Economics question and answer Essay Example for Free

Economics question and answer Essay Economics: question and answer Introduction Question 1            War unrest in Middle East has negatively impacted on the price and quantity of oil in the market. The expectation of war from Syria and Iraq to spread to Middle East countries cause fear of possible shortages of supply as people may possibly do without oil. As a result people will buy more to store in preparation for future shortages. As the demand increases, price of oil goes up as people anticipate war unrest in the near future. When eventually the war sets in oil production is disrupted but people do not demand more since they had enough to cushion the scarcity (Kemp, 2013). In the graph illustration below, assuming the market was initially at the equilibrium. Since scarcity is expected in future people will by more (high demand) to spare for future. As the demand increase from 150 units to 350 units, the price also increases accordingly from $0.25 to $ 0.35. Graphical illustration 3411220146431000 Figure SEQ Figure * ARABIC 1: when people expect civil unrest the demand is high but and the prices go up. Question 2            Car and petro are complimentary good that are consumed together. Taxation on one of the complimentary products greatly influences the price of the other good. The increase in price of one good causes a corresponding decrease in the price of the other good and vice versa. For instance, taxing petrol increase its price, leading to high demand for high fuel efficient cars. Increase in demand for high fuel efficient cars results to increased price and vice versa. On the other hand increase in price for petrol leads to decrease in demand for low fuel efficient cars thus leading to their low price (Dwivedi, 2012). Many thus will buy high fuel efficient cars Graphical illustration Figure SEQ Figure * ARABIC 2: price of petrol increases when tax is imposed Figure SEQ Figure * ARABIC 3 this graph shows increase in demand and price for high fuel efficient when the price for petrol increases due to taxation Figure SEQ Figure * ARABIC 4: the graph show decrease in demand for high fuel efficient cars when the price of petrol goes up Question 3            The fact that suppliers cannot sell live chicken directly to consumers coupled with the fear of mass death due to anticipated chicken flu results to high supply in the market. When supply increases beyond demand the price falls down. In addition since the health official are the only buyers a monopolistic competition comes into play since the price for chicken is not control by the market forces of demand and supply (Taylor, Weerapana, 2012). The equilibrium the will shift to the right. Graphical illustration lefttop Figure SEQ Figure * ARABIC 5 : Excess supplies of chicken in the market results to low demand and eventually falls in price. The farmer expects future unfavorable condition due to outbreak of chicken flue. Question 4 Price elasticity of demand is the measure of responsive of the quantity demanded of a product to price change with other factors held ( Dwivedi, 2012). Price Elasticity of Demand (PEoD) = percentage change in quantity demanded (%ΔQ) à · percentage change in price (%ΔP) %ΔQ = 35 -50 / 50 Ãâ€"100 = -30% %ΔP = 8 -6 / 6 Ãâ€"100 = 33.33% Therefore, PEoD = -30 %/ 33.33% = -0.900            As economists we are not interested with the negative sign of our price elasticity of demand and therefore we take the absolute value. Therefore, the price elasticity of demand when price increases from $6 to $ 8 is 0.9. Interpretation.            For the above case the demand for the good is price inelastic. This means that the demand for the product does not respond highly ton price changes. As evident in the computation, an increase of price by 33.3 % of the price results to a corresponding decrease of quantity demanded by 30%. The demand thus is not very sensitive to price changes. Question 5(a)            Externality is an effect or a cost of the consumer behavior that may not be borne by the consumer but by the society. This mean s that the effects are caused by the consumer but the society bears the consequences. Tobacco smoking is among the activities that cause externalities. For instance narcotic in tobacco is believed to cause lung cancer to smokers. However the external cost of providing medical care to smokers is borne by non-smokers, by smokers and the government. Additionally environmental pollution due to smoking is borne by the family members of the smoker’s friends and even non-smokers strangers. Moreover, smoking has environmental externalities that involve deforestation to create room for tobacco growing. Agrochemical used in tobacco production also adds to environmental pollution and degradation. Cigarette wastes are common in all cities, sidewalks and around homes. Although majority of these wastes are biodegradable, the filter and plastic wr appers and remain in the environment for long and the consequences of such pollution are felt by the larger society. 5(b)            The Australian government in its attempt to control and minimize the external costs resulting from tobacco imposes high tax on tobacco. High taxation on tobacco increases the cost and as a result the demand for tobacco decreases. The tax imposed is transferred by producers to the consumers (smokers). When this happens, the demand curve will shift from right to left as indicated in the graph. Figure SEQ Figure * ARABIC 6: (Tax increase the price for tobacco leading to low demand and eventually low consumption) Question 6            When entry barriers are eliminated in the market huge number of firms enters the industry resulting to excessive supply of commodities. In a market where entry barriers are limited the price of commodities is determined by the market forces since no firm has control over the market. Excessive supply that is created results to low prices of goods and services offered. In response the price the price goes down due to competition from other firm. As a result, the profit that firms were making initially decreases due. Graphical illustration 1627833top00 Question 7            Oligopolistic market structures is a type of market where by small number of larger firms control the market jointly. The firms trade in almost similar goods. Oligopolistic firms do not engage in price competetion (Vives, 2001).Basing our argument on the game theory; where the actions one firm depend on those of other firms, it is evident that when for instance one firm lowers its price compared to other firms, customers will be attracted by the lower prices resulting to other firms making economical loss in their operation. In response to this the other will lower their price slighted below the initial firm eventually attracting the customers. The other firms in the market will make loss and eventually respond by making their prices much lower compared to other firms. This process continues until the firms sell at economically a low price that is illustrated by kinked curves (Vives, 2001).There to remain competitive and make profit do not engage in price competiti on. Alternatives to price completion            Oligopolistic firms compete by using alternative modes such as advertisement, product differentiation and barrier to entry in the market. Oligopolistic firms undertake a vigorous advertisement of their products both in national and international levels. Advertisement is made to make potential customers aware of the existence of the product in the market and the good qualities associated with such good and services (Taylor Weerapana, 2012). Advertisement is carried out through mass media and product promotion. In addition oligopolistic firms constantly differentiate their products in terms of quality and always struggle to come up with new products design that outshine those of competitors. In the recent era product differentiation has been enhanced by ever growing technology and innovation. Since oligopolistic firms compete in almost similar goods and services coming up with new products with good qualities gives a firm advantage over its market rivals. For instan ce phones manufacturing firms have constantly developed phone with new applications to remain competitive.            Furthermore, the firms create market entry barriers to new firms, a strategy that ensures that the existing share of market. The common market barriers include the patent rights, important government franchises and the existing economies of scale. These barriers ensure that the market is not flooded by many firms that in the long run may reduce the existing firms’ share of the market control. References Dwivedi, D. N. (2012). Microeconomics. New Delhi, India: Pearson Education/Dorling Kindersley. Kemp, G. (2013). War with Iran: Political, military, and economic consequences. Lanham, Maryland: Rowman Littlefield Publishers Taylor, J. B., Weerapana, A. (2012). Principles of microeconomics. Mason, OH: South-Western Cengage Learning Vives, X. (2001). Oligopoly pricing: Old ideas and new tools. Cambridge, Mass. [u.a.: MIT Press Source document

International Business Management Marketing Essay

International Business Management Marketing Essay 1.0 Executive summary This report details subject of exporting which includes the reasons why companies internationalize and the measures the should undertake before pursuing export strategies. The systematic approach have been discussed in detail. We have talked about the two export strategies available in any organization pursuing the export strategy. We have also talked about the different types of direct and indirect exporting(which are the two main strategies of exporting, indirect and direct exporting). The benefits that the organization gain from pursuing them and how best to go about them. They have been discussed in detail , every advantage comes a disadvantage they have talked about the pitfalls that come with pursuing the strategies. Exporting strategy in general has been discussed . I have used a small company based in the United States to discuss the benefits and drawbacks of exporting. 2.0 METHODOLOGY Mainly the information in this report was from text books. Also through the discussion with fellow colleagues, debates also contributed to the information gathered in the report. The internet through the world-wide web also made contribution to the information contained in the report. 3.0 INTRODUCTION Exporting refers to strategy of producing products or services in one country (often the producers home country) selling and distributing them to customers located in other countries. Many organizations use exporting as an entry strategy . It is flexible and in the case where the product is not doing well due to the changes in the environment the firm can easily put out without incurring sufficient costs. Exporting is one of the cheapest and less risky ways of internationalizing. Internationalizing business refers to the performance of trade and investment activities by the firms across the borders. There are many ways that can lead a firm to internalize. The main reasons are: To seek opportunities growth through market doors diversification, substantial market potential exists outside the home country. To earn high profits, for many types of products and services market growth in mature economies is sluggish or flat These are some of the main reasons why most companies internationalize or export their product. At a broadest level firms internationalize or export to enhance competitive advantage.Cavusgil et al (2008 p5,p17) 4.0 THE SYSTEMATIC APPROACH TO EXPORTING According to Cavusgil et al (2008, p.391-394) There is need for an organization to have a systematic approach before exporting the goods and services. The more experienced managers use a systematic approach to improve the firms prospects for successful exporting by assessing potential markets, by organizing the firm to undertake exporting, acquiring appropriate skills and competences and implement export strategies. The following steps are taken and examined in detail: 4.1 First step: Asses global market opportunity Managers will assess the firms readiness to internationalize, then choose the most appropriate country market and partners. The look at the readiness of the firm and its products. Tools like CORE (Companies readiness to export available online at global edge) are undertaken. Managers will assess the most attractive markets , potential distributors and identifies the industry market potential. Visiting promising countries is a significant approach because managers are able to understand the Customers needs, competitive environment and other external factors. 4.2 Second step: Organize for exporting Managers make decisions about what degree of the firms involvement, resources to be committed and the type of domestic and foreign intermediaries to hire, what sort of time-table the firm should pursue to achieve export goals and objectives. 4.3 Third step: Acquire skills and competences The firm acquires skills and competences to handle export operations. It trains staff and engages appropriate facilitating firms (such as freight forwarders, bankers and international trade lawyers) The reason as to why companies do this is because of the complexity of export transactions. The company can either launch a new product or use the adaption strategy when opportunity countries vary in terms of infrastructure; finance in the customer purchases hence the need for managers to gain internationally oriented capabilities. 4.4 Fourth step: Implementing exporting strategy Here managers will make decisions about product adaptation, marketing communities; pricing and supporting foreign subsidiaries and intermediaries. Product adaptation is the modifying a product to suit the needs and tastes of buyers in the target market. A good example is when Microsoft company in Germany, it must ensure that the software is written in Germany. Market adaptation refers to modifying advertising , selling style, public relations and promotional activities to suit individual markets, this of course will depend on the target market, the nature of the product and the firms position in the markets relative to competitors. Identifying and analyzing the four steps available to the organizations (which is known as the systematic approach) will help it decide which export strategy to pursue. They are to main strategies available namely direct and indirect exporting. The both have their advantages and disadvantages . it is important to understand and asses them. Firms selection on which strategy to pursue should be relative to the products or services. Certain products may be favorable with direct exporting while others will not. 5.0 EXPORTING INDIRECTLY With this approach a company engages intermediaries located in the firms home market. The intermediaries or intermediaries or firms are capable of finding foreign markets and buyers for its products. Export trading companies (EMs), export trading companies (ETs), international trading consultants and other intermediaries can give the exporter access to well contracts. Yet the export can still retain considerable control of the benefits of exporting, such as learning more about foreign competitors new techniques and market opportunity. The following are the independent organizations within the exporters domestic market, these are; Domestic-based merchants (export) who take time hire to the products and sell abroad Piggy-banking, this is where the exporter uses the overseas distributing facility of another facility Co-operations organizations, these act on behalf of a number of products and are partly controlled by the producers of primary products such as fruit nuts export through co-operative organizations Domestic-based export agents who sell on behalf of the exporter, these are usually paid on commission. Jobber(2007,p.956) 5.1 Advantages of exporting indirectly Indirect exports dont require a lot of organizational effort , staff workers . even if a company operates on export department, it emphasis only on a small number of employees, as the main work is carried out by foreign trade partners who have obtained an order. Indirect exporting can relatively move out of the market if it turns out that it does not match its goals and objectives. 5.2 Drawbacks of exporting indirectly During exporting, not all goods and services can be sold on the international market. Technically complex goods for example plasma screens, computers and some gadgets will not be suitable for indirect exporting. Although in the of indirect export exit to foreign market demands small financial and human resources it is not always effective in the long run. It leads t de-minimizing returns. Trading partners try to get maximum profits from their services as mediators. This leads to the rise of transfer of goods and services to a retailer with small profits for the enterprise. Besides the latter cannot acquire its own experience in foreign market has no information on the wishes of clients the behavior of competitors and general economic conditions in individual countries. Not all the brokers are usually the optimum market potential and opportunities for marketing. This allows in miscalculations and mistakes in various actions they undertake. This affects the income of producers or exports of goods. A good example is where certain foreign markets are not optimal goods that may be offered to exporters. The price can be set without taking into account specific parts of the market. The company exporting indirectly is deprived of direct communication with the end uses. This includes transition to other forms of work in the markets. Advantages and disadvantages of direct and indirect exports CBS (Anon n.d.) 6.0 EXPORTING DIRECTLY This approach is the most ambitious and difficult. The exporter handle every aspect of the exporting process from market research and planning to foreign distribution collections, substantial commitment of management time and attention is required to achieve good results. However this approach maybe best way to achieve high profits and growth with reasonable assistance and guidance from the department of commerce, state trade offices freight forwarders, international banks and other service groups. 6.1 TYPES OF DIRECT EXPORTING Companies usually use agents and distributors in some or all of their exports abroad. It has been estimated that over 60percent of US companies go for some or their export activity. In the European firms figures it rises to 70percent. Agents may be exclusive, where the agreement is between the exporter and the agent alone; semi-exclusive, where the agent handles the goods along with other non-competing goods from companies ; or exclusive, where the agent handles a variety of goods, including some that they may compete with exporter products. Distributors are different from agents , the take hire to the goods and payment ( to the distributors) is according to the differences between the buying and selling prices rather than commission. Distribution are only appointed when after-sales service is required to they are more likely to posses the necessary resources than agent. The advantages of both agents and distributors are that they are acquainted with local market, customs and conventions, existing business contracts and foreign nationals. They have a direct incentives to sell through either commission or profit margin, but since their remuneration is tied to sales they way be reluctant to devote much time and effort to developing a market for a new product. Also the amount of market feedback may be limited as the agent or distributor may see themselves as a purchasing agent for customers rather than selling agent export. 6.2 Domestic-based sales representatives Since he is a company employer he has direct control of activities. When the company is not comfortable with the way agents and distributors are handling their product they can engage a sales representative to performance most of the activities. Company employs will apply more commitment to the customer; which may seem absent in the distributors and agent consequently they are often uses in industrial markets where there are a fewer large customers that require close contract with suppliers and where the size of orders justifies the expense of foreign travel. 6.3 Overseas sales/marketing office or subsidiary This is a bigger customer commitment in this choice than using domestic-base sales representatives. The major concern with option is the huge amount of investment required . however, the exporter may be seen to be an indigenous supplier, this improves the chances of achieving market success. In some markets, where access to distribution channels is limited selling direct through an overseas sells office maybe the only feasible way of breaking into the market. The sales office or subsidiary acts as a center for foreign based sales representatives, handles sales distribution and promotion and is a customer service center. 6.4 The internet Companies can now export directly to customers through the global reach of the internet. By creating a website overseas consumers are aware of the firms products and can order directly. The internet is not only on demand to market but also used as a useful research tool. Sites like the international growth offer skills and resources for specific industries for example system and computing services companies. Jobber(2007,p.957-959) 6.5 Advantages of direct exporting Through direct export target management and the control of sales become possible which is unrealistic on the case of direct export The exporting company establishes the direct contact with a foreign partner and not only operates through its own foreign trade companies abroad but also has the best opportunities for direct participation foreign transaction. Direct export is applicable to a wide range of goods and services. By exporting a larger number of financial and human resources is covered than in the case of indirect export The advantage of direct exports are especially apparent in the export and supply of company products and services, the sales of which would not have been possible through foreign trade companies and export firms. This applies, above all to those goods and services that have a small degree of standardization and high-line scheme. 6.6 The main drawbacks of direct exporting While direct exporting is applicable to a wider range of goods and services, for certain goods and services direct export is considered inappropriate in the same way as indirect. This applies to goods that are due to short work life and cannot or unlike be exported; goods which may be associated with high transport costs, goods which require complex after sale service which cannot by resellers Direct export is fraught with difficulties for enterprises of economic kind, such are those associated with deterioration of exchange rates. If the rate of domestic or currencies of third countries increases in markets However compared the indirect exporting, the exporter must dedicate more time, Personnel and Corporate Resources in developing and managing operations. Advantages and disadvantages of direct and indirect exports CBS (Anon n.d.) 7.0 THE EXPORT STRATEGY International transactions that involve the exchange of product are home based international trade activities, such as global, sourcing, exporting and countertrade. Here we are concerned about exporting and its advantages and disadvantages available for the firm. For us to understand the advantages and disadvantages we will discuss a company in brief and talk about what benefits and drawbacks exporting provides. Vellus product. Inc, a small company in the USA that makes gloaming products such as customized shampoos, conditioners, brushing sprays and detangles. According to the Doherty(the president of the firm) shampoo for the people dont work well on pets because animals skin is more sensitive than humans and easily irritated. Vellus first export sales was to a Taiwanese importer who purchased $25,000 worth of products to sell at Taiwan toy shows. The word was I started calls from people around world says president. Vellus has become quite familiar with the cultural aspects of various regions. Cavusgil et al (2008, p.381-382) 7.1 The exporting advantages available for Vellus Since Vellus is a small organization which has the potential to grow, exporting will increase its overall sales, improving market share and general profit margins that are often favorable than the domestic market. A good example in relation to Vellus, a Taiwanese importer who purchased $25,00 worth of products and many knew the product and the demand for the product increased. Increase in demand results into growth in market share which would later increase sales volume. Building up on the above advantage would add on to say increase in market share and demand would mean Vellus producing on a a large scale hence increasing economies of scale and reducing cost per unit of manufacturing. Exporting will diversify customer base, reducing dependency on home markets. To date, Vellus has exported its products to Australia, Canada, China, England, Norway and South Africa roughly half of its revenues come from exporting. From this we can say Vellus has diversified customer base in different countries and has also reduced its dependency on domestic market as half of its revenue has come from foreign markets. Exporting also stabilizes fluctuations in sales associated with economic circles or seasonality demand. For example Vellus can offset declining demands at home due to economic recessions or unforeseen environmental factors by refocusing efforts to other countries doing good in their economy. If Vellus faces high risk in foreign markets such as foreign currency fluctuations, unstable political environment into what is happening in the Ireland now where the economy has taken its turn to the worst, or decrease in demand for its product it can withdraw from the market. Exporting minimize flexibility and maximize risk. Since Vellus does not require a physical presence when pursuing an export strategy in foreign markets there is a lower cost of entry. Vellus can use exporting to test new markets before committing great resources through foreign direct investment. 7.2 The drawbacks of exporting Since exporting does not require a firm to have physical presence in a foreign market (in contrast FDI) , Vellus has fewer opportunities to learn about customers, competitors and other unique aspects of the market. Although Vellus has acquired information about some cultural aspects in some markets it may lack the full details which can be important in decision making. Having general knowledge of the target would prove dangerous as significant aspects such as what drives customers specific demand, however do our customers look at our competition and what policies government is pursuing. Exporting requires the firm to inquire capabilities and dedicate organizational resources to properly conduct export transaction. For small firms like Vellus limited resources can limit the way would conduct the export strategy. Exporting requires management to put more time and effort to learn about freight for forwarders, documentation, foreign currencies and new financing methods. The acquisition of such capabilities can put a strain on small businesses like Vellus who might not have the required resources and competencies to meet them. Compared to other entry strategies exporting is much more sensitive to tariff and other trade barriers as well as fluctuations in exchange rates. Into trade barriers Vellus might find it difficult to export to European markets due to unfavorable conditions( barriers) that apply if you are not in Europe or a member of the European union(EU). In relation to the exchange rate we will give an example: the US dollar gained 12% against the Euro and 15% against the Yen. This led to a slow growth of US exports harming those firms that rely heavily on exporting for generating international sales. Exporters run the risk of being priced out of foreign markets. Cavusgil et al (2008, p.389-391) 8.0 CONCLUSION The role of small medium sized enterprises (SMEs) in exporting is growing. In the United States SMEs have less than 500 employees although in Europe and elsewhere where firms may have fewer than 500 employees to qualify SMEs. Many governments have undertaken aggressive campaigns to help SMEs to become exporters. The world bank assists SMEs to develop their business skills. SMEs do not require large export markets they mainly carter for niches. Exporting in general has risen in recent years because its seen as a less risky and most flexible entry strategy.

Out of Africa Movie and Book Essay -- Movie Film comparison compare co

Out of Africa Movie and Book Winner of seven Academy Awards, including 1985's Best Picture, Out Of Africa is the story of Karen Blixen and her travels in Africa. Based on her writings after returning to Denmark, Out of Africa is a love story of both Karen Blixen and her true love, Denys Hatton, and a love for Africa's land and people. The movie is based on the books "Out of Africa: Shadows on the Grass", written by Karen Blixen under the pseudonym Isak Dinesen, and "Silence Will Speak", the story of Denys Hatton, written by Errol Trzebinski. The film follows the story in the books almost identically and is a fascinating account of the life of Karen Blixen and the barriers she had to overcome during her time in Africa. The movie focuses on the seventeen years Karen Blixen spent in Africa between 1913 and 1930. Her letters that are compiled to make up the book "Out of Africa" are extremely detailed and revealing about her time in Africa. As in real life, the movie starts with Blixen arriving in Kenya for the purposes of marrying her cousin Baron Bror Blixen. A friend before they met in Kenya to wed, this marriage was a marriage of convenience. The Baron held the title and Karen had the money they needed to take advantage of the wild south of Africa and be cattle ranchers. Like many Europeans of the time, they came to Africa to exploit the untouched natural resources and people. But, this was not the case because Baron Blixen decided before Karen showed up that they would instead grow coffee, a risky venture at such a high altitude and Karen's first barrier to overcome. With the adventure of growing coffee came the task of gaining a workforce. For this Karen... ... an account of her entire time in Kenya. The movie Out of Africa was a wonderfully told love story of a woman and a man, and a woman and a land. The African people and areas are romantically displayed in this film, a true joy to watch through and through. Karen Blixen's life is a remarkable tale of one woman's journey of self-discovery, through love and hate, confusion and comprehension, black and white. Works Cited Dinesen, Isak. Letters From Africa. Chicago: The UP of Chicago, 1980. Dinesen, Isak. Out Of Africa and Shadows on the Grass. New York: Vintage International, 1989. Dinesen, Isak. Tania. New York: McGraw-Hill Book Company, 1967. Out Of Africa. Dir. Sydney Pollack. Perf. Meryl Streep and Robert Redford. Videocassette. MCA/Universal Home Video, 1985. Trzebinski, Errol. Silence Will Speak. Chicago: the UP of Chicago, 1977.

A Rose for Emily by William Faulkner Essay -- feminists feminism

A Rose for Emily A Rose for Emily by William Faulkner is a unique piece of literature. It has a plot which seems somewhat bland, and it is not particularly exciting. However, the ending is quite suprising, and for me it made the story worth reading. I think there are some interesting aspects of this story if you look at it from a feminist point of view. The feminist movement has attempted to elevate the status of the woman to a level equal with men. Feminists have fought for the right of women to be free from the old social restraints which have been in place for so long. A feminist believes a woman should be strong and independent. In some ways the main character, Emily, is this kind of woman, but for the most part she is portrayed as weak and fragile. Throughout the stor...

The Space Race during the Cold War Essays -- Essays Papers

The Space Race during the Cold War During the Cold War, the United States and Russia had a severe space race between one another. Every time one country would be a step ahead of the other, and somehow one of the countries would catch up to the more advanced country at the time. During the early years of the space race, success was measured by what nation did what first: To the alarm of the United States, each of the early adventures were achieved by the Soviet Union. And all of those events triggered the United States to drive and catch up with to surpass the Soviet Union. This sort of see-saw method happen throughout the space race. Throughout this paper, there will be a discussion on the space race between the United Stated and Russia, but the discussion will be told from the Russia point of view. First, it started with a space scientist named Sergei Pavlovich Korolyev. His major contributions were the rocket technology and spacecraft design. These two aspects of the space race were pivotal to this race throughout the 1950s and1960s. This gentleman was responsible for rocket systems that helped launch Russia’s first intercontinental missiles and spacecraft during this time period. Korolyev was responsible for many introductory programs in space exploration, including Sputnik 1. Sputnik 1 was launched in 1957, and was the first artificial satellite to orbit the earth (1). This was what started the space race between the United States and Russia. This event startled the world by giving the impression that America was behind the Soviets in science and technology. The Mercury, Gemini, and Apollo programs would follow in rapid sequences as the American space program raced to catch up with the Soviets. In 1969, the race essenti... ...with the proper equipment and there are other planets outside the earth and what their atmospheres consist of. The Soviet Union learned that it is possible for the sun to power an object (solar power) and the missiles that help launch the satellites can be used as military weapons that can be guided. These two ideas and many more definitely helped the Soviet Union to become a more technologically respected nation with all of its advancements and achievements. Works Cited 1. "Space Race", Micrsoft(r) Encarta(r) 98 Encyclopedia. (c) 1993-1997 Microsoft Corporation. All Rights Reserved. 2. Young Students Learning Library. Weekly Readers Books., s.v. "space race". 3. "The USSR's Manned Space Flights" Space Encyclopedia <http://spaceboy.nasada.go.jp/Note/yujin/E/Yujol_e.html 4. The Space Race <httl:library.advanced.org/10826/spacerac.htm

Improving Classroom Behavior and Social Skills Essay

Improving classroom behavior and social skills is pertaining to an over-all impact on the child’s learning abilities. This strategy is particularly aimed when there are students who have disabilities. The teacher directly affects children’s appropriateness and inappropriateness and the classroom set up. It is a must to gauge the structure and reliability of daily activities and the rules of conduct set by teachers in assessing classroom variables. Proactive measures or guidelines have been established in sustaining an atmosphere of positive learning and appropriate behavior for children free or with disabilities. â€Å"Interventions delivered in a regular classroom have the greatest potential to enhance prosocial competencies by altering the classroom social system to support all students, including rejected and isolated students, students with disabilities, and low-performing students, all of whom are at risk for social difficulties† (Rathvon, 2008, p. 321). The Council for Exceptional Children has founded the eight behavioral management measures: Arrange classroom to meet social/emotional needs as well as instructional and organizational needs; adjust schedules to provide a balance between highly structured periods and more stimulating activities; establish a group behavior management plan that incorporates individual needs; Provide direct instruction, programmed learning, and precision teaching lessons; provide group-building opportunities that move students from an â€Å"I† to a â€Å"We† orientation; be aware of how individual needs affect group dynamics; attend to students’ physiological as well as psychological needs; much of the acting out behavior reflects a need for power or attention; and attempt to give as little emotional response as possible to inappropriate behavior (Council for Exceptional Children 2006-2007). The classroom, consists of twenty students, four of them have impairments, is organized but still conducive for playful learning. I have observed the following routines: drawing time, playtime with materials (e.g clay), reading time with teacher and a short recitation after that. These routines are very functional since they don’t only learn skills like creativity and imagination, they also get to mingle and interact with fellow students and unconsciously learn and brainstorm their thoughts and ideas. The four most challenging behaviors during my observation are inability to focus or display of inadequacy, petty fights between pupils, some inappropriate behaviors like noise, which is unavoidable at their age, and loitering around the classroom. The teacher has handled everything with grace. Yelling was never an alternative for her. Though her voice was not as soothing as it should be, she managed to pull out superiority in the softest possible way. She also gives rewards when pupils get satisfactory remarks and this is one of the best strategies at this stage of learning. Noise is one of the most challenging behaviors she had to face. Since children at this stage are very hard to control, judgment can never be made in accordance. But overall, her behavioral techniques and strategies are effective. The students had used the typical verbal and non verbal expressions most of us do. Nodding of head and hand gestures as non verbal communications and answering by yes or no and brief explanation during recitation as verbal. When the teacher says something that they totally agree on, students tend to nod their head repetitively and it goes as well by saying yes or no when the teacher asks them. As preschoolers, their thoughts are not yet firmly constructed. I would prioritize using a soothing tone of voice as a behavioral management technique. This is one of the most significant techniques the teacher overlooked. Reassurances or giving out positive comments is also an important way of appreciating the students’ works. However, criticisms should be given constructively and not degradingly. Well organization of classroom, like cleanliness and things properly placed on their shelves, should also be observed all the time for safety policies. Rewards and punishment is a very effective behavioral management. When a student gets a remark higher than the average, the teacher gives rewards, otherwise, punishment is given. But most of the times, punishment are just given in forms of assignments or projects. References Kelley, M. K., Noell, G., & Reitman, D. (2003). Practitioners Guide to empirically based   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   measures of school behaviour. 18, Rathvon, R. (Ed.) (2008). Effective School Interventions. Guilford Press. Council for Exceptional Children. 2006-2007.

A 3000 word reflective account of Solution Focused Brief Therapy within a practice placement setting

This assignment is a personal reflective account on the use of solution focused brief therapy (SFBT) carried out during a practice placement within a Crisis and Home Treatment Team (CRHT). This assignment aims to discuss the importance of the 10 Essential Shared Capabilities, introduce clear definitions of SFBT, evaluate current research of SFBT, and provide an evaluation of the key principles of SFBT. I will make a brief comparison of SFBT and traditional psychotherapy.I will utilise aspects of Gibb’s Model of Reflection (1988) when discussing my own thoughts and feelings in order to critically analyse and evaluate two key features of SFBT interventions used in practice. This will allow me to identify positive aspects of my practice as well as highlighting aspects which need further development. Finally, I will evaluate the theoretical framework underpinning its relevance in current and future practice. De Shazer & Dolan (2007) defined SFBT as â€Å"a future focused, goal or ientated approach to brief therapy†. Iveson (2002) proposes that SFBT focuses on â€Å"solution building rather than problem solving†.As such, SFBT does not require a detailed history of the past or problem due to its solution focused nature. The client is believed to have the necessary resources to implement changes. Furthermore, Macdonald (2007, p. 7) stipulates that the client has the capacity to use these resources to set their own goals for therapy. In a general sense, psychotherapy aims to aid clients to reach their full potential or to develop better coping mechanisms to deal with their problems. During psychotherapy a client will develop skills to become self aware, change their unhelpful cognitive schemas, and develop insight and empathy (O’Connell, 2005).Additionally, psychotherapy assumes that, with guidance, each client has the capacity to overcome their discomfort or distress. There is considerable agreement in literature regarding the main character istics of SFBT (De Shazer & Dolan, 2007; O’Connell, 2005; Lethem, 2002; George, Iveson & Ratner, 1990; Sharry, Darmody & Madden, 2002). It is believed that therapy must convert from focusing on the presenting problem and move towards looking for solutions (O’Connell, 2005). Therefore, the therapist must consider the client’s subjective, individual interpretations of the given problem.O’Connell (2005) reports that this phenomenon is a result of social constructionism. Social constructionism proposes that client’s theories are created as a result of social interaction and negotiations with peers. As result these theories are fluid, constantly changing with knowledge, and therefore move away from any certainty (McNamee, 2010). For example, Walter & Peller (1994, p. 14) reported that if a therapist was to lead from behind, by allowing a client to talk about their experiences, this would encourage the client to become increasingly aware of aspects of th e perceived problem that had previously been disregarded.Rosenbaum, Hoyt & Talmon (1990) theorised that improvements can be achieved by the change of the smallest aspect in the client’s life, and that it is this smallest, positive, initial step that will inevitably lead to greater improvements for the client. Furthermore, Sharry et al (2002) highlight that it is not possible for a client to experience one emotion all of the time, and that there must be times when the problematic emotion is more or less intense. They stipulate that it is the therapists’ role to determine when the emotion is less severe and encourage the client to do more of these behaviours.In addition to this, Sharry et al (2002) advise that the therapist should not focus failed solutions or advise the client to continue with behaviours that are problematic. Clients are advocated to actualize their preferred future by implementing small changes that have proved to be positive solutions. The idea of a p referred future is dominant with the SFBT approach. This is seen throughout a SFBT session, from the initial clarification of the client’s goals for therapy to the client being encouraged to describe in detail what their future without their problem would look like by use of the  miracle question (De Shazer & Dolan, 2007).De Shazer & Molnar (1984) advise that is important to be mindful that clients may think they have to do something which they feel is expected of them by the therapist, even though this may not necessarily be right for them. As such, I feel that asking about the client’s preferred future can be a high risk strategy for vulnerable clients as it may initiate a negative response and prolong feelings of hopelessness. There are many similarities of the underlying assumptions of SFBT and other psychotherapies.For example, the goals for therapy are chosen by the client (O’Connell, 2005). In addition to this, all psychotherapy assumes that the client has the resources they need to implement change (Macdonald, 2007, p. 7). However, the main differences between SFBT and other psychotherapies are that a detailed history is not needed, the perceived problem is not analysed, the treatment process begins within the first session of therapy and that SFBT does not believe a person’s perception is maladjusted or in need of change (O’Connell, 2005).It is evident that SFBT draws upon numerous therapeutic approaches. I believe SFBT shared a number of theoretical principals with person-centred therapy. Rogers (1951) hypothesised that human’s have an intrinsic ability to self-actualise, which can be seen explicitly in SFBT in identifying the clients strengths and resources (Saunders 1998). In terms of person-centred counselling, the way SFBT highlights these factors is directly facilitating the self- actualization of the client. Furthermore, both theories take an eclectic approach to the client’s situation.For exam ple, the importance of the whole person in person-centred counselling is associated with the interest in the whole context of a person’s life in SFBT (Iveson, 2002). Hales (1999) describes how person-centred therapy believes that the client is in control of the counselling process and makes judgements about their decisions and experiences; this is seen much more overtly in SFBT as the clients are asked directly their goals for therapy and how they would know that therapy had been worthwhile.Both approaches provide client-orientated counselling which aims to promote self esteem and coping strategies for the client (Hales, 1999). By employing the underlying principals of SFBT into future training, my practice will remain aligned with the Ten Essential Shared Capabilities (Department of Health, 2004). In particular, SFBT focuses on ‘working in partnership’, ‘identifying people’s needs and strengths’, providing service user care’ and promot ing safety and positive risk taking’ (Department of Health, 2004, p.4).In a literature review, Ferraz & Wellman (2008) emphasise that it is possible to incorporate these essential capabilities into SFBT techniques in current practice. They suggest that SFBT is particularly appropriate when staff have relatively brief contact with clients. SFBT is congruent with these essential capabilities, enabling nurses to develop improved therapeutic relationships with clients, improved communication skills, and a goal orientated approach to recovery (De Shazer & Dolan, 2007).Whilst there is limited research surrounding SFBT in comparison to other psychotherapies, the evidence base has developed in recent years (Gingerich & Eisengart, 2000). However, much of the initial research was conducted by the pioneers of SFBT, e. g. De Shazer & Molnar (1984) and Kiser (1988), and is therefore likely to be in favour of SFBT. In terms of success rate, Kiser (1988) and Kiser & Nunnally (1990) conducte d six month follow up studies which showed an 80% success rate of clients who had received SFBT.However, these studies can be criticised as only 14.7% clients reported considerable improvements beyond meeting their treatment goals. Much research into the effectiveness of SFBT concludes a success rate which is calculated by a combination of clients who achieved their goals and clients who made significant improvements. Further to this, Macdonald (1994; 1997) argued success rates of 64% at a three year follow up. Moreover, DeJong & Berg (1998) report that SFBT achieves 70% or more success rates for multitude of social and mental health issues, including depression, suicidal ideation, relationship difficulties, domestic violence, and self-esteem.As such, the underlying principals of SFBT can be applied to the Seven Stage Crisis Intervention Model (R-SSCIM; Roberts, 1991). For example, stage 3 of Roberts’ model (1991) help clients to identify their strengths, resources and past c oping skills. This can be achieved through the use of exception and coping questions (O’Connell, 2005). De Shazer & Dolan (2007) expand on this by advising that identifying strengths and resources can help build rapport and trust with the client as the focus is shifted away from short-comings and towards complimenting the client.During Stages 4 & 5, feelings and emotions are explored, and alternatives are generated and explored (Roberts, 1991). SFBT utilises these stages by acknowledge client’s current experiences and aiding them to create an action plan. The client I chose to utilise SFBT techniques with had an extensive mental health history. He has been known to community services for the past 5 years, and has a diagnosis of major depression. He had been referred to CRHT following deterioration in mood and was expressing suicidal ideation. The client had consented to me using SFBT techniques during a home treatment visit.I utilised several assessment tools of SFBT i ncluding pre-session changes, goal setting, exception seeking and coping questions, miracle question, scaling question, and task setting. I have chosen to reflect on the use of scaling questions and exception seeking questions. O’Connell (2005, p. 35) stipulates that scaling is a technique whereby the therapist asks the client to rate on a scale of zero to ten, where zero is the worst they have felt recently and ten is the best they have felt recently, for a particular issue.O’Connell (2005, p. 35) goes on to state that scaling can be used to set treatment goals, measure progress, establish priorities, rate the clients motivation, and discover the client’s confidence in resolving their issues. I have chosen to reflect on scaling techniques as I felt confident and noticed my personal strengths but also identified some areas for development. I first introduced scaling with my client when asking about pre-session changes.I explained the scale to him and asked where he would place himself  today and if this was any different from when he had contacted CRHT. I reassured the client by complimenting him for contacting CRHT regarding his mental health. The second time I used scaling questions was following the miracle question. This was to assess whether the client had shown any sessional changes from the score he reported earlier. Finally, I used scaling when amplifying homework tasks. This was to assess whether the client was motivated and confident in achieving these tasks, and whether these tasks would improve the client’s depressive symptoms.Throughout the home visit, I felt extremely nervous, tense and pressurised because I was also being assessed by my mentor as part of the Direct Observation of a Nursing Activity. I was also aware that the client was at crisis point and was somewhat volatile in mental state. This made me feel inexperienced and very aware that I had limited training in SFBT. Initially, I felt apprehensive at making a mistake or asking the wrong question, and this was clear to the client when I had perplexed the explanation of the scale.Upon reflection, my emotions affected my performance throughout the intervention; for example, as I became more relaxed I gave a more apparent explanation of the scale for confidence in completing homework tasks. My strengths were that I was able to obtain a baseline of the client’s rating of their mood, affirm sessional changes to mood, and attain a rating of the client’s motivation and confidence in achieving set tasks. I felt the client responded well to the scaling questions as it did not involve him explaining in depth his feelings, but rather focused on how to resolve his current crisis state (De Shazer & Dolan, 2007).However, I feel my weaknesses lie in the timing of the scaling questions. For example, I introduced the scale near to the start of the home visit and then a further two times during the visit. As a result I felt I had to explai n the scale each time I used it. I feel this made the intervention slightly disordered and therefore illogical to the client.The use of scaling questions following the miracle question was partially inappropriate as the client stated that he had just answered questions regarding his preferred future (i. e.  where the client would like to be on the scale) when amplifying the miracle question. In hindsight, I feel that these questions were somewhat unnecessary. In contrast to this, De Shazer & Dolan (2007) stipulate in their G. E. M. S approach that scaling questions should follow the miracle question due to its effectiveness in obtaining measures of where clients would rate themselves today, and their preferred future. Furthermore, O’Connell (2005, p. 52) describes the importance of scaling questions with regard to communication with a client.He advises that it gives the opportunity for the client to express how they are feeling and eliminates the therapist making assumption s. He argues that scaling provides a comprehensive interpretation of the client’s feelings on a particular issue, with limited scope for individual interpretation. However, there is much research (Chant, Jenkinson, Randle & Russell, 2002; Sumner, 2001) to suggest that communication and interpretation of a client’s feelings is eclectically gained through the practitioner’s emotions, personal development, perception of others, and the circumstances of the interaction.I feel this is particularly relevant to my performance since my communication was adversely affected initially due to my anxieties and the circumstances of being assessed. This therapeutic intervention provided me with first hand experience of these barriers to communication (Sumner, 2001) and as such I am aware of how my communication is affected by anxiety which in turn impacted on the scaling technique I was using. This issue could be resolved through the use of further reflections and SFBT with ot her clients.I feel that utilising SFBT techniques in my future practice will improve my confidence and my ability to concisely deliver explanations of scaling questions as I will no longer feel like a novice. I have also chosen to reflect on the use of exception questions with the client as I feel that I need to expand my current knowledge base of how to carry out these questions effectively in order to develop my skills in SFBT. Macdonald (2007, p. 15) advises that exception seeking questions are particularly useful when clients are feeling hopeless.I feel this was very relevant to my client as he was somewhat resistant to change initially. However, through the use of these questions my client identified small exceptions where he was able to control improve his low mood, which in turn improved his motivation and confidence in setting small tasks. In this instance, I used exception questions with the intention of demonstrating to the client that his low mood was not occurring all of the time. However, my client was vague and negative in his response. I intended to demonstrate previous enjoyment to the client by focusing on spending time with his family.I felt very inexperienced and incompetent when using this technique as I struggled initially to achieve my intentions. As a result, I felt very aware that I was being assessed by my mentor, which added to my anxieties. I felt frustrated that my client was unable to identify any positive aspects in his life, but began to relax when he described the pleasure he gains from spending time with his children. I felt positive and confident when my client became facially bright and was laughing when telling personal anecdotes.De Shazer & Dolan (2007) highlight the difference between previous solutions and exceptions, with exceptions being times when the problem could have occurred but did not. In hindsight, I feel I was searching for previous solutions rather than exceptions. Furthermore, they go to theorise that the rol e of the therapist to recognise opportunity for exceptions during the session rather than actively seek out opportunities to utilise this technique. Therefore, as a skilled therapist I should be seeking opportunities to amplify exceptions rather than explicitly questioning the client in this way.Due to my limited training in SFBT I felt like a novice and did not utilise the true nature of exception seeking questions. Following this reflection I am now more aware of the difference between previous solutions and exceptions that De Shazer & Dolan (2007) hypothesised, and how they can both influence the therapeutic intervention. As I gain experience and further develop my knowledge base of SFBT, I feel that I will be able to use exception questions when required rather than expectantly.In my future practice as a registered mental health nurse, I plan to utilise SFBT techniques with service users, particularly those experiencing relapse, as the use of these tools can provide immediate im provements and allows for a future focused approach rather than problem orientated. I must remain mindful of the barriers that exist in communication (Kiser, Piercy & Lipchink, 1993) and apply this when delivering SFBT techniques. However, De Shazer & Dolan (2007) theorise that scaling is a very effective tool for the client to verbalise their emotions.Therefore, this could be used in my future practice, particularly when building a therapeutic relationship with clients. In terms of current practice, I have effectively demonstrated the scaling technique within cognitive behavioural therapy; however, I am aware that these two therapies use the scale in different ways. To conclude, this assignment has allowed me to develop my knowledge of the key principals of SFBT, the practical applications, and the limitations of my inexperience when utilising SFBT assessment tools.I believe SFBT shares many fundamental assumptions with person centred therapy. The underpinning principals are apt fo r contemporary nursing, particularly as it fits wells with the Ten Essential Shared Capabilities (DoH, 2004). There are some limitations to this approach, such as lack of extensive research (Gingerich & Eisengart, 2000). However, I feel that this approach is appropriate to use with clients who are experiencing mental health difficulties.