20th and 21st Century Classroom Management Pioneers Essay

Slide 2 William Glasser is one of the greatest educational thinkers during the 20th and 21st Century. He contends that student behavior will not improve until educators and administrators change the way they work with students. Trying to force students to learn behavior responsibly is hopeless because it is contrary to their natural inclinations. Glasser believes all human behavior is purposeful. We can not blame anyone else but ourselves for good or improper behavior. He believes that students are satisfied with doing low-quality school work and unwilling to make an effort to learn. Glasser states schools will not improve until they accomplish three things: 1. Provide a curriculum that is attractive to students.†¦show more content†¦The main discipline problems are not defiance and disruption but overwhelming apathy, resignation, and unwillingness to participate in class activities. We must stop teaching to meet testing requirements because the schoolwork is boring and fragmented. We must develop strategies that improve teaching, learning, and behavior management by moving to quality teaching and choice theories. In order to improve the quality of education, Glasser is adamant we give priority to student’s five basic needs. Failure to address these needs and the school is bound to fail. These five basic needs are: 1. Security - Student survival needs are met when the schools provide an environment that is kept safe and free from personal threats. 2. Belonging - When students receive the appropriate attention from their teachers, along with other students while actively participating in class they feel a sense of belonging. 3. Power - Teachers that engage students and actively encourage student participation in making decisions about classroom procedures, topics for study or discussion and/or assigns them classroom responsibilities, they sense power. 4. 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Principles of Catholic Social Thoughts

Question: Discuss about theOperations Management Principles. Answer: Introduction: Hawkesbury Cabinets Pty Ltd is one of the largest custom build kitchen cabinet makers. The company was established by Fung and Mei Chen in the year 2008. They were siblings who were experts in interior designers and cabinetmaker. Fung and Mei noticed that their business is growing and then they decided to extend their business. Fung decided to be the production manager and operations manager. Mei decided to be a general manager of the Hawkesbury Cabinets Pty Ltd. The duty of an operational manager is that they can administration the highest level of management to get the report from them and to make an analysis based on that. Technical Analysis on Hawkesbury Cabinets Pty Ltd.: de Menezes, Wood Gelade (2010) mentioned that Hawkesbury Cabinets Pty Ltd uses the cabinet making equipment for their high quality of work. The factory layout has different types of equipment grouped together. As a result, the factory has seen and cutting tables in one section. They have router and shapers in another room. They do frequently use the machines that help them to create a better quality of the product. They have the individual quality of cabinet that can be equipment to use the standard cabinets that had to be processed that uses the individual cabinetmaker. For the past few months, they have decided to the sale of the kitchen had increased much more than previous months. That increase the amount of work they have to execute in the shortest period. That makes the Hawkesbury Cabinets Pty Ltd busier in work to get the best result in a short period of time (Wang, 2010). Mei Chen announced that their company has grown and they have decided to make sure they have the best result to extend their business (Gold, Seuring Beske, 2010). However, the head of the accounting department did not agree with them and he has mentioned that the profit margin is not so high to extend the business. They should work on the processes and they should finish the existing works as soon as possible. An increasing amount of capacity and capital they have invested in getting the work done as soon as possible. This was the cause of no longer promised delivery time. The current way of getting the best result is to make sure they have the proper materials and they can deliver the job on time. However, the management of the company decided to response to the customer's feedback. They also decided to take the decision later based on customer feedback. Mei understands the client's need. They have decided to take a final decision to get the best result. They also decided to take s ome low-budget works that can be helpful for Hawkesbury Cabinets Pty Ltd to grow more in a short period of time (Sheu, 2010). The Problem Definition of Hawkesbury Cabinets Pty Ltd.: Subramanian, (2010) said that Hawkesbury Cabinets Pty Ltd has the organizational skill that can be helpful for the company to grow more business. The company can prioritise through the execution and monitor the progress of the business. This ability can help Fung and Mei to increase their business and getting more profit. They both are the expert in the kitchen and interior sections. They have to understand the process of getting the business more improved and help to grow it further. As a result, they can get the best system to deliver a high-quality product to the customers. They can broadly understand these processes so that they can easily get the functions. They have to understand their worker's skill to give the best service to their customers. They always have to maintain the quality of the work to make sure they deliver the best result. The problem-solving skill is very important here. Feng and Mei have to understand the ability of the job to make sure they have the quality p roduct (LaGrega, Buckingham Evans, 2010). Stokes Wilson Wilson (2010) mentioned that Feng and Mei should use the latest technology available for the market research and they need to understand the need of their customer. They have to understand the reality of the quality job and they have to make sure their workflow and delivery time needed to be more accurate by the time of execution. Hawkesbury Cabinets Pty Ltd should take help from their experienced manager to get the best solution for any problem. As a result, they have done the quality job to make sure their client gets the best service within the time. That will help the Hawkesbury Cabinets Pty Ltd to be successful. After being successful, they need to move on to grow their business. However, if they try to grow without the proper profit margin then they can again become successful for the next phase of their business. Mei and Fung have to group up with their customers. They should be focused on the rapid improvement of the progress (Schaper, et al. 2010). Organisational Issue Caused by Operational Problem in Hawkesbury Cabinets Pty Ltd.: Karlsson (2010) said that the issues caused when Feng and Mei decided to control the business separately. Feng decided to become the production and operational manager. On the other hand, Mei decided to become the financial and overall manager. She affective took the role of the General Manager. They decided to divide their duties as per their role in the business. The client did not understand the division of the business. They wanted to get the order directly from the owner and they always look for their previous way to approach. The client suddenly realised that their price is more sensitive than the custom-made kitchen buyers. As a result, they decided to account for the majority of the company`s sale. The standardised kitchens accounted for 40 percent of the Hawkesbury Cabinets Pty Ltd factory volume and 25 percent of revenues. The company have various types of equipment that created by the company workers and they have done a good job to deliver the products on time. Hawkesbury Cabinets Pty Ltd has some assemble areas that can be used for keeping the finished product to get the high esteem. The custom and standard cabinet need to maintain the quality of the product to get the business grows more. The sale of custom kitchen cabinet increased and the sale of builders line is growing steadily. Mei decided to announce the company as one of the most growing company as the profit margin, however, the accountant of the Hawkesbury Cabinets Pty Ltd mentioned that they cannot announce the company as one of the grown company. Mei understood the situation and Fang decided to take care of the overall scenario of the business. Then they have decided to create a new line of business for both of them (Andersson et al. 2010). These things actually placed a deep effect on the business line of Hawkesbury Cabinets Pty Ltd. The organisational resources of their business affected because of their decision. The whole company faced a problem because of it. That is the reason why they have done minimise human errors to get the best result. After that, they have understood the decision was wrong and Feng handled the situation carefully (Nath, Nachiappan Ramanathan, 2010). Conclusion: Hawkesbury Cabinets Pty Ltd was a business of two brother and sister - Feng and Mei. They were the management of the company. However, Feng decide to be the manager and Mei decided to be the general manager of the company. Mei took some wrong decision by announcing that their company is growing. That decision made the whole company face the problem and they again decided to make sure they have the situation under control. They have used the rule of operational management to get the work done. Reference list: Andersson, H., Hoff, A., Christiansen, M., Hasle, G., Lkketangen, A. (2010). Industrial aspects and literature survey: Combined inventory management and routing. Computers Operations Research, 37(9), 1515-1536. de Menezes, L. M., Wood, S., Gelade, G. (2010). The integration of human resource and operation management practices and its link with performance: A longitudinal latent class study. Journal of Operations Management, 28(6), 455-471. Gold, S., Seuring, S., Beske, P. (2010). Sustainable supply chain management and interà ¢Ã¢â€š ¬Ã‚ organizational resources: a literature review. Corporate social responsibility and environmental management, 17(4), 230-245. Karlsson, C. (Ed.). (2010). Researching operations management. Routledge. LaGrega, M. D., Buckingham, P. L., Evans, J. C. (2010). Hazardous waste management. Waveland Press. Nath, P., Nachiappan, S., Ramanathan, R. (2010). The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view. Industrial Marketing Management, 39(2), 317-329. Schaper, M., Volery, T., Weber, P., Lewis, K. (2010). Entrepreneurship and small business. Sheu, J. B. (2010). Dynamic relief-demand management for emergency logistics operations under large-scale disasters. Transportation Research Part E: Logistics and Transportation Review, 46(1), 1-17. Stokes, D., Wilson, N., Wilson, N. (2010). Small business management and entrepreneurship. Cengage Learning EMEA. Subramanian, M. (2010). Network management: principles and practice. Pearson Education India. Wang, F. Y. (2010). Parallel control and management for intelligent transportation systems: Concepts, architectures, and applications. IEEE Transactions on Intelligent Transportation Systems, 11(3), 630-638.