Classical Music From 1760 To 1810

Classical Music From 1760 To 1810 Why is the music of 1760-1810 described as classical. Explain the meaning of the term and how it relates to the music of that time. Refer to specific composers and works. In musical context, the term classical refers to the classical period which falls between the Baroque and Romantic period. I am going to be looking at the most well known composers of this era (J. Haydn, W.A. Mozart L.V Beethoven) and analyse how their music differentiates from that of the Baroque period and how it led into the Romantic era. Starting from c.1760, the first composer I will be looking at is Haydn. At the time when the influence of church on music development was diminishing, Haydn was lucky enough to be employed by one rich family of the Austrian Empire. This proved rewarding, as it gave him the freedom to explore many different aspects of music, which led to his crucial role in the establishment of the key classical forms (such as the Symphony, the String Quartet, the Sonata and the Concerto). Although versions of all these existed, Haydn standardized these into well established musical forms and promoted them. Due to the many operas in which he wrote before this period, Haydn was well acquainted with the sinfonia form. However he was not content with adhering to this Italian model and the striving for originality (which led to the success of his career) became apparent in his works from 1761. He added two oboes, two horns to his first symphony. The wind parts show nothing unexpected, while the oboes often double the strings. The horns play fan-far like figures. The melody is divided between the violins (treated as if the work were a trio sonata) although often they play in unison. The lower strings are bound together almost entirely as their function is to provide harmony while maintaining a forward driving rhythm. There are many baroque features, as to be expected. When Haydn ran the Esterhazy orchestra during the 1760s he had the opportunity to experiment with symphonic writing, and it was during this decade there where he produced his first great symphonies. Over these 10 years, he wrote approximately 40 symphonies, around half of which followed a four-movement form with an added minuet as the third movement. He also composed a long list of works in other genres, including operas, oratorios and choral works. Specifically referring to his first set of symphonies , (No.6 Le Matin, 7 Le Midi, and 8 Le Soir), Haydn used a variety of stylistic influences. The most evident quality of these works is their added richness (compared to the first symphony he wrote), which is not from the use of novel or unexpected instruments, but from the utilization of the concerto principle within the symphonic framework. In some movements the strings are scored as ripieno with a concertino of two violins and a cello. In almost all movements the wind players depart from the role of sustaining harmonies to become soloists. In all three symphonies, the trio of the minuet movement contains a prominent part for the double bass recalling baroque practices in the concerto grosso; yet Haydn, using the standard combination of flutes, oboes, bassoons, horns, and strings, creates a modern orchestra which are retained and used by him in his later symphonies. Haydns main intention at this time seemed to be the virtuosity of his musicians, as each of these three symphonies abounds prominent solos from almost every section. Haydns efforts to standardize the type of symphony proved successful and for that must be credited with the far-reaching innovation of adding one of the Dance forms as a separate movement (most commonly a Minuet although only used from the third symphony and thereafter). This was the most consistent design for a scholastic and artistic style of the Symphony. By the early 1770s, Haydn was well known throughout Europe and in 1781 his symphonies were published in England for the first time. One problem that Haydn gave his immediate attention to was that of unifying thematic material, it is out of such attempts his great innovation of the 1780s were evolved. Sometimes Haydn would base a whole movement upon a single melodic fragment; more often, when decided harmonic contrasts exist between theme groups, the second theme is derived from the first. Haydn seems to have not appreciated, in these early works, the importance that he would later be attached to just the element he tried to expunge, namely, the element of thematic contrast or conflict. Even in his later works the contrasts were seldom as clearly established as in the compositions of Mozart and early Beethoven. Thematic contrast is missing almost entirely in Symphonies No.3-42 (1759-1771), and lyric themes, such as occur in Mozart repeatedly, are equally rare. Haydn was well known throughout Europe when Mozart was a child. His six string quartets (often referred to as the Sun quartets) were written in 1772 and are said to be the inspiration for the six string quartets that Mozart wrote during his 1773 visit to Vienna. Haydn developed the polyphonic techniques he had gathered from the previous era to provide structural coherence capable of holding together his melodic ideas. During this time, Mozart developed an enthusiasm for violin concertos, producing a series of five which increase in their musical sophistication and technical difficulty. In 1776, he turned his efforts to piano concertos and in early 1777 his E-flat concerto was so popular, it is now considered to be his breakthrough work. It was around 1783-84 that Mozart met Haydn in Vienna when Mozarts reputation was on the rise. His opera the abduction from the seraglio had premiered with great success in Vienna and was in the process of being performed in many other cities. Mozarts Haydn quartets were written during the early years of their friendship and were published in 1785. These works are thought to be stylistically influenced by Haydns Opus 33 series which were released in 1781. This series was Haydns next important breakthrough, where melodic and harmonic roles segue among the instruments and often it is unclear what is melody and what is harmony. While Haydn spent much of his working life as a court composer, Mozart wanted public success in the concert life. This meant opera, in a virtuoso style. Moreover, Mozart also had a taste for chromatic harmony (and greater contrasts in harmonic language generally). In Mozart, Haydn found a greater range of instrumentation, dramatic effect and melodic writing. Their learning relationship worked both ways. Mozarts works, like Haydns stand as an archetype of the classical period. He was a versatile composer, and wrote in every major genre (symphony, opera, solo concerto, chamber music and the piano sonata). These forms had been well established by Haydn, but Mozart advanced the technical sophistication and emotional reach of them all. He almost solely developed and popularized the Classical piano concerto. The main features of the classical style are all present in Mozarts music. Clarity, balanced phrases, and transparency are the hallmarks of his works, but any simplistic notion of delicacy masks the exception power and force of his finest masterpieces, such as his Piano Concerto No.24 in C minor, his Symphony No.40 in G minor and the opera Don Giovanni. During Mozarts last decade as a composer, he exploited the use of chromatic harmony with remarkable confidence, which was rare at the time, but with great effect. At the peak of the classical period, composers were faced with a dilemma: enlarging the classical forms or simply abandoning them for a new musical paradigm. The political and social context around this time was calling for a major reshape of musical expression. When the age of revolutions began in 1789, the growing role of middle-class saw an increasing involvement by a new generation of artists and composers and this was reflected in the music that they wrote. Amongst this new generation of composers was Beethoven, who was the most crucial figure in this transitional period between the Classical and Romantic period, specifically his early years, which is known as his heroical period (up to 1812). From Beethovens first set of three piano trios, some of Mozarts techniques are evident such as avoiding the expected cadence. Haydn and Mozart were his strongest influences, but he explored new directions and gradually expended the ambition in his works. He did this through a number of techniques: a downward shift in melodies, increasing durations of movements, and the shift from vocal writing to pianistic writing. Also the increasing importance of varying accompanying figures to bring texture forward as an element in music became evident in his Symphonies. Slowly, direct influences of the Baroque period continued to fade: the figured bass grew less prominent as a means of holding performance together. The late classical period was demanding music that was internally more complex. The growth of concert societies and orchestras, marking the importance of music as a part of the middle class lifestyle, contributed to a booming market for pianos, piano music, and virtuosi. Furthermore, due to the growing number of performances where the composer was not present, it led to increased detail and specificity in scores. The transition became apparent with Beethovens 3rd Symphony (written in 1804), given the name Eroica which s Italian for Heroic. As with Stravinskys Rite of Spring, it may not have been the first in all f its innovations, but its aggressive use of every part of the classical style set it apart from its contemporary works: in length, ambition, and harmonic resources. Conclusion During the Vienna years, when Mozart was influenced by Swieten to take up the study of Baroque counterpoint, Haydn loaned him his personal copy of a textbook by Fux, a copy which was heaFux, a copy which was heavily covered with Haydns personal annotations.

Theories in group work

Theories in group work Reflection on group task This essay is going to reflect on learning gained from a group task carried out in the unit lectures. I will explore the theories which inform group work, inter-disciplinary and collaborative working and the application of these theories in relation to the group work. I will also identify how I will develop my practice in relation to my current skills and areas for development. Finally, I will also reflect on how I have developed my self-awareness, professional values and professional development, in relation to group work task and how this will inform my future professional practice. Toseland and Rivas (2008) define group work as a goal directed activity aimed at accomplishing tasks. Members of the group have the opportunity to share ideas, feelings, thoughts, beliefs, engage in interactions and also share experiences. The group members develop feelings of mutual interdependence and a sense of belonging. Martin and Rogers (2004) define inter-disciplinary working as a team of individuals with different professionals working collaboratively with a shared understanding of goals, tasks and responsibilities. This collaborative working is needed when the problems are complex, a consensus decision is required and also when different competencies are needed. According to Cheminais (2009), the approach to the collaborative working requires clarity on roles, power, accountability and strategic planning. Salas et al. (2012) states that, group work was developed from a philosophy of people working together for mutual gain and theories later emerged to provide clarity regarding the dynamics of groups and to provide an understanding of human behaviour. A group or team can be understood by looking at Tuckman and Jensen’s (1977) model of group formation which comprise of forming, storming, norming, performing and later adjourning. According to Tuchman and Jensen (1977), the forming stage of a group involves clarifying common interests and roles to be played. Martin and Rogers (2004) states that, in an inter-disciplinary team this is the stage where membership is established, team purpose is clarified, roles and boundaries are decided and interpersonal relationships begin. According to Tuchman and Jensen (1977), the storming stage may involve the problem-solving processes and this is usually where conflict emerges. If the conflict is unresolved, it can inhibit the team’s prog ress. The norming stage usually involves the clarification of the task and establishing the agenda. This stage involves belonging, growth and control. The performing stage involves the allocation, implementation, and evaluation of the task. Finally, the adjourning stage can include the celebration of task completion. Reflecting on the unit group task, I think my group went through Tuckman and Jensen’s (1977) model group formation which included the â€Å"forming†stage in which the group purpose was clarified. The group went through the â€Å"stormimg† stage and at that point, there were disagreements on what should be included and how the task will be presented. One of the group members suggested that a role play was ideal for the presentation and I was not comfortable with the idea, as I thought that all of the information was not going to be included in the role play. I was anxious, as I had not get the general picture of exactly what the role play was about. I alsofeltanxious as other members elected me to take the lead role as I had experience in working with psychiatrists. At that time I felt that the team wanted me to do most of the task and I rejected their ideas they were putting forward. I think I did this unconsciously because I realised my actions later on when my group members gave feedback. The group also decided that we give ourselves time to research on the topic given (norming stage) and then meet the following week. I was very frustrated to find the following week that some of the group members did not bring the material they had researched. As I have worked with psychiatrist before and had researched I took on the lead role and shared the information I had. Belbin’s (2010) work identified roles in teams which each offer positive contributions to team working. The roles include innovator, implementer, completer, evaluator, investigator, shaper, team maintainer, co-ordinator and expert. Reflecting on Belbin’s (2010) group roles, each team member brought strength and perspectives grounded in their discipline and experience. During the group work task, I had the experience and knowledge in relation to the task and I found myself leading the group on sourcing information. I got positive feedback from my group colleagues such as, â€Å"goal oriented, researched well on the topic, contributed well and very good ideas on the role play†, however I was criticised for being inflexible with ideas of others. I think I took the role of an implementer who turns ideas and decisions into tasks and actions but inflexible and reluctant to change plans. However from my previous placement I think I took the role of an investigator in a proposed group project of working with young mothers to enable them to gain independent skills. The project failed because I lost interest as a result of constraint in obtaining the resources. In Belbin’s (2010) model, an investigator explores opportunities and resources from many sources however can jump from one task to another and lose interest. Looking back at it, I think this was because I tend to do things in a structured way and task oriented. The resources in the organisations did not allow me to do the task in time and I end up losing interest. I later understood the situation of working in an organisation team by looking at the group system theory. According to Connors and Caple (2005), group systems theory provides an understanding and working with teams or groups in an organisation as it goes beyond a focus on the individual or interpersonal exchanges. They suggested that, a group systems theory is influenced by the interactions within the group and by the external environment. All the group members influence group dynamics however, the organisation in which the group work may impacts the group work with its boundaries, power structures that make decisions and the resources it allocates for group work. The environment impacts the group and the group can impact the larger social environment. I abandoned a project which was going to benefit the young mothers and in a way the community as well. In group systems theory, a change in any part of a system creates change in that system and in the other systems in which it is embedded. Another form of group theory emerged from Bion (1989) who viewed the group working as a collective entity and was concerned with overt and covert aspects. Bion (1989) suggested that overt aspects are the task and purpose of the group. The covert aspects are the unconscious emotions and the basic assumptions of group functioning. Bion (1989) also proposed three basic assumptions in group working. He suggested that there is the dependency group, which assumes that security and protection can be obtained from the group leader. Members expect the leader to have all the answers. As a result, individuals may act helpless and incompetent in the hopes that the group leader will carry the responsibilities. This was evident in my group as they assumed that as I am a mental health nurse and had worked with psychiatrist before, I will have all the information at hand. When this did not occur, group members become angry or expressed their disappointment by acting incompetent and not doing enough research. Bion’s (1989) other basic assumption is the fight-flight group. Examples of flight include absences and fight is demonstrated by resisting reflection and self-examination. In inter-disciplinary working, flight is demonstrated by blaming management for the failure of team work. The final basic assumption identified by Bion (1989) is the pairing group where two group members form a bond. The rest of the group may become inactive as the pair rely on each other and exclude other group members. Salas et a.l (2012) state that, it is necessary to develop a theoretical framework to guide group practice and to support my techniques and interventions. I am responsible for formulating my own theoretical framework that is derived from the synthesis of theories and that is aligned with my natural views and inclinations. To achieve this it is imperative that I be self-aware and grounded in theories of small group work, including the strengths and limitations of the theories. Only then I can select theories and interventions that are advantageous and appropriate fit for the client. The Health and Care Professions Council (HPCP) (2012) also states that, I should understand the key concepts of the knowledge base relevant to social work so as to achieve change and development. Gilley et al. (2010) suggested that the purpose of a group is to accomplish the task and for the practitioner to develop problem-solving skills. As a social work student, in order to work collaboratively, I need to develop skills, knowledge, and attitudes in conflict resolution, problem solving, communication, organisational understanding, decision making, and task coordination. This is imperative as I will be working in teams with other professionals or agencies. From the unit group work, I have learnt that co-operation is vital for effective teamwork. Acknowledging and respecting other opinions and viewpoints while maintaining the willingness to examine and change personal beliefs and perspectives are some of the skills I have learnt. I also now have an understanding of the importance of accepting and sharing responsibilities, participating in group decision-making and effective communication. I have also developed skills in exchanging of ideas and discussion and also how to relay and support my own viewpoint with confidence. As a future social worker, specific leadership skills are required to manage an inter-disciplinary team, so I need to develop skills in the ability to recognise the challenges inherent not only in group dynamics, but in trying to blend the different professional cultures represented in the team. According to Crawford (2012), to work effectively and confidently with other professionals, I need to understand my own professional identity as a social worker. The HCPC (2012) states that, I need to be able to engage in inter-professional and inter-agency communication and work in partnership with other agencies as part of a multi-disciplinary team. It is also vital that I develop self awareness of my behaviour and values. According to Hall (2005), values are internalised, therefore they can create obstacles that may actually be invisible to different team members. Therefore the professional values must be made apparent to all professionals involved. Through experiences in group work feedback received from other group members and self observation, I have learnt about my maladaptive style of interacting with others and perceptual distortions. I have also learnt that I need to acknowledge and appreciate the differences and adjust, adapt, and mirror interpersonal interactions when interacting with others. If faced with the same situation again I would try to take into consideration other people’s ideas and also take into consideration that, as people we are different and we have different approaches to tasks. References Belbin, R. M. (2010) Management teams. 3rd edn. Oxford: Elsevier Limited Bion, W. R. (1989) Experiences in groups and other papers. New edition. London: Routledge Cheminais, R. (2009) Effective multi-agency partnerships : putting every child matters into practice. Dawsonera [Online]. Available at: https://www.dawsonera.com/readonline/9781446203514/startPage/38 (Accessed: 13 January 2014) Connors, J. and Caple, R. (2005) â€Å"Review of group systems theory†,Journal for Specialists in Group Work, 30(2), pp. 93-110, SocINDEX [Online]. Available at: http://0-ehis.ebscohost.com.brum.beds.ac.uk/eds/pdfviewer/pdfviewer?vid=5sid=a5e06866-f590-4862-bcbb-3dea9991c6f0%40sessionmgr4005hid=4108 (Accessed: 30 December 2013) Crawford, K. (2012) Interprofessional Collaboration in Social Work Practice. London: sage Publications Limited Gilley, J.W., Waite, A.M., Coates, T., Veliquette, A. and Morris, M.L. (2010) Integrated theoretical model for building effective teams,Advances In Developing Human Resources12(1) pp. 7-28.SCOPUS [Online]. Available at: http://0-ehis.ebscohost.com.brum.beds.ac.uk/eds/detail?sid=a5e06866-f590-4862-bcbb-3dea9991c6f0%40sessionmgr4005vid=10hid=4108 (Accessed: 30 December 2013) Hall, P. (2005) â€Å"Interprofessional teamwork: professional cultures as barriers†,Journal of Interprofessional Care19 pp. 188-196. CINAHL [Online]. Available at: http://0-ehis.ebscohost.com.brum.beds.ac.uk/eds/pdfviewer/pdfviewer?vid=13sid=a5e06866-f590-4862-bcbb-3dea9991c6f0%40sessionmgr4005hid=4108 (Accessed: 12 January 2014) Health and Care Professions Council (2012) Standards of proficiency. Available at: http://www.hpc-uk.org/assets/documents/10003B08Standardsofproficiency-SocialworkersinEngland.pdf (Accessed: 20 January 2014) Martin, V. and Rogers, A. M. ( 2004) Leading interprofessional teams in health and social care. Dawsonera [Online]. Available at: https://www.dawsonera.com/readonline/9780203505359/startPage/139 (Accessed: 10 January 2014) Salas, L. M., Roe-Sepowitz, D. and Le Croy, C. W. (2012) â€Å"Small group theory†, in Thyer, B. A., Dulmus, C. N. and Sowers, K. M. (eds) Human behavior in the social environment: theories for social work practice. Dawsonera [Online]. Available at: https://www.dawsonera.com/readonline/9781118227251/startPage/363 (Accessed: 15 January 2014) Toseland, R. W. and Rivas, R. F. (2008) An introduction to groupwork practice. 6th edn. Harlow: Pearson Education Limited. Tuckman, B. W. and Jensen, M. A. (1977). â€Å"Stages of small group development revisited†, Group and Organizational Studies, 2(4) pp. 419- 427. Available at: http://www.freewebs.com/group-management/BruceTuckman(1).pdf (Accessed: 30 December 2013)

Amish Gone Wild Essays -- essays research papers

Amish Gone Wild   Ã‚  Ã‚  Ã‚  Ã‚  The main point of this video was to show how the lives of Amish teens are changed drastically when between the ages of 16 and 21 they are faced with a whole new lifestyle. This then leads them to face a very difficult decision. Durring the ages of 16 and 21, Amish teens are 'let lose' or able to live the life that English children live. They can move out, get their license, wear normal clothes and party on a regular basis. Then after this is over with they must make their decision, they can either continue to live the life of an English person and basically be free, or they can join the church and give their lives to God and the Amish ways. When these kids were allowed to be free they seemed to chose the wrong road, many following the path of drugs and alcohol. They weren't just messing around with common drugs either, they were actualy getting into more dangerous drugs like crystal meth, and in some cases even gettin involved with drug dealers and police. There w ere definitely elements of structural funtionalism, conflict theory, and symbolic interactionalism present in this video. Structural functionalism was present in their everyday behavior. Their society is so stable in their own world because of how they work things out. They marry, grow beards and work for the rest of their lives for God. This all helps their own society function. They comitt their lives to the church and they are all content with that. They stick to the ...

Revenue Determination: Pricing and Contracting Essays -- Business Reve

Over the last twenty years health care prices for the general public, because of this continuous rise in prices hospitals and health care facilities have given much attention to improving their communication of prices to the public. Most people of the general public are unaware that hospital costs and hospital prices are two different things. Hospital cost is the dollar amount the hospital pays in order to provide patient care. Hospital price is the dollar amount designated to the specific procedures performed in order to provide said â€Å"patient care†. This dollar amount is what the hospital bills the insurance company and/or the patient for their care (Cleverly & Cameron 2007). It is important for health care facilities and hospitals alike to provide a sense of reasonableness within their bills so that their patrons do not get the feeling that they are being â€Å"ripped off†. Many people feel that the reason their health care bills are so high is because hospital s feel they can charge whatever they want for a product people have to have. In general, sick people will not turn down a life saving treatment because it is too expensive, because the health care industry is aware of this, they charge whatever price they can get away with, like charging the patient’s insurance three times the base price (Cleverly & Cameron 2007). What the general public always seems to overlook is the fact that even hospitals need to turn a profit in order to keep their doors open and keep providing genuinely good health care to their patients. There are three generic factors that influence the way any firm, including health care facilities influence their pricing. These three factors are, the desired net income of the firm, the firm’s competitive positio... ...They are held to â€Å"reasonableness of charges† and it is important that the public knows the facts before speaking out against their local hospital. Health care costs money, therefore like any business hospitals must charge for their services, plain and simple. Works Cited Devers, K, Casalino, L, Rudell, L, Stoddard, J, Brewster, L, & Lake, T. (2003). Hospitals negotiating leverage with health plans: how and why has it changed? Health Services Research, 38(1), 419-446. Cleverley, W. O., & Cameron, A. E. (2007) Essentials of health care finance. Mississauga, Canada: Jones & Bartlett Long, R. (2002). Long: financial turnaround focuses on revenue cycle, managed care contracts - executive insights - ronald r. long, outgoing chairman of healthcare financial management association national board of directors - interview. Healthcare Financial Management

When Norma Won a Union :: Economics Economy Governmental Essays

When Norma Won a Union The movie Norma Rae depicted a town where the people worked within a capitalist economic system. While the textile mill may have been the only major job in town, the workers could have left without being under physical threat from the company. Their free time was their own as was their salary at the end of the day. The workers were paid by the hour so that the company did not pay them based on how much product was produced during the term of labor but how much time was spent at work. Because of this, the company had to have other ways of assuring that a specific amount of goods were produced by the end of every day. The assembly line, created by John Ford for this very purpose, was one way of managing the rate of production, in addition, they hired managers to do spot-checking and such as the workers were not the ones in charge of the organization of the production process. Unlike in a feudal society, the workers sold themselves to the employers and if the employers weren't happy with their work or didn't need them anymore they could fire them and the workers would then have to enter the labor market again. One could argue that though the textile mill was the only major employer, the workers still had a choice of employer because they could have become self-employed or have left town. The company did not seem to have any direct control over the real estate in town. By not spending any money on maintaining the equipment in the factory, buying protective earphones for the workers, installing a Kotex machine, allowing workers to take a break when they needed to, or supplying health care benefits the company cut down on their expenses and increased their profits. Because the unionization of the workplace could have resulted in an increase in the cost of labor, the textile factory attempted to stop the workers in the factory from joining the TWUA(textile workers union of America) by various methods. They used economic incentives to try to keep Norma Rae from complaining and bringing up new workers' rights issues every day. By giving

Local and National Provision for Netball Essay

Introduction The aim of this essay is to find out what provisions there are for netball in my local and the national areas, and whether or not there are any funding and coaching schemes for any level of netball from grassroots to elite level. Grassroots level Netball is available for all children to play at primary school level through to GCSE, girls and boys included. There are two main small-sided games aimed primarily at 7-11 year olds, for use in schools, clubs and holiday play schemes to provide fun, fitness and challenge for players of all abilities. First step Netball has been designed mainly for children aged 7-9 year olds (Years 3 & 4). It is a version of 4-a-side netball that was launched in 1993, it has been adapted to suit the younger player giving them more freedom on the court and more time (5 seconds) to make a decision before throwing the ball but in a third of the court. A size 4 netball is used and an 8ft post. High five netball is the next stage for children aged 9-11 (years 5 & 6). This is a modified game that provides the best foundation for young people to develop the physical, social and tactical skills; it also develops the knowledge and understanding of the game. There are 5 players on a full sized netball court, the others team members that are not on the court take up roles of timekeeper, score, umpire, and centre pass marker. A size 4 netball is used and they have 4 seconds to pass the ball and a 9ft netball post is used. This is the only game where England Netball provides resources and support for boys and girls playing in primary schools. A High fives Netball tournament will feature in this year’s Partnership Youth Games for boys and girls in school years 5&6. Provision for elite performers For talented players there is a pathway to play for the national team but it takes a long time to get there. There are county squads from U14’s to the open selection. A player is only fully recognised when they are selected to represent the County at under 16 levels. There are talent camps for athletes who show potential but these are normally for athletes under the age of 16, to become a talent camp athlete, you need are nominated by your County coaches. Athletes who successfully demonstrate all of the basic physical, technical, tactical and mental skills required for peak performance, and who can apply these in a competitive situation, are considered candidates to progress into the national talent squads, they tend to stay here for 2-4 years and only 50% of those move to the development squad. After spending another 2-4 years in the development squad and only some of the athletes demonstrating a very high degree of personal responsibility for individual and team results manage to make it into the national squad where they can spend up to 10 years depending on their quality of play. Figure 1 (below) shows that rather than an age related development framework, the All England Netball Association operates a national squad structure, which you work up depending on the quality of your play. There are a large number of leagues to play in around the country; for those who don’t make County teams there are the Millennium youth games. This is part of Sport England’s initiative to promote active sport. Regional tournaments are held every year. In Stafford there are two netball leagues: the Friday night league and the Stafford and district YLC netball league that takes part on Tuesdays and Wednesdays. The Friday night league is a casual league where you register your team and then play, you don’t wear uniforms and anybody can play including lads so long as the other team is ok with lads, also the umpires don’t have to have any qualifications to umpire. However, the YLC netball league is official with only qualified umpires and uniforms must be worn, only those registered as team players can compete. Provision for male competitors The England netball and IFNA have stated that only single sex competitions are permitted, however England Netball stated that any netball activities up to GCSE level (aged 16) must allow girls and boys to participate together. It is unacceptable to exclude either boys or girls under12 from any competitive or non-competitive netball activity. There are now some netball leagues that are either specifically for men or those which are for mixed teams. It is known that men’s netball teams play regularly in the West Indies, Canada, New Zealand, England and Australia. Flava is committed to the development of men’s netball and encourages boys to play netball as well as being represented in mixed netball competitions. Integral is another club that aims to provide an opportunity for men to play netball either as part of a mixed team or a men’s team, the club took part in several mixed tournaments in the summer of 2002 with some success. They are based in Macclesfield in the North West of England but players come from all over the UK to be part of the club. It was decided, by the Council, that a Men’s World Netball Championship should be held under the direction of IFNA, within the next five years at a time and place to be decided by Members Council. Provision for disabled competitors England Netball is committed to providing and promoting equal opportunities in Netball and its first fully co-ordinated National Disability Development Plan was launched in 1996. The plan now looks at the issues of accessibility for disabled people, to the Netball court, and also opportunities and courses for coaches, umpires, other officials and administrators. It focuses on awareness training for coaches, umpires and volunteers, to ensure that people with disabilities may enjoy the highest quality experiences through the game of Netball. A version of 7-a-side netball has been formed for those in wheelchairs (but with adaptations to 4 and 5-a-side), although obviously the rules have been modified covering travelling and playing the ball. This summer the National Netball Championships for People with Learning disabilities are holding a tournament run by England netball and the English Sports Association. There will be two age categories for those U17 and those over, the aim of this event is to encourage more people to play who struggle from disabilities. Unfortunately there doesn’t seem to be any local provisions for disabled netball they all seem to be on a national scheme. Conclusion I think that on a national level there are provisions being made for everyone to participate in netball, however, there is till not that much for the males or disabled participants. In the more local area there are leagues for females but this is still leaving out the disabled and the male netball players. The way that netball is at the moment means that the way to the top is only for talented female teenagers who can progress through the county level to talent squads and up to the top. Bibliography www.netball.org www.england-netball.co.uk www.isport.com.au www.flavanetball.co.uk www.sasactivesports.co.uk www.bwsf.org.uk

Outback

Outback Steakhouse in Knoxville, TN, who recently assumed the new position of Joint-venture partner, and who will now be overseeing 12 restaurants located between Huntington, WV, and Pittsburgh, Is profiled as part of Nation's Restaurant News' NOR 50 General Managers Orchestrating Success feature. Throughout his years at the Knoxville property, Stanton Increased sales by a whopping 133% to $4. 3 million dollars. While Stanton rewards his employees financially, he also is keen on showering them with the respect they deserve.He notes that one of the most blissful aspects of his Job is to attach his staff evolve, slowly working their way through the ranks of the restaurant world. Joint-venture partner raises the stakes, ropes in customers, lassoes $4. 3 million in sales Since 1995 Tim Stanton has spent much of his time at the bustling Outback Steakhouse In Knoxville, Teen. He has watched sales grow, led a staff that Is alert and happy and enjoyed the unwavering support of his family. No w things are about to get even better.View Image – Stanton, who recently was made Joint-venture partner, soon will oversee 12 restaurant locations as well as four more that still are under construction. This month Stanton assumed the new position of Joint-venture partner. Instead of overseeing one Outback in Tennessee, the 43-year-old now will watch over 12 restaurants located between Huntington, W. Va. , and Pittsburgh, as well as four that are under construction. â€Å"This Is It,† Stanton says. â€Å"This Is my best tour of duty. All the rest were stepping stones. At Outback those with generalization responsibilities are not known as general managers. Instead, they are called managing partners and have partial ownership of their restaurants. As a result, managing partners have a personal stake in the success of their operations. For Stanton, who served as managing partner of the Knoxville restaurant for nine years, It was that vested Interest that motivated him to generate sales aggressively. â€Å"It's an ownership,† Stanton says. â€Å"l made a commitment to generate sales. Without sales, there are no profits.Without profits, there Is no business. It's the perfect triangle. Ten percent of the bottom line is profit. † Throughout his years at the property, he increased sales by a whopping 133 percent to $4. 3 million dollars. Colleagues are in awe of the accomplishment. He took a store that was in a good place and increased sales,† says Sheer Monnet, who worked alongside Stanton in Knoxville, helping to manage the front-of-the-house as well as tend bar. â€Å"His bosses weren't seeing those results in other stores, and so they said, ‘Maybe you can show us how to do it. † As a Joint-venture partner, Stanton will work hand in hand with managing partners, guiding them through operational challenges and keeping Outback's mission fresh and alive. His new home base will be Pittsburgh, and his hours, often 70 to 75 h ours weekly while he is in Knoxville, are likely to get longer. You goat do what you goat do,† he says of his managing-partner days. â€Å"If I needed to be in early, I came in early. If I needed to work late, I worked late. † In Knoxville, Stanton managed a staff of 70, with more men in the kitchen and more women in the front-of-the-house.As Joint-venture partner, Stanton will oversee 840 people, and that number is likely to grow because building the Outback brand within his new territory will be one of his mandates. But Joe Roberto doesn't foresee any problems. Station's supervisor for a year and a half, Roberto is a Nashville, Teen. -based Joint-venture partner who worked directly above Stanton and now shares similar responsibilities for a different regional market. â€Å"He's incredibly driven and extremely motivated,† Roberto says of Stanton. â€Å"He's detail-oriented and passionate about food quality. He's demanding but fair. † View Image – T he in Knoxville, Teen. Has been the site of many community fund- raisers and has contributed to such organizations as The Heart Association, The Lupus Foundation and Race for the Cure. As Monnet recalls, Stanton was an inspiring boss. â€Å"He's an extreme perfectionist,† she says. â€Å"He sets his expectations high and knows what needs to be done. † Stanton is no stranger to the restaurant industry. The Illinois native actually went to school for coal-mining technology, mistakenly thinking that's how he wanted to spend for mom-and-pop establishments and fast-food chains, and decided he needed to become a part of it.To escape the cold Midwestern winters, Stanton became area manager of the Long John Silver's franchise market in the Southeast. He also worked for eight and a half years as a Chili's general manager and credits that company with teaching him the importance of fresh food. When he learned about the opportunities at Outback, he made the leap. Based in Tampa, Flat. , Outback now has 825 namesake steakhouses as well as several other full-service concepts. View Image – Stanton says he rewards his financially and also is keen on showering them with the respect they deserve.Monnet says the fact that Stanton was such a dedicated managing partner made the Knoxville Outback feel more like a comfortable home than an impersonal and stuffy business. She says Station's own family was very involved with the dynamics of the restaurant. It was not uncommon to see his wife helping out with the books. His sons and daughters also worked there at different times. L would love to Just slow my kids down from growing up,† says Stanton, a self- described family man who has been married for 21 years and has four children.While Stanton rewards his employees financially, he also is keen on showering them with the respect they deserve. He notes that one of the most blissful aspects of his job is to watch his staff evolve, slowly working their way thr ough the ranks of the restaurant world. â€Å"There is someone who came on board with me who went from [being] server to bartender to key employee,† he notes. â€Å"Someone else also came on board as a server, hen started working in the back on salads, then went on to become key employee and then manager. Some people are not focused on life yet but have that fire in them. For his employees Stanton likes to keep it simple, believing that it is the little things that keep everyone happy. He's the kind of guy who might let someone take the day off or, for a more morale-boosting team event, rent a movie theater out for a fun afternoon flick. He says the most important thing he has learned along the way is that communication is vital. He always listens and also encourages his staff to get involved. And he does so not Just in the restaurant. An avid community leader, Station's generous spirit reaches out to his own backyard.Under his leadership the Knoxville Outback has been the s ite of many community fund-raisers for grade schools and churches and has contributed to such diverse causes as The Heart Association, The Lupus Foundation and Race for the Cure. Once, around Halloween, local children were encouraged to pick pumpkins, decorate them and bring them to the Knoxville Outback to display them so that customers could vote on their favorites. Despite his stellar accomplishments, Stanton maintains that he is doing nothing less Han acting upon his commitment to Outback. We have to be committed and set the bar high,† he says. â€Å"We have to be ready and take care of the guests as a group goal. You need great food and great people. It's a team. Some people are exceptional in themselves. Surround yourself with great people, instill pride in them and give them something they can take pride in. † Sidebar Tim Stanton Outback Steakhouse Outback Steakhouse Inc. Concept type: casual Steakhouse Company location: Tampa, Flat. Unit location: 330 N. Peters Road, Knoxville, Teen. No. Of years with company: 9 years, 6 months Age: 43 Hometown: Carbondale, Ill.Personal: married, four children, ages 9 to 21 Most rewarding part of your Job: seeing the people I work with grow with the company work with. Tip for otter general managers: Surround yourself with great people. What the boss says: â€Å"I've known Tim Stanton for eight years,† says Ben Novel, vice president of operations for Outback Steakhouse. â€Å"He Joined Outback in 1994, and since then he's been up there, winning Proprietor of the Year six times. â€Å"During his tenure Tim became a managing partner and grew sales from $3. 2 million to $4. 3 million. It's a spectacular thing. He's a developer of people.