Developmental Apraxia Symptoms, Causes, and Treatments Essay Example for Free

Developmental Apraxia Symptoms, Causes, and Treatments Essay Apraxia of speech is a neurological condition in which a person finds it impossible to move their mouth or tongue to speak (Apraxia, 2005). There are two main types of apraxia; they are acquired apraxia of speech and developmental apraxia of speech (Apraxia of Speech, 2002). This paper is about Developmental Apraxia of Speech, its symptoms, causes, and appropriate treatments. Developmental apraxia of speech is also called childhood apraxia of speech, because it is present from birth (2002). There are many symptoms of developmental apraxia, and each child may have different symptoms (Childhood, 1997). Some symptoms of very young children include problems eating, not cooing as an infant, late first words, problems combining sounds, and deleting difficult sounds and replacing them with easier ones more often than normal children (1997). In older children, symptoms can include making inconsistent sound errors, understanding of language better than their ability to talk, difficulty imitating speech, difficulty saying long phrases or words clearly, difficulty for others to understand their speech, and speech which sounds choppy or monotonous (1997). Other symptoms may include delayed language development, word order confusion, word recall issues, difficult fine motor development and coordination, over sensitivity or under sensitivity of the mouth, and trouble reading, writing, and spelling (1997). Because there are so many possible symptoms of developmental apraxia, it is important to have children evaluated by a professional to rule out other causes of speech problems (1997). Developmental apraxia is believed by many researchers to be a neurologically based speech-motor disorder, but exact causes have not been isolated (Causes of Apraxia, 2010). Researcher’s studies have not shown a difference or abnormalities in the brains of children with developmental apraxia (2002). Children with developmental apraxia often have family members with learning disabilities or communication disorders (2002). Researchers continue to conduct studies to find any brain abnormalities and genetic factors which may cause developmental apraxia (2005). Speech language therapy is used for treating developmental apraxia. Intensive intervention which begins early is best for children with this disorder (Lederman, 2012). In the beginning, children should have treatment 3-5 times per week (1997). Children diagnosed with developmental apraxia show improvement more quickly when they receive treatment individually (1997). Speech language therapy for children with developmental apraxia differs from the therapy of children with other language disorders (2012). Treatment is based on the principles of motor learning, including repetition to establish and develop motor plans, practice opportunities to maintain learned patterns, use of relevant words and phrases, increased sensory feedback, and work on sound and word sequences (2012). There are still many things to learn about developmental apraxia, and studies regarding causes and treatments are still ongoing (2002). There is also research being done to find more specific criteria to identify and diagnose developmental apraxia and to distinguish it from other communication disorders (2002). References American Speech-Language-Hearing Association. Childhood Apraxia of Speech (1997). www.asha.org/public/speech/disorders/childhoodapraxia.htm Lederman, D. (2012). Speech Language Therapy for Childhood Apraxia of Speech. www.donnalederman.com/disorder-types/apraxia-of-speech.php National Institute on Deafness and Other Communication Disorders. Apraxia of Speech (2002). www.nidcd.nih.gov/health/voice/pages/apraxia.aspx University of Rochester Medical Center. Causes of Apraxia (2010). www.urmc.rochester. edu/speech-pathology/speech-language-disorders/apraxia/causes-apraxia.cfm Web MD. Apraxia: Symptoms, Causes, Tests, Treatments (2005). www.webmd.com/ Brain/apraxia-symptoms-causes-tests-treatments

E.B. Whites The Ring Of Time Essay -- White Ring Time Essays Papers

E.B. White's The Ring Of Time In E.B. White?s The Ring of Time, the author gives a narrative account of his trip to a circus rehearsal where he describes a fascinating scene of a young girl practicing a horse act for an upcoming show. As a writer, he feels it is his obligation to record the events he is witnessing, and convey this to his readers without leaving anything out. However difficult this may be, the beautiful and fleeting moment is something he wishes to ultimately capture. When he arrives on the scene, White senses something magical about the surroundings of this circus as it undergoes a rehearsal, but he is primarily fixed on a young woman who passes by him. The young ?cleverly proportioned, deeply browned by the sun, dusty, eager, and almost naked'; girl is the one thi...

Fluke, or, I Know Why the Winged Whale Sings Chapter 33

CHAPTER THIRTY-THREE Could Be Worse, Could Be Dog Years â€Å"Evidently,† said Nate, â€Å"where we screwed up was killing the whales.† â€Å"No way,† said Amy. â€Å"We tipped our hand.† â€Å"About being meme machines, right?† â€Å"Yeah. Are you sure you're not spying for him?† â€Å"Nope. Know how you can tell? When I was spying, did I ever touch you here?† â€Å"No. No, you did not.† â€Å"And did I ever let you touch me here?† She moved his hand for him. â€Å"No, you did not. Especially not in public.† â€Å"Yeah, we should probably go back to your place.† She had called him on his buzzy, bug-winged speaky thing, about which he made a mental note to ask what the name of it was at his first convenience. They'd met for coffee at a Gooville caf that catered to whaley boys. She'd assured him that no one would notice them, and, strangely enough, the whaley boys had completely ignored them. Maybe he was no longer news. â€Å"If they say anything, I'll just tell them that we're having sex,† Amy said. â€Å"But you said you didn't think I should tell the Colonel I'd seen you.† â€Å"Yeah, but that was before he let you in on his secret plan.† â€Å"Right.† â€Å"Although I'm a little ashamed of how old you are. We should talk about that.† â€Å"So should I move my hand?† â€Å"Yeah, down and a little to the right.† â€Å"Let's head back to my place.† Back at his apartment, standing in the kitchen, he said, â€Å"Hey, what do you call this thing?† He pointed to that thing. â€Å"The phone.† â€Å"No kidding?† He nodded as if he'd known that all along. â€Å"So where were we?† â€Å"Killing whales was where we went wrong?† â€Å"Yes.† â€Å"Or how old you are?† â€Å"So,† he continued, â€Å"killing whales was a big mistake.† â€Å"Which you knew, because that's what made you want to become a nerd in the first place.† â€Å"No, that's not right.† † ‘Scuse me, action nerd.† â€Å"You want to know how I got into this field, really?† â€Å"No. I mean, sure. You can tell me about the destruction of the human race later.† â€Å"You have to promise you won't laugh.† â€Å"Of course.† She looked incredibly sincere. â€Å"My sophomore year at the University of Sasketchewan in the Sticks – ; â€Å"You're kidding.† â€Å"It's a good school. You promised you wouldn't laugh.† â€Å"Oh, you meant even this early in the story I'm not supposed to laugh? Sorry.† â€Å"I mean, I'm sure it doesn't measure up to Gooville Community College –  » â€Å"Not fair.† â€Å"Home of the Gooville Fighting Loogies – ; â€Å"Okay, you made your point.† â€Å"Thank you. So a friend and I decided that we're going to go to break out of our boring small-college lives, we were going to take some risks, we were going to –  » â€Å"Talk to a girl?† â€Å"No. We decided to drive all the way to Florida for spring break just like American kids, where we would then drink beer, get sunburned, and then talk to a girl – girls.† â€Å"So you went.† â€Å"Took almost a week to get there, but yes, we drove in his dad's Vista Cruiser station wagon. And I did indeed meet a girl. In Fort Lauderdale. A girl from Fort Lauderdale. And I talked to her.† â€Å"You dirty little tramp. Like, ‘How's it going, eh?  » â€Å"Among other things. We conversed. And so she invited me to go see a manatee.† â€Å"He shoots! He scores!† â€Å"But I thought it was an American way of saying matinee. I thought we were going to a movie. You know, you don't think about those things as being real.† â€Å"But it was.† â€Å"She did volunteer work for a rescue hospital for injured marine mammals, mostly manatees that had been hit by boats. They had a bottlenose dolphin, too. We stayed there for hours, caring for the animals, her teaching me about them. I was hooked. I hadn't even picked my undergrad major, but as soon as I got back to school, I went for biology, and I've been studying marine mammals ever since.† â€Å"Oh, my God, you didn't get laid, did you?† â€Å"I found a passion for life. I found something that drives me.† â€Å"I can't believe I fell for such a pathetic loser.† â€Å"Hey, I'm pretty good at this whale stuff. I'm respected in my field.† â€Å"But you're dead.† â€Å"Yeah, before then, I mean. Hey, did you say that you fell for me?† â€Å"I said I fell for a pathetic loser, if the shoe fits†¦Ã¢â‚¬  He kissed her. She kissed him back. That went on for a while. They both found it excellent. Then they stopped. â€Å"You said you wanted to talk about our age difference,† Nate said, because he always picked women who broke his heart, and, figuring that his heart was now into this whole thing far enough to be broken, he wanted to get on with it. â€Å"Yeah, we probably should. Maybe we should sit down.† â€Å"Couch?† â€Å"No, at the table. You might want a drink.† â€Å"No, I'm okay.† Yep, heartbreak, he thought. They sat. â€Å"So,† she said, curling her legs up under her, sitting like a little kid, making him feel ever more the creepy old guy leching on the young girl, â€Å"you know that the whaley boys have been pulling people in here from shipwrecks and plane crashes for years, right?† â€Å"That's what Cielle said.† â€Å"She wants you, I can tell, but that's beside the point. Do you know that they pulled whole crews off sunken submarines, plus they've yanked sonar guys out of port for years?† â€Å"I didn't know that.† â€Å"Doesn't matter, has nothing to do with what I'm telling you. So you realize that some people who have been lost at sea, like the crew of the American sub Scorpion that sank back in 67, actually ended up here?† â€Å"Okay. That makes sense. More of the Goo looking out for itself. Gaining knowledge.† â€Å"Yeah, but that's not the point. I mean, those guys helped put together a lot of the technology you saw on the whale ship, the human technology, but that doesn't matter. The important part is that the world thinks that the crew of the Scorpion is at the bottom of the Atlantic Ocean, even though they're not. Got it?† â€Å"Okay,† Nate said, really slowly, the way he had spoken to the Colonel when he was losing the point – much the way he was waving in the conversational wind right now. â€Å"And you realize that when I applied with you and Clay, that I gave my real name, which is Amy Earhart, and that Amy is short for Amelia?† â€Å"Oh, my God,† Nate said. â€Å"Ha!† Amy said. The ship broker found Clay's ship in the Philippines, in Manila Harbor. Clay bought it based on faxed photographs, a spec sheet, and a recent hull certification for just under $2 million of the Old Broad's money. It was a 180-foot-long U.S. Coast Guard fisheries patrol vessel built in the late fifties. It had been refitted several times since then, once in the seventies for fishing, once in the eighties for ocean survey, and finally in the nineties as a live-aboard dive boat for the adventure tourist. It had plenty of comfortable cabins as well as compressors, dive platforms, and cranes to raise and lower support vessels onto the rear deck, although, except for the lifeboats, it came with no support craft. Clay thought they could use the rear deck as a helicopter-landing pad, even if there wasn't a budget for a helicopter, but – you know – someone with a helicopter might want to land there, and it helped no end to have a big H painted on the deck. There was a budget for painting a big H. The ship had efficient, if not quite state-of-the-art, navigation equipment, radar, autopilot, and some old but functioning sonar arrays left over from its days as a fishing ship. It had twin twelve-hundred-horsepower diesel engines and could distill up to twenty tons of freshwater a day for the crew and passengers. There were cabins and support for forty. It was also rated a class-three icebreaker, which was a feature that Clay hoped they wouldn't have to test. He really didn't like cold water. Through another broker Clay hired the crew of ten men, sight unseen, right off the docks of Manila: a group of brothers, cousins, and uncles with the last name of Mangabay, among whom the broker guaranteed that there were no murderers, or at least no convicted murderers, and only petty thieves. The eldest uncle, Ray Mangabay, who would be Clay's first mate, would sail the ship to Honolulu, where Clay would meet them. â€Å"He's going to be driving my ship,† Clay said to Clair after he'd gotten the news that he had a crew and a first mate. â€Å"You have to let your ship go, Clay,† Clair said. â€Å"If he sinks it, it wasn't really yours.† â€Å"But it's my ship.† â€Å"What are you going to call it?† He was thinking about the Intrepid or the Merciless or some other big-dick, blow-shit-up kind of name. He was thinking about Loyal or Relentless or the Never Surrender, because he was determined now to find his friend, and he didn't mind putting that right on the bow. â€Å"Well, I was thinking about – ; â€Å"You were thinking deeply about it, weren't you?† Clair interrupted. â€Å"Yes, I thought I'd call her the Beautiful Clair.† â€Å"Just the Clair will be fine, baby. You don't want the bow to look busy.† â€Å"Right. The Clair.† Strangely enough, on second thought, that pretty much encompassed Intrepid, Merciless, Relentless, and Loyal. Plus, it had the underlying meaning of keeper of the booty, which was sort of a bonus in a ship name, he thought. â€Å"Yeah, that's a good name for her.† â€Å"How long before she gets here?† â€Å"Two weeks. She's not fast. Twelve knots cruising. If we have somewhere to go, I'll send the ship directly there and meet it at a port along the way.† â€Å"Well, now that she's called the Clair, I hope they bring her in safe.† â€Å"My ship,† Clay said anxiously. â€Å"So,† Nate said, â€Å"You're what, in your nineties? A hundred?† â€Å"Don't look it, do I?† Amy posed: a coquettish half curtsy with a Betty Boop bump at the end. Indeed, it would have been a spry move for a woman in her nineties. Nate was really glad he was sitting down, but he missed the sensation he would have had of needing to sit down. â€Å"Your whole attraction was based on my age, wasn't it?† She sat across from him. â€Å"You were working out your male menopause on the fantasy of my young body. Somehow you were going to try to recapture your youth. Once again you'd feel like more than a footnote to humanity. You'd be virile and vital and relevant and all alpha male, just because a younger – and decidedly luscious, I might add – woman had chosen you, right?† â€Å"Nuh-uh,† Nate said. She was wrong, right? â€Å"Wow, Nate, were you on the debate team at Moose Dirt U? I mean, your talent –  » â€Å"Sasketchewan in the Sticks,† he corrected. â€Å"So the age thing? It's a problem?† â€Å"You're like a hundred. My grandma isn't even a hundred, and she's dead.† â€Å"No, I'm not really that old.† She grinned and reached across the table, took his hand. â€Å"It's okay, Nate. I'm not Amelia Earhart.† â€Å"You're not?† Nate felt his lungs expand, as if a steel band around his chest had broken. He'd been taking tiny yip breaths, but now oxygen was returning to his brain. Funny, he was pretty sure that none of the other women he'd been with had been Amelia Earhart either, but he didn't remember feeling quite so relieved about it before. â€Å"Well, I should have known. I mean, you don't look anything like the pictures. No goggles.† â€Å"I was just messin' with you. I'm her daughter. Ha!† â€Å"Stop it! This isn't funny, Amy. If you're trying to make a point, you've made it. Yes, you're an attractive young woman, and maybe your youth's a part of why I'm attracted to you, but that's just biology. You can't blame me for that. I didn't make a move on you, I didn't harass you when we were working together. I treated you exactly as I would have treated any research assistant, except maybe you got away with more because I liked you. You can't ridicule me for responding to you sexually down here when you came on to me. The rules had changed.† â€Å"I'm not ridiculing you. Amelia Earhart really is my mother.† â€Å"Stop it.† â€Å"You want to meet her?† Nate searched her face for signs of a grin or a tremble in her throat that might indicate the rise of an Amy Ha! Nothing there, just that little bit of sweetness that she usually tried to hide. â€Å"So somehow, living down here, you haven't aged. Your mother?† â€Å"We age, but not like on the surface. I was born in 1940. I'm about the same number of years older than you than you were older than me a half hour ago – kinda sorta. You going to dump me?† â€Å"It's so hard to believe.† â€Å"Why, after you've seen all this? You've seen what the Goo can do. Why is it so hard to believe that I'm sixty-four?† â€Å"Well, for one, you're so immature.† â€Å"Shut up. I'm young at heart.† â€Å"But for a second there I was so sure we were doomed.† Nate rubbed his temples – trying to stretch them, maybe – to make his head bigger to hold the whole concept of Amy's being sixty-four. â€Å"No, it's okay, we just haven't gotten to that yet. We're still doomed.† â€Å"Oh, thank goodness,† Nate said. â€Å"I was worried.† Later, after they had pushed the world away for a while, made love and napped in each other's arms, Amy made a move to start another round, and Nate awoke to an immediate and uncertain anxiety. â€Å"Are we really doomed?† he asked. â€Å"Oh, goddamn it Nate!† She was straddling him, so she was able to get a good windup before thumping him hard in the chest with her fist. â€Å"That's just un-fucking-professional!† Nate thought about how the praying mantis female will sometimes bite off the male's head during copulation and how the male's body continues to mate until the act is finished. â€Å"Sorry,† he said. She rolled off him and stared up at dim strips of green luminescence on the ceiling. â€Å"It's okay. I didn't mean to bite your head off.† â€Å"Pardon?† â€Å"Yes, we're probably doomed. We're doomed for the same reason that I look the way I do, that most of the Goos look much younger than we really are. Turn a gene on, you age; turn it off, you don't. I've even seen some people down here who seem to get younger. Flip a switch, pancreatic cancer at age twenty-two; flip another, you can smoke four packs a day and live to be a hundred. If the Goo thinks that the human race is a danger to it, it just has to flip a switch, pick a gene, make a virus, and the human race would blink out. I hadn't really thought about it as a threat before. My whole life I've worked for the Goo. Service, you know? It takes care of us. It's the source.† He didn't know what to say. Did he need to actually take the Colonel's request for help seriously? Did he need to help find a way to kill this amazing creature in order to save his own species? â€Å"Amy, I don't know what to do. Two days ago I just wanted to get out of here. Now? The Colonel and you both said I was lucky to be alive. Has the Goo killed people who were close to finding out about it?† â€Å"Honestly, I don't know. I've never seen it or heard of it happening, but I – we – each just do our own part down here. We don't ask a lot of questions. Not because we're told not to or anything – it's just that you can live a long time without asking yourself big questions when your needs are looked after.† For the first time Nate could see the experience of years in Amy's face, marked not by wrinkles but by a shadow in her eyes. â€Å"I'm asking,† he said. â€Å"Do I think the Goo is ethically capable of killing the human race?† â€Å"I guess.† â€Å"I don't even know if the Goo has ethics, Nate. According to the Colonel, it's just a vehicle for genes and we're just vehicles for memes and nature says that a head-on collision is inevitable. What if it's not? This battle has supposedly gone on for millions of years, and now the Colonel wants to force an endgame? What I do know is that you've got to talk him out of trying to kill it.† â€Å"But he's your leader.† â€Å"Yeah, but he didn't tell any of us about this. I think he's doubting his own judgment. So am I.† â€Å"But you said that it could kill everyone on the planet at the flick of a switch.† â€Å"Yeah.† She rolled over and propped herself up on her elbow. â€Å"You hungry? I'm hungry.† â€Å"I could eat.†

Research Scientific Method and Social Care - 1464 Words

Assignment front sheet Qualification Unit number and title BTEC L3 : Health and social care Year 1 Unit 22: Research Methodology for Health and Social Care Learner name Assessor name Nadia Anderson, Shauna Silvera Date issued Deadline Submitted on September 2013 (Individual issue dates set throughout the year) July 2014 (Individual deadline dates set throughout the year) Assignment title Research Methodology for Health and Social Care In this assessment you will have opportunities to provide evidence against the following criteria. Indicate the page numbers where the evidence can be found. Criteria reference To achieve the criteria the evidence must show that the learner is able to: Task no. Evidence P1 Explain the function†¦show more content†¦(D1) This provides evidence for P3, D1 Task 3 To plan your research project (P4) complete the project proposal form (include a consent form) This provides evidence P4 Task 4 Carry out the planned research project (P5) Report findings and conclusions from the research project (remember to include your action plan given to you at the beginning of the course) (P6) Justify the research methodologies chosen for the project (M2) Assess strengths and weaknesses of the research project in meeting the aims or hypothesis (M3) Assess findings of the research project in relation to the original hypothesis (M4) Evaluate how the research project could have been improved (D2) This provides evidence for P5, P6, M2, M3, M4, D2 Evidence checklist [tick boxes] Task 1: Written assignment/Presentation Task 2: Grid (or word document) Task 3: Project proposal form (and consent form) Task 4: Research project/Report (and action plan-record of process) Sources of information Textbooks Bell J – Doing Your Research Project – A guide for first time researchers inShow MoreRelatedHealth And Social Care Research1505 Words   |  7 PagesIn health and social care research tends to accept the methods of social science research because the projects often involve investigating people’s feelings, observations and attitudes, which do not lend themselves to investigation by scientific methodology. 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Bilingual Development A Perspective From First Language...

Starting Article Summary The starting point article I chose to focus on for this comparison was ‘The Debate on Maturational Constraints in Bilingual Development: A Perspective from First-Language Attrition’ by Monika S. Schmid. In her study and subsequent article, she wanted to see if there was a correlation between Second Language Learners (and their age of acquisition) and Native Fluency - in detail, whether or not they have a maturational constraint in reaching native fluency in grammar, morphology, and the like.The study compared 20 (German L1) long-term users of their second language (English), 20 advanced immersed second language users (German L2, English L1), and 20 monolingual, native German speaking controls. The bilingual†¦show more content†¦Summary of Second Article The second article I chose to use for this paper was ‘Phonological Similarity Judgements in ASL: Evidence for Maturational Constraints on Phonetic Perception in Sign.’. It was published in Sign Language Linguistics, Volume 15, Issue 1 in 2012. The study and article was completed by Matthew L. Hall, Victor S. Ferreira, and Rachel L. Mayberry. The purpose of this study and its subsequent article was to look at phonological processing in sign language and how the Age of Acquisition affects said processing. They looked at previous studies done on how signers (of American Sign Language) overdiscriminate - overdiscrimination is the ability to realise differences between two tokens drawn from the same side of the category boundary - and found that the amount they overdiscriminate depends on their Age of Acquisition.These studies also found that native signers were less sensitive to ‘within-category variation’ and that non-native signers and non-signing participant s (now referred to as naive participants) tended to make more within-category discriminations. These results shows that an earlier Age of Acquisition is linked to the learning of phonetic categories in sign phonology - something similar to phonetic learning in early spoken language acquisition. This in turn affects sign recognition and shows that non-native signers and naive participants usually tend to lean the same way

The Lord s Will Help Shaping The Worldview Of Christian...

Sir Francis Bacon once wrote: â€Å"There are two books laid before us to study, to prevent our falling into error; first, the volume of the Scriptures, which reveal the will of God; then the volume of the Creatures, which express His power† (qtd. in H. M. Morris 22). Indeed, the Bible reveals to man the answers to the questions in life, especially regarding the important ones that shape a person’s worldview. Within the Scriptures, notably in Genesis, one can find the explanation concerning the natural world, human identity, human relationships, and civilization. Chapter 1 to 11 of the Genesis described the way God created the world, and through these chapters we learn about His’s plan for mankind (New International Version Bible). Furthermore,†¦show more content†¦Light and darkness are two sides of all creations, as it both exists each creature, symbolize goodness and evil. Water and air are crucial elements for life, as three fourth of the human body composed of water, and oxygen aids in the metabolism the living beings, including animals, plants, and human. God created the sun and the moon to govern the light, but He also created the star. At first, it can be thought as peculiar since the star do not holds any special quality in showing the light on the earth. However, within the galaxy, the earth is placed in a special position that enable us to discover the wonderful beauty of the universe (A Special Place in the Universe). It can be interpreted that God had placed us there and created the stars to urge man to learn and explore and satisfy the thirst for knowledge. Undoubtedly, the world as we see it was not created by chance according to the popular science. Evolutionists and Big Bang theorists believe that after billions and billions of years, after a sequences of trials and error, the universe was created and man had evolved from the non-living through random chances. While it remains one of the prominent view since Darwin first published his book The Origin of Species, it failed to explain how all the fundamentals of life, from the smallest molecular to the largest planet, are finely tuned with one another, that the missing of even one component means non-existence. Hence, life did not happen by

Successful Intervention of any Organization in The Competitive Market

Question: Discuss about the Successful Intervention of any Organization in The Competitive Market. Answer: Introduction The study seeks a deep insight to underpin the necessities of successful managers across the various levels of management. Critical evaluation of organic and mechanistic structure would outline the successful intervention of managerial practice in various organizations. The particular topic would also emphasize on the management styles and implementation of strategic management process in organizations. Why do we need managers? What are the different levels of managers and explain how they differ? Management is required for facilitating a coordinated effort towards the accomplishment of organizational goals. Good managers take active participation in injecting motivation, creativity, discipline and enthusiasm amongst the employees for ensuring long-term sustenance and productivity of the organization (Nepali et al. 2014). An effective management for the organization imparts a sense of direction amongst the employees. The following points figure out the necessity of an efficient manager in an organization: The managers of the organization seeks a deep insight to ensure a sense of security and openness amongst the employees An effective management is necessary for ensuring a better coordination amongst the various departments in an organization Successful managers enhances the profit margin of the organization Efficient management systems always leads to a peaceful and positive ambience at the work place Employees tends to be loyal and accomplish their tasks within a stipulated time duration due to the presence of an effective management in organizations Managers carry out various integral roles for the organization such as planning, staffing, leading, organizing, controlling and time management The various levels of management refer to a line of demarcation amongst various managerial positions in an organization. The various levels of management underpins a chain of commands, level of authority and the working status held by managers in different positions. The various levels of management sub divide itself under three categories: Top level of management, Middle level of management and low level of management Figure: Various Levels of Management Source: The top management refers to the highest hierarchy in an organization and usually comprises of the board of directors chief executive and the managing director. The top management usually looks after the administrative section of the organization. In contrast to the administrative section, the middle level of management usually refers to the executive level of management comprising of the branch and departmental managers (Hill, Jones and Schilling 2014). The low level of management belongs to the operative and supervisory level of managements consisting of the section officers, superintendent, supervisors etc. The differences of responsibilities amongst the three levels of management are as follows: Top Management Level Middle Management Level Low Management Level Determination of objectives, policies, procedures and planning of the organization Execution of the organizational policies and procedures upon the direction and guidance of the top management Taking up the responsibility of allocating jobs and tasks to the workers Appointing the executive or the middle level such as branch managers, supervisors etc Making effective plans for the sub-unit of the organization Image builders of th organization and converses the complaints, queries and appeals of the workers across all forms of management Active participation in controlling and coordinating activities of various departments Participating in employment and training of lower level management Providing training to the workers and maintaining discipline in the organization Guiding, directing and preparing strategic planning Evaluating the performance of low level managers and boosting confidence in them for enhancing their performance Takes active participation in guiding the subordinates and fulfilling the grievances of the workers Involvement in preparing budget, procedures schedules etc Sending valuable report and important data to the top level of management Preparing periodical reports about the performance of the workers Comparing and contrasting organic and mechanistic organizational structures with examples The organic structure usually states the nature of framework than an organization utilizes to demonstrate amongst power, authorities, roles, responsibilities and the way in which information flows across the various forms of management. In contrast, Mechanistic structure states that an organizational structure is in alignment with a formal and centralized network of operations. The mechanistic structure is also known as bureaucratic structure. The mechanistic structure is ideal for those organizations that operate within a stable and certain environment (Schmidt, Deem and Davis 2014). Therefore, there are lesser chances of change in this form of management and so is relatively easier to maintain. In contrast, organic structure allows an organization to be flexible in nature and adjust to the uncertainties and challenges arising in the external and internal environment. An organization with a suitable organic structure would take active participation in implementing practical operation procedures and decision-making abilities for achieving the objective oriented outcomes in a successful manner. In case of a mechanistic structure, most portions of the functional entities are not dependent on each other. For example, the governmental organizations and the health care institutes of UK usually follows a mechanistic structure where the top level managers take majority of the decisions and it also lacks involvement of multiparty (Bergh et al. 2014). The IT companies in UK are the best examples of organic structure where the employees take active participation in enhancing their problem-solving abilities and producing new products. Mechanistic Organic Individual Specialization: Employees tend to work separately and have specializations in a particular department Joint Specialization: Employees work with a collaborative approach and coordinate their job responsibilities amongst each other Simple Integrated Mechanism: The authority of the hierarchies are well described Complicated Integrated Mechanism: Task forces and teams are primary integrating mechanisms Centralization : The communication style is vertical by nature and the decision making process is kept as high as possible Decentralization: The communication style is lateral by nature and the authorities to controlling tasks is delegated Standardization : Extensive usage prepared of rules and standard operating procedures Mutual Understanding: The nature of the work procedure is unpredictable by nature and probes for face-to- face contact with a coordinative approach It usually practises written form of communication It usually practises verbal form of communication Exhibits an informal status in organization based on the size of the empire Also exhibits an informal status but based on perceived brilliance It states that organization is a network of positions where each individual handles a particular job responsibility It states that organization is a network of persons or teams where individuals handle various types of job responsibilities depending on situations Evaluate the characteristics of transformational leaders. Are transformational leaders more effective than transactional leaders? Figure: Characteristics of Transformational Leadership (Source: Avolio and Yammarino 2013) Transformational leadership style is one of the most practised methods in successful organizations Transformational leadership style emphasizes on team building, motivation and collaboration at variant levels of an organization. The leaders always probes for improvement of the organizational culture and management. The transformational leaders take active participation in setting goals and incentives for the employees in order to enhance their performance (Zhu et al. 2013). Inclusion of opportunities for personal and professional development motivates the employees in a positive manner. Transformational and Transactional leadership styles are polar opposites when it comes to underpinning the theories of management and motivation. In terms of successful business enterprises, transformational leaders are much more effective than the transactional leaders. A transactional leader could be a blessing in disguise for an employee who is a performer and a nightmare for the ones who is struggling to churn productive outputs for the organization (Schuh et al. 2014). This is because transactional leaders rewards or punishes the motivating followers. However, a transformational leader always motivates and inspires an employee irrespective of success or failure (Noruzy et al. 2013). Transactional leaders could be biased in nature due to personal connections with the employees, thus raising higher chances of discrimination and partiality. Transformational leadership usually emphasizes on values, ideals, morals and requirements of the individuals. Transactional leaders are usually reactive by nature, which could sometimes affect the organizational progress on certain occasions. In contrast, transformational leadership are proactive by nature and has better capability of handling complex situations. Transactional leaders are ideal for a working environment that is in the best of its shape (Herrmann and Nadkarni 2014). When exposed to a complex scenario, they may look vulnerable. Likewise, transformational leaders are identical for handling complex situations or implementing radical changes in the existing organizational culture. The most important section where transactional leaders fail to surpass transformational leaders is that they are concerned with the maintenance of normal flow of information. Transformational leaders are responsible for taking the performance and success of the organization to the next level. Up on differentiation of the two styles of leadership, it can be clearly stated that transformational leaders are more successful than the transactional leaders for successful intervention of the organization in the competitive market. Identify and explain the strategic management process needed to develop the strategies of the organization The strategic management process is a philosophical approach to business that allows the organization to gain supremacy in the competitive market. The higher management thinks in a strategic manner before applying the thought into a particular process. Business enterprises seek a deep insight on the following strategic implementation stages for developing successful strategies of an organization. Goal Setting The primary intention of goal setting is to recognize the vision of the business. On an early stage, the management seeks a deep insight in identifying the short and long-term objectives for the organization. Upon identification of the objectives, the management identifies the process of accomplishing the objectives (Proctor, T., 2014). The processing of the task states the final stage of the goal setting process. On needs to keep in mind that the goals needs to be realistic and aligns with the values of the vision for achieving objective oriented outcomes. Analysis Gathering of accurate and relevant information is clinical to success for the organization. The management seeks a deep insight to understand the requirements of the business as a sustainable entity, strategic initiatives directions and the initiatives required for the development of the business. The management must conduct SWOT, PESTLE and Stakeholder analysis for identifying the opportunities and constraints for the organization. Strategy Formulation The main step involved in forming a strategy is to review the information gathered from the data analysis. The management shall be sure about the existence of the resources that could assist the organization in achieving the objective oriented outcomes (Kacperczyk, Nieuwerburgh and Veldkamp 2014). The organization must identify the requirement for any external resources. The management must have alternatives approaches for the execution of each plan. Strategy Implementation This is the stage where management performs actions for successful intervention of the strategic management process. If the overall strategies fail to impress, then a new strategy shall be implemented at an earliest stage. The employees of the organization should be aware about their responsibilities before executing the plan Evaluation and Control The strategic evaluation comprise of review about performance measurements, deep insight on the external and internal issues and taking preventive actions where required. Successful evaluation plans starts by identifying the parameters that needs to be measured. The management must recognize the progress by measuring the actual results in contrast to the plan. Monitoring of external and internal environment of the organization would also allow the management to react on any substantial changes in the business environment. Conclusion On the contrary, it concludes that, successful managers are identical for successful intervention of any organization in the competitive market. The implementation of organic and mechanistic structure would outline the various implementations in various business environments. The transformational leadership style is perhaps the best leadership approach for business organizations. The application of strategic management helps the organization to secure a safe position in the competitive market. Reference list Avolio, B.J. and Yammarino, F.J. eds., 2013Transformational and charismatic leadership: The road ahead Emerald Group Publishing Bergh, D.D., Connelly, B.L., Ketchen, D.J. and Shannon, L.M., 2014. Signalling theory and equilibrium in strategic management research: An assessment and a research agendaJournal of Management Studies,51(8), pp.1334-1360 Herrmann, P. and Nadkarni, S., 2014. Managing strategic change: The duality of CEO personalityStrategic management journal,35(9), pp.1318-1342 Hill, C., Jones, G. and Schilling, M., 2014Strategic management: theory: an integrated approach Cengage Learning. Kacperczyk, M., Nieuwerburgh, S.V. and Veldkamp, L., 2014. Timeà ¢Ã¢â€š ¬Ã‚ Varying Fund Manager SkillThe Journal of Finance,69(4), pp.1455-1484 Nepali, K., Sharma, S., Sharma, M., Bedi, P.M.S. and Dhar, K.L., 2014 Rational approaches, design strategies, structure activity relationship and mechanistic insights for anticancer hybridsEuropean journal of medicinal chemistry,77, pp.422-487 Noruzy, A., Dalfard, V.M., Azhdari, B., Nazari-Shirkouhi, S. and Rezazadeh, A., 2013 Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: an empirical investigation of manufacturing firmsThe International Journal of Advanced Manufacturing Technology, 64(5-8), pp.1073-1085. Proctor, T., 2014Creative problem solving for managers: developing skills for decision-making and innovation. Rout ledge. Schmidt, J.E., Deem, M.W. and Davis, M.E., 2014. Synthesis of a Specified, Silica Molecular Sieve by Using Computationally Predicted Organic Structureà ¢Ã¢â€š ¬Ã‚ Directing Agents.Angewandte Chemie126(32), pp.8512-8514 Schuh, S.C., Bark, A.S.H., Van Quaquebeke, N., Hossiep, R., Frieg, P. and Van Dick, R., 2014 Gender differences in leadership role occupancy: The mediating role of power motivationJournal of Business Ethics,120(3), pp.363-379 Zhu, W., Newman, A., Miao, Q. and Hooke, A., 2013 Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?.The Leadership Quarterly,24(1), pp.94-105