What is inclusion ? Inclusive education is concerned with the education and accommodation of all children within the classroom‚ regardless of their physical‚ intellectual‚ social‚ or linguistic deficits. Inclusion should also include children from disadvantaged groups‚ of all races and cultures as well as the gifted and the disabled (UNESCO‚ 2003). Inclusion tries to reduce exclusion within the education system by tackling‚ responding to and meeting the different needs of all learners (Booth‚ 1996)
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Understanding Cultural Differences in the Work Place Spring Session B Professor Davis 5/6/2012 Chamberlain College Of Nursing The importance of understanding cultural‚ ethnic and gender differences by managers and professionals in a business setting is essential to make the work environment comfortable. In every culture there are basic standards of thinking‚ and acting and these cultural differences strongly influence workplace values and communication. What may be considered
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What is financial inclusion? term as “the process of ensuring access to financial services and timely and adequate credit where needed by vulnerable groups such as weaker sections and low income groups at an affordable cost”1 Poverty versus financial inclusion: (a) India is home to one-third of the world’s poor‚ who make up 42 percent of the more than 1 billion Indian people; (b) out of India’s population‚ 76 percent‚ i.e.‚ 800 million people‚ live below the poverty line of $2.50 a day; and (c)
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fit the specific set specifications of the study. This is also known as the target population. The criteria for inclusion or exclusion should be clearly stated.” In this study‚ the target population was staff‚ board of directors‚ volunteers and beneficiaries of the Youth Dream Centre Sierra Leone in the Lumley community Western Urban Area of Freetown. 3.4.1 Inclusion criteria Inclusion criteria are “the characteristics that the respondents must have in order to be included in the study” (Burns &
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Record: 1 Title: What Is Strategy? Authors: Porter‚ Michael E.1 Source: Harvard Business Review; Nov/Dec96‚ Vol. 74 Issue 6‚ p61-78‚ 18p‚ 1 Black and White Photograph‚ 3 Diagrams‚ 1 Graph Document Type: Article Subject Terms: *STRATEGIC planning *ORGANIZATIONAL effectiveness *MARKET positioning *COMPETITION *BUSINESS planning *INDUSTRIAL management *ORGANIZATIONAL
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For the exclusive use of J. CO www.hbr.org What Is Strategy? by Michael E. Porter Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 What Is Strategy? 21 Further Reading A list of related materials‚ with annotations to guide further exploration of the article’s ideas and applications Reprint 96608 This document is authorized for use only by James Co in Food and Agribusiness Strategic
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Thompson−Strickland−Gamble: Crafting and Executing Strategy: Concepts and Cases‚ 16th Edition I. Concepts and Techniques for Crafting and Executing Strategy 1. What Is Strategy and Why Is It Important? chapter one © The McGraw−Hill Companies‚ 2008 1 What Is Strategy and Why Is It Important? Strategy means making clear-cut choices about how to compete. —Jack Welch Former CEO‚ General Electric A strategy is a commitment to undertake one set of actions rather than
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Strategy is creating fit among organization’s activities. As a whole‚ organization finds its competitive value by positioning and integrating Fit into all its activities. Operation effectiveness and strategy works differently but co-relate with one another to work towards the same company goal – profitability. Yet many organizations are caught up in improving their operational effectiveness or seeking fast and easy growth; that they have forgotten the "value" that they can offer to their
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taken the place of strategy. As managers push to improve on all fronts‚ they move further away from viable competitive positions. Michael Porter argues that operational effectiveness‚ although necessary to superior performance‚ is not sufficient‚ because its techniques are easy to imitate. In contrast‚ the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. In answering the question ‘what is strategy?’‚ some theorists
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a few core eompetencies in the race to stay ahead of rivals. ing‚ partnering‚ rcungineer’ing‚ change manage- ment. Although the resulting op- erational improve- ments have often ^^^^ dramatic‚ many companies have Positioning-once the heart of strategy-is reject- ed as too static for today’s dynamic markets and changing technologies. According to the new dog- ma‚ rivals can quickly copy any market position‚ and competitive advantage is‚ at hest‚ temporary. But those beliefs are dangerous half-truths
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