My Personal And Professional Development Education Essay
In this essay I will critically evaluate my personal and professional development with relation to QTS standards for classroom management. Using current theories and research I will identify problems and put forward possible solutions to improve my future practice. This will be achieved through reflective practice, in which I will keep a journal of my progression and identify key areas for development. Using this record of my developing class management, I will critically evaluate my own progression. “If acting is the art of stopping people coughing, teaching is the art of stopping them throwing things around” (McManus 1995) During my first placement in school, I was able to experiment with a variety of teaching techniques for all aspects of teaching. Due to the type of school I was placed at, the key factor I had to address was classroom management. The school had extensive problems with pupil behaviour, therefore before any meaningful learning could take place classroom management had to be dealt with. By the end of the placement my tutor gave me some extremely positive comments about my progress in this area and advised that I must continue to focus on classroom management to achieve outstanding lesson observations in the future. She explained that once I no longer had to think about discipline in the classroom and it became more natural, I would then be able to spend more time on other aspects of teaching. The importance of behaviour management to all aspiring teachers has been highlighted by many theorists over the years, “effective classroom management is essential to effective teaching” (Capel et al, 2005). With this focus in mind I began my second placement with a strong motivation to develop my management techniques using all the resources available. This was an ideal area of development for me to use in my learning journal, where I could record my problems, try out new techniques and critically evaluate my progression. This would then provide me with a wealth of strong evidence to prove I had met the appropriate standards required to achieve Qualified Teaching Status (QTS). These standards, set by the government, cover the range of skills a teacher must have in order to teach satisfactory lessons. Several of these cover classroom management and through this assignment I will be able to asses how successfully I have achieved these standards. Before I can begin to evaluate my practice I first need to set a clear definition of classroom management and what it will encompass. A clear and straightforward definition is given by Wragg (1993) “Class management is what teachers do to ensure that children engage in the task in hand, whatever that may be'”. Although simplistic this is essentially what all teachers must address every lesson. Before any meaningful teaching can take place, student’s behaviour in the classroom must be acceptable for all pupil’s to be able to learn. However, this essential concept then opens up a wide variety of variables which affect a student’s behaviour in lessons. It is these aspects of behaviour management which I will focus on in my reflective practice. When studying classroom behaviour teachers of often talk about poor or bad behaviour shown by pupils but this can vary depending on the teachers point of view. Bad behaviour is therefore defined by the level of disruption caused to a child’s learning. Lawrence (1984) is quoted, “â€¦disruption amounted to anything which prevented the teacher from achieving worthwhile results with the pupils. Describing disruptive behaviour as, a ‘general refusal to be taught’, ‘doing no work’ or ‘refusal to obey'”. Knowing what is bad behaviour then allows the teachers establish techniques to anticipate and reduce its occurrence. All student teachers hoping to develop their class management must accept the responsibility they have for all pupil’s behaviour. “Many teachers are understandably reluctant to acknowledge that the reason for pupils’ misbehaviour may be found as often in their teaching as in the pupils’ inability or failure to learn” (Charlton
Resistance to Change in Public Sector Culture
assignment writing services Resistance to Change in Public Sector Culture. CHAPTER 1 Background / General Organisation cannot control environmental changes. They can only change their processes to adapt to the environmental changes and take advantage of the new opportunities that are the changes in the environment brings. When a change is resist is could be a very difficult to achieve the desired reason for the wanted change. This is the case of IFAKO /IJAYE local Government Council Area (IJLGCA) where the management are finding it difficult to change the bureaucratic organisational culture among the employees of the local government council .The introduction of the “PACE PROJECT” that was aimed at changing the organisational culture was meet by resistance from the employees of the councils area .The PACE PROJECT was program is designed to re-engineer the human and material resources of the organisation in other to enhance and improve their performance and productivity. Ifako/ijaye Local Government council area (IJLGCA), the organization has experienced rapid changes in the last six years to improve the efficiency of the operations as well as the capability of the workforce to produce the desired results which would make the sector to be more effective and efficient in operations. Project PACE, was also purpose is to repositioning ifako/ijaye Local Government council area (IJLGCA) in to world-class organization, by clearly defining the vision for the organization and comparing to reach me that the other Council area created at the same time in Nigeria and elsewhere in the world by operating in compliance with the International Labour Standards by entrenching transparency in the organisational processes enhancing efficiency and making improvements in the value of procurement in the local governance Change management can be defined as a decision-making procedure which modifies or transforms organisation to be more effective and efficient in operations. Organisations need to change to adapt to external or internal development, but realizing effective change could be very problematic .change is so difficult and when it occur successfully it is by miracle. Kanter, stein, and jick (1992) One major barrier to change is resistance from employees of organisations .Resistance is commonly considered is a natural reaction to organisational change. IFAKO /IJAYE local Government Council Area (IJLGCA) government is still using a bureaucratic cultural administration style. The top to bottom approach of culture change in selling the preferred culture to staff has used different presentation styles, such as seminars and workshops, which are unable to change the mind-set of workers, but rather creating a form of resistance from employees who are afraid of losing their job a top to bottom approach with limited room for dialogue In this paper I will be studying the two the approach to change which are (1) Determinism Approach (2) voluntarism approach. The different classical models of change that is the Lewins model to change which would include the Lweins force field analysis to determine the driving forces and the resisting force to the desire preferred organisational culture that is the pace project of ifako/ijaye Local Government council area (IJLGCA). Research Problem Management efforts to refocus IJGCA staff to meet with challenges in the public sector through the PACE project, is yet to produce the desired results since its establishment in July 2004. The various launching, enlightenment campaigns and appointment of the local change-makers / teams are yet to provide the required support for the PACE project. Project PACE, whose purpose is to reposition IJLGCA into a world-class organization by clearly defining the vision for the organization .Also comparing the achievement with other the Council areas of Nigeria and other part of the world, that were created at the same time by making IJGCA a pacesetter for others to follow is still yet to yield to require result. The Code name Project-Pace, said that it would be a comprehensive, multi-functional and coherent strategy in line with the task of setting up a high level of organization, but now the plan change is still remain at the elementary stage. Staff awareness and understanding of the brand-new part of culture, which was launched in 2005 is still very low. The desired commitment on the path of staff is lacking due to poor understanding of the preferred culture elements which is “ACT NOW” which elements are: Safety, Performance, Empowerment And Entrepreneurship, Respect And Trust, Innovation, Ownership And Consequence Management ,Teamwork Control And Open Communication, Professionalism. The Recently concluded roll out of the performance management system (PMS) under the PACE project had encountered some resistance, which was largely behavioural and attitudinal employee gives the management a major concern. Employee does not want to loss their power and jobs. Their belief is that this new change will take a lot of them. This research project is set out to address the level of awareness and perception of staff and also recommend new ways of implementing the preferred culture successfully. The Major Research Question â€¢ What are the reasons for resistance to change and the lack of adoption of the “PACE PROJECT”, new culture? Minor Research Questions â€¢ What is the level of awareness of the preferred “PACE PROJECT CULTURAL” and acceptance amongst staff? â€¢ To what extent is the organization culture a resisting factor? Objective of the study The research objectives are: â€¢To suggest how to create awareness of the PACE project among staff members. â€¢ Suggest ways of carrying staff along in the of culture change process â€¢ Suggest how to encourage the acceptance of the PACE project â€¢ Implement a new culture based on the PACE Methodology The study will focuses on junior, senior management staff of the IJGCA which is one the seven hundred and seventy (770)local government councils areas in Nigeria and will be a Qualitative study of reason for resistance to change. Our exploratory study would be using force field framework. Force field analysis is a model that help us to understand the force and against change in individuals and organisations. Force Field Analysis is a useful technique for investigation, all the forces against the decision. Force filed model used in weighing the pros and cons in an organisation .for the purposes of this study force field analysis would be used to demonstrate the level of resistance of staff to PACE PROJECT. APPROACH Analytical and Descriptive Data gathering methods were adopted: open ended Questionnaire Secondary data review and the writer’s personal observations and discover reasons for resistance. LIMITATIONS TO THE STUDY The study has several limitations are: â€¢ The study is limited to IJGCA. â€¢ The size of the sample of staff investigated may limit the generality of the results. â€¢ Based on one cultural -change initiative â€¢ Time constraints. ASSUMPTIONS That PACE project is capable of implementation That the PACE project is helpful Beneficiaries: This research will benefit the following groups: 1. Employees of ifako/ijaye Local Government council area (IJGCA) 2. ifako/ijaye Local Government council area (IJGCA) 3. Lagos state Government 4. Policy Makers which includes: Head of departments, Council board ORGANISATION The study is presented in five chapters as follows: Chapter one – Introduction Chapter Two – Literature Review Chapter Three – theoretical framework Chapter Four – Methodology Chapter Five – Conclusions and Recommendations . CHAPTER 2 Literature review Review of existing knowledge on the subject of the research will help in guiding the current research work. To start with, change management (under certain and uncertain environment) review the two the approach to change which are (1) Determinism Approach (2) voluntarism approach. The exiting knowledge on resistances to change would also be reviewed in this section of the study. CHANGE Organisation can be described as a group of people brought together for the purpose achieving certain objectives. As the basic unit of an organisation is the role rather than the person in it the organisation is maintained in existence, sometimes over a long period of time, despite many changes of members. Statt, (1992, p.102).in this defined the important point there is people interacting in order to order to achieve some defined goal. Organisation can also be defined as systems comprising elements of formal organisational management and operations as well as elements of more informal aspects of organisational life. The organisational systems, themselves, are conceptualised as operating in three types of environments. These are the temporal, external and internal environmental whose elements interact with each other to form the ‘triggers’ of change which are significant in bringing about organisational changes. Stephen P .robbins and Timothy A. judge (2009 ) Change is inevitable in an organisation, that is usually very difficult to implement and it takes a miracles if it occurs successfully because people will always resist it. According to Kotter (1996:3) states that Although some people predict that most of the reengineering, restrategizing, mergers, downsizing and cultural renewal project will soon disappear, due to the fact that many Marco economic forces are at work and this forces may grow stronger in the future .As a result many organisations are pushing to reduce costs, improving their product and service quality, find new prospects for growth and increase growth. This caused many organisations to effect major changes in other adapt to the shifting conditions in their business environment. These changes help the competitive standing of organisations and have position them for a better future. In many situations the improvements have been disappointing, which have resulted to waste of resources and frustrated employees. To some degree the consequence of change is inevitable. Whenever people are forced to adjust to shifting conditions, it is generally very painful. Organisational change is an ongoing process that is characterised by fine tuning of the fit or match between the organisation’s strategy, structure, people, and processes. Such efforts are usually manifested at the departmental and divisional levels. Change management is perceived as a set of processes that is used to ensure that considerable changes are executed in an orderly, controlled and systematic approach to achieve organisational change. One of the objectives of change management is the human aspects of overcoming resistance to change in order for organisational employees to buy into change and achieve the organisation’s goal of an orderly and effective transformation .Kotter and Schlesinger (1979) start that most major organisations need to undertake moderate changes once a year and major changes every four or five years. Inefficient organisational processes, problems with coordination and lack of cooperation are examples of causes for change that happen within an organisation. Changes does not always have an external start point, it can also originate from an internal source. According to Taiwo (2001:24) defines change as the process of analyzing the past to elicit the present actions required for the future. It involves moving from a state, to a future desired state. A change process starts with the awareness of the need for change. One can not understand an organisation without trying to change it. Change helps us to understand an organisation better. Approaches to the Study of Change The study of change has two approaches which are as follow: Determinism approach Voluntarism Approach Determinism approach: This is an approach by Wilson.1992 with the belief that the operations of organisation are influenced by largely by external forces namely economic situation, the environment and the context in which they operate. Change is been caused by external forces which are beyond the control of mangers or change agents. Wilson.1992 view that an organisation as a system operates in an environment and it is operation can be influence by the environment. However Burns (2000) criticise this approach as been ‘over-fatalistic’ that mangers would only act as a result of external forces after event have taken place. Voluntarism Approach: This approach is based in the assumption that the result of change process is based on the ability of the manager or changer agent to use a choice strategy to determine the outcome of a change process that is the strategic choice implemented can promote or undermine organisational effectiveness. This model will rely on the skill of the manger ability and confidence to achieve the necessary course of change required in the organisation. This process requires that will identify the type of change the organisation needs. By knowing this it would help to determine the method to use in effecting the necessary changes and the areas to change. You can not fully understand a system until you try to change it. This perspective is shown in the figure 1 below. Identify type of change Incremental change Discontinuous change How to Change Set goals to be attained Diagnose what to change igiide Diagnose what to change How to Change Set goals to be attained Diagnose what to change Figure 1: the process of the voluntarism approach as developed by Nadler and tushman Kurt Lwein argued that for organisational change to be successful it most pass through three steps which 1. Unfreezeing or unlocking from the existing level of behaviour: this a also know as status quo changing to overcome the pressure of both individual resistance and group conformity. This knows as the equilibrium state. The unfreezing is necessary because it helps us determine the Driving force, which direct behaviour away from the status quo can be increased and also the Restraining forces, which hinder movement from the existing equilibrium, can be decrease 2. Change or move to a new level : this a change process that transforms the organisation from the status quo to a desired end state, it involves moving from the equilibrium state to overcome the pressure of the both individual resistance and group resistance 3.Refreeze behaviour at the new level: this combine the two approaches . organisations who have succeed in the past are likely to encounter restraining forces if the management want to bring changes in the organisational process similarly ,that organisation with strong culture excel at incremental changes but are overcome by restraining forces against radical changes P.G Audia, E.A Locke and K.G.Smith,( October 2000),p.837-853. This can be illustrated below in figure 2 Force Affecting Changes: From studies there are two types’ forces that affects change, internal and external (Kreitner, Kinicki p 562) INTERNAL FORCES: This normally occur When people that have been through difficult ,painful and not very successful change efforts often end up been pessimistic and angry conclusions. This usually result to them be suspicious of the motives of those pushing for transformation in the organisation they worry that major change is not possible ,without having a negative impart on them. They usually normally fear that their boss or the management is incompetent. This type of force within an organisation can be described as INTERNAL forces resisting change. Internal forces for change are operative from inside the organization. They are: â€¢ Human resource factors. â€¢ Managerial behavior/decisions (B) EXTERNAL FORCES. With the trend of globalization, organisations are now encountering challenges in different face. A globalized economy is creating both hazards and more opportunities for every body, which is now forcing organisations, to make sudden change in their processes not only to compete and prosper but also to survive in their industry. Globalization itself is driven by a set powerful forces associated with the following (1)Demographic characteristic (2)technological development (3) market changes (4) Social and political pressure Resistance to change Resistance is seen as a defensive mechanism use by employees to resist change in an organisation which they assume the change would move them from their comfort zone. A major barrier to change is resistance of the people of the organisation .Resistance to change happens when people perceives that the change would take something very valuable from them, this type of reaction is usually been considered as a standard or natural reaction to organisational change. It is not only people that resist change , organisations also resist change they perceives change as a threat to their comfort zone for example an organisational plan or a change in a product line in an organisation maybe considered as a threat among employees which will raised debate , downsizing because of the proposed change . Resistance can be overt, implicit, and immediate. It is easiest for management to deal with resistance when it is overt and immediate. For example if a change is proposed and employees quickly response by complaining , treating to go on strike or engaged in work showdown all this can easily managed by the management by engaging the employees in a dialogue to resolve such issues. in the case of an implicit resistance effort are more subtle to result to loss of loyalty to the organisation , loss of motivation to work , increase in error and mistakes , increase in absenteeism due to sickness and this is more difficult to understand or recognise. In some cases resistance do not normally surface, in a change process is may appear to be minimal reaction at the start but after a week, month, or even years later. Reaction to change can build up and then explode out of proportion in responses to any change action that follows thereafter. According to Golstein(1998) and maurer(1996) resistance to change arise just because management fall to implement reward schemes, training and development , industrial relation and other board human resource processes that will reinforce the change process and assist individuals in accepting it as their own. Inline with this perspective, organisational change will not be successful unless it is owned by the senior management of the organisation. In summary a major force for the resistance to change can be classified into human and organisational sources. Individual source in more off characteristics such as perceptions, personalities and needs while that of organisation is more of the structural makeup of the organisation .Change and resistance go hand in hand: change implies resistance and resistance means that change is taking place. One of the assignments of top mangers and change mangers is to overcome resistance to change of both middle level mangers and employees. Therefore I propose a different view on resistance. The Organisational Culture Organisational culture can be refers to as to be the values and pattern of belief and behaviour that are accepted and practiced by the members of a particular organization( C.D Pringle, D.F .Jennings, and J.G. Longenecker) ,p.594 because each organisation have its own unique cultural which they have develop over time .even organisations in the same industry exhibit distinctly different ways of operating this is further explained in the paragraph below Organisational culture can either facilitate or hinder an organisational strategic action. Organisational culture reflects in the values and beliefs of the process and operations of the organisation. The purpose of organisational culture is to help firm to adapt to environmental changes and to coordinate and integrate its internal operations.(E.H Schein)1985 p.9 .For many organisations the first and major influence upon the culture is their founder, his or her foundational assumptions about success form the foundation of the organisational culture. For example the culture of McDonald’s fast food was fast service first which was embedded by the founder Ray A. Kroc, who died in 1984.tildate this it still the cultural of McDonalds fast food. Yukl .P.215-216 points out, that the set of belief about a distinctive competence of the organisation is one of the important elements that make the organisational culture, which makes it different from other organisations. This belief will direct and reflect on the organisational goal and operations. For example an organisation that holds is success to innovation will response quickly to a drop in sale of new product that was introduce to the market. This type of an organisation will offer a common product at a lower price but response to any attempts to lower the cost further . This type of culture normal prevents organisations from adapting successfully to environmental change due to the ever changing need of customers. The needs of consumers are increasing as well as the environment is changing. Example people use more healthy product and environmental friendly products this day. This have cause the culture of organisations to change. In general, we can say that the foundation of an organisation’s culture reflects the values and beliefs of the founder. But with time the culture is modified as the environment changes. Environmental and societies change render some of the elements of the organisational culture obsolete and even dysfunctional. New elements must be included in the organisational culture and old obsolete elements be discarded for organisations to maintain their success. As seen in figure 3. Influence of a transformational leader Beliefs, values, and assumptions of the founder Adaptation to environmental change over time Current Organisational Culture Evolution of organisational culture Figure 3 the evolution of organisational culture by K.Kerwin and N.Fins Definition of culture: Many people think of culture as national culture which incorporates the idiosyncrasies of a certain race or tribe of people, traditions and methods which have been from generation to generation. Kroeber and Kluckhohn (1985) Culture is defined more broadly than just national culture, although national culture can not remove from the definition, a fact that will become evident. Culture consists of a group of group of people and contains the values that are significant to the group, be it consciously or otherwise. One clarification that national culture can develop for certain values the importance to this study, but the fact that it is part of national culture is incidental. However there is a common problem faced by all the theorists researching culture, that it is exceptionally difficult, if not impossible, to precisely define what organizational culture is. Both Schein (1992:12) and Brown (1998:12) define culture thus: “[Culture is] A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.” – Schein (1992: 12). “Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history and which, tends to be manifested in its material arrangements and in the behaviour of its members.” – Brown (1998: 12). Hofstede (1985:347:357) has defined culture as being “the collective programming of the mind, which distinguishes the members of one group or category from another”. For the purpose of this study, the definition of Schein and Brown will be adopted. Corporate Culture Culture can be defined not only at the national level but also at the organisational level. This concept is known as corporate culture. The culture of an organisation defines appropriate behaviour, bond and motivates individuals and asserts solutions where there is ambiguity. It governs the way a company processes information, its internal relations and its values (Hampden-Turner C., 1990, p11) Models of Corporate Culture There are a whole host of approaches that seek to identify and qualify an organisation’s culture. In the main, there are two approaches that theorists use to model or explain organisational culture. These are: â€¢ Qualitative observational analysis, ethnographical study. â€¢ Quantitative analysis, phenomenological study. Schein (1992:17) also recognises that there are different layers of an organisation’s culture, which are illustrated in the Figure 4 below. ARTEFACTS Visible organisational structures and processes (hard to decipher) ESPOUSED VALUES Strategies, goals, philosophies (espoused justification) BASIC UNDERLYING ASSUMPTIONS Unconscious, taken-for-granted beliefs, perceptions, thoughts and feelings (ultimate source of values and action) Figure 4: – Schein (1992: 17) Layers of Culture This type of assessment is a valid approach, but it does not arrive at an overall view of the observed culture and merely provides observations of specific attributes of a culture. JohnsonResistance to Change in Public Sector Culture
Emotional Expressions and Facial Management Essay
Introduction People experience a multitude of emotions in their everyday life. The mood of people is constantly changing according to the perceived emotions. The purpose of this paper is to discuss why it is important to study nonverbal emotional expressions, identify core emotions and facial expressions connected with them, and describe existing facial management techniques. Importance of Nonverbal Emotional Expression Emotions play a decisive role in everyday communication. It is crucial to study nonverbal emotional expressions to be able to choose the best course of actions in a great multitude of situations. The findings can be used in a variety of fields including medicine, security, business communications, family relations, and advertising. Seven Emotions and Expressions Nonverbal expression of emotions is a growing field with nearly 250 scientists studying the correlations between movements of facial muscles and emotions (Ekman 2016). They tend to argue about every aspect of their findings including the number of basic emotions. In their book “Emotion in the human face: Guidelines for research and an integration of findings”, Ekman, Friesen, and Ellsworth (2013) make the minimal list including seven categories of emotion: happiness, surprise, fear, anger, disgust/contempt, and interest. Nevertheless, many scientists doubt the nature of contempt and interest as individual emotions. According to Ekman (2016), “there was high agreement about five emotions (all of which were described by both Darwin and Wundt): anger (91%), fear (90%), disgust (86%), sadness (80%), and happiness (76%)” (p. 32). Jack, Garrod, and Schyns (2014) limit basic emotion communication to four categories including happy, sad, fear/surprise, and disgust/anger. Facial Management Techniques According to Calvo, Gutiérrez-García, Fernández-Martín, and Nummenmaa (2014) “the efficiency of facial emotion recognition is modulated by familiarity of the expressions” (p. 549). People use certain groups of facial muscles to express emotions: eyebrows, lids, nose, lips, and cheeks. For example, when people feel anger, their eyebrows are pulled down, upper and lower lids are pulled up, and lips may be tightened. In disgust, people also pull their eyebrows down, and their upper lip is pulled up, but their lips are loose and their nose is wrinkled (Kamachi et al., 2013). All people express these seven core emotions with the help of their facial muscles. Nevertheless, the recognitions of emotions is not an easy task for everyone. People are able to hide or imitate emotions to mislead their interlocutors and observers. Ekman, Friesen, and Ellsworth (2013) describe four facial management techniques: intensifying, deintensifying, neutralizing, and masking. For example, when people are sad, but they want to show happiness they mask loose eyelids and raised inner corners of eyebrows with a big smile, raising lip corners and cheeks (Elfenbein, 2013). Neutralizing is good for an employment interview, while intensifying and deintensifying are crucial for working with clients in a shop. Reading Emotional Expressions Reading of emotional expressions can benefit people in their relationships with others and prevent dangerous situations. Security should know how to read emotions of people at airports and in shopping malls to reduce the risk of terrorist attacks and robberies. Police detectives can obtain priceless information about victims and suspects analyzing their facial expressions. Businesspeople should understand the emotions of their partners to lead the discussions and advertise their solutions. Husbands and wives can improve their relations paying more attention to the faces of their loved ones. Get your 100% original paper on any topic done in as little as 3 hours Learn More Conclusion Not only on the stage but also in a shopping mall, at work, or in a pub one can see clearly happiness, surprise, fear, sadness, anger, contempt or disgust. It is crucial to recognize and study typical facial expressions connected with particular emotions to understand what people feel and define the best strategy to deal with them. Facial management techniques can mislead interlocutors, but reading emotional expressions can help people live more happily together. References Calvo, M. G., Gutiérrez-García, A., Fernández-Martín, A.,
PSY 3738 Rasmussen College Social Media Personally Professionally Benefits Paper
PSY 3738 Rasmussen College Social Media Personally Professionally Benefits Paper.
I’m working on a psychology question and need support to help me understand better.
Assignment Content Design a personal plan to use social media to benefit the student both personally and professionally as well as minimize online mistakes and their impact.Instructions Regardless of the career that you pursue or are currently pursuing, it is likely that the action of securing the resource of friends and professional acquaintances will be as valuable as any other action you could take.Part 1:First, take some time to reflect on your career and/or future career. If this includes more than one career path, then focus on the one that you are most concerned with in the long term. This might include working in a specific field, starting a business, or any other pursuit you are currently working on or plan to work on in the future. The choice behind the pursuit you will focus on is a personal choice.Write two pages on why this particular career and/or pursuit is your choice. Reflecting on the why behind your wish to achieve a goal will help to make it feel more tangible to you. This exercise of reflection should serve to remind you of your motivation and will be a good thing to refer back to if your motivation ever gets low. The “why” behind a pursuit is oftentimes more important than the “how” of a pursuit. If you have a strong enough “why,” you will find the “how.”Part 2:For the second part of this assignment, make a list of the types of people that could help you in your career and why those people would be good contacts to have. This list should be general in nature, meaning you should list professions or names of positions within companies rather than specific names.You should list general fields or positions like accountants, attorneys, marketing managers, CEOs, etc., rather than any specific names. Be sure to list at least five professions or types of people.Part 3:Next, consider which social media platforms you could use to make personal contacts that could help you in your pursuit along with why and how you could use each. Ensure that the platform and your use of it line up with the specifics behind your chosen future goal.Describe at least three different platforms you could use, along with why you would use it, and how you would use it for each of the three.Platform #Why?How?Platform #Why?How?Platform #Why?How?Part 4:Finally, put all of this together and take action. The next part of this assignment is where you can make a big difference in your grade as well as in your real life pursuit of a goal!Reach out through the avenue of social media and make contact with three people that you do not currently know. Describe who you contacted and why (you do not need to give their specific name). Explain how you went about contacting them. Contacting someone that works in the same field as you or the same field you intend to work in should be relatively easy as long as you take a professional approach. Speculate over how this new contact might be helpful to you in the future. If you are not currently using social media, then find someone that you know that has used social media to make connections. Ask them to describe how social media has helped them to network and write about social media has helped them to network and make connections.Requirements/grading rubric 1. Clearly described the goal that you are focused on long term in a well-organized manner and why it is important to you while meeting the minimum length requirement.. 2. Provided a description of at least five different types of people that could be helpful to you in the future and thoroughly explained why? 3. Provided a list of at least four social media platforms you could use to make personal contacts that could help you pursuit along with specifics on why and how yo could use each platform. 4. Provided a thorough description of the people you contacted, how you went about it, and how these contacts might be beneficial to have in the future. 5. Paper, lists, and explanations were formatted correctly. 6. Provided an APA formatted reference page with at least 3 credible sources to support research. 7. Demonstrated effective usage of English grammar and mechanics. 0-2 errors in English grammar and mechanics observed.
PSY 3738 Rasmussen College Social Media Personally Professionally Benefits Paper