading to increases in beer excise and other taxation in order to raise funds. The consequent consumer price increases have constrained beer volume growth while favouring unregulated forms of alcohol. As the global economy improves, rising incomes continue to be a significant factor in developing beer markets as the category grows at the expense of illicit, high-alcohol spirits. In Africa, Latin America and Asia in particular, the rise in consumption is closely correlated to population and income growth3. Beer growth trends Over the past five years the beer category has maintained a compound average growth rate (CAGR) of 3. 5% globally. However, this reflects two very different pictures in emerging and developed markets with emerging markets growing at an average rate of 6. 8% while developed markets declined by 3. 4%. The largest contributors to this growth have been China (now the world’s largest beer market), Africa and Eastern Europe. Given the economic pressures, total global beer consumption grew by less than 1% in 2009. That said, strong growth trends continued in some key emerging markets. China recorded an increase of over 7%, despite being hampered by heavy snow and wet weather that affected consumer demand. Africa experienced robust growth of 4%, driven by Angola, DR Congo, Mozambique and Nigeria. In Eastern Europe, certain beer markets contracted in 2009 as rising unemployment and declining on-premise consumption halted growth. Regulatory challenges created further headwinds in markets such as Russia and the beer market there declined 6% as a result. Macroeconomic indicators improved in some markets in the last three months of 2009. However, the drivers of beer consumption such as falling unemployment and rising consumption expenditure are expected to lag behind the recoveries in GDP. North America, hit hard in 2009 by high unemployment, particularly among men of beer-drinking age, is expected to see only slight growth. Globally, the beer market is expected to grow by 1. 5% in 2010, led by a continuing strong performance in Asia, Africa and Latin America. China is expected to grow by 6. 5%, Africa by 3. 1% and Latin America by almost 3%. Western Europe is expected to continue the trend of declining beer volumes, driven by a shift in consumption to other beverages and the decline of on-premise consumption. Looking further ahead to 2014, the top 15 growth markets are forecast to deliver compounded annual growth of 3%. China is expected to account for more than 45% of this growth with the USA, Vietnam, Brazil, Ukraine, Russia, Mexico and Peru making up most of the balance. Beer segment trends Across consumer goods sectors in general, the trend towards premiumisation accelerated in the past decade but slowed in the last 18 months as economic conditions worsened and consumers reverted to mainstream and economy segments. As economies improve, the trend towards premium will resume as consumers become more willing to pay for authentic, more image-oriented brands that reflect their socio-economic and lifestyle aspirations. The premiumisation trend has not altered the fact that beer remains very much a local beverage in terms of both production and consumer brand preferences. International brands account for just over 6% of the world’s beer consumption and this proportion has changed little over the last 10 years. Rather, what has happened is that urbanisation and a growing middle class in emerging markets have led to the growth of local premium brands. These offer premium packaging, positioning and variety, but are sold at a price accessible to many more consumers than international imported products. The resulting scale and higher profit margins make this a very attractive industry segment. 1. All data sourced from Canadean unless otherwise noted. 2. BofAMerrilLynch report: Investing in Global Brewers 19 April 2010. Canadean, Internal analysis. Principal risks The principal risks facing the group, which have been considered by the board, are detailed below. The group’s well-developed risk management process is detailed in the corporate governance section of the Annual Report and our financial risks are discussed in the Chief Financial Officer’s review and in note 22 to the consolidated financial statements. Risk: Industry consolidation Context? The global brewing industry is expected to continue to consolidate, albeit more slowly, creating opportunities to enter attractive growth markets and realise synergy benefits from integration and to leverage global scale. Risk? Failure to participate in value-adding transactions; overpaying for a transaction; and failure to implement integration plans successfully after transactions are completed. Possible impact? Lower growth rate, profitability and financial returns. Mitigation 3. Potential transactions are subject to rigorous analysis. Only opportunities with potential to create value are pursued. 4. Proven integration processes, procedures and practices are applied to deliver expected returns. 5. Activities to deliver synergies and leverage scale are in place, monitored closely and continuously enhanced. Associated strategic priorities * Creating a balanced and attractive global spread of businesses. * Constantly raising the profitability of local businesses, sustainably Risk: Change in consumer preferences Context? Consumer tastes and behaviours are constantly evolving and competitor activity is increasing and becoming more sophisticated. Strong brand portfolios together with excellence in marketing and sales execution are required if we are to meet consumer, shopper and customer needs. Risk? Failure to ensure the attractiveness of our brands; failure to continuously improve our marketing and related sales capability to deliver consumer relevant propositions. Possible impact? Market positions come under pressure, lower volume growth rates and profitability. Mitigation 6. Ongoing focus on building our marketing and sales capabilities through continued roll-out and enhancement of the SABMiller Marketing Way. 7. Ensuring that our brand equities remain strong through relevant innovation and compelling marketing programmes. 8. Ongoing evaluation of our brand portfolios in every market to ensure that they target current and future opportunities for profitable growth. Associated strategic priorities * Developing strong, relevant brand portfolios that win in the local market. * Constantly raising the profitability of local businesses, sustainably. * Leveraging our skills and global scale. Risk: Management capability impairment Context? We believe that our people are our enduring advantage. It is essential therefore that we identify, develop and retain global management capability. Risk? Failure to develop and maintain a sufficient cadre of talented management. Possible impact? Potential lower long-term profitable growth. Mitigation 9. Effective and well-developed strategic people resourcing and talent management processes. 10. A strong culture of accountability, empowerment and personal development. 11. Standardisation of key processes and best practices across the group through the roll-out of the SABMiller Ways. Associated strategic priorities * Developing strong, relevant brand portfolios that win in the local market. * Constantly raising the profitability of local businesses, sustainably. * Leveraging our skills and global scale. Risk: Regulatory changes Context ? The alcohol industry is coming under increasing pressure from regulators, NGOs and tax authorities as the debate over alcohol consumption continues in many markets. Risk? Regulation places increasing restrictions on pricing (including tax), availability and marketing of beer and drives changes in consumption behaviour. Possible impact? Lower profitability growth and reduced contribution to local communities in some countries. Mitigation 12. Rigorous adherence to the principle of self-regulation backed by appropriate policies and management review. 13. Constructive engagement with government and all external stakeholders on alcohol-related issues. 14. Investment to improve the economic and social impact of our businesses in local communities and working in partnership with governments and NGOs. Associated strategic priorities * Creating a balanced and attractive global spread of businesses. * Developing strong, relevant brand portfolios that win in the local market. * Constantly raising the profitability of local businesses, sustainably. * Risk: Raw material volatility * Context ? Recent volatility in the supply and pricing in some of our key raw materials. * Risk? Failure to obtain an adequate supply of brewing and packaging raw materials at competitive prices. * Possible impact? Lower profitability and occasional supply disruption. Mitigation 15. Contractual agreements with suppliers covering multiple time horizons, combined with an active hedging programme. 16. Programmes to support development of local sourcing for certain key commodities, such as barley, in Africa, India and Latin America. Associated strategic priorities * Constantly raising the profitability of local businesses, sustainably. * Leveraging our skills and global scale. * Risk: Economic environment * Context ? Recent global recession with weak GDP growth projected in 2010. Uncertain economic growth and rising unemployment have resulted in weak consumer demand which has, in some cases, been compounded by currency weakness. * Risk? Our marketing, operating and financial responses may not be timely or adequate to respond to changing consumer demand. * Possible impact? Lower short-term growth rates and profitability. Mitigation 17. Actions to restructure operations in certain countries to reflect current or expected deterioration in local economic conditions. 18. Maintaining and extending our local industry leadership positions through appropriate investments in our brands, focus on local execution and development of commercial capability. 19. Increased emphasis on cash flow management. Associated strategic priorities * Creating a balanced and attractive global spread of businesses. * Developing strong, relevant brand portfolios that win in the local market. * Constantly raising the profitability of local businesses, sustainably. * Risk: Delivering transformation * Context ? The group has begun executing a major business capability programme that will simplify processes, reduce costs and allow local management teams to enhance focus on their markets. * Risk? Failure to execute and derive benefits from the projects currently under way. Mitigation 20. Senior leadership closely involved in monitoring progress and in making key decisions. 21. Rigorous programme management and governance processes with dedicated resources. Associated strategic priorities * Constantly raising the profitability of local businesses, sustainably. * Leveraging our skills and global scale. * * Possible impact? Increased project costs, business disruption and reduced competitive advantage in the medium term.

Tesco Customer Services And Meeting The Needs And...

In this assignment I am going to produce report which identifying the expectation of client for my chosen organisation which Tesco and I will link the expectation of client to the organisation and the method they use to provide the Services and meeting the needs and expectation of the customers. How the organisation provides customer services. Tesco is worldwide organisation which is well known in providing services to their customers, the organisation is been operating since the early 1924 providing services to consumers. Tesco provide their services to its customers, there are many type of services that Tesco provides to its customers which are fast services it s called the 24 hours services which is aimed at customers who don t have enough time to shop around as they work at night and sleep throughout the day so their time is limited so this a huge services that Tesco are providing to its customers. â€Å"Three million Britons are working night shifts – and endangering their health† The Newspaper Independent has published an article which confirming that 3 million employees in the United Kingdom are working night time. The 24/7 hours services that Tesco provides is a great innovation that they introduce which is also beneficial for the customers who are working night as they don t have time to go for grocery shopping so Tesco has introduced a services which is called the 247 services for its customers this shows how Tesco are thinking ahead from their competitors andShow MoreRelatedTesco - Customer Service Essay1619 Words   |  7 PagesTesco Ââ€" Customer service Customer service is the most important aspect of any business. Without an adequate relationship with its consumer base, a company is at an enormous disadvantage. Todays world competition is very strong in every kind of businesses. Every organisations must provide high quality products or services in order to survive, however their competitors also providing the same or comparable products or services. 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