Developing Critical Thinking Essay - 1135 Words

A person is not born as a good critical thinker. The first thing that is needed is a level of maturity having the ability to conceptualize and understand the world (Boss, 2010). The skills that are associated with a person that has good critical thinking are: Analytical Skills: recognize and evaluate arguments to filter through to the truth. Effective Communication: ability to listen, speak, and write effectively. Research Skills: ability to gather, evaluate, and create supporting evidence. (Boss, 2010) In teaching critical thinking, Dr. Chan and Dr. Lau (n.d.) explain good critical thinking, â€Å"as the foundation of science and a liberal democratic society. Science requires the critical use of reason in experimentation and theory†¦show more content†¦A person will be prejudiced to certain opinions without exploring all sides of an issue. People create barriers that stop the gathering of information and analyzing that are key to being a critical thinker. A few of the resistances that foster narrow-mindedness are denial, the refusal to believe something despite overwhelming evidence, avoidance, not seeking out opposing views but staying with only those that agree with your position on an issue, and ignorance, not seeking out information that is available(Boss, 2010). The two resistances that I have used are avoidance and conformity. These two go hand in hand with me that I will often seek out those that agree with my thoughts and avoid those that do not see things the way I do. At times, I will be with those that I do not agree with and those times instead of having a conversation, I will go with conformity to fit in at those times. Adjusting my thinking to overcome these will first require me to seek out and listen to both sides of the issues. Having the knowledge that is not based on biased opinions will help make a foundation that will increase my confidence in what I think and allow me to speak intelligently on the issue. The concept of a person that can understand and control their emotions is said to be emotional intelligent. From Boss (2010) emotional intelligence is â€Å"the ability to perceive accurately, appraise and express emotion.† Influences to ourShow MoreRelatedSocial Medi Developing Critical Thinking886 Words   |  4 PagesOne of the ideas associated with lifelong learning is â€Å"developing critical thinking.† This is something I must work on in my day to day life. Not just for my career but I think critical thinking is a key characteristic that enables us to be interesting. From critical thinking comes solid questions with exciting answers. One of the areas in my career I’m making a strong push to expand and improve is networking. So when presented the opportunity to take the networking seminar I did. 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Without one, you cannot have the other. With the use of critical thinking and reflection this thought process allows us to analyse, assess, evaluate, learn and develop arguments. However this can have a t wofold affect in the learning process. The learning process means taking many aspects and perspectives into account to establish an argument. Critical thinking draws on questions such as:

The impacts of glass cockpits on pilot performance Free Essays

string(44) " of this study consisted of 5 interviewees\." 1 Introduction This study aims to assess the impacts of glass cockpits on pilot performance as perceived by respondents drawn from pilots currently flying these aircraft. The objective of this study include the identification of: i) pilot’s perceptions regarding the effect of glass cockpits on their performance; ii) the safety aspects derived from these perceptions; iii) the effect of pilot performance on aircraft safety; iv) the human factors affected by glass cockpits; v) the migration by airlines and manufacturers to glass cockpits; and vi) the human performance perspective of the advantages and disadvantages of the use of glass cockpits. Chapters one and two introduced existing literature and previous research undertaken in relation to the impact of glass cockpits on pilot performance with a particular focus on the aforementioned objectives. We will write a custom essay sample on The impacts of glass cockpits on pilot performance or any similar topic only for you Order Now This methodology chapter explains each stage of the research, data collection and analysis undertaken in conducting the research. 2 Qualitative Research When undertaking research, there are two main research possibilities – quantitative and qualitative. Louis (1981) describes them as both excellent ways of tackling research effectively. He distinguishes between the two by naming quantitative as â€Å"inquiry from the outside† and qualitative as â€Å"inquiry from the inside†. By this, Louis is referring to the researcher’s involvement and immersion within the data collection – the â€Å"inside† approach involves the researcher more, often leaving a potential hazard of bias. Whereas the â€Å"outside† approach enables the researcher to isolate the phenomenon of bias because of the lack of feedback associated with quantitative research. Qualitative research is often used as â€Å"a form of systematic empirical inquiry into meaning† (Shank, 2002, p. 5) – it is useful for those wishing to complete research in a methodical, ordered and planned way. Authors (Bryman et al 1988; Punch, 1998; Maykut and Morehouse, 1994) all describe qualitative research as a valued method of collecting a bettered, in-depth range of data. However, with the advantage of enriched data comes the disadvantage of researcher bias. As qualitative research was chosen, the researcher had to identify and accept that certain areas of the data collection would be open to bias, either value or objective (Hussey and Hussey, 1997). Referring to Johnson (1994), â€Å"the selection of the research method is a crucial element in the planning of an investigation† (p.174). Johnson also suggests that using a variety of research methods is beneficial to gaining an adequate understanding of the objective results – as suggested in my research proposal. However, it became evident that my access to the great number of â€Å"glass-cockpit-flying pilots† needed to complete questionnaires successfully was limited. It was therefore decided that the best course of action was to select a qualitative approach, and to interview the pilots that met the selection criteria highlighted in the â€Å"Research Approach† section of this methodology. 3.Semi-structured Interviews Kumar (2011) defines an interview as â€Å"any person-to-person interaction, either face to face or otherwise, between two or more individuals with a specific purpose in mind†. Reasons for employing an interview to collect data a numerous. Depending on the topic discussed, it is possible to obtain in-depth information by probing; an interviewer can often add to data collected not only by verbal means, but also by non-verbal reactions displayed by the interviewee; and, because the interviewer can alter the order / wordings of the questions, it is less likely that the interviewee can misunderstand the question. The author chose to utilise a semi-structured type interview as a hybrid of the two extremes – unstructured and structured – as this would give the ‘best of both worlds’. Although a structured interview would i) establish a good base for the interviewee to explain exactly what the author felt was needed, ii) provide uniform information, in the form of the comparability of the data collected and iii) enable the interviewer to collect the data without having the necessary interview skills for an unstructured interview, this method was discarded as it was nearly impossible for the interviewer to probe new ideas formulated by the answers of the interviewee. For many of these reasons, also, the unstructured interview was, too, rejected. Referring to point iii), this existed as the main reason to not chose the unstructured type interview as this was the author’s first attempt at an academic interview. Thus a semi-structured, or hybrid data collection mod el was developed: an element of flexibility was permitted to enable interviewees to include relevant information pertinent to the topic in discussion (Patton, 1990; Bernard, 1988). In this respect, the researcher would include an interview guide – as found in a structured interview. However, this was, as said, a guide: the interviewer and the interviewee were able to establish and discuss any points that came up in conversation, some of which were new to the interviewer or perhaps the interviewee. A predominately qualitative research approach was used throughout this study. In this respect, interviews were used as the data collection tool through which the current pilot perceptions of glass cockpits were identified. This method was selected because: It allowed flexibility to follow unexpected ideas during research and explore processes effectively; It gave sensitivity to contextual factors; Also, the ability to study symbolic dimensions and social meaning; increased opportunities: o to develop empirically supported new ideas and theories; o for in-depth and longitudinal explorations of leadership phenomena; and o for more relevance and interest for practitioners. -Bryman et al, 1988 Although it is arguable that a questionnaire would have suited this type of study, there were certain concerns with finding the multiple pilots needed to complete the surveys – particularly given the high security status post September 11th. 4 Research Sample Consideration into finding the most applicable people for inclusion in this study was needed to ensure that the author chooses the candidates with the required information to achieve the objectives set for the study (Kumar, 2011). This strategy is useful to assess the pilot perceptions of glass-cockpits as, although much researcher has been conducted into glass cockpits, very little has been done into the perceptions of pilots regarding them. The population of this study consisted of 5 interviewees. You read "The impacts of glass cockpits on pilot performance" in category "Essay examples" Purposive sampling was used to identify the particular pilots needed for interview, the selection criteria included: Have flown a glass cockpit within the previous 6 months Have flown an analogue cockpits previously Willing to participate in the interview 4.1 Rationale for selection criteria Firstly, by defining â€Å"previous 6 months† as recent, then we are able to understand that the interviewee must have recent experience in order to acknowledge the disadvantages and advantages of glass cockpits as experienced by them – the longer it has been since the stimuli, the less effects the subject will retain in memory. The rationale for selecting the second criterion was simple: although this study is an exploritive study into glass cockpits, the interviewees must have experience with the older fashioned analogue type cockpits in order to have a valuable opinion regarding their own perceptions. The final criteria suggests that every pilot’s participation is critical to this study – since the research involved potentially lengthy interviews, every interviewee would need to be willing to take the time to discuss the topic at hand (Chaffee, 1995). Advantages of performing interviews with an acquaintance are well documented by authors. Roger (1988) implies that ‘social norms’ constrain strangers from interacting in a natural way and Coates (1996) adds that the presence of recording equipment, and people’s perceptions to it, is less obvious when dealing with a friend or group of friends – ultimately, by interviewing pilots whom were personally known the the researcher, it is possible to allow the interviewee to become more relaxed and less inclined to shy away from sensitive questions. After designing an interview, but before putting it into practice, there was a chance to try out my interview on a potential subject. This pilot study was a opportunity to develop the interview so that, in future interviews, any problems would be ironed out and questions could be arranged in an order that would suit a naturally flowing conversation. Hundley (2001) suggests that performing multiple pilot studies is advantageous to the researcher, however, due to time constraints only one pilot interview could be undertaken before it was necessary to move onto the actual interviews. That pilot study changed the order of questions within the interview, as well as a few question wordings to make it more logical and easier for the interviewees to understand. 4.2 Administration of the Research When beginning the interview stage of the project, a way of recording the conversations was necessary – this came in the form of a Dictaphone. This made the process of analysing results much simpler than having to take notes and understand them later. Of course, the participants were given full authority on whether or not they wanted the interview recorded – obviously it was competently explained to them that the interview was completely confidential via an interview confidentiality letter (appendix B). Where possible, the interviewees were given the questions via email (appendix C). The author decided to do this in the hopes that the interviewees would provide more concise and clearer answers. Arranging meetings with pilots was, at first thought, something of a given. However, the pilots whom the author thought were once suitable for interview declared that they had no prior, or very limited, experience with glass cockpits. It was up to me to find suitable alternatives. Luckily, the pilots who had no experience were able to refer me to their friends and colleagues who did have experience with glass cockpits – the author was able to arrange contact with them via email and telephone. Bennett (1994) discusses the options to improve the chances of the potential interviewees responding to my emails and calls. He states that, by explaining the following points, the interviewee will be more inclined to respond accordingly: Imparting the conviction that the investigation is a worthwhile piece of work and the investigator a competent person to carry it out; Explaining why the investigation seeks the co-operation of the persons or institutions being approached; Indicating the use to be made of the eventual research material. – Bennett (1994, p.174) 4.3Research Setting Interviews were planned to take place face to face, at a place convenient to both the interviewer and the interviewee. A suitable quiet environment was to be used, in most cases this was arranged in advance – but some were very short notice so the choice of location was somewhat improvised. This is for the interviews that had taken place in person, but as discussed earlier email interviews had been arranged. Due to the nature of email, there was no way of enforcing the setting – so it was left up to the interviewee to chose a suitable place to respond. I was the interviewer in all bar the two email interviews, it was therefore my duty to maintain the correct track throughout as well as to ensure the interviewee’s were giving suitable responses to questions. Two of my potential interviewees had requested, due to time-zone differences, that they complete the interview via email – I was more than obliged to do so, so the interviews were sent to them along with appendix B (interview confidentiality letter). Unfortunately, there was no possible way of administrating the email respondents – other than reading through their answers and responding to them with any queries. Each face to face interview lasted between 10 and 20 minutes and were conducted between February and March 2011. The email interviews were between 1000 and 1500 word long and were sent out during the beginning days of March for a expectant reply by the end of March. Other than the emails, no names were used during the interviews – this left the researcher an option to code the names for the data analysis: Email interview 1, Interview 1 etc†¦ It was essential for the researcher to transcribe the interviews as soon as practicably possible as too not forget any non-verbal communications made, as discussed earlier. It is also for this reason that the researcher did not complete any more than one interview per day, or per transcribe. i.e. the researcher would only move onto another interview when the previous one was transcribed completely.To avoid recall error as defined by Kumar (2011): â€Å"error that can be introduced in a response because of a respondent’s inability to recall correctly its various aspects when replying† when possible, and if time permitted, interviewees were given the opportunity to examine the interview transcripts for conformation and approval. 5. Research Analysis Kumar’s(2011) four step research analysis was adopted to efficiently summarise and analyse the data collected. The steps were identification of the main themes; assignment of codes for the main themes; responses to the main themes and; integration of themes and responses into the text. The first step involved carefully reading through the interviews collected by each interviewee, understanding the meaning that they communicate (the use of language to express themselves) and categorising the discovered ‘broad’ themes. The second step uses coding to identify the amount of times, or how frequently, a certain phrase or wording has occurred and pursuing the more specific themes from these. Step 3 analyses the interview scripts collected and assigns certain responses and phrases under the themes chosen in step 2. Finally, the fourth step uses the responses that fall within different themes collected in step 3 and integrates them into the text of the dissertation. Blaxter et al (2006) suggested that most research could be affected by opinions, beliefs and motivations of those involved – it was essential for the undergoing researcher to remember this throughout this study because it had the possibility to bias results by means of altering the questions asked to accommodate preconceptions known by the researcher. 6. Concluding Points To summarise, this chapter has covered the beneficial aspects and disadvantages of qualitative research, semi-structured interviews and data analysis; how purposive sampling was engaged as a way of implementing assurance that interviewee’s could offer their perceptions of glass cockpits; and the various limitations imposed onto the researcher, interviewees and ultimately, the study itself. How to cite The impacts of glass cockpits on pilot performance, Essay examples

Strategic Management Case Study

Introduction In this case, strategic capabilities and strategic issues are discussed within the company HM policies for building the sustainable competitive advantages and business attainment. The company HM is a leading retail chain in the apparel and fashion market segment as the company has adopted some unique strategic disciplines and frameworks (Johnson et al., 2014). The company has created a sustainable and affordable business model with the price attenuation with respect to the competitors. But the competition is increasing and thus the competitive advantages are also needed to be upgraded with the strategic capabilities. In this case, the various functions and models of the strategic framework is discussed and stated about the HM Company for understanding their various approach and endeavours (HM. 2014). Critical strategic issues in HM From the case study, the various aspects of the HM business can be seen and it is also established about the companys business models and business framework. The company may be intrigued with various issues amid the business like maintaining the reliable and value network with the suppliers and the manufacturers who are being appointed for the outsourced products in the Southeast and African continents (Butcher, 2009). The major suppliers in that region are consolidated with the increasing the competitors and the demand for resources for the fashion and apparel market. There are also issues regarding the strategic policies which are questioned by the stakeholders about the environmental sustainable strategic capability and decisions taken for the company HM. The strategic compatibility with the business process may also help to establish the future sustainable business environment and this is also a strategic issue for the company HM (Johnson et al., 2014). Strategic position of HM with strategic drivers The strategic position of the HM with the help of strategic drivers can be examined with the PESTEL analysis and Portes five force model. The PESTEL analysis id done for the Asian and new developing economy in which the company has great potential in the future (Arora et al., 2004). The PESTEL analysis is based on different external factors within the selected region and these features consist of political, economical, social, technological and legal frameworks. In the south Asian and developing countries, the political factors are very important as the political frameworks or policies may sometimes depict the way or interpretation of the business to be done in that region. Like in China, the manufacturing and marketing units are to be well developed and established within the country, as well as the social media usage will be also different from the other countries (HM. 2014). The economic reservation and the policies are very important as the current recession and the economic turmoil has affected the apparel and fashion industry also. The price and the costing of the products will also help to retain the loyal and satisfied customer within the vicinity. Social factors are very important for the customers as fashion is based on the social and cultural aspect and the fashion is changed with the different geographical region and time (Butcher, 2009). HM successfully tried to bind the different social and cultural aspects with the demand of t he consumers an affordable price. The technological features are also important as the company also incorporated technological advancements like IT and MIS within the systems to understand and upgrade them for the employee and consumer satisfaction. The legal aspects are also important as the legal policies with employability and the taxation helps to understand the business models within the company HM (Barratt, 2004). The value network of HM In the south Asian countries, the value chain network is well established and thus the company HM may also consider those areas as their production and resources centres. The company has 50 research and development units throughout the globe who are aligned the supply chain dealers for confronting the right time and right attainment of the business (Butcher, 2009). There are many dealers and resources situated within the region and the company is definitely with god terms and great distribution and operational frameworks which are helpful for the business requirements. Strategic capability of HM and stakeholder analysis The stakeholders and the people who are concerned with the business processes of the HM are also analysed by the strategic frameworks within the apparel market. The market forces and the competitor analysis will help the company HM to understand the definite way or process for the same (HM. 2014). The five forces model is established as there are many competitors within the fashion and apparel market like Zara, Gap, Uniqlo etc. The bargaining power of the supplier is low as there are many suppliers within the market. The bargaining power of the buyers are high as there are many companies present in the market so the companies have to take different pathways to integrate the competitive advantages (Butcher, 2009). The threat of new entry is also high in both domestic and international market and the threat of substitutes are medium as HM offers some unique design and fashionable products but the competitors are also coming up with new products. So the market rivalry is intense and the re are threats from the other competitors for HM. I/O model in strategic view With the strategic view point of resources, the company HM mainly adopted to the input output or I/O strategy. In this scenario, the company HM mainly concentrates on the resources and then the production to control over the output materials. The company HM here is also intrigued with the strategy as it mainly select the dealers or the resources with the best practices but with lesser prices (HM. 2014). The company also dont have any direct manufacturing unit and it manufactures its products from eth Asian and African continental countries for saving the cost and prices. Also the suppliers and the resources who work with the HM are well attended and sustained for understanding and developing the business and business framework. Rare and inimitable strategic capability of HM According to Johnson et al., (2014), in order to outrun the competitors and to develop the sustainable competitive edge, the company HM has also adopted few strategies and polices to understand and implemented within the business framework. The reliable supplier and distribution channel partners are the key competitive advantages within the company HM. The company is expanding in the international regions and there are different companies who are also expanding within the apparel and fashion market (HM. 2014). The tested partnership management is the main source of the competitive advantages in the HMs business operations. Another competitive advantage is the quick integration and implementation of the fashion trends within the products of HM. the company can introduce he fashionable and new apparels within one month from the time of development. The company just not follow the fashion blindly but it also helps to infuse with the new and old attainments within the products. The perfe ct operational and distributional system of the HM helps to maintain the competitive edge in the market (Johnson et al., 2014). The last feature which helps the company to gain the market share and the over expected returns are based on the low price infused products with high quality and high fashion adjustments. Strategic capability and competitive edge The company HM has attained different strategic implementations and processes to intervene with the business operations and competitive edges. The supplier and the retailers of the resources are well nurtured and well apprehended by the company HM. There are different supplier dealer relationship processes which will help to strengthen the bond within the company. The suppliers are also taken within the internal MIS or integrated system to incorporate and develop the lean production concept for the company. As the company is focused with the cost reduction strategy, it has taken few steps to improvise and adopt the strategy perfectly within the business framework. The suppliers can monitor the stocks and they can replenish as per the demand (Johnson et al., 2014). This system is integrated within the other regional stores also so that the unused stocks can be easily transferred to the other stores and thus the warehousing cost and the inventory cost is minimal. The distribution and t he supply chain is also conglomerated and thus the cost savings will be done more with that fine business framework. After the perfectly implemented business framework, the research and development part is also important for the competitive advantages (Barratt, 2004). The company has a central research and development centre which also operate the subdivisions of 50 branches throughout the world. There are 200 designers and 100 developers who work constantly on new fashion and trends. The company is also associated with big celebrities and big events for gaining the experience and the exposure in the fashion market. After recognizing or developing the ideas within the company, the production units are informed quickly and so with the dealers or the suppliers (Johnson et al., 2014). So the products can come out in the market within one month. This helps the company to gain the desired market share and the competitive advantages (Johnson et al., 2014). And the company has a vision of producing low priced products with the highest quality and fashion trends infused. To minimize the cost, there are several steps or frameworks been followed by the company in different aspects like operations, marketing, and supply chain and business strategies. The company HM also have a serious framework for choosing the low cost suppliers and resources (Aastrup et al., 2007). There are 50 subdivisions of the research and development wing which are mainly focused with the product up gradation and these units also find the suppliers and the dealers with the best price and practices. The resource cost is minimized and the products quality is enhanced to attract more consumers with big branding. But the cost is also minimized with the other frameworks like operations and human resources. The operational excellence as the bundled supply chain and the transportation endeavours are also considered by the company HM. This also helps the company to minimize the cost by saving the extra fu nding required for the operations to be completed separately. Apart from this, the company also saves within the store locations and store operations also. HM sometimes rent or liaison the store instead of buying the place. This also helps to consider and recover some opportunity cost for the company (Johnson et al., 2014). So, it is clear that the company has taken various frameworks and processes to minimize the cost and to carry on the business operations with objectives to give the highest quality products with low prices. Strategic position and culture of HM As said in Johnson et al., (2014), the company HM has also considered and involved within the amazing focus on employee involvement within the company. The company has a history of different cultural adaptation and thus the HM has the core organizational culture and leadership style intact within it. The culture and the leadership are based on the thrift, responsibility delegation and perfect decision making within the company. These values are the Spirit of HM and it also triggers different strategic decisions and attainment within the company to adopt the employee retention and job satisfaction (Aastrup et al., 2007). The company HM has adopted the participatory management styles and thus the employees are accepted with experimentation, trial and error learning, initiatives taken for new ideas and fast decision making. The key ingredient in the corporate culture of the HM is done to emphasize on the active encouragement of the basic principles and company values within all levels. Culture and strategic issues in HM The culture as the spirit of the HM helps to understand and evaluate the companys specific needs and endeavours to attain the business goals and objectives. To address the strategic issues, first the human resources are attended within the company (Arora et al., 2004). The people and the employee within the company are highly regarded with experience, loyalty and continuity (Johnson et al., 2014). The growth and encouragement within the employment policies are well established and thus the employees are more attained towards the opportunities for taking on new challenges and developments in different stores, departments or other regions. The company also has adopted the open door policy which helps the employees to get the right for discussion for work related issues with management at any point of time (Johnson et al., 2014). The company emphasizes on the first driven and capable persons for their attitudes and quality. The company tends to recruit the local people also at the time of opening new stores. From the above discussion, it is seen and discussed that the culture and the corporate policies are the integrated and important features within the company HM for accepting the companys objectives and business strategy. The store managers and the people concerned within the HM can accept and allocate the different interpretation of business framework as per the requirements. The people can take the decisions as per the business endeavours and the decisions are supported by the higher management. This helps to consider the allocation of resources and suppliers with the goal of lowest cost attached. The business also grows with the expansion of the new stores in the South Asia and other continents. The independent and decentralised decision making also helps within the allocation of resources and to carry on the store operations more efficiently (Johnson et al., 2014). The stores outlet is also maintained by the employees and they can change the design or showcasing as per the require ment and the consumer demand. It is also taken as the business objective that the increasing competitions and the business pressure from the stakeholders can be adopted and synchronized with the spirit of HM. In that aspect, the value network of the company is also considered to be the most intrinsic and the people can be the main carrier and adaptor to the bushiness objectives with the required changes. The organizational issues are not present as such but the only concern with the lenient management and the open organizational policies are that there are chances to do more mistakes than the open system (Johnson et al., 2014). Though the employee nourishment is done beautifully, the company may not notice the growth as per the expectation. Conclusion HM is a market leader in the fashion and apparel sector. The company has more brand identity and brand value than the other competitors in the same sector. The company has successfully adopted the strategic implementation within the business framework and the core Spirit of the company is the basic value within the culture and the organizational integration. There are different aspects and issues within the market and the regions in which the HM is operating but with the correct and perfect framework, the issues can be resolved easily (Johnson et al., 2014). There are also different values and features attached with the HMs business relevance and competition and from the strategies, the company can accept the frameworks to overcome those and to maintain its market leader path easily.