Subjects: past continuous,past perfect,zero conditional,first conditional, second conditional third conditional,present perfect, past simple,past perfect continuous,already,just,still.yet,for,since,ago,adverbs,both,either,neither,passive voice, direct speech and reported speech

Write question 2. Early British Actions in the Colonies In 1760, near the end of the Seven Years’ War, a new British king, George III, began his reign. During his 59-year rule, he resisted revolutionary and Napoleonic France. However, George appointed advisors to manage his more distant foreign affairs in North America. These advisors knew very little about the day-to-day lives of colonists and were soon taking actions that enraged many of them. The Proclamation of 1763 The British government faced many problems after the Seven Years’ War. One was how to protect colonists and their land claims as they pushed westward into areas settled by Indigenous groups. In his Proclamation of 1763, George III said to simply draw a line down the crest of the Appalachian Mountains and order colonists not to settle past the boundary. To colonists whose fortunes were founded on Indigenous land, the king’s order suggested tyranny, or the unjust use of government power. They argued that White colonists had already claimed most of the land east of the Appalachians and that farmers had to move west to find land. Besides, colonists and land investors had already crossed the mountains into Indigenous territory. The British government ignored colonists’ arguments. To control the frontier, it sent an additional 7,500 soldiers to the colonies. The Proclamation of 1763 would later be cited as a grievance in the Declaration of Independence. The Stamp Act The British government had other problems besides stopping colonists from encroaching on Indigenous land. Another dilemma was how to pay off the large debt from the Seven Years’ War. The solution seemed obvious to Prime Minister George Grenville, the leader of the British government. People in Great Britain were already paying taxes on everything from windows to salt. In contrast, American colonists were among the most lightly taxed people in the British Empire. It was time, said Grenville, for them to pay their fair share of the cost of Britain protecting colonists and their interests. In 1765, Grenville proposed a new act, or law, called the Stamp Act, which required colonists to buy a stamp for every piece of paper they used. Newspapers, wills, licenses, and even playing cards had to be printed on stamped paper. Again, the colonists sensed tyranny. One newspaper, The Pennsylvania Journal, said that as soon as “this shocking Act was known, it filled all British America from one End to the other, with Astonishment and Grief.” It was not just the idea of higher taxes that upset the colonists. They were willing to pay taxes passed by their own assemblies, in which their representatives could vote on them. However, because the colonists had no representatives in Parliament, they saw the Stamp Act as a violation of their rights as British subjects. For this reason, they argued Parliament had no right to tax them. “No taxation without representation!” they declared. Loyalists simply refused to buy stamps, while other colonists protested the Stamp Act by sending messages to Parliament. Patriots took more aggressive action. Protesters calling themselves the Sons of Liberty organized in 1765 and began attacking tax collectors’ homes. In Connecticut, they even started to bury one tax collector alive. Only when he heard dirt being shoveled onto his coffin did the terrified tax collector agree to resign from his post. After months of protest, Parliament repealed, or canceled, the Stamp Act. Colonists greeted the news with great celebration. Church bells rang, bands played, and everyone hoped the troubles with Great Britain were over. The Quartering Act As anger over the Stamp Act began to fade, Parliament passed another controversial law in 1765. The Quartering Act ordered colonial assemblies to provide British troops with quarters, or housing. The colonists were also told to furnish the soldiers with “candles, firing, bedding, cooking utensils, salt, vinegar, and . . . beer or cider.” Providing these things for British soldiers cost money. New Jersey protested that the new law was “as much an Act for laying taxes” on the colonists as the Stamp Act. New Yorkers asked why they should pay to keep troops in their colony during peacetime. In 1767, the New York assembly decided not to approve any funds for supplies for the British troops, forcing them to remain on their ships. In retaliation, the British government suspended New York’s assembly until it agreed to obey the Quartering Act. Once again, tempers began to rise on both sides of the Atlantic.

DATE: Tuesday 7th May, 2024 CLASS: Year 5 SUBJECT: Social Studies TOPIC: Savings (Capital resources preservation) Meaning of Saving Saving is the process of keeping things, money and other material resources for future use. Bank is a financial institution where money and other valuable items (gold, documents and certificate) are kept for future use. One can withdraw his or her money(savings) from the bank either through the counter by using a withdrawal slip or through a dispensing machine known as ATM (Automated Teller Machine). The following are the importance of savings: 1) To meet future needs. 2) To protect our resources (money, gold) from being stolen. 3) To build houses. 4) To make it possible to borrow large amounts of money. 5) To earn interest or profit on it. PAST (OLDEN DAYS) WAYS OF SAVING: i) Under the bed ii) Under the ground of the house. iii) Rooftops iv) Shrines v) Secret places like under the rocks. vi) Trunks and hollows of trees. MODERN WAYS OF SAVING ARE: i) In the bank ii) Inside a piggy bank iii) Through Cooperative Societies iv) Through Insurance companies v) Through Mortgage houses vi) Thrift and Credit societies. CAUSES OF POOR SAVINGS ARE AS FOLLOWS: i) Bad economy and decrease in the standard of living in our society. ii) Inability to manage income properly. iii) High level of spending iv) Having too many financial obligations or responsibilities.

What is Historical Fiction? Historical fiction is stories set in the past. Yes, it sounds like a paradox or contradiction, but historical means factual elements and fiction means not real. However, there are things that we must pay attention to as people studying this genre. Historical fiction seeks to recreate the appearance of a time past, reconstructing characters, events, movements, ways of life, and the spirit of a bygone day. The time period--and its portrayal--is at the core of the story. Historical Fiction is written with a careful balance of research and creativity, they transport readers to another time and place—which can be real, imagined, or a combination of both. Many historical novels tell stories that involve actual historical figures or historical events within historical settings, though other elements such as persons or events might be fabricated. Historical fiction often presents actual events from the point of view of fictional people living in that time period. In some historical fiction, famous events appear from points of view not recorded in history, with fictional characters either observing or actively participating in these actual events. Historical figures are also often shown dealing with these events while depicting them in a way that has not been previously recorded. Other times, a historical event is used to complement a story's narrative, occurring in the background while characters deal with situations (personal or otherwise) wholly unrelated to that historical event. Sometimes, the names of people and places have been in some way altered. Historical fiction depicts settings that tend be real and drawn from history, and often contains actual historical persons, but the main characters tend to be fictional. Writers of stories in this genre, while penning fiction, attempt to capture the manners and social conditions of the persons or time(s) presented in the story, with due attention paid to period detail and fidelity. Historical fiction is found in books, magazines, art, television programming, film, theater, video games and other media. Writers of this genre are given artistic license in regard to presentation and subject matter, so long as it does not deviate in significant ways from established history. NOTE: When author’s include elements from one time period in another time period this is called Anachronism. For example, if one of the knights of the Round Table wore a wristwatch or a character during the Civil Rights era made a call using a cell phone.

Why and How Managers Plan Importance of planning The planing process Benefits of planning Planning and time management Types of PLans used by managers Long term and short term plans Strageic and tactical plans Operational plans Planning Tools and Techiqunes Forecasting Contrigency planning Scenario planning Benchmaking Use of staff planners Implementing Plans to Achive Results Goal setting Goal management Goal alignment Participation and involvement Planning Def: The process of setting objectives and determining how best to accomplish them Planning at Eaton Corporation “Making the hard decision before events force them upon you, an anticipating the future needs of the market before the demand asset itself Objectives and goals Identifity the specific results or desired outcomes that one intends to achieve Plan Def: A statement of action steps to be taken in order to accomplish the objectives (goals) Steps in the planning process: Define your objectives Determine where you stand vis-a-vis objectives Develpo premises reagrdsing future conditions Analyze alternatives and make a plan Implement the plan and evaluate results What are the benefits of planning Improves focus and flexibility Imporves action orteitation Imporves coordination and control Imporves time management Time Managment Personal time management tips Do say “no” to request that distract you form what you should be doing Dont get bogged down inn details that can be addressed later Do screen telephone calls, emails and meeting request Dont let drop in visitors, text messaging use up your time Do prioritize your important and urgent work Dont become calendar bound by letting other control your schedule Do follow priorities; do most important and urgent work first Some 77% of mangers in one survey said that digital age has increased th number of decisions they have to make 43% said there was less time available to make these decisions Types of plans used by Managers What is teh time horizon Long term vs Short term Long term Look three or more years into teh future Short term plans Typically cover one year or less However: the increasing environmental complexity and dynamism of recent years has severely tested the concept of “long-term” planning Plans are subject to frequent revisions Most executives would likely agree that these complexities adn uncertainties challenge how er actually go about planning and how far ahead we can really plan At the very least we can conclude that there is a lot less permanency to long term plans today and that tey are subject to frequent revision Managment reaeracher Eillot Jaques believes tha people vary in their capability to think with different time horizons Types of Plans used by Managers (3 of 5) Strategic plans Set broad, comprehensive and linger term action directions for teh entire organization or major division Vision Clarifies purpose of the organization and what it hopes to be on the future Typical plans Specify how the organizations resources are used to implement strategy Tactical plans in business often take the form of functional plans Functional plans Incidate how different component within the organiztion will help accompnlish the overall strategy Production plans Finacial plans Facilites Plans Logisitc plans Marketing plans Human Resource Plans Operation plans Describe short-term activities to implement strategic plans Policies: Are standing plans that communicate guidelines for decisions Ex: Policies on office romances: The media is quick to report when a top executive or public figures runs into trouble over an office affair. Are there ant policies on office romances? Employer polices on office raltioshiis vary. One survey find teh following: 24% prohibit relationships among employees in the same department 13% prohibit relationships among employees who have the smae supervisor 80% prohibit relationships between supervisors and subordinates 5% have no restrictions on office romances Procedures: Are rules that describe actions to be taken in specific situations Budgets: are single use plans that commit resources to projects or activities Zero based budgets: allocate resources as if each budget were brand new There is no guarantee that any past funding will be renwer. All propsales, old and new, must compete for available funds at teh start of each new budget cycle Forcasting Attempts to predict the future Qualitaive forecasting uses expert opinions Quantitative forecasting uses mathematical models and statiscal aanylsis of historical data dna surveys Contingency planning Identify alternative course of action to take when things go wrong Anticipate changing conditions Contain trigger points to indicate when to activate plan (or a specific course of action) Scenario planning A long term version of contingency planning Identifying alternative future scenarios Plans made for each future scenario Increases organizations flexibility and preparation for future shocks Benchmarking Use of external and internal comparisons to better evaluate current performance Adopting best practices: things people adn organization do that lead to superior performance Staff Planners Experts who assist in all steps of the planning process They help bring focus and expertise to a wide variety of planning tasks Important: Communication between staff planers landline managers is essential for teh success of teh planning process Goal Setting - Always set SMART goal The solution: Goal Aligment Between Team Leader and Team Member Jonintly plan: Set objectives, set standards, choose actions Individually acy: Perform tasks (member), provide support (leader) Jointly control: Review results, discuss implications, renew cycle x4 Collective effort and commitment Participatroy planning Includes in all planning steps that people who will be affected by the plans adn askedd to help implement them Unloacks motivational potential of goal setting Management by objective (MBO) promotes participation Participation increases understanding and acceptance of plan and commitment to success Participatory planning - Number of people involved in teh decision making process Amazon is intensely focused on what it does. It believes in creating tight single-threaded teams, also known as “2 pizza team.” Data and Decision Making What are some of the important competencies managers must have today? Delegate Marketing and technology Manager must have Technological competency Ability to understand new technologies and to use them to their best advantage Information competency Ability to locate, gather, organize and display information for decision-making and problem solving Analytical competency Ability to evaluate and analyze information to make actual decisions and solve real problems What is the difference between Data and Information Data Raw facts and observation Information Data made useful and meaningful for decision-making Important concepts Big data Exists in huge quantities and is difficult to process without sophisticated mathematical and analytical techniques Data production today Bernard Marr is an internationally best-selling author. He helps organizations improve their business performance, use data more intelligently Data mining The process of analyzing data to produce useful information for decision-makers Management Analytics The systematic evaluation and analysis of data to make informed decision Information drives management Bad Data Refers to information that can be erroneous, misleading, and without general formatting The challenge: Can er use the data that is available in the “Big Data” Needs to be valid Can not trust everything out there Being ethical Look at the trends Data is structured and unstructured Data BIg Data = Structured + Unstructured Information Drive Management decision making What are the characteristics of useful information Easy to access If its credible Accurate Characteristics of useful information: Timely High quality Complete Relevant Understandable What about bad data It's not credible Miss information If it is not structured/ organized Bias based on opinions Confusing If its updated Bad data Refers to information that can be erroneous miss What are some examples of Management information system Business intelligence -BI Information systems to extract and report data in organized ways that are useful to decision-makers Executive dashboards Visually update and display key performance metrics (or Key Performance Indicators -KPIs) and information on a real-time basis Information needs in organization External Environment Information exchanges with the external environment Gather intelligence information Provide public information Information needs within the organizations (internal Enviroement) Information exchange within the organization Facilitate decision making Facilitate problem-solving Managers as information processors Continually gather, share and receive information Now as much electronic as it is face-to-face Always on, always connected How many people telecommute at least once a week 70% of people globally work remotely at least once a week, Work at home after covid 19 our forecast Our best estimate it that 25-30% of the workforce will be working form home multiple days a week by the end of 2021 As of 2023, 12.7% of full time employees work from home, while 28.2% work a hybrid model Managers as problem solvers Problem-solving The process of identifying a discrepancy between actual and desired performance and taking action to resolve it Ishikawa Fishbone diagram To identify the cause of problems Decision A choice among possible alternative courses of action Performance threat Something is wrong or has the potential to go wrong Performance opportunity The situation offers the chance for a better future if the right steps are taken Problem-solving approaches or style - from textbook Problem avoiders Inactive in information gathering and solving problems Problem seekers Proactive in anticipation of problems and opportunities and taking appropriate action to gain an advantage Problem solvers Reactive in gathering information and solving problem Managers - can approach problems in a systematic or intuitive manner Systematic thinking approaches problem in rational, step-by-step and analytical fashion Intuitive thinking approaches problems in a flexible and spontaneous fashion Multidimensional thinking- applies both intuitive and systematic thinking Managers face structured and unstructured problems Structure problems Are ones that are familiar, straight forward, and clear with respect to information needs Program decisions apply solutions that are readily available from past experiences to solve structured problems Know how to solve them Familiar Know what we are dealing with Unstructured problems Are ones that are full of ambiguities and information deficiencies Nonprogrammed decisions apply a specific solution to meet the demands of a unique problem Commonly faced by higher-level management Crisis decision making A crisis involves an unexpected problem that can lead to disaster if not resolved quickly and appropriately Ruled for crisis management Figure out what is going on Remember that speed matters Remember that slow counts, too Respect the danger of the unfamiliar Value the skeptic Be ready to “fight fire with fire” Managers make decisions with various amounts of information Certain environment Offers complete information on possible action alternatives and their consequences Risk environment Lacks complete information but offers probabilities of the likely outcomes for possible action alternatives Uncertain environment Lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternative Ex: Certain and uncertain environments: The worldwide Governance Indicators for over 200 countries, comparing distinct environments (Canada-Brazil) Step 1-Identify and define the problem Focuses on information gathering information processing and deliberation Decision objectives should be established What are some common mistakes in definding problems? Common mistakes in defining problems Defining the problem too broadly or too narrowly Focusing on symptoms instead of causes Choosing the wrong problem to deal with Step 2- Generate and Evaluate Alternative Courses of Action Potential solutions are formulated and more information is gathered, data are analyzed, the advantages and disadvantages of alternative solutions are identified Common mistakes: Abandoning the search for alternatives too quickly Step 3- Decide on a preferred course of Action Two different approaches Behavioural model leads to satisficing decisions Classical model les to optimising decisions Behavioural Model Rationality is bounded because: There are limits our thinks capacity Available information (incomplete) Time constraints Step 4-Implement the decision Involves taking action to make sure the solution decided upon becomes a reality Managers need to have the willingness and ability to implement action plans Problems: Lack of participation error should be avoided Step 5 - Evaluate Results Involves comparing actual and desired results The positive and negative consequences of the chosen course of action should be examined If actual results fall short desire results, the manager returns to earlier steps in the decision-making process At all steps, check ethical reasoning Ask these spotlight questions Utility Does teh decision satisfy all constituents or stakeholders Rights Does the description respect the rights and duties of everyone? Justice Is the decision consistent with the canons of justice Caring Is the decision consistent with my responsibilities to care? Issues in decision-making How do errors happen? Heuristics: are strategies for simplifying decision-making Availability Bias: Bases a decision on recent information or events Representativeness bias: Bases a decision on similarity to other situations Anchoring and Adjustment Bias: Bases a decision on incremental adjustment from a prior decision point Framing error: Tring to solve a problem in the context perceived, positive or negative Confirmation Error: Focusing on information that confirms a decision already made Escalating commitment: Continuing a course of action even though it is not working Creative Decision making Creativity is the generation of a novel idea or unique approach that solves a problem or crafts an opportunity Big C: Creativity occurs when extraordinary things are done by exceptional people Little C: Creativity occurs when average people come up with unique ways to deal with daily events and situations The three types of situational creativity drivers Chapter review What are objectives and goals? The specific results or desired outcomes What are the 5 characteristics of great (SMART) goals? Forecasting - Attempts Qualitative forecasting uses options Quantitative forecasting uses mathematical models and statistical analysis of historical data and surveys Scenarios-Oracle’s crystal ball combines qualitative and quantitative methods

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