The Lack Of Exposure And Practice Community

The Lack Of Exposure And Practice Community In Malaysia we have the Bahasa Malaysia as the national language but because of Malaysia is a multiethnic country, we have a variety type of language and dialect in the community (Eg : the Chinese community speaks Cantonese or mandarin and the Indian community speaks Hindi). People and student will tends to use their own dialect / language to speak among with their classmate due to they are more comfortable and fluency in speaking the respective language. It is also a fact that majority of the parent will talk to their children by using their own language instead of English (Hentan, 2011). As we are aware, practice makes perfect and therefore, English will need to be part of our life in order to be more fluent in the language. Education In the 1970s, teaching medium in national-type primary and secondary school was changed from English to Bahasa Malaysia. Due to this changes, Malaysian who studied in national-type school were less exposed to the English language as all important subject were being thought in Bahasa Malaysia except for the English language itself. Some students who continue their tertiary education in private institution only started to get full exposure of the English language as English is being used to teach in all subjects. Unfortunately, the sudden switch in teaching medium creates fear among the student who are weak in the language and therefore these students are afraid to communicate and interact during classes. While in public institutions, Bahasa Malaysia was continue as a medium of instruction and unluckily, these group of students did not even get any chance to expose themselves in the English Language. According to Teoh (2011), academicians are not surprise that proficiency in English am ong local graduates are at a declining stage as students were less exposed and lack of foundation in English language. 310 words The awareness of English importance. Many of the students do not know the important role of English language in today society and student study and memorize English just to pass the exam in education. Hence, students self developed a bad attitude towards learning the language and makes them not interested to explore and obsess in the language. It was mentioned by Teoh (2011) that the status of English decreased to such a level that it became simply a subject of study like other subjects such as history, geography, and physics and another reason is the lack of emphasis on English as it now not a compulsory subject to pass Students need to understand that most of the sources or information related to science, business, technology and medicine are mostly written in English. Therefore, before a student can grasp hold of the related industrys information, they will need to have powerful command in English. Gooch (2009) mentioned that student does not aware the importance of English until the enter the working world and these lead to student unwillingness to lean proper English language. We need to face the fact that many important knowledges is in English and we cannot really convey certain concept in other languages. 203words Lack of well trained English tutor. Quality old teachers who have a lot of exposure to the English language is retiring gradually. These teachers is being replaced by new and younger teacher which have less exposure to the language and experience. This is certainly true as we are aware that many young graduates could not get hold to a good command in English. Apart from that, there will be young graduates enter the education industry and become and English teach. Therefore, It is not a surprise that most local English teacher now are not equip with the proper skill and knowledge to teach English language. Nowadays, local English tutor often use bilingual methods while teaching in English classes. A English teacher will try to explain in mother language when a student is confused or do not understand during classes. This is a wrong attempt and methodology used as view by English Language Teacher (ELT) specialist, said Kannan (2009). A English teacher has to encourage students to speak in English only during classes. Wit h this, the student will only start to learn while making mistakes and student will be more confident in using the language It is also mentioned by Dr. Khalid (2012) that Teaching languages require skills, competence, training, and thorough knowledge. Thus, it seems foolish to assume that just because someone speaks English he can teach it effectively. Languages is very important in terms of accent, pronunciation, grammar and vocabulary. A teacher without these knowledge might lead to student having the wrong understanding in the language. 257 words Language influenced by nowadays trend it is inevitable that English language is part of the modernization process where nowadays students tend to make changes to the grammars while sending messages through mobile phone, computer or using other communication hardware. These changes basically involve shortening of words by conveniently leaving out vowels and leaving out conjunctions as reported by quicksand (2012). In addition, some words even replaced with digit when the pronunciation of the particular word spell or sound similar to the numbers. Below is an example of nowadays trend in messaging Immediately, the trend of shortening messages is widely influenced and accepted by people around the world due to it would save up individual time having to spell out every single word or letter. As this have been adopted by most student, mastering English in grammar and spelling will become a problem for these students as they are used to write in such a way. 186 words

The Management Accountant Is The Most Important And Challenging Profession Accounting Essay

The Management Accountant Is The Most Important And Challenging Profession Accounting Essay The Management Accountant, is the most important and challenging profession in the world economy today, in terms of resource allocation, and controlling measuring business performance. Its role has become more important now, than at any other time in our lifetime. The role of the Management Accountant in particular, has become more important, not only in the corporate level, but also at the national level, and even more importantly, at the international level. Management Accountants are closely involved in supporting, planning, controlling, directing, communicating coordinating the decision-making activities of organizations in the private sector, as well as the public sector. Managers of an organization are considered to be the Customers of the Management Accountant, so far as management accounting information is concerned, and Management Accountants should be continuously aware of the need to satisfy their requirements. Some believe advisory services and information services to be the two main work areas of Management Accountants. Advisory services include the tendering of opinions, assisting the making of evaluations or the formation of expectations, and the development of norms or objectives. Information services include the provision of historical information, and future-oriented information. It has also been identified that Compliance, Control and Competitive support, are the three factors which influence management accounting work. Over time, the relative emphasis on these three factors has changed. Previously, a great deal of management accounting work was driven by the need for Compliance and Control. But now, the emphasis on Compliance and Control is declining, while the emphasis on Competitive support is increasing. The greater need for Competitive support has risen due to increased competition, greater customer focus, globalization, and the importance of quality. At the same time, organizations have responded to the changing competitive environment with flatter organizational structures, which are more flexible, responsive customer-focused. The increased emphasis on Competitive support now requires management accountants to have strong Analytical and Communication skills. Furthermore, they must now actively support the line process managers, and be directly involved in the decision processes. They must also consider long-term as well as short-term planning horizons. They must develop management accounting systems capable of providing information which supports both strategic operational decisions. Importantly, management accountants must become directly involved in the formulation, and the implementation of organizational strategies. It has been established that the role of the management accountant in an organization is to support the information needs of management. The type, size, structure and form of ownership of the organization will influence the management role, and thus, determine the complexity of the management accountants role. Such differences in size do not change the basic role of the management accountant, nor the basic work which he or she does. However, the size of the organization may change the degree of formality or sophistication with which the function is carried out, or the level of resources devoted to management accounting. But, the management accounting function remains essentially the same. Relevant Cost and Irrelevant Cost for Decision-making Relevance is one of the key characteristics of good management accounting information. This means that management accounting information produced for each manager must relate to the decisions which he/she will have to make. Relevant costs are the costs that meet this requirement of good management accounting information. The Chartered Institute of Management Accounting defines relevant costs as: The costs appropriate to a specific management decision This definition could be restated as the amount by which costs increase and benefits decrease as a direct result of a specific management decision. Relevant benefits are the amounts by which costs decrease and benefits increase as a direct result of a specific management decision. Before the management of an enterprise can make an informed decision on any matter, they need to incorporate all of the relevant costs which apply to the specific decision at hand in their decision making process. To include any non-relevant costs or to exclude any relevant costs will result in management basing their decision on misleading information and ultimately to poor decisions being taken. Relevant costs and benefits only deal with the quantitative aspects of decisions. The qualitative aspects of decisions are of equal importance to the quantitative and no decision should be made in practice without full consideration being given to both aspects. Identifying relevant and irrelevant costs: The identification of relevant and non-relevant costs in various decision-making situations is based primarily on common sense and the knowledge of the decision maker of the area in which the decision is being made. Armed with these two tools you should be able to sift through all the information that is available in respect of any decision and extract those costs (and benefits) which are appropriate to the decision at hand. In identifying relevant costs for various decisions, it may find that some costs not included in the normal accounting records of an enterprise are relevant and some costs included in such records are non-relevant. It is important that there is a substantial difference between recorded accounting costs and relevant costs for decision making, and while the latter may be recorded in the former this is not always the case. Accounting records are used to record the incidence of actual costs and revenues as they arise. Decisions, on the other hand, are based only on the relevant costs and benefits appropriate to each decision while the decision is being made. This point is particularly appropriate when you come to examine opportunity costs and sunk costs that are dealt with below. In practice, you may also find that the information presented in respect of a decision does not include all the relevant costs appropriate to the decision but the identification of this omission is very difficult unless you are familiar with the area in which the decision is being made. Exercise The more common types of costs which you will meet when evaluating different decisions are incremental, non-incremental and spare capacity costs. Are these likely to be relevant or non-relevant? Suggested Solution Incremental costs: An incremental cost can be defined as a cost which is specifically incurred by following a course of action and which is avoidable if such action is not taken. Incremental costs are, by definition, relevant costs because they are directly affected by the decision (i.e. they will be incurred if the decision goes ahead and they will not be incurred if the decision is scrapped). For example, if an enterprise is deciding whether or not to accept a special order for its product, the extra variable costs (i.e. number of units in special order x variable cost per unit) which would be incurred in filling the order are an incremental cost because they would not be incurred if the special order were to be rejected. Non-incremental costs: These are costs which will not be affected by the decision at hand. Non-incremental costs are non-relevant costs because they are not related to the decision at hand (i.e. non-incremental costs stay the same no matter what decision is taken). An example of non-incremental costs would be fixed costs which by their very nature should not be affected by decisions (at least in the short term). If, however, a decision gives rise to a specific increase in fixed costs then the increase in fixed costs would be an incremental and, hence, relevant cost. For example, in a decision on whether to extend the factory floor area of an enterprise, the extra rent to be incurred would be a relevant cost for that decision. Spare capacity costs: Because of the recent advancements in manufacturing technology most enterprises have greatly increased their efficiency and as a result are often operating at below full capacity. Operating with spare capacity can have a significant impact on the relevant costs for any short-term production decision the management of such an enterprise might have to make. If spare capacity exists in an enterprise, some costs which are generally considered incremental may in fact be non-incremental and thus, non-relevant, in the short term. For example, if an enterprise is operating at less than full capacity then its work force is probably underutilized. If it is the policy of the enterprise to maintain the level of its work force in the short term, until activity increases, then the labour cost of this work force would be a non-relevant cost for a decision on whether to accept or reject a once-off special order. The labour cost is non-relevant because the wages will have to be paid whether the order is accepted or not. If the special order involved and element of overtime then the cost of such overtime would of course be a relevant cost (as it is an incremental cost) for the decision. Two further types of costs that have to be considered are opportunity costs and sunk costs. Opportunity costs: An opportunity cost is a level of profit or benefit foregone by the pursuit of a particular course of action. In other words, it is the value of an option, which cannot be taken as a result of following a different option. For example, if an enterprise has a quantity of raw material in stock which cost $7 per kg and it plans to use this material in the filling of a special order then you would normally incorporate $7 per kg as part of your cost calculations for filling the order. If, however, this quantity of material could be resold without further processing for $8 per kg, then the opportunity cost of using this material in the special order is $8 per kg; by filling the order you forego the $8 per kg which was available for a straight sale of the material. Opportunity costs are, therefore, the real economic costs of taking one course of action as opposed to another. In the above decision-making situation it is the opportunity cost which is the relevant cost and, hence, the cost which should be incorporated into your cost-versus-benefit analysis. It is because the loss of the $8 per kg is directly related to the filling of the order and the opportunity cost is greater than the book cost. Opportunity costs are relevant costs for a decision only when they exceed the costs of the same item in the option to the decision under consideration. You may find the idea of opportunity costs difficult to grasp at first because they are notional costs, which may never be included in the books and records of an enterprise. They are, however, relevant in certain decision-making situation and you must bear in mind the fact that they exist when assessing any such situations. Sunk costs: a sunk cost is a cost that has already been incurred and cannot be altered by any future decision. If sunk costs are not affected by a decision then they must be non-relevant costs for decision-making purposes. Common examples of sunk costs are market research costs and development expenditure incurred by enterprises in getting a product or service ready for sale. The final decision on whether to launch the product or service would regard these costs as sunk (i.e. irrecoverable) and thus, not incorporate them into the launch decision. Sunk costs are the opposite to opportunity costs in that they are not incorporated in the decision making process even though they have already been recorded in the books and records of the enterprise. Exercise (a) An enterprise is considering replacing its professional legal advisers with its own newly trained personnel. The relevant personnel are currently employed in the secretarial department of the enterprise and will receive no pay increase when taking up their new responsibilities. They will also be required to continue to perform their old duties. The current annual salary bill of these employees amounts to $100,000. Is the $100,000 a relevant cost in the decision on whether to replace the professional advisers? (b) An enterprise is considering the upgrading of its computer system. The upgrading would result in the annual maintenance contract fee charged by the suppliers rising from $30,000 to $40,000. Is the maintenance fee a relevant cost to the upgrading decision? Briefly explain your reasoning. (c) The relevant cost of X in the filling of the special order is nil. The cost of the 200 kg of X in stock is a sunk cost and thus non-relevant. This is so due to the fact that no amount of the purchase price appears to be recoverable through either a straight sale of the material or by incorporating X in the manufacture of a product (other than the special order) which could then be sold by the enterprise. Evaluating decisions involving relevant and non-relevant costs It is observed that two task is to be performing before making final decision: Evaluate the options in the decision on a monetary basis using cost versus benefit analysis. Take account of the qualitative factors associated with each option in the decision. The performance of the first task is dealt with in this section. Performance of the second task is influenced by experience and common sense. Nearly all decisions will ever make will involve some relevant and non-relevant costs. As stated earlier the hardest part of the evaluation process will be the identification of the relevant costs for the decision at hand. This identification is often required from a plethora of information that you will have to carefully sift through to ensure the completeness of your evaluation. Once the relevant costs are identified for each option you simply perform a cost versus benefit analysis for each option and select the one that results in the greatest gain or least cost to the enterprise. Dont forget that, in practice, qualitative factors can result in a different option being selected than that suggested by the quantitative evaluation. Exercise The local authority of a small town maintains a theatre and arts centre for the use of a local repertory company, other visiting groups and exhibitions. Management decisions are taken by a committee which meets regularly to review the accounts and plan the use of the facilities. The theatre employs a full-time staff and a number of artists at costs of $4,800 and $17,600 per month respectively. They mount a new production every month for 20 performances. Other monthly expenditure of the theatre is as follows: $ Costumes 2,800 Scenery 1,650 Heat and light 5,150 Apportionment of administration costs of local authority 8,000 Casual staff 1,760 Refreshments 1,180 On average the theatre is half full for the performances of the repertory company. The capacity and seat prices in the theatre are: 200 seats at $6 each 500 seats at $4 each 300 seats at $3 each In addition, the theatre sells refreshments during the performances for $3,880 per month. Programme sales cover their costs but advertising in the programme generates $3,360. The management committee has received proposals from a popular touring group to take over the theatre for one month (25 performances). The group is prepared to pay half of their ticket income for the booking. They expect to fill the theatre for 10 nights and achieve two-thirds full on the remaining 15 nights. The prices charged are 50 cents less than those normally applied in the theatre. The local authority will pay for heat and light costs and will still honour the contracts of all artists and pay full-time employees who will sell refreshments and programmes, etc. The committee does not expect any change in the level of refreshments or programme sales if they agree to this booking. Note: The committee includes allocated costs when making profit calculations. They assume occupancy applies equally across all seat prices. On financial grounds should the management committee agree to the approach from the touring group? Suggested Solution To make a decision on the use of the theatre for one month the committee would calculate the relevant cost or benefit of accepting the tour groups offer as opposed to continuing as is (i.e. with the repertory company). Relevant benefits Costs saved with touring group: $ Costumes 2,800 Scenery 1,650 Casual staff 1,760 Relevant benefits 6,210 Relevant costs Decrease in revenue with touring group: Revenue with repertory company 200 x $6 1,200 500 x $4 2,000 300 x $3 900 4,100 $4,100 x  ½ x 20 41,000 Revenue with touring company 200 x $5.5 1,100 500 x $3.5 1,750 300 x $2.5 750 3,600 ($3,600 x 10) + ($3,600 x 15 x 2/3) = 72,000 Half kept by touring company leaving, 36,000 Relevant costs (41,000 36,000) 5,000 Net relevant benefit (6,210 5,000) 1,210 Therefore, the committee should accept the touring companys offer as it results in a net benefit to the theatre of $1,210 for that month. Non-relevant costs were full time salaries, heat and light, apportionment of administration costs and refreshments. Re non-relevant benefits were refreshment sales and advertising revenue. All of the above were non-relevant because they were unaffected by the decision (i.e. they were the same whether the repertory or the touring company occupied the theatre for the month). The qualitative factors that might apply to this decision include: The desirability of offering a range of activities in the theatre and thus to cater for a wider audience fulfils an important social role. The opinions of the artists who are employed by the theatre should be consulted. They may welcome some months for rehearsal or personal development. But if this were regular, the more talented people who were in demand may seek opportunities elsewhere. A different number of performances may have implications for predicted cost levels and the accuracy of the theatre occupancy predictions should be confirmed. Exercise Lombard Ltd. has been offered a contract for which there is available production capacity. The contract is for 20,000 items, manufactured by an intricate assembly operation, to be produced and delivered in the next financial year at a price of $80 each. The specification is as follows: Assembly labour 4 hours Component X 4 units Component Y 3 units There would also be the need to hire equipment which would increase next years fixed overheads by $200,000. The assembly is a highly skilled operation and the work force is currently under-utilized. It is company policy to retain this work force on full pay in anticipation of high demand, in a few years time, for a new product currently being developed. In the meantime, all non-productive time (about 150,000 hours per annum) is charged to fixed production overhead at a current rate of pay of $5 per hour. Component X is used in a number of other sub-assemblies produced by the company. It is readily available. A small stock is held and replenished regularly. Component Y was a special purchase in anticipation of an order which did not materialize. It is, therefore, surplus to requirements and the 100,000 units which are in stock may have to be sold at a loss. An estimate of alternative values for components X and Y provided by the material planning department are: X Y $ per unit $ per unit Book value 4 10 Replacement cost 5 11 Net realizable value 3 8 Overhead costs are applied on a labour hour basis. Variable overhead is $2 per hour worked. Provisionally, fixed overheads, before the contract was envisaged, were budgeted next year at $3,560,000 for productive direct labour hours of 1,040,000. There is sufficient time available to revise the budgeted overhead rate. Analyze the information in order to advise Lombard Ltd. on the desirability of the contract and briefly explain your reasoning. Suggested solution Advice on the contract will be based on the relevant costs or incremental costs incurred for the contract using the values provided in the question. $ per unit Labour: 4 hours x 0 0 Component X: 4 units x $5 20 Component Y: 3 units x $8 24 Variable overhead: 4 x $2 8 Relevant cost per unit 52 Total relevant cost = ($52 x 20,000) + $200,000 = $1,240,000 Revenue = $80 x 20,000 = $1,600,000 A surplus of revenue over costs of $360,000 is revealed so the contract would appear to be attractive. The recommendation is based on the following reasoning: Labour will be paid anyway as non-productive time so the incremental cost is zero. Component X will be replenished at the current replacement cost. Component Y is costed at its opportunity cost, that is, what could be obtained if sold at its disposable or realizable value. It is already in stock and has no alternative use. Variable overhead is incurred in relation to the direct labour hours worked. The only incremental fixed overhead is $200,000. The remainder is common and unavoidable in all situations. Advantages and disadvantages of Activity Base Costing Advantages of an Activity Based Costing System: à ¢Ã¢â€š ¬Ã‚ ¢The first and most important advantage is the accuracy in the process of costing with regards to the product line, the end-users of the product, the stock-keeping units employed by the management and the channel and category which streamline the flow of the product from the producer to the end user. à ¢Ã¢â€š ¬Ã‚ ¢This system better assists in the process of understanding the concept of overhead costs i.e. the allocation of common business resources as they are used by specific product lines and their relation to specific cost driver. à ¢Ã¢â€š ¬Ã‚ ¢The system is easy to understand and interpret is it is accessible, useable and practically implement able across all norms of business set-ups. à ¢Ã¢â€š ¬Ã‚ ¢This process uses unitary cost, or marginal cost as the computation base in contrast to the traditional cost accounting methods which employ total cost. à ¢Ã¢â€š ¬Ã‚ ¢The system works exceptionally well will quality improvement and up gradation programs e.g. Six Sigma à ¢Ã¢â€š ¬Ã‚ ¢This system is particularly helpful in identifying and ear-marking some of the matters business activities which are a burden or stress on the business i.e. wasteful or non value adding services. à ¢Ã¢â€š ¬Ã‚ ¢The system also works exceptionally with performance management systems which are employed by most human resource departments in contemporary businesses. à ¢Ã¢â€š ¬Ã‚ ¢This process allows companies to implement costing strategies across another diagonal of the firm as business processes, supply chains and value addition channels are ably and optimally analyzed in this process. à ¢Ã¢â€š ¬Ã‚ ¢This system mimics the actual business process as the appropriation of common pool resources takes place in the same way as common resources are used in the business. à ¢Ã¢â€š ¬Ã‚ ¢This system aids in the process of benchmarking which is an integral part of the quality control system. Disadvantages of an Activity Based Costing System: à ¢Ã¢â€š ¬Ã‚ ¢Data collection process for this system is very time consuming. à ¢Ã¢â€š ¬Ã‚ ¢The capital expenditure on the activity based system and its subsequent running costs can be a road block for firms. à ¢Ã¢â€š ¬Ã‚ ¢The system is very transparent which some managers would not approve of as they would like to keep some things out of the view of the owners of the company. Technical Limitations: The major technical limitation that will be faced is testing the hypothesis in the real world. Testing the hypothesis whether ABC is a more appropriate accounting solution is certainly possible on paper but its desirable effects in the real world cannot be properly gauged unless it is directly implemented by companies operating in the world today and the analysis is conducted in a kinetic time mechanism. This is a major stumbling block for most organizations who are remain transfixed to their current accounting mechanism and dont want to change over to this new system, which despite its obvious benefits, seems to come a great switching or even multi-homing cost.

Pro Legalization of Marijuana in the United States Essay -- essays res

With all of the complex issues facing the nation today, it seems as if the legalization of marijuana is being set on the back burner of legislation. There are so many opinions, sides, and overall arguments for and against it that many vote seeking politicians and policy makers have put up a strong resistance to this issue. In this paper I will illustrate the reasons why I think marijuana should indeed be legalized and also the arguments from people who disagree and feel that it should stay an illegal drug. Marijuana has been around for centuries. It comes from the species of plant Cannabis Sativa, and is used for things other that its renowned drug form, such as rope, clothing, medicines, and oils. Other common names for it include weed, pot, grass, reefer, and bud. The drug was actually not outlawed in the United States until the passage of the Marijuana Tax Act in 1937, which made the possession and sale of the plant illegal. A large part of the original fear and misrepresentation was due to ethnic and racial concerns of the southwestern U.S. Large immigrant populations moved into the area and introduced pot as a recreational drug, similar to the use of alcohol or tobacco. The xenophobic reaction caused the initial rejection of the drug and led to its outlaw in 1937. Since that time, government and society’s ignorance have kept the drug illegal. In a nutshell, there are many substantial reasons why the use of marijuana should be made a legal drug. Some of the reasons I will be discussing to support my argument are crime reduction, government benefits, medicinal benefits, lack of evidence to support harm, and constitutional rights. First and foremost is the issue of one’s constitutional right. Even if a drug is shown to be ha... ...here have been no recorded deaths as a result of marijuana use, unlike alcohol or tobacco, and most doctors will agree it is safer to use. Its recreational use would not stimulate more crime as some would try to argue. Marijuana being illegal essentially has no validity at all. So, because of all the positive aspects, marijuana should definitely be legalized in the U.S. Bibliography 1. Bonnie, Richard & Whitehead II, Charles H. â€Å"Marijuana Conviction: History of Marijuana Prohibition†. New York: Open Society Institute, 1999. 2. Bender, David. â€Å"Drug Abuse: Opposing Viewpoints†. New York: Green Press, 1994. 3. Goldberg, Raymond. â€Å"Taking Sides: Clashing Views on Controversial Issues in Drugs & Society†. New York: The Dushkin Publishing Group, Inc., 1993. 4. Randall, Robert. â€Å"Marijuana Rx: The Patients’ Fight for Medicinal Pot†. Thundermouth Press, 1998.

Jessica Rodriguez Essay -- English Literature:

The Romanticism in Wordsworth Romantic poetry has very distinct details which set it apart from previous poetry. William Wordsworth’s poem, â€Å"I Wandered Lonely As A Cloud,† is full of the Romantic characteristics which were so different during that time. The poem begins with the speaker â€Å"floating† along, as though he or she were a cloud, when he or she spots a â€Å"crowd/ †¦, of golden daffodils† (Wordsworth, 3,4). The speaker goes on to describe the daffodils and the lake that is beside them. The images of the daffodils return to mind during a difficult time , and cheers him up. It is important to note that the speaker is speaking in first person. As this is a commonly used technique in romantic poetry, it is easy to assume that the speaker is also the poet. One key characteristic that is shown in this poem is optimism. The poem begins on a melancholic note with the use of the word â€Å"Lonely,† but takes an uplifting spirit soon after. There is an optimistic feeling through the rest of the poem. By using the adjective â€Å"golden† to describe the daffodils, one is caused to think that the daffodils are shining or are bright. The speaker continues by describing them as â€Å"Fluttering and dancing in the breeze† (6) and moving in a â€Å"sprightly dance† (12). These adjectives allow one to see them as joyous and happy. In the next stanza, the speaker states that although the waves beside the daffodils are â€Å"dancing,† the daffodils â€Å"out-did the sparkling waves in glee† (14). The poem ends happily, with the speaker’s heart being uplifted by the remembrance of the daffodils. There is much personification used in this poem. The daffodils, on several occasions, are referred to in a human sense. They are described as... ...oud† (1) he, â€Å"dances with the daffodils† (24). His imagination allows him an escape from the society and political strife that he is forced to live in. Although he physically cannot escape the everyday contention in his life, no element of society can cleave to his imagination. This poem offers much in the way of Romantic elements. Through the Romantic characteristics that are employed in this poem, one is able to fully understand the time in which the speaker was living. One is also able to truly feel and understand what the speaker is trying to convey. The emotion, with which the poem was written, provides one with a desire to pursue one’s own imagination. The ability to do so, while including so many of the Romantic components, causes this poem to be pleasant and enjoyable to read. Works Cited Wordsworth, William. â€Å"I Wandered Lonely As A Cloud.†

The Birthday Party by Pinter as a Comedy of Manner :: essays research papers

AS 'COMEDY OF MANNER' Once asked what his plays are about, Pinter lobbed back a phrase "the weasel under the cocktail cabinet", which he regrets has been taken seriously and applied in popular criticism. Despite Pinter's protestations to the contrary, many reviewers and other critics still find that Pinter's "remark", though "facetious"(teasing), is still an apt description of his plays. Now the Phrase "comedy of menace" is often applied to it and suggests that although they are funny, they are also frightening or menacing in a vague and undefined way. Even as they laugh, the audience is unsettled, ill at ease and uncomfortable. Pinter?s own comment clarifies it: "more often than not the speech only seems to be funny - the man in question is actually fighting a battle for his life". (What situations appear funny to us? But in fact for the character concerned is a terrifying experience.) Now the question arises that does Pinter?s work really go in accordance to the ?comedy of manners. A critic says: "Pinter restored theatre to its basic elements: an enclosed space and unpredictable dialogue, where people are at the mercy of each other and pretence crumbles. With a minimum of plot, drama emerges from the power struggle and hide-and-seek of interlocution. Pinter's drama was first perceived as a variation of absurd theatre, but has later more aptly been characterized as 'comedy of menace,' a genre where the writer allows us to eavesdrop (spy) on the play of domination and submission hidden in the most mundane of conversations. In a typical Pinter play we meet people defending themselves against intrusion or their own impulses by establishing themselves in a reduced and controlled existence. Another principal theme is the unpredictability and elusiveness (ambiguity) of the past." The general setting of the play is naturalistic and mundane, involving no menace. However one of Pinter?s greatest skills is his ability to make an apparently normal and trivial object, like a toy drum, appear strange and threatening. Pinter can summon forth an atmosphere of menace from ordinary everyday objects and events, and one way in which this is done is by combining two apparently opposed moods, such as terror and amusement. Another technique that Pinter uses to create an atmosphere of menace is to cast doubt on almost everything in the play. One method of doing this is to have a character give a clear and definite statement and then have him flatly deny it later on.

Actor Audience Relationship

Actor Audience Relationship In my most honest opinion, I believe the ideal actor audience relationship is something that transcends the normal criteria for a performer/audience relationship. It can be a passive or active relationship, for both types fulfill their purpose-creating emotional stimuli- on some level. There is an unspoken, unseen connection between those in the seat and those in the stage. Both viewer and actor feed off each other, whether it is the subtle shedding of a tear from the front row or the impact of a tomato on an underwhelming performer’s face.There wouldn’t be an audience without actors and vice versa for the audience pays for a ticket to be entertained and the actor performs to entertain the audience. What an audience member wants from an actor/production could be anything; a reminisce of a lost love, resonating a political reservation, a laugh-all these differentiating factors form the distinction that the way an audience acts towards a play t otally up to the VIEWER.It’s their emotional responses; a play does not dictate one how to act but it is the responsibility of the actors and crew to produce emotions. Though on one hand some plays seem more fit to be taken more actively (Rocky Horror) and some more passively (Romeo and Juliet) because of their contextual meanings and how the production as a whole sees itself. A play full of beautiful monologues and sonnets is meant for the more passive viewer, to be soaked into the mind amidst audience silence where musicals sometimes prompt one to move their body and even sings.Some plays might not mean anything to an audience member so they will remain totally at the end of the passive spectrum just watching actors and waiting to leave their seat. The audience shapes the performance by acting as to whom the playwright wrote for before the production hit the stage. A good playwright knows the audience/anticipation of an audience influences the juxposition of critical dramat ic beats. So automatically the audience influences the script, something has to be written that will draw people into the seats.Also the audience shapes the overall performances and charisma of actors for those who smile and applaud actively at one’s performance will encourage an actor to commit even further into â€Å"the illusion† while being booed might can an actors fumble his lines and throw the performance off balance, thus losing â€Å"the illusion†. Furthermore the audience also acts as critics, regarding the chances and reception of future performances. Most importantly, the audience is what pays the bills of everyone involved with the show.Without the audience providing encouragement, criticism and money-there wouldn’t be the modern conception of a play. Ultimately I feel that the role of the audience should remain varied. Too much participation may not be right for some plays and too little participation may make you look like a lame duck (Rock y Horror for an example). Maybe that is why most plays institute the standard â€Å"fourth wall† rule, separating the stage from the audience because it would ruin â€Å"the illusion† of the so-called realism plays.The appeal of audience involvement theorized by the playwright Augusto Boal’s theatrical form of breaking down the â€Å"fourth wall† so everyone can participate in the drama seems to be on the rise again, for the evolution of the there world is giving way to experimental writers and directors who encourage audience involvement In the end I feel that Boal’s ideas may be too much of a good thing, and the actor-audience relationship is one where the audience mutes themselves (aside from laughter and applause) and lets the actors on stage be the sole center of attention where the activity of communication/reaction is transported passively to the viewer. (1) Felner, Mira. The World of Theater: Tradition and Innovation. 2006, Pearson.

Knowledge Management in Education

KNOWLEDGE MANAGEMENT ACKNOWLEDGMENT I would like to take this opportunity to express my sincere gratitude to all who gave their support throughout the process of writing this Seminar paper. I would also like to thank my beloved lovely wife Edith Lisalitsa and my son Macdonald Lisalitsa for giving me humble time to concentrate in preparing this Seminar paper. I would also wish to thank my classmates and session mates for their support. Special thanks, goes to my supervisor Mr. Abanti Cyrus Makori for his underlying support, patience, intellectual support and guidance.Most of all I thank the Almighty God for sustaining me through this process and giving me good health, sound mind and strength to carry on. INTEGRATING KNOWLEDGE MANAGEMENT SYSTEMS IN IMPROVING QUALITY OF EDUCATION IN TECHNICAL INSTITUTIONS By:Lisalitsa Fred Ambutsi E-mail: [email  protected] com or [email  protected] com Abstract. The new trends of use of knowledge management system in business organization have incr eased the need to integrate the knowledge management system in higher education sector.The current means used in technical institution in knowledge management is based on the experts in various fields. The creation and transmitting is through face to face interactions, mentoring, organization, and policies, routes and procedures, reports and staff development. This method does not conserve knowledge, does not allow standardization, neither does it allow uniform and maximum sharing of knowledge. Knowledge management system can be integrated in technical education in order to improve management and its utilization.Knowledge management system provides tools for capturing, organization, delivery, tracking and assessment of various types of learning and training. The knowledge management allows improved service capability of lecturers and students improve sharing of internal and external information and improved effectiveness and efficiency. The objectives of the seminar paper are: 1. To apply knowledge management system in teaching at technical institution level. 2. To examine the ways of capturing and sorting knowledge for utilization in technical institution. 3.To investigate IT support of knowledge management system and how it can be used in technical Education. 4. To investigate challenges technical institution are facing Key words Knowledge, Integrating, Systems, learning. TABLE OF CONTENTS DEDICATIONI DECLARATIONII ACKNOWLEDGMENTIII 1. 1 IMPORTANT DIMENSION OF KNOWLEDGE2 2. CAPTURING AND SORTING KNOWLEDGE2 2. 1 STEPS IN KNOWLEDGE GATHERING3 3. SUPPORTING TECHNOLOGIES6 4. TYPES OF KNOWLEDGE WORKS6 5. TYPES OF KNOWLEDGE MANAGEMENT SYSTEMS7 6. KNOWLEDGE BASED SYSTEMS8 7. BENEFITS KNOWLEDGE MANAGEMENT SYSTEMS9 CHALLENGES OF IMPLEMENTING KNOWLEDGE MANAGEMENT SYSTEMS12 9. TYPES OF KNOWLEDGE13 10. INTERNET AND KNOWLEDGE MANAGEMENT14 11. CONCLUSION17 REFERENCES18 1. .INTRODUCTION Oz et al (2006) defines knowledge management as the combination of activities involved in gathering, organizing, sharing, analyzing and disseminating knowledge to improve an organization performance. Information that can be gleaned from stored data is knowledge, much knowledge is accumulated through experience is in peoples minds, on paper notes, on discussion transcripts.Knowledge management is the attempt by organizations to put procedures and technologies in place to do the following: a) Transfer individual knowledge into databases b) Filter and separate the most relevant knowledge. c) Organize that knowledge in databases that allow employees easy access to it. Barnes(2002) made the following interesting comparison about knowledge , information and data he says that knowledge as a justified personal belief that increases an individual’s capacity to take effective action.Information is data interpreted in to a meaningful frame, whereas knowledge is information that has been authenticated and thought to be true. Data is raw numbers and facts, information is pr ocessed data and knowledge is information made achievable. According to Rainer et al(2007) The goal of knowledge management is to help organization to make most effective use of knowledge. it has the following benefits are: ? Makes the best practices, which are most effectives and efficient ways of doing things rapidly available to a wide range of employees ?Enhance access to best practices knowledge improves overall organization performance. ? Improved customer service. ? Most efficient product development. ? Improved employee morale and retention. Barnes(2002) says traditionally, knowledge creation and transfer has occurred through various means such as face-to-face interactions (planned or adhoc), mentoring, job rotation and staff development. Barnes(2002) observes that the concept of coding and transmitting knowledge in organization is not new: training and employee development programmes, organization policies routines, procedures, reports and manuals have served this function for years.These traditional means may prove to be too slow, less effective and need of being supplemented by by more efficient electronics methods. 1. 1 IMPORTANT DIMENSION OF KNOWLEDGE Data: is a flow of events or transactions captured by organization’s systems that by itself is useful for transacting but little else. To turn data into information a firm must expend resources to organize data into categories of understanding, such as monthly, daily, regional or stored based reports of the total sales.To transform information ito knowledge the firm must expend additional resources to discover patterns, rules and context where the knowledge works. Finally wisdom is thought to be the collective and individual experiences of applying knowledge to the solutions of problems. Wisdom involves where, when, and how to apply knowledge. Knowledge is both individual attribute and collective attribute of the firm. Knowledge is stored in libraries, and records, shared in lectures and store d by firms in the form of business process and employee know how Laudon and Laudon (2006). . CAPTURING AND SORTING KNOWLEDGE (a) Online questionnaires: According to Oz et al (2006)[3] knowledge can be captured through the use of online questionnaires. Some of the questionnaires provide multiple choice answers, which make the input structured and easy to sort and analyze, but some of the most valuable input is in the form of free text. Knowledge can also be done by use of software such as polygamist to analyze data form (Megaputer intelligence). . A good example is Watson an application created by intellect.It is installed in a PC and embedded in Microsoft Word, PowerPoint and Outlook. It analyses and employees’ document as it is being written, creates an automatic query about the subject, reaches out onto the knowledge management program and pulls information that might be applicable to the task at hand. (b) Software Tools: Oz et al(2006) also describes that Knowledge can als o be captured by use of software tools that search for such information and derive valuable business knowledge form it. For example Online Audience Analysis software that was developed by Accenture Technology Labs.Such tools help organization add to their knowledge base especially in terms of what others say about their product and services. The tools take into account factors such as its industry, context in which an enquiry works to select and deliver the proper information. (c) Knowledge network systems: Laudon and Laudon (2006) say that knowledge network systems also known as expertise location and management systems, provides an online directory of corporate experts in well defined knowledge domains and use communication to find the appropriate expert in the company.Some knowledge network systems go further by systematizing the solutions being developed by experts and then storing the solutions in a knowledge database as best practices or frequently asked questions (FAQ), repos itory e. g. AskMe, inc offers a widely adopted enterprise knowledge net system. (d) Employee Knowledge networks: facilitates knowledge sharing through intranets. Tacit systems activates tool continuously process email, documents and other business communication and automatically ‘discover’ each employee work focus, expertise and business relation ship.This tool ‘mines’ this unstructured data to build a profile of each employee in terms of topics and interests. The goal is to ensure that two people who might benefit from creating a connection in a work place do so, so that one can learn form the expertise of another about issues. According to Oz(2006)some companies have developed software tools that search for such information and derive valuable business knowledge form it. E. g. Accenture Technology labs developed audience analysis such tools helps organization add to their knowledge base especially in terms of what others say about their product and servic es.The tool takes into account factors such as the industry and context in which an enquirer works to select and deliver the proper information. (f) A web portal: also known as a links page, presents information from diverse sources in a unified way. Apart from the standard search engine feature, web portals offer other services such as e-mail, news, stock prices, information, databases and entertainment. Portals provide a way for enterprises to provide a consistent look and feel with access control and procedures for multiple applications and databases, which otherwise would have been different entities altogether.Examples of public web portals are MSN, Yahoo! , AOL, iGoogle and Netvibes. 2. 1 STEPS IN KNOWLEDGE GATHERING The first challenge in the knowledge-gathering process is simply deciding what knowledge to gather. For example, while identifying the most frequently asked questions is critical for a self-service web site implementation, call centers will also need to know the m ost frequently escalated questions. Moreover, while management goals may center around ROI issues, the system must be designed with users in mind, or it will not be successful.According to paper published by eGain Communications Corporation [2004] that appeared in the internet and internetworking here is a step-by-step review of the knowledge-gathering process. Step 1: Building the team There are four roles in the knowledge management team:  ¦ Lead expert: The individual (or individuals) who decides how the knowledge base will be organized, which topics will be covered, and to what extent.  ¦ Users: Call center agents who have good performance records and can provide suggestions. Knowledge authors: Individuals who are technically trained in using authoring tools.  ¦ Project manager. The individual who keeps the project on track. Depending on the scope of the project, one person may play several roles. Step 2: Assessing the value of knowledge The best way to determine what know ledge should be gathered is to estimate what the value to your enterprise would be if every agent managed service interactions by effectively using that knowledge Step 3: Setting content boundariesWhen defining the scope of the knowledge base, the most common mistake is to try to include too much. Overly ambitious deployments almost always result in what’s called â€Å"the Swiss cheese problem†Ã¢â‚¬â€a knowledge base that is solid in places, but full of holes. This is a recipe for failure, because if users can’t find the answers they want most of the time, or get the wrong answers, they will quickly stop using the system. It is better to be thorough with a limited area than to cover a broad area superficially.For instance, for an enterprise that sells printers, scanners, fax machines, and copiers, the best approach would be to cover one product line thoroughly, rather than all products at once. Step 4: Prioritizing objectives Establishing the value of knowledge enables prioritization, but this process may involve trade-offs. For example, in a technology subscription environment like cable TV, Internet service provision, or mobile telephony, there are typically three competing goals:  ¦ Speed of problem resolution (the â€Å"right answer† focus): The shorter the average duration of a call, the ower the cost to the enterprise.  ¦ Customer retention: Educating customers about unused features can result in greater customer acceptance and lower churn.  ¦ Up-selling and cross-selling: It may be that the best solution to a customer’s problem is selling that customer a higher tier of service or an add-on product. Enterprises must match their knowledge systems and processes to the service priorities. Step 5: Setting time boundaries In our experience with many deployments, a time-boxed approach to knowledge gathering works best.If the deployment appears to be falling behind schedule, narrowing the scope of the knowledge base (to avoid the Swiss cheese problem) and finishing on schedule is the way to go. The reason has to do with ROI—the main reason for the deployment to begin with. The longer it takes to get the system up and running, the longer it takes to achieve the ROI. If the knowledge scope has been correctly identified and prioritized, the most important questions will be covered. Furthermore, it is always possible to expand the scope later.As a rough guide, a typical enterprise deployment should not take longer than three months (after planning is done), with three or four full-time people engaged. This period includes software installation, knowledge gathering, and testing both the quality of the knowledge base as well as the performance of the system. Step 6: Selecting and managing experts Obviously, the people who contribute to the knowledge base must be technically competent, but it is equally important that they not be too far removed from day-to-day customer contact.Successful knowledg e management depends as much on the questions as the answers, and it is sometimes difficult for subject matter experts to â€Å"stoop† to the level of ordinary customers who may not know complex details like the baud rate of their modem or whether their mutual fund is front-loaded or back-loaded. There is another very important issue with experts: the reluctance to share knowledge and the fear of being â€Å"replaced by a machine. † It is important, therefore, that enterprises plan and communicate how the role of the experts will change once knowledge management has been implemented.Moreover, enterprises should create incentives for domain experts to share their knowledge with the rest of the organization. Step 7: Controlling content Once the knowledge gathering process has been completed, results must be reviewed in light of strategic objectives. It is critical for organizations to set up a review process for approving the final content of the knowledge base. This inc ludes determining who (beyond the experts) should review the content, and who has the authority to make final decisions. There are good reasons for not leaving these decisions to content experts alone.For example, any material an enterprise presents to the public can have legal or safety implications. One good approach to quality control is the use of workflow authoring software where agents (or customers and partners, in the case of self-service) can suggest additions or changes, but only authorized individuals can approve them. 3. SUPPORTING TECHNOLOGIES According Laudon and Laudon (2006) major commercial knowledge management systems vendors has integrated their content and document management capabilities with powerful portal and collaboration technologies.Enterprise knowledge portals can provide access to external sources of information such as news feeds and research as well as to internal knowledge recourses along with capabilities for e-mail, chat, instant, messaging, discuss ion groups and video conferencing . Laudon and Laudon (2006) further states that companies are now staring to use consumer web technologies such as blogs, wikies and social booking marking for internal use to facilitate the exchange of information between individuals and teams. E. g. Intel COE Paul; Otellini has a Blog for conveying his thoughts.Learning management systems provides tools for the management, delivery, tracking, and assessment of various types of employee learning and training. Contemporary leanaing management system support multiple modes including CD-ROM, downloadable video, web based classes live instruction in cases or online and group learning. In online forums and chat sessions. Learning management systems consolidate mixed media training, automatic the selection and administration of courses, assemble and deliver learning content and measure learing effectiveness. (Laudon and Laudon 2006). 4. TYPES OF KNOWLEDGE WORKSOslon(2000) describes the following as types of knowledge works. a) Diagnosis and problem finding These are knowledge work because they depend heavily on knowledge and expertise of the analyst or diagnostician. The work of diagnosis tends to be semi structured and unstructured b) Planning and decision making Many people who engage in knowledge work may contribute to the decision making process. Staff professions such as financials analyst or market researchers are responsible for collecting and analyzing data before results are presented to the person responsible for decision making.Planning and decision making are knowledge work because they depend on expertise of the decision maker and manipulation of data using decision model. Highly structured programmed decision making has less knowledge work content than unstructured decision making. c) Monitoring and control Many monitoring and control activities can be structured and made fairly routine. Analysis of the meaning and of monitoring reports and analysis of variances often require expertise and judgment on the part of the reviewer, these monitoring and control activities are knowledge. ) Organizing and scheduling Organizing is critical component of knowledge work productivityand scheduling is a structuring activity which establishes a time sequence to other activities including personal activities and meetings. e) Authoring and presentation The objective of this class of knowledge to to progress from an idead through multiple media transformation to a final presentation form, whether document, diagram, or a set of visual aids for a presentation. 5. TYPES OF KNOWLEDGE MANAGEMENT SYSTEMS a) Structured knowledge systems: Some knowledge exists already somewhere in the form of structures text documents and reports or presentation, and the central problems organizing this existing structured knowledge into a library and making it accessible throughout the firm. (b) Semi structured knowledge systems: Managers may also need information that exists somewhere i nside the firm in the form of less structured documents, such as e-mail, voice mail, chat room exchangers , video, digital pictures, brochures, bulletins boards.This knowledge can be stored in knowledge repository. Knowledge repository is collection of internal and external knowledge in single location for more efficient management and utilization by the organization. 6. KNOWLEDGE BASED SYSTEMS McLeod Jr(1998) describes artificial Intelligence, Expert systems as knowledge based system. He further expounds as follows (a) Artificial Intelligence: Is the activity of providing such machines as computers with the ability to display behaviour that would be regarded as intelligent if it were observed in humans.A. I represent the most sophisticated form of human reasoning. According to O’Brien(2004) Artificial Intelligence offers the following advantages of knowledge systems. †¢ Reducing training time †¢ Reducing training costs. †¢ Replication valuable expertise †¢ Reducing operation response time. †¢ Presenting valuable knowledge (b) Expert system: Is a computer program that attempts to represent knowledge of human experts in the form of heuristics. Expert system is expected to: †¢ Better performance for the firm:As the managers extend their problem solving abilities through the use of the expert systems the firms control mechanism is improved. The firm is better able to meet its objectives. †¢ To maintain control over the firms: Knowledge expert systems afford the opportunity to make the experiences employees knowledge more available to new, less experiences employees and to keep that knowledge in the firm long even after the employee have left the firm The expert system outputs through: †¢ Explanation of questions: The manager may desire explanation while the expert systems perform its reasoning.Theses is done through questions as the expert system provides the explanation †¢ Explanation of the problem solution af ter the expert systems provides a problem solution, the manager can ask for an explanation of how it ws reached. The expert system will display, each of the reasoning steps leading to the solution (c) Decision Support System: Decision support system provides information and models in aform to facilitate tactical and strategies decision making. They are information system that support management decision making by integrating: †¢ Company performance data Business rules based on decisions tables. †¢ Analytical tools and models for forecast and planning †¢ Easy to use graphical interface Decision support system tends to be used for adhoc queries rather than regular reporting. The technology varies particularly rapidly in this area and the newest development such as data warehouse attests to this Bocij (2009) (d) Executive Support Systems: provides senior management with system to assist them in taking strategic and tactical decision.The purpose is to analyze compare and highlight trends to help govern the strategic direction of accompany. They are commonly integrated with operational systems giving managers the falilitioan â€Å"drill† to find out further information or a problem Bocij(2006) (e) Hypermedia system: Provides computer based storage of documents composed of text, graphs, diagrams, sound, schematics, pictures motion, video and the link. Hyper documents include not only document but also indexes for cross references its materials Kroenke and Hatch(1989). f) Interactive Video: Is atype of knowledge system, video segments integrated via a menu processing application. Interactive video application overcome on of the biggest disadvantages of video media. The requirements of sequential access instead users are presented with video segments that they can control through a menu Kroenke and Hatch(1989). 7. BENEFITS KNOWLEDGE MANAGEMENT SYSTEMS a) Improves service for students b) Improves services capability of faculty and staff c) Improve d effectiveness and efficiency of advising efforts. ) Improved ability to identify improvement efforts. e) Improved sharing of internal and external information to minimize redundant efforts and lessen the reporting burden f) Reduce turn around time for research. g) Facilitation of inter-disciplinary research h) Increased competitive and responsiveness for research grants, contracts and commercial opportunities. According to by Jillinda J. etl (2000) the benefit of Knowledge management in the area of research which is the key to learning especially in higher education is as outlined in table 1 below.Table 1: Application and Benefits of KM for the Research Process |Knowledge Management Application |Benefits | |A repository of: |Increased competitiveness and responsiveness for | |Research interests within an institution or at affiliated institutions (potential |research grants, contracts, and commercial | |Subcontractors). |opportunities. |Research results (where possible) and funding organizations (federal agencies, foundations, |Reduced turnaround time for research. | |and corporations) with easy search capabilities to facilitate interdisciplinary |Minimized devotion of research resources to | |opportunities. |administrative tasks. | |Commercial opportunities for research results. |Facilitation of interdisciplinary research. | |A portal for research administration procedures and best practices related to: |Leveraging of previous research and proposal | |Funding opportunities. efforts. | |Pre-populated proposals, budgets, and protocols. |Improved internal and external services and | |Proposal-routing policies and procedures. |effectiveness. | |Award notification, account setup, and negotiation policies and procedures. |Reduced administrative costs. | |Contract and grant management policies and procedures. | | |Technical and financial report templates and policies and procedures. | | |Overview of internal services, resources, and staff. | Jillinda J. etl (2000) also derived the following application and benefits of management as stated in table 2 below. Table 2: Application and Benefits of KM for the Curriculum Development Process |Knowledge Management Application |Benefits | |Repository of curriculum revision efforts that includes research conducted, effectiveness | Enhanced quality of curriculum and programs by | |measures, best practices, lessons learned, and so forth. identifying and leveraging best practices and | |Repository of content modularized and arranged to facilitate interdisciplinary curriculum |monitoring outcomes. | |design and development. |Improved speed of curriculum revision and | |Portal of information related to teaching and learning with technology, including faculty |updating. | |development opportunities, outcomes tracking, lessons learned, best practices, technology |Enhanced faculty development efforts, especially | |overviews, and so forth. for new faculty. | |â€Å"Hubs† of information in each disciplina ry area, including updated materials, recent |Improved administrative services related to | |publications, applicable research, and so forth. |teaching and learning with technology. | |Repository of pedagogy and assessment techniques, including best practices, outcomes |Improved responsiveness by monitoring and | |tracking, faculty development opportunities, and research. incorporating lessons learned from the | |Repository of analyzed student evaluations updated each semester for lessons learned and |experiences of colleagues, student evaluations, | |best practices for all faculty. |and corporate or other constituent input. | |Portal for new faculty with guides for developing curriculum, working with senior faculty, |Interdisciplinary curriculum design and | |establishing effective teaching styles, advising do’s and don’ts, supervising PhD students, |development facilitated by navigating across | |and so forth. |departmental boundaries. |Repository of corporate relati onships to identify curriculum design advisory task forces, | | |guest speakers, adjuncts, case study sites, and so forth. | | 8 CHALLENGES OF IMPLEMENTING KNOWLEDGE MANAGEMENT SYSTEMS According to a document posted on internet by Kristy Annely (2006) Most of the challenges in knowledge management primarily stem from the types of knowledge reuse situations and purposes. Knowledge workers may produce knowledge that they themselves reuse while working.However, each knowledge re-use situation is unique in terms of requirements and context. Whenever these differences between the knowledge re-use situations are ignored, the organization faces various challenges in implementing its knowledge management practices. Some of the common challenges resulting due to this and other factors are listed below. (a) Willingness to share Knowledge: The employees may not be willing to share their personal tacit knowledge:. This call for a scheme to reward employees who add expertise to the knowledgebase . Knowledge base must be continually maintained and updated.New knowledge must be added and old, outdated knowledge must be deleted. (b) Data Accuracy: Valuable raw data generated by a particular group within an organization may need to be validated before being transformed into normalized or consistent content. (c) Data Interpretation: Information derived by one group may need to be mapped to a standard context in order to be meaningful to someone else in the organization. Data Relevancy: The quality and value of knowledge depend on relevance. Knowledge that lacks relevance simply adds complexity, cost, and risk to an organization without any compensating benefits.If the data does not support or truly answer the question being asked by the user, it requires the appropriate meta-data (data about data) to be held in the knowledge management solution. (d) Ability of the data to support/deny hypotheses: Does the information truly support decision-making? Does the knowledge management s olution include a statistical or rule-based model for the workflow within which the question is being asked? Adoption of knowledge management solutions: Do organizational cultures foster and support voluntary usage of knowledge management solutions? e) Knowledge bases tend to be very complex and large: When knowledge databases become very large and complex, it puts the organization in a fix. The organization could cleanse the system of very old files, thus diluting its own knowledge management initiative. Alternatively, it could set up another team to cleanse the database of redundant files, thus increasing its costs substantially. Apart from these, the real challenge for an organization could be to monitor various departments and ensure that they take responsibility for keeping their repositories clean of redundant files. . TYPES OF KNOWLEDGE (i) Tacit and Explicit Knowledge The distinction between tacit and explicit knowledge is critical in appreciating the scope of knowledge mana gement and how it differs from information and data management. Nonaka8 refers to the spiral of knowledge where new knowledge always begins with the personal. For example, a researcher has insights that lead to a new patent. Explicit knowledge deals with more objectives, rational and technical knowledge. Consist of policies, procedures, guides, reports, products strategies, goals, core competencies and it infrastructure.Is the knowledge that has been codified (documented) in a form that can be distributed to others or transformed into a process strategy? Tacit knowledge is a cumulative store of subjective or experimental learning. In organization Tacit knowledge consists of experiences, insights, expertise, know-how, trade secrets, skills sets, understanding and learning. It also includes the organization culture, which reflects the past ans present experiences of the organization peoples and processes as well as prevailing and costly to transfer.It is also highly primal because is unstructured, it is difficult to formalize or codify Rainer etl (2009). Nonaka(1991) identifies four basic patterns for creating knowledge in any organization: (a) From Tacit to Tacit. When one individual shares tacit knowledge with another in face-to-face contact. (b) From Explicit to Explicit. When an individual combines discrete pieces of explicit knowledge into a new whole, such as a finance manager collecting and synthesizing information and opinions from different parts of the organization then putting this into a financial report.. c)From Tacit to Explicit. This extends the organization's knowledge base by codifying experience, insight, or judgment into a form which can be reused by others. (d) From Explicit to Tacit. When staff begin to internalize new or shared explicit knowledge and then use it to broaden, extend, and rethink their own tacit knowledge. 10. INTERNET AND KNOWLEDGE MANAGEMENT Blogging Himanshu (2009) says blogging is a greatest source to share things on Inter net. Slowly blogging taking place of online media; in fact Blogging is now an example of online media.Many news agencies buy news from blogging companies time to time. There are enormous advantages of Blogging. Some of the advantages of blogging which enhances performance of any blogger are: Blogging brings lots of knowledge. From Word press to blogger, server to host, blogging to make money online, resources to online tutorials, bloggers get aware of all the small to big things present on the internet. Also blogging teach people to use internet resources effectively. Why Blogging is so popular Duermyer (2008) explains that Blogging is very popular today because it llows people to interact with each other. Blogging has also become a popular search engine optimization (SEO) tool because search engines like Google and Yahoo know that a blog is frequently updated with content or visitor comments, so their spiders visit blogs frequently looking for new content to include in their index. Additionally, blog content can be delivered automatically via electronic RSS (Really Simple Syndication) data feeds. Visitors subscribe to a blog's feeds in order to stay up to date with content that's being posted on subjects that interest them.Cassanova(2007) say that blog templates are coded in a way that they're well viewed by the Google's search engines. So we can consider this as an advantage since your blog will get much traffic from google if you're using his templates. He further explains that a blogger is flexible with all kind of entries like the bookmarking tools in footers and RSS subscription like FeedBurner. Blogger also allows for easy comments moderation and posts edition. However they have some Drawbacks e. g The dot blogspot subdomain can affect the image of your blog when it comes to advertisers to choose where to advertise for their products.Actually, it's not only about Blogger but it's the drawback of having a free domain name and Unlike other Blogging templa tes themes, blogspot's aren't really beautiful. You can do a better presentation with WordPress. Moreover, the columns are difficult to manipulate; you can hardly get three columns with blogspot while it's easy with wordpress.. (a) Word Press: Site ground knowledge base defines Word Press as an open source blog publishing application and can be used for basic content management: According to an article presented in the internet it is the most popular web blogging software because it provides   Ã¢â‚¬â€œ Ease of use.WordPress is suitable for just about anybody – from the absolute novice to the advanced programmer. – Feature-rich interface. WordPress has a rich text editor with advanced multimedia support; – Expandable. WordPress's community distributes a large number of modules for almost any popular website feature; – It is Open Source. This means it is free to install, use and distribute WordPress on your site. (b) Face book: According to the web site p age on http://www. vfw. org Face book is a social networking service that lets you connect with friends, o-workers, and others who share similar interests or who have common backgrounds. Facebook enables users can join networks organized by city, workplace, school, and region. The website's name stems from the colloquial name of books given at the start of the academic year by university administrations with the intention of helping students get to know each other better. Agnes(2008)says Clients or users can make groups and conversation or discussion topics. This assemblage or group can cultivate, or be gone alone to pass away, depending on the clients or users and their involvement..Facebook is a one-stop shop or supermarket for imparting blogging, media, calendaring, communicating, sharing ideas or information and others. Facebook can provide â€Å"Cooperative Extension† abilities or capabilities to work together and construct our networks in a single place by giving one pl ace without difficulty, imparting ideas or information and discuss subject or topics of interest. Face book brings jointly more than a few online apparatus. Furthermore to being capable to impart ideas or information and pictures, you can append applications few examples are: Flickr ,   del. cio. us, Twitter, your blog, news feeds to your Facebook home. (c) Youtobe: Geller(2008) defines YouTube as an online public communications site. The site allows for registered users to upload and have available for the public their videos for viewing. Anyone who goes to the site can view the videos that are posted on this site. The videos are anything from beginner videos to more professional videos. McGrath (2008) suggest using the technology (video) to capture knowledge dumps that can be prepared and stored for distribution.Face it, a video capture of someone's thoughts and actions delivered with their passion or emotion of the situation is far better (and a lot quicker) than trying to capt ure the same knowledge in writing. More specifically, he had several great ideas †¢ Use video to capture knowledge and a YouTube-type repository for storage and distribution. †¢ Use Blogs for day-to-day capture of activities and what is being worked on. †¢ Use a Wiki for collaborative projects. †¢ Use a  delicious-style tagging system for classification.McGrath's suggesting the utilization of today's most popular technologies for knowledge management purposes is strong and useful advice. (d) Wiki: According to Tech Terms Computer Dictionary (http://www. techterms. com/ ) A wiki is a Web site that allows users to add and update content on the site using their own Web browser. This is made possible by Wiki software that runs on the Web server. Wikis end up being created mainly by a collaborative effort of the site visitors. A great example of a large wiki is the Wikipedia, a free encyclopedia in many languages that anyone can edit.Wikis can be used for a number o f purposes: †¢ On public Web sites to enable end users to easily contribute information. †¢ In teaching. Wikis can provide an opportunity to learn about team working, trust, etc. A good example is provided by Queen’s University Belfast . †¢ By researchers. Wikis are by Web researchers to make it easier to develop collaborative documents e. g. the FOAF Wiki . †¢ On Intranets, where departmental administrators with minimal HTML experience may be able to manage departmental content. †¢ Wikis can be used at events for note-taking e. g. in discussion groups . ) Flickr : Hendricks (2009) explains that An easy way to share videos and pictures of the people you love has brought about a social media networking site called Flickr. In a society of overwhelming social media networking sites, it is refreshing to find a website like Flickr with a specific purpose. Flickr was designed in February 2004 and has been growing since. It is in more ways than one a media s ite for the people. Members are able to upload their favorite pictures and videos to share. Some of the key features of Flickr not initially present but soon added are the abilities to separate your pictures.You can mark some as favorites, or separate them into groups. Tagging provides to be a helpful addition as well in order to keep the pictures organized and document people and dates. It is also possible to share your pictures with friends only or publicly. 11. CONCLUSION Technical education institutions are in the knowledge business, since they are involved in knowledge creation and dissemination and learning. Knowledge Management can transform technical schools to new levels of effectiveness, efficiency, and scope of operation. Through advancements in technology, data and information are readily available.The technical institutions lecturers and students able to discover and learn new measures, new technologies, and new opportunities, but this requires the ability to gather inf ormation in usable formats and disseminate knowledge to achieve the organization’s objectives. Knowledge Management can continually help discovering what an organization knows—codifying tacit knowledge, Data Mining, and Intelligence; continually increasing what the organization knows—organizational learning and communities of practice, and continually organizing and disseminating knowledge for use by the students and for research. REFERENCES Effy Oz and Andy Jones [2008] . Management Information Systems. Course Technology, Division of language learning, inc ,London. James a. O’Brien (6th Ed). [2004]. Management information system. McGray-Hill New Delhi Kenneth C Laudon and Jane P. Laudon (10th Ed) [2006]. Management Information System Pearson Education, Inc. New Jersey. Margrette H Olson(2nd Ed) [2005] Management information systems , Tata McGraw-Hills, New York.. Nonaka, I. [1991] â€Å"he Knowledge Creating Company, Harvard Business Review, Paul Bocij Dave(3rd Ed) [2006]. Business Information System .Prentice Hall, London Kroenke and Hatch. (3rd Ed) [1989]. 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