meaning of a child-centred approach is to guarantee that the child is put first before anyone else. Every single person who works with children‚ whether that be a nurse‚ teacher‚ youth worker etc‚ has a huge responsibility to look after and make sure that each child they come into contact with is safe. A child centred approach is basically where every child can communicate and connect with people and also have a choice without someone interfering. A child centred approach is also beneficial for them
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The Reggio Approach derives its name from its place of origin‚ Reggio Emilia‚ a city located in Emilia Romagna in Northern Italy. Shortly after World War II‚ Loris Malaguzzi‚ a young teacher and the founder of this unique system‚ joined forces with the parents of this region to provide childcare for young children. Inspired by the need for women to return to the workforce‚ this education system has developed over the last 50 years into a unique program that has caught the attention of early childhood
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Unit 1 / A (453 words) Growing Places (2011) informs us “The Child Centered Approach promotes the right of the child to choose‚ make connections and communicate. It allows freedom for children to think‚ experience‚ explore‚ question and search for answers. It presents a creative celebration of children ’s work” In child centered settings‚ children commence their own learning by choosing activities that interest them such as construction/sand play. They work in independent manners to discover
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CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly‚ identifying only those that can be measured‚ such as plant and equipment. Yet the intangible assets‚ such as a particular technology‚ accumulated consumer information‚ brand name‚ reputation‚ and corporate culture‚ are invaluable to the firm’s competitive power. In fact‚ these invisible assets are often the only real source of competitive edge that can be sustained over time
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Capabilities Analysis What is it? Capabilities analysis helps clarify the major sets of activities‚ skills‚ and resources that drive value to customers. When do we use it? Capabilities analysis can be useful at the time of strategy formulation—when firms are assessing which strategic options are currently feasible—and may be included in a broader process of determining strengths‚ weaknesses‚ opportunities‚ and threats (SWOT). In addition‚ capabilities assessment can be used as an initial
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1a) Dynamic capabilities are abilities which enable the organisation to renew and recreate its strategic capabilities to meet the needs of the changing environment. It is the capacity of an organisation to change which enables them to adapt more readily. Sustainable competitive advantage relies on resources‚ competencies and capabilities evolving with the dynamics of the industry. Sustainable competitive advantage is achieved when an organisation’s capabilities are of value to customers‚ unique
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3.0 Resources and capabilities This paragraph begins by laying out the theoretical dimensions: Resources and capabilities Definition of resources In order to get a deeper understanding of the concept resources‚ a definition can shed some light on this matter. While a variety of definitions of the term resources have been suggested in the literature of resources‚ this paper introduces the definition first suggested by Teece et al. (1997) who determined resources as ‘firm – specific assets that
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resources and competences and show how they are creating competitive advantage. This will be illustrated through the identification of the key drivers of competitive advantage. A strategic capability analysis of an organisation‚ namely Marks and Spencer. will be undertaken in order to identify which capabilities meet the criteria of value‚ rarity‚ robustness and non-substitutability. This study will be used to emphasise the impact of these key drivers which are likely to have an impact on the competitive
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Introduction A company’s capability means the ability to innovate‚ or to respond to changing customer needs. Organizational capabilities are key intangible assets that make a significant difference when it comes to market value. Organizational capabilities are stable over time and more difficult to copy than other competitive advantages like product strategy or technology. A capabilities audit can show a company how measure up and how to build on intangible strengths to implement cultural interchange
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Strategic Management Journal Strat. Mgmt. J.‚ 21: 1105–1121 (2000) DYNAMIC CAPABILITIES: WHAT ARE THEY? KATHLEEN M. EISENHARDT* and JEFFREY A. MARTIN Department of Management Science and Engineering‚ Stanford University‚ Stanford‚ California‚ U.S.A. This paper focuses on dynamic capabilities and‚ more generally‚ the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development‚ strategic decision making‚ and
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