Challenges Faced by Teachers

Challenges Faced by Teachers Availability of resources for the students with literacy difficulties While most of the participants didnt have clear views about this question, the teacher brought to light the necessity to include i-pads and laptop to support SEN students (APPENDIX 3). In the researchers notes, there are some points made like, The only essential support for the students is obviously the teacher. Teaching assistants are consumed in the behaviour management of the class and it is a luxury for a student to receive prolonged support during the lesson. Obviously, there is no computer program that is supporting students currently. It is the teachers responsibility to improvise and provide his own resources for the students (APPENDIX 1). Availability of Time and Support There has been a recognition by one teacher that it is very challenging to completely focus their attention only to dyslexic students during the lesson, due to the lack of time and assistance. Classroom assistance specifically for dyslexic students is really a luxury that no school could afford, which could save (APPENDIX 3). Also, in researchers notes is stated that, The assistants help in the delivery of the lesson could save me time to support more efficiently the dyslexic students (APPENDIX 1). Differentiation Differentiation, based on the Training and Development Agency for Schools, is the process by which differences between learners are accommodated so that all students in a group have the best possible learning (Barlett, 2016, p.5). Differentiation can be met by using a variety of resources, tasks, groupings, outcomes and support for the students (Barlett, 2016). The evidence from the interviews suggests that a wide range of support is provided for dyslexic students. However, the researcher felt that, It is very difficult to plan and differentiate the lesson for every single student, and as a trainee, it is for me particularly difficult to find time in explaining the lesson to the teaching assistant(TA), which can lead to questions on whether responses from participants were actually realistic (APPENDIX 1). Training of the Staff All the participants commented that they received sufficient training to support the SEN students in the school. The SENDCO argued that schools staff are receiving continuous training to ensure that they know how to support the later, in all circumstances. Specifically, the staff know how to be looking specifically at key words, how to teach key words to students, how to check their knowledge, how to ask the students to create paragraphs, how to tap into the reading and support reading. Also, they are trained to be looking very carefully and do marking for spelling (APPENDIX 6). Co-Curricular Activities in School SENDCO made clear there are multiple activities that are designed to help dyslexic students including, enrichment activities, extra-curriculum activities, activities that include homework clubs, that can aid students who are not able to do independently their homework. She argued that, SEN students are always welcome to attend these weekly activities and be benefited (APPENDIX 6). However, there was a point raised by one Teaching Assistant stating that additional support can be provided. She argued that it would be wise for the school to make a greater effort in making Disabled and non-disabled learners learning together as this will help create new opportunities to build relationships (APPENDIX 5). Individual Learning Plan (IEP) To produce an effective IEP for students, it is crucial for parents, students and school staff should actively collaborate to investigate in depth the needs of the students and plan a strategy that will support the students effectively (NCSE, 2010). However, one of the major concerns from parents is that during the meeting with professionals their views are not usually highly regarded by the later (Pinkus, 2005). Except the fact that parents are being communicated about the inclusion practices of the school, in SENDCOs interview, evidence suggest that parents are not actively participating in the decision-making and assessment process. Therefore, including parents more in the decision-making process, would be of key importance. The profiles of the 2 selected students for observation The selection of the two students was mainly based on the fact the they were being taught by the researcher of this study. The researcher came in contact and consulted the class teachers and teaching assistants that were supporting him during his placement to discuss and ask permission for discussions that would specifically focus of these two SEN students. The 2 students had similar special educational needs and their names have been changed to ensure anonymity. Oliver is a boy in year eight who has difficulties with spoken language and retaining information (memory). Kelly is a girl in year eight, who has a mild learning disability, presenting many of the symptoms associated with Dyslexia. More information can be found in Appendix 7. Limitations The study was conducted during a 3-month period, from October to December 2016. As it has been mentioned in section 3.2 there has been a limitation of time, resulting in the reduction of the sample tank. Moreover, time restrictions led the researcher to the selection of only two students with similar needs. In addition, Jupp characterises the sampling technique of Opportunity Sampling, as the weakest sampling method. It is argued that the selection of the participants is considered as biased and is not accurately representing the actual, real world results (Jupp, 2006). Considering Reflexivity as stated in section 3, the researchers stay in his placement school along with his personal attributes, gave him the opportunity to select and interview only those four participants. Consequently, researchers subjectivity is acknowledged in the collection and interpretation of the data, as well as the discussion of the results. In general, findings are linking closely to the existing literature. The interviews are showing that staff is confident towards the inclusion policy of the school for the dyslexic students. However, the school can become more inclusive. Most the interviewees expressed the necessity for further assistance inside the classrooms and for further provision of resources. In addition, the researcher identified that there are severe time limitations for the teachers regarding lesson planning and differentiation. Therefore, there should be provided sufficient funding from the local authorities and government. Also, stronger links between teachers, teaching assistants, supporting staff and parents should be established. Last but not least, critical role to this venture should play the schools proactive leadership.

Organizational Conflict in Noahs Ark Preschool Essay -- Interpreting

Conflicts in an organization impact the employees and the organization itself in a variety of ways. It is a constant hindrance in organizational life due to conflicting goals between managers and workers. In definition, conflict is â€Å"the interaction of interdependent people who perceive incompatible goals and interference from one another in achieving those goals† (George 287). While most individuals perceive conflict as being a negative aspect in a working relationship, others believe it â€Å"allows the opportunity to release built-up tension, stimulate critical thinking, and strengthen relationships† (George 287). I extensively observed the conflicts at Noah’s Ark Preschool and found these conflicts to have both positive and negative effects on the organization and its employees. During my evaluation I focused on how conflicts emerged, how they were managed, and in what ways the organization could improve its conflict management skills. The first step in resolving organizational conflict is to consider the typical sources of conflict (Donais). The sources of conflict are infinite, but some are recurrent and persistent. Poor communication skills can stimulate conflict and lead to misunderstandings between employees or between employee and manager. While conducting my interview, I learned the director of Noah’s Ark, Regina, is frequently vague and inconsistent with instructions. One employee described a situation in which Regina allowed the employees to wear shorts one afternoon—which is against dress code— but disciplined them for wearing shorts the next day. In this situation, lack of communication and information from employer to employee caused a misinterpretation of rules the organization routinely abides by. A difference... ...; How Dangerous Can it Be?."  Yahoo Contributor Network. N.p., 3 Jan. 2011. Web. 28 Apr. 2014. Kuehner-Hebert, Katie. "Mismanaging Workplace Conflicts."  www.HREOnline.com. LRP Publications, 22 Aug. 2012. Web. 28 Apr. 2014. "Association for Conflict Resolution—Giving Voice to the Choices for Quality Conflict Resolution."  Association for Conflict Resolution. N.p., n.d. Web. 28 Apr. 2014. Segal, Jeanne , and Melinda Smith. "Conflict Resolution Skills."  Turning Conflicts into Opportunities. N.p., 1 Apr. 2014. Web. 28 Apr. 2014. Burrell, Bonnie. "Collaboration Toolbox || MODULE 1 > Conflict Management."Collaboration Toolbox || MODULE 1 > Conflict Management. N.p., 1 Jan. 2001. Web. 28 Apr. 2014. Dreu, Carsten K. W. de.. "Productive Conflict: The Importance of Conflict Management and Conflict Issues."  Using conflict in organizations. London: Sage, 1997. . Print.

Atomic Bomb – World War II

World War II is known for acts of heroism on both sides, as well as controversial decisions. One major event that has long been debated was the use of atomic bombs on Hiroshima and Nagasaki. The reason Japan was threatened by the U. S. with the Atomic bomb was to force them to surrender. The war would have taken much longer had an invasion been attempted. An invasion would have cost more lives for both sides than the bombings. The Allies were justified in dropping atomic bombs on Hiroshima and Nagasaki. The first reason the bombing was justified was that it was the most viable way to force the Japanese to surrender. The Allied offer of the Potsdam Conference on July 26, 1945 stating that the war would end only when the Japanese surrendered and gave up Emperor Hirohito. This offer was completely unacceptable to the Japanese, who, at the time, regarded their emperor as a god and declined the Postdam demands without thinking twice. President Harry S Truman was in a situation where he could not change the terms of the offer, because the American citizens wanted Hirohito imprisoned, if not executed after the bombing of pearl harbor. Changing the terms of the offer would also be regarded as a sign of weakness on the Americans' part, which was unacceptable during a time of war. After the crushing defeats of the U. S. over the Japanese at Iwo Jima and Okinawa were also very decisive battles that the U. S. won where the Japanese did not give up; showing there loyalty to their emperor and the fact that they wouldn’t give up. Meanwhile, as the U. S. was picking off all of the strategic islands around Japan, the Japanese were still building there defense up. This too proved they would not give up. Another reason that the Americans were justified in dropping the bomb was that it ended the war much more quickly than would an invasion. Many Americans had already been killed in the battles against Japan, and Truman’s main goals were to save American lives and get his troops home as soon as possible. The second of the two atomic bombs was dropped on Nagasaki on August 9, 1945 and the Japanese surrendered 5 days later on August 14, 1945. The alternative to the use of the atomic bomb, an invasion over land, had been scheduled for November 1 had the bombing not succeeded or had it been cancelled. This invasion could have dragged on for months, if not years. Japan also had no defense for the destruction of the cities. If they had no defense they would have to surrender ending the war early. The third, final, and most important reason the Americans were justified in dropping atomic bombs on Japan was that the bombings claimed far less lives than would have been taken during an invasion. Between the two cities, there was estimated to have been approximately 115,000 deaths as a result of the bombings. President Truman estimated that as many as one million American soldiers would have died in an invasion of Japan. Also the Soviet Union was about to invade Japan. This would cause the Soviets to have a lot of influence in the United States’ decisions in the far east. President Truman intended the atomic bomb to be a way to end the war at a minimum cost of American lives. The use of atomic bombs on Hiroshima and Nagasaki was a justified strategy on the Allies' part. A Japanese surrender was impossible due to the political landscape before the bombings. The war would have dragged on much longer had the bomb not been dropped and an invasion carried out instead. The bombings claimed fewer lives than an invasion would have. The bombing of Hiroshima and Nagasaki brought a decisive end to the Second World War, as well as beginning the nuclear age; changing the world forever.

Richard Howe - Royal Navy Richard Howe

Richard Howe - Early Life Career: Born March 8, 1726, Richard Howe was the son of Viscount Emanuel Howe and Charlotte, Countess of Darlington. The half-sister of King George I, Howes mother wielded political influence which aided in her sons military careers. While his brothers George and William pursued careers in army, Richard elected to go to sea and received a midshipmans warrant in the Royal Navy in 1740. Joining HMS Severn (50 guns), Howe took part in Commodore George Ansons expedition to the Pacific that fall. Though Anson eventually circumnavigated the globe, Howes ship was forced to turn back after failing to round Cape Horn. As the War of the Austrian Succession raged, Howe saw service in the Caribbean aboard HMS Burford (70) and took part in the fighting at La Guaira, Venezuela in February 1743. Made an acting lieutenant after the action, his rank was made permanent the next year. Taking command of the sloop HMS Baltimore in 1745, he sailed off the coast of Scotland in support of operations during the Jacobite Rebellion. While there, he was badly wounded in the head while engaging a pair of French privateers. Promoted to post-captain a year later, at the young age of twenty, Howe received command of the frigate HMS Triton (24). The Seven Years War: Moving to Admiral Sir Charles Knowles flagship, HMS Cornwall (80), Howe captained the vessel during operations in the Caribbean in 1748. Taking part in the October 12 Battle of Havana, it was his last major action of the conflict. With the arrival of peace, Howe was able to retain sea-going commands and saw service in the Channel and off Africa. In 1755, with the French Indian War underway in North America, Howe sailed across the Atlantic in command of HMS Dunkirk (60). Part of Vice Admiral Edward Boscawens squadron, he aided in the capture of Alcide (64) and Lys (22) on June 8. Returning to the Channel Squadron, Howe took part in the naval descents against Rochefort (September 1757) and St. Malo (June 1758). Commanding HMS Magnanime (74), Howe played a key role in capturing Ile de Aix during the former operation. In July 1758, Howe was elevated to title of Viscount Howe in the Irish Peerage following the death of his older brother George at the Battle of Carillon. Later that summer he participated in raids against Cherbourg and St. Cast. Retaining command of Magnanime, he played a role in Admiral Sir Edward Hawkes stunning triumph at the Battle of Quiberon Bay on November 20, 1759. A Rising Star: With the war concluding, Howe was elected to Parliament representing Dartmouth in 1762. He retained this seat until his elevation to the House of Lords in 1788. The following year, he joined the Admiralty Board before becoming Treasurer of the Navy in 1765. Fulfilling this role for five years, Howe was promoted to rear admiral in 1770 and given command of the Mediterranean Fleet. Elevated to vice admiral in 1775, he held sympathetic views pertaining to the rebelling American colonists and was an acquaintance of Benjamin Franklin. The American Revolution: As a result of these feelings, the Admiralty appointed him to command the North American Station in 1776, in the hope that he could aid in quieting the American Revolution. Sailing across the Atlantic, he and his brother, General William Howe, who was commanding British land forces in North America, were appointed as peace commissioners. Embarking his brothers army, Howe and his fleet arrived off New York City in the summer of 1776. Supporting Williams campaign to take the city, he landed the army on Long Island in late August. After brief campaign, the British won the Battle of Long Island. In the wake of the British victory, the Howe brothers reached out to their American opponents and convened a peace conference on Staten Island. Taking place on September 11, the Richard Howe met with Franklin, John Adams, and Edward Rutledge. Despite several hours of discussions, no agreement could be reached and the Americans returned to their lines. While William completed the capture of New York and engaged General George Washingtons army, Richard was under orders to blockade the North American coast. Lacking the necessary number of vessels, this blockade proved porous. Howes efforts to seal American ports were further hampered by the need to provide naval support to army operations. In the summer of 1777, Howe transported his brothers army south and up the Chesapeake Bay to commence its offensive against Philadelphia. While his brother defeated Washington at Brandywine, captured Philadelphia, and won again at Germantown, Howes ships worked to reduce the American defenses in the Delaware River. This complete, Howe withdrew the fleet to Newport, RI for the winter. In 1778, Howe was deeply insulted when he learned of the appointment of a new peace commission under the guidance of the Earl of Carlisle. Angered, he submitted his resignation which was reluctantly accepted by the First Sea Lord, the Earl of Sandwich. His departure was soon delayed as France entered the conflict and a French fleet appeared in American waters. Led by the Comte dEstaing, this force was unable to catch Howe at New York and was prevented from engaging him at Newport due to a severe storm. Returning to Britain, Howe became an outspoken critic of Lord Norths government. These views kept him from receiving another command until Norths government fell in early 1782. Taking command of the Channel Fleet, Howe found himself outnumbered by the combined forces of the Dutch, French, and Spanish. Adroitly shifting forces when needed, he succeeded in protecting convoys in the Atlantic, holding the Dutch in port, and conducting the Relief of Gibraltar. This last action saw his ships deliver reinforcements and supplies to the beleaguered British garrison which had been under siege since 1779. Wars of the French Revolution Known as Black Dick due to his swarthy complexion, Howe was made First Lord of the Admiralty in 1783 as part of William Pitt the Youngers government. Serving for five years, he faced debilitating budget constraints and complaints from unemployed officers. Despite these issues, he succeeded in maintaining the fleet in a state of readiness. With the beginning of Wars of the French Revolution in 1793, he received command of the Channel Fleet despite his advanced age. Putting to sea the following year, he won a decisive victory at the Glorious First of June, capturing six ships of the line and sinking a seventh. After the campaign, Howe retired from active service but retained several commands at the wish of King George III. Beloved by the sailors of the Royal Navy, he was called upon to aid in putting down the 1797 Spithead mutinies. Understanding the demands and needs of the men, he was able to negotiate an acceptable solution which saw pardons issued for those who had mutinied, pay raises, and the transfer of unacceptable officers. Knighted in 1797, Howe lived another two years before dying on August 5, 1799. He was buried in the family vault at St. Andrews Church, Langar-cum-Barnstone. Selected Sources NNDB: Richard Howe Napoleon Guide: Admiral Richard Howe

My Personal Definition For School Curriculum Essay

The meaning of the term’ curriculum’ is difficult to define. For school, Pratt (in Brady and Kennedy, 2014, p. 3) argues that curriculum can be ‘an organized set of formal educational and training intentions’. For students, Marsh and Wills (in Brady and Kennedy, 2014, p. 3) maintain that curriculum is ‘an interrelated set of plans and experiences that a student undertakes under the guidance of the school’, while for teachers, the challenge is to develop curricula that will cater for the needs of all students (Ah Sam Ackland, 2005). There are various meanings attached to the term’ curriculum’. My personal definition for school curriculum is that schools develop programs of different study areas basing on the content of the national curriculum document; teachers plan their teaching basing on the programs; eventually, students experience the curriculum by engaging in diverse teaching activities. In this essay, I will be discussing T he Early Years Learning Framework (EYLF) in relation to the strategic plan and teaching philosophy of Hampton Park East Kindergarten. EYLF for Australia guides Early Childhood Education in Australia today. The aim of this framework is to support children’s learning and development from birth to eight years. The framework provides a guideline for early childhood educators to foster children’s physical and mental development. Early childhood educators in Australia recognize the importance of family education in children’s learning and the EYLFShow MoreRelatedDefinition Of Curriculum For Education Curriculum906 Words   |  4 PagesIntroduction Curriculum has many definitions in the realm of education. Some people view curriculum as a specific structure of assignments and standards that must be mastered by all students while others view curriculum as a means to an end result. Ornstein and Hunkins (2013) define curriculum as being several different things: a plan for achievement, based on student schema, a way to handle others, a program of study, and content based on levels. It is interesting to read a text written specificallyRead MoreMy Personal Philosophy Of Education966 Words   |  4 Pages Personal Philosophy of Education Allyson C. Taylor EDUC 542 Dr. M. Derrick Regent University The definition of curriculum can be as mysterious as the curriculum itself. Oliva (2013) described the hunt for the curriculum as being similar to â€Å"efforts to track down Bigfoot, the Bear Lake Monster, [and] the Florida Everglades Skunk Ape †¦Ã¢â‚¬  (pg. 2). All of these elusive beings have left tracks, yet there isn’t a single photograph to prove their existence—just likeRead MoreFoundation of Education1732 Words   |  7 Pageseducation? What is education for? 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Education contains characteristics similar to a coin, it can free through opening up new opportunities, encouraging self-esteem, and opening new ways of critical thinking; But then, it can alsoRead More Challenge of Defining a Single Muliticultural Education Essay666 Words   |  3 Pageschange in the curriculum adding new and diverse materials (2nd paragraph). As the world changes our ability to learn should grow. New things happen every day and the only way we can grow from these things is to open our eyes and realize what is going on. Society tackles many different things each day and we never know what’s going to happen until after it does. Entering new things into the curriculum based on current issues is a positive thing in my eyes. Adding to and enhancing the curriculum adds more

Legal Ethical Issues for It Practitioners - 2523 Words

Legal and Ethical Issues for IT Practitioners Brandy L. Spinks Business 670 Dr. Stephens December 20, 2010 Legal and Ethical Issues for IT Practitioners For ages thinkers have written hundreds of books in an effort to understand, explain, categorize, and label moral, immoral, an amoral human behavior and the rationales behind our actions. Yet, there still is not a universally accepted way of analyzing ethical situations (Hatcher Aragon, 2000) and ethical issues are not a favored topic for discussion in public arenas or private conversations (McDowell, 2000). However, as a society we do feel that people should be supportive, trustworthy, and fair in their work and dealings with each other. We expect from others and from†¦show more content†¦Honesty is an essential component of trust. Without trust an organization cannot function effectively. The honest IT practitioner will not make deliberately false or deceptive claims about a system or system design, but will instead provide full disclosure of all pertinent system limitations and problems. The principle of honesty extends to issues of confidentiality of information whenever one has made an explicit promise to honor confidentiality or, implicitly, when private information not directly related to the performance of ones duties becomes available. McDowell says in his book, Ethics and Excuses, that the ethical concern is to respect all obligations of confidentiality to employers, clients, and users unless discharged from such obligations by requirements of the law or other principles of this Code (2000). Wolf wrote in his book, Moral Freedom, that the individual must be fair and take action not to discriminate (2001). The values of equality, tolerance, respect for others, and the principles of equal justice govern this imperative. Discrimination on the basis of race, sex, religion, age, disability, national origin, or other such factors is an explicit violation of IT ethics and will not be tolerated. Inequities between different groups of people may result from the use or misuse of Information and technology. In a fair society,Show MoreRelatedEthical and Legal Problems Faced by Nurse Practioner1459 Words   |  6 PagesEthical and Legal Problems Faced by Nurse Practitioners HCA322: Health Care Ethics amp; Medical Law (BGE1226A) Instructor: Eugene Elliott Cara Gerlach 7/23/12 Ethical and Legal Problems Faced by Nurse Practitioners Every medical professional has or will face some ethical and legal issues in the Medical Field, the Nurse Practitioners (NP) are no different. Fant stated that in an ethical dilemma there are no right answers or solutions; however, in these dilemmas there are no wrong answers eitherRead MoreChapter 1 Essay1002 Words   |  5 PagesReview 1. 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Event Planning Business free essay sample

As part of our strategic plan to create an event planning business store front and market our service based on our past experiences, this project is expected to be the vehicle to allow expansion and encompass a larger market. State of the art equipment and planning will assist in our increasing reputation and productivity and attaining a renowned presence in the industry. Project Product Completed acquisition of retail store front and design with construction of a production in the budgeted amount of $250,000. Procured and installed equipment and raw materials to drive an increase in production and sales. Recruitment and training of staff will ensure the ability to reach marketing, production and sales goals. Procured fleet of delivery trucks to ensure distribution and expansion in a budgeted amount of $110,000. Project Deliverables Completed the procurement of the Architect, Real Estate Consultant and General Contractor to assist with the selection of purchasing property in best strategic location. Acquired Building Site, Permits, and Appropriate Approvals which allowed the project to begin and be completed on schedule. Completed recruitment of employees and ensures proper training of personnel. Equipment and Raw Material were purchased utilized and installed per Production and Distribution plan. Start Up of Production and Distribution on schedule with a 15% increase over the next 5 years. Project Objectives In the 11 month allotted time set by the stake-holders, the property has been purchased designed completed and strategically located in the allocated budget of $600,000. Specified recruitment and training for employees was properly competed. Proper training of personnel was met during the time frame allotted. State of the art equipment and trucks were purchased, utilized/installed per Production and Distribution plan. Proper training was provided to the staff to utilize this equipment and to ensure that Start Up of Production and Distribution was on schedule and we will achieve a 3% yearly increase in business to achieve a 15% increase over the next 5 years. APPROVALS Type Name Signature Date Project Manager Approval: Teresa 1-19-14 Owner/Sponsor Approval: Teresa Timothy 1-19-14 Executive Summary A Moment In Time, is and event planning business new to the community of Gibsonia Pennsylvania. Our combination of old fashioned values and going the above and beyond the clients expectations combined with the use of state of the art cutting edge event-planning software, will lead the market in providing quality results and a momentous event every time. A Moment In Time is an equal opportunity business which allows its expertise, products and services, and availability to assist its customers plan an event that will provide an exquisite remembrance of A Moment In Time. Event Packages (complete event packages for any event), will make planning or hosting a party a simple achievable experience. Allow A Moment In Time to take the worry from your shoulders so you can enjoy every moment of your event. Stare of the art event planning software allows and interactive and simple view to event planning. These and as well as additional affordable products and services, will allow A Moment In Time to be the number one choice for all your events. Objectives A Moment In Time is a small business striving to reach premier goals of quality, sophistication and comfort to every event. A Moment In Time will focus on its mission. It will encompass its employees, owners, vendors and clients in the daily reassurance that its vision is represented in every event. The vision manifests itself in three ways: 1. Achievement in being one of the top three event planning specialists in the North Eastern United States. 2. Produce quality results, and classic sophistication at every event. 3. Equal and Fair compensation to those invested in A Moment In Time. Mission Success is determined by quality, determination, prioritization and good choices for lasting effects. Communication is an essential aspect of the success factor. A Moment In Time strives to achieve the standing as the best choice of clients by working to prevent stress and burden in the process of planning an event. Consistent, professional, classic sophistication and a detail oriented work will provide an unworried occasion that will be remembered forever for a reasonable price. A Moment In Time will make every effort to provide a professional, clean and safe working environment to its employees and vendors, as well as honestly compensating them for their services. The vision and mission of A Moment In Time is that with the competitive market and technology A Moment In Time will strive to utilize latest technology and trends and ensure its clients are provided with the specialized attention they deserve. Keys to Success Keys for success include the commitment to quality by all employees and vendors. A Moment In Time’s staff will be responsible to themselves to achieve the highest possible level of professionalism in following areas: 1. Professional, consistent and precise fulfillment of our clients wishes. Price competitive and quality of services. 3. Profit made on every planned event. Company Summary A Moment In Time is a small business created in order to meet the requirements of a society which is continuously changing. Gibsonia, Pennsylvania is the current location with the intention to expand to a second location within five years. A Moment In Time’s staff of two full time employees and one part time employee as well as numerous contracted vendors, creates events and composes marketing and advertising for event-planning products. A Moment In Time is invested in the success and growth of the community in which it resides in. A Moment In Time is the correct choice to the demand of the events in a social world, that place stress and burden on working families, professionals, inundated offices, out-of-town business or an ideal moment which needs to be recognized as the special occasion it is. We identify with what our clients are require and understand the need to provide a time for the important and special events in life. A Moment In Time endeavors to accomplish each of these goals. Company Ownership A Moment In Time is a sole proprietorship with the purpose of providing A Moment In Time and selling a business to clients invested in the vision of event planning. All phases of the business will be documented through policies and procedures to ensure clients can depend on identical superior outcomes every time. It is these policies and procedures that will become the basis of ownership. The sole proprietor will use his or her name as the guarantor of each service shall embody the mission and vision of policies and A Moment In Time. Start-up Summary Precise planning from the proprietor, the start-up costs for A Moment In Time have been kept at a minimal. This business began as a home-based business that consisted of minimal amount of overhead, and continues to mandate a fewer portion of funds as for a service-based business. The investment funds were assets provided from earning that were acquired during the home based phase of A Moment In Time’s start up. This was done as a part time business until the ability to establish a vehicle to deliver its goods and services at a full scale full time level. It is the wish of the proprietors to continue this endeavor as a debt-free enterprise. Recognizing that in actuality not all situations are controllable, outside financing is a practical and feasible option. The proprietor own property and has a impeccable credit rating. Marketing and Competition The client base for A Moment In Time is for the most part middle to upper-middle class individuals, couples, families, public and private businesses. It is our intention to research and review the needs of the markets we mentioned and focus on the wants and needs required to provide a superior services to them. We guarantee to provide the superior and original results for each event. When marketing to our target market, assuring them a complete and competent way to free their time for their normal work and family commitments, and the guarantee of a worry-free event are the niche we will use as our marketing concept. Marketing of our service and goods are primarily by word of mouth and visual connection to the events our current clients have hired us for, and our staff and vendors have participated in or worked at. During our marketing campaign to public or private businesses, the prospect of greater competence, efficiency and quality for the money and a professional event are crucial to sell our concept. Businesses rather not deal with issues that come about due to oversight on their part and the guarantee of a hassle free, error-free event that they do not need to be burdened by is a possibility at an affordable cost. This is a benefit that they cannot deny to be the best possible choice. Organizational Structure The management team at A Moment In Time will consist of a team of two during the startup phase of the business. The main employees are the founder/proprietor, who plans events and contracts with caterers, decorators, disc jockeys, and bands to fill out the event. A site manager will be on hand to work the events and be the liaison and vendor coordinator. Thus, there are two main employees with various levels of vendors. The part time employees will assist with the labor and set up on the days of the events as well as manning the store front during the events to free up the principle workers to focus on the events taking place. When A Moment In Time reaches its goal and is able to expand each office will have one or two event planners, an administrative assistant, two site managers for the events, and a product and marketing specialist. The team will work as a cohesive unit with communication through staff meetings every week, email, and instant messaging. Each job is dependent and interrelated. Everyone’s performance is dependent and resulting on the performance of the others. Every team member is expected to perform at their top level and expects the best from each other. Currently no gaps in management of the business are visible. Should A Moment In Time prosper beyond the size which has been estimated, additional positions will be evaluated and added. A Moment In Time will provide a detailed search for employees that are hardworking, detail-oriented, energetic, people who want the opportunity to grow and improve with our organization. A Moment In Time will strive to the best and will hire those who are same minded and want to succeed.