Research about Saudi Arabia Essay Example | Topics and Well Written Essays - 250 words

Research about Saudi Arabia - Essay Example The regime uses security forces and the military to crack down on protesters (Amnesty International on human Rights web). According to the International Crisis Group, Saudi Arabia is a troubled place coupled with militant activities. Execution of innocent civilians is the order of the day and the same usually go unreported. The Shiite group, which is the minority group, has been economically displaced in their own country (web). The U.S department of State has echoed the same sentiments about Saudi Arabia. Although many issues mentioned by U.S department of State talk about conflicts, the most discussed issues about Saudi Arabia are political and socio-economic issues (U.S department of State web). Internally Displaced Monitoring Center (web) presents valuable information regarding Saudi Arabia social issues relating to internal displacement. It is claimed that the number of internally displaced citizens is increasing and more aid has been directed towards efforts to sustain the internally displaced persons. With all these conflicts, social, and political issues going on, a viable solution needs to be put in place. Amnesty International. â€Å"Saudi Arabia†. 2012. Web, 5 March, 2012.

3 Paragraph Paper About the Novel Night Essay Example for Free

3 Paragraph Paper About the Novel Night Essay Ellie weisel was the survior and author of the book Night. Ellie was born September 30,1928 in Sighet, Romania. He led a life representative of many Jewish children. Growing up in a small village in Romania, his world revolved around family, religious study, community and God. Yet his family, community and his innocent faith were destroyed upon the deportation of his village to the concentration camp in Auschwitz in 1944.Never shall I forget that night, the first night in camp, which has turned my life into one long night, seven times cursed and seven times sealed. (Elie Wiesel, Night, Ch. 3). Ellie Wiesel survived Auschwitz, Buna, Buchenwald and Gleiwitz. He was let free in 1945 and made his way to Paris and started wrighting his first novel Night. During world war 2 many people were anti-semitism. Anti-semitism means prejudice or hatred of, or discrimination against Jews for reasons connected to their Jewish heritage. Jewish people were blamed for the black pleg. They were also blamed for how bad the economy was. Hitler one of the most famous people during this time was using the jews as a scape-goat to get more votes. A scape-goat is just a group/someone you may put the blame all on.During world war 2 Jewish people were used as scape-goats and at the time of all this if you were German you may have been anti-semitism. One of the most memorable events at this time were The deportation of the jews. The nazis had enough of the jews and were ready to do there final soulation every jewish person with either that star david on them or had the letter J on there id was getting deportated to the concentration camps. See more:Â  The 3 Types of Satire Essay The German authorities used rail systems across the continent to transport, or deport, Jews from their homes, primarily to eastern Europe. German railroad officials used both freight and passenger cars for the deportations. German authorities generally did not give the jews getting deported food or water for the journey, even when they had to wait for days on railroad spurs for other trains to pass. Packed in sealed, suffering from overcrowding, they endured intense heat during the summer and freezing temperatures during the winter. Aside from a bucket, there was no sanitary facility. The stench of urine added to the humiliation and suffering of the deportees. Lacking food and water, many of the deportees died before the trains reached their destinations. Armed police guards accompanied the transports; they had orders to shoot anyone who tried to escape.

Exit Voice Loyalty Neglect Model

Exit Voice Loyalty Neglect Model The Exit-Voice-Loyalty-Neglect (EVLN) analyses the consequences of job dissatisfaction, and postulates that employees will respond to job dissatisfaction in one of four ways: by exiting, by speaking out about it, through loyalty, or through job neglect (Withey Cooper 1989, 521). The model is premised upon the principle that job dissatisfaction affects individual behaviour, and has effects on the employee both intrinsically and extrinsically (Leck Saunders 2005, 219). It suggests that the consequences of job dissatisfaction can be predicted, and can be harmful to both the individual and the organisation (Naus 2007, 684). This essay will analyse the EVLN model and will reflect on its application in light of a personal work experience. It will then provide practical recommendations as to how managers can avoid the negative consequences of job dissatisfaction and in particular, the negative behaviours contemplated by the EVLN model. The EVLN model, first devised by Hirschman in 1970 and expanded upon by Rusbult, Zembrodt and Gunn in 1982 and Farrell in 1983, suggests that depending on the person and the situation, employees will respond to job dissatisfaction in any one (or a combination) of four ways, which as the name suggests, includes exit, voice, loyalty or neglect (Withey Gellarly 1998, 111). In this model, exit refers to resigning from the organisation, transferring to another work unit or office, or at the very least, attempting to make the exit (McShane 2006, 117). Voice refers to an attempt to change, rather than escape from, the situation. Voice may be constructive, particularly where employees voice their dissatisfaction and recommend ways their satisfaction levels can be improved (Luchak 2003, 116). Conversely, it can be destructive where employees begin venting to fellow employees, thereby spreading negative energy within the workplace (Turnley Feldman 1999, 897). Loyalty refers to employees who respond to job dissatisfaction by complacency, most typically by patiently waiting for the problem to resolve itself. These types of employees tend to suffer silently in anticipation of their work situation improving (McShane 2006, 118). Neglect, which broadly refers to neglecting ones work responsibilities, is perhaps the most destructive of responses to job dissatisfaction, as it involves decreasing productivity, decreased attention to quality, and increasing absenteeism and lateness (Hagedoorn 1999, 310). The responses can be independent or sequential, meaning that an employee may transition through a series of responses (Farrell Rusbult 1992, 203). For example, a dissatisfied employee may go through a period of neglect, before deciding to quit their job (Humphrey 2000, 714). Once they announce their resignation, they may speak out to their fellow employees and leave with a noisy exit (Withey Cooper 1989, 522). Loyalty and voice can be constructive where they are used to try to maintain satisfactory relationships, though they can be destructive in certain circumstances (Si, Wei Li 2008, 935). Neglect and exit are generally destructive as they occur once employees have decided that the relationship with the organisation is not worth maintaining (Si, Wei Li 2008, 936). Which response a given employee will take will generally depend upon the individual and their circumstances (McShane 2006, 117). A generally determinative factor is the availability of alternative employment. For example, where an employee has a great deal of financial freedom, they may choose to leave an aversive situation (Lee Mitchell 1994, 62). This is far less likely when they are facing financial pressures and have low employment prospects (Hagedoorn 1999, 312). Instead, they may temporarily use the neglect option until a job opportunity comes by (McShane 2006, 119). Employees who have worked at an organisation for a lengthy period of time, and who can identify with that organisation, will generally use the voice option and speak out about their dissatisfaction (McShane 2006, 118; Withey Coopers 1989, 522). This is also the case where employees cannot easily resign or transfer, or decrease their productivity without the fear of retribution (Rusbult et al. 1988, 619). Finally, where an employee feels as though they have overinvested in an organisation, they may engage in lazy or neglectful behaviours and decrease their organisational citizenship behaviour (Farrell 1983, 601). Personal Reflection In a previous workplace, I experienced serious job dissatisfaction which was followed by a series of behavioural changes. The organisation I was working for had lost a number of major clients, and had faced serious staff turnover issues, and as a result was experiencing significant financial distress. My manager had become extremely stressed and was struggling to remain calm. He would take his stress out on me on a constant basis, and his behaviour became increasingly destructive. He had a very short temper and would often shout and yell abusive words. His performance expectations of me increased unrealistically, and he began to criticise the smallest of deviations from the norm. He would confront me (and others) publically, in a way that was both demeaning and humiliating. This was followed by a pay cut of over twenty-five percent, which I felt was inequitable and unjustified. I became extremely dissatisfied and de-motivated, and whilst I would usually opt to speak out about my conc erns, I had no option to do so as my manager was self-righteous and was not interested in receiving constructive criticism or complaints. Somewhat subconsciously, I became extremely unmotivated and the energy that I put into performing my work had significantly decreased. I expressed neglectful behaviour, as my output levels had decreased, as had the general quality of my work (Farrell Rusbult 1992, 207). Furthermore, I began to speak about my problems to fellow employees, but would not confront my manager about the issues. Consistent with studies on counterproductive voice behaviour, this was a form of me using my voice in a highly destructive way (Withey Coopers 1989, 530). In line with studies on negative loyalty behaviours and the exiting response, I did not leave my job immediately as I could not find another job immediately (and I wanted have a given number of months experience on my resume), however I resigned as soon as another job became available (Rusbult et al 1998, 600 ). In hindsight, my dissatisfied work experience had a negative effect on me individually, my co-workers and on the organisation as a whole. Recommendations It is clear that employee responses to job dissatisfaction have direct implications on organisational productivity and effectiveness (Leck Saunders 2005, 219). Constructive responses such as trying to improve working conditions, improving job satisfaction and improving management approaches value-add to an organisation as they aid in decreasing job dissatisfaction on the organisational level (McShane 2006, 120; Naus 2007, 689). In contrast, destructive approaches such as resigning, absenteeism, decreased productivity, decreased quality control or psychological withdrawal can adversely affect the individual, their fellow workers, the quality of output material, and the organisation as a whole (Naus 2007, 690; Farrell Rusbult 1992, 215). Understanding employee behaviour is an all-important task for managers as it can allow them to curb those behaviours that are disruptive to the individual and the organisation, and promote constructive behaviours (Leck Saunders 2005, 221). To decrease the negative effects of job dissatisfaction, managers should be mindful of behaviours contemplated by the EVLN model and should identify them as indicators of job dissatisfaction (Humphrey 2000, 720). As the EVLN model is a typology of consequential behaviour, managers should remedy the behaviour by looking to the actual cause (McShane 2006, 121). Thus, managers should use the behaviour as an indicator of job dissatisfaction, and should immediately act upon it once identified (Si, Wei Li 2008, 940). There are a number of ways in which managers can attempt to re-instil job satisfaction in a dissatisfied employee. Research suggests that employees will be less likely to engage in destructive behaviours such as neglect, exit or negative voice when there is a possibility of improvement, a feeling of autonomy or control over the situation, foreseeable happiness, and a sense of belonging to the workplace (Withey Cooper 1989, 523; Rusbult et al. 1988, 625). Managers should focu s on these characteristics so that they promote constructive behaviour and decrease the stressors causing employees to engage in destructive behaviours. Secondly, and vitally importantly, managers should ensure that there is open communication between employees and management, so that more constructive behaviours such as using ones voice are actually an option (Naus 2007, 700). Had my former manager been more approachable and open to my feedback, I could have resolved my problems by expressing my concerns and having them dealt with. Instead, I was afraid to confront my manager, and resorted to being underproductive and speaking out to my fellow employees, therefore spreading negative energy in the workplace. This may have led to job dissatisfaction and similar consequences for other employees (McShane 2006, 123). Based on my own research and experience, I would recommend that managers be more approachable so that dissatisfied employees can opt for constructive behaviours before resorting to destructive behaviours. Conclusion The EVLN model is an important framework used to describe employee responses to job dissatisfaction. It contemplates that employees will respond to job dissatisfaction in varying ways according to their personality and their situations, and in general will respond through fight, flight, complacency or de-motivation. The framework is useful as it allows managers to identify behaviours that indicate employee job dissatisfaction, which in turn allows them address underlying stressors and concerns. In light of research and personal work experiences, it is recommended that managers be mindful of these behaviours so that they are markers of job dissatisfaction, and keep lines of communication open so that job dissatisfaction issues can be addressed constructively. References Farrell, D. 1983. Exit, voice, loyalty and neglect as responses to job dissatisfaction: a multidimensional scaling study. Academy of Management Journal 26 (4): 596-607. http://www.jstor.org.ezp01.library.qut.edu.au/stable/255909 (accessed December 2, 2009). Farrell, D. and C.E. Rusbult. 1992. Exploring the Exit, Voice, Loyalty and Neglect Typology: The Influence of Job Satisfaction, Quality of Alternatives and Investment Size. Employee Responsibilities and Rights Journal 5 (1): 201-218. http://www.springerlink.com.ezp01.library.qut.edu.au/content/gp4647hl1644p8k2/ (accessed December 1, 2009). Hagedoorn, M. 1999. Employees reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction. Journal of Organisational Behaviour 20 (3): 309-321. http://www3.interscience.wiley.com/journal/120698377/issue?CRETRY=1SRETRY=0 (accessed December 1, 2009). Humphrey, R.H. 2000. Buyer-supplier alliances in the automobile industry: how exit-voice strategies influence interpersonal relationships. Journal of Organisational Behaviour 21(6): 713-730. http://www3.interscience.wiley.com/journal/72513917/issue (accessed December 4, 2009). Leck, J.D and D.M. Saunders. 2005. Hirschmans loyalty: attitude or behaviour? Employee Responsibilities and Rights Journal 5 (3): 219-230. http://www.springerlink.com/content/k18t27678h637534/ (accessed December 3, 2009). Lee, P.W. T.W. Mitchell. 1994. An alternative approach: the unfolding model of voluntary turnover. Academy of Management Review 19 (1): 51-89. http://web.ebscohost.com.ezp01.library.qut.edu.au/ehost/detail?vid=1hid=6sid=c0a52e8f-6eec-40a4-bdf3-7e0fc6ddf452%40sessionmgr13bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=psyhAN=1993-97785-002 (accessed December 2, 2009). Luchak, A.A. 2003. What kind of voice do loyal employees use? British Journal of Industrial Relations 41 (1): 115-134. http://www3.interscience.wiley.com/journal/118865370/issue (accessed December 3, 2009). McShane, S.L. 2006. Organisational Behaviour on the Pacific Rim, 2nd ed, Sydney: McGraw-Hill Higher Education. Naus, F. 2007. Organisational cynicism: Extending the exit, voice, loyalty and neglect model of employees responses to adverse conditions in the workplace. Human Relations, 60 (5): 683-718. http://apps.isiknowledge.com.ezp01.library.qut.edu.au/InboundService.do?product=WOSaction=retrieveSrcApp=360UT=000247621700001SID=R2h3pp%40G%40nI%403ChJJ7jSrcAuth=SerialsSolutionsmode=FullRecordcustomersID=SerialsSolutionsDestFail=http%3A%2F%2Faccess.isiproducts.com%2Fcustom_images%2Fwok_failed_auth.html (accessed December 2, 2009). Rusbult, C.E., D. Farrell, G. Rogers and A.G. Mainous. 1988. Impact of exchange variables on exit, voice, loyalty and neglect: an integrative model of responses to declining job satisfaction. Academy of Management Journal 31 (1): 599-627. http://web.ebscohost.com.ezp01.library.qut.edu.au/ehost/detail?vid=1hid=6sid=c0a52e8f-6eec-40a4-bdf3-7e0fc6ddf452%40sessionmgr13bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=psyhAN=1993-97785-002 (accessed December 1, 2009). Si, S.X., F. Wei and Y. Li. 2008. The effect of organizational psychological contract violation on managers exit, voice, loyalty and neglect in the Chinese context. International Journal of Human Resource Management 19 (5): 932-944. http://web.ebscohost.com.ezp01.library.qut.edu.au/ehost/detail?vid=1hid=111sid=842211a4-71fd-4fd2-bb8c-f78afcf2d447%40sessionmgr112bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=psyhAN=2008-06433-007 (accessed December 1, 2009). Turnley, W.H. and D.C. Feldman. 1999. The Impact of Psychological Contract Violation on Exit, Voice, Loyalty and Neglect. Human Relations 52 (1): 895-922. http://www.springerlink.com.ezp01.library.qut.edu.au/content/nv179t5777237571/ (accessed December 4, 2009). Withey, M.J. and W.H. Coopers. 1989. Predicting Exit, Voice, Loyalty and Neglect. Administrative Science Quarterly 34 (1): 521-539. http://www.jstor.org.ezp01.library.qut.edu.au/stable/2393565?cookieSet=1 (accessed November 30, 2009). Withey, M.J. and I.R. Gellarly. 1998. Situational and Dispositional Determinations of Exit, Voice, Loyalty and Neglect. Proceedings of the Administrative Sciences Association of Canada 13 (4): 110-119. http://www.jstor.org.ezp01.library.qut.edu.au/stable/256461 (accessed December 3, 2009).

DNA Chip - Genetic Testing of the Future Essay -- Genes Science Techno

DNA Chip - Genetic Testing of the Future Many, if not most diseases, have their roots in our genes. Genes, through the proteins they encode, determine how efficiently we process foods, how effectively we detoxify poisons, and how vigorously we respond to infections. In the past 20 years, amazing new techniques have allowed scientists to learn a great deal about how genes work and how they are linked to disease. This rapid pace of discovery of genetic factors, responsible for certain diseases, has allowed scientists to genetically test asymptomatic individuals and predict their risk of certain diseases. In this paper, I am going to discuss the following areas pertaining to the topic of genetic testing: The definition and purpose of genetic testing Distinguishing major testing techniques with particular interest in the DNA chip Ethical considerations regarding genetic testing, explaining views on both sides Public policy pertaining to genetic testing and the use of the DNA chip and My personal opinion regarding the use of the DNA chip. Definition of Genetic Testing Genetic testing is the analysis of human DNA, RNA, chromosomes, proteins, and certain metabolites in order to detect heritable disease-related genotypes, mutations, phenotypes, or karyotypes for clinical purposes (6). There are several genetic tests currently in use which are used to look for a possible predisposition to certain diseases, as well as to confirm a suspected mutation in an individual or family. These tests vary from newborn screening, with the detection of abnormal or missing gene products to carrier testing, which allows couples to learn if they carry a recessive allele for an inherited disease and thus risk passing that allele on... ...ited States. Obtained from the WWW:http://www.nhgri.nih.gov/ELSI/TFGT_final/ 7. ISB News Report. Obtained from the WWW:http://gophisb.biochem.vt.edu/news/1997/news97.sep.html#sep9701 8. LaMendola, Bob. Lawmakers: Genetic testing alone should not impact health coverage. Obtained from the WWW:http://www.sun-sentinel.com/news/2939.html 9. NAPBC Fact Sheet: "Genetic Testing for Breast Cancer Risk: It's Your Choice: Obtained from the WWW:http://www.oncolink.upenn.edu/disease/breast/genetics/napbc/napbc-fact.html 10. Singh-Gasson, Sangeet et al. 1999. Maskless fabrication of light-directed oligonucleotide microarrays using a digital micromirror array. Nature Biotechnology 17:974-978. 11. U.S. Department of Health and Human Services. Understanding Gene Testing. Obtained from the WWW:http://www.accessexcallence.org/AE/AEPC/NIH/index.html Student Essay List

Banyan Tree Case Study Essay

Banyan Tree offers a unique experience with its hotel and spa experiences in the South East Asian region. Labeling itself as an aspirational brand, the company was established by the Ho family in 1992 and has boasted a gross profit of $52. 1 million in 2006. Its superior branding, excellent corporate social responsibility practices and its careful investment and expansion strategies attribute to its success. As the company goes public it faces the new possibilities, offered through increased capital, and new challenges such as demands imposed by shareholders. How will the company continue to expand its profitability while preventing brand dilution through overexpansion? Key issues Branding Banyan Tree is an exclusive brand, catering to affluent travellers. In order to expand its customer base, Banyan Tree launched a brand, Angsana, which meets the needs of a broader customer base. Angsana does not currently operate in the same regions as Banyan Tree hotels, this separation has occurred to prevent cannibalization and dilution of the brand. While being effective, this reduces the number of locations in a given area. Spreading the company’s resources and knowledge over many regions may not be cost effective. Banyan Tree should continue to be cautious in expansion but not over cautious as to limit the brands` profitability. The brand has also been extended to offer spa services, retail outlets and other shops. The company continues to manage its brand portfolio while preserving its distinctive identity and strong brand image. The strong brand image has allowed Banyan Tree to open 3 brands of spas throughout the world. Opening spas is one way Banyan tree can build an image, gain regional knowledge and assess profitability prior to opening a resort in that area or location. Banyan Tree relies on customer experience as its strongest promotional tool. Delivering a consistent product may be challenging in the service industry because of the products’ intangible product nature, employees must be properly trained in order to continue to deliver superior service. As Banyan Tree continues to grow it must ensure through recruitment and training that the services delivered continue to be consistent, a challenging and important issue in any service offering. Corporate Social Responsibility (CSR) Banyan Tree operates under strong CSR principles including building and operating resorts with minimal environmental damage and involvement in community development and environmental projects. Banyan Tree is an international company, it is important that it continues to gain the support of local governments, who will assist and support Banyan Tree, should any conflicts arise. The CSR principles also affect the brands image, and the company should continue to operate under these principles to deliver a consistent, positive brand image. These CSR efforts are noticeable in developing countries and the media coverage has helped build the brand’s image and credibility. These guiding principles should continue to be implemented as the entire brand communications strategy has been based on third party endorsements and word-of-mouth and public relations. Business operations Banyan Tree operates a variety of profitable business segments, including hotel investment and management, spa operations, gallery operations, property sales and design and other services. The largest percentage of profits comes from hotel investment and the second largest percentage is derived from property sales. Banyan Tree conducts property sales primarily in Thailand, where laws prevent foreigners from owning land, Banyan Tree sells resort residences on the land, and leases the land to the buyers allowing foreigner investors to â€Å"own† property in Thailand under local law. Property sales can be volatile and risky, it is an important factor in the profitability of Banyan for any given year, but the company should continue to realize that hotel investment and other business segments are the core of the company’s operations. Currently Banyan Tree resorts are almost exclusively in the South East Asian region. The concentration of business in this region exposes the company to risk should natural disasters or other crises occur in the area. Banyan Tree has a successful business model which could be replicated in other emerging tourist destinations globally. Banyan Tree should expand its operations outside of the area in order to diversify its operating risk. As Banyan expands its locations it must continue to ensure that hotels and spas are built surrounded by natural beauty, as this continues to be a key part of brand distinction. Initial Public Offering (IPO) Banyan Tree was recently offered as a publically traded company. This will allow an expansion of the company’s capital in order for it to continue expansion. It also changes the operating atmosphere the company faces. The shift from private investment to public investment requires some change in operating procedures as well as new demands from shareholders. Banyan needs to manage and meet these new demands while maintaining its core values and company image. Competition As South East Asia gains popularity as a tourist destination, both Banyan Tree and Angsana are facing increased competition. The Banyan Tree resorts face competition from other niche hotels, customer preference in this product category include quality, brand recognition, location and the scope of the amenities. As competition increases, customers tend to become more price sensitive as the number of options increases. One way to ensure that Banyan Tree highlights its exclusivity is to draw the attention of critics in order to increase the rating of their resort locations. The Angsana resorts are facing competition from mainstream luxury hotel chains, such as four seasons and Shangri-La Hotels and resorts. These competitors are huge, boasting over 50 hotel locations, their size allows them to maintain a stronger brand image. Strategy and Conclusion Banyan Tree has consistently offered customers a unique experience at both its resorts and spas. The unique design highlights the characteristics of the natural beauty surrounding its select locations. It continues to meet the needs of this high end, niche market with its superior service. Previously run exclusively by the Ho family, after the initial public offering, must ensure that its brand image and exceptional service delivery are not diluted by shareholder demands for higher profit margins. Branding and corporate responsibility will continue to be an important factor in the company’s operations and marketing strategy. Banyan Tree should continue to use the Angsana brand to broaden its customer base but focus on retaining Banyan Tree as its core brand because of its limited competition and premium profit margins. This successful brand continues to expand its operations, currently the company operates heavily in the South East Asian region, Growth strategy 1. Resource allocation tradeoff. The challenge is to balance two distinct brands Banyan Tree and Anagsana. And differentiate them without diluting either, the leading brand Banyan Tree in particular. 2. Banyan Tree needs to keep innovating and exceeding customer expectations which require substantial resources, management focus, and control of the brand portfolio to stay relevant and competitive. 3. Although the entire brand is based on the unique Asian touch and cultural heritage, Banyan Tree has to evaluate its relevance and sustainability carefully as it enters new territories. It can localize its offerings to better suit the local tastes and environments, but Banyan Tree should be sensible about the extent of localization.

The Development of Language Teaching and Learning Theory

The Development of Language Teaching and Learning Theory Language Development Introduction Language acquisition is a continuous process that begins early in life. The first language is usually easy to learn as it is introduced early in life. Children learn their first language through interaction with people who speak the language. This is usually easier than learning a second language as an adult.Advertising We will write a custom assessment sample on The Development of Language: Teaching and Learning Theory specifically for you for only $16.05 $11/page Learn More The second or consecutive language acquisition occur simultaneously and later in life. Teaching a language can be challenging and will require understanding in order to be effective. Research on language acquisition or development has generated knowledge on the subject. This essay will discuss the development of language, and relate the theory to teaching and learning. Language Acquisition Challenges for teachers working on English as a Second Language Language acquisition begins early in life. Children learn by listening and experiences in their first language. The second language is often taught and children further learn it from experiences. Teachers should look for effective methods of teaching English to their students. The method should cater for the learning needs of all learners. The first challenge that the teacher should be able to overcome is to recognize learning challenges in their class and the needs of every student. This will help in the effective learning of a second language. The second language is often taught as a foreign language, alongside or after the acquisition of the first language. Students depend on the teacher to tell them the correct form of language. The teacher’s challenge is to encourage students to try and learn the language on their own. This is usually a difficult task because most students are not willing to try this, particularly because they fear making mistakes. Teachers encounter stu dents who have persistent use of their first language. The teacher can encourage students to use English only and introduce punishments to students who use their first language. Poor class management and materials, as well as students who distract others pose a major challenge to the teachers. Discipline should be enforced. It is easy to divert from the lesson since the second language is secondary to the students. The teacher can avoid diverting the conversation and be keen to control students so that the students do not take over the class. Teaching resources and teaching aids designed for specific needs of different second language learners are sometimes hard to get. Students deliberately see the second language as difficult and do not engage in practice. Teachers of a second language fear that incorrect model of the first language may affect the learning of the second language (Ortega 2009).Advertising Looking for assessment on languages? Let's see if we can help you! Ge t your first paper with 15% OFF Learn More Challenges for Teachers working of English as First Language Ortega (2009, p. 5) notes that, teachers who teach English as a First Language have challenges. The challenges include teaching materials, the design of the syllabus and learning exposure. Moreover, the techniques to be used in teaching, method of teaching, evaluation, and assessment designs are sometimes a challenge. The teacher has to come up with a method of interaction and understanding cognition of the students as they teach. The teacher’s exposure to the language and activities used in learning in and out of class pose a challenge. The teachers depend on other stakeholders to make teaching a success. They require a certain level of autonomy to teach the language. Other problems that the teacher may experience are lack of motivation, low confidence and nervousness. Teaching the skills and cultural concerns becomes more challenging if the teacher’ s native language is not English. To make teaching less challenging, all the required teaching materials should be provided. Adequate training and a relevant syllabus should also be availed. Gibbons (2006, p. 45) mentions that, the method of assessment, evaluation, and techniques used should go hand in hand with the needs of the students. If one of the requirements is missing, the process of teaching a language may not yield the desired results. Reference List Gibbons, P 2006, Bridge Discourses in the ESL Classroom, Continuum, London. Lightbown, M Spada, N 2006, How languages are learned, Oxford University Press, Oxford. Ortega, L 2009, Understanding Second Language Acquisition, Hodder, London. Saville- Troike, M 2006, Introduction to second Language Acquisition, Cambridge University Press, Cambridge.Advertising We will write a custom assessment sample on The Development of Language: Teaching and Learning Theory specifically for you for only $16.05 $11/page Learn More