Lecture Ready – Chapter 4 – Lecture Outline

Bui Ng? c Minh Anh BABAUH11045 Listening AE1 Chapter 4 †Lecture Outline TOPIC: Technology is changing the music business. I. Democritization of music industry: 1. Creation of music: a. Proficient instruments of recording studio on PCs. b. Not, at this point needs a chronicle organization to make top notch accounts. 2. Advancement of music: a. On the web, anybody can be a pundit. b. Individuals post review, opion and their music take a shot at music locales, writes or make their own sound websites. . Advancement devices has been promote. 3. Dispersion of music: a. MP3 records †the most well known approach to get music. b. There are numerous destinations to purchase single or collection of music. c. Records sharing †P2P systems †sharing everywhere throughout the world. II. Copyright: (The U. S. laws and worldwide concurrences on proprietorship and rights to appropriate property) 1. Devices make music simple to record, advance, convey additionally make it simple to t ake. 2.P2P systems can be utilized in lawful manner, be that as it may, 90% of music downloaded disregards copyright †individuals exchange music illicitly. 3. Step by step instructions to stop, or decrease copyright encroachment: a. Music organizations and performers accept that it’s expected to limit record sharing on the web: †Companies that make it simple to share document and bring in cash from it ought not be permitted to work. †Should nstall security gadgets that make it harder to duplicate and offer documents to ensure the organizations and musicians’ rights. . The record sharing locales and innovation organizations differ to confine all uses to secure copyright: †The free progression of data prompted the absolute most mechanical advances of the world. †Restrict web sharing cutoff the record sharing as well as breaking point the advancement. c. Other gathering of individuals believe that it’s expected to have new models for how to pay craftsmen and the music organizations, that limit record sharing just won’t work.

Strategies of Knowledge Acquisition

Methodologies of Knowledge Acquisition Author(s): Deanna Kuhn, Merce Garcia-Mila, Anat Zohar, Christopher Andersen, Sheldon H. White, David Klahr, Sharon M. Carver Source: Monographs of the Society for Research in Child Development, Vol. 60, No. 4, Strategies of Knowledge Acquisition (1995), pp. i+iii+v-vi+1-157 Published by: Blackwell Publishing in the interest of the Society for Research in Child Development Stable URL: http://www. jstor. organization/stable/1166059 . Gotten to: 16/09/2011 13:38 Your utilization of the JSTOR document demonstrates your acknowledgment of the Terms and Conditions of Use, accessible at . ttp://www. jstor. organization/page/data/about/strategies/terms. jsp JSTOR is a not-revenue driven assistance that helps researchers, scientists, and understudies find, use, and expand upon a wide scope of substance in a confided in advanced chronicle. We use data innovation and devices to expand efficiency and encourage new types of grant. For more data about JSTOR, i f it's not too much trouble contact [emailâ protected] organization. Blackwell Publishing and Society for Research in Child Development are working together with JSTOR to digitize, safeguard and stretch out access to Monographs of the Society for Research in Child Development. ttp://www. jstor. organization OF MONOGRAPHS THE IN FOR SOCIETY RESEARCH CHILD DEVELOPMENT Serial No. 245, Vol. 60, No. 4, 1995 OF STRATEGIES KNOWLEDGE ACQUISITION Deanna Kuhn Merce Garcia-Mila Anat Zohar Andersen Christopher BY WITH COMMENTARY SheldonH. White David Klahr and Sharon M. Carver BY AND A REPLY THEAUTHORS MONOGRAPHSTHE OF SOCIETY RESEARCH FOR INCHILD DEVELOPMENT SerialNo. 245, Vol. 60, No. 4, 1995 CONTENTS ABSTRACT v I. Presentation 1 II. Technique 24 III. Information IN ACQUISITION ADULTS 33 IV. Information IN ACQUISITION CHILDREN 42 V. Procedures STRATEGY AND CHANGE ADULTS 50 IN VI.STRATEGIES STRATEGY AND CHANGE CHILDREN 64 IN VII. THE PROCESS CHANGE OF 75 VIII. Ends 98 REFERENCES121 ACKNOWLEDG MENTS 128 COMMENTARY TOWARD EVOLUTIONARY AN EPISTEMOLOGY OF SCIENTIFIC REASONING SheldonH. White 129 SCIENTIFIC THINKING ABOUT SCIENTIFIC THINKING David Klahr and Sharon M. Carver 137 REPLY SCIENTIFIC AND KNOWLEDGE THINKING ACQUISITION Deanna Kuhn 152 CONTRIBUTORS 158 STATEMENT OF EDITORIAL POLICY 160 ABSTRACT KUHN, DEANNA; GARCIA-MILA,MERCE; ZOHAR, ANAT; and ANDERSEN, CHRISTOPHER. WithCommentary Strategiesof KnowledgeAcquisition. nd H. KLAHR SHARON CARVER; and SHELDON WHITE by DAVID M. by KUHN. also, a Reply by DEANNA theSociety Research in Monographs of for Child 1995, 60(4, SerialNo. 245). Improvement, In this Monograph, is knowledgeacquisition examinedas a processinthe coordinationof existing theorieswith new proof. In spite of the fact that volving scientists studyingconceptualchange have describedchildren'sevolving theorieswithinnumerousdomains,relatively little attentionhas been given to the components meansof whichtheoriesare shaped and revisedand by knowledgeis therebyacqui red.Centralto the presentworkis the claimthat strategiesof information acquisitionmay differ significantlyacross (just as inside) individualsand can be conceptualizedwithin a formative structure. To studythese strategiesand their development,we utilize a microgenetic strategy. Our application the strategy allowsextendedobservation the of securing knowledgewithina domain,of the strategiesused to get this knowledge,and of the changein these methodologies overtime.The technique likewise permits qualitativeanalysisof individualsand quantitativeanalysisof gatherings to be utilized in corresponding manners. Information obtaining processeswereexaminedat twoage levels. Junior college grown-ups and preadolescentsparticipatedin two 30-45-min individualsessionseach week over a 10-weekperiod. Subjectsworked on problemsinvolvinga wide scope of contentfrom both physicaland social spaces. An exchange configuration was arranged inside this microgeneticframework,for the purposeof assessinggenerality of systems withthe presentation of new content.Subjectsof the two ages showedprogressacrossthe 10 weeksin the degree of strategiesused just as closeness the structure that this progresstook. in levelsthatdid not varygreatly,childrenshowed Despiteinitialperformance V less vital improvement than grown-ups and substandard information obtaining. Key advancement was kept up by the two gatherings when new issue content was presented halfway through the meetings. The outcomes along these lines show critical sweeping statement of procedures and technique change across content, just as populations.A further sign of simplification was the rise of new systems at about a similar time in the social and physical areas, despite the fact that exhibition in the social space by and large falled behind that in the physical space. At the individual level, blended use of legitimate and invalid methodologies was the standard. This finding in a grown-up populace recommends that this inconstancy is an incr easingly broad quality of human execution, as opposed to one remarkable to conditions of formative transition.Another wide ramifications of this changeability is that solitary event appraisal may give a, best case scenario fragmented, and frequently deceptive, portrayal of a person's methodology. Still another ramifications is that in any event part of inconstancy in execution across content lives in the subject, as opposed to solely in the assignment. That prevalent techniques present in a person's repertory are not generally applied features the way that more is associated with equipped execution than the capacity to execute viable strategies.Metastrategic capability the capacity to ponder and oversee vital information and metacognitive fitness the capacity to think about the substance of one's information are underlined as basic segments of intellectual turn of events. These skills decide the methodologies that are really utilized, among those possibly accessible, and along these lines the viability of a person's exhibition. At long last, the nearness of different procedures and numerous types of capability incredibly entangles the depiction of formative change. Instead of a nidimensional progress from a to b, the change procedure must be conceptualized as far as numerous parts following individual (despite the fact that not free) ways. VI I. Presentation Knowledge securing is a procedure principal to endurance that starts early and proceeds for the duration of the life expectancy. What do we are aware of the procedure? Research inside the most recent decade has clarified that since the beginning information is sorted out into speculations that are expounded and modified after some time and that fill in as vehicles for understanding the world.In different words, information procurement to an enormous degree happens through a procedure of hypothesis arrangement and amendment. Among analysts embracing an information or hypothesis based way to deal with intell ectual turn of events, the emphasis has been on depicting the substance of these developing speculations in a wide scope of spaces, and we presently know a decent arrangement about the continuously increasingly explained information that offspring of different ages are probably going to have inside various substance areas (Gelman and Wellman, in press; Wellman and Gelman, 1992).In difference, generally little consideration has been given to the procedure of information procurement itself, that is, the systems by methods for which speculations are shaped and updated and information is subsequently obtained. It is this subject is the focal point of the current work. Inside the information based methodology, the suspicion that has been at any rate understood, and is every so often voiced expressly (Brewer and Samarapungavan, 1991; Carey, 1985a, 1986), is that these components stay pretty much steady across development.The present work lays on a differentiating guarantee that techniques of information securing change altogether across (just as inside) people and can be conceptualized in formative terms. Information AS ACQUISITION THEORY-EVIDENCE COORDINATION The general type of information and information procurement concentrated here is that of the connection between one classification of occasion and another. Most generally, such relations are understood causally (Cheng and Nisbett, 1993), with a precursor class of occasion deciphered as affecting a result IKUHNETAL. class (e. g. , ingestion of food and a youngster's real development). Supporting this type of information is a progressively essential one having to do with how occasions or articles fit together into classifications (e. g. , nourishments, nonfoods, and changeless versus transitory real changes). In spite of the fact that the last isn't analyzed here, the two types of information include speculations as sorting out gadgets (Barrett, Abdi, Murphy, and Gallagher, 1993; Keil, 1991; Medin, 1989; Wisniew ski and Medin, 1994).Children's and grown-ups' hypotheses about causal relations experience correction as new proof is experienced. Thus, information procurement procedures include the assessment of proof and inductive causal derivation. Late hypotheses of inductive causal deduction in grown-ups (Cheng and Novick, 1990, 1992) are reliable with prior records (Alloy and Tabachnik, 1984; Holland, Holyoak, Nisbett, and Thagard, 1986) in ascribing unmistakable jobs both to earlier desire (or hypothesis) and to proof of covariation (of the significant components) in encouraging surmisings of causality.It is hard to clarify straightforward idea arrangement (Keil, 1991) however even essential molding marvels in creatures without summoning a build that includes desire (Holyoak, Koh, and Nisbett, 1989). An origination of inductive derivation as including a coordination of hypothesis and proof (Kuhn, 1989) appears differently in relation to prior ways to deal with the improvement of inductive surmising systems for instance, the Piagetian research on formal activities wherein such methodologies were viewed as to a great extent area autonomous and in this manner similarly relevant to any substance independent of earlier information or expectation.In observational investigations of grown-ups' multivariable inductive causal deduction, subjects ordinarily are given a lot of various cases in which at least one potential causes does or doesn't happen and a

Homebase Coursework Example | Topics and Well Written Essays - 2750 words

Homebase - Coursework Example The reasonable scorecard instrument is clarified before planning the scorecard for the case organization. Additionally the utilization of the reasonable scorecard in the presentation assessment and observing of the cutting edge organizations are talked about. Both the reasonable scorecard results and the planned procedure map are disclosed and dissected to give appropriate proposals to the Board of Directors of Homebase for choosing the future vital course of the organization. The proposals are given with the point of supporting the administration of Homebase to take reasonable corporate and business choices and devise the fitting techniques for the accomplishment of the business objectives and destinations and for actualizing the figured procedures in the most proficient and worth including way. Homebaseâ is a home improvement retail organization situated in the United Kingdom. The organization works in the fragment of home improvement and nursery focus and is an auxiliary of the well known Home Retail Group. Homebase works with 323 outlets across various areas in the Republic of Ireland and the United Kingdom. The organization is an exceptionally effective retailer in the United Kingdom which has recorded a benefit of GBP 18.9 million in the money related year 2013-2014. Likewise, the incomes for the organization were recorded to have an estimation of GBP 1.46 billion in the budgetary year of 2013-2014 according to the yearly report distributed by the organization. The vision of the organization is to give the client bunches in the nation with a wide scope of home improvement items and administrations inside a separated situation. The organization means to give both comfort and incentive to its clients through its tasks (Crawford, 2008). Homebase utilizes various methodologies in its operational, budgetary, human asset the board and different business capacities to create consistency in its administration arrangement and for making competiveness and accomplishment in the dynamic business condition in which it capacities. The

The Greek Tragedy Antigone free essay sample

Antigone versus Ismene In the Greek catastrophe Antigone, the writer Sophocles built up his characters with firmly differentiating characters. The sisters Antigone and Ismene are foils to one another, in that they are characters with totally different characters. Antigone is solid, obstinate, and supports what she puts stock in, while Ismene is frail, respectful to the law, and inactive. All through the play, Antigone and Ismene show their contradicting convictions and characters. When presented in the preamble, the contention of Polyneices internment uncovers the distinction between Antigones qualities and Ismenes weaknesses.The preface additionally recognizes their differentiating esteems concerning the laws of the divine beings and the laws of people. Creons law prohibiting the entombment of her sibling reveals Antigones brave, amazing qualities, and furthermore exposes her solid faith in the laws of the divine beings. Subsequent to knowing about the law, Antigone discloses to her sister â€Å"Ismene, I will cover him. We will compose a custom exposition test on The Greek Tragedy Antigone or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Will you come? /†¦ Creon isn't sufficiently able to remain in my way†. (Introduction 31-35). Antigone is very much aware of the discipline for opposing Creon’s law, yet is as yet ready to endure the consequences.She accepts that divine law overwhelms human law, and isn't reluctant to communicate her assessment. Another scene of the play wherein Antigone shows her solid and courageous character is Scene 2. After the Sentry drives Antigone to Creon, he asks â€Å"Had you heard my announcement contacting this issue? †(Scene II 54). Antigone snidely reacts by saying â€Å"It was open. Would I be able to help hearing it? † (Scene II 55). The manner of speaking Antigone utilizes in this scene proposes that she isn't scared by Creon. Antigone’s boldness triumphs for defying the king’s law, yet in addition for addressing him in the way she did.Antigone Unlike her sister, Ismene lets her sexual orientation and dread of discipline impede her, making her be powerless and dutiful to the law. At the point when Antigone asks Ismene to help cover their sibling, she promptly reacts: â€Å"Bury him! You have recently said the new law disallows it. /†¦ But think about the risk! Consider what Creon will do! † (Prologue 32-34). Ismene doesn't set out consider conflicting with Creon’s law, which shows that she is feeble. Ismene’s reaction to Antigone shows that she knows her place on the planet as a lady, and realizes that she ought not communicate her considerations.

Using Walking Meditation for Stress Relief

Using Walking Meditation for Stress Relief Meditation Print Use Walking Meditation for Stress Relief By Elizabeth Scott, MS twitter Elizabeth Scott, MS, is a wellness coach specializing in stress management and quality of life, and the author of 8 Keys to Stress Management. Learn about our editorial policy Elizabeth Scott, MS Updated on June 24, 2019 How Stress Impacts Your Health Overview Signs of Burnout Stress and Weight Gain Benefits of Exercise Stress Reduction Tips Self-Care Practices Mindful Living David Epperson/ Getty Images Meditation is one of the great stress management techniques because it carries many varied benefits. It can help people create mental and emotional space between them and their stressors, allowing them to gain perspective and get their bearings before tackling the stressful situations at hand.  It can also enable people to relax their mind and body to reverse their stress response. In the long term, the benefits are multiplied because meditation practice can lead to greater resilience to future stress.   That said, more than a few people have found the practice of meditation to be challenging at first, and this leads to some people giving up on the practice before they really get started with it because they find it either difficult to connect with it, counterintuitive for their busy mind, or challenging to stick with. Walking meditation provides the benefits of meditation combined with the benefits of exercise, and has the bonus benefit of being easy to learn and practice, thereby making walking meditation a great technique for those new to meditation. If the meditation part feels challenging, you can move in and out of using it as a meditation technique over the course of a walk, working your way up to stay in a meditative state for longer and longer periods of time.  Either way, the stress management benefits can come from a good walk. Heres how walking meditation works. How to Do a Walking Meditation Get into comfortable clothing and shoes, and set aside some uninterrupted free time. You can set a timer on your watch if youd like.Begin walking at a comfortable pace. Really focus on the sensations that you feel in your body as you walk. Your walk can be at any pace, as long as it feels comfortable. Many people prefer a slow pace to really savor each physical sensation involved, but a fast-paced walk can become immersive as well.  Theres no wrong way to do it.  As you walk, feel the weight of your body on the bottom of your feet. Feel your arms swinging with each stride. If you find thoughts coming into your mind, gently let them go and redirect your focus to the sensations youre feeling as you walk. Stay focused on now.You can also focus on your breathing as you walk. Try to breathe in for two steps, and out for two or three, for example. Focus on keeping your breathing and your steps coordinated. Or use mantra meditation techniques by repeating a mantra in your head as you walk, in time with your steps â€" for example, every four steps.  If you find it difficult to focus on your breathing and become lost in thought, this is okay; simply redirect your attention back to your breathing, as you would with any meditation.  If this feels frustrating or challenging, you can work your way into meditation by listening to music, particular music with no lyrics.  This can help you to practice focusing on whats happening at the moment.Again, if thoughts about work, money, that fight you had this morning, or other stressors creep into your head, give yourself a pat on the back for noticing, and gently redirect your attention to now, to your walking meditation practice. Its optimal to do this for 30 minutes, several times per week, but if you only have 10 minutes, or even 5, thats better than no practice at all. Walking meditation can be useful even in small doses. Tips Experiment! Try different paces, different mantras, different styles of breathing, and see what works best for you.    Commit more to the practice than to the amount of time you spend. For example, its more important to focus on doing your walking meditation a certain number of times per week than a certain amount of minutes per time. Once its a habit, you can always work your way into longer sessions.You may also want to use music as a focal point. Just be careful not to get sucked into thinking about the meaning of the lyrics, or technically, youre no longer meditating. (However, listening to music and exercising bring stress management benefits, too!)

Using Walking Meditation for Stress Relief

Using Walking Meditation for Stress Relief Meditation Print Use Walking Meditation for Stress Relief By Elizabeth Scott, MS twitter Elizabeth Scott, MS, is a wellness coach specializing in stress management and quality of life, and the author of 8 Keys to Stress Management. Learn about our editorial policy Elizabeth Scott, MS Updated on June 24, 2019 How Stress Impacts Your Health Overview Signs of Burnout Stress and Weight Gain Benefits of Exercise Stress Reduction Tips Self-Care Practices Mindful Living David Epperson/ Getty Images Meditation is one of the great stress management techniques because it carries many varied benefits. It can help people create mental and emotional space between them and their stressors, allowing them to gain perspective and get their bearings before tackling the stressful situations at hand.  It can also enable people to relax their mind and body to reverse their stress response. In the long term, the benefits are multiplied because meditation practice can lead to greater resilience to future stress.   That said, more than a few people have found the practice of meditation to be challenging at first, and this leads to some people giving up on the practice before they really get started with it because they find it either difficult to connect with it, counterintuitive for their busy mind, or challenging to stick with. Walking meditation provides the benefits of meditation combined with the benefits of exercise, and has the bonus benefit of being easy to learn and practice, thereby making walking meditation a great technique for those new to meditation. If the meditation part feels challenging, you can move in and out of using it as a meditation technique over the course of a walk, working your way up to stay in a meditative state for longer and longer periods of time.  Either way, the stress management benefits can come from a good walk. Heres how walking meditation works. How to Do a Walking Meditation Get into comfortable clothing and shoes, and set aside some uninterrupted free time. You can set a timer on your watch if youd like.Begin walking at a comfortable pace. Really focus on the sensations that you feel in your body as you walk. Your walk can be at any pace, as long as it feels comfortable. Many people prefer a slow pace to really savor each physical sensation involved, but a fast-paced walk can become immersive as well.  Theres no wrong way to do it.  As you walk, feel the weight of your body on the bottom of your feet. Feel your arms swinging with each stride. If you find thoughts coming into your mind, gently let them go and redirect your focus to the sensations youre feeling as you walk. Stay focused on now.You can also focus on your breathing as you walk. Try to breathe in for two steps, and out for two or three, for example. Focus on keeping your breathing and your steps coordinated. Or use mantra meditation techniques by repeating a mantra in your head as you walk, in time with your steps â€" for example, every four steps.  If you find it difficult to focus on your breathing and become lost in thought, this is okay; simply redirect your attention back to your breathing, as you would with any meditation.  If this feels frustrating or challenging, you can work your way into meditation by listening to music, particular music with no lyrics.  This can help you to practice focusing on whats happening at the moment.Again, if thoughts about work, money, that fight you had this morning, or other stressors creep into your head, give yourself a pat on the back for noticing, and gently redirect your attention to now, to your walking meditation practice. Its optimal to do this for 30 minutes, several times per week, but if you only have 10 minutes, or even 5, thats better than no practice at all. Walking meditation can be useful even in small doses. Tips Experiment! Try different paces, different mantras, different styles of breathing, and see what works best for you.    Commit more to the practice than to the amount of time you spend. For example, its more important to focus on doing your walking meditation a certain number of times per week than a certain amount of minutes per time. Once its a habit, you can always work your way into longer sessions.You may also want to use music as a focal point. Just be careful not to get sucked into thinking about the meaning of the lyrics, or technically, youre no longer meditating. (However, listening to music and exercising bring stress management benefits, too!)

Management of quality - Free Essay Example

Introduction The success of organisations relies heavily on the management of quality (Zeithaml and Bitner, 2003 or 2006) NEED TO CHECK BEFORE PUTTING IN!! Managing customer care and service quality are fundamental for the achievement of any organisation (Ko and Pastore, 2004). Service suppliers that deliver a high level of service quality and customer care are more likely to achieve higher levels of customer satisfaction (Saravanan and Rao, 2007). As a result satisfied customers will be more encouraged to re-use the services; this will usually impact on the financial success of the organisation (Howat, et al., 1999). General principles of quality The fundamentals of the word quality presented in the work of Deming in the late 1980s create a basis for further study into the area. As a result, a number of definitions of quality have been proposed by researchers. Mills, (1992, p.2) stated that quality was the totality of features and characteristics of a product or service that bear on its ability to satisfy or implied needs. Further research into quality has indicated that a more useful definition has been defined as meeting the agreed requirements of the customer (Kelly, 2004, p.33). Both definitions of quality are connected to both goods and services with emphasis on the features of the product or alternatively focus on the customers needs and expectations (Chang and Chelladurai, 2000). Goods are defined as tangible; these are physical products that offer benefits to consumers, in contrast services are defined as intangible, and represent non-physical products (Shank, 2009, p.16). Services have five main characteristics that are unique to service markets; these are intangibility; perishability; inseparability; heterogeneity and lack of ownership (Kotler, 2005). Heterogeneity indicates that each service experience is likely to be different as factors such as the time and location change, also the interaction phase with customers differs (Kotler, 2005). To reduce the impact of heterogeneity, management must focus on the operating systems, procedures and staff training in order to ensure consistency (Brassington and Pettitt, 2007, p.465). Furthermore, the quality of staff is becoming increasingly essential in the public service industry, with managers indicating their expectations of staff in terms of their attitudes and competencies when delivering the service to cust omers (Swarbrooke, 2002; Brassington and Pettitt, 2007) Managing the quality of goods and services primarily involves benchmarking, this is the measurement of an aspect of an organisations performance against an internal or external target (Beech and Chadwick, 2004, p.256). Two other key terms associated with quality include quality assurance and quality control, Mills, (1992, p.3) states quality assurance provides adequate confidence that a product or service will satisfy given requirements of quality. In contrast (Dale, 2000) suggests that quality control aims to achieve and monitor service quality, by identifying and addressing quality problems. Researchers have recognised that there are several issues with the conceptualization and measurement of quality in relation to sport services, for example (Tsitskari, et al., 2006) suggests that there is a degree of uncertainty and disagreement regarding parts of the criteria including the conceptual model of quality. Previous literature (such as Ko and Pastore, 2004; Tsitskari, et al., 2006) have focused on the concept of service quality and acknowledged that there are several definitions of service quality. However (Parasuraman, et al., 1988, p.2) defined service quality as an appropriate approach for assessing the quality of a firms service is to measure consumers perceptions of quality. In other words service quality is the comparison of consumer expectations with the actual service performance (Parasuraman, et al., 1988). The concept of service quality is based upon the customers perception of the characteristics and delivery of services (Ko and Pastore, 2004). Further research by Zeithaml and Bitner, (2006) suggests that the concept of service quality is a significant issue, as service quality perceptions are related to customer satisfaction and customer retention. Other researchers such as (Kim and Kim, 1995) have had varied perceptions on the measurement of service quality. However the main use of measuring service quality has been through the instrument, SERVQUAL, a 22 item scale founded by Parasuraman, et al., (1988). Recent research by (Tsitskari, et al., 2006) indicates that the majority of researchers accept that the 22 items in SERVQUAL are sufficient indictors for the overall measurement of service quality. However a study by Murray and Howat (2002) demonstrates that there is a lack of agreement on the exact nature of service quality dimensions. For example, (Parasuraman, et al., 1988) formed five dimensions of service quality: responsiveness, assurance, tangibles, empathy and reliability, through using the SERVQUAL scale, mainly focusing on the human aspects of service delivery. However (Chang and Chelladurai, 2000) suggest the variability in dimensional structure can be modified and tailored for specific industries. For example, Howat, et al., (1999), used only three dimensions for 17 service quality attributes in their study of 30 Australian sports and leisure centres. The three dimensions used in the study were (a) core service, which included a range of activities with programme information, (b) personnel service, which included the quality, knowledge and responsiveness of staff, (c) peripheral service including secondary services including services for food and drink. The observations suggest that a comprehensive conceptual model needs to be developed for a better understanding of the nature and meaning of service qual ity (Ko and Pastore, 2004). Robinson, (2004) identified three frameworks for managing quality, these are: total quality management (TQM), the EFQM Excellence Model and Quest, as all these frameworks emphasise performance management and continuous improvement. Firstly TQM is a framework for quality management and is a process from top to bottom, bottom to top, which involves every person in an organisation, in order to ensure customer satisfaction at every stage (Torkildsen, 2005, p.382). The three main principles of TQM are customer focus, continuous improvement and teamwork (De Knop, et al., 2004). The EFQM Excellence Model is the most widely used organisational framework in Europe while becoming increasingly popular in the sport industry as it created the basis for QUEST (Robinson, 2004). The key principles of the model include results orientation; customer focus; leadership and constancy of purpose; management by processes and facts; people development and involvement; continuous learning; innovation and improvement; partnership development; and corporate social responsibility (Beech and Chadwick, 2004, p.257). Quest is a sport and leisure specific quality framework, and is a tool for continuous improvement; Quest also defines industry standards and good practice and encourages high quality delivery to customers. (Quest, 2009) Two models are associated with Quest, one model focuses on the management of leisure facilities and the other focuses on sport development, (Quest, 2009). Quest is funded by a wide range of organisations with the majority of the support coming from the four home country Sports Councils (Torkildsen, 2005). The Quest scheme for facility management identifies four essential sections; these include facilities operation, customer relations, staffing and service development and improvement, all of which are examples of best practice in the leisure industry (Wood, 1997). Organisations have recognised the importance of the quality programme of ISO 9002. This quality programme ensures that the operations of the service are displayed through a consistent approach, recognising that customers can expect the service to be similar from day to day and between service deliverers (Robinson, 2004). Literature has demonstrated that there are many challenges and issues for managing quality in the public sector industry. For instance, Doherty, et al, (2002) suggests that that external issues for concern include, increasing complaints about the declining level of quality in areas such as transport, education and health. In contrast, (Doherty, et al, 2002) also recognises internal challenges for organisations, with the current growth of internal assessments, and issues around quality and value for money. Beech and Chadwick, (2004) identify specific challenges for managers managing quality in the public sector; these primarily include recognising and acknowledging their main customer groups and then managing these customers experiences by improving the service delivery through performance measures. However, managers who dont prioritise their customer groups will run the risk of delivering services that do not meet any expectations of quality (Robinson, 2004, p.141). Additionally it is important for managers in the sport industry to understand and identify participation motives and customers problems because this determines not only the level of service quality, but also the level of customer satisfaction (Ko and Pastore, 2004, p.162). An earlier study by Schvaneveldt, et al., (1991) indicated that three key factors affected the delivery of service quality in sport organisations. The three factors were associated to the core service, the physical context and most importantly the interpersonal interactions in the performance of the service. These observations have major implications on customer care as the quality of the encounter is an essential element in the overall impression of the quality of service experienced by the customer (Dale, 2000). In addition, Swarbrooke, (2002) suggested that observing quality in public services primarily focused on issues such as the cost of the service and perception on value for money from the service. There are a number of issues and challenges associated to managing quality in the public sport sector. For example MacVicar and Ogden, (2001) suggests that managers in the public sport sector are more inclined to use peripheral workers due to the competitive environment and budget pressures. Peripheral workers are primarily on non-standard contracts and carry out services and duties that are delivered to customers. The challenge managers face is that they have to develop strategies to motivate an insecure, low commitment workforce to ensure good customer care is provided. (MacVicar and Ogden, 2001, p.129) Another issue in managing quality in the public sport sector industry is that expectations are either so unrealistic that it is not possible to deliver services of such a high standard, or it is financially very costly to do so, given the levels of resource constraint (Robinson, 2004, p.178). Recent research by (Alexandris, 2008) demonstrated the importance of identifying performance indicators in order to test the success of the managers strategies, and goals and reflect on the quality delivered to customers. Research by (Lentell, 2000, p.2) has indicated that customer satisfaction in sport services can be affected by factors such as the robustness of the bookings system, the promptness of the service delivery, and the way customers are treated by staff, or by the cleanliness of the service outlet. However recent research by (Tsuji, et al., 2007) suggests that managers should continuously develop and adopt procedures to understand, evaluate, and improve on the quality of services provided to their consumers in-order to improve customer care. The current state of golf, is that it is a $60 billion industry, with 30,730 courses worldwide and over 57 million golfers.(Golf Research Group, 2009 ) The Royal Ancient (RA) is golfs governing body, it operates with 136 organisations from the amateur and professional game and on behalf of over thirty million golfers in 123 countries (R A, 2009). The R A identify that the implementation of best practice throughout a golf club can be demonstrated firstly through ensuring that the management structure is capable of setting policy objectives which maintain and improve the quality of the golfing facility (R A, 2009). In addition the RA, recognise the importance of monitoring and reviewing the policy objectives as well as focusing on the efficient and effectiveness of service delivery to customers (RA, 2009) The governing body of male amateur golf in England is the English Golf Union, looking after the interests of over 1,800 golf clubs and 740,000 club members (English Golf Union, 2009). The governing body specifically addresses the management of quality at golf clubs in England. Providing assistance and support, in specific areas such as club adminstration, golf course management, as well as assisting staff in the day-to-day operations of the golf club and course (English Golf Union, 2009). The majority of research on the management of quality in golf has come from the US golf industry. For example a US golf study on managing perceived quality has indicated that golf club managers that modify the price of green fees depending on the time of day, time of booking or condition of play may impact customer satisfaction (Kimes and Wirtz, 2003). A further American study investigated how golfers choose a golf course. The findings indicate that American golfers are most influenced by the cost of green fees, followed by the quality of course conditions, availability of tee times, and lastly the location of golf course (Richard and Fairclough, 1994). However recent research by (Won, et al., 2009) suggests that committed golfers care more about the core elements such as the quality of course conditions rather than the cost of green fees. The research suggests that golf club managers that are providing a quality service primarily need to improve the core elements such as course main tenance as well as operating the golf facility (Won, et al., 2009). Other research surrounding the management of quality in golf has come from Korea, and Australia. For example a Korean study based on service quality and customer satisfaction suggested that managers of private golf clubs that focus on providing and improving service quality to customers can impact the profitability of golf clubs (Kim and Lough, 2007). Furthermore a study from the Australian golf industry identified twenty one service attributes. These attributes measured the perceptions of the golf facilities performance against the golfers expectations of the facility. The study specifically researched into areas such as the appearance of the facilities, course quality, staff responsiveness, customer behaviour, etiquette and value for money (Crilley, et al, 2002, p.374) Further research into issues in managing quality in the context of golf, has reflected that an increasing number of American golf courses are being built annually, while the number of golfers in America remains stagnant (Petrick, et al., 2001). As a result it is important that golf club managers identify the factors which attract and retain golfers. The findings also recognise that by understanding golfers experiences, this will enhance the facility operations, leading to a higher quality of service delivery (Petrick, et al., 2001). According to a report by the golf research group, (2002) based on UK golf courses this found that since the beginning of 1990, 603 new golf facilities have been built. This increase was initiated by the report called The Demand for Golf created by the RA. However from 2000, the growth of new golf facilities has been limited and only 10 new golf facilities were opened from 2000 to 2002, due to financial constraints and the lack of demand in the golf industry. (Golf Research Report, year) The current recession has affected the golf industry, according to a report from the English Golf Union they have found that memberships are declining in many golf clubs in the UK. Also the majority of golf clubs in the UK are not implementing joining fees in-order to attract new golfers (Mintel, 2009). In the UK, in 2008 there were 1.225 million members of golf clubs, and there are 2,630 golf courses, 72% of these golf courses are located in England (Mintel, 2009). According to a study by Mort and Collins (2001) they highlighted that 11% of golf courses totalling 210 in England, are classified as municipal golf courses, and stated that the objective of municipal golf courses is to maintain low green fees and attract the local population. Mowsbury Golf Club in Bedfordshire is a municipal golf course and is run by the local authority. According to a report by the Golf Research Group, (year) on municipal golf courses in 2002, there has been a substantial decrease in the number of rounds played per year especially between the years of 1995-2001. For example in 1995 around 45,000 rounds were played, however by 2001 only 35,000 rounds were played on the municipal courses, reflecting a huge decrease of 10,000 rounds played. Over the 6 year period this was a 23% reduction in UK municipal rounds in the UK. (Golf Research Report, year) Literature has acknowledged that there are a limited number of UK studies that have focused on service quality and customer care at golf clubs. However one study focused on the management of quality at municipal golf courses and highlighted Best Value. Stevens and Green, (2002) indicate that Best Value primarily focuses on local authorities, ensuring that the quality and cost of services meet the needs of the local population, and that the efficiency and quality of services continually improve. The study indicated that the introduction of Best Value has contributed to an improvement in the operations of municipal golf courses, primarily through the process of benchmarking with the objective of improving service quality (Mort and Collins, 2001). The purpose of this study is to investigate the level of service quality and customer care as perceived by members and non-members at Mowsbury Golf Club, Bedfordshire. The rationale for the study recognises that previous research reflects that are a limited number of UK studies on the customer care and service quality at golf clubs. Also previous researchers such as (Tsitskari, et al., 2006) have reflected the importance of service quality to the mission of sport and emphasises that further research towards service quality should be a primary concern. References https://academic.mintel.com/sinatra/oxygen_academic/search_results/show/display/id=394687/display/id=448545?select_section=448543