Write Informal Reports to your boss Case Study Example | Topics and Well Written Essays - 500 words

Write Informal Reports to your boss - Case Study Example 98 percent of them Sam are complaining that our cafeteria lacks cleanliness. Typical area of concerns are the dirty tables, littered floors, unclean utensils, spots on glasses, dirty aprons of cafeteria workers, dusts on lighting fixtures and counter with condiments dirty. Along with the dirty cafeteria and its bad food also comes bad service. 76 percent of our employees are complaining of sury and unfairly cafteria workers; that tables were not cleaned off and that cashiers slap change on trays just to give you few examples. Gleaning from this data, we really need to rehabilitate our cafeteria the soonest time possible. This issue has already grown to a magnitude as the most pressing issue that could demotivate our employees. I don’t think that the complaints are isolated because we have 98, 80 and 75 percent complaints on cleanliness, quality of food and service and these figures are very conclusive. I did a surprise ocular visit on our cafteria and it really is horrible as many of our employees are complaining. For me, it is already a given that the current administration of our cateria is no longer effective. They may be undermotivated or understaff but the bottom line is, despite this lingering complaints, they are still not doing about it. If we are going to add more staff with the same attitude, I don’t think that they will improve. In addition, focusing too much on this is taking away valuable executive time. Don’t get me wrong though, I am not downplaying the importance of our cafeteria, it is just I do not think that we should continue with the present set up. My suggestion is, to renovate the place and hire several third party vendors who could provide cleanliness, service and quality food at affordable price. To keep them in check, we will have several vendors so that there will be competition among them. One of the major reason perhaps why our cafeteria turned this way is because it has a

Discussion Board Question Essay Example | Topics and Well Written Essays - 250 words

Discussion Board Question - Essay Example Even the title of the graph is misleading. At first, one thought that the graph will give a step-by-step procedure on how to burn calories. The graph creator might have made the graph this way to emphasize that a cheeseburger contains the highest calories among the beer, soda and doughnut. He might have thought that putting pictures of the different products will add to the effectiveness of the graph in presenting information. The graph may be improved by putting scales. In this way, the reader will know what the numbers represent. The graph should have an X and Y axis. The X-axis may symbolize the number steps that have to be taken to burn a certain number of calories. The Y-axis may represent the number of calories contained per food item presented. Another way to improve the graph is by presenting it in a graduated manner meaning as one goes through the right of the X-axis, the number of steps to be taken increases. The title of the graph may be stated as â€Å"Number of Steps Needed to Burn Calories from Certain Food Types†. I do not think that it is ethical to portray information in the way the graph is presented. It is very misleading especially among the young because they might think that drinking beer is better than eating a cheeseburger or a doughnut, simply because it will take less steps to burn the calories in a beer than in a cheeseburger or doughnut. The graph may also have a negative impact on restaurants offering cheeseburgers and

British Airways Leadership Style

British Airways Leadership Style Examining Leadership style in British Airways 1. ABSTRACT This is a study which examine the leadership in British airways and also evaluates their leader i.e. Willie Walsh using the relevant theories on leadership. Also critically evaluate the leadership style that is required for the success of British Airways. Reflections on leadership styles used in our previous jobs are also provided below. 2. INTRODUCTION 2(a). LEADERSHIP Leadership has and will always be an important factor in human affairs. In todays time it has become essential for organisations to have a good leader for its success at the same time its becoming challenging to find the right type of leader for the job as mentioned in (Kotler, 1988) Leadership is an activity, that of influencing the behaviour and beliefs and feelings of other group members in an intended direction as mentioned in (wright taylor, 1984). Leadership is only a part of the managers job not the whole thing. According to (Posner Kouzes, 2002, p. 13) 5 common practices of all leaders Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart 2(b). BRITISH AIRWAYS British Airways Plc is the UKs biggest international scheduled airlines. They not only have scheduled services but also operation of international and domestic carriage of freight and mail, and ancillary services. British Airways fly to more than 300 destinations. It was established in 1910 it was formed to preserve the records and artefacts of British Airways predecessor companies BOAC, BEA, BSAA and the pre-war Imperial Airways and British Airways Ltd. BA was the first to launch the worlds first daily international scheduled air service between London and Paris. It was a public sector company which in 1981 LordKing was appointed Chairman he was then charged by the SecretaryofStateforTrade to take all necessary steps for privatisation. (Airways) British airway has been known to have problem with its employees, being punctual , and financial losses from a very long time it had major problems in the beginning of 1980 which 2(c). WILLIE WALSH He was born on 25th of October1961 in Dublin, Ireland. In 1979, he joined Aer Lingus as a cadet. During his years as a pilot he was a chief negotiator for the union of pilots. He acquired a Masters degree in management and business administration from Trinity College, Dublin and later became a CEO of Futura in 1998 before he became a CEO of Aer Lingus 2000. Here he turned a loss making organisation into a profit making organisation within 6 months by reducing cost and selling painting and art from their office and also by cutting jobs. In 2005 he resigned from his position as the government refused to privatise the air lines. compiled from the various annual reports of the Aer Lingus Currently he is the CEO of British Airways. In May 2005 Willie Walsh became a Chief Executive Designate, after Rod Eddington as Chief Executive on 1 October 2005. He was hired as British Airways were wanting to reduce cost and make themselves into a low cost airlines. From the annual reports of the British Airways 2(d). FRAMEWORKS USED Trait Theory Michigan and Ohio University Studies Transactional, Transformation and Charismatic Leadership Situational Leadership Theory 3. LITERATURE REVIEW Globalization has made companies compete not only in the domestic but also in the global markets, and the demand for an effective leadership has become highly important. Many studies exist on the subject of leadership; this is mainly due to the fact that leaders are responsible for the main essential task in an organization such as creating, sharing and exploiting organizational knowledge, enabling an organization to grow (Bryant, 2003). There is no specific formula for being a good leader many scholars over the years have debated over the fact what makes a good leader. Earlier scholars believe that leaders were born and the skills to be a good leader cannot be achieved over the years one such theory is The Great Mans Theory other earlier theories such as Trait theory studies the various traits of a good leader and states that only people having such traits can be good leaders. Even this theory believes in leader are by birth. However the more recent theories look at the behaviour and not the traits and personality. Kouzes and Posner state that Leadership is an identifiable set of skills which are available in all men and women not just in a few charismatic and gifted people (Posner Kouzes, 2002) The following theories are used by me to analyse the leadership style of Willie Walsh in context to British Airways Trait Theory By Stogdil (Stogdil, 1974) There are various theories on traits of leaders they all have a few common qualities that are required by a good leader. This theory believes that leaders are born and the skills and traits of a good leader cannot be acquired over a period of time. Stogdil in 1974 identified and suggested the following traits and skills as critical and existent in all leaders TRAITS SKILLS Adaptability to situations Alert to social environment Ambitious and achievement orientated Assertive Cooperative Decisive Dependable Dominant i.e. having a desire to influence others Energetic Persistent Self-confident Tolerant to stress Willing to assume responsibility Clever Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled Michigan Ohio Studies Michigan University had conducted various studies on leadership in the year 1950. There research showed that leaders could be broadly divided into three categories depending on their characteristics. Task oriented behaviour- Leaders would concentrate on task and not on building a relationship with their subordinates. They did not do the same tasks as their subordinates they concentrated more on activities like scheduling planning coordinating and providing the resources for their subordinates to perform their tasks. Relationship oriented behaviour- These leaders not only focused on task oriented but also gave importance to building up relations with their subordinates helping them not only in their careers but also in their personal lives thus forming a bond with their subordinates more than close control. They believe in rewarding their subordinate with both Intrinsic as well as extrinsic ways. They basically provided the goal and left it onto their subordinates to decide the path they wanted to take. Participative leadership- These leaders include their subordinates as team members in their decision making process at the same time their decision is final independent whether it matches with the decision of the subordinates. These leaders are nature good team leaders. Such leaders are more facilitative than directive while solving problems. These leaders are more effective for teams rather than individuals. Transactional, Transformation and Charismatic leadership Transactional leaders believe that people can be motivated either by reward or punishment. They create clear structures as to the requirement of what is expected from the subordinates and what would get them rewards or punishments. the subordinate is fully responsible for the work given to him no matter what ever the circumstance that caused the failure. According to Bass a transactional leader comprised of contingent reward (CRW), active management by exception (MBEA), and passive management by exception (MBEP). (Bass M. B., 1985) Transformational leaders are leaders have a vision of transformation that excites and converts potential followers. These leaders may or may not be aware of the way that leads to fulfilment of the vision. Such a leader comprises of idealized influence (II), individualized consideration (IC), intellectual stimulation (IS), and inspirational motivation (IM). (Bass M. B., 1985). Charismatic leadership are leaders who attract followers using their personality, charm rather than using any form of external power or authority. These leaders while interacting with a person make the person feel extremely important. They spend a lot of time learning their environment Bass mentions that a transformational leader also will emphasize on higher motive development, and arouse followers motivation by means of creating and representing an inspiring vision of the future (Bass B. M., 1997) Situational Leadership Theory- The main school of thought of this theory is that there is no one way of leadership style. It states that a leader who uses different leadership styles dependant on the situation he is in (Hersey Blanchard, 1988). This theory has been proposed by Kenneth Blanchard and Paul Hersey. This model allows you to analyse the various needs of the situation a leader may find himself in and suggest the most appropriate leadership style for the situation. source (Hersey Blanchard, 1988) As seen above this theory divides leadership styles into the following categories Directing (S1)- This leaders is a high directive and a low supportive behaviour orientated Coaching (S2)- This leader is high Directive as well as high Supportive behaviour oriented Supporting (S3)- This leader is a high Supportive and low Directive behaviour orientated Delegating (S4)- This leader is low Supportive as well as low Directive behaviour orientated (Huczynsky Buchanan, 2007) For this model to be successful it is extremely important that the leader should accurately judge the confidence and motivation of his followers. From all the above theories we see that there is no one best way to predict a successful leader. All the above theories have different ways of looking at leaders. The best way to examine whether a person is a good leader or not is to study him is comparing him to various theories on leadership. 4. EXAMINING BRITISH AIRWAYS LEADERSHIP STYLE The main reason for British Airways to select Willie Walsh as their CEO was because at that time British Airways was facing stiff competition from low cost airlines. His success as a leader in Aer Lingus an Irish flight carrier which was almost on its way to bankruptcy and then Willie Walsh stepped in not only turning the carrier into a profit making carrier but also one of the most successful carrier of Ireland. During the analysis I found Willie Walsh to have the following characteristic from the various articles written on him. Intimidating- as his peers were afraid to raise question about T5 at Heathrow before it was inaugurated. Peers are not involved in decisions- He was found to seclude himself and his colleagues found it difficult to approach him (Michaels, 2006). He is very strong minded and confident He does what he believes to be correct with or without any fan following (Walsh, 2009) Hugely energetic, Hard worker and a workaholic he has not taken a vacation for the past 3 years (Walsh, 2009) His work is only professional no emotions- This is the main reason as to his success at turning flight carriers profitable as he does this by cutting cost by job cuts. Tuff leader who rules with an iron fist- his peers at Aerlingus use to call him Slasher Walsh. Confrontational- He is always involved in the meeting with the union and management. Now he sits on the managements side but earlier he use to sit on the unions side. He is ruthless in his decision- He fired 2 of the oldest managers of British Airways over the terminal 5 fiasco (Milmo, 2008). He believes in leading by being a role model- He and Keith Williams, finance director of BA worked unpaid and requested the staff also to consider unpaid leave or working part time (Travel Weekly(UK), 2009) Linking Willie Walshs leadership style to Trait Theory From the above table we observe that Willie Walsh has most of the traits and skills that are required by a successful leader Linking Willie Walshs leadership style to Michigan and Ohio University studies Michigan Ohio University studies classify Willie Walsh as a leader with Task oriented behaviour. This is seen as he does not maintain any relationship he is only is interested in work if he feels someone is redundant or not doing his work efficiently he fires them. (Nexis,UK, 2005). He also expects his employees to get the work given to them whether or not they have the resources and capability to do the work given to them. Linking Willie Walshs leadership style to Transactional, Transformation and Charismatic Leadership Willie Walsh follows a transactional style of leadership. As he is task oriented and does not believe in building relations. He believes that the salary given to employee is a reward for their work and in case they dont do their work properly they should be punished. Thus motivation for doing the job is either reward or to avoid punishment. He is not supportive to them in their work or personal lives as a transformational leader would be nor does he have the qualities of a charismatic leader as people do not follow him by choice but by compulsion. He also does not take out time to know his subordinates and what would motivate them. Linking Willie Walshs leadership style to situational leadership Willie Walsh can be placed in the S1 quadrant as he has a high directive and a low supportive oriented behaviour. However the theory states that a leader should be flexible and should change his style from time to time depending on the situation however the data collected on Willie Walsh does not show any signs of flexibility and he follows the same leadership style. Thus we can say that according to this theory Willie Walsh is not a good leader. Evaluation Reflection Critical Conclusion Bibliography Bibliography Airways, b. (n.d.). Retrieved 11 22, 2009, from www.ba.co.uk Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist , 52, 130-139. Bass, M. B. (1985). Leadership and Performance Beyond Expectations, . New York: Free Press. Hersey, P., Blanchard, K. H. (1988). Management of Organisational Behaviour: Utilising Human Resources. New Jersey: Prentice Hall. Huczynsky, A. A., Buchanan, D. A. (2007). Organisational Behaviour (6 ed.). Pioltello: Rotolito Lombanda SPA. Kotler, J. P. (1988). The Leadership Factor. Free press . Michaels, D. (2006, October 2). British Airs New Challenges; Walsh Must Tackle Rising Pension Deficit, Transition at Heathrow. Walstreet Jornal , p. B.12. Milmo, D. (2008, April 16). Youre fired: T5 fiasco proves terminal for BA bosses as Walsh takes personal charge. The Guardian. Nexis,UK. (2005, December 23). British Airways Walsh step up BA turnaround. Travel Trade Gazette UK Ireland , p. 12. Posner, Kouzes. (2002). leadership the challange. san fransisco: jossey bass. Stogdil, R. (1974). Handbook of leadership: A survey of literature. New York: Free Press . Travel Weekly(UK). (2009). BA bosses to work without pay in July. Travel Weekly(UK) , 7. Walsh, W. (2009, August 27). I Didnt Set out to be a CEO. (T. Independant, Interviewer) wright, p. l., taylor, s. d. (1984). improving leadership performance: a practical approach to leadership. london: prentice-hall international Inc. Bryant S. E. (2003), The role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge, Journal of Leadership Organizational Studies, 9 (4), pp. 32-44

Alices Adventures in Wonderland, Through the Looking Glass and What Al

Alice's Adventures in Wonderland, Through the Looking Glass and What Alice Found There: For Adults Only! Â   "'Curiouser and curiouser!'cried Alice" (Carroll, Alice's Adventures in Wonderland 9). At the time she was speaking of the fact that her body seemed to be growing to immense proportions before her very eyes; however, she could instead have been speaking about the entire nature of Lewis Carroll's classic works Alice's Adventures in Wonderland and Through the Looking Glass and What Alice Found There. At first glance, the novels seem easy enough to understand. They are simple children's stories filled with fantastical language and wonderful worlds. They follow the basic genre of nearly all children's work, they are written in simple and clear language, feature a young hero and an amazing, unbelievable cast of characters, are set in places of mystery and illusion, and seem far too nonsensical and unusual for adults to enjoy. Even their author, Lewis Carroll, believed them to be children's stories. Yet Carroll and generations of parents and children have been wrong. While these stories ma y seem typical children's fare, they are distinctly different. Their symbolism, content, and message make the Alice books uniquely intended for adults. Charles Lutwidge Dodgson was born in 1832 in Victorian England. He was a mathematics professor, but he had a very peculiar dual identity. "Most of the time he was C. L. Dodgson, the shy, stammering mathematics professor, but on occasion he became Lewis Carroll, the dynamic fantasist and parodist" (Matuz 105). He began his career in writing by publishing typical and uninspiring tracts about mathematics and politics, but after an inspirational boat ride with three young girls, he began the... ...dventures in Wonderland, by Lewis Carroll. The Sewanee Review XXXV (1927): 393-398. Hudson, Derek. "Lewis Carroll." British Writers 5 (1982): 265-266. Leach, Elsie. "'Alice in Wonderland' in Perspective." 1964. New York: Vanguard Press, Inc., 1971. Masslich, George. "A Book within a Book." The English Journal X (1921): 122. Matuz, Roger, ed. Nineteenth-Century Literature Criticism. Detroit: Gale Research, Inc., 1991. Priestley, J. B. "A Note on Humpty Dumpty." I for One. London: John Lane, 1923. 194. Spacks, Patricia Meyer. "Logic and Language in 'Through the Looking-Glass.'" 1961. New York: Vanguard Press, Inc., 1971. Wilson, Edmund. "C. L. Dodgson: The Poet Logician." 1932. New York: Vanguard Press, Inc., 1971. Woolf, Virginia. "Lewis Carroll." The Moment and Other Essays. New York: Harcourt Brace Jovanovich, Inc., 1948. 83. Alice's Adventures in Wonderland, Through the Looking Glass and What Al Alice's Adventures in Wonderland, Through the Looking Glass and What Alice Found There: For Adults Only! Â   "'Curiouser and curiouser!'cried Alice" (Carroll, Alice's Adventures in Wonderland 9). At the time she was speaking of the fact that her body seemed to be growing to immense proportions before her very eyes; however, she could instead have been speaking about the entire nature of Lewis Carroll's classic works Alice's Adventures in Wonderland and Through the Looking Glass and What Alice Found There. At first glance, the novels seem easy enough to understand. They are simple children's stories filled with fantastical language and wonderful worlds. They follow the basic genre of nearly all children's work, they are written in simple and clear language, feature a young hero and an amazing, unbelievable cast of characters, are set in places of mystery and illusion, and seem far too nonsensical and unusual for adults to enjoy. Even their author, Lewis Carroll, believed them to be children's stories. Yet Carroll and generations of parents and children have been wrong. While these stories ma y seem typical children's fare, they are distinctly different. Their symbolism, content, and message make the Alice books uniquely intended for adults. Charles Lutwidge Dodgson was born in 1832 in Victorian England. He was a mathematics professor, but he had a very peculiar dual identity. "Most of the time he was C. L. Dodgson, the shy, stammering mathematics professor, but on occasion he became Lewis Carroll, the dynamic fantasist and parodist" (Matuz 105). He began his career in writing by publishing typical and uninspiring tracts about mathematics and politics, but after an inspirational boat ride with three young girls, he began the... ...dventures in Wonderland, by Lewis Carroll. The Sewanee Review XXXV (1927): 393-398. Hudson, Derek. "Lewis Carroll." British Writers 5 (1982): 265-266. Leach, Elsie. "'Alice in Wonderland' in Perspective." 1964. New York: Vanguard Press, Inc., 1971. Masslich, George. "A Book within a Book." The English Journal X (1921): 122. Matuz, Roger, ed. Nineteenth-Century Literature Criticism. Detroit: Gale Research, Inc., 1991. Priestley, J. B. "A Note on Humpty Dumpty." I for One. London: John Lane, 1923. 194. Spacks, Patricia Meyer. "Logic and Language in 'Through the Looking-Glass.'" 1961. New York: Vanguard Press, Inc., 1971. Wilson, Edmund. "C. L. Dodgson: The Poet Logician." 1932. New York: Vanguard Press, Inc., 1971. Woolf, Virginia. "Lewis Carroll." The Moment and Other Essays. New York: Harcourt Brace Jovanovich, Inc., 1948. 83.

History is by nature, an interpretive discipline Essay

With simplest words, history is the story of the human experience. While history teaching originally focused on the facts of political history such as wars and dynasties, contemporary history education has assumed a more integrative approach offering students an expanded view of historical knowledge that includes aspects different subjects, such as of geography, religion, anthropology, philosophy, economics, technology, art and society. This wider embrace is reflected in the vague but ubiquitous term, â€Å"social studies. History has no subject matter of its own. History derives its content entirely from other disciplines, especially from the social sciences. Before the disciplines of political science, economics, archeology and sociology had been invented, it was history that dealt with these realms of knowledge. Historians are the generalizers, the synthesizers. They look at an event or series of events and try to bring relevant knowledge from all fields to bear on understanding the situation. Viewed in this light, history is a verb, not a noun; it is more an approach than a subject. This approach is sometimes termed the â€Å"historical method,† which generally involves trying to identify all relevant information about an historical development, critically examining sources for validity and bias, then selecting and organizing this information into a well-constructed narrative that sheds some light on human experience. History is not static; our views of history are constantly changing as new discoveries are made that cast doubt on previous knowledge. New interpretations of historical events frequently come along to challenge older views. Was the Viatnam War really worth of? Or was Ronald Ragan the grand statesman of his age or a less admirable figure? Such newer, alternative explanations are termed revisionist history. The historian, following the historical method, tries to determine if the evidence is real, accurate or biased. After making these judgments, the historian selects some evidence to include in his narrative, and he rejects other sources. The finished product reflects the judgments, point-of-view, biases and errors of the historian himself. This is a highly subjective process throughout. But it should be remembered that history did happen, and without it we would be largely ignorant of the workings of the world and of the human animal. Conscientious historians are aware of the pitfalls in their search for historical truth, and they try to avoid them. Students who are aware of the inherent limitations of history will be better prepared to evaluate the validity of historical evidence and historical accounts and consequently more adept at evaluating the conflicting evidence and opinions surrounding the important issues of their own time. Thus the study of history can teach many critical skills. That is, studying history helps sharpen the critical â€Å"thinking† and communication skills essential to success in school and in most professions.

Personal and Professional Development Essay

1-Abstract In essence, this report will comprise three parts: first we shall be making an evaluation of current approaches to self- managed learning, second we shall be detailing in which ways lifelong learning both personal and professional might be promoted and encouraged and finally we shall be making an evaluation of the potential benefits of self-managed learning to organisations and their members but for this case with specific reference to Teagasc. 2- Introduction Every single person had one day some experience about self-managed learning in their life, or many people are having this experience at the moment in somewhere learning something by themselves. Stop for a moment and back to the past and try to remember if you have learned something that you had initiative by yourself. Did you remember something? I am sure you did, do you know why? It`s because there`s so many reasons which push ourselves to learn something and that`s why the term self-managed learning is more popular when compared with the traditional way to learn, for example going to the school every day. 3-Approaches to self managed learning Individual could learn through the research which they will be doing that could be either been issued by the university or college even at work place, people could learn different techniques used in doing the research. Formal education and schooling remain highly valued in most societies, and many educators, employers, policy-makers, and average citizens find it difficult to place high value on what is learned on your own or outside the formal system. However, some adult educators have shown how non-traditional programs, distance education, and self-directed learning efforts can meet many challenges associated with keeping current on constantly changing knowledge. Several things are known about self-managed learning and also others terms as S-DL (Self-direct learning), S-PL, LS-D, S-RL, Autonomy, learning projects, open learning etc. However there are some differences between these terms: * Knowles, (1975) describe Self- directed learning- is a process in which individuals take the initiatives, with or without the help of others * Autonomous learning – autonomy often is associated with independence of thought, individualized decision-making, and critical intelligence. Gibbs (1979) * Self-planned learning and learning projects – Tough’s (1979) research on people engaged in learning projects involved obtaining information on â€Å"a series of related episodes, adding up to at least seven hours† where â€Å"more than half of the person’s total motivation is to gain and retain certain fairly clear knowledge and skill, or to produce some other lasting change† . * Open learning – individualized study often is associated with external degree, open learning, or non traditional programs where most learning takes place outside formal classrooms- Ruvinsky (1986) * Self-regulated learning is a process that assists students in manag ing their thoughts, behaviours, and emotions in order to successfully navigate their learning experiences (Pintrich & Zusho, 2002) * Learner self-direction- is taking primary responsibility for personal learning (Brockett & Hiemstra, 1991) . But in general all this terms are related to Self-managed learning what is a way which people or individual find different ways in learning things, which could be in the society where they are living or at work that is a diversified environment, Candy(1991). In other words is about individual managing their own learning. This included people taking responsibility for decisions about: * What they learn * How they learn * When they learn * Where they lean * Why they learn (the most fundamentally ) Self-managed learning also is about setting out the goals for the learning by evaluating the purpose for learning and ways to achieve such goals -Brookfield (1981).People learn new things for example the culture of different people, behaviour, personality, perceptions etc. 4-Advantages and disadvantages of Self- managed learning Some advantages and disadvantages of self-managed learning: 4.1-Advantages: * Improved the attitudes toward learning * The learners become more confident * Also they are taking greater responsibility for their own learning than during more traditional classroom activities * Create a repertoire of skills * Learn to tolerate ambiguity in expectation of themselves * Development of higher order thinking, problem solving, collaborating skills * Exploring a variety of learning styles or approaches to learning 4.2-Disadvantages: * The learner my find difficult to evaluate one`s own progress * The learner may not identify the learning needs according to his/her academic level * Some learners may not find appropriate resources for learning * Unable to get peer feedback 5-Ways in which lifelong learning in both personal and professional contexts could be encouraged The idea of lifelong education was first fully articulated in this century by Basil Yeaxlee (1929). He along with Eduard Lindeman (1926) provided an intellectual basis for a comprehensive understanding of education as a continuing aspect of everyday life. However to encourage lifelong learning is necessary Motivation, determination, managing time which is extremely important to self-managed learning. Lifelong learning is all about continuous learning personally that could contribute to the professional context. Individual could have personal assessment as means of lifelong learning by evaluating their strengths, weaknesses, opportunity and threats. For example, in the workplace employees with busy schedules can learn necessary skills at their own convenience through self-study. Some technical staff in organizations who must constantly upgrade their knowledge can access new information through an individualized resource centre. For example learning by Self-reflective learning could help employees learn new skills at work place also developing their personal skills through having work task and responsibility assigned to them. While self-reflective learning reviews things, continuing professional development, combines approaches, ideas and techniques that help to develop the personal learning. Self-reflective learning is about trying to review some opinions, judgements, personal understanding and actions that you are willing to take in a proper way and be honest about it. another example for a organization to encourage the employee taking initiative of learning something new could be giving to them a opportunity for a presentation skills where the individuals learn how to make a presentation which gives the chance to express the knowledge of what they have learnt from particular topic also give them confidence to talk in front of others, which become an advantage to the organisation when been given a task to do that need to be presented to the manager and other directors from the same company of different company. 6- Evaluation the benefits of self-managed learning to the organizations and their members In a world where there is growing pressure for increased results from fewer people, Organisations have no option but to invest heavily in learning and development. The problem is that there is not always a correlation between expenditure on training and development and pay-off for individuals and Organisations. Also individual learning may not integrate with organisational needs. Yet it is essential that individual should be helped to take on greater responsibility for their own development and growth. The key requirement, then, seems to be to create a situation where learning: * Is owned by the individual * Is properly supported And at the same time * Is closely integrated with organisations needs This what self- managed learning provides Knowles, (1975) Self-managed learning is about people taking their own initiatives in managing their learning, but the benefits of self-managing learning to the individual as well as the organisation are positive. For Teagasc and their members will be extremely important the benefits of self-managed learning. The employees will approach their learning in a way that is most compatible with their own learning style and strategy. In approaching pre-designed, structured training modules, employees can seek out those most congruent with their learning styles. Where the employee designs his/her own learning experience, they would opt for those with which they are most comfortable. There others several distinct benefits of SDL for the organization and their members: * SDL can help identify an â€Å"Organization`s â€Å"A† players- SDL requires initiative. Individuals who show initiative in undertaking their own SDL program are motivated, confident self-starters. Certainly they would evidence motivation, interest and behaviours in their jobs similar to â€Å"A† players. * SDL can be implemented with minimal expense – Many learning projects will cost nothing. Relatively speaking, project costs will be minimal. * SDL minimizes the issue of transfer of learning. 7- Conclusion After done this research in self-managed learning I could say that people are taking more responsibility when they are learning by their own initiative. Self-managed learning is not something easy, though some people tend to passive that managing their own learning through self-managing learning is an old fashion way of learning. The fact is that it’s not true, the basic requirement needed to set out the goals and meeting them is hard approach to learning. Individuals need to understand the stages for the professional development plan for the purpose of having a clear objective of what they would like to achieve from self-managing learning.