6.Conclusion . 6.1 Chapter Structure. This Chapter Describes

6. Conclusion 6.1 Chapter Structure This chapter describes the PASEDR (Planning- Activity-Support-Evaluation Development-Resources) model, suggested as the LD for physics in higher education. It also outlines limitations of the research and future opportunities for further studies. 6.2 Learning Design for Physics Teaching in Higher Education PASEDR Model: From the summary of the previous chapter, a PASEDR model of Learning Design has been developed (Figure 4). The arrows of the figure show the direction of the cycle. The whole process is reversible. The two-way direction of the arrow indicates that the component of the model can be connected in both ways, such that planning can modify an activity component, however, the activity (for†¦show more content†¦Professional development. The important factor in developing teaching is the acknowledgment for good teaching. Normally, at university, lecturers are awarded for their research, but not so much for teaching. Therefore, they spend lots of time to study physics research. They do not have enough time in studying PER. Sometimes, maybe, they get help from peer experience or workshop. Resources. Although ICT plays an important role, today, in implementing their teaching techniques, most lecturers think that it is not essential. Student engagement and learning by doing is important. For implementing studio type activity and sharing, active learning is important. Figure 4: Learning Design for physics teaching in higher education 6.3 Limitations of the Research As to the limitations of this study, lecturers’ responses are insufficient. In this qualitative research, the data highly relies on participants’ perceptions and beliefs and their honesty and truthfulness, and so the study can be limited. Furthermore, it is a short term study and the data was collected over one semester. Only four lecturers were interviewed. Therefore, it is not generalisable to any other context or unit. During data collection, neither an explanation nor an introduction of the framework from which a teacher’s action and teaching knowledge were analyzed was presented to the lecturers. A different approach, in further research, could exploreShow MoreRelatedHow Effective Leadership Leads The Great Creativity And Innovation Essay1322 Words   |  6 Pagesof contents Abstract 2 List of Figures 3 List of tables 3 Chapter 1 Introduction and Background (1000words) 4 1.1 Introduction 4 1.2 Background to the study 4 1.3 The research problem 4 1.4 Rationale (reason for the study) 4 1.5 Aims and objectives of the study 4 1.6 Research questions 4 1.7 The relevance of the study 4 1.8 Structure of the dissertation 5 Chapter 2 Literature review (3500words) 5 2.1. Introduction 5 2.2. 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General Features Of Second Language Tasks - 2325 Words

In this section we draw on the TIP task to illustrate a number of general features of second language tasks. First, as can be seen, the task is holistic in the sense that it requires learners to decide on potential relevant meanings, and use the phonology, grammar, vocabulary and discourse structures of the language to convey these in order to carry out the task. A second feature of any task is the need to achieve one or more meaningful outcomes. This is essential for the dynamic of the task. In the TIP task, the learners were asked to come up with a description of the likely owner of the objects. Depending on the teacher’s instructions this could take one of various forms: written, oral or possibly a non-verbal representation, such as a picture, set of notes or ID forms, selected from an array. What these have in common is a target outcome in the form of a verbal or nonverbal representation of information. 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Strategic Management Theory and Practices

Question: Discuss about the Strategic Management Theory and Practices. Answer: Introduction The topic of strategic management has evolved to be one of the most crucial necessity and a decision making aspect in the modern business world. In addition to building up capabilities, organizations have increasingly undertaken modernization of the structural framework as well (Paul, 2014). Every other enterprise, irrespective of their types faces a higher amount of competition. In order to survive and fulfil target effectively, managers focus on integrating strategy changes in the business. This particular project takes into consideration the case of National Australia Bank (NAB) and its situations of failures over the bygone years. Reviewing the news it can be seen that the bank had been confronted with strategic management issues thereby directly relating to a financial breakdown in the year 2015 2016 (Moutinho, 2016). In addition to a theoretical perspective, a practical strategy and management enhancement approach has also been included in the essay. Discussion According to Bramble (2015), unlike every other business sectors, the Australian banking segment tends to be highly attractive in nature. Over the years, entrepreneurs have increasingly tends to develop initiatives in the profitable sector. Based on a Porter`s five force analysis is can be inferred that apart from a high degree of rivalry, there exists a moderate level of entry scopes in the industry. Further, apart from a high threat of substitutability, the section provides a medium bargaining power to the customers and suppliers. It is noted that presence of various banking firms not only leads to a forces the management of NAB to build up competitive advantage factors, but also increasingly focus on developing strategic concerns as well (Pais Stork, 2013). Concerning a resource based view, there exists various internal strengths of the firm which help it to win over opportunities and mitigate weaknesses. In addition to a large brand name and awareness, the organization provides the people with a diversity of financial services. Further, it is the large assets and revenue generation capabilities of the firm which enable it to eradicate business limitations. Being among the leaders of the nation, NAB has a taskforce of highly skilled and experienced individuals. Apart from focussing on increasing revenue growth, the managers tend to fulfil socio-cultural need of the differentiated stakeholder groups as well. Additionally, the heightening of sustainability concerns in the bank also acts as a helping hand towards developing competitive advantage factors. As compared to industry attractiveness, the core competencies help in building up competitive advantage factors. As stated by Turner (2014), it is noted that a rise in capabilities not only leads to achieving of tangible as well as intangible targets but also helps the NAB in ensuring a higher performance level over its rivals, thereby supporting strategic management. It is noted that NAB has a higher response to competencies than the increased attractive nature of the industry (Parham, 2013). Moreover, in order to enlarge competitive advantage factors, the organization tends to enhance its potentialities and abilities as well. As per the case of National Australia Bank it can be seen that the organization has faced degrading situations over the past few years. Despite of growth in the early 1990`s when the bank entered into several agreements and joint ventures, the bank is confronted with some serious strategic failures (Moutinho, 2016). In addition to opening up core processing outlets and developing online competencies, the management focused on global expansion and strategy management aspects as well. However, the failure of NAB was not only due to internal irregularities, but also due to the fluctuating external factors. It is noted that the bank`s overseas expansion strategy did not stop after acquiring the Bank if New Zealand and Michigan National Corporation. Being recognized as the globe`s widest financial services firm, the management has access to a large pit of resources and thereby involved in organic strategy growth methods. As opined by Chiaramonte Casu (2013), the extensive operation of NA B forced the world to believe in its well developed competency levels and image of a global player. Despite of growth scopes, the bank faced a huge breakdown since the year 1999 after Argus abandoned the firm and disposed of the US based MNC to a Dutch banking organization. Further, selling of the several initiatives and cutting off from the United States provided a profit of billions and market the collapse of NAB`s global strategies (Moutinho, 2016). As per the case study, the over-extending process and an incomplete understanding of the market acted as the main reasons behind the degrading situations. On the other hand, the global economical crisis (2008) and poor judgement of business experts in the firm also affected the strategic failures (Featherstone, 2015). The worsening situations of GWB and GFC ultimately lead to a 42% drop in profit levels of the organization. Additionally, the caught up of Clydesdale in UK PPI scandal resulted to a $2.59 billion by NAB (2015). It is not ed that despite of being competitive and proficient in nature, the unplanned and incompetency acquisition strategy of the bank played a major role in the degrading situations. As per the case study, the poor management of business in NAB also tend to affect success of the international growth strategies. Lastly, the structural and strategy alteration of the bank with the appointment of Cameron Clyne (CEO) not only resulted in shifting of targets, but also huge losses on selling off the remaining parts of overseas acquisitions (Moutinho, 2016), which is why the problems could not be solved. Reviewing the degrading situations of National Australia Bank, there are various recommendations that can be made for it to regain its position in the market. Firstly, it is suggested that the bank tends towards reforming the strategy framework. It is important that the firm diversifies its policies into separate departmental levels and functions. An increase in core competencies will lead a consequent rise in profit margins as well. As stated by Moore (2016), the introduction of premier services, pre-approved products and product bundling will help to develop core competencies of NAB. Secondly, it is recommended that the bank undertakes relationship building and community based strategy for developing strategic management in Australia and later at an international level. It is important that the managers strengthen the company base at a domestic level first and then tend towards foreign expansion. Conclusion Analyzing the various aspects of the project, it can be inferred that the National Australia Bank has been confronted with certain degrading situations over the past years. It is noted that despite of being confronted with a variety of internal and external factors, the management tends to make the most of the availabilities and continuously adapt to the changing environment to ensure their position in the marketplace. Further, it is important that the organization undertake the recommended changes to ensure a rise in core competencies and strategic management. References Bramble, T. (2015). 16 State, capital, and class struggle in Australia.Globalization and Transnational Capitalism in Asia and Oceania, 244. Chiaramonte, L., Casu, B. (2013). The determinants of bank CDS spreads: evidence from the financial crisis.The European Journal of Finance,19(9), 861-887. Featherstone, T. (2015). Emerging directors: Avoid the pitfalls.Company Director,31(5), 54. Moore, A. (2016). FOREIGN CAPITAL INC.Review-Institute of Public Affairs,68(1), 62. Moutinho, L. (2016). National Australia Bank (Australia). InWoraldwide Casebook in Marketing Management(pp. 515-549). Pais, A., Stork, P. A. (2013). Bank size and systemic risk.European Financial Management,19(3), 429-451. Parham, D. (2013). Australia's productivity: past, present and future.Australian Economic Review,46(4), 462-472. Paul, E. (2014). Corporate State. InAustralia as US Client State: The Geopolitics of De-Democratization and Insecurity(pp. 16-29). Palgrave Macmillan UK. Turner, J. D. (2014).Banking in crisis: the rise and fall of British banking stability, 1800 to the present. Cambridge University Press.