Literature from or about world war Essay

By comparing the extracts from testament of youth, the ghost road and Binyon’s for the fallen and referring to your wider reading examine how typical in both style and treatment of subject matter these writings are of literature from or about world war one. Timing has a significant effect when war literature is written as does whether the source was a first hand account or a work written from others sources. Laurence Binyon wrote ‘For the Fallen’ in 1914 when war had just broke out and at this time people were joyous and glad of the excitement of war, Binyon reflects this view as he personifies England as a ‘mother for her children’ describing England as a caring character unwillingly sending her children to their deaths for ‘the cause of the free’. This patriotism and duty seen by ‘death august and royal’ were wide spread, and although there were deaths the full extent of the trench warfare horrors had been censored, so was only experienced by those at the front. Binyon himself only visited the front at one point so perhaps did not experience horrors as did other writers such as owen, yet he had more first hand Pat barker’s writing ‘Ghost Road’ in 1999. Despite this Pat Barker and Vera Britain’s biography written n 1933 are able to have a wider perspective on the events and Vera Britain in particular is able to look back in hindsight in a way in which Binyon could not and have time to consider events that passed and analyse them . Ghost road contains horrific, graphic images of ‘dismembered bodies hurtling’ and ‘eyelids eaten away’ which although designed to shock a reader so as they are eager to read more are also researched so are true of events which took place during the war. Barker doesn’t hold back from the extreme physicality of the imagery similar to Sebastian Faulke’s ‘Birdsong’ where horrendous images of ‘only a hole remaining between his shoulders’ are common, Faulke’s also uses loves and sex to link in with the physicality of the war wounds. Britain also uses her emotional relationship with Roland for a stark contrast with the vast sense of loss of the last line. This could be authors having to modernise for present-day readers or the lack of patriotism of today’s society which allows or even needs brutally truthful accounts to entertain the reader. The author’s opinion of the war also needs consideration as Binyon was pro- war and felt the personal experience of honour and duty as many young men of 1914 did. Because of this he will have experienced the excitement at the beginning of war and this reflects in his writing such as the ‘glory that shines upon our tears’. ‘For the Fallen’ also gives a sense of respect and waste for the men who ‘shall not grow old, as we that are left grow old,’ particularly emphasising the youthfulness of the dead. The funeral imagery that is run throughout gives the poem a idea of a funeral for all those lost, missing or presumed dead in battle, so no ennobled soldiers are left unhonoured. Binyon focuses on this lament for the dead, they ‘are marching upon the heavenly plains’ giving the impression those who die for their country are viewed more worthy in god’s eyes. Unlike Pat Barkers description of a ‘severed head’ which could be considered disrespectful toward the dead. Binyon uses euphemisms telling of the young men who now ‘sleep beyond England’s foam’ this attitude towards death is mirrored by Vera Britain as she chooses to believe her fianci ‘drifted unconsciously into death’ so as to relieve herself of the pain and loss of her loved one. Vera invites the reader to have empathy towards her as they know her anticipation is an anticlimax and Roland in the end ‘had died of wounds at a casualty clearing station. ‘ The romantic sense in which she describes him and their ‘love that had arisen so swiftly’ is discredited by the matter of fact way she declares his death adding pathos to the extract. This statement is given as if in shock or simply immune to the pain similar to the immunity soldiers gained towards death at the front, they got to the point where as Hulme described, ‘men walked as on Piccadilly over a dead Belgian’s belly. ‘ This immunity does not stretch to every situation however, Barker talks of ‘a friends death precipitating a total collapse’ and ‘nausea, vomiting, spell of forgetfulness’ as if the war not only affect the men physically but also mentally, their whole being with nothing left untouched. Barker’s character Rivers even sees the war torment Craigloackhart’s sleep giving him endless hypnagogic hallucinations of ‘lips eaten away’. Binyon also shows the war affecting the whole being as he talks of the passion and duty of how the men were ‘staunch to the end against odds uncounted. ‘ This sense of duty is elaborated on in war literature, Barker talks of Craiglockhart ‘behaving with exemplary courage and loyalty. ‘ Sebastian Faulke’s hard metal like character Stephen is willing to die due to love for his men by the end. ‘Testament of Youth’ is written as a biography in prose as is the fictional work of Pat Barker’s ‘Ghost Road’, while ‘For the Fallen’ is a poem written in iambic pentameter form. The Iambic is used to give a rhythmical tone reflecting a procession of the marching men, and is perhaps used to imitate the ‘solemn drums. ‘ The rhythm enables the poem to be read slowly and set a tone of pride and respect, the biblical tones throughout the poem such as ‘flesh of her flesh’ serve to give the poem a more serious theme as those lamenting the dead often need religious support. This is true of agnostic Vera Britain who thanks ‘whatever God might exist’ for Roland but when worry sets in she turns to religion ironically praying ‘whosoever liveth in me shall never die’. Death is the major theme running through all the sources, with ‘Ghost Road’ using horrific adjectives to show how the soldiers were degraded even in death but this death left an impact on the friends and relatives who were left behind such as Craiglockhart. Binyon is also assertive to the dead being remembered with him shortening the last line so forth disrupting the steady pattern and emphasizing last lines such as the imperative ‘we will remember them’, and the very last line having further emphasis with repetition of ‘to the end, to the end, they remain. ‘ Other immortalising imagery such as ‘stars’ give a comfort to the reader which they do not achieve from Ghost Road or Vera Britain as the matter of fact death is left without a sense of the soul being at rest as they do as they ‘march upon the heavenly plain’ in For the Fallen. This shows the views of the authors as Binyon is very pro-war and patriotism for the country whilst Britain and Barker show the extremity of the loss and give an anti-war vision to their work as does Wilfred Owen as he opens with a harsh question of ‘what passing bells for those who die as cattle. ‘ This question probes the reader into asking themselves why the war occurred, and with Owens imagery of ‘stuttering rifles’ and ‘sad shires’ it is tough for a reader to think pro-war. Sibilance is frequent in For the Fallen as ‘stars that are starry’ allows for the poem with its harsh theme of death to be softened having a soothing effect upon the reader. To add to this calming flowing effect fricative sounds are added such as ‘flesh of flesh. ‘ This enables a harmonious sound for the dead who died for a cause which is often why the poem is read at remembrance services to put those who have lost loved ones at peace.

Hospitality Human Resources Management Essay

In organisations today, the scope of human resource management is vast but there are three main functions that human resource management is comprised of – strategies, plans, practices, processes and policies; attract, manage, develop and reward; and contributing to the overall performance of the organisation. Throughout this literature review the different approaches that various authors take when outlining the what activities, tasks and functions contribute to the role of an human resources manager in organisations will be discussed as well as the features that are unique to the industry and affect the role of human resources manager in hospitality. I will also make an executive suggestion as to which human resource approach I feel is the most appropriate for organisations in the hospitality industry from the readings used in this literature review. The main sources that will be referenced in this literature review include Rudman (2010), Armstrong (2006), Baum (2007) and Fà ¡ilte Ireland (2005). Human resource management is an important role within organisations and businesses which focuses closely on both the recruitment and the overall management of employees within organisations and businesses. It is a strategic approach when it comes to managing people in the work place and works to create, as well as reinforce, a work environment that is positive for organisations employees. (Heathfield, 2013). When recruiting new employees, the human resource managers of organisations look for candidates who are highly experienced in the organisations field, possess a wide variety of skills that can be applied within the organisation, and have a positive working attitude and good work ethics which they will apply to the organisation or business. Human resources management is the control of an organisation’s employees; according to Rouse (2011) an organisation’s human resources management department is in charge of creating, implementing and overseeing all policies that ar e to do with the behaviour of the organisation’s employees as well as the organisation’s behaviour towards the employees. Human resources management can be defined in many different ways and everyone  has a different view on what human resources management is comprised of. It is said that up until the 1980’s human resources management was known as personnel management, and making the change from personnel management to human resources management offered organisations a new beginning. It offered organisations new beginnings as human resources management, according to Rudman (2010), is based on three key aspects; commitment and engagement, integration and fit, and flexibility and adaptability. As human resources management can be defined in various ways it is apparent that authors will have different views on what human resources management is as well as what the tasks and activities are that make up the role of a human resources manager in organisations. The roles and functions of a human resources manager are viewed differently by organisations but all organisations do have a human resources function whether they openly recognise it or not. Human resources management uses a human resources system as a means to operate. This human resources systems amalgamates the philosophies, strategies, policies, processes, practices and programmes of human resources management. (Armstrong, 2006). Armstrong’s (2006) human resources management activities model, which was based on Becker and Gehart’s (1996) human resources management model, views the role of the human resources manager in organisations to comprise of ten key components. The ten key components of Armstrong’s (2006) human resources management activities model include organisation, an employment relationship, resourcing, performance management, the development of human resources, reward management, employee relations, health and safety, welfare services as well as employment and human resource services. These ten, supposed, key components of the human resources management activities model can also be matched to a human resources model Armstrong (2006) claims. This human resources model shows that human resources and the structure that an organisation is built on should be managed in a way that harmonises them strategically. It is also said that there is a human resources cycle which is made up of four functions that are generically performed in all organisations. These functions include selection, appraisal, rewards and development according to Armstrong (2006) who believes that the human resources cycle starts with selection, then goes on to appraisal – or  performance management which it is also known as – before splitting off into two sections, rewards and development, before finishing the cycle with performance. This model and matching human resources cycle explain human resources management in a way that appears to cover every aspect of it simply and effectively . Where Armstrong’s (2006) human resources management model talks about there being ten key components of human resources management and are simple, Rudman (2010) goes into more detail when defining the scope of human resources management. Rudman (2010) said that the scope of human resources management is influenced by how big, or small, an organisation is along with other characteristics and it â€Å"†¦covers everything an organisation does to attract, manage, develop and reward†¦Ã¢â‚¬  (p. 8) employees who help the organisation achieve its goals. This scope of human resources management means that Rudman (2010) see the role of a human resources manager as consisting of activities, but he also talks about there being five main elements when it comes to human resources management. The five elements that Rudman (2010) suggests are the core elements that make up human resources management are staffing the organisation, managing people and performance, developing people and performance, rewarding people and performance, and managing employment relations. Staffing the organisation works towards attracting and acquiring any of the human resources that an organisation needs in order to achieve the organisation’s goals while managing employment relations aims to balance both the interests of the employers and their employees so that the organisation can work to achieve their goals. When an organisation manages people and performance it encourages their employee’s contribution and commitment to both the organisation and the organisation’s overall performance while developing people and performance ensures that the organisation’s employees have the necessary skills, knowledge and competencies that are required for the present performance and future performance of the organisation. When organisations reward people and performance it influences the behaviour and performance of the organisation’s employees by encouraging them with future contributions as well as recognising their past achievements. These fiv e core elements make up what Rudman (2010) believes to be the scope of human resources  management. While Rudman (2010) suggests that there are five elements that make up the scope of human resources management, and Armstrong (2006) claims that there are ten key components that comprise to make up his human resources management activities model which has a complementary matching human resources management model; there are many other perspectives when it comes to discussing what makes up the role of a human resources manager. Another perspective is that of Baum (2007) who suggests that there are eight aspects that combine together to make up what the role of a human resources manager involves. Baum’s (2007) views on what human resources management is good practice is adapted from Fà ¡ilte Ireland (2005) model of what good practice in human resources management is. The eight aspects that Baum (2007) and Fà ¡ilte Ireland (2005) suggest are activities that contribute to what a human resources managers role is are flexibility, participation, performance management, recognition, reward, communication, learning and development, and empowerment. A human resources manager needs to be flexible according to Baum (2007) because they need to ensure that the organisation can match their demands with the availability of their staff whilst recognising the employee’s work-life balance also needs to be managed. Performance management is an important aspect of a human resources managers role according to Baum (2007) as carrying out regular staff performance reviews within organisations will ensure that both individual performance and team performance is being delivered to the standard of the organisation leads to rewards and recognition, two aspects that Baum suggests are important. Ensuring that employee’s good efforts are recognised within their peer group and are celebrated will ensure that employees continue working to the same standard so that they can gain either monetary or non-monetary rewards. Learning and development is also important when it comes to the role of a human resources manager as having access to both on-site and off-site courses and learning opportunities for employee’s ensures that employee’s work is up to standard and they are up to date and speed with what they are required to do for the organisation to achieve their goals. Developing, managing and rewarding people and performance appear to be  common, and important, functions of what a human resources manager role consists of according to Baum (2007), Fà ¡ilte Ireland (2005), Rudman (2010) and Armstrong (2006) human resources management activities models. The three models that have been discussed all have similar functions but Armstrong’s (2006) seems to cover every aspect of what I think human resources management entails in a more in-depth way compared to how Rudman (2006) explains it. However, each model is specific and suggest what they see as the most important functions of human resources management and activities of a human resources manager. In the hospitality industry human resources management departments are often considered, and talked about being, a cost center. A cost center is a function in an organisation that does not produce any direct profit but adds to the overall cost of running an organisation. Human resources management is considered a cost center in the hospitality industry as measuring the outcomes of human resources management efforts is not always clear to see and the same goes for the results of managing employees. Many hospitality organisation’s face challenges including the business environment continuously changing rapidly, increasing competition and changing customer demands but the changing technologies of today are making it easier for organisations to share information and replicate competing organisation’s work practices and strategies. (Cho, Woods, Jang & Erdem, 2006). Cho et al (2006) found that human resources management issues and challenges are becoming increasingly important to an organisation’s performance where as Becker & Gerhart (1996) have argued that decisions regarding human resources management influence the overall performance of an organisation because human resources management aims to improve the efficiency of organisations as well as increase the revenue of the organisation. A major issue that human resources managers face in the hospitality industry is employee retention as there is a personnel shortage. There is a decrease in the number of teenagers that are available to work in the hospitality industry as the majority of them are looking for jobs that allow them to work nine to five, Monday through Friday and have the weekends off. However, in the hospitality industry this is never the case and, in the vast majority  of cases, employees are required to work over the weekend. Because of this decrease in availability of teenagers wanting to work in the hospitality industry, Bonn & Forbringer (1992) suggested that human resources managers are going to have to explore and develop new target markets and methods when it comes to both attracting and retaining employees. According to Davidson & Wang (2011) jobs in the hospitality industry are being characterised by the levels of labour turnover being quite high with a fair amount of employees leaving their current hospitality jobs for opportunities in different industries. This high labour turnover means that employees are not happy with the work they are doing but, in some conditions, it can also indicate that employee’s cannot reach the unrealistic expectations of the organisation they are working for. However, some other reasons have been known to be the cause of high labour turnover in the hospitality industry and these include; there being a lack of future career opportunities; the job-scope being dissatisfactory; and conflict between management and employees. Human resources managers are required to think of new ideas that will want people to work for their organisation so that there is a low labour turnover. If an organisation has a low labour turnover this means that their employee’s are satisfied with their jobs, they feel both safe and healthy in their work environment, and their work performance is deemed satisfactory from the employer’s perspective which is very important. Being able to attract and retain employee’s in one of the key components that is part of the activities and functions that comprise the role of a human resources manager. There are several different approaches that can be taken when it comes to human resources management; these include hard or soft, best practice, best fit and strategic. Two different approaches of human resources management are hard or soft. These approaches are opposing views on different human natures and control strategies; hard human resources management can be viewed as the basic functions whereas soft human resources is the advanced functions of human resources management. Soft human resources management is all about the self direction of individuals and in the center of the approach to managing people is trust, self-regulated behaviour and commitment. With soft human resources management employees are treated as  the most significant resources within an organisation and it focuses on the employee’s needs, roles, rewards and motivating them. This makes employee’s the greatest asset within an organisation and they are vital to the success of the organisation. Human resources managers ensure that they select the best candidates, provide them with training and development of a high and appropriate quality and are rewarded in regards to their value to the organisation. Whereas hard human resources management focuses on the strategic objectives of the organisation and human resources is treated like an equal function of production. Hard human resources management aims to minimise the cost of labour and make it flexible and people are often referred to as employee’s with this particular approach to human resources management as it reinforces that employee relations can be because of franchising, outsourcing or subcontracting. Strategic human resources is an approach that has a goal to use people in the most effective way in regards to the organisation’s strategic needs. This approach is designed to aid organisations meet their employee’s needs in the best way possible. It requires human resources managers to not only think and plan ahead different ways for the organisation to meet the needs of their employee’s but also ways for the employee’s to meet the needs of the organisation as well. (Becker & Huselid, 2006). Strategic human resources management is having the ability to plan for the employee’s needs as it helps improve and increase the amount of skillful employee’s whom choose to keep working for an organisation. Becker & Huselid (2006) suggest that improving and increasing this amount will reduce labour turnover costs, and the money that organisations would have to spend on attracting and recruiting new employee’s. The best practice approach to human resources management is based on there supposedly being a set of human resources management practices that are best suited and that using these practices will lead to the organisations overall performance being superior to their competitions. It aims to develop employees, increase their level of commitment to the organisation, with the intended outcome to improve the overall performance of organisations and create a competitive advantage that is sustainable. When it comes to this  approach to human resources management, what may work for one specific organisation may not necessarily be the best practice for another organisation as it may not fit the style of management, strategy, or working performance of that organisation. (Armstrong, 2006). Whereas the best fit approach to human resources management works on emphasising the significance that ensuring the human resources strategies are appropriate for the organisation. Human resources managers a re required to take into account bot the needs of the organisation and its employee’s. With this approach it is up to the organisation to decide what works best for them and what will fit their operational and strategic requirements according to Armstrong (2006). The most suitable approach to human resources management in the hospitality industry in my opinion, based on the findings of this literature review, is the best practice approach. This is because this approach aims to develop employee’s, increase their level of commitment to the organisation, and have an outcome that improves the overall performance of the organisation. When working in the hospitality industry it is important to attract and recruit the people best suited for the organisation and adopting this approach to human resources management it will ensure that the commitment of employee’s is enhanced and improved which, in turn, improves the overall performance of the organisation. There are a range of human resources practices that are significant to organisations when trying to attract and retain employee’s who will constantly deliver service of a high quality. These practices include selection and recruitment, teamwork, retention, training and developme nt, appraisals and rewards, and employee relations and they are all important to the human resources management in the hospitality industry. References Armstrong, M. (2006). A handbook of human resource management practice, 10th ed. London: Kogan Page. Baum, T. (2007). Human resources in tourism: Still waiting for change. Tourism Management, 28(6), 1383-1399. Retrieved from http://www.sciencedirect.com.ezproxy.aut.ac.nz/science/article/pii /S0261517707001033 Becker, B & Gerhart, B. (1996). The impact of human resource management on organisational performance: Progress and prospects. Academy of management journal, 39(4), 779-801. Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: Where do we go from here?. Journal of Management, 32(6), 898-925. doi: 10.1177/0149206306293668 Bonn, M. A., & Forbringer, L. R. (1992). Reducing turnover in the hospitality industry: an overview of recruitment, selection and retention. International Journal of Hospitality Management, 11(1), 47-63. Retrieved from http://www.sciencedirect.com.ezproxy.aut.ac.nz/science/article/pii/ 027843199290035T Cho, S., Woods, R. H., Jang, S., & Erdem, M. (2006). Measuring the impact of human resource management practices on hospitality firms’ performances. International Journal of Hospitality Management, 25(2), 262-277. Davidson, M. C. G., & Wang, Y. (2011). Sustainable labor practices? hotel human resource managers views on turnover and skill shortages. Journal of Human Resources in Hospitality & Tour, 10(3), 235-253. doi: 10.1080/15332845.2011.555731 Druker, J., White, G., Hegewisch, A. & Mayne, L. (1996). Between hard and soft hrm: Human resource management in the construction industry. Construction management and economics, 14(5), 405-416. doi: 10.1080/014461996373278 Fà ¡ilte Ireland. (2005). A human resource development strategy for irish tourism: Competing through people. Retrieved from http://torc.linkbc.ca/torc/downs1/Strategy%20for%20Irish%20Tourism%5b1%5d.pdf Heathfield, S. M. (2013). What is human resource management?. Retrieved from http://humanresources.about.com/od/g lossaryh/f/hr_management.htm Nickson, D. (2007). Human resource management for the hospitality and tourism industries. (1st ed.). Boston, MA: Butterworth-Heinemann. O’Neill, J. W., & Davis, K. (2011). Work stress and well-being in the hotel industry. International Journal of Hospitality Management, 30(2), 385–390. doi:10.1016/j.ijhm.2010.07.007 Rouse, M. (2007). What is cost center? Retrieved from http://searchcrm.techtarget.com/definition/cost-center Rouse, M. (2011). What is human resource management (hrm)?. Retrieved from http://searchcio.techtarget.com/definition/human-resource-management-HRM Rudman, R. (2010). Human resources management in new zealand (5th ed.).

Assignment Essay Example | Topics and Well Written Essays - 250 words - 29

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Single Action Colt Essay Example | Topics and Well Written Essays - 500 words

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Duvall & Hays Chapter 5 Essay Example | Topics and Well Written Essays - 250 words

Duvall & Hays Chapter 5 - Essay Example For example is the book of Ecclesiastes wherein it says that life is meaningless in the first chapter. If one would only consider the scripture and not the historical-cultural context, there might be misunderstanding that life is indeed meaningless where in truth, it specifies that life is meaningless without God. Another example is the parable of Good Samaritan in New Testament. The reader would more appreciate it if the reader knows how dangerous and a lengthy walk is Jerusalem to Jericho (Duvall and Hays, 2008). Bible offers a lot of learning but sometimes hidden in its words that are most of the time based on old language like Latin and Greek. In this time wherein people want immediate applications, it is easy to bypass some hidden meanings of the scripture due to time availability. However, if providing some guidebooks or introductions to the Bible books would encourage people to read historical-cultural context of the scriptures (Duvall and Hays, 2008). Providing some everyday schedule would also attract people to give time in reading scripture because of organization in

Management case study Essay Example | Topics and Well Written Essays - 3000 words

Management case study - Essay Example Mark, who described to his team members about group dynamics and team effectiveness. Enough time needed to be provided in order to understand each other and proper co-ordination among the team members is of paramount importance. The group leader Mark gave a proper direction and scrutiny to its team members. For the effective undertaking of this session, proper co-ordination among the team members was essential. Working in a group is more dynamic as well as challenging than doing things on one's own. Motivation helps to improve the morale of the team members. Thus, the group leader needs encourage the team members to achieve the goals that they set. It is also necessary to provide a clear idea to the members about the group norms. The goals shall be achievable through team efforts of the group members. Team spirit and effective communication are the key factors behind the proper implementation of the norms of the group. Along with group dynamics and team effectiveness, proper leadership and supervision are necessary for the retreat group's success. Effective training and development programs are also necessary. The members of each group are different from one another on the basis of their knowledge and skills. They come from different environment and are mainly from three locations. While undertaking the session, Mr. Mark, the group leader maintained the group systematically, by arranging seating properly for the team members, and discussed their ultimate goals. The major goals of the team members were to accumulate competitive power, assimilate the essential quality to cope with other groups, reach the best in sports or athelitical activities, running around 25miles, and the like. The group also aimed at developing a sound atmosphere. As the retreat session went on, it could be clearly evaluated that the group was developing in athletic efforts, rather than those of academicals. When the first week of the training session ended, the participants of the group were called to undertake a self evaluation. Even though the group members knew each other, their strength and weaknesses, and so on, they were reluctant to charge each other. Both academic and athletic programs of Mark's group were good enough, but it turned out to be the worst when compared it with those of competitors. Mr. Mark was worried, because he was responsible for developing effective steps to overcome those problems an effectively. After a few days' gap, Mr. Mark planned another procedure known as Project X, by dividing the group members in to two, i.e. six members each. This project aimed at evaluating the capability and skills of the group members. This project would help in analyzing whether the group members will be able to tackle the problem, and their ability to provide a solution for it within the stipulated time period. But the Mark's group performed badly, which made the group leader quiet disappoint. The goals so set by the group remained unachievable. The leadership qualities of Mr. Mark were not remarkable. And the members were unable to attain the goals. The members of the group consist of their own personal merits, but there is a lack of group or team effectiveness to attain these goals. More than this, after the failure of Project X, the group decided to modify the goals on the basis of success and failures attained by them. The Mark's group was unable to

Cultural diversity and its effects on child development Research Paper

Cultural diversity and its effects on child development - Research Paper Example It is also of importance to consider several elements required to help reduce negative effect of cultural diversity on developing children. Conclusively, better understanding of cultural diversity of children is through introduction of education during tender ages. Cultural diversity and its effects on the development of kids Cultural diversity is a term used to denote the difference arising in diverse cultures within a certain region. The principal cultural diversity element affecting growth of children is communication, which entails mass media and journalism. The existence of many tribes in a particular region results to an increase in the effects that culture is likely to have on the progress of children. Communication differs from a tribe to another. Desire of children to learn about the moral values of other cultures increases the probability of cultural confusion. Children concerned about other cultures lack the capability to determine the best of the cultural morals. Accordin g to the Centre for Educational Research and Innovation (2010), lack of adverse knowledge on the culture of other tribes leads to negative influence towards progressing children. Reducing negative impact of cultural diversity a) Developing an effective way to address diversity Cultural diversity can have a positive effect on the progress of children through learning. ... Communication is vital, as it is the basis of passing over understandable information regarding the culture of other tribes. Parents should enlighten children on the importance of their culture in coming times. For instance, children need to know that strict observation of the ancient cultural morals is of importance, as it helps gain respect from other communities (Robinson, & Jones-Diaz, 2006). An additional element of improving the current way of developing children through diversity of culture in a positive manner is through educational institutions. The Centre for Educational Research and Innovation (2010) asserts that teachers need to have advanced training to be able to meet the needs of various children. It is a basic requirement for teachers to take part in special training programs to be able to cope with character of children from different cultural societies. Acquisition of knowledge of various cultures helps children in that teachers necessitate the need to respect the c ulture of other states. b) Impact of diversity on development of kids Progression of children appears to be excellent when children are portraying good manners in the society. Despite the concern that the community, parents, and teachers have on the effect of culture on development of kids, ignorance of children is the principal issue to the negative effects of culture on their (young kid’s) growth. There are various ways of enhancing strategies of developing children from diverse cultures. For one, there is the need for early exposure to the values of various cultures. Children with an experience of diverse cultures since the time when then they were young throughout their adult stages are at the forefront in depicting good morals