The Model Of Intervention For Special Or General Education...

Introduction Assessment is a regular occurrence in any classroom because it is used to monitor progress of the student and teacher by seeing how well the student understands the content and/or if the given intervention that was given to the student is improving the student’s learning; the latter involves the Response to Intervention model. These results is a key component when determining students’ placement in Special or General Education settings. Educational laws have emphasized an increased focus on assessment of all student comparatively to assess where every student is academically. This flux of students in Special Education has led to a disproportion and overrepresentation of cultural groups. This lead to assessment measures to†¦show more content†¦Another type of assessment, high-stakes testing, actual measures the state’s and districts ability to educate its students through adequate yearly progress. Before interventions can be given, an assessment plan is t o be created in order to make sure that they are using materials that details within the specific areas of concern which is done through a series of steps that includes: reviewing screening information, further need, what intervention to use, and who should give the intervention to the student. After it is found that the student is in need of intervention, a comprehensive evaluation is done to find the best way to help the student. During the eligibility meeting, the IEP team decides if Individualized education program (IEP) is needed; if it is not needed, then alternative planning of assistance in a General Education classroom can be used. If the child is 3 years old or younger, than the child can receive an Individual Family Service Plan (IFSP). Laws, Ethics, and Issues During the 70s, education for students with disabilities were starting to improve through laws. Free and Appropriate education for students were passed under Public Law 94-142. Other key feature to a modern education or students were created through laws and were re-authorized and possibly reworked throughout the years as improvements and/or as new laws. The Individuals with Disabilities Act (IDEA), expanded on what appropriate education as and focused on assessment measures

Use of Paralanguage and Kinesics in Everyday Life

Use of Paralanguage and Kinesics in Everyday Life The use of kinesics and paralanguage in everyday life is the most prominent use of persuasion we use subconsciously. They are used subconsciously because you may not know what they mean. Which can cause cultural tension if you do something that may seem harmless to you but may be a great insult to another culture. Paralanguage has many forms such as whistling which can be used by many people as a means of entertaining by whistling a song or even in American culture used to hound women on the streets because they appear to be attractive. These two uses of persuasion I will discuss about in my paper. I will discuss the history of both and also how they are used today in everyday life.†¦show more content†¦Facial expressions are like sentences in human language, they are infinite in variety. The relationship of facial expression to other components of body language and to language itself, is sparsely examined and such observations as have been made are recent. It does not take very extensive scientific study to observe that a smiling face makes a sentence sound different from a sentence articulated by a sorrowful, droopy physiognomy. There are five basic physical descriptions of facial expressions: neutral, relaxed, tense, uplifted, and droopy. The neutral could result in various expressions such as pleasure, mask, respect, thoughtful, and quiet attention. The relaxed could result in love, pleasure and submission. The tense results in fear, surprise, determination, contempt, and extreme interest. The uplifted could result in happiness, anxiety, rage, religious love, astonishment, attention. Finally the droopy, in distress, suffering, grief, dism ay, and shock. Facial expression may portray the actual emotion felt and accurately accompany the speech. On the other hand, facial expression, as with other body language and nonverbal components, may contradict the verbal expression, thus giving the real message. Ones facial expression may be practiced and may thus be made convincingly to lie, along with the speech act, about ones real feelings. Artists and clowns have effectively exploited facial expressions and gestures as social weapons andShow MoreRelated Use Of Paralanguage And Kinesics In Everyday Life Essay2241 Words   |  9 Pages Use of Paralanguage and Kinesics in Everyday Life nbsp;nbsp;nbsp;nbsp;nbsp;The use of kinesics and paralanguage in everyday life is the most prominent use of persuasion we use subconsciously. They are used subconsciously because you may not know what they mean. Which can cause cultural tension if you do something that may seem harmless to you but may be a great insult to another culture. Paralanguage has many forms such as whistling which can be used by many people as a means of entertainingRead MoreCommunication Is Fundamental For Forming Human Relationships1304 Words   |  6 PagesCommunication is fundamental for forming human relationships and those relationships are formed by effective communication. Everyday we share information and knowledge with our families, friends, coworkers, and sometimes create new relationships with strangers. People communicate with one another to express their thoughts and emotions, and as a result, helps us to understand the ideas and feelings of others. In Season 2, Episode 14 of the comedy The Real O’Neals, â€Å"The Real Heartbreak,† Kenny goesRead MoreThe Importance of Non-verbal Commuincation1099 Words   |  5 PagesCommunication is an aspect of everyday life. People communicate both verbally and most importantly non-verbally. Verbal communication involves words whereas non-verbal communication consists of everything else but words. 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Vygotsky defines this as the distance between the actual development level as determined by independentRead MoreFinal Exam Sample Questions Chp 1-7 Essay2232 Words   |  9 PagesExam Answer Sheet is due by Friday, 1/21/11 at midnight--no exceptions. Multiple Choice Identify the choice that best completes the statement or answers the question. ____ 1. The real meaning of relationships is usually made up from: a.|everyday talk and nonverbal communication| b.|dramatic events that occur outside of the relationship| c.|emotional challenges that happen inside the relationship| d.|the advice we get from other friends| e.|the advice we get from experts in the fieldRead MoreDrama as a Means of Improving the Advocacy Skills of Non-English-Speaking-Background Students3423 Words   |  14 Pageslimited kinesics, e.g., non-vocal or paralinguistic behaviour (gestures, expressions, etc.) rarely visible; show little animation; limited eye-contact; 6. Use limited prosody, e.g., intonation, stress, rhythm in voice not very noticeable; voices generally soft and monotonous. On a gender basis, the above are even more pronounced in the case of female students. With time, and with regular exposure during their working years as lawyers to the sort of oral interaction and paralanguage normallyRead MoreYves Rocher in Japan4057 Words   |  17 PagesJapanese have a strong team spirit, that’s why it’s really important for Japanese employees to have a defined group’s identity, cohesion and objectives on their workplace. * Traditions, respect of nature and beauty play a big role in the every day life of Japanese residents. That’s why the environmental commitment of Yves Rocher must be a notion explained to the employees, to federate them to the brand. * A high level of education is culturally crucial for the Japanese. A large number of employees

Differences Of The Leaders And Mangers Of The 21st Century And Past

Question: Discuss about the Differences Of The Leaders And Mangers Of The 21st Century And Past. Answer: Introduction The study is mainly focused on the differences of the leaders and mangers of the 21st century and the leaders and managers of the past. This is also reflecting on how the perceptions of the different generation gaps have been changed drastically and how the managers and employees working in organizations has been changing and applying their perceptions for the sake of the organizations in this century. The study is also describing the incongruence of the different widely researched theories and its impact on the employees, managers and the leaders of the 21st century as well. The study is also focused on the term Millennial, their nature of working in organizations and their perceptions and behavior at their workplace. It is also describing that how the Millennial have been working and way they were treated in the organizations and how they are engaged at workplace of todays organizations. It is also studying the implications of the managers and the leaders when working with the mill ennial workforce. Brief Summary of the article The article is summarized by having the broader views and perceptions of the Millennial who are mostly working in the organizations of 21st century. The article summarizes that how the Millennial work and how they were behaving when they were working in todays organizations. The article also summarizes that the nature of the Millennial employees working in organizations. It is summarizing the five different theories of leadership which has an impact on the working, engagement and the motivation of the millennial employees. The article summarizes that Millennial are not organizational centered and focused on their work they do, they are basically self centered (Anderson et al. 2017). This also summarizes that Millennial are only motivated with the extrinsic factors like the compensation, hike in the salaries as well as rewards. This states that how the Millennial employees are not making any kind of ethical decisions as they are more likely to found work life balance rather than focus ed on their work. The article also summarizes that how the millennial employees are getting treated form the leaders and organizations. They are also treated by the managers and ladders in a different way which they were not expecting from them. This is also the different nature of the millennial employees as compared with the employees and supervisors in the past. It also summarizes the challenges faced by the leaders as well the managers for not getting totally engaged with the millennial employees (Schyns et al. 2013). It deals with the effectiveness of the leader member relationships for the millennial employees to be able to work in a proper way and how they are not contributing well for attainment of organizational goals. Body The current generation or millennial employees are quite different from the previous generation employees in terms of their values and believes. Their senses of work centrality, work ethics, work attributes and work motivation are quite different than the baby boomers. Hence, the leaders face tough challenges to manage such employees with the previously developed leadership theories. The author of this article has articulated that the organizational leaders should lead the present day millennial employees by their necessity, differently. The suggestion of the authors is quite adequate on the fact that the time has come to revisit the leadership theories, which were actually developed before the millennial employees have entered in the workforce. The authors of this article has primarily focused on the current five leadership theories like transformational leadership, leader member exchange, information processing, authentic leadership and ethical leadership. The new generation employees are less central to their work and less connected to the core of the organizational goals. On the other hand, the article has also focused on the positive aspects of the new generation employees, which are like creativity, technical ability, inclusive attitude and concern for their social values. Millennial employees are more likely to work for the supervisors, who they like the most. Hence, the current leaders must focus on the employee-supervisor relationship for motivating and retaining the new generation employees. On the other hand, the millennial employees are more likely to be motivated by extrinsic rewards than the intrinsic rewards (Avolio and Yammarino 2013). Hence, the new existing leadership theories must focus on the providing extra and extrinsic rewards for motivating such employees. Moreover, they highly value work-life-balance and leisure activities more than their predecessors. Hence, the previous leadership theories must reconsidered for including the changing values and attitudes of the new generation employees. The employees in the new generation prefer individualism quite more than collectivism for achieving the work goals. Moreover, they are more likely to focus of their individual achievement than to focus on overall organizational goals. Transformation leadership theory has been focused adequately on the individualistic work approach of the employees. However, their theory is quite ineffective in linking the individual goals of the millennial employees with the overall organizational goals. Hence, the transformational leadership theory must be reconsidered for aligning with the changing job attitudes of new generation employees. On the other hand, the article has also articulated the fact the millennial employees are more likely to work in an organization, where their needs are met properly. Moreover, the new generation employees are highly sensitive to monetary compensation than any kind of intrinsic rewards (Anderson et al. 2017). Hence, the leader-member exchange theory should be reconsidered, where the outcome of the employees is dependent on their consideration within leaders in group. On the other hand, authentic leaders are more likely to motivate the employees through their congruity of self-awareness of the employees with leaders qualities. In such situation, lack of work centrality of the millennial employees seems to incongruent with the authentic leaders. Hence, authentic leadership theory must be reconsidered with the dynamic work values and attitude of the new generation employees. The authors of this article have claimed justified argument that the five leadership previously developed leadership theories fail to prepare managers adequately to influence todays millennial employees. The propositions made on transformational leadership have argued that the transformational leaders are quite effective to motivate the new generation employees to put the organizational needs before their own needs. Moreover, such leaders are incapable of motivating the employees through idealized vision of giving more importance to organizational goals over the individual goals (Anderson et al. 2017). On the other hand, the millennial employees are more likely to be motivated monetary compensation and extrinsic rewards. As per this article, transformational leaders are incapable of influence such employees through idealized influence and inspirational motivation. Todays employees are having high level of individualism and more likely to work for their own benefits. In such situation, the information processing model of leadership is efficient to adopt any particular leadership style based on situational context. Moreover, millennial employees are less likely to place importance on organizational settings and place more importance to leisure places (Antonakis and Day 2017). In such situation, the leaders may face challenges to manage the employees having different cognition about leadership attribution. In leader-member exchange model, the leaders usually motivate the employees through making high quality relationship with them by considering them in in-group. However, the new generation employees are more motivated by the extrinsic or monetary compensation offered by the leaders. In such situation, the collegial relationship with the leaders is less effective on the new generation employees. Furthermore, the article has also highlighted that millennial employees have acknowledged that their perception about work-life-balance is quite different from their supervisors. In such situation, high quality relationship with the leaders will require them to give more effort and time to their work. Hence, the model of leader-member exchange often fails to motivate the new generation employees. The article has also justified the fact that authentic leaders are incapable of achieving the value of congruence among the new generation employees. Moreover, authentic leaders are more likely to motivate the employees through their self-awareness and value congruence of the employees with their own capabilities. In such situation, such leaders face huge difficulties in managing the employees having lack of work centrality, which is highly incongruent with the value of leaders (MALO? 2012). On the other hand, the ethical leadership is majorly focused on enhance the organizational performance with intrinsically help values of the employees. However, todays employees give priority to their work-life-balance than the organizational core values. In such situation, such employees are less likely to emulate the ethical leaders having strong level of work ethics (Anderson et al. 2017). On the other hand, ethical leaders majorly focus on the moral and spiritual value of the employees to mot ivate them towards achieving organizational success. However, todays employees always give more priority over the extrinsic rewards than the moral values associated with the organizational values. Hence, such leadership often fails to prepare the managers in motivating the millennial employees. In the context of the transformational leadership theory, it is recommended that the Millennial in order to engage actively with the organizations, they should be get aligned with their personal objectives and the organizational goals they can achieve it. There is the need of redeveloping the organizational objectives by the transformational leaders and managers by which they can encourage and motivate the millennial workforce to achieve their personal and organizational goals as well (Odumeru and Ogbonna 2013). The transformational leaders should also make the transformational leaders to link their extrinsic rewards with the organizational goals encourages the Millennial workforce to become much more active and engaged when working in organizations. In the context of the information processing, the leaders and managers working in the organizations of 21st century have different perceptions as compared with the perception of the millennial workforce. It is recommended that he millennial workforce do not enjoy that the leaders and the managers should have the positional power they reflect on the millennial workforce (McCleskey 2014). The leaders and the managers of the 21st century organizations act in accordance with the situations. It is important that the perceptions of the leaders and the managers should be aligned with the cognitions of the millennial workforce and both should have the common goal of achieving the organizational objectives set earlier by the organizations (Landis Hill and Harvey 2014). In the context of the leadership member exchange theory, it is recommended that most of the leaders and managers could not be able to cope up with the communication styles and the information to be exchanged between the two parties. So the leaders and managers should be applying new forms of communication mediums in order to communicate well with the millennial employees (Verlage Rowold and Schilling 2012). There is the need of development of electronic medium for communication with them in a proper way. The managers and the leaders should also be trying to introduce text based communication skills for getting adjusted with the Millenial workforce. In the context of ethical leadership theory, it is recommended that the millennial workforce is not motivated by the intrinsic rewards, but they are motivated mainly through extrinsic rewards. So the managers and leaders of the organizations in this century want to reduce the extrinsic rewards and increase the intrinsic rewards so that they can be able to change their attitudes and behaviors at workplace (Mayer et al. 2012). It is also recommend that there is the need of developing an ethical culture which is converted into the formal performance management system, making them ethically responsible towards the organization they are employed. In the context of the authentic leadership theory, the millennial workforce does not provide the values the managers and the leaders expects from them when they are at workplace. They are more prone to work for themselves and do not rely on their individual efforts in trying to achieve the organizational goals (Miner 2015). They do not have the work style based on doing constant and strenuous efforts and spending much more time at their workplace in the achievement of organizational objectives (Nichols and Erakovich 2013). So there is the need of the development of the ROWE environment within the workplace to be taken place by which the values of the leaders get aligned with the millennial workforce. Conclusion From the study it is evident that the millennial employees could not be able to get aligned with the different perceptions of the leaders and managers. The millennial employees working in the organizations of 21st century are more directed towards getting motivated through extrinsic rewards and want to maintain high work life balance. It is concluded that the leaders and managers are facing challenges in maintaining and leading the millennial employees in their teams as well at workplace. This also concludes with the fact that the baby boomers have different perspectives of leadership and the way they were getting engaged in the past with the organizations which has a different dimension altogether for the millennial employees at workplace (Anderson et al. 2017). The ethical decision making is not done at the best possible way by the leaders and the managers for the millennial employees as they are very much individualistic and do not work on the values the top management expects fro m them. References Anderson, H.J., Baur, J.E., Griffith, J.A. and Buckley, M.R., 2017. What works for you may not work for (Gen) Me: Limitations of present leadership theories for the new generation.The Leadership Quarterly,28(1), pp.245-260. Odumeru, J.A. and Ogbonna, I.G., 2013. Transformational vs. transactional leadership theories: Evidence in literature.International Review of Management and Business Research,2(2), p.355. Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of, transformational and charismatic leadership. InTransformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition(pp. xxvii-xxxiii). Emerald Group Publishing Limited. Landis, E.A., Hill, D. and Harvey, M.R., 2014. A synthesis of leadership theories and styles.Journal of Management Policy and Practice,15(2), p.97. MALO?, R., 2012. THE MOST IMPORTANT LEADERSHIP THEORIES.Annals of Eftimie Murgu University Resita, Fascicle II, Economic Studies. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), p.117. Verlage, H., Rowold, J. and Schilling, J., 2012. Through Different Perspectives on Leadership: Comparing the Full Range Leadership Theory to Implicit Leadership Theories.E Journal of Organizational Learning Leadership,10(2). Miner, J.B., 2015.Organizational behavior 1: Essential theories of motivation and leadership. Routledge. Antonakis, J. and Day, D.V. eds., 2017.The nature of leadership. Sage publications. Nichols, T.W. and Erakovich, R., 2013. Authentic leadership and implicit theory: a normative form of leadership?.Leadership Organization Development Journal,34(2), pp.182-195. Schyns, B., Tymon, A., Kiefer, T. and Kerschreiter, R., 2013. New ways to leadership development: A picture paints a thousand words.Management Learning,44(1), pp.11-24. Mayer, D.M., Aquino, K., Greenbaum, R.L. and Kuenzi, M., 2012. Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership.Academy of Management Journal,55(1), pp.151-171.

Contractual Damages Non Pecuniary Loss

Question: Discuss about the Contractual Damages for Non Pecuniary Loss. Answer: Introduction: It is understood that non-pecuniary loss cannot be adequately described without submitting the pecuniary loss for a cautious assessment. It is apparent that non-pecuniary loss commences when pecuniary damage ends. In large number of cases, the damages are largely pecuniary and the distressed party can only claim for damages even though one can claim for non-pecuniary loss in addition. It is noteworthy to denote that only on extraordinary state of affairs non-pecuniary loss may from time to time be the only reason behind the infringement and to cover the monetary loss alone it might be injustice to the aggrieved party. There are several objections against the recovery of non-pecuniary loss. One of them being is the fear to overcompensate the injured party for a violation of contract. The court can award contractual damages for non-pecuniary loss, as an increasing acceptance is noticed to such an extent to which non-pecuniary damages can be awarded in those cases where a breach of contract. While a tort plaintiff is entitled to recover for damages and sufferings, non-pecuniary remedy is still considered as exceptional to the contracted plaintiff. The same thing happened in the case of Ruxley Electronics v Forsyt [1996] AC, 344, HL, where contract was breached. Under the contract law, the Law of Tort is the point of reference concerning Non-pecuniary loss. In fact, contract law is usually reluctant to compensate for non-pecuniary loss. In cases where there is a Breach of contract consist of tortuous aspects which occurs on regular basis when non-pecuniary loss is under consideration. The aggrieved party to the contract should face no problems in recovering such loss. Reference list: DiMatteo L and others,Commercial Contract Law(1st edn, Cambridge University Press 2013) Poole J,Textbook On Contract Law(Oxford University Press 2012)