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Positional Terms - MC - Spanish to English
Quiz by Greg Williford
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GUIDELINES ON THE ESTABLISHMENT AND IMPLEMENTATION OF THE RESULTS-BASED PERFORMANCE MANAGEMENT SYSTEM IN THE DEPARTMENT OF EDUCATION I. Rationale 1. The Civil Service Commission (CSC), through the issuance of Memorandum Circular (MC) No. 06, series of 2012, sets the guidelines on the establishment and implementation of the Strategic Performance Management System (SPMS) in all government agencies. The SPMS gives emphasis to the strategic alignment of the agencyâs thrusts with the day-to-day operation of the units and individual personnel within the organization. It focuses on measures of performance vis-a-vis the targeted milestones, and provides a credible and verifiable basis for assessing the organizational outcomes and the collective performance of the government employees. 2. As a learner-centered institution, the Department of Education (DepEd) is committed to continuously improve itself to better serve the Filipino learners and the community. The adoption of the SPMS in DepEd strengthens the culture of performance and accountability in the agency, with the DepEdâs mandate, vision and mission at its core. 3. There is a need to concretize the linkage between the organizational thrusts and the performance management system. It is important to ensure organizational effectiveness and track individual improvement and efficiency by cascading the institutional accountabilities to the various levels, units and individual personnel, as anchored on the establishment of a rational and factual basis for performance targets and measures. Finally, it is necessary to link the SPMS with other systems relating to human resources and to ensure adherence to the principle of performance-based tenure and incentives. 4. In view of the above, this Order aims to adopt the SPMS as the Results-based Performance Management System (RPMS). II. Scope of Policy 5. This DepEd Order provides for the establishment and implementation of the RPMS in all DepEd schools and offices, covering all officials and employees, school-based and non school-based, in the Department holding regular plantilla positions. It stipulates the specific mechanisms, criteria and processes for the performance target setting, monitoring, evaluation and development planning. IV. Policy Statement 9. The DepEd hereby sets the guidelines on the establishment and implementation of the Results-based Performance Management System (RPMS) in the Department, stipulating the strategies, methods, tools and rewards for assessing the accomplishments vis-a-vis the commitments. This will be used for measuring and rewarding higher levels of performance of the various units and development planning of all personnel in all levels. 10. For non school-based personnel, the RPMS shall provide for an objective and verifiable basis for rating and ranking the performance of units and individual personnel in view of the granting of the Performance-Based Bonus (PBB) starting 2015. 11. For school-based personnel, the RPMS shall be used only as an appraisal tool, which shall be the basis for training and development. The granting of PBB shall be governed by the existing PBB guidelines. 12. The Department shall adopt the RPMS framework shown in Annex B. 13. The DepEd RPMS shall follow the four-stage performance management system cycle as prescribed by the CSC: i. Performance planning and commitment (Phase I); ii. Performance monitoring and coaching (Phase II); iii. Performance review and evaluation (Phase III); and iv. Performance rewarding and development planning (Phase IV). V. Performance Cycle/Process 14. The RPMS shall align the performance targets and accomplishments with the Departmentâs mandate, vision, mission and strategic goals. It shall ensure 100% results orientation vis-a-vis the planned targets. On the other hand, the rateeâs demonstration of the required competencies shall be monitored for developmental purposes only. 15. The RPMS cycle shall cover performance for one whole year. All school-based personnel shall follow a performance cycle starting in April of the current year and ending in March of the following year; while non school-based personnel shall follow a performance cycle starting in January and ending in December. Annexes C and D illustrate the performance cycles which shall apply to school-based and non school-based personnel, respectively. 16. The performance planning and commitment shall be done prior to the beginning of the performance cycle; while the performance monitoring and coaching shall take place immediately after Phase I, and continue throughout the performance cycle. The performance review and evaluation, as well as the performance rewarding and development planning shall be done at the end of the performance cycle. A. Phase I: Performance Planning and Commitment 17. The performance planning and commitment shall be done prior to the start of the performance cycle where the rater meets with the ratee to discuss and agree on the following: i. Office KRAs, Objectives and Performance Indicators as anchored to the overall organizational outcomes; and ii. Individual KRAs, Objectives and Performance Indicators as anchored to the Office KRAs and Objectives. 18. The Office Performance Commitment and Review Form (OPCRF) shall be accomplished by the head of office to reflect the Office KRAs, Objectives and Performance Indicators. The head of office, in coordination with the Planning Office, shall ensure alignment of the office plans and commitments to the overall organizational outcomes. The OPCRF shall be equivalent to the IPCRF of the head of office. A sample of the filled out OPCRF, including the instructions for accomplishing the form, is shown in Annex E. 19. The Individual Performance Commitment and Review Form (IPCRF) shall be accomplished by the individual personnel to reflect the agreed Individual KRAs, Objectives and Performance Indicators. A sample of the filled out IPCRF, including the instructions for accomplishing the form, is shown in Annex F. 20. Defining the Key Result Areas. The head of office, in coordination with the Planning Office, shall define the office KRAs as anchored on the overall organizational outcomes. The rater and the ratee shall discuss and agree on the break down of the office KRAs into individual KRAs. Three (3) to five (5) KRAs shall be defined for each office and individual employee. KRAs are broad categories of general outputs or outcomes. It is the mandate or function of the office and/or individual employee. The KRA is the reason why an office and/or job exist. It is an area where the office and/or individual employee are expected to focus on. 21. Setting the Objectives. The head of office shall set three (3) objectives per office KRA. The rater and the ratee shall discuss and agree on three (3) objectives per individual KRA. Objectives are specific tasks, which an office and/or employee need to do to achieve their specific KRAs. In objective setting, the SMART criteria, which stands for Specific, Measurable, Attainable, Relevant, Time Bound, shall be applied. The SMART criteria are illustrated in Annex G. 22. Setting the Timeline. The timeline shall define the target date for accomplishing each of the Objectives. The timeline for the office Objectives shall be set by the head of office in coordination with the Planning Office and School Planning Team; while the timeline for the individual Objectives shall be discussed and agreed by the rater and the ratee. 23. Assigning the Weight. Assigning of weights shall be done per KRA. Weights for each office KRA shall be assigned by the head of office in coordination with the Planning Office; while the weights for each of the individual KRAs shall be discussed and agreed upon by the rater and the ratee. 24. Identifying the Performance Indicators. Using a five (5)-point rating scale, the head of office shall identify a performance indicator for each of the office objectives, while the rater and the ratee shall identify and agree on the performance indicator for each of the individual objectives. Performance indicators are exact quantification of objectives expressed through rubrics. They are assessment tools, which gauge whether a performance is positive or negative. In identifying the performance indicator, the operational definition or meaning of each numerical rating shall be indicated under each relevant dimension (i.e., quality, efficiency, or timeliness) per performance target or success indicator. This shall ensure that the rating is objective, impartial and verifiable. Table 1 below discusses the performance measures by which the indicator must satisfy. Table 1. Performance Measures CATEGORY DEFINITION Effectiveness/Quality The extent to which actual performance compares with targeted performance. The degree to which objectives are achieved and the extent to which targeted problems are solved. In management, effectiveness relates to getting the right things done. Efficiency The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort. Timeliness Measures whether the deliverable was done on time based on the requirements of the rules and regulations, and/or clients/stakeholders. Time-related performance indicators evaluate such things as project completion deadlines, time management skills and other time-sensitive expectations. Some Performances are only rated on quality and efficiency, some on quality and timeliness, and others on efficiency only. You need not use all three (3) categories. 25. Demonstration of Competencies. During Phase I, the rater shall discuss with the ratee the competencies required of the individual personnel. Competencies are defined as the knowledge, skills and behavior that individuals demonstrate in achieving oneâs results. Competencies shall uphold the DepEdâs core values. They represent the way individuals define and live the values. 26. DepEd shall adopt four classes of competencies as follows: i. Core behavioral competencies are competencies, which cut across the organization; ii. Leadership competencies are competencies intended for managerial positions; a. Third level officials b. Chiefs and Assistant Chiefs c. School Heads and Department Heads iii. Staff Core Skills are competencies intended for staff and teaching-related personnel; and iv. Teaching competencies are competencies intended for teachers. The DepEd-required competencies are illustrated in Annex I. 27. The rateeâs demonstration of the required competencies shall be monitored to effectively plan the interventions needed for behavioral and professional development. The assessment in the demonstration of competencies shall not be reflected in the final rating. 28. Reaching Agreement. Once the office and individual KRAs, Objectives and Performance Indicators are clearly defined, the rater and the ratee shall commit and reach an agreement by signing the OPCRF and IPCRF. The signed/approved OPCRF and IPCRF shall be the basis for monitoring and assessment, which shall take place in Phases II and III, respectively. B. Phase II: Performance Monitoring and Coaching 29. The performance monitoring and coaching shall commence after the rater and the ratee commit on the KRAs, Objectives and Performance Indicators, and sign the OPCRF and IPCRF. This shall be done throughout the year. 30. The two (2) main components of Phase II are the following: i. Performance monitoring; and ii. Coaching and feedback. 31. Performance monitoring shall provide key inputs and objective basis for rating. It shall facilitate feedback and provide evidence of performance. Performance monitoring shall be the responsibility of both the rater and the ratee who agree to track and record significant incidents through the use of the Performance Monitoring and Coaching Form (PMCF) shown in Annex J. Significant incidents are actual events and behaviors in which both positive and negative performances are observed and documented. 32. Coaching and feedback shall be a continuous process. Coaching and feedback shall be provided by the rater and/or shall be sought by the ratee to improve work performance and behavior. The rater, as the coach or mentor of the ratee, playing a critical role in the performance monitoring and coaching, shall provide an enabling environment and intervention to improve the office performance and to manage and develop individual potentials. 33. The PMCF shall capture the significant incidents. It shall provide a record of demonstrated behaviors, competencies and performance, and shall be an effective substitute in the absence of quantifiable data. The rater and the ratee shall sign each significant incident recorded in the PMCF to ensure that agreement has been reached. C. Phase III: Performance Review and Evaluation 34. The performance review and evaluation shall be done at the end of the performance cycle to assess the office and individual employeeâs performance level based on the commitments and measures as contained in the signed OPCRF and IPCRF. 35. A mid-year review is prescribed to determine the progress in achieving the Objectives. In exceptional cases, and only if the situation warrants, a one-time recalibration of office and individual Objectives shall be allowed during the mid-year review. Exceptional cases shall include instances when high level decisions are taken into effect such as changes in strategic directions, and circumstances beyond the control of the ratee such as natural and/or man-made calamities, including typhoon, earthquake and other fortuitous events. During the mid-year review, the rater shall inform in writing the ratee of the status of performance, in case of an Unsatisfactory or Poor performance. Coaching, feedback and appropriate interventions shall be provided where necessary. 36. The RPMS shall put premium on KRAs towards the realization of organizational vision, mission, strategic priorities and the OPIF logframe. Hence, rating for planned and/or intervening tasks shall always be supported by reports, documents or any output as proofs of actual performance. In the absence of said bases or proofs, a particular task shall not be rated and shall be disregarded. 37. Office and Individual Performance Assessment. The head of office, in coordination with the Planning Office, shall assess the performance of the office vis-a-vis the committed targets at the beginning of the performance cycle. The rater and the ratee shall discuss and agree on the individual assessment based on the actual accomplishments of each of the KRAs and Objectives. The final rating shall be based solely on the accomplishment of the specific objectives as measured by the Performance Indicators. The OPCRF and IPCRF shall be accomplished and completed by the rater and the ratee to: i. Reflect actual accomplishments and results; ii. Rate each of the objectives; iii. Compute for the score per objective; iv. Determine the overall rating for accomplishments; v. Reach an agreement; and vi. Assess the competencies. 38. Initial self-rating shall be encouraged prior to the rater-ratee discussion. 39. Third Level Officials, as heads of offices, shall accomplish the OPCRF for submission to the Planning Office. The individual assessment of Third Level Officials shall be contained in the CESPES Forms for submission to the Career Executive Service Board (CESB). The BHROD and Personnel Division shall be furnished a copy of both forms. 40. Actual Results. The rater and the ratee shall discuss and agree on the actual accomplishments and results based on the performance commitments and measures made at the beginning of the rating period. They shall evaluate each objective whether it has been achieved or not. The significant incidents as reflected in the PMCF shall be considered for the actual results. 41. Rating the Objectives. Based on the actual accomplishments and results, each of the Objectives shall be rated using the rating scale specified below: Table 2. The RPMS Rating Scale NUMERICAL RATING ADJECTIVAL RATING DESCRIPTION OF MEANING OF RATING 5 Outstanding Performance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity and initiative. Employees at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. Employee achievement and contributions to the organization are of marked excellence. 4 Very Satisfactory Performance exceeded expectations. All goals, objectives and targets were achieved above the established standards. 3 Satisfactory Performance met expectations in terms of quality of work, efficiency and timeliness. The most critical annual goals were met. 2 Unsatisfactory Performance failed to meet expectations, and/or one or more of the most critical goals were not met. 1 Poor Performance was consistently below expectations, and/or reasonable progress toward critical goals was not made. Significant improvement is needed in one or more important areas. The final assessment shall correspond to the adjectival description of Outstanding, Very Satisfactory, Satisfactory, Unsatisfactory or Poor. The range of adjectival rating is as per attached in Forms A, B, and C. 42. Process for Computing the Score per KRA. i. The rater and ratee shall ensure that each KRA has been assigned weight according to priority. ii. As an option, the rater and ratee may assign weights to objectives which shall be equal to the total weight assigned to a particular KRA. KRA 1 â Weight assigned is 40% Objective 1 is 20% Objective 2 is 10% Objective 3 is 10% iii. The score per KRA shall be computed using the following formula: 43. Plus Factor. The plus factor shall be considered as another KRA. These are value adding accomplishments, which are not covered within the regular duties and responsibilities. The weight on the plus factor shall not exceed the weight of the highest mandated KRA. For teachers, the plus factor shall be limited to work/activities, which contribute to the teaching-learning process. 44. Determining the Overall Rating for Accomplishments. The overall rating/assessment for the accomplishments shall fall within the following adjectival ratings and shall be in three (3) decimal points: Table 3. Adjectival Ratings RANGE ADJECTIVAL RATING 4.500-5.000 Outstanding 3.500-4.499 Very Satisfactory 2.500-3.499 Satisfactory 1.500-2.499 Unsatisfactory below 1.499 Poor 45. Reaching Agreement. Upon determining the overall rating for the actual accomplishments and results, the rater and the ratee shall reach an agreement by signing the OPCRF and IPCRF. The average rating of individual staff members should not go higher than the collective performance assessment of the office. 46. Assessing the Competencies. The rater shall discuss with the ratee the set of competencies observed during the performance cycle. The competencies shall not be reflected in the final rating. Competencies shall be monitored for developmental purposes. In evaluating the individualâs demonstration of competencies, the rating scale in Table 4 shall apply: Table 4. The DepEd Competencies Scale SCALE DEFINITION 5 Role model 4 Consistently demonstrates 3 Most of the time demonstrates 2 Sometimes demonstrates 1 Rarely demonstrates 5 (role model) â all competency indicators 4 (consistently demonstrates) â four competency indicators 3 (most of the time demonstrates) â three competency indicators 2 (sometimes demonstrates) â two competency indicators 1 (rarely demonstrates) â one competency indicator D. Phase IV: Performance Rewarding and Development Planning 47. The results of the performance review and evaluation shall be used in performance rewarding and development planning. This phase shall be done after Phase III. 48. The rater shall discuss and provide qualitative comments, observations and recommendations in the individual employeeâs performance commitment, competency assessment and significant incidents which shall be used for training and professional development. These can be written under the strengths and development needs column of the Part IV-Development Plans of the IPCRF. 49. The rater and the ratee shall identify and discuss the individualâs strengths and development needs, and reflect them in the Part IV-Development Plans of the IPCRF. The competencies which the ratee demonstrated consistently and the areas, where the ratee meet or exceed expectations shall be referred to as the rateeâs strengths. The competencies, which the ratee rarely demonstrates and the areas where the ratee has room for improvement and has not met the expectations, shall be identified as the rateeâs development needs. Make a situational SOLO-based questions in the context of school leadership
Positional Terms - Multiple choice English-Spanish
Ansci II 3.02 Medical/Positional Terms
New Trends in Agriculture Extension approaches Extension has been, and still is, under attack from a wide spectrum of politicians and economists over its cost and financing. As a result, Extension Systems have had to make changes, by restating the systemâs mission, developing a new vision for the future, and formulating plans for the necessary transition to achieve the desired change. 1. Privatization of Agricultural Extension Service Privatization: Process of funding and delivering the extension services by private individual or organization is called Private Extension. Concept: Privatization of extension refers to services rendered in rural area & allied aspects of extension personnel working in private agencies or organization for which farmers are expected to pay a fee & it can be viewed as supplementary or alternative to public extension services (Sarvanan & Shivalinge 1980). Privatization approaches ⢠Share cropping system ⢠Village extension contract system ⢠Public extension through private delivery ⢠Service for vouchers Strengths of Private Extension System ⢠More demand - driven rather than supply â driven ⢠High quality of services in terms of satisfying information needs of clientele, trained manpower, sustained finances and resource allocation ⢠Provides for an information mix and choices available to farmers ⢠Enhanced efficiency of staff ⢠Assure continuous supply and quality agricultural products ⢠More effective because farmer can select an adviser who is the best able to help ⢠Healthy competition among service provider will lead to better quality and lower costs for service Weakness of Private Extension System ⢠Concentrate on area having favorable physical environment ⢠More face-to-face contacts (person oriented) ⢠Increased dependence of farmers and hence exploitation ⢠No education role ⢠Deprivation of small farmers ⢠Hamper the free flow of information 2. Cyber Extension or e-extension Concepts Cyber space: it is the imaginary or virtual space of computers connected with each other on Networks, across the Globe. Cyber extension: it means 'using the power of online networks, computer communications and digital interactive multimedia to facilitate dissemination of agriculture technology. Cyber Extension thus can be defined as the extension over cyber space. Important tools of cyber extension E-Mail, Telnet, File Transfer Protocol (FTP), Gopher, Archie and World Wide Web (WWW) Strengths of Cyber Extension ⢠Access to the astounding information and continuously available ⢠Information rich and instantaneously available of information ⢠Interactive communication ⢠The information is available from any point on the globe ⢠Communication is dynamic ⢠Cut steps from traditional process ⢠Save money, time and effort ⢠Multiplicity of purpose Issues and Concerns of Cyber Extension ⢠Lack of Reliable Telecom Infrastructure in Rural Areas ⢠Erratic or no Power Supply ⢠Lack of ICT Trained manpower (willing to serve) in Rural Areas ⢠Lack of content (locally relevant and in local languages) ⢠Lack of Information Services to Rural Clientele ⢠Low Purchasing power of the Rural communities ⢠Lack of Holistic Approaches ⢠Issues of Sustainability Application of cyber extension ⢠Village information shops Dr. M.S. SwaminathanResearch Foundation, Chennai ⢠Information villagers MANAGE in Ranga Reddy District in Andhra pradesh ⢠Gyandoot net initiative of District Dhar, Madhya Pradesh. ⢠Warna wired village of National Informatics Center (NIC) in Kolhapur- Sangli Districts of Maharashtra 3. Market-Led-Extension (MLE) Concepts Market: A congregation of prospective buyers & sellers with a common motive of trading a particular commodity. Extension: It is the spreading/reaching out to the mass Market-led-extension: Agriculture & economics coupled with extension is the perfect blend for reaching at the door steps of common man with the help of technology. Dimensions of market-led extension ⢠Marketing mix: A planned mix of the controllable elements of a product's marketing plan commonly termed as 4Ps: product, price, place, and promotion. These four elements are adjusted until the right combination is found that serves the needs of the product's customers, while generating optimum income. ⢠Marketing plan: A marketing plan is a comprehensive document that outlines a business and marketing efforts for the coming year. It describes business activities involved in accomplishing specific marketing objectives within a set time frame. A marketing plan also includes a description of the current marketing position of a business, a discussion of the target market and a description of the marketing mix that a business will use to achieve their marketing goals. ⢠Market Intelligence: It is the information relevant to a companyâs markets, gathered and analyzed specifically for the purpose of accurate and confident decision making. Market intelligence includes the process of gathering data from the companyâs external environment, whereas the business intelligence process is primarily based on internal recorded events â such as sales, shipments and purchases. ⢠Market oriented production ⢠Use of Technology Strengths of market-led extension ⢠SWOT analysis of the market ⢠Organization of Farmersâ Interest Groups (FIGs) ⢠Enhancing the interactive and communication skills of the farmers ⢠Establishing marketing and agro-processing linkages ⢠Advice on product planning ⢠Educating the farming community ⢠Direct marketing ⢠Acquiring complete market intelligence ⢠Publication of agricultural market information Production of video films of success stories ⢠Challenges to market-led extension ⢠Gigantic size of extension system ⢠Information technology Diverse conditions ⢠Market intelligence ⢠Reforms in agricultural extension system Government Initiatives ⢠Central warehousing Corporation-1965 ⢠MSP by Commission for Agricultural Cost and Price (CACP) ⢠Food Corporation of India ⢠Then some others as: Cotton Corporation of India (CCI), Jute Corporation of India (JCI), National Dairy Development Board (NDDB), Agriculture and Processed food Export Development Authority (APEDA) etc. 4. Farmer--Led-Extension (FLE) Farmer--led-extension is defined as 'the provision of training by farmers to farmers, often through the creation of a structure of farmer promoters and farmer trainers' (Scarborough et al., 1997). Philosophy and principles ⢠Farmers and local institutions (e.g. producer organizations or village leaders) should play a key role in selecting farmer-trainers and monitoring and evaluating them. This helps make the programmes more accountable to the community or groups that they serve. ⢠Farmer-trainers are âof the communityâ; they communicate in local languages and are more sensitive to local cultures, mannerisms, farming practices, and farmersâ needs. ⢠Farmer-trainers should be selected on the basis of their skills and interest in sharing information, not just on their farming expertise. ⢠Farmer-trainers need strong linkages with and support from development agents (whether government, non-government organization (NGO), or private), the people who train and backstop them. Farmer-trainers generally serve as a complement to existing extension systems, rather than being a substitute for them. ⢠Facilitating organizations and local institutions need to be proactive in ensuring that women as well as men become farmer-trainers. ⢠Simple and appropriate reference materials should be made available to the farmer trainers. Essential Elements of Farmer--led-extension ⢠The group ⢠The Field ⢠The Facilitator ⢠The curriculum ⢠Programme leader ⢠Financing Special features of Farmer--led-extension ⢠All learning is field based & it is primary venue for learning ⢠FLE group learning constantly over the experimentation period ⢠FLE promotes healthy decisions & quality decisions ⢠Farmers conduct their own field studies with comparisons or treatments ⢠Facilitates Farmer-to-Farmer communication ⢠Field staff serve as facilitators ⢠FLE is a unique way to educate farmers ⢠It is an effective platform for sharing of experiences and collectively solving agriculture related problems. 5. Expert system Expert system is an intelligent computer program that uses knowledge and inferences procedures to solve problems (Daniel Hunt, 1986). Objectives of developing expert system ⢠To enhance the performance of agricultural extension personnel and farmer ⢠To make farming more efficient and profitable ⢠To reduce the time required in solving the problems ⢠To maintain the expert system by continuously upgrading the database Advantages of expert system ⢠Solves critical problems by making logical deductions without taking much time ⢠It combines experimental and conventional knowledge with the reasoning skills of specialists ⢠To enhance the performance of average worker to the level of an expert Limitations of expert system ⢠Expensive computer program ⢠Mostly developed not in regional languages ⢠Requires AC power and internet connection all the time ⢠Complex software requires computer skilled personnel Modules of expert system in agriculture ⢠COMAX: Integrated crop management in cotton ⢠SOYEX: Soybean oil extraction expert system ⢠PLANT/ds: Diagnosis of soybean diseases ⢠MAIZE: Maize expert system for field crop management ⢠SEMAGI: Weed control decision making in sunflowers ⢠Rice Crop Doctor: Developed by National Institute of Agricultural Extension Management (MANAGE) Difference between conventional and expert system of extension Conventional Extension ⢠Universal approachability of same information is a problem ⢠Information is given whatever is available without considering needs and resources ⢠No Cost benefit analysis ⢠Information flow depends on availability of agent ⢠Require users to draw their own conclusion from facts Expert System of Extension ⢠Universal approachability of same information is possible ⢠Information is chosen based on their needs and resources ⢠Cost benefit analysis ⢠Information through Cyber Cafe at any place at any time ⢠Conclusion is drawn based on the decision given by the expert
A piece thatâs sung as opposed to played. Answer: Cantata A hymn tune of the Lutheran church. Answer: Chorale A part for keyboard (harpsichord or organ) and cello or bass. The keyboard player reads the cello line and provides an accompaniment based on the figured Bass. Answer: Basso continuo The numbers written under the cello part indicating chords and their positions to the keyboard player. Answer: Figured Bass A piece for choir. Answer: Chorus A style of singing that is more related in pitch and rhythm to speech than song. In the 18th Century it was used extensively in Opera as âDialogueâ between Characters. Answer: Recitative (Dry) Accompanied only by continuo. Answer: Recitativo secco More expressive and accompanied by the orchestra. Answer: Recitativo stromentato Contrapuntal device whereby a motif or phrase is presented successively by different voices. Answer: Imitation To turn a motif or phrase âup-side downâ. Answer: Inversion A song for 1 or more voices, popular in Opera and Cantata as a contrast with Recitative. Answer: Aria A type of piece that was written as a set of variations on an Ostinato. Answer: Chaconne A musical idea repeating many times. Answer: Ostinato A sustained or repeated note over which the harmonies change. Answer: Pedal Point Point of rest. Answer: Cadence Change of key. Answer: Modulation Where the composer gives prominence or illustrates words in musical terms. Answer: Word Painting A motif that has more than 1 note per syllable is said to be melismatic. Often used as word painting. Answer: Melisma Where 1 note per syllable is used. Answer: Syllabic A polyphonic composition in which a part is imitated by 1 or more parts so that successive statements of the melody overlap. Answer: Canon Any rhythmically independent movement between parts. Answer: Polyphony A combination of 2 or more independent melodies. Answer: Counterpoint A structure consisting of 3 sections-ABA. Answer: Ternary Form Back to the beginning as in the Da Capo Aria. Answer: Da Capo (D.C.) Back to the sign. Answer: Dal Segno (D.S.) A motif which is repeated at a different pitch in the same part. Answer: Sequence
The Revolt of the Northern Earls (1569) Most people in the North remained loyal to the Catholic noble families who controlled the north and their Catholic faith. When Elizabeth came to power, she promoted ânew menâ (Protestants) from the gentry and the powerful Catholic nobles lost their power and influence. This led them to organise the most serious rebellion of Elizabethâs reign in 1569. Why did the Northern Earlâs revolt? The Earls had lost their power when Elizabeth became Queen (and wanted it back). They wanted Catholicism restored in England (and felt that ordinary Catholics would support it). Elizabeth was refusing to marry or to name an heir, causing uncertainty about Englandâs future. Mary Queen of Scots (if freed from prison) could replace Elizabeth and solve all these problems Who were the key players in the Revolt? Earl of Northumberland ⢠A Catholic who had held an important position under Mary I. ⢠He lost a lot of influence under Elizabeth (as she favoured Protestant gentry) ⢠Elizabeth also took the rights to a valuable copper mine found on his lands Earl of Westmorland ⢠From a rich Catholic family in the north Also the Duke of Norfolkâs brother in law Duke of Norfolk ⢠Englandâs most senior Protestant noble, but he had very close links to old northern Catholic families, & was sympathetic to them & greedy for power. ⢠He hated William Cecil & Robert Dudley, Earl of Leicester (Elizabethâs favourite) who were Protestant and from the gentry ⢠He planned to marry Mary QS, but later backed down and urged the earls to call off the rebellion. Mary also supported the plan to marry him What role did religion play? (7/10 â but only because it was linked to power) ⢠Most northerners held onto their Catholic beliefs & although Elizabeth didnât persecute them, they knew that she wanted their religion to gradually die out, so they supported the revolt. ⢠In 1561 Elizabeth hired a strict Protestant as archbishop of Durham to promote Protestantism in the north, but he was unpopular & turned many northerners against the Protestant religion. What role did politics/power play? (9/10 â this was the most important cause of the revolt) ⢠The Northern Earls lost a lot of their power/influence (even jobs/money under Elizabeth) ⢠Northumberland was jealous of new Protestant families being given top jobs in the North ⢠William Cecil & Robert Dudley were not from ancient noble families, but were very close to the Queen, so the northern Earls resented them getting top jobs in her Government ⢠Elizabeth also confiscated large areas of land & the profits from their copper mines ⢠It is possible, that had Elizabeth allowed the Catholic Northern Earls to keep their jobs, money and influence at court, they may have âtoleratedâ her as a Protestant Queen (greedy/selfish). What role did Mary Queen of Scots and the Succession play? ⢠Elizabeth was refusing to name an heir and it was becoming clear that she would not marry ⢠If Mary Queen of Scots married the Duke of Norfolk, England would have an heir and England would be Catholic again. The country would be stable without people competing for power. ⢠However, some of Elizabethâs courtiers got worried that it might not work and that it might lead to charges of treason (punishable by death) ⢠So by September 1569, Robert Dudley (Earl of Leicester) decided to tell Elizabeth about the plot. By this time it was much more serious than simply marrying Norfolk to Mary. ⢠Mary QS had secretly asked Spain to send troops to help the rebellion & overthrow Elizabeth Plan for the Revolt of the Northern Earls (1569) ⢠The Earls of Northumberland & Westmorland will raise rebel troops from their lands in the north and take control of Durham. ⢠The rebels will then march south towards London to join with the Duke of Norfolk ⢠1000s of Spanish troops will land in England to support the rebel forces ⢠The Duke of Norfolk & rebel forces will seize control of Government & overthrow Elizabeth ⢠Mary Queen of Scots is to be freed, ready to marry the Duke of Norfolk Key Events of the Revolt ⢠Once Elizabeth knew of the plot, Norfolk was arrested and sent to the Tower of London ⢠The Northern Earls were worried they would be executed for their involvement and in a desperate attempt to avoid punishment, pushed ahead with the revolt ⢠They raised an army of ordinary Catholics and took control of Durham cathedral ⢠Catholic mass was celebrated across the north for 2 weeks. ⢠They then headed south, to try and free Mary ⢠Mary QSs was moved south to Coventry on the orders of Elizabeth, so she couldnât escape ⢠The rebellion failed as Spanish troops never arrived ⢠Elizabethâs friend (Earl of Sussex) had raised an army of 7,000 men to defend her throne. Results: ⢠The rebellion was a serious threat to Elizabeth ⢠She executed 450 rebels in the north ⢠Northumberland was executed in 1572 & his head was put on a spike on the city gate ⢠The Privy Council called for the Duke of Norfolkâs execution too, but Elizabeth released him. ⢠Mary Queen of Scots was kept in prison for the next 14 years. ⢠The failed plot also led the Pope to take action against Elizabeth ⢠In 1570 he excommunicated Elizabeth from the Catholic Church ⢠He also issued a Papal Bull (order) calling on all loyal Catholics to overthrow her hoping it would encourage another rebellion. ⢠In 1571 Elizabeth called parliament to pass an Act making it treason to claim that she was not the rightful Queen and to bring in/print papal bulls in England. The Significance of the Revolt of the Northern Earls ⢠It was the first and most serious rebellion by English Catholics against Elizabeth ⢠Treason laws were made much harsher ⢠It ended the influence of the powerful Catholic Earls in the North ⢠It led to harsher treatment of Catholics, e.g. 1572 Elizabeth sent the Earl of Huntingdon (strict Protestant) to the north to carry out laws against Catholics (and suppress Catholicism). ⢠Although Elizabethâs brutal revenge on the rebels show how serious a threat it was, most Catholics in the north stayed loyal, but the Popeâs Papal Bull now put their loyalty in doubt There was little support for the revolt among the rest of the Catholic nobility and ordinary people. When faced with a choice between Elizabeth and their religion, most Catholics chose to support the Queen. 1569, was the last time English Catholics tried to remove Elizabeth by force. The future plots against her were always uncovered by Cecil & Walsingham, before they had a chance to get any public support. Despite this, the Northern Revolt & Papal Bull changed Elizabethâs attitude towards Catholics who were now seen as potential traitors. From 1570, Elizabeth became less tolerant of recusants (people refusing to attend her church) & took increasingly tough measures against Catholics. The Ridolfi, Throckmorton & Babington plots ⢠In the 1870s-80s, there were 3 Catholic plots to assassinate Elizabeth & replace her with Mary. ⢠The plots were supported by France, Spain, the Pope and some Catholic nobles. ⢠They reinforced the form Mary & from Catholics at home and abroad. Also the threat from Spain. The Ridolfi Plot (1571) ⢠Ridolfi was an Italian banker living in England and a spy for the Pope. ⢠He organised a plot to murder Eliz, marry Mary QS to the Duke of Norfolk & make her Queen. ⢠The Pope & King Philip supported the plot & Philip told the Duke of Alba in the Netherlands to prepare 10,000 troops (but to only invade AFTER the English had overthrown Elizabeth). ⢠The plot failed because Sir William Cecil intercepted coded letters & Norfolk was executed. ⢠Mary was kept under closer watch. ⢠Ridolfi was abroad when the plot was discovered and never returned to England. 1574: Catholic Priests and Priest Holes ⢠From 1574 Catholic priests were smuggled into England to keep the religion alive. ⢠They stayed with rich Catholic families, so Catholic families were kept under surveillance. ⢠Catholic homes were raided â to find âpriest holesâ where Catholic priests were hiding. ⢠Catholic priests who were found could be hung, drawn and quartered (although not all were) ⢠In 1581, Parliament also passed 2 new tougher laws against Catholics: ⢠Recusants would be fined ÂŁ20 (which would bankrupt most families) ⢠Trying to convert people to Catholicism was now treason (punishable by death) The Throckmorton Plot (1583) ⢠It aimed to assassinate Elizabeth and replace her with Mary. The French Duke of Guise (Maryâs cousin) would invade England with an army, funded by King Philip (Pope also supported it). ⢠An Englishman, Throckmorton carried messages between Mary & Catholic plotters abroad. ⢠Sir Walsingham (Secretary of State) uncovered the plot after his agents found the plans for the plot in Throckmortonâs house. Throckmorton confessed under torture and was executed. Significance: ⢠The plots showed that Maryâs presence in England posed a serious threat ⢠It also showed that France & Spain were a serious threat (& could invade) ⢠Throckmortonâs papers showed a list of Catholic supporters in England, so the threat from English Catholics was also real ⢠1,000s of Catholics were imprisoned or kept under surveillance/house arrest ⢠In 1585 another Act was passed to make helping Catholic priests punishable by death. ⢠The Bond of Association was signed by the English nobles & gentry & forced them to promise to execute anyone who tried to overthrow the Queen. Weaknesses of the Plots The plots lacked public support & were uncovered by informers & spies before they had the chance to work King Philip was reluctant to destroy his alliance with Elizabeth (France was still a bigger rival) so is support for the plots was half-hearted, he rarely followed through on his promises to help the plotters or send an army The Babington Plot (1586) In 1586, Walsingham used his spy network to PROVE that Mary supported the Babington plot. His evidence persuaded Elizabeth to put Mary on trial & execute her for treason. ⢠This was a plot to murder Elizabeth and put Mary on the throne ⢠France would invade England with 60,000 men and Spain would also send an army ⢠Babington was passing coded letters between Mary & her supporters in England & Europe. ⢠But all of her letters were being intercepted and read by Walsingham. ⢠Walsingham used his spies to follow every stage of the plot & had the letters decoded ⢠One of Maryâs letters approved plans to murder the Queen and free Mary from prison ⢠They also contained the names of 6 Catholics who planned to kill Elizabeth ⢠They were arrested, hung, drawn and quartered for treason. ⢠Mary had been implicated in plots before, but Elizabeth was always reluctant to execute her ⢠But the proof found by Walsingham finally persuaded her to put Mary on trial ⢠In October 1586, Mary was found guilty & was sentenced to death ⢠But Elizabeth still hesitated, and did not sign the death warrant until February 1587. Significance 1) This plot was very significant because by 1585 England was effectively at war with Spain since Elizabeth had sent her army to help the Dutch Protestants fight the Spanish 2) This meant that Elizabethâ situation was more dangerous than during previous plots. 3) Elizabethâs government also became more determined to crush Catholicism 4) 1000s of recusants were arrested & 31 priests were executed 5) Maryâs execution removed the Catholic threat at home 6) English Catholics had no one to rally around, & lost hope of overthrowing Elizabeth 7) But Maryâs death increased the threat of a foreign invasion as England was at war with Spain and King Philip had been preparing an attack on England since 1585 8) Maryâs death made Philip even more determined to invade, Mary had left her claim to the English throne to King Philip upon her death Why was Mary Queen of Scots finally executed? 1 ⢠A new Act in 1585 stated that in the event of Elizabethâs assassination, Mary could be executed as long as she had been proved guilty & Walsingham had provided hard proof. 2 ⢠Another reason was that by 1587, it was clear that Philip was planning to invade England ⢠There were rumours that Spanish ships had landed in Wales & that Mary had escaped. This convinced Elizabeth that Mary had to be executed if she wanted to keep her throne. Walsinghamâs Spy Network: ⢠Walsingham (Secretary of State from 1573) had a network of spies all over England & abroad. He had spies in every English town, some were normal people paid to spy on neighbours. ⢠He also had agents and spies in Spain, France, Germany and Italy ⢠He hired mathematicians to crack written codes and people to open/seal letters secretly ⢠He also pressured captured Catholic priests to spy on others for him in return for a pardon. ⢠He used double agents to infiltrate Catholic networks - to help him discover traitors ⢠But he only used torture against Catholic priests caught in England in the most serious cases ⢠But 130 priests and 60 of their supporters were still executed during Elizabethâs reign. Why did Relations with Spain get worse (1569-1588) ⢠England had tried to stay on good terms with Spain, because Eliz wanted to avoid an expensive war that could lead to her being overthrown (English Catholics could support it) ⢠But by the 1570s, Elizabeth wanted to have an empire of her own. ⢠She also needed to make more money to defend her country and throne (by improving trade) ⢠This religious, political and economic rivalry led to growing tensions between England & Spain Political and Religious Rivalry 1) Land abroad, gave countries wealth/power. By the 1580s, Eliz wanted an empire to rival Spainâs (especially as Spain had supported the Catholic plots against Eliz â even if it was half-hearted) 2) Religion was another cause of conflict. Philip opposed Elizabethâs religious settlement 1559 3) Luckily for Elizabeth, in the 1550s Spain & France were competing to be the greatest European power and both wanted England as an ally against the other. 4) But from 1567, Spanish ships were sailing to the Netherlands with money for the Albaâs army 5) This alarmed English Protestants and Elizabethâs Privy Council who put more and more pressure on her to send an army to help the Dutch Protestant rebels (in the Netherlands). Economic (commercial) Rivalry: The New World, privateers and Sir Francis Drake ⢠Under Elizabeth, English merchants wanted to make big profits in the New World (Americas). ⢠However, trading in the New World was difficult because of Spainâs power 1) Spain controlled most of the New World where there were huge profits to be made and anyone who wanted to trade there needed a licence from Spain (which it would not give): 2) But the Americas had valuable crops like tobacco, sugar, and also silver and gold 3) Elizabeth secretly encouraged privateers to trade illegally & raid Spanish ports & ships 4) At first Elizabeth denied responsibility for their actions, which delaye war with Spain Sir Francis Drake: Elizabeth sends Drake to rob Spanish colonies and ships (which infuriates Spain) 1) Spainâs support for the Ridolfi plot (1571) made her more willing to support Drake ⢠In 1572 Eliz hired Drake to sail to the New World & steal ÂŁ40,000 of Spanish silver ⢠In 1577 she sent Drake back again with a secret mission to rob Spainâs colonies/ships ⢠Drake brought back ÂŁ400,000 of Spanish treasure & claimed an area of California in Elizabethâs name (New Albion). He gave a lot of this money to Elizabeth ⢠He boosted Englandâs finances at a time of growing concern over Spainâs threat ⢠He became famous as the first Englishman to circumnavigate the globe. ⢠Eliz knighted Drake as a reward, which infuriated Philip (as he saw Drake as a pirate) ⢠Drakeâs actions & his claim to California made it clear that England did not accept Spainâs domination of the New World. Elizabethâs Support for the Dutch Rebels led to War with Spain (1585-88) ⢠By the 1580s, tension between England & Spain had reached boiling point ⢠At first, Eliz refused to send her army to help the Dutch rebels, because she wanted to avoid a war with Spain. So she tried to get the Spanish to leave the Netherlands in other INDIRECT ways: 1) By allowing Drake (& other English privateers) to attack and rob Spanish ships and colonies 2) By encouraging others (the French heir/mercenaries) to fight the Spanish in the Netherlands ⢠In the 1570s, Elizabeth promised to marry the heir to the French throne (the Duke of Alencon) so that he would take an army to fight the Spanish in the Netherlands The Spanish Fury (1576) and the Pacification of Ghent (1576) ⢠By 1576, the Spanish Govt in the Netherlands was bankrupt (the war was expensive) ⢠After months without pay, Spainâs soldiers violently robbed Dutch towns in the âSpanish Furyâ Spanish troops rebelling and robbing cities in the Netherlands in 1576. This united the Dutch Protestants & Catholics against Spain. They drew up the âPacification of Ghentâ (demanding that): ⢠Spanish troops leave the Netherlands ⢠Spain allows the Dutch to rule themselves ⢠The persecution of Dutch Protestants stops What did Elizabeth do? ⢠Elizabeth sent ÂŁ100,000 to help the Dutch rebels ⢠In 1577 King Philipâs brother, Don Juan agreed to the rebels demands (but this was a trick) as just 6 months later Philip sent an even bigger army to attack the Dutch. ⢠Elizabeth then hired a mercenary army of 6000 English & Scottish volunteers to help the Dutch. ⢠But her plan backfired because the mercenaries destroyed Dutch Catholic churches, which caused the Catholics to make peace with Spain. ⢠In 1578, her Privy Council urged Eliz to send her official army to help the Dutch, but she refused. The Dutch were disappointed & turned to France for help. The French Duke of Alencon arrived with an army to fight the Spanish, but by 1579 Spain had taken control again. ⢠In 1580 Spain got even stronger after Philip won control of Portugal & its empire. ⢠So Elizabeth gave the Duke of Alencon ÂŁ70,000 to help him fight the Spanish ⢠In 1582, Alencon took his army the Netherlands but failed to defeat Spain. ⢠Elizabethâs foreign policy in the Netherlands had failed & she had only managed to annoy Spain 1585: Why did Eliz finally decide to send her army to the Netherlands? (she lost her 2 main allies) ⢠1584 the Duke of Alencon died (so he could no longer fight the Spanish in the Netherlands) ⢠1 month later, William of Orange, the leader of the Dutch Protestant rebels was assassinated. ⢠In 1585, Spain signed the Treaty of Joinville with France, agreeing to stamp out Protestantism in France/Europe meaning France & Spain were now allies against Protestantism ⢠Elizabeth now felt she had no choice but to send her official army to the Netherlands ⢠She signed the Treaty of Nonsuch with the Dutch rebels which promised them military help 1585: Robert Dudleyâs campaign in the Netherlands was unsuccessful She sent 7,400 man army to the Netherlands led by Dudley. But he accepted the title of âGovernor Generalâ. Eliz was angry as it suggested that she had deposed King Philip so she told Dudley to resign this position. His army was defeated by the bigger Spanish Army as Eliz had not provided him with enough money to win. In 1587 Dudley resigned and returned to England. At the same time, Eliz had sent Drake to raid Spanish colonies in the New World to disrupt King Philipâs flow of money. Philip was furious and told the Pope he planned to invade England at the end of 1585. Drake singes the King of Spainâs beard 1587 ⢠In 1587 Elizabeth ordered Drake to attack Spainâs most important port Cadiz ⢠He destroyed 30 ships in 3 days â known as the âSingeing of the King of Spainâs Beardâ ⢠He also stole lots of wood, meaning the Armada did not have quality barrels for food/water ⢠Drakeâs disruption delayed the Armada by a year (& meant that its food rotted in 1588). ⢠This bought England more time to prepare for war. The Spanish Armada (1588) The Plan ⢠By 1588, the Spanish Armada was ready to invade England ⢠It had 130 ships with 8000 sailors & 18,000 soldiers ⢠The Duke of Medina Sidonia would lead the Armada, but he had little experience at sea and didnât want the job ⢠The Armada would collect Parmaâs army from France & sail to England under the protection of the Armadaâs warships ⢠Parma would march to London to depose Elizabeth & impose a Catholic government in England. 1) The Armada reached the English Channel The Armada set out in May 1588, but was delayed for a few weeks by bad weather In July the Armada was near England & signal fires were lit to warn Elizabeth English ships set sail to meet the Armada The Armada sailed up the channel in a crescent (half moon) formation, to use the large armed galleons to protect the weaker supply and army ships The English navy carried out a few minor raids, but did not inflict much damage Only 2 Spanish ships were lost (by accident) 2) The English attack the Spanish at Calais (with fire ships) and at Gravelines The Armada sailed up the English channel & anchored at Calais to wait for Parmaâs army But Parmaâs men didn't reach the coast in time (news had reached them too late) At midnight, the English sent 8 fireships into the Spanish ships causing panic They cut their anchors, broke formation & headed for the open sea (without Parma) The Spanish ships sailed to Gravelines, but bad weather stopped them returning to Calais The English attacked and the battle lasted many hours (5 Spanish ships were sunk) The rest were forced to sail away from France towards Scotland The English ships followed them to make sure they didnât come back to collect Parmaâs army 3) The Armadaâs Journey back to Spain around Ireland was a disaster The Spanish called off the attack and returned to Spain around Scotland & Ireland Bad storms sank many ships and wrecked more on the Irish coast Many sailors died from starvation & disease â less than half the men made it back to Spain How did England defeat the Spanish Armada? !) Faster Ships ⢠Years before the battle, England had started building smaller, faster ships (galleons) that could fire canon balls quicker & further than Spanish ships ⢠Spanish ships were huge and slow to change direction. 2) Bad Planning & Communication (Spanish) ⢠Philipâs plan to join with the Duke of Parmaâs army in France was risky. ⢠Parma had lots of small ships which took 48 hours to load, man and set sail. ⢠It took too long (a week) for word to reach Parma that Medina was in the English Channel, by which time Medina had set sail to Calais. ⢠Parma was not ready to set sail & the English were already ready to attack (leaving Medina with very little back up when anchored in France). 2) English Tactics were more effective ⢠Spanish ships aimed to come alongside the English ones, jump on board & fight the enemy. But the English ships were faster & kept a safe distance. ⢠They chased the Armada down the Channel, with heavy cannon fire, which forced the Spanish to arrive in France before Parmaâs army was ready ⢠As the Armada was waiting, the English sent fireships into the Spanish fleet. ⢠This caused the Armada to panic, cut their anchors & sail away to the north ⢠When the Spanish ships regrouped, the English attacked them in the Battle of Gravelines & the Armada was forced to sail north, chased by faster ships. 5) Bad Weather ⢠Strong winds made it impossible for the Armada to return & pick up Parmaâs army and storms wrecked or sunk Spanish ships as they tried to return home along the Scottish-Irish coasts. 2) Spanish Supplies ⢠The Armada was not well supplied with food/weapons. Drakeâs attack on Cadiz port in 1587 had destroyed food barrels. Delays in setting sail meant that by the time the English attacked the Armada it had been at sea for 10 weeks and had rotting food. 1000s died from starvation/disease. The consequences of the English victory? ⢠Victory over the Spanish Armada gave Elizabeth a great propaganda victory ⢠A new portrait was made, and a medal was made to commemorate her victory, it said âGod blew and they were scatteredâ. ⢠Elizabeth claimed that God was on the side of Protestantism ⢠This led to a feeling of English pride and encouraged the Dutch rebels to renew their fight against the Spanish ⢠The defeat of the Armada showed the strength of the English navy and gave England the confidence to trade and explore more widely at sea ⢠Although Philip did not give up and continued the war for the rest of Elizabethâs reign, the defeat had cost Spain dearly, both financially and in terms of its power ⢠The Armada marked the start of a long decline in Spainâs power and fortunes. ⢠English ships were sent on voyages of discovery and set up valuable new trade routes ⢠By the end of Elizabethâs reign, the navy was also trying to set up a new colony in Virginia ⢠The English victory boosted Elizabethâs popularity & strengthened the Protestant cause
Match the word to its synonym level B1 CEFR. Use the vocabulary exactly adverb precisely except that aside from exist verb to be real existing adjective real, current Example: Flying cars are not practical with existing technology. existence noun reality Example: The existence of black holes has been confirmed by indirect observation. extraordinary adjective unusual feature noun important part of something Example: The Ramon Crater is a unique feature of the Negev Desert. feedback noun reaction figure noun shape Example: I canât tell if that figure in the shadows is a man or a woman. figure out verb understand Example: I just canât figure out how the magician did that amazing trick. financial adjective related to money Example: Her family is having financial problems so they canât travel overseas this year. finance verb pay for Example: If I canât get a loan from the bank, I wonât be able to finance a new apartment. finance noun money Example: An expert in finance predicts a global recession. finding/findings noun discoveries; results of a study Example: According to the findings of the police investigation, this is the gun which fired the fatal bullet. flexibility noun willingness to change flexible adjective adjusts easily Example: Iâd prefer to meet on Monday morning but I can be flexible depending upon your schedule. flood noun a lot of water flood verb to cover with too much water flu noun type of sickness focus on/upon verb pay attention to Example: You should focus on your schoolwork if you want to improve your grades. focus noun attention People with attention deficit disorder lose focus easily. frequency noun how often frequent adjective very often Example: Hanah is a frequent customer and everyone at the store knows her. fresh adjective new Example: We need some fresh ideas if weâre going to solve this problem. frighten verb scare from preposition position, starting point gain verb make an increase, profit, earn Example: I have nothing to gain by choosing sides so I shall remain neutral. gain noun profit, amount earned generate verb create, make Example: Chat GPT can generate text written in any style you choose. guidance noun help, advice hopeful adjective optimistic, having a positive outlook Example: The farmers are hopeful that we will have rain this winter. hopefully adjective with luck ideal adjective best, most preferable Example: Nuclear power may not be an ideal solution to global warming, but itâs certainly worth considering. illness noun sickness, disease illustrate verb draw pictures illustration noun picture, image Example: Childrenâs storybooks have colorful illustrations. image noun picture, especially on film or television Example: The mother of the pop singer cried when she first saw her daughterâs image on television. in preposition within, inside, into in terms of regarding Example: That company makes a great product but theyâre lacking in terms of customer service. in actual fact in truth Example: The mayor says the city is a safe place to live, but in actual fact the violent crime rate is very high. in connection with about Example: Police arrested four men in connection with the robbery. in that case if that is true Example: Billy Bob: âTraffic could be heavy tomorrow.â Peggy Sue: âIn that case, we better leave early.â in the meantime while, during Example: The new computers wonât arrive until next week, but we can keep using the old ones in the meantime. initial adjective first Example: Her initial reaction to that song was negative, but over time sheâs come to like it. initially adverb at first instruction noun teaching, order Example: Most new electronic devices come with a set of instructions. intelligence noun smartness Example: Since you have a degree from a good university, I assume you have sufficient intelligence to understand this problem. intelligent adjective smart Example: Joe isnât very intelligent, but he is a kind person with a warm heart. interest noun attraction Example: Yossi has little interest in politics, whereas his wife goes to all the protests and demonstrations. interest verb to attract Example: Sports donât really interest me, but my brother is a big basketball fan. introduce verb to show something new Example: Today in class I will introduce the basic concepts of literary analysis. invest verb to put money into something in order to earn money Example: Joe invested in cryptocurrency and lost a lot of money. investor noun one who puts money into something in order to earn money Example: Venture capitalists are investors who put money into risky start-up businesses. investment noun putting money into something in order to earn money Example: Buying real estate in Israel is a very safe investment because the value never goes down. investigate verb research, study Example: The police collected evidence to investigate the murder. investigation noun study Example: The police donât have a suspect for the murder as the investigation isnât finished yet. investigator noun detective Example: Detective Schmendrick is the lead investigator for the murder case. just about almost Example: Iâm just about done here so Iâll be there shortly. keep on doing verb continue Example: Youâre crazy if you keep on doing the same thing and expect different results. kind of type of Example: What kind of dog is that, a poodle? knowledge noun awareness Example: John failed the test due to lack of knowledge of the material. lack verb not having, missing Example: John failed the test due to lack of knowledge of the material. landscape noun the view of the land likely adjective, adverb probably Example: When we learn from our mistakes, weâre not likely to forget. limited adjective restricted Example: We should go to the store today because the sale is for a limited time only. limitation noun restriction little adjective small, not a lot Example: She always tells the truth. I have little reason to doubt her. look at verb see Example: People used to read newspapers on the train. Nowadays they just look at their phones. low adverb to a small amount or level Example: I have to charge my phone because the battery is running low. material noun documents, information Example: We have a lot of material to cover before the end of the semester. meaning noun significance mean verb to have significance or purpose means noun form of, by the use of Example: They communicate by means of radio. measure noun step Example: The teacher took measures to prevent cheating during the test mention verb to say, point out Example: The coach said the team played very well today but didnât mention any player specifically. miss verb (1) fail to catch (2) wishing to see somebody Examples: (1) The football player kicked the ball but missed the goal. (2) Wow, itâs good to see you! Iâve missed you so much! misunderstand verb understand incorrectly Example: Iâm afraid I misunderstood the instructions. Could you repeat them please? more or less approximately, somewhat, to a varying degree Example: This is more or less a religious neighborhood, though there are a few secular families. must modal verb have to naturally adverb as expected, normally nature noun (1) open air (2) character Examples: (1) We like to go hiking in nature reserves. (2) Pit bulls are aggressive by nature.
Element Definition Example from Text Theme Main message or lesson Be yourself; self-acceptance Tone Authorâs attitude toward the subject Encouraging, humorous Diction Word choice Weird, perfect, brave Denotation Literal meaning of a word Weird = unusual Connotation Emotional meaning of a word Weird = negative or unique Allusion Reference to another literary or cultural work Harry Potter, The Last Battle Genre Type of writing Letter Writer Author Letter writer to her teen self Title Name of the text Just Be Yourself Dear Teen Me, Psst! Hey! You in the corner of the library with your nose stuck in a book. Yes, you. Donât recognize me without that awful perm, do you? (Remind me again why you thought that was a good idea?) Anyway, I hope you donât mind if I sit with you for a minute, but we need to talk. Donât worry about the âno talking in the libraryâ rule. Iâm sure weâll be fine. Librarians arenât as bad as they seem. Judging from the hair and braces Iâd have to guess youâre in your junior year. Yes? Thought so. Iâd forgotten how many lonely lunch hours you spent in the school library. You have some friends in the cafeteria that you could sit with, but you donât feel like you really fit in, do you? Thatâs why you joined every school club you could. I just counted and youâre in eighteen, not to mention the numerous after-school activities youâre involved in. I mean honestly, you joined the ROTC.1 You donât even like ROTC! And I wonât even bother bringing up that time you tried ballet. Iâm still having nightmares about the fifth position! Let me ask you, howâs it all working out? Not very well, am I right? By spending so much time trying to find yourself, youâre slowly losing yourself. We donât all have one single rock-star talent, and honestly, I think those of us who donât are the lucky ones. Life isnât about finding the one thing youâre good at and never doing anything else; itâs about exploring yourself and finding out who you really are on your own terms and in your own way. You donât have to exhaust yourself to do that. Oh, donât be so down in the dumps about it. Youâll eventually find something youâre good at, I promise. Itâs a long, winding road to get there, but youâll find it. Being able to spend all day doing what you love (or one of the things that you love) is the most amazing feeling in the world. And no, I wonât tell you what it is, so donât even ask me. Just remember to always be yourself, because thereâs nobody else who can do it for you. I think E. E. Cummings put it best when he said, âIt takes courage to grow up and become who you really are.â Looks like the bell is about to ring so Iâll leave you to your book. What are you reading, anyway? Oh, The Last Battle by C. S. Lewis. I should have guessed. You should give those Harry Potter books a try. I saw you roll your eyes! I know they seem like just another fad, but trust me, theyâre better than you think. Theyâve got a real future! finding out who you really are on your own terms and in your own way. You donât have to exhaust yourself to do that. Oh, donât be so down in the dumps about it. Youâll eventually find something youâre good at, I promise. Itâs a long, winding road to get there, but youâll find it. Being able to spend all day doing what you love (or one of the things that you love) is the most amazing feeling in the world. And no, I wonât tell you what it is, so donât even ask me. Just remember to always be yourself, because thereâs nobody else who can do it for you. I think E. E. Cummings put it best when he said, âIt takes courage to grow up and become who you really are.â Looks like the bell is about to ring so Iâll leave you to your book. What are you reading, anyway? Oh, The Last Battle by C. S. Lewis. I should have guessed. You should give those Harry Potter books a try. I saw you roll your eyes! I know they seem like just another fad, but trust me, theyâre better than you think. Theyâve got a real future! i need you to tell me how can i start this text and i need you to add these essential questions: What are some milestones on the path to gr owing up?, What makes an experience memorable? What makes it life changing? and then Denotation, Connotation, Allusions, Diction, Tone, Genre, Writer, Title, Theme in a table and i need u to add definitions for each one and extract examples from the text