Kipp Corporate Strategy

It is essential to encourage school districts to collaborate with teachers and their unions when developing or implementing pay for performance programs. This can be achieved by incorporating these pay systems into sustainable human resource management strategies to improve teacher effectiveness. Compensating teachers via performance based system should be tied to the performance of the preK-12 students and not on the age, seniority or degree of the teacher. Another key aspect is to strengthen professional development of the preK-12 teachers through mentoring opportunities and evaluation of teachers. This will ensure that more highly qualified teachers are hired and retained at the various prek-12 school in U.S. The state laws that do not align educator performance based on student outcomes and compensation policies should be

The state of Arizona is facing a serious education crisis in the retention of qualified teachers. Personally, my school in Yuma, Arizona encountered an average of seven new teachers every year. Yuma High School District allowed for a teacher to teach chemistry when his/her Bachelor’s degree was in mathematics. According to the ‘No Child Left Behind Act’ enacted in 2001, schools are required to provide “highly qualified” teachers to teach at all times (Educator Excellence). Having quality, long-term teachers is imperative to develop students in becoming productive members of society. Unfortunately due to federal budget cuts directly affecting education, Timothy L. Ogle, executive director of the Arizona School Boards Association, says, “Arizona has faced the most dramatic cuts to K-12 education spending of any state in the nation” (Lopez). As a result, administration is forced to have teachers make up for the lack of a certain subject by teaching it without qualifications. Due to this, out-of-state teachers leave within the first 5 years, and 25% all leave within the first year. Some reasons for this include a

There are many ways KIPP academy benefits students. One of the many reasons how KIPP Academy benefits students is in the KIPP school program seventh graders started taking high school algebra.84% of students test at or above a grade level in 8th grade

High rates of teacher turnover has placed huge strains on school districts, moreover, on student performance. It has served to be disruptive to program continuity, staff and student cohesion, and growth and performance, particularly in urban schools. Researchers have long sought to understand why recruiting and retaining quality teachers in urban schools remain a significant challenge (Freedman & Appleman, 2009). According to Ingersoll (2004), with a quarter of the teaching force leaving their classrooms after one year and almost half leaving within five years, teachers in high poverty, urban schools are even more likely to quit. This paper seeks to examine the reasons behind such low proficiency in teacher retention. In this literature review we will examine research on teacher retention in various types of schools and the impact of school climate on teacher retention in order to shed some light upon the issues faced in low performing urban schools such as Park Elementary.

The company that I have been working on opening in my hometown is called Little Rascal’s Resale. Although it is a large dream of mine to grow the company into a nationally recognized franchise; it is understood that the company will start with just one location. The one company will have simple make up that will only need five to seven employees. The employees will consist of a president and CEO, a general manager, a team manager, and two to four entry level store employees. The amount of employees is a small number but, as the store grows the number of employees that the store will need will grow as well. With a small amount of employees it is vital that all the employees must always

Correspondingly, 27% of first-year teachers in New York City's lower-performing schools do not return the following year, compared to 15% in schools of the highest quartile of student achievement (Boyd, Lankford, Wyckoff 2005). Highly qualified teachers are more likely to quit or transfer than less-qualified teachers, especially if they teach in low-achieving schools (Boyd, Lankford, Wyckoff 2005). 20% of new teachers in the top quartile on the general-knowledge certification exam leave high-achieving schools after 1 year, but 34% of those in low-achieving schools leave after 1 year (Boyd, Lankford, Wyckoff 2005). Further, 14% of bottom-quartile teachers leave high-achieving schools after 1 year, and 17% leave low-achieving schools (Boyd, Lankford, Wyckoff 2005). Similarly, Allensworth et. al (2009) found that Chicago elementary schools with 60% or more of their students meeting or exceeding state standards on the Illinois Standards Achievement Test (ISAT) retained about 84 to 87% of their teachers into the following year, but those with less than 30% of students meeting the standards only retained about 66% of their teachers (Allensworth et. al 2009). While students have a strong influence on how likely a teacher is to remain the next year, teachers’ relationships with their colleagues are also vital to how they perceive and react to their working environment.

Who are the stakeholders in your workplace or in a company with which you are familiar? What are their wants and needs? How does management meet their needs? What difficulties arise in balancing the needs of various stakeholders?

The purpose of the report is to discuss the current strategy of the Carnival Corporation, the world leader in the cruise industry. Based on the external and internal situation analysis the new growth strategy is formulated. The recommendations on the strategy implementation and evaluation are provided by terms of the various strategic theories and models. The projected internationalization strategy may result in the improvement of the financial business situation, by increasing the corporation’s profit margins and shareholder value, and non-financial indicators, for

Our firms intended strategy is an integrated strategy combining niche differentiator and niche cost leader in low end and traditional segment. Our firm will strive to carving out a niche as a low-cost manufacturer by focusing on high automation. The aim of this strategy is to be the cost leader in the traditional and low-end segments with the aim of capturing the largest market share possible. To be more specific, we seek to be the cost leader by heavily investing into machinery in order to minimize cost and maximizing efficiency. In that way, we can take our advantage in cost by lowering our product price. Since customers in low end and traditional segment treat price as an important factor in their purchasing

One company in Utah which stands out above others is the Sweet Tooth Fairy bakery. This bakery started out as a single bakery in Draper, Utah and now includes locations all over the state, such as shops open in Provo, St. George, Midvale, Orem, Salt Lake City, Layton, West Valley City, and Murray. There's even a new shop open in Scottsdale, Arizona, which indicates that the company truly has the potential to expand nationwide. Even though the field of bakeries is a truly congested and competitive, The Sweet Tooth Fairy bakery has managed to create some real innovation in the field, so that it stands far out from the competition. This is one of the main reasons for this company's success its creativity. As The Sweet Tooth Fairy website explains, "Forgetting ingredients or adding an extra pinch here and there is often how she discovers her most incredible delicacies. Her picturesque shops are beautifully filled with everything from cookies to cupcakes and anything in between. Young and old alike are drawn to her exquisite desserts that seem to have been created just for them." Thus, the creativity that this store has in creating baked goods that are one of a kind is a way to make all customers feel special.

Next in the strategic Management Process is strategy formulation can best be defined as choosing the most appreciated course of action for the realization if organizational objectives there by accomplishing the organizations vision. In the process of strategy Formulation there are six steps. These steps are setting the Organizations objectives, Evaluating the Organizational Environment, Setting Quantitative Targets, Aiming in context with the divisional plans, Performance Analysis and Choice of Strategy.

Q1. How did Sony become a diversified company? What was the rational for entering the entertainment sector? Was it a good choice?

As Kewpie expand out of Japan, the company’s strategy was adjusted accordingly to gain wider brand recognition. Their focus was on the rapid growth in China and East Asia as well as North America. The company focused on its distribution system as they customized their products catered to individual country. By adding this value, Kewpie’s products were accepted in foreign countries; thus, increasing its profits. As it is described in “Investor’s Guide 2015” (n.d.), “the value of the Kewpie brand was recognized by the Chinese government in 2010, when Kewpie became the first Japanese food manufacturer to receive ‘Far Famed Trademark’ certification”. To support this statement, the article states the average Kewpie Mayonnaise household market share in three big Chinese cities are 72 percent (Beijing 85%, Shanghai 60%. Guangzhou 70%).

The condition of the educational system in Oklahoma is in dire need of a review. Oklahoma has one of the lowest funded educational systems in the nation. Teacher morale and pre-service teachers’ perceptions are greatly influenced by a lack of funding. Teachers of today have an increased amount of responsibilities. As these responsibilities are increased school funding has declined. Administrators are also faced with more responsibilities, as well. Everyday routines are now becoming more complex. All of these issues can lower teacher morale. Teacher morale has an effect on student achievement. This can affect test scores and overall school climate. School climate needs to be positive. This change will increase academic performance, heighten teacher morale, and make the school an overall better place for students to learn.

To the future we would like to control all the production chain of Hipanema and go to backward integration. Our goals are opening our own shop and a workshop in Paris.