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Critical Instructional Components For Helping Students Learn

Introduction One of the identified critical instructional components for helping students learn to read is vocabulary. Since the National Reading Panel (2000) and the National Early Literacy Panel (2009) reported that strong early oral vocabulary knowledge is a predictor for later successful reading outcomes, an increased research and teaching focus in this area has arisen. The achievement gap that is a central concern in education and society today is associated to a â€Å"word gap† that begins early in life. Hart and Risley (1995) identified in their seminal study that by the age of four, children from low-income families hear 30 million less words than their peers from professional families. Although there are some researchers that†¦show more content†¦The guiding questions are: What are the characteristics of effective interventions that positively impact at-risk preschoolers’ vocabulary knowledge? How could preschool teachers potentially use these elements in their classrooms? Definitions At-Risk Children In their review of research, Snell et al. (2015) identify students â€Å"at-risk† as ones who are more likely to enter school behind in their language development. The intervention and control groups from the Roskos Burstein (2011) 12-week mixed methods study compared word learning of two groups of 36 (n=72) preschoolers who showed vocabulary â€Å"vulnerabilities,† which meant that the children were chosen due to low standardized vocabulary scores, low income, and/or special needs. At-risk participants (n=25) from the Loftus-Rattan, Mitchell, and Coyne (2016) one-week within-subjects design study were chosen specifically because of their attendance at an urban preschool in the northeast that had a large population of dual language learners (DLL; 88%), non-white (85%), and free or reduced-priced lunch (83%). Finally, Silverman, Crandell, and Carlis (2013) conducted their 12-weeks of research in 26 Head Start classrooms with a sample of 264 children (90% low socioeco nomic status, 79% DLL, 80% nonwhite) in order to compare the effects of vocabulary instructional

What Is Operational Risk Management, Kri And Kpi

Introduction 1.1 What is operational risk management, KRI and KPI? Operational risk is the risk of loss resulting from inadequate or failed internal processes, people, systems or external events where strategic, systemic and reputation risk are not included. KRI KPI: Definition of KRI - â€Å"It is a metric for measuring the likelihood that the combined probability of an event and its consequences will exceed the organization’s risk appetite and have a very negative impact on an organizations ability to be successful.† (Rouse, M. 2016) Definition of KPI - According to Investopedia it is a set of quantifiable measures that a company uses to gauge its performance over time. These metrics are used to determine a company’s progress in achieving its strategic and operational goals, and also to compare the company’s finances and performance against other businesses within its industry. 1.2 Why are these indicators important? Why KPIs are important: 1. Enables top management to monitor performance of different processes taking place at the organization with the minimum time and effort needed 2. Enables top management to check the compliance of the current performance level with the expected one. Any deviation will cause an interruption to the organization’s mission to achieve its objectives. Corrective actions will be implemented to guide performance on the expected path. 3. KPIs validate the strategic plan. By implementing the strategic plan of the organization, the vision can beShow MoreRelatedWhy Security Controls Is Important Than Which Controls You Put On A Compliance Checklist1624 Words   |  7 Pagesart and part science. By defining key controls based on cyber risks (translated into business risks), an organization can more easily right-size the its control set and adapt it to their needs. Information Security risk assessment processes that are near real-time, gated by a change control process, provide continuous feedback on the sufficiency of the controls within an organization. Cyber Risk: Any information technology risk attributable to a malicious external actor. The means of attackRead MoreCyber Threat Intelligence Based On Cyber Threats1612 Words   |  7 Pagesbusiness risks), an organization can more easily right-size the its control set and adapt it to their needs. Risk assessment processes that are near real-time, gated by the change control process, provide continuous feedback on the sufficiency of controls within an organization. Where to put controls and how to design them is more important than which controls you put on a checklist. Identifying and prioritizing key security controls, however, is part art and part science. Cyber Risk: Any informationRead MoreImpact of Operational Risk in Banking5445 Words   |  22 PagesRESEARCH PURPOSE OF RESEARCH: PROJECT RESEARCH AREA OF RESEARCH: THE IMPACT OF OPERATION OF RISK IN BANKING ASSIGNMENT: SUBMISSION OF PROJECT WORK CHAPTER ONE Email:hamsasons@yahoo.com CHAPTER TWO LITERATURE REVIEW Introduction This chapter reviews relevant literature on Standard Chartered Bank Ghana Limited, the Ghanaian Banking Industry, Regulation and Basel II, and Operation Risk Management (ORM). Standard Chartered Bank Ghana Limited Standard Chartered Bank Ghana Limited (SCBGL)Read MoreERM Study Notes Essay8310 Words   |  34 Pagesand Thrive 1. What is an unintended consequence of shorter CEO tenure relative to decades earlier? The unintended consequences of shorter CEO tenure are this can make the CEO overly risk averse. It makes CEO decisions more conventional and less risk taking is involved. Also CEO’s focus more on short-term goals than long term. 2. What are some barriers to the board’s effectiveness in risk oversight? Boards members rarely have an understanding of key enterprise strategies or risks. They have noRead MoreRisk Mitigation5105 Words   |  21 PagesTurning risk into results How leading companies use risk management to fuel better performance Our RISK vision Results. Improvements. Strategies. Knowledge. Contents Introduction: managing risk What differentiates for better performance ....................... 1 top performers? .................................. 5 Substantial investments made by companies often do not address more strategic business risk areas. As a result, senior executives may not perceive risk management as strategicRead MoreOperational Risk Management50825 Words   |  204 Pages≈√ F M A G u i d e l i n e s on Operational Risk Management These guidelines were prepared by the Oesterreichische Nationalbank in cooperation with the Financial Market Authority Published by: Oesterreichische Nationalbank (OeNB) Otto-Wagner-Platz 3, 1090 Vienna, Austria Austrian Financial Market Authority (FMA) Praterstraße 23, 1020 Vienna, Austria Produced by: Oesterreichische Nationalbank Editor in chief: Gà ¼nther Thonabauer, Communications Division (OeNB) Barbara Nà ¶sslinger

Organization Gains A Competitive Advantage-Myassignmenthelp.Com

Question: Discuss About The Organization Gains A Competitive Advantage? Answer: Introduction Chris and Richards Legal Support (CRLS) is a family based company that provides free legal support advice to the local community. The organization is headed by Chris and his son Richard, both law professionals. Richard has specialized in the provision of legal advice to the disadvantaged people in the society. The company raises finances through fundraising from donors, well-wishers, and volunteer workers. Currently, the organization has grown to establish more branches and recruit more volunteer lawyers to increase in its services. The expansion of the CRLS has created the need for the incorporation of the information systems to help handle in smoothening the operations of the organization, especially the cloud based ERP. Therefore, there is the need for the management to understand the benefits and challenges of the cloud based ERP. Organizational Change in CRLS Organizational change refers to the process of review and modification of the existing management structures and the business workflow and processes. The change is critical to the success of every organization and has become an inevitable aspect for those that want to stay ahead of their competitors in business. Some companies fear to embrace change, and this makes them loose their competitive advantage, reduced profitability, and the sustainability and thus low growth and even business exit. Therefore, it is important for the management of the CRLS to embrace organizational change since it will bring about efficiency which will, in turn, help the organization increase profitability and sustainability due to increased competitive advantage (Curko, Stepanic, and Varga, 2012, pp. 206-214). There are key drivers towards organizational change. These are the factors that necessitate the companys review its management structures, processes, and the workflows. The most common drivers in businesses include the consumer demand, the economic conditions, and information technology and government policies among many others. Currently, most business change is driven by new technologies. The emergence of information systems has led to the creation of new business models which have played a critical role in enhancing efficiency in the operations of businesses. The step by the CRLS to embrace the cloud-based ERP is important since it is likely to impact positively to the organization (Mostafa andSamar, 2016, pp.487-515). The management of the CRLS should make all the possible efforts to support the process of embracing the IT enabled change because it will help the CRLS move to another step of growth. The process demands the full support of all the stakeholders in the process and a strict adherence to the implementation. These strategies will help the CRLS to get the best out of the information systems for their profitability (Craig, 2013). Also, the organization will be able to escape the risks that may arise due to failure to align the requirements with the goals of CRLS thus, meet all the organizational needs. Besides, the company will be able to produce all the requirements of the management structure and the process thus avoid risks that may arise due to inadequate requirement collection. Alignment of an ERP with the organizations goals One of the major targets of ERP implementation is to align the system with the goals of the organization. The target is challenging to achieve and demands for a careful implementation of a change management plan. The ERP should be implemented in such a way that it works towards achieving the goals of the organization. At CRLS, there is need to gather all the requirements to ensure that there is an alignment of the system with business processes and the company can coordinate the work of the lawyers in the three branch offices (Information technology department of Poole College of Management at North Carolina State University, 2015). For the CRL to achieve this, the organization needs to consider the aspects of training among other factors for its success. Training is a critical aspect for the CRLS to align its cloud based ERP. All the lawyers for working in the organization should be informed about what is going to be done, how it is going to be done and their role in the implementation. Training should cut across all the stakeholders in the organization to gain their support and reduce resistance in implementation. Also, CRLS must consider engaging the stakeholders in every available way. Every move should engage and involve the stakeholders the ERP through all the possible ways (Dong, 2013). Also, successful alignment of the successful alignment of the ERP with the goals of the CRLS can be enhanced through proper communication to the involved stakeholders throughout the process. This is an essential aspect that CRLS must put on the frontline. Communication reduces misunderstandings within the implementation process that could otherwise drag down the process (NIST, 2016). Communication also helps in efficiency in the coordination of activities between the stakeholders thus, an admirable aspect. Therefore, the CRLS company needs to have a well-established communication plan to be used in the implementation process to ensure that all the stakeholders are in touch and up to date with the implementation process (Habib, 2013). Issues that may arise due to incomplete requirement elicitation or misalignment with the business strategy The process of ERP implementation should always be conducted carefully to ensure that the company achieves an alignment between the system and the organizational strategy. Adoption of an appropriate strategy helps the organization to escape serious risks, damages, and losses that may befall it due to poor implementation. There are many issues that are associated the incomplete elicitation of requirements or the misalignment with the information business strategy. These issues can bring a loss to the organization, reduces its competitive advantage (Khaparde, 2012, pp. 49-91). Some of these issues include can affect the company both socially and economically. Therefore, the management should understand these potential ERP issues and work towards avoiding them in every way possible. Firstly, poor requirement elicitation and misalignment of the ERP with organizational strategy leads to development of a product that does not meet the organizations requirements. This is a loss to the organization and must be avoided to the highest level possible (Adnan and Svensson, 2015, pp. 461- 486). The gap that exist between the organizational strategy and the functional performance of the system must be bridged since delivering a product which does not satisfy the organizational needs is not economical and thus saves money. In as much as the ERP is expensive, it is evident that it is one of the best the best ways that the organization can use to save cost (Motiwalla and Thompson, 2012). The misalignment of the ERP system implementation with business strategy can have the negative impact on the people involved. The efficiency of people in performing their operations is greatly reduced, and this lowers their productivity. If misaligned, the efficiency of the lawyers at the CRLS is likely to go down mainly because of the system (Daryna, 2013). This is likely to demoralize them in their duties because it will be difficult and discourage to us e the system that doesn't fulfill the needs of their duties or rather does not flow as per their normal workflows (Serban, 2015). Cloud Based ERP for the CRLS A cloud based ERP is an information system solution that uses the internet to deliver the information system needs to the organization. Therefore, approach utilizes the internet in the provision of the computing resources which include the memory, disk storage among many other computing resources in running several applications which help the organization solve its information system needs. Cloud based ERP is also called the Software as a Service (SaaS) or on-demand computing. From a traditional approach, the ERP is made local and hosted at the local premise by the organization, however, in this case, the company will have all the resources residing at a remote location and thus, can only be accessed by use of the internet (Kornkaew, 2012). When the CRLS implement the Cloud based ERP, the organization will not need the computing resources at their premises because the service provider will provide them remotely. The stakeholders of the CRLS will be in a better position to access the ERP from any point on the globe by use of the internet (Uay, Pang, Hestermann and Montgomery, 2015). The lawyers will log in to the system using any computer with internet from wherever they will be located. Reports will be submitted to the cloud ERP with the use of the internet and again retrieved anytime from any place once connected to the internet. The CRLS will not need to buy the infrastructure or maintain them, but it will rather have to trust the information with the cloud providers who will supply and the computing resources and maintain the required hardware (ISACA, 2012). Benefits of Cloud based ERP to the CRLS There are a range of benefits that the CRLS is likely to gain if it embraces the cloud based ERP. Firstly, the CRLs will reasonably cut down its operational costs. The cloud based ERP is one of the proofed information system approaches that reduce the costs to the organization. The CRLS will save the costs of acquiring the infrastructure required to offer the services on premise ERP. The cost for IT support services is also avoided eliminates the payments for the upfront licenses for the software and also shrinks the maintenance costs for the applications (Laisasikorn and Rampho, 2014, pp. 173-186). The cost saving behavior of the cloud based ERP is enhanced through paying for the computing resources that are only needed, faster process of deployment among others. The CRLS will also enjoy confidence in their data because the cloud providers back the data for the organization and provide security of attack. Besides, the staff of the CRLS will enjoy the ability of the Cloud based ERP to be accessed from anywhere on the globe just by the use of the internet (Crumbly and Fryling, 2012). Disadvantages of the Cloud Based ERP for the CRS In as much as the cloud based ERP seems to be the most appropriate solution to the operation the CRLS Company, the approach is also associated by some downfalls. Firstly, with this approach, there are issues with security and confidentiality. The data security of this law firm will be in the hands of the cloud providers and thus a risk especially to the confidentiality of this information because the providers have access to all the confidential documents from the company. Also, the risks of data loss are all left in the hands of the providers unlike in the on-premise ERP (Terje, 2016, pp. 1-13). Also, there is a high dependability on the internet. The ERP cannot be available without the internet and this reduces its performance. Thus, it is important for the management of the CRLS to understand both sides of the coin for an amicable decision. Risks associated with BPR and ERP customization There are various risks that are associated with the activities for the re-engineering the existing company processes tin the process of implementing the ERP. Firstly, there is a risk of management heterogeneity. The success of the BPR a good coordination between the processes, the people and the technology and this has been challenging to the management in most cases. The BPR and ERP customization also faces the challenges of vague methodology. Picking the right methodology is always challenging, and this usually leads to the failure of the BPR. Successful BPR lies in the proper approaches to help go for the right methodologies (PMIs Pulse of the Profession, 2013). Another risk that faces the BPR and the ERP implementation is the employee commitment. In many cases of the ERP change in the company, it is massive, and thus, there is non-awareness among the employees. This is risky to the success of the BPR and ERP customization. Also, there is a risk and change on the focused objectives. Usually, most companies expect the process re-engineering to yield immediately within the short term which is not possible (PMIs Pulse of the Profession, 2015). The BPR and Customized ERP takes time to deliver the best results to the organization. Lastly, the process of BPR and ERP customization faces risks that emanate from improper training. The employees and other involved stakeholders need to receive adequate training for them to make the exercise successful. Organizational Commitment During the ERP implementation The success of the ERP implementation is greatly determined by the level of commitment of the organization towards its success. The project leader must have all the strategies in place that are likely to ensure that the support of the entire organization for the ERP is won. It is important that the executive team of the organization supports the ERP implementation process to avoid failure. The senior executives oversee setting the business strategies thus they understand the direction in which the company follows (Liela and Verdina, 2012, pp. 233). All types of staff must be committed towards the implementation of the ERP. The CRLS need to implement the system in the best way possible. The project manager for the ERP implementation at the CRLs should ensure that the Chris and Richard support the project all the possible ways. These are the senior management who understands the business strategy more than any other. Besides, all the lawyers must understand their role in the change and support the implementation of the system. Failure to win support from all kinds of people will lead to resistance from the team due to fear from poor communications (Sanderson, 2012, pp. 432-443). Current Business Processes at the CRLS The business processes of an organization define the steps defined in the process through which the company carries out its activities. Currently, in defining the business process at the CRL, the company receives the donations from the donors and then uses it to provide legal support to the poor. With the three branch offices of the company, there is manual coordination to monitor the performance of these offices. Chris and Richard have the responsibility of ensuring the coordination and performance of thee offices. The lawyers have areas of specialization recorded in books and the type of cases that they handle. Also, in the current processes, the books are kept that are used to track the clients who come to the company for services, where they come from, the services that were offered, duration among many others. The current process also facilitates for the manual tracking of cases that are pending. The records in the current processes help understand the patterns that are formed in the process of satisfying the customers thus very important. These processes play a role in satisfying the clients through the provision of the best services to them (Goeun, 2013). Proposed Changes in the Business Processes When the CRLS embraces the cloud based ERP, there are going to be changed in their existing business processes. The modifications will be mainly in the process of shifting from the manual system towards the use the information system. For example, with the new ERP system, there will be no more recording in books but now data entry into the ERP. Books will be replaced with the system that will have a role of storing all the information for the company. Also, rather than reading books and drawing the important patterns, the system will be there to provide the services reporting to the organization. Therefore, the ERP will transform the existing processes of the CRL into automation. Conclusion In conclusion, the ERP system is an essential aspect of the modern business. The system saves the cost to the organization and thus gives it a competitive advantage over other players in the industry. However, for successful implementation of this system by a given organization demands for a careful planning for the exercise to ensure that the project delivers the best product. This is usually the best coordination between the process and the people. Well managed process changes in organizations have a positive impact on these companies. References Adnan, C. and Svensson, A. (2015). Adoption of the ERP system for operations management in SMEs. School of Business. Economics and IT, University West, pp. 461- 486. Craig, H. (2013). A study of uncertainty and the risk management practice relative to perceived project complexity. Bond University. Crumbly, J., and Fryling, M. (Nov 2012). Rocky Relationships: Enterprise Resource Planning and the Supply Chain Management. Paper presented at the Conference on Information Systems Applied Research (CONISAR), New Orleans, Curko, K., Stepanic, D. and Varga M. (2012). Strategic and tactical success factors in ERP system implementation. International journal of computers Issue 4, pp. 206-214 Daryna B. (2013). Implementation of Enterprise Resource Planning Systems. Point of View of Consultants Department of Civil and Environmental Engineering Division of Construction Management Chalmers university of technology, Gteborg, Sweden, Master's Thesis 2013:128 Dong, L. (2013). A Model for Enterprise Systems Implementation: Top Management Influences On Implementation Effectiveness. Paper presented at the Americas Conference on the Information Systems (AMCIS), Long Beach, CA Goeun, S. (2013). Challenges in the Implementing Enterprise Resource Planning (ERP) system in the Large Organizations: Similarities and Differences between Corporate and University Environment. Working Paper CISL# 2013-07 Habib, M. (2013). Understanding the Critical Success and Failure Factors of Business Process Reengineering. International Review of Management and Business Research, Vol. 2 Issue.1. ISSN: 2306-9007 Information technology department of Poole College of Management at North Carolina State University. (2015). ERP risk research survey ISACA. (2012). COBIT 5: A business framework for the governance and management of enterprise IT. Rolling Meadows. IL: ISACA Khaparde, M. (2012). Barriers of ERP while implementing ERP. IOSR Journal of Mechanical and the Civil Engineering (IOSR-JMCE) ISSN: 2278-1684 Volume 3, pp. 49-91 Kornkaew, A. (2012). Management Information System Implementation Challenges, Success Key Issues, Effects and Consequences. Masters Thesis within Military Logistics Laisasikorn, K. and Rampho, N. (2014). A Study of the Relationship between a Successful Enterprise Risk Management System. An Exploratory Study. Journal of Service Research, pp. 173-186. Liela E. and Verdina A. (2012). Assessment and problems of projects implemented by companies and co-financed by the European Union funds in Latvia. European Integration Studies, pp. 233 Mostafa, K. andSamar, M. (2016). "ERP and organizational change: A case study examining implementation of accounting modules," International Journal of Organizational Analysis, Vol. 24 Issue: 3, pp.487-515 Motiwalla L. and Thompson J. (2012). Enterprise Systems for Management, 2nd Edition NIST (2016). Guide for Applying Risk Management Framework to Information Systems: A Security Life Cycle Approach. NIST Special Publication 800-37, Rev 1 PMIs Pulse of the Profession (2013). In-Depth Report: The Essential Role of the Communications provides that eye-opening insight. PMIs Pulse of the Profession (2015). Capturing the value of project management. Sanderson, J. (2012). Risk, uncertainty, and governance in mega projects. A critical discussion of alternative explanations. International Journal of Project Management, pp. 432-443 Serban, A. (2015). Managing Transformation: Business Process Reengineering or the Total Quality Management. International Journal of Academic Research in Business and Social Sciences, Vol. 5, No. 5 ISSN: 2222-6990 Terje A. (2016). Risk assessment and the risk management. Review of recent advances on their foundation European Journal of Operational Research; Volume 253, Issue 1, pp. 113 Uay, M., Pang C., Hestermann C. and Montgomery N. (2015). Magic Quadrant for Single-Instance ERP, Gartner, ID: G00272540