Outline and assess the view that the role of education...

Outline and assess the view that the role of education system is to justify and reproduce social inequalities (50) The view that the role of educations system is to justify and reproduce social inequalities is one from a Marxist perspective. They believe that capitalism creates inequality and allows those with wealth to keep theirs. Bowles and Gintis argue that there is a very close relationship between education and work. This is called the correspondence principle. Bowles and Gintis argue that in a capitalist society they are known to give children different types of education based on the class than on their actual ability. Meaning that schools will give working class children a different type of education in comparison to middle†¦show more content†¦Children at these schools are more likely to be taught to be more in command of the situation that they are in. Bowles and Gintis also reject the idea that the education is meritocratic, and providing equal opportunities for everybody. Middle class children will gain high qualifications and receive higher pad jobs because of their ability but also through their large quantities of cultural capital. Whereas working class children may not have the same opportunities to receive cultural capital this creating inequalities within the education system, much like the class system. This is called cultural reproduction. Bourdieu believes that education reproduces the culture and class system. It shows the importance of the upper class culture and therefore reinforces the power those have over the working class. They are allowed to do this by basing the education system off cultural capital, whilst the culture that the working class children are receiving is not on the education system and therefore they lose interest. Bourdieu believes that education has been developed by the bourgeoisie and therefore the working class have never had any real ownership on the education system they are forced to be a part of. However functionalists believe that the education institution is there and built for a reason, that it affects and benefits both theShow MoreRelatedRacism and Ethnic Discrimination44667 Words   |  179 PagesDevaluation of local knowledge 43 5.3.7 Reproduction of racism in artistic production 43 5.4 Manifestations of ethnic discrimination in the social sphere 43 5.4.1 Lack of socio-demographic information 44 5.4.2 Social exclusion 45 5.4.3 Discrimination in health care 45 5.4.4 Discrimination in churches 46 5.4.5 Discrimination in education 47 5.4.6 Discrimination in processes promoted by international cooperation agencies and development aid 48 5.4.7 Discrimination through theRead MoreOrganisational Theory230255 Words   |  922 Pagesand provides an advanced introduction to the heterogeneous study of organizations, including chapters on phenomenology, critical theory and psychoanalysis. 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Mary Shelleys Frankenstein - Societal Prejudices Essay

Societal Prejudices in Frankenstein Mary Shelleys novel, Frankenstein, sheds light on the importance of appearance through the tale of an unwanted creation that is never given a chance by society. Ironically, the supposed beast was initially much more compassionate and thoughtful than his creator, until his romantic and innocent view of the human race was diminished by the cruelty and injustice he unduly bore. Not only does the creature suffer the prejudice of an appearance-based society, but other situations and characters in the novel force the reader to reflect their own hasty judgment. The semi- gothic novel includes several instances of societal prejudice that include the isolation and outcast of Frankensteins creation,†¦show more content†¦The disappointment is not only irrational, but also shows his further jaded ideal of perfection in the fact that he considers ugliness a weakness. If that were true, ugliness would be the creatures only weakness, as the story goes on to tell of the selfless acts of kin dness the creature administers. Victor describes his supposed miserable failure as a deformed monster when he says His yellow skin scarcely covered the work of muscles and arteries beneath; his hair was of lustrous black, and flowing his teeth of pearly whiteness; but these luxuriances only form a more horrid contrast with his watery eyes, that seemed almost of the same color as the dun-white sockets in which they were set, his shriveled complexion and straight black lips (56; ch.5; vol.1). Later, Victor sees the creature after a long period of his aimless roaming, and he trembled with rage and horror (95; ch. 3; vol .2). Victor wished to engage in mortal combat because he had a faint premonition the creature might have possibly killed his son. 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Disney Case Analysis free essay sample

It is 1984, and Disney is the target of a potential takeover by notorious greenmailer Sual Steinberg. Disney is faced with the option of fighting the takeover through the courts and media, or to repurchase Steinberg’s shares, in effect, giving in to his greenmail attempt. However, there are many other important issues which are facing Disney. These range from Disney’s abysmal return on investment in recent theme park investments, to the complete failure of Disney’s motion picture division, to Disney’s alarmingly high dividend payout rate. In the following four sections, we will address these four issues Disney faces and recommend solutions to improve the financial health of Disney. Theme Parks Issue Recently, Disney has been following a bad investment policy. Disney invested a total of $1. 9 Billion in Epcot over a 6 year period and has increased its capital expenditures on theme parks by a total of $1. 277 Billion from 1981 to 1983. Despite these massive investments in its theme parks, Disney has only earned a return of 4% on Epcot and an overall return on Theme Park assets of 6% in 1983. Disney needs to find a way to more efficiently invest its capital and produce greater returns on its investments. Analysis In order to understand why Disney’s Theme Park investments have been so unsuccessful, we must analyze a number of different contributing factors. Why Disney is investing in Theme Parks? In order to understand why Disney is investing in Theme Parks, we need to take a look at the financial results of Disney’s different segments. Out of Disney’s 3 segments, Entertainment and Recreation (or theme parks) is Disney’s only segment which is nicely growing its profits in addition to attaining a healthy profit margin. Motion pictures is currently suffering, and actually losing money. Whereas, Consumer Products is producing profits and holding the greatest profit margin, however profits are not growing significantly. After looking at this analysis and nothing else, it appears as though Entertainment and Recreation is Disney’s most profitable segment and the one which they should be investing in. This is exactly what Disney is doing. Why are additional Theme Parks are the Wrong Investment? Before the expansion on new theme parks, Disney’s older theme parks had enjoyed much success. As recently as 1978, Disney’s Entertainment and Recreation segment had experienced a return on assets of 15. 7%. However, as Disney introduced new theme parks, they reached a point where the optimal supply of theme parks had surpassed the demand. This â€Å"oversupply† of theme parks can be seen by taking a look at the United States Demographic data provided in the case. First, it must be understood that Theme Park attendance, and in turn revenues, are driven by the younger demographic. According to the information above, the population group that drives Theme Park revenues (0 to 14 years old) is actually shrinking from 1970 to 1995. This represents a decrease in demand for Disney’s Theme Parks. Yet, at the same time, Disney is investing in and opening new theme parks. Essentially, Disney is increasing the supply despite a decrease in demand. This is counter intuitive by any economic standard. To further back the claims that Disney’s increased investment in theme parks is a bad move; let’s quickly analyze some measures of financial performance for their theme park segment. Clearly, the Entertainment and Recreation segment has experienced an abysmal return on assets recently. These numbers are even more disappointing when considering the Entertainment and Recreation segment produced an ROA 15. 7% as recently as 1978. Disney has made the wrong move in investing heavily in additional theme parks despite the population decrease in its main customer segment. In order to improve Disney’s position, it must make some changes. Suggested Changes Overseas Theme Parks The demand for additional theme parks does not exist in the United States, as can be seen from looking at the demographic data above. Therefore, there is no reason for Disney to continue expanding and investing in additional United States theme parks. Disney needs to immediately stop United States theme park expansion. However, this does not mean that Disney must stop investing in theme parks altogether. Disney should look to other countries where there is a demand for theme parks. By looking for countries where the demographics are in their favor and there is sufficient demand without oversupply, Disney can begin to earn sufficient returns on their theme park investments. Management Change Disney’s management should have foreseen the downside of overexpansion. It’s even possible that management did realize the lack of demand, however they may have wanted to extract us much demand as possible by building more theme parks. Either way, the decision to invest so heavily in theme parks despite their main market segment shrinking for the foreseeable future is incomprehensible. Earning a ROA of 6% in 1983 on theme parks assets when a 1983 T-Bill earns 8. 86% shows an abysmal utilization of assets. Management responsible for the decision to invest so heavily in theme parks needs to be fired from the company. Implementation How to Expand Overseas First, Disney needs to conduct market research in numerous modernized foreign countries. The focus of this research needs to be on the demand levels for a theme park, and whether the demand outweighs the current supply of theme parks in each country. Once Disney chooses the country with the most favorable supply and demand situation, it can begin analysis to determine whether or not they should actually construct a theme park in that country. They will estimate costs and future cash flows in order to conduct a NPV analysis in order to determine whether or not Disney should actually construct a theme park in that country. How to Implement Management Change Ask around management, and conduct interviews with high level managers in order to determine who was responsible for the decision to invest more heavily in theme parks. Once you have identified the main individual or individuals responsible for the decision, you let them know that they are being let go for their ineptitude. Then, search for top management at other similar companies (or any promising prospects within Disney) to fill the open positions. Motion Pictures Issue The motion pictures business has been historically one of Disney’s strongest segments since the company was founded. Over the years, classic films like Snow White and Cinderella have provided valuable revenue streams for the company. Films have accounted for a significant amount of Disney’s earnings and had a large impact on the performance of the company. However, in recent years the motion picture segment’s performance has been lackluster and recording an operating loss of $33. 3M in 1983. The recent failures in the motion picture segment had a profound ripple effect on Disney’s financial performance. Just two years ago the same division boasted a 17. 59% profit margin and operating income of $34. M. Analysis The recent missteps can be attributed to a failed TV channel startup, lack of a blockbuster movie hit, and the cancelation of a new Disney TV show on CBS. Although the film industry in general was suffering in 1983, the performance of Disney’s motion pictures division was abysmal. Suggested Changes New Management Performance in this division has steadily declined over the past three years. New talent needs to be brought in to help revitalize this division. Disney has been a household name since the advent of cinema and should not be lagging behind their rivals. Management needs to be held accountable for these failures. Increased Investment in Film Disney has arguably been one of the most successful film companies in the world since it was started in 1923. Creating, distributing, and selling films have been a core competency of Disney for many years. Disney needs to invest more money into creating innovative films and future blockbusters. For the past several years, there has been a disparate amount of funds invested into their park business compared to the motion picture segment. Disney needs to focus on their core competency of film and invest into motion pictures. Historically, this business has proved to be lucrative and these additional resources will help finance future blockbuster movies. Implementation How to Acquire New Management Currently, many of the Disney executives worked under Walt Disney, himself, and often won’t accept projects due to the reasoning that â€Å"Walt wouldn’t do that†. It is hard for creative talent to come up with great ideas and have them put down without any reasoning, other than a dead man wouldn’t have approved their ideas or projects. The current executive’s ties are too strong to the late Walt Disney and at least some of them need to be replaced with fresh blood. Fire the executives who are the most repeat offenders of the above mentioned offense. In order to replace them, we suggest that Disney looks to other top movie studies for executive talent. How to Increase Investment in Film While Disney is halting its theme park expansion in the United States and conducting market research overseas for new sites, a lot of additional capital will be lying around waiting to be invested. Once the new executives are in place, we suggest that Disney allocates a considerable amount of its free capital to motion pictures and see what kind of results that its newly hired executives can produce. Dividend Policy Issue One of the many vital points of interest that Ron Miller must address as Disney moves into the future is making a decision on its dividend policy. When looking at the dividend policy of the company, it is critical to conduct a financial ratio analysis of the company. Upon doing so, certain trends can be noticed. One of these noticeable trends happens to fall within the dividend payout rate. For over a decade, the dividend payout rate fluctuated only slightly staying in the range of 4% to 8%. Then beginning in 1978, the dividends began to increase exponentially arriving at a rate of 44. 4% only five years later in 1983. This five year spike in the dividend payout rate has come at the same time as the earnings per share continue to fall. This immediately should raise concerns for the financial security of the company. Analysis In deciding on a dividend policy, it is crucial for the company to decide how growth oriented it would like to be. Speaking simply, the mor e dividends Disney decides to pay out, the less retained earnings it has to put into future positively valued projects. This can be seen in the company’s sustainable growth rate. Calculating for 1883, the growth rate is only 3. 70% Given the large dividend payout rate of 44. 44%, Disney cannot grow with retained earnings at anything more than a modest 3. 70%. If Disney wanted to grow more than that, it could consider taking on more debt. The company has historically been averse to taking on too much debt and will most likely want to continue that trend into the future. If Disney wants to continue to grow without taking on debt, the company will need to consider lowering the dividend payout rate. Suggested Change Lower Dividends To align the dividend payout rate more closely with earnings per share along with setting the company up for more future growth projects, it is crucial in Disney’s financial planning that they cut back the dividend rate. It is our suggestion that Disney reduces its dividend so that its dividend payout ratio is in line with its historic payout of about 7. 50%. This will require Disney to cut its dividend down to $. 20 per share (based on 1983 EPS of $2. 70 per share). Decreasing the dividend to $. 20 per share would nearly double Disney’s sustainable growth rate, increasing it to 6. 16%. As a result, Disney would be able to finance more projects through retained earnings and continue to keep its leverage down. Implementation How to Lower Dividends Obviously, shareholders are not going to be happy to hear that you want to cut the dividend by 83%. This is why you have to issue a press release for general shareholders and at least a conference call or meeting with major shareholders to inform them of your intentions. During the conversation with shareholders, you are going to have to explain how it was a mistake in the past to increase dividends as earnings per share continued to slide. Let the shareholders know that you are going to correct this mistake now, rather than letting it continue to slide. Finally, mention that decreasing dividends will also help Disney remain a financially healthy company by keeping its debt low. Corporate Takeover Attempt Issue Possibly the most important issue faced by Ron Miller and the leadership of Walt Disney Productions is the imposing takeover attempt by well-known corporate raider, Saul Steinberg. This attempt has been sparked by Walt Disney’s current financial situation and performance. Currently, Disney seems to be an ideal target for a takeover. Disney has a great amount of cash on hand, totaling about $18 million. This, along with Disney’s underperformance and inefficiencies, are strong motivating factors for Steinberg’s attempt. It is likely that Saul Steinberg believes Walt Disney Productions to be undervalued. This is a conclusion shared by most raiders about the targets in takeover attempts. Disney is currently trading at $50 per share. Steinberg just initiated a tender offer for 49 percent of the company for $67. 50 per share. This is where Ron Miller must face a difficult decision by giving in to the greenmailing attempt by agreeing to purchase back Steinberg’s shares at a premium, or letting Walt Disney Productions fall victim to a takeover. Analysis It is essential for the future of Disney for us to examine the value of the company. From there, Disney must decide at what price, if any, should they buy back Steinberg’s shares. As stated earlier, Disney’s stock has been recently trading at $50 per share. (Graph) For our analysis of valuing the company, we calculated a WACC of 16. 6%, as well as three different possible growth rates of 8%, 11%, and 13%. From these calculations we were able to surmise an estimated company value of $68. 12 per share. This would lead us, as well as Saul Steinberg, to believe Disney to be undervalued. Recommendation Don’t Buy Steinberg’s Shares To successfully ward of Steinberg and his attempted takeover, Disney must offer him a hefty premium for the purchase of his shares. With his ownership of 12% of the company and his recent attempt for 49 percent of it, a pivotal decision must be made. However, after valuing the company and weighing possible options, we have come to a recommendation. For the sake of both the shareholders and stakeholders of the company, it would be not be wise to buy the shares owned by Saul Steinberg. A decision to succumb to Steinberg’s greenmail would greatly cripple the company from a financial standpoint. If Disney were to buy his share of the company, investors would experience a huge decline in their shares. Such a decision would be made solely to preserve the jobs and welfare of top managers of the company. Disney would be failing to maximize shareholder value, thus weakening Disney’s position in the market. We concluded that in order to avoid the takeover attempt, Disney would have to pay Steinberg $69 per share. This is $0. 88 more than our estimated value of the company and a 38% premium with respect to the current share price. This would leave Saul Steinberg with $289. 8 million, or a profit of $24 million at the expense of Disney’s shareholders. Implementation Don’t Buy Shares, Improve Company Instead of buying the shares, Disney should focus on cleaning up its act as a financially sound company, as well as a leader in its respective industries. With the likely replacement of Ron Miller and top executives, Disney would find itself in a position to change its current business policies. Disney is already highly capital intensive, with the recent increased spending on theme parks. The company should not be acquiring more debt by purchasing two new companies with no apparent synergies. Disney should immediately dump these unwisely obtained businesses. The money from these sales would enable Disney to invest in new business ventures, like expanding abroad and tapping into new markets.

John Ruskin College Essay Example

John Ruskin College Essay John Ruskin College is a sixth-form college for students aged between 16-19 years old. It has been running since 1989. John Ruskin started as a commercial school in 1920, became a boys grammar school in 1947 and then became a comprehensive mixed 14-18 high school in 1971. On 1st April 1993, it ceased to be a maintained sixth form college and became an independent corporation within the Further Education Sector, funded by the Further Education Funding Council. The college has more than 1300 full time 16-19 year old students on role with around 700 adults taking part-time courses each year. John Ruskin is one of the largest providers of A-Level courses in South London. The majority of its full time students come from Croydons secondary schools; with students also coming from Croydons surrounding schools as well as foundation and independent schools. The college currently employs approximately 140 teaching and support staff. The college has an impressive overall pass rate of 93%. The college will be the first in South London to run its very own football academy in association with Protec, a company that specialises in football coaching. The course is aimed at talented young footballers who have the potential and determination. Task 2 Professional development and training involves updating the knowledge and skills need for staff to do their work on a continuous basis. This could be through retraining for the job at hand. Due to the dynamic nature of the modern global business environment, human resources planning must be continuous. The key reasons for change in human resource development in John Ruskin College are: We will write a custom essay sample on John Ruskin College specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on John Ruskin College specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on John Ruskin College specifically for you FOR ONLY $16.38 $13.9/page Hire Writer New technology technological change in the world is happening all the time. Most, if not all workforces have been introduced to new technology in the form of updated systems. Updated systems will result in achieving goals quicker. Examples of technological change in John Ruskin College include changing over from blackboard to whiteboard to the recent Smartboard. Another technological change is from typewriter to computer, making writing essays, presentations and reports much easier and quicker to complete and edit. Also, calculators have been a major technological change to 30 40 years ago when either mental arithmetic or an abacus was implored to solve problems. The implications for the HR department in John Ruskin College are that they would need to bring in consultants to train staff on how to use the new technology being used. They could also send their staff on courses to learn how to use the technology as well. They would also have to invest in technology continuously, as all businesses need to keep up or else they will die. Workforce demands workforce demands should prompt HR to make sure that John Ruskin College has the right amount of staff with the skills to match. Even though there have been many changes at work that has improved the workforce, there are also employee expectations that will need to be improved. Employees will demand better working conditions and job satisfaction as well as flexibility where possible. They could also demand suitable training development and rewards to satisfy employees and to make sure that highly skilled and experienced teachers already within John Ruskin College are retained. Also, there are qualifications that are needed to teach nowadays, whereas 30 40 years ago there were no skills or qualifications needed at all. Teachers will also want improved pay as they are acquiring new skills ; qualifications and will therefore demand better terms or else they will leave the college if they get otherwise. The implications for the HR department in John Ruskin College are that they would have to offer incentives such as job security in order to keep staff happy and feel comfortable in their job. They could also offer extra training to boost staff skills levels. Development of the curriculum the variety of the courses 30 40 years ago was very slim. There were limited courses available. Nowadays, there are many new courses and trendy subjects to choose from. 30 40 years ago, the only subjects available were Maths, English, History, Geography etc. Nowadays, there is a wide range of vocational courses including Economics, Media, Film Studies, Law, Psychology and many more. Also, there has been a change in the name of courses, as we are moving with modern times. Work experience/placements has also been incorporated into the curriculum in order to give student a taste of how the workforce operates, whereas, in contrast, this was not available 30 40 years ago. The implications for the HR department in John Ruskin College are that they would need to recruit more staff to teach certain subjects, as most staff are not general teachers. They would also need to recruit staff to run activities such as enrichment within the College. Another implicati on could be that they may have to gain investment from the Government for recruitment to fulfil the Colleges needs Expansions and mergers mergers occur when companies combine into one company, therefore, making existing skills redundant due to there being too many of the same skills available. Expansion could involve introducing new departments or courses into the curriculum or opening other branches of John Ruskin as well as having the backing of the Government through investment. John Ruskin College has expanded by opening a new gym/fitness suite, science block and nursery. The implications for the HR department in John Ruskin College are that they would need to recruit skilled staff to run the department where qualified. However, there could also be redundancies in the case of a merger, as some of the skills of staff may not be needed anymore. Another implication could be that they may have to gain investment for recruitment to fulfil the Colleges needs When change is needed, the implications of these changes for human resource development must be assessed. These changes in education in John Ruskin College could also have effects on its employees. The effects are: Team working as a result of any changes made, the employees at John Ruskin College may have to move into a different department or team within the workforce. This could lead to possible job sharing or even more workload for the employees as a result. Changes to working methods as a result of any changes made, the employees at John Ruskin College may have to work in a different manner compared to the way they used to. This could lead to disagreements with management. New skills as a result of changes made, the employees at John Ruskin College will need extra training or retraining to improve their skills. For example, teachers will need to be trained on how to use Smartboard, as there is a big transition from the whiteboard. Redundancies as a result of changes made, the employees at John Ruskin College could be made redundant, as they may not be needed to carry out specific jobs at hand. Teachers are replaced with technology because it may be so advanced. Also, these changes in education in John Ruskin College could also have effects on its management. There are approaches management could take to ensure that the changes made are smooth. This could be by: Planning this involves looking and finding the areas that need to be changed within John Ruskin College. Once the problem has been found, a programme of change needs to be organised in order to find a solution. Implementation this involves carrying out the necessary changes that were deliberated on earlier. Once the programme is carried out, managers can help individuals to overcome any resistance, if any, to change by involving them at every stage of the decision making process and keeping them informed of what is happening at each stage of the process, including making them aware of the options open to them. They could also hold regular meetings to keep them up to date on proceedings. Control this involves making sure that the change implemented is carried out properly. It also involves talking about the current situation and where you want to be or what you want to achieve at the end of the phase. Review this is carried out when the programme of change is completed. This involves analysing the new situation at present and finding out what should the next phase of development be. Raising skills levels as a result of changes can reap many benefits to John Ruskin College and its staff. The benefits to John Ruskin College are: Meeting aims ; objectives raising skills levels could result in them achieving their targets for the year. When staff are given the opportunity to train, the College is helping itself to finish tasks quicker, therefore, achieving success. Improved reputation/image raising skills levels can have a positive outlook and the College will be seen as a respected institution. If facilities and training within the College are improved and students are achieving, the College will gain a good reputation through its results and will display a good image to the public. Once reputation is improved, it will have to recruit more staff, thus, enabling growth. An example of this within John Ruskin College is the number of courses that have grown over the years. Business ; IT and Health ; Social Care are the largest departments in the College and they accommodate over 200 students. As the departments grow, they will need to recruit more staff to run them efficiently. Higher standards when skills levels are raised, the standards of education will improve. If teachers are trained all the time, they will be better equipped to teach and students will be able to pass more easily. This would also benefit John Ruskin College because their league ranking among other institutions will improve. Attract new staff good results and excellent facilities will definitely bring in highly skilled and experienced staff to the College when skills levels are raised. When potential staff looks at the performance of the College, they will want to be a part of the success also. Therefore, having a highly skilled workforce will boost the profile of the College even further. An example of this within John Ruskin College is the number of courses that have grown over the years. Business ; IT and Health ; Social Care are the largest departments in the College and they accommodate over 200 students. As the departments grow, they will need to recruit more staff to run them efficiently. Improves recruitment when the College is performing well, there will be a high demand of people wanting to come to the college. More students will want to come to the college because of the reputation and results and potential staff would be keen to come to the college for the same reasons. The benefits of raising skills levels as a result of changes to staff are: Increased motivation staff will be motivated to work at a higher level once they have the acquired more skills. They will also be motivated to better the results they achieved the previous year. Career progression staff will want to move up within the College when they have achieved results. They want to be given the opportunity to go to the next level and gain promotion by gaining the right skills to do so. John Ruskin College have in place a career structure that people can work towards. For example, there is an opportunity to climb the promotion ladder, from teacher to assistant team manager to team manager. Gaining experience staff will be able to gain work experience from the training they will receive to carry out their jobs effectively, whether it be on-the-job or off-the-job. By gaining experience, they will be better equipped. The College makes an effort to have a programme of training 3 or 4 times a year, in the form of Inset Day. It involves all staff within the College and is compulsory. This is done on-the-job. Task 3 When there is a need for change, there is a process that identifies this. Identifying training needs to meet John Ruskin Colleges objectives involves imploring 4 key stages: Skills audit this involves assessing the skills of staff already in John Ruskin College. This is very important, as it helps the College to have an idea of the training, qualifications and experience that staff have acquired. A skills audit can be conducted through consulting with other departments to see what staff have achieved and what kind of training they have received. It can also be conducted through job shadowing, where you can observe how the staff carry out their duties. The College could also look at HR records where there are details of the job description and qualifications of staff. Through job descriptions, you can find out and identify the skills the person may possess, even though those skills may be inactive while working for the College. By unearthing the skills that some staff may possess, it could help make the change easier, as it could save time and money. Through job shadowing, you can find out what work staff are actually doing in the job and judge whether t hey are doing more or less than the job description entails. Analysing the workforce this involves looking at what type of staff the College has. The majority of the staff at John Ruskin College is full-time permanent, whilst the minority are part-time or temporary. Analysing the workforce also includes looking at particular staffing groups within the College e.g. those looking to retire, those looking to be retrained, those on temporary/part-time/full-time contracts etc. For this, plans must be put in place to recruit new employees to take over from those that will retire, provided the job will still exist. The College look at staffing groups to see if they can save time and money, for example, if staff are looking to retire, they will not want to retrain them just before they do so because they will want to save costs. They also look at staffing groups to see how much they will have to spend on people that retire. Identifying gaps this involves finding out what skills will be needed in the future within the College. This is very important, as the College will need to invest in retraining their staff in order to progress. Also, staff within the College may have to move to a different job role at a result of skills levels that are required. Allocating staff in an efficient way ensures that the workforce is developed to meet the business aims in the future. Identifying gaps also looks at who needs to be multi-tasked within the College. This involves training to do more than one task at a time in order to improve flexibility when change comes into effect. Developing a strategy this involves planning a programme of training to meet those needs for the development of the College. This is very important, as the College will need to draw up a scheduled programme of what to do, when to implement it, who to train first, when to train, where to train (internal or external) and find out if the resources for this programme are available. The College will want to identify whom to train first, as it will enable them to separate those that will retire and those that will remain in the College, thus, saving time. The College will want to identify where to train so that they can make the necessary provisions to do so. If it is external, they will want to make sure they have made contact with consultants regarding the training if their staff. The College will also want to identify if there are resources available for them to carry out the training e.g. PCs and training rooms if the training programme is internal or the funds to hire consultants to run training sessions if the training programme is external. Task 4 Training is the provision of instructions or education to someone about how to carry out specific tasks. It is usually for work-related tasks and can be either on-the-job or off-the-job. There are various training roles used within John Ruskin College and they hold various responsibilities. They are: Quality manager their role is to monitor and improve the quality of training ; staff development given to the staff in the College. Their responsibilities include meeting with line managers to discuss training needs, organise and arrange training for staff, either internal or external and finally, to get feedback from staff regarding development training. Their training role in John Ruskin College includes on-the-job and off-the-job training, for example, off-the-job training will involve training sessions run by external consultants. This will involve team members being taught how to use application such as Moodle and EAMS. On-the-job training includes job shadowing, where they can work with and watch another colleague and learn about the job. HR Manager their role is to follow practices and policies that deal with recruitment and selection of employees. Their responsibilities include developing and updating training programmes, remuneration, organising planning and development, maintaining staff welfare, improving performance and productivity, pay and fringe benefits, ensuring that labour laws, wage agreements and conditions of service are followed. They also play a vital role in negotiating with trade unions and employees associations and creating good relationships between managers and employees. Their training role in John Ruskin College includes off-the-job training, for example, off-the-job training will involve external courses. This will involve receiving updates on curriculum development i.e. BTEC may refresh a particular course and teachers have to be able to know what to teach. Another example of off-the-job could be receiving training from external consultants, where staff could be taught teaching and learning skills as well as how to deal with disabled people. Mentors their role is to help their mentee achieve something and find the right direction. Their responsibilities include managing the development of the relationship with the mentee, encouraging and motivating its mentee to accept challenges and overcome difficulties, allow adequate time to interact with the mentee, be able to resolve conflict and give appropriate feedback and be able to give a mentee encouraging feedback. Mentors should also endeavour to maintain regular contact with the mentee. Their training role in John Ruskin College includes on-the-job training, for example, observation, where they can watch another colleague and learn about how things are done in the job. Line managers their role is to control the activities of employees directly below them. Their responsibilities include carrying out risk assessments or ensuring that the person delegated to carry out the risk assessment is competent, ensuring that employees or visitors under their control are given suitable and sufficient information, training, instruction and supervision, taking a positive approach to considering staff requests for flexible working conditions; and seeking advice from the HR Manager about options for accommodating needs that have merit but is not covered by existing policies. Their training role in John Ruskin College includes on-the-job and off-the-job training, for example, off-the-job training will involve in-house courses. This will involve team members being asked to each others on how to operate something. Another example of off-the-job could be computer-based training, where staff could be taught how to use application such as Moodle and EAMS. On-the-job trai ning includes job shadowing, where they can work with and watch another colleague and learn about the job.