Do Children Benefit When Their Teacher Speaks Their Second Language Research Proposal

Do Children Benefit When Their Teacher Speaks Their Second Language - Research Proposal Example This report talks that biculturalism refers to a process wherein individuals learn to function in two distinct socio-cultural environments: their primary culture, and that of the dominant mainstream culture of the society in which they live. Setting these two worlds apart is their language. Language barriers not only hinder or slow down the learning process, it also inhibits the child’s socializing capabilities. There is a sense of alienation that sets in, inside the classroom that manifests in myriad ways, like aggression, extreme shyness and the eventual drop out situation. This essay makes a conclusion that teachers who understand and appreciate culturally different strengths and funds of knowledge are more likely to provide enriching and responsive learning environments that celebrate and capitalize on children’s cultural differences. As students themselves, most teachers were socialized in mainstream schools for at least 12 years and often attended teacher preparation programs grounded in the mainstream culture. Beginning the journey toward increased cultural competence requires teachers to rethink their assumptions and consider life’s issues through the lenses of people who come from cultural backgrounds different from their own. Teachers cannot hope to begin to understand who sits before them unless they can connect with the families and communities from which their children come. To do that it is vital that teachers and teacher educators explore their own beliefs and attitudes about non-white and non-middle-class people.

Answering quistions regarding to the personal statment Essay

Answering quistions regarding to the personal statment - Essay Example In view of this self-awareness would give me the impetus for being employed since I would be able to properly articulate my knowledge ability and skills set to prospective employers succinctly without stuttering. From the feedback, I have learnt that my communication skills, especially in giving specific details about me are quite poor and therefore need to be improved greatly to give the right impression to prospective employers. I have also learnt that I have a great potential in me of being an effective communicator by concentrating on the major issues through pin pointing the specifics of the issues I am talking about rather than applying generalizations. Another important lesson from the feedback is that there is urgent need for me to do a thorough research of the specificities of the practical nature and varieties of possible job openings in my field of specialization and their specific entry requirements. In relation to my key strengths, I would have indicated that as an electrical and electronics engineer, my personal organization skills would be helpful in prioritization of tasks allowing free flow of operations that my work supports. Responsibilities in electrical and electronics engineering involve the application of diagnostic expertise and tests for identifying and determining the sources of electrical faults and interpreting the error codes and in-built indicators of faults. Other crucial tasks involve design transformation into actual outcomes. . These tasks require high level of organization and keenness. My ability to handle pressure would enable me deal with situations like total collapse of systems quickly without any delays, to restore maximum performance of systems in the shortest time possible. I will achieve this through quick and accurate interpretation of circuit diagrams. My high standards of excellence would be instrumental in accurately analyzing information in

The Crisis in Darfur

The Crisis in Darfur Maddie Palmer The War in Darfur, a region in Sudan, has been the reason for mass slaughter and rape of Darfur men, women, and children. The U.S. named it The Genocide.Powersearch The war in Darfur has been called the worst humanitarian crisis of the century and its effects are still seen today. The UN wanted to help so the UN Security Council visited the President to try to get approval. The Crisis in Darfur is a major armed conflict in the Darfur region of Sudan due to the Sudanese burning villages murdering, raping, and more. The UN Security Council visited the President wanting approval to end human rights violations taking place in Darfur. Muslim festivals are timed to local sightings of various phases of the moon. Revolution day in Sudan is a national holiday, that commemorates the bloodless coup of 1989. Revolution day is on June 30. The African nation in Sudan is a country with strong Islamic and Christian influences. Partially ruled by Islamic law, the type of clothes worn in Sudan is similar to those worn in the surrounding nations of Egypt, Libya and Ethiopia. The climate also usually affects how the dress. The UN has warned that violent attacks on international peacekeepers and civilians in Sudans conflict-torn Darfur region have been increasing, forcing tens of thousands of people out of their homes. Darfur has been turmoil since 2003, when ethnic Africans revolted accusing the Arab domination Sudanese government of discrimination. Hassan Hamid Hassan, Sudans deputy UN ambassador, told the Security Council that the violence and displacements were mainly due to tribal clashes and attacks by rebels, not government forces. In the past twenty years, Darfur has been in a disastrous famine. Darfur is affected by poor rainfall, resulting in sudden market fluctuation, livelihood changes and displacement. The May 2010, West Darfur Food Security Monitoring Survey reported that the cost of a minimum health food basket has increased 14% between February and May of 2011. In recent years, the percent of food insecure households has decreased but it was still a staggering 45% in 2008. Access to clean water in 2007 stood at 76%, while 3 million conflict-affected people had access to basic health services. The Bush administration invested heavily in negotiating an end to the north-south was, and the signing earlier this year to a formal peace agreement-however limited and flawed-must be recognized as a major foreign policy achievement. But precisely because of the administrations investment in a north-south agreement, including the appointment Senator John Danforth as a special envoy to Sudan, there was a widespread reluctant within the State Department to hold Khartoum accountable for the genocide that was clearly unfolding in early 2004, when north-south negotiations had entered their final phase. The thinking by U.S. officials involved in the negotiations, and their British and Norwegian counterparts, was that pressing the National Islamic Front regime too hard on Darfur would undermine the chances of consummating the north-south agreement. But this diplomatic strategy was of course transparent to Khartoum and thus perversely provided an incentive for the regime to extend negotiations as long as possible-always promising a light at the end of the diplomatic tunnel.(People Involved) The last issue of substance between Khartoum and the southern Sudan Peoples Liberation Movement was resolved in a protocol signed by all parties in late May 2004. Two weeks later, following months of terrifying reports from human rights groups, the State Department announced that it would begin an investigation to determine whether Khartoum was guilty of genocide in Darfur. The close sequence of dates was not a coincidence. But a tremendous amount of the violent destruction in Darfur had already been accomplished by June 2004; indeed, this marks the approximate point in the conflict at which deaths from malnutrition and disease began to exceed those from violence. Moreover, Khartoum continued to use the north-south peace agreement as a threat, declaring with brazen confidence that if it were pushed too hard on Darfur, the negotiated agreement might be endangered. The agreements final signing ceremony occurred in Nairobi on January 9, 2005; the inauguration of a new government took place six months later, on July 9, 2005; the killing in Darfur, of course, continues. The AU began to deploy a small number of monitors to Darfur following a ceasefire signed in April 2004 in NDjamena, Chad. A commitment in late summer 2004 to increase the monitoring force to approximately 3,500 went unfulfilled for over half a year, and during this time the AU was unable to secure from Khartoum a mandate for civilian protection-only a mandate to monitor the largely nonexistent ceasefire. Recently, the AU has said it will increase its force to 7,700 by September, and possibly 12,000 by spring 2006.(The AU deployed) As many have recognized, the AU is quite unable to deploy to this force-level with its own resources and NATO, as a consequence, has very recently agreed to provide logistics and transport capacity. The bigger problem, however, is that even with NATOs help, the nascent AU Peace and Security Commission is simply not up to this mission if the goal for Darfur is adequate protection for civilians and humanitarian operations.(NATOs help) Works Cited Darfur Crisis: Death Estimates Demonstrates Severity of Crisis, but Their Accuracy and Credibility Could Be Enhanced: GAO-07-24. GAO Reports (2006): 1. MasterFILE Premier. Web. 7 Feb. 2017. Darfur. Britannica School, Encyclopà ¦dia Britannica, 15 Jun. 2015. school.eb.com/levels/high/article/28769. Accessed 6 Feb. 2017. Jumbert, Maria Gabrielsen. Third World Quarterly 35.2 (2014): 284-99. History Reference Center. Web. United Nations Childrens Fund. Funk Wagnalls New World Encyclopedia. N.p.: World Book, 2016. 1p. 1. Funk Wagnalls New World Encyclopedia. Web. 7 Feb. 2017. Van De Walle, Nicolas. Making and Unmaking Nations: War, Leadership, and Genocide in Modern Africa/From War to Genocide: Criminal Politics in Rwanda, 1990-1994. Foreign Affairs 95.3 (2016): 189. MasterFILE Premier. Web. 7 Feb. 2017.

The Pearl Essays -- Literary Analysis, John Steinbeck

In history there are a variety of tragic events that influence everything that surrounds them, such as World War II. World War II changed societies, recast intellectual assumption, altered racial and gender relations, and more. (Lee 5) Because of World War II, it helped the author John Steinbeck into writing the novel The Pearl. In the novel the main setting of the story took place in Mexico, as well as the Gulf of California. This setting was chosen by the author because â€Å"Indians of Mexico had been under the domination of people of Spanish decent† (Barron’s14). In the story you can see the different styles of living compared to rich and poor. Kino and his family didn’t have much money and were established at the bottom of the social class. Kino lived where â€Å"across the brush fence were other brush houses, and the smoke came from them too, and the sound of breakfast† (Steinbeck 2). On the other hand the upper class live a different lifestyle compared to Kino. Where the doctor lived he had money and was located â€Å"where the brush houses stopped and the city of stone and plaster began, the city of harsh outer walls and inner cool gardens† (Steinbeck 5). The reader can clearly see the two different styles of living in the novel. In the novel the characters are div ided into different social classes depending on how much money they have. Steinbeck created characters that fit the setting. In order for Steinbeck to figure out what kind of characters he wanted in his story he was an â€Å"observer of human nature† (Barron’s 1). The majority of Steinbeck’s characters were â€Å"down and out, isolated and oppressed† (Barron’s 1). The author wanted to show the struggle between the rich and the poor. By keeping this theme Steinbeck created the charac... ...any money. I, I alone in the world supposed to work for nothing† (Steinbeck 7). This shows the doctors greed for money. All the doctor cares about is if his patients have the money to pay for his work, otherwise he doesn’t have any sympathy for anybody especially Kino’s race. The doctor grew up as â€Å"a race which for nearly a hundred years had beaten and starved and robbed and despised Kino’s race† (Steinbeck 6). Cleary the doctor is similar to the Americans and how they treat other ethnicities because of their differences. Kino was treated the same way the Mexicans were. They both were judge for who they were and their own beliefs. Clearly there was a similarity to what happened in World War II and The Pearl, Kino and the Mexicans were mistreated throughout and had to face the hardships in life struggling to survive with their families.

Fail to Plan, Plan to Fail Essay

Those who fail to plan, plan to fail, or at least plan not to improve, according to the management literature. Look at school improvement, and there’s similar agreement pretty much across the literature that the schools that improve are the ones that plan. They establish a clear educational vision and consequent shared mission; identify goals or objectives that enable them to achieve that mission and thereby realise that vision; audit themselves, thereby identifying areas for improvement; and develop and implement educational programs on the basis of leadership 57 that audit that address areas for improvement n ways that help them achieve the mission. That process, much of the literature suggests, is recursive or cyclical. The key in the school improvement literature seems to be that there’s a first step, identifying your vision and shared mission, that then informs the next step, the planning process of identifying goals or objectives aligned with the vision and mission. Whether you look at the management literature or the school improvement literature, at its simplest, goal setting is a way of asking what do we want, do we have what we need so that we can develop and implement what we plan, do our various goals elate to one another or are any in conflict, and is there anything we’ve overlooked, including internal and external blockers? There, in 200 or so words, you have the whole easy-peasy school improvement planning story, and can stop reading and go and get that coffee right now. Or not. The problem, if you’re still reading, is that planning and goal setting can sometimes lead to fragmented, uncoordinated programs with conflicting objectives that actually work against one another. Yes, setting specific, challenging goals, and developing and implementing educational programs to meet them can drive school mprovement, but as Adam Galinsky, author with Lisa Ordonez, Maurice Schweitzer and Max Bazerman of ‘Goals gone wild,’ in the 58 teacher june/july 2009 Journal of the Academy of Management Perspectives, told the Boston Globe’s Drake Bennett, goal setting ‘can lead to crazy behaviours to get people to achieve them. ’ ‘We contend,’ write Ordonez, Schweitzer, Galinsky and Bazerman in ‘Goals gone wild,’ ‘that goal setting has been over- prescribed. In particular, we argue that goal setting has powerful and predictable side effects. Rather than being offered as an â€Å"over-the-counter† salve for boosting performance, oal setting should be prescribed selectively, presented with a warning label and closely monitored. ’ Tunnel vision To be fair, Ordonez, Schweitzer, Galinsky and Bazerman have their eyes set on performance management, and its tendency to an outcome orientation like a defined sales target, say, or reduced time spent on a process, rather than school improvement, and its tendency to the systemic development and implementation of programs. Nonetheless, people in a school who want to improve it will end up setting, or having set for them, some kind of performanceoriented goal. The message from Ordonez, Schweitzer, Galinsky and Bazerman is that they should pursue that goal with care. Let’s consider why goals, as Ordonez and colleagues put it, go wild. The first reason, they argue, is that a goal might be inappropriate or so specific that in pursuing it, people ignore important elements of their behaviour, and maybe even their attitudes and values, that are not specified by the goal. ‘Suppose that a university department bases tenure decisions primarily on the number of articles that (academics) publish,’ they write. ‘This goal will motivate (the academics) to accomplish the narrow objective of publishing articles. Other important objectives, however, such as research impact, teaching and service, may suffer. ’ Worse, say Ordonez and colleagues, referring to Barry Staw and Richard Boettger’s ‘Task revision: A neglected form of work performance’ in the Academy of Management Journal, goals can give us tunnel vision. In their study on the effects of goals, Staw and Boettger asked students to proofread a paragraph that contained both grammatical and content errors. They found that those asked simply to ‘do your best’ corrected both grammatical and content errors, while those who were asked specifically to correct grammar gnored content, and those who were asked specifically to correct content ignored grammar. The reason? Goals ‘inform the individual about what behaviour is valued and appropriate,’ argue Staw and Boettger. The goal-setting problem, Ordonez and colleagues add, is that when we plan we tend to latch on to specific, measurable standards rather than complex sets of behaviours, and the attitudes and values that underlie them, precisely because specific standards are easy to measure and complex sets of behaviours are not. Command performance The goal-setting problem, essentially, depends n whether a goal is set by command or by consultation, negotiation or – horror – genuine collaboration. Goals set by command are, by definition, set by those with the power, whether you like it or not, to set them. The risk of such goal setting is that, first, it may lead to goals that are inappropriate or overly specific and, second, that leaders and their followers can be prone to what could be called target fixation or what Christopher Kayes, calls ‘destructive goal pursuit’ in Destructive Goal Pursuit: The Mount Everest disaster, to which Ordonez and colleagues also refer. As they note, ‘Kayes identifies warning signs of leaders who have become excessively fixated on goals. These occur in leaders who express narrowly- defined goals, associate goals with destiny, express an idealised future, offer goal-driven justifications, face public expectations and attempt to engage in face-saving behaviour. ’ It’s a useful checklist to use to audit yourself or a leader in your institution, but remember, we tend to latch on to specific measurable things rather than complex sets of behaviours, and the attitudes and values that underlie them, precisely The goal-setting problem s that when we plan we tend to latch on to specific, measurable standards†¦ because specific standards are easy to measure. leadership 59 because the specifics are easy to measure and complex sets of behaviours are not. Performance anxiety Of course, one of the main planks of the education policy of this and the previous Commonwealth government is the standards agenda – the benchmarking of student achievement outcomes, which educators and schools then strive to achieve, and which at their worst could end up as ‘league tables. ’ Whether you’re a fan of the standards agenda or not, it’s clearly the mother of all oals in Australian education, and worth considering in terms of goal setting. Ordonez and colleagues have some interesting observations to make, particularly about what they call the serious side-effects of setting challenging or so-called stretch goals. These, they argue, can lead people to choose riskier strategies and to cheat, and can create a culture of competition that erodes cooperation. On ethics, they argue, ‘The interplay between organisational culture and goal setting is particularly important. An ethical organisational culture can rein in the harmful effects of goal setting, but at the same ime, the use of goals can influence organisational culture. Specifically, the use of goal setting, like â€Å"management by objectives,† creates a focus on ends rather than means†¦. Goal setting impedes ethical decision making by making it harder for employees to recognise ethical issues and easier for them to rationalise unethical behaviour. Given that small actions within an organisation can have broad implications for organisational culture, we postulate that aggressive goal setting within an organisation will foster an organisational climate ripe for unethical behaviour. That is, not only does goal setting irectly motivate unethical behaviour, but its introduction may also motivate unethical behaviour indirectly by subtly altering an organisation’s culture. ’ Handle with care If the bad news of the government-mandated standards agenda is that there’s a risk of a form of goal setting that creates a focus on ends rather than means, the good news for schools is that the school-improvement literature puts a premium on one thing that’s evident in the first 200 words of this story: collegiality. With any luck, your school- improvement planning process and the goals that you consequently set are the result of onsultation, negotiation and collaboration, not command and, if they are, chances are yours are learning goals, not performance targets. As Ordonez and colleagues observe, performance goals inhibit learning. ‘When individuals face a complex task, specific, challenging goals may inhibit learning from experience and degrade performance compared to exhortations to â€Å"do your best. † An individual who is narrowly focused on a performance goal will be less likely to try alternative methods that could help her learn how to perform a task†¦. Overall, the narrow focus of specific goals can inspire erformance, but prevent learning. ’ As Edwin Locke and Gary Latham recommend in ‘Building a practically useful theory of goal setting and task motivation: A 35-year odyssey’ in American Psychologist, we should be setting ‘learning goals’ in complex situations rather than ‘performance goals. ’ The problem, as Ordonez and colleagues note, is that, ‘In practice, however, managers may have trouble determining when a task is complex enough to warrant a learning, rather than a performance, goal†¦. The goal of setting the right goals is itself a challenging affair. ’ Perhaps it’s time for a new axiom: those ho fail to plan carefully, plan at their peril.

Quantitative Analysis of Salicylates by Visible Spectroscopy

Introduction: The purpose of this lab was to learn how to use a spectrophotometer to measure the amount of light absorbed by different concentrations of salicylic acid, compare those concentrations to our unknown sample and to use the data collected to compile a graph showing the levels of absorbance of the different concentrations. Methods and materials: In this lab we used a spectrophotometer, a test tube filled with water to be used as a blank, six test tubes with different concentrations of salicylic acid ranging from 0 mg/dL to 5 mg/dL and one test tube with an unknown concentration of salicylic acid.We set the spectrophotometer to a wavelength of 540 nm. We adjusted the transmittance to 0%. Next we placed the test tube with the water into the spectrophotometer and adjusted the transmittance dial to 100%. We removed the test tube containing the water and replaced it with the first concentration of 0 mg/dL. We recorded the absorbance and repeated the test for a total of 5 reading s. We did this for each concentration. We then calculated the average of each concentration’s absorbance readings and plotted the averages onto the graph.Once we had gathered the data for our known concentrations we then repeated the procedure for our unknown concentration. We again took the average and plotted that on the absorbance curve to determine the concentration of the unknown. Observations and Data: Calibration Standard| Absorbance Reading 1| Absorbance Reading 2| Absorbance Reading 3| Absorbance Reading 4| Absorbance Reading 5| AverageAbsorbance Reading| 0 mg/dL| 0. 007| 0. 010| 0. 007| 0. 005| 0. 006| 0. 07| 0. 5 mg/dL| 0. 032| 0. 036| 0. 037| 0. 041| 0. 038| 0. 037| 1. 5 mg/dL| 0. 098| 0. 100| 0. 098| 0. 099| 0. 096| 0. 098| 2. 5 mg/dL| 0. 150| 0. 149| 0. 153| 0. 154| 0. 150| 0. 151| 3. 5 mg/dL| 0. 234| 0. 239| 0. 237| 0. 250| 0. 229| 0. 238| 5. 0 mg/dL| 0. 286| 0. 287| 0. 288| 0. 292| 0. 291| 0. 289| Unknown A| 0. 241| 0. 238| 0. 239| 0. 241| 0. 241| 0. 239| Base d on the data from the known concentrations I found our unknown to be a concentration of 3. mg/dL. Conclusions: We used a spectrophotometer to determine the concentration curve for the known samples then used both the spectrophotometer and the concentration curve to determine the concentration of the unknown sample. This technique can be used by toxicologists to determine the amount of drugs in a person’s blood. This can be helpful if there was an overdose or if the district attorney needed to know the concentration of drugs in someone’s system.

Du Telecom in the UAE Analysis Essay Sample

Du Telecom in the UAE Analysis Essay Sample Du Telecom in the UAE Business Essay Example Du Telecom in the UAE Business Essay Example At the present time, communicative technologies are the driving forces of economy and business. One can name many companies that offer similar services. As a result, a high competitiveness is present in this business. It is necessary to mention that one cannot imagine any company without mobile connection, fixed telephony, broadband connectivity and IPTV services. Such services benefit promotional and distributional policies of the organizations. Du Telecom is a bright example of success in offering telecommunication services in the UAE. The company differs from others because its missions are not only to gain profits but to contribute to the community, create innovation and business excellence and delight customers (About Du Telecom, 2014). Current paper intends to explore the activity of Du Telecom in Dubai, its business, industry structure, its external environment forces, management and financial performance of the company, as well as strategic issues. Moreover, present essay gives the recommendations how to overcome the occurred problems. Du Telecom Company Description Du Telecom is the company that has been operating in the UAE since 2000. It has a wide variety of services in the industry that is the heart of social and economic transformation. Du Telecom brings businesses and people together offering IPTV services, broadband connectivity, fixed and mobile telephony all over the UAE. The strength of the company is that it offers a data hub, carrier services, satellite services for broadcasters and internet exchange facilities. Du Telecom is a rapidly-growing business where 2,000 employees provide comfort and quality of the services. Customers of the company are from 60 countries, and such cultural diversity proves the popularity of Du Telecom in the world and its international level. The employees of this company can serve their customers in many languages. It is necessary to mention that 50% of employees are UAE nationals, but the working environment of Du Telecom is cosmopolitan. The company offers its services to 70, 000 businesses, 180,000 home services subscribers, 555,000 subscribers and 6.5 million mobile customers. These numbers prove the unbelievable success of Du Telecom. Its annual revenue is AED 10 billion. The vision of the company is noble as it tries to enhance customers life anytime and anywhere. Its values are innovations, honesty, friendship and confidence. To understand better the peculiarities of companys management and marketing it is necessary to analyze the industry structure and major competitors of Du Telecom (About Du Telecom, 2014). The Industry Structure Du Telecom consists of service centers in the UAE that provide assistance both locally and online. The head office of Du Telecom is in Dubai but the company has a complex structure. Despite a reputation and success at the local market, Du Telecom has many competitors that are driving forces of this company. They are the Emirates Integrated Telecommunication Company, the Mubadala Development-owned Satellite Company and Etisalat. Without a doubt, these companies are leaders at the UAE market. It is necessary to mention that telecommunication business depends on high competitiveness and innovation (Burda, 2005). The Emirates Integrated Telecommunication Company, the Mubadala Development-owned Satellite Company and Etisalat are the most recognizable telecommunication companies in the UAE. Each of them has its advantages comparing to Du Telecom. For example, the Mubadala Development-owned Satellite Company is stronger in Internet services comparing to Du Telecom. It means that Du Telecom should find the possibilities to improve its Internet opportunities. Etisalat has more international value than Du Telecom as it is extremely popular at the French market. As a result, Du Telecom should integrate at the foreign markets in order to be more competitive. To reveal the advantages and disadvantages of Du Telecom, it is necessary to conduct an internal analysis. The Internal Environment of Du Telecom The marketing strategy of Du Telecom is to win the international market the same as Etisalat. Moreover, it has all chances for doing it. The internal environment is favorable for the development of new services and implementation of the innovative technologies. One can say that Du Telecom depends on high demand and technology. First of all, the customers want mobile connection, fixed telephony, broadband connectivity and IPTV services at moderate prices. Modernization must be the main strategy for Du Telecom as innovative technologies cannot stay at the same level. Customers varying needs are the driving forces for the changes. New possibilities, challenges and situations occur under the influence of customers and lead to sustained growth. The threat of substitutes is another essential component of the internal environment. It makes Du Telecom be on the alert and ready to high competition. Competition between telecommunication systems is a natural phenomenon and that is why the company should find a possibility to use it for further development and successful operation not only at the domestic market. At the present time, customers do not doubt in the quality of Du Telecom services. The company exceeds customers expectations, making it a key to success. The experience of the company is one of the most fulfilling and richest comparing to the Emirates Integrated Telecommunication Company, the Mubadala Development-owned Satellite Company and Etisalat. Moreover, Du Telecom demands additional financing and investments for collaboration with the foreign partners (Cohen, 1995). Internal Forces and Trends Considerations: Strengths Providing services that will satisfy customers needs. To locate telecommunication centers not only in big cities but small towns, as well. Implementation of Business Intelligence system for controlling the situation within the company. Creative and talented employees. Providing a broad variety of services. Successful leadership is the basement for good marketing and management. Weaknesses Contradictions between companies offerings and customers tastes. The customers can ignore telecommunication services for the sake of other companies. Additional costs and losses. Movement of labor forces. Low potential of human resources for fulfilling goals. High competition between leaders that may result in following their interests rather than companies ones. Opportunity To implement new telecommunication services. Increasing of profits. Possibility to control profits and spending. Training and learning of human resources. Improvement of services quality. Conducting trainings. Threat Spending the additional costs that could not be profitable. Changes in the structure can lead to companys issues. Inability of employees to work with it efficiently. Refusals of employees from training. Complaints and possible lawsuits. Poor leadership can lead to the failure of the company. Trend Focusing on the global market and widening its possibilities. Offering services at moderate prices, making them affordable in multiple quantities. Innovation. To develop knowledge management. Developing services and human resources. A democratic leadership. In general, the internal environment of Du Telecom benefits its development and allows its operating at the global market. However, in order to understand the probable challenges for the company, it is necessary to analyze its external environment. The External Environment of Du Telecom Economic, political, environmental, legal, technological and sociocultural factors influence the external environment of Du Telecom. Legal factors relate to paying taxes and following all governmental laws concerning telecommunication. The company should provide the security of its clients and their privacy. It means that Du Telecom should protect customers rights when they deal with using of its services. Following the legal requirements is the basement for a good image of the company. In the UAE, the governmental regulations are crucial and that is why Du Telecom should collaborate with other legal institutions. Economic factors of Du Telecom refer to the economic state of the country and such phenomenon as an economic crisis, Gross Domestic Product and unemployment. However, if the economy is at the peak of its development, it can be a driving force for selection of human resources and gaining of high profits. Another way to increase profits is to integrate at the global market and operate in the USA and the UK. Technological factors concern changes in management process and innovation in services. TV packages, mobile plans, implementation of the latest models of phones and modems are the ways of the development. The strength of such factors is that they allow the implementation of the innovative technologies. However, progress and changes demand spending additional costs. Creating a qualitative connection is another top priority of Du Telecom. The mission of the company is to improve constantly, which means that the company is on the way to innovations and technological progress. Development of human resources, satellite services, Internet exchange facilities are the driving forces of technology. Social factors of Du Telecom concern negative influence of telecommunication services on the human health. The company should conduct meetings devoting to healthy lifestyle propaganda. They create a reputable image of Du Telecom. People become more health-conscious and choose a healthy lifestyle. As a result, healthy lifestyle propaganda will serve as a promotion and advertisement for the company. Environmental factors refer to creating an ecologically friendly image of the company. Du Telecom should participate in the events promoting environmental protection and act as a sponsor, as well. Competitive Forces As to the power of buyers, Du Telecom depends on high demand of customers and technological progress. Varying needs of customers motivate Du Telecom to healthy work environment. Internship, sponsorship programs and work skills programs motivate employees to work here. The available systems of reductions and qualitative connection of telecommunication services attract customers to Du Telecom. Threat of substitutes is another dilemma of Du Telecom. The Emirates Integrated Telecommunication Company, the Mubadala Development-owned Satellite Company and Etisalat can substitute Du Telecom. For this reason, it should find the ways to offer more efficient and quicker means of communication. Threat of new entry is another issue for Du Telecom that demands development of the brand image and human and financial resources. Competitive rivalry is an evident problem, but it is necessary to use it as a key factor for the innovation and changes. Du Telecom is a competitive company that has high capital costs, distribution channels, economies of scale, proprietary technology and high level of telecommunication industry (Porter, 1985). Supplier power is another factor that defines the place of the company at the market. Supplier power of Du Telecom is sufficient because it collaborates with many telecommunication companies that are its partners. Buyer power is also an important aspect in the telecommunication business. In this sphere, the company deals with individual and industrial buyers. One cannot say that power of industrial and individual customers is high. That is why it can negatively influence selling of the company. Related and supporting industries of Du Telecom include but are not limited to the phone and computer manufacturing companies. Management Performance Management performance is a tool used to benefit Du Telecom. Employees are essential assets of the company. Therefore, it is important for managers to ensure that their workforce is always effective and efficient. The performance appraisals of employees and team performance are the ways of improving management performance. Du Telecom uses the Balanced Scorecard, the Business Intelligence System, as well as the Evaluation Management System. They are perfect innovations in the world of business that benefit and contribute to the development of performance management. They help overcome weaknesses and reinforce strengths of the company. It is recommended to use the measurement performance systems in the organizations. The following systems provide an opportunity for Du Telecom to develop and innovate (Rumelt, 1980). It is evident that the management performance of Du Telecom is not perfect and has some drawbacks. Du Telecom deals with such human resource issues as productivity, arranging and carrying out training, recruiting employees and preventing discrimination. Productivity of the company can be low due to the incompetence of employees or high competitiveness at the market. Management of Du Telecom is diverse, and the cases of discrimination are not typical for the company. Management team of Du Telecom includes experienced managers such as Osman Sultan, Farid Faraidooni, Fahad Al Hassawi, Ananda Bose, Amer Kazim and Ibrahim Hassan Abdulla Nassir. Management activity of Du Telecom refers to the improvement of human resources, strategic planning, talent and knowledge learning and training (Barney, 2012). Financial Performance Du Telecom financial success is defined by the revenue earned from sales of products and the provision of services. After having analyzed the financial results of Du Telecom, it is evident that the company has high performance. The increasing number of competitors is a basis for further development of Du Telecom. This table of revenue and profit reveals that Du Telecom shows colossal growth. Such drastic increase proves that the right business strategy is applied by the company. Though Du Telecom is a young company, it can become one of the leading and competitive companies in the market due to its hard work, persistence and constant development. It is evident that the annual revenue of the company is constantly growing. It should be noted that the main goal of Du Telecom is to move in the same direction. Du Telecom needs a rapid expansion from the local market to the international one in order to keep its success. The operating income loss is the result of the increased market costs. The use of an aggressive subscriber acquisition strategy can help Du Telecom increase its revenue. Strategic Issues of Du Telecom Du Telecom can deal with complaints of customers regarding price, employees service and telecommunication quality. It means that the company should find the compromises with customers in order to avoid lawsuits. There are services that are priced higher than in its competitors and it can lead to losing customers. The wrong price strategy can result in decline of profits and that is why Du Telecom should regulate its prices. One cannot say that Du Telecom is successful in its distribution strategy in full measure. Du Telecom can have delays or lateness in delivering the products and services. Du Telecom promotion can cost more than expected and as every business wants to minimize its spending. The wrong promotion strategy can lead to decreasing of Du Telecom brand value. Weaknesses of Du Telecom Expensiveness Some telecommunication services are not cheap. Hence, demands for the services of Du Telecom may decrease due to its expensiveness. The company should adapt its prices to its customers. It can propose and put in practice a flexible system of reductions. Service Quality The clients of Du Telecom may complain about the quality of services. It means that Du Telecom should take care of its reputation and satisfy all needs and demands of its clients. It can be stated that products and services of Du Telecom are not of low quality; though, sometimes unpleasant situations with products and services may occur, thus damaging the reputation of the company. Recommendations Du Telecom should use the Balanced Scorecard, the Business Intelligence System, as well as the Evaluation Management System as they are perfect innovations in the world of business that benefit and contribute to the development of the performance management. They help overcome weaknesses and reinforce strengths of the company. The company should use various surveys to determine the level of customer satisfaction. It means that the company is interested in high quality of its services and products, as well as customer satisfaction. Du Telecom should orient on the global market development. The company should follow a global strategy that is aimed at offering products interesting for customers from all over the world. Du Telecom should open new service centers and improve telecommunication quality. Customer should be at the first priority and that is why it should satisfy their personal desires concerning communication. Du Telecom should pay more attention to fast services and collaborate with companies regarding mobile connection, fixed telephony, broadband connectivity and IPTV services. Du Telecom has a valuable opportunity to develop the services that will be advantageous and innovative. Production strategy of the company deals with creating of new locations for its telecommunication services. Consequently, the company builds capacity with demand and, as a result, it has not evident losses but very high profits. One recommends opening more locations, streamlining, launching new products as the ways for winning of international marketing. Du Telecom should have a competition-based pricing. One recommends offering a flexible system of reductions. Du Telecom should be sensitive to competitors prices and offer better products with similar prices to competitors as it will attract more customers. The pricing strategy has to reflect the value of a service or product. In detail, the value of the product should determine if the quality provided falls on a higher or a lower budget product scale. Expected Trends in the Future One can distinguish the following marketing objectives of Du Telecom for 2015: Becoming more competitive in the UAE. Providing available prices. Implementation of new services. Opening new locations. Development of new technologies. Attraction of more customers via promotion strategy. Du Telecom should look for new suppliers as new supply chains will benefit the production of more qualitative services. Integration into the global market is a new way to development. Du Telecom should communicate with the clients in order to know their tastes and to collaborate with competitors in order to reveal their marketing strategies. Information about Du Telecom, as well as about its products and services, is available via direct mailings, Internet and in person. Such aspect is aimed at satisfying different customers’ needs and at attracting customers from other countries in the result of marketing globalization.