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2012 Plan Performance Rankings Q3

Each quarter Savingforcollege.com analyzes the investment performance figures for thousands of 529 portfolios and ranks the 529 savings plans from best to worst for one-year investment performance, three-year investment performance, five-year investment performance and ten-year investment performance. The top-performing 529 plans In producing our rankings, we compared the reported investment performance of a subset of portfolios from each 529 savings plan. The lower the "percentile," the better the ranking. For more details on our methodology. Here are our 529 performance rankings as of September 30, 2012. We ranked plans that consumers can enroll in directly (see below), as well as those sold through brokers and fee-based financial planners). One-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 23.44 2 Alaska University of Alaska College Savings Plan 24.30 3 South Dakota CollegeAccess 529 (Direct-sold) 24.97 4 New York New York's 529 College Savings Program -- Direct Plan 32.20 5 West Virginia SMART529 WV Direct 32.48 6 Maryland College Savings Plans of Maryland -- College Investment Plan 35.65 7 Maine NextGen College Investing Plan -- Client Direct Series 35.68 8 Michigan Michigan Education Savings Program 37.20 9 District of Columbia DC 529 College Savings Program (Direct-sold) 38.36 10 Oklahoma Oklahoma College Savings Plan 39.88 See the full list of one-year direct-sold rankings. Three-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 28.42 2 Michigan Michigan Education Savings Program 28.46 3 New York New York's 529 College Savings Program -- Direct Plan 28.56 4 Alaska University of Alaska College Savings Plan 28.61 5 Pennsylvania Pennsylvania 529 Investment Plan 32.05 6 South Dakota CollegeAccess 529 (Direct-sold) 32.76 7 Maryland College Savings Plans of Maryland -- College Investment Plan 35.54 8 Minnesota Minnesota College Savings Plan 35.65 9 Oklahoma Oklahoma College Savings Plan 35.90 10 Florida Florida College Investment Plan 37.63 See the full list of three-year direct-sold rankings. Five-year performance ranking Rank State Plan Percentile 1 Florida Florida College Investment Plan 16.16 2 Nevada USAA 529 College Savings Plan 20.06 3 Utah Utah Educational Savings Plan (UESP) Trust 25.93 4 Pennsylvania Pennsylvania 529 Investment Plan 30.94 5 New York New York's 529 College Savings Program -- Direct Plan 31.09 6 Kansas Schwab 529 College Savings Plan 31.52 7 Michigan Michigan Education Savings Program 31.65 8 Georgia Path2College 529 Plan 32.82 9 Ohio Ohio CollegeAdvantage 529 Savings Plan 35.18 10 Iowa College Savings Iowa 36.80 See the full list of five-year direct-sold rankings. Ten-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 17.66 2 Alaska University of Alaska College Savings Plan 25.43 3 Maryland College Savings Plans of Maryland -- College Investment Plan 32.56 4 Louisiana START Saving Program 35.04 5 Virginia Virginia Education Savings Trust (VEST) 39.87 6 Iowa College Savings Iowa 43.63 7 South Carolina Future Scholar 529 College Savings Plan (Direct-sold) 55.83 8 Rhode Island CollegeBoundfund (Direct-sold, Alternative RI) 58.52 9 Delaware Delaware College Investment Plan 71.47 10 New Hampshire UNIQUE College Investing Plan 73.28 See the full list of ten-year direct-sold rankings. For broker-sold plan rankings and fee-based financial planners. How to rank 529 plan performance Ranking over 3,000 investment options is no easy task, considering the wide variety of options found in 529 savings plans, and it requires a special methodology. Step one: We select specific portfolios from each 529 plan that can be compared on an apples-to-apples basis to portfolios in other 529 plans, based on their allocation among stocks, bonds and short-term instruments (money market and guaranteed investments). We've set up seven different asset-allocation categories ranging from 100 percent equity to 100 percent short-term. Step two: Within each of the seven categories, we compare historical performance of the selected portfolios and assign each plan a percentile ranking between one (best) and 100 (worst). Separate rankings are developed for one-year, three-year, five-year and ten-year performances. Step three: We take the average of each 529 plan's percentile rankings in the seven asset-allocation categories to produce a combined or "composite" percentile ranking. We then produce reports showing how the 529 plans rank against each other in their composite percentile rankings. Note: We currently produce these composite rankings for one-year, three-year, five-year and ten-year performances. For a more in-depth explanation of our methodology, please read our white paper. See the one-year direct-sold, three-year direct-sold and five-year direct-sold rankings. More information Links to our full report on the composite rankings for this quarter are provided below for the direct-sold 529 plans. Only our Premium subscribers have access to composite rankings for advisor-sold 529 plans, to the underlying data supporting the rankings and to separate one-year, three-year, five-year and ten-year rankings for each of the seven different asset-allocation categories. In addition, subscribers can easily look up the historical performance for every 529 portfolio in every available share class by using our Fee and Performance Lookup Tool. Each quarter Savingforcollege.com analyzes the investment performance figures for thousands of 529 portfolios and ranks the 529 savings plans from best to worst for one-year investment performance, three-year investment performance, five-year investment performance and ten-year investment performance. The top-performing 529 plans In producing our rankings, we compared the reported investment performance of a subset of portfolios from each 529 savings plan. The lower the "percentile," the better the ranking. For more details on our methodology. Here are our 529 performance rankings as of September 30, 2012. We ranked plans that consumers can enroll in directly (see below), as well as those sold through brokers and fee-based financial planners). One-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 23.44 2 Alaska University of Alaska College Savings Plan 24.30 3 South Dakota CollegeAccess 529 (Direct-sold) 24.97 4 New York New York's 529 College Savings Program -- Direct Plan 32.20 5 West Virginia SMART529 WV Direct 32.48 6 Maryland College Savings Plans of Maryland -- College Investment Plan 35.65 7 Maine NextGen College Investing Plan -- Client Direct Series 35.68 8 Michigan Michigan Education Savings Program 37.20 9 District of Columbia DC 529 College Savings Program (Direct-sold) 38.36 10 Oklahoma Oklahoma College Savings Plan 39.88 See the full list of one-year direct-sold rankings. Three-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 28.42 2 Michigan Michigan Education Savings Program 28.46 3 New York New York's 529 College Savings Program -- Direct Plan 28.56 4 Alaska University of Alaska College Savings Plan 28.61 5 Pennsylvania Pennsylvania 529 Investment Plan 32.05 6 South Dakota CollegeAccess 529 (Direct-sold) 32.76 7 Maryland College Savings Plans of Maryland -- College Investment Plan 35.54 8 Minnesota Minnesota College Savings Plan 35.65 9 Oklahoma Oklahoma College Savings Plan 35.90 10 Florida Florida College Investment Plan 37.63 See the full list of three-year direct-sold rankings. Five-year performance ranking Rank State Plan Percentile 1 Florida Florida College Investment Plan 16.16 2 Nevada USAA 529 College Savings Plan 20.06 3 Utah Utah Educational Savings Plan (UESP) Trust 25.93 4 Pennsylvania Pennsylvania 529 Investment Plan 30.94 5 New York New York's 529 College Savings Program -- Direct Plan 31.09 6 Kansas Schwab 529 College Savings Plan 31.52 7 Michigan Michigan Education Savings Program 31.65 8 Georgia Path2College 529 Plan 32.82 9 Ohio Ohio CollegeAdvantage 529 Savings Plan 35.18 10 Iowa College Savings Iowa 36.80 See the full list of five-year direct-sold rankings. Ten-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 17.66 2 Alaska University of Alaska College Savings Plan 25.43 3 Maryland College Savings Plans of Maryland -- College Investment Plan 32.56 4 Louisiana START Saving Program 35.04 5 Virginia Virginia Education Savings Trust (VEST) 39.87 6 Iowa College Savings Iowa 43.63 7 South Carolina Future Scholar 529 College Savings Plan (Direct-sold) 55.83 8 Rhode Island CollegeBoundfund (Direct-sold, Alternative RI) 58.52 9 Delaware Delaware College Investment Plan 71.47 10 New Hampshire UNIQUE College Investing Plan 73.28 See the full list of ten-year direct-sold rankings. For broker-sold plan rankings and fee-based financial planners. How to rank 529 plan performance Ranking over 3,000 investment options is no easy task, considering the wide variety of options found in 529 savings plans, and it requires a special methodology. Step one: We select specific portfolios from each 529 plan that can be compared on an apples-to-apples basis to portfolios in other 529 plans, based on their allocation among stocks, bonds and short-term instruments (money market and guaranteed investments). We've set up seven different asset-allocation categories ranging from 100 percent equity to 100 percent short-term. Step two: Within each of the seven categories, we compare historical performance of the selected portfolios and assign each plan a percentile ranking between one (best) and 100 (worst). Separate rankings are developed for one-year, three-year, five-year and ten-year performances. Step three: We take the average of each 529 plan's percentile rankings in the seven asset-allocation categories to produce a combined or "composite" percentile ranking. We then produce reports showing how the 529 plans rank against each other in their composite percentile rankings. Note: We currently produce these composite rankings for one-year, three-year, five-year and ten-year performances. For a more in-depth explanation of our methodology, please read our white paper. See the one-year direct-sold, three-year direct-sold and five-year direct-sold rankings. More information Links to our full report on the composite rankings for this quarter are provided below for the direct-sold 529 plans. Only our Premium subscribers have access to composite rankings for advisor-sold 529 plans, to the underlying data supporting the rankings and to separate one-year, three-year, five-year and ten-year rankings for each of the seven different asset-allocation categories. In addition, subscribers can easily look up the historical performance for every 529 portfolio in every available share class by using our Fee and Performance Lookup Tool. 2012 Plan Performance Rankings Q3 Each quarter Savingforcollege.com analyzes the investment performance figures for thousands of 529 portfolios and ranks the 529 savings plans from best to worst for one-year investment performance, three-year investment performance, five-year investment performance and ten-year investment performance. The top-performing 529 plans In producing our rankings, we compared the reported investment performance of a subset of portfolios from each 529 savings plan. The lower the "percentile," the better the ranking. For more details on our methodology. Here are our 529 performance rankings as of September 30, 2012. We ranked plans that consumers can enroll in directly (see below), as well as those sold through brokers and fee-based financial planners). One-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 23.44 2 Alaska University of Alaska College Savings Plan 24.30 3 South Dakota CollegeAccess 529 (Direct-sold) 24.97 4 New York New York's 529 College Savings Program -- Direct Plan 32.20 5 West Virginia SMART529 WV Direct 32.48 6 Maryland College Savings Plans of Maryland -- College Investment Plan 35.65 7 Maine NextGen College Investing Plan -- Client Direct Series 35.68 8 Michigan Michigan Education Savings Program 37.20 9 District of Columbia DC 529 College Savings Program (Direct-sold) 38.36 10 Oklahoma Oklahoma College Savings Plan 39.88 See the full list of one-year direct-sold rankings. Three-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 28.42 2 Michigan Michigan Education Savings Program 28.46 3 New York New York's 529 College Savings Program -- Direct Plan 28.56 4 Alaska University of Alaska College Savings Plan 28.61 5 Pennsylvania Pennsylvania 529 Investment Plan 32.05 6 South Dakota CollegeAccess 529 (Direct-sold) 32.76 7 Maryland College Savings Plans of Maryland -- College Investment Plan 35.54 8 Minnesota Minnesota College Savings Plan 35.65 9 Oklahoma Oklahoma College Savings Plan 35.90 10 Florida Florida College Investment Plan 37.63 See the full list of three-year direct-sold rankings. Five-year performance ranking Rank State Plan Percentile 1 Florida Florida College Investment Plan 16.16 2 Nevada USAA 529 College Savings Plan 20.06 3 Utah Utah Educational Savings Plan (UESP) Trust 25.93 4 Pennsylvania Pennsylvania 529 Investment Plan 30.94 5 New York New York's 529 College Savings Program -- Direct Plan 31.09 6 Kansas Schwab 529 College Savings Plan 31.52 7 Michigan Michigan Education Savings Program 31.65 8 Georgia Path2College 529 Plan 32.82 9 Ohio Ohio CollegeAdvantage 529 Savings Plan 35.18 10 Iowa College Savings Iowa 36.80 See the full list of five-year direct-sold rankings. Ten-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 17.66 2 Alaska University of Alaska College Savings Plan 25.43 3 Maryland College Savings Plans of Maryland -- College Investment Plan 32.56 4 Louisiana START Saving Program 35.04 5 Virginia Virginia Education Savings Trust (VEST) 39.87 6 Iowa College Savings Iowa 43.63 7 South Carolina Future Scholar 529 College Savings Plan (Direct-sold) 55.83 8 Rhode Island CollegeBoundfund (Direct-sold, Alternative RI) 58.52 9 Delaware Delaware College Investment Plan 71.47 10 New Hampshire UNIQUE College Investing Plan 73.28 See the full list of ten-year direct-sold rankings. For broker-sold plan rankings and fee-based financial planners. How to rank 529 plan performance Ranking over 3,000 investment options is no easy task, considering the wide variety of options found in 529 savings plans, and it requires a special methodology. Step one: We select specific portfolios from each 529 plan that can be compared on an apples-to-apples basis to portfolios in other 529 plans, based on their allocation among stocks, bonds and short-term instruments (money market and guaranteed investments). We've set up seven different asset-allocation categories ranging from 100 percent equity to 100 percent short-term. Step two: Within each of the seven categories, we compare historical performance of the selected portfolios and assign each plan a percentile ranking between one (best) and 100 (worst). Separate rankings are developed for one-year, three-year, five-year and ten-year performances. Step three: We take the average of each 529 plan's percentile rankings in the seven asset-allocation categories to produce a combined or "composite" percentile ranking. We then produce reports showing how the 529 plans rank against each other in their composite percentile rankings. Note: We currently produce these composite rankings for one-year, three-year, five-year and ten-year performances. For a more in-depth explanation of our methodology, please read our white paper. See the one-year direct-sold, three-year direct-sold and five-year direct-sold rankings. More information Links to our full report on the composite rankings for this quarter are provided below for the direct-sold 529 plans. Only our Premium subscribers have access to composite rankings for advisor-sold 529 plans, to the underlying data supporting the rankings and to separate one-year, three-year, five-year and ten-year rankings for each of the seven different asset-allocation categories. In addition, subscribers can easily look up the historical performance for every 529 portfolio in every available share class by using our Fee and Performance Lookup Tool. Each quarter Savingforcollege.com analyzes the investment performance figures for thousands of 529 portfolios and ranks the 529 savings plans from best to worst for one-year investment performance, three-year investment performance, five-year investment performance and ten-year investment performance. The top-performing 529 plans In producing our rankings, we compared the reported investment performance of a subset of portfolios from each 529 savings plan. The lower the "percentile," the better the ranking. For more details on our methodology. Here are our 529 performance rankings as of September 30, 2012. We ranked plans that consumers can enroll in directly (see below), as well as those sold through brokers and fee-based financial planners). One-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 23.44 2 Alaska University of Alaska College Savings Plan 24.30 3 South Dakota CollegeAccess 529 (Direct-sold) 24.97 4 New York New York's 529 College Savings Program -- Direct Plan 32.20 5 West Virginia SMART529 WV Direct 32.48 6 Maryland College Savings Plans of Maryland -- College Investment Plan 35.65 7 Maine NextGen College Investing Plan -- Client Direct Series 35.68 8 Michigan Michigan Education Savings Program 37.20 9 District of Columbia DC 529 College Savings Program (Direct-sold) 38.36 10 Oklahoma Oklahoma College Savings Plan 39.88 See the full list of one-year direct-sold rankings. Three-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 28.42 2 Michigan Michigan Education Savings Program 28.46 3 New York New York's 529 College Savings Program -- Direct Plan 28.56 4 Alaska University of Alaska College Savings Plan 28.61 5 Pennsylvania Pennsylvania 529 Investment Plan 32.05 6 South Dakota CollegeAccess 529 (Direct-sold) 32.76 7 Maryland College Savings Plans of Maryland -- College Investment Plan 35.54 8 Minnesota Minnesota College Savings Plan 35.65 9 Oklahoma Oklahoma College Savings Plan 35.90 10 Florida Florida College Investment Plan 37.63 See the full list of three-year direct-sold rankings. Five-year performance ranking Rank State Plan Percentile 1 Florida Florida College Investment Plan 16.16 2 Nevada USAA 529 College Savings Plan 20.06 3 Utah Utah Educational Savings Plan (UESP) Trust 25.93 4 Pennsylvania Pennsylvania 529 Investment Plan 30.94 5 New York New York's 529 College Savings Program -- Direct Plan 31.09 6 Kansas Schwab 529 College Savings Plan 31.52 7 Michigan Michigan Education Savings Program 31.65 8 Georgia Path2College 529 Plan 32.82 9 Ohio Ohio CollegeAdvantage 529 Savings Plan 35.18 10 Iowa College Savings Iowa 36.80 See the full list of five-year direct-sold rankings. Ten-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 17.66 2 Alaska University of Alaska College Savings Plan 25.43 3 Maryland College Savings Plans of Maryland -- College Investment Plan 32.56 4 Louisiana START Saving Program 35.04 5 Virginia Virginia Education Savings Trust (VEST) 39.87 6 Iowa College Savings Iowa 43.63 7 South Carolina Future Scholar 529 College Savings Plan (Direct-sold) 55.83 8 Rhode Island CollegeBoundfund (Direct-sold, Alternative RI) 58.52 9 Delaware Delaware College Investment Plan 71.47 10 New Hampshire UNIQUE College Investing Plan 73.28 See the full list of ten-year direct-sold rankings. For broker-sold plan rankings and fee-based financial planners. How to rank 529 plan performance Ranking over 3,000 investment options is no easy task, considering the wide variety of options found in 529 savings plans, and it requires a special methodology. Step one: We select specific portfolios from each 529 plan that can be compared on an apples-to-apples basis to portfolios in other 529 plans, based on their allocation among stocks, bonds and short-term instruments (money market and guaranteed investments). We've set up seven different asset-allocation categories ranging from 100 percent equity to 100 percent short-term. Step two: Within each of the seven categories, we compare historical performance of the selected portfolios and assign each plan a percentile ranking between one (best) and 100 (worst). Separate rankings are developed for one-year, three-year, five-year and ten-year performances. Step three: We take the average of each 529 plan's percentile rankings in the seven asset-allocation categories to produce a combined or "composite" percentile ranking. We then produce reports showing how the 529 plans rank against each other in their composite percentile rankings. Note: We currently produce these composite rankings for one-year, three-year, five-year and ten-year performances. For a more in-depth explanation of our methodology, please read our white paper. See the one-year direct-sold, three-year direct-sold and five-year direct-sold rankings. More information Links to our full report on the composite rankings for this quarter are provided below for the direct-sold 529 plans. Only our Premium subscribers have access to composite rankings for advisor-sold 529 plans, to the underlying data supporting the rankings and to separate one-year, three-year, five-year and ten-year rankings for each of the seven different asset-allocation categories. In addition, subscribers can easily look up the historical performance for every 529 portfolio in every available share class by using our Fee and Performance Lookup Tool. 2012 Plan Performance Rankings Q3 Each quarter Savingforcollege.com analyzes the investment performance figures for thousands of 529 portfolios and ranks the 529 savings plans from best to worst for one-year investment performance, three-year investment performance, five-year investment performance and ten-year investment performance. The top-performing 529 plans In producing our rankings, we compared the reported investment performance of a subset of portfolios from each 529 savings plan. The lower the "percentile," the better the ranking. For more details on our methodology. Here are our 529 performance rankings as of September 30, 2012. We ranked plans that consumers can enroll in directly (see below), as well as those sold through brokers and fee-based financial planners). One-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 23.44 2 Alaska University of Alaska College Savings Plan 24.30 3 South Dakota CollegeAccess 529 (Direct-sold) 24.97 4 New York New York's 529 College Savings Program -- Direct Plan 32.20 5 West Virginia SMART529 WV Direct 32.48 6 Maryland College Savings Plans of Maryland -- College Investment Plan 35.65 7 Maine NextGen College Investing Plan -- Client Direct Series 35.68 8 Michigan Michigan Education Savings Program 37.20 9 District of Columbia DC 529 College Savings Program (Direct-sold) 38.36 10 Oklahoma Oklahoma College Savings Plan 39.88 See the full list of one-year direct-sold rankings. Three-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 28.42 2 Michigan Michigan Education Savings Program 28.46 3 New York New York's 529 College Savings Program -- Direct Plan 28.56 4 Alaska University of Alaska College Savings Plan 28.61 5 Pennsylvania Pennsylvania 529 Investment Plan 32.05 6 South Dakota CollegeAccess 529 (Direct-sold) 32.76 7 Maryland College Savings Plans of Maryland -- College Investment Plan 35.54 8 Minnesota Minnesota College Savings Plan 35.65 9 Oklahoma Oklahoma College Savings Plan 35.90 10 Florida Florida College Investment Plan 37.63 See the full list of three-year direct-sold rankings. Five-year performance ranking Rank State Plan Percentile 1 Florida Florida College Investment Plan 16.16 2 Nevada USAA 529 College Savings Plan 20.06 3 Utah Utah Educational Savings Plan (UESP) Trust 25.93 4 Pennsylvania Pennsylvania 529 Investment Plan 30.94 5 New York New York's 529 College Savings Program -- Direct Plan 31.09 6 Kansas Schwab 529 College Savings Plan 31.52 7 Michigan Michigan Education Savings Program 31.65 8 Georgia Path2College 529 Plan 32.82 9 Ohio Ohio CollegeAdvantage 529 Savings Plan 35.18 10 Iowa College Savings Iowa 36.80 See the full list of five-year direct-sold rankings. Ten-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 17.66 2 Alaska University of Alaska College Savings Plan 25.43 3 Maryland College Savings Plans of Maryland -- College Investment Plan 32.56 4 Louisiana START Saving Program 35.04 5 Virginia Virginia Education Savings Trust (VEST) 39.87 6 Iowa College Savings Iowa 43.63 7 South Carolina Future Scholar 529 College Savings Plan (Direct-sold) 55.83 8 Rhode Island CollegeBoundfund (Direct-sold, Alternative RI) 58.52 9 Delaware Delaware College Investment Plan 71.47 10 New Hampshire UNIQUE College Investing Plan 73.28 See the full list of ten-year direct-sold rankings. For broker-sold plan rankings and fee-based financial planners. How to rank 529 plan performance Ranking over 3,000 investment options is no easy task, considering the wide variety of options found in 529 savings plans, and it requires a special methodology. Step one: We select specific portfolios from each 529 plan that can be compared on an apples-to-apples basis to portfolios in other 529 plans, based on their allocation among stocks, bonds and short-term instruments (money market and guaranteed investments). We've set up seven different asset-allocation categories ranging from 100 percent equity to 100 percent short-term. Step two: Within each of the seven categories, we compare historical performance of the selected portfolios and assign each plan a percentile ranking between one (best) and 100 (worst). Separate rankings are developed for one-year, three-year, five-year and ten-year performances. Step three: We take the average of each 529 plan's percentile rankings in the seven asset-allocation categories to produce a combined or "composite" percentile ranking. We then produce reports showing how the 529 plans rank against each other in their composite percentile rankings. Note: We currently produce these composite rankings for one-year, three-year, five-year and ten-year performances. For a more in-depth explanation of our methodology, please read our white paper. See the one-year direct-sold, three-year direct-sold and five-year direct-sold rankings. More information Links to our full report on the composite rankings for this quarter are provided below for the direct-sold 529 plans. Only our Premium subscribers have access to composite rankings for advisor-sold 529 plans, to the underlying data supporting the rankings and to separate one-year, three-year, five-year and ten-year rankings for each of the seven different asset-allocation categories. In addition, subscribers can easily look up the historical performance for every 529 portfolio in every available share class by using our Fee and Performance Lookup Tool. Each quarter Savingforcollege.com analyzes the investment performance figures for thousands of 529 portfolios and ranks the 529 savings plans from best to worst for one-year investment performance, three-year investment performance, five-year investment performance and ten-year investment performance. The top-performing 529 plans In producing our rankings, we compared the reported investment performance of a subset of portfolios from each 529 savings plan. The lower the "percentile," the better the ranking. For more details on our methodology. Here are our 529 performance rankings as of September 30, 2012. We ranked plans that consumers can enroll in directly (see below), as well as those sold through brokers and fee-based financial planners). One-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 23.44 2 Alaska University of Alaska College Savings Plan 24.30 3 South Dakota CollegeAccess 529 (Direct-sold) 24.97 4 New York New York's 529 College Savings Program -- Direct Plan 32.20 5 West Virginia SMART529 WV Direct 32.48 6 Maryland College Savings Plans of Maryland -- College Investment Plan 35.65 7 Maine NextGen College Investing Plan -- Client Direct Series 35.68 8 Michigan Michigan Education Savings Program 37.20 9 District of Columbia DC 529 College Savings Program (Direct-sold) 38.36 10 Oklahoma Oklahoma College Savings Plan 39.88 See the full list of one-year direct-sold rankings. Three-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 28.42 2 Michigan Michigan Education Savings Program 28.46 3 New York New York's 529 College Savings Program -- Direct Plan 28.56 4 Alaska University of Alaska College Savings Plan 28.61 5 Pennsylvania Pennsylvania 529 Investment Plan 32.05 6 South Dakota CollegeAccess 529 (Direct-sold) 32.76 7 Maryland College Savings Plans of Maryland -- College Investment Plan 35.54 8 Minnesota Minnesota College Savings Plan 35.65 9 Oklahoma Oklahoma College Savings Plan 35.90 10 Florida Florida College Investment Plan 37.63 See the full list of three-year direct-sold rankings. Five-year performance ranking Rank State Plan Percentile 1 Florida Florida College Investment Plan 16.16 2 Nevada USAA 529 College Savings Plan 20.06 3 Utah Utah Educational Savings Plan (UESP) Trust 25.93 4 Pennsylvania Pennsylvania 529 Investment Plan 30.94 5 New York New York's 529 College Savings Program -- Direct Plan 31.09 6 Kansas Schwab 529 College Savings Plan 31.52 7 Michigan Michigan Education Savings Program 31.65 8 Georgia Path2College 529 Plan 32.82 9 Ohio Ohio CollegeAdvantage 529 Savings Plan 35.18 10 Iowa College Savings Iowa 36.80 See the full list of five-year direct-sold rankings. Ten-year performance ranking Rank State Plan Percentile 1 Alaska T. Rowe Price College Savings Plan 17.66 2 Alaska University of Alaska College Savings Plan 25.43 3 Maryland College Savings Plans of Maryland -- College Investment Plan 32.56 4 Louisiana START Saving Program 35.04 5 Virginia Virginia Education Savings Trust (VEST) 39.87 6 Iowa College Savings Iowa 43.63 7 South Carolina Future Scholar 529 College Savings Plan (Direct-sold) 55.83 8 Rhode Island CollegeBoundfund (Direct-sold, Alternative RI) 58.52 9 Delaware Delaware College Investment Plan 71.47 10 New Hampshire UNIQUE College Investing Plan 73.28 See the full list of ten-year direct-sold rankings. For broker-sold plan rankings and fee-based financial planners. How to rank 529 plan performance Ranking over 3,000 investment options is no easy task, considering the wide variety of options found in 529 savings plans, and it requires a special methodology. Step one: We select specific portfolios from each 529 plan that can be compared on an apples-to-apples basis to portfolios in other 529 plans, based on their allocation among stocks, bonds and short-term instruments (money market and guaranteed investments). We've set up seven different asset-allocation categories ranging from 100 percent equity to 100 percent short-term. Step two: Within each of the seven categories, we compare historical performance of the selected portfolios and assign each plan a percentile ranking between one (best) and 100 (worst). Separate rankings are developed for one-year, three-year, five-year and ten-year performances. Step three: We take the average of each 529 plan's percentile rankings in the seven asset-allocation categories to produce a combined or "composite" percentile ranking. We then produce reports showing how the 529 plans rank against each other in their composite percentile rankings. Note: We currently produce these composite rankings for one-year, three-year, five-year and ten-year performances. For a more in-depth explanation of our methodology, please read our white paper. See the one-year direct-sold, three-year direct-sold and five-year direct-sold rankings. More information Links to our full report on the composite rankings for this quarter are provided below for the direct-sold 529 plans. Only our Premium subscribers have access to composite rankings for advisor-sold 529 plans, to the underlying data supporting the rankings and to separate one-year, three-year, five-year and ten-year rankings for each of the seven different asset-allocation categories. In addition, subscribers can easily look up the historical performance for every 529 portfolio in every available share class by using our Fee and Performance Lookup Tool.

Who Are the Kachin People

The Kachin people of Burma and southwestern China are a collection of several tribes with similar languages and social structures. Â  Also known as the Jinghpaw Wunpawng or the Singpho, the Kachin people today number around 1 million in Burma (Myanmar) and around 150,000 in China. Â  Some Jinghpaw also live in the Arunachal Pradesh state of India. Â  In addition, thousands of Kachin refugees have sought asylum in Malaysia and Thailand following a bitter guerrilla war between the Kachin Independence Army (KIA) and the government of Myanmar. In Burma, Kachin sources say that they are divided into six tribes, called the Jinghpaw, Lisu, Zaiwa, Lhaovo, Rawang, and Lachid. Â  However, the government of Myanmar recognizes twelve different ethnic nationalities within the major ethnicity of Kachin - perhaps in a bid to divide and rule this large and often war-like minority population. Historically, the Kachin peoples ancestors originated on the Tibetan Plateau, and migrated south, reaching what is now Myanmar probably only during the 1400s or 1500s CE. Â  They originally had an animist belief system, which also featured ancestor worship. Â  However, as early as the 1860s, British and American Christian missionaries began working in Kachin areas of Upper Burma and India, trying to convert the Kachin to Baptism and other Protestant faiths. Â  Today, nearly all Kachin people in Burma self-identify as Christians. Â  Some sources give the percentage of Christians as being up to 99 percent of the population. Â  This is another aspect of modern Kachin culture that places them at odds with the Buddhist majority in Myanmar. Despite their adherence to Christianity, most Kachin continue to observe pre-Christian holidays and rituals, which have been repurposed as folkloric celebrations. Â  Many also continue to carry out daily rituals to appease the spirits that reside in nature, to request good fortune in planting crops or waging war, among other things. Anthropologists note that the Kachin people are well known for several skills or attributes. Â  They are very disciplined fighters, a fact that the British colonial government took advantage of when it recruited large numbers of Kachin men into the colonial army. Â  They also have impressive knowledge of key skills such as jungle survival and herbal healing using local plant materials. Â  On the peaceful side of things, the Kachin are also famous for the very intricate relations among the different clans and tribes within the ethnic group, and also for their skill as craftspersons and artisans. When the British colonizers negotiated independence for Burma in the mid-20th century, the Kachin did not have representatives at the table. Â  When Burma achieved its independence in 1948, the Kachin people got their own Kachin state, along with assurances that they would be allowed significant regional autonomy. Â  Their land is rich in natural resources, including tropical timber, gold, and jade. However, the central government proved to be more interventionist than it had promised. Â  The government meddled in Kachin affairs, while also depriving the region of development funds and leaving it dependent on raw materials production for its major income. Â  Fed up with the way things were shaking out, militant Kachin leaders formed the Kachin Independence Army (KIA) in the early 1960s, and started a guerrilla war against the government. Â  Burmese officials always alleged that the Kachin rebels were funding their movement through growing and selling illegal opium - not entirely an unlikely claim, given their position in the Golden Triangle. In any case, the war continued unrelentingly until a cease-fire was signed in 1994. Â  In recent years, fighting has flared up regularly despite repeated rounds of negotiation and multiple cease-fires. Â  Human rights activists have recorded testimony of horrific abuses of Kachin people by the Burmese, and later the Myanmar army. Â  Robbery, rape, and summary executions are among the charges leveled against the army. Â  As a result of the violence and abuses, large populations of ethnic Kachin continue to live in refugee camps in nearby Southeast Asian countries.

Mindful Destruction of Order in Shakespeares Othello

A delicate balance of chaos and order exists in our lives; the balance maintains itself by the very acts of human nature. In the drama Othello, the battle between good and evil creates the basic root of human nature as a whole. While at first, order exists in the lives of the Othello and Iago, through dramatic events and manipulation, the balance becomes unstable and starts to shift into chaos. Once the chaos has started, it continues a chain that continues along until the very end where the balance finally restores itself as it would in human nature. Through the inter and intra personal dialogue between Othello and Iago, a certain image of the character becomes developed because of the continued additions and changes to the character’s†¦show more content†¦Othello cannot see past what Iago has told him and he therefore trusts Iago and acts accordingly. Othello believes that Desdemona â€Å"†¦ must die, else she’ll betray more men† (5.2.6) and only then â€Å" can again thy former light restore† (5.2.9) Through the use of the metaphor of â€Å"light† Shakespeare’s indicates how Othello’s thoughts say that once the Desdemona’s light in life ends, only then can the â€Å"former light†, how life was, can return. Due to his moral virtue, he makes himself the agent of divine justice to solve the sins (Arp). At an elementary level, this can represents as a considerably the simple idea of the power of knowledge. Information holds the key to everything, while Othello does not see the need to question what he has trusted as the truth, he refuses to accept the need to wonder because of his pride. From an analytical view, Othello teaches us many things about the nature of human life. Further, Shakespeare’s usage of literary techniques and the strategies he employs are crucial to understanding not only the play, but the characters themselves. It becomes clear from Othello and its cast of characters, that human nature will always perplex human minds until the time we actually experience and understand what exactly happens between the point of believing and realizing the truth. From the play, one grasps an understanding of the crucial need to think and look at

Leadership and Management Commitment

Question: Discuss about the Challenges faced by the Leaders while Implementing Performance Management. Answer: Introduction In the modern times, the organisations are paying high importance to the performance management. The performance management plays a more essential role in the global organisation. The aim of the performance management in the organisation is to promote and improve the effectiveness of the employees. In the opinion of Van Dooren, Bouckaert and Halligan (2015), it is a continuous process where the managers intends to work together with the employees in order to plan, monitor and review the goals, objectives and performance of the employees. In order to understand the performance management and the issues faced by the managers while implementing the performance management program within the organisation, Wal-Mart in United States has been considered. A multinational retail corporation operates a chain of hypermarkets, discount department stores and grocery stores (Walmart.com. 2016). Wal-Mart practices performance management within the organisation in order to maintain sustainability in the international market. However, the process of performance management in Wal-Mart involves a number of challenged that the leaders in the organisation face while operating performance management program in the organisation. The impact of the organisational leadership is thus evaluated while discussing the ways in which the leaders are capable of addressing the challenges of performance management. Challenges faced by the leaders while implementing performance management In the opinion of De Waal (2013), the performance management is one of the crucial activity that the managers of the organisation carries out. Wal-Mart being a well-known company needs to manage the performance of the organization in order to sustain in the highly competitive market. Seuring and Gold (2013) argued that the challenges in operating performance management in the organisation have a number of dimensions in the business environment of todays world. Thus, it is not just enough for the managers of Wal-Mart to create focused initiatives to overcome the challenges faced by the organisation. In case of many of the competitors of Wal-Mart, schemes the remuneration has been effective in boosting up the performance of the companies. These schemes further have long-term effect on the behaviour and the culture of the organisation (Miner 2015). The types of challenge that the organisations are likely to face depend upon the types of the activities performed in the organisation, its environment and the market in which it operates. The main challenges that the managers of Wal-Mart have been facing in the workplace while trying to operate the performance management have greatly affected the overall productivity and performance. The challenges are discussed as follows: Lack of alignment: The lack of alignment id one of the toughest challenge faced by the organisation due to the different process that are being considered within the organisation during the isolation, and linking of budgeting, strategies and operational planning. The different individuals in groups carry these planning where they use various types of frameworks. Wang and Sarkis (2013) mentioned that there remains certain lacking in the alignment between the performance of the individual, department, or the organisation as a whole. Thus, the overall system is disturbed within the company. Lack of measurement: This is the challenge that the different levels of department within Wal-Mart experiences. There have been a number of scenarios where the managers had set targets but failed to put relevant measures to achieve those targets (Vaccaro et al. 2012). The managers are thus unable to collect the data to track the performance of the organisation. Leadership and management commitment: The challenges faced by the leaders or the managers of Wal-Mart have a significant impact on the organisation as it integrates and aligns the management system. The leadership and the management commitment therefore provide a comprehensive performance management system to Wal-Mart. In order to achieve the performance success, it is important for the managers and the leaders of the organisation understand the requirement of the management system and work as per the needs of the organisation (Chhokar, Brodbeck and House 2013). Managing the performance management: There is a need of disciplined framework in order to manage the performance of the organisation. As opined by Buckingham and Goodall (2015), a master plan needs to be considered that is further broken down into relevant parts and areas to ensure the maximum involvement of the employees into the organisational activities. The managers at the different level needs to have a clear idea about the various process such as the contracting, development, measurement and appraisal in order to ensure consistent application of the processes within the business. On the other hand, DeNisi and Smith (2014) mentioned that if the managers of the company considers the performance management as not just an event but also an activity that is to be managed at a daily basis, the outcome for the performance management is enhanced. Managing the poor performance: According to Schlfke, Silvi and Mller (2012), the management of poor organisational performance is a reactive action. However, Wal-Mart delays to execute the managing of the poor performance of the organisation, which makes the overall process a challenging one. Moreover, sue to lack of appropriate measurement and the collection of the required data and information, the managers often delay the management of the poor performance of the business. Ignoring Change Management in System Implementation: One of the vital parts of operating the performance management is to consider the change in the strategic management. The careful Management of resistance from the top management level is necessary. In addition to this, the key tool in managing the change is the intervention of communication into the process. The leaders of Wal-Mart needs to follow milestones and schedules and it becomes a challenge for the management. The leaders of the organisation lay a very important role in the creation of the challenges as well as addressing these challenges. Wal-Mart is no exception in this case, the managers therefore as a positive as well as negative affect the performance management of the company and thereby contributes in the organisational performance. One of the crucial roles of the managers of Wal-Mart is to recognise and reinforce the level of strong performance within the employees and thereby identify and encourage the required improvement. Addressing the challenges faced by the leaders In order to have an effective performance management process, it is important for the managers of Wal-Mart to involve all the members of the organisation to support the performance of the employees, development and ensure success. When the managers at the higher level such as the senior executives, are engaged into the organisational activities of the company, there will be higher participation rate of the employees and the lower managers that will further result in enhanced quality performance management. The effectiveness of the leaders is important in minimising the challenges faced by the organisation while operating the performance management program throughout of their operations. The solutions that can be effective used to address the challenges in the performance management system lies in the comprehensive approach that ensures alignment, planning, management of the performance system. Use of performance management system as a valuable tool: In order to address the various challenges that the managers of Wal-Mart faces, it is important for the managers to use the performance management system as a valuable tool that helps to support the development and improvement of the employees. As per the words of Cascio (2014), when the managers tend to lack interest, the employees lose interest too. Thus, the overall management of performance is hampered. Hence, the managers need to lay stress on the benefits and encourage the employees to consider the ownership of their individual performance and development. Determining appropriate schedule: the leaders of the organisation needs to conduct short, regular meetings in the organisation with the employees in order to discuss and record the milestones, success, challenges and the opportunity of Wal-Mart while operating in the highly competitive market (Garca-Morales, Jimnez-Barrionuevo and Gutirrez-Gutirrez 2012). This is an effective approach as it allows the organisation to monitor the progress of the goals in an improved manner and thereby provide training or guidance to the employees. Moreover, with the conduction of the short meetings, the leaders are able to reduce the effort that is required during the reviewing of the annual organisational performance. The managers are able to review the achievement, development, setbacks, trainings that have occurred all over the years with the use of the annual performance review meeting (Goetsch and Davis 2014). This information can be further used to set the goals and the development plan for the upcoming year. Deliver regular constructive and positive feedbacks: The managers of Wal-Mart need to provide the employees with regular feedbacks though the one to one meetings. The employees are to be commended in front of their colleagues and peers. One of the other measures that the managers have to consider is noting down the performance of each employees during the conversation, so that there are concrete information to share with each other. Taticchi, Balachandran and Tonelli (2012) stated that the main aim of feedback is to analyse the behaviour and expectation of the employees so that the organisation do not dwell on undesirable behaviours. The regular check of the progress on goals of the employees will help to provide assistance and goals as per the requirement. Communicating and revisiting the performance expectation: An effective leader always communicates the standard of the performance and expectation of the organisation with the employees. The employees will thus be able to understand the difference between the behaviours that are acceptable and those that are not. Thus, the misunderstanding within Wal-Mart can be reduced effectively. The managers to gather the relevant information about the employees can use a multiple sources. The 360 degree feedback or the other survey tool can be used to complete and validate the observation about the employees (Genovese et al. 2014). Provide training: The leaders or the employees in Wal-Mart need to train the employees in such a way that the two communications is improved and strengthened to deliver the desired result and behaviour of the employees. In order to lay specific stress on a certain aspect of the employee performance, it is important to coach the employees. Moreover, the employees are to be advised about the issues of the performance management from before so that they are able to handle the issues in a better way. The leaders of Wal-Mart follow a democratic leadership where the employees are allowed to take part actively in the process of decision-making and the management of organisational performance. The leadership style is effective as it allows equal opportunity to all the employees to participate, exchange ideas freely. The ideas are respected and are often implemented in order to increase the participation rate of the employees and motivate them. However, there have been faults in the management system of Wal-Mart that have degraded the performance level of the organisation. The management style of the company has been considered to be outdated that further resulted in the failing of the customers. The large stores of the company do not seem to fit well in the urban areas although it had good sales in the rural areas (Forbes.com. 2016). The company is highly challenged by the competitors in the field of online retailing. Moreover, the customer service provided by the company to the cust omers was also of poor quality that caused a number of potential customers of Wal-Mart to switch to other brands. The business model of the company was surely to be blamed as the leaders of the company ineffectively designed it without addressing the issues that the organisation has been facing. The source of the issues was the lack of employee training within the company. It was suggested that the company needs to shut down for 24 hours in order to provide training session to the organisation. Nevertheless, it came up, as another challenge as the leaders of the company was unable to connect with the employees and the customers. The major problems regarding the management and the leadership occurred at the middle level of management. These managers try to execute their absolute power and could not consider the importance of simple aspects of the company such as customer service. There have been further arguments made against the organisational leadership of the company. The managers of the company have failed to keep up with the changes in the retail environment that lead to challenges in the operation of performance management (Giacalone and Rosenfeld 2013). On the other hand, the competitors of Wal-Mart such as Amazon kept selling more products in the market at a much lowe r product offered by Wal-Mart. The customers thus found it less necessary to purchase products from the company, as there were a number of online options open to the customers (Kaisler et al. 2013). The leaders were thus incapable to obtaining a proper knowledge about the market and thereby failed to align the organisational activity as per the needs of the market. Conclusion The successful result of the performance management program is greatly dependent on the organisation leadership. The good as well as the poor organisation leadership have a significant impact on the performance management and thereby affect the overall productivity of the business in the home country as well as in the international market. The managers of Wal-Mart face a number of issues while operating the performance management program within the organisation. The issues have a direct impact on the sustainability of the company in the international market. The issues further decrease the comparative advantage of the company that disturbed the position of the company in the market. The main reason that caused the issues in the organisation was the slow reaction of the company to the changes. There was also a rapid change in the business landscape of the company. The change in the organisational pattern, management, and the transformation became a permanent feature n the landscape of the business. The innovative technologies were increasing in the market while the company was unable to meet the changes required. To meet the challenges in the organisation, Wal-Mart needs to carry out the best practices for the organisation in a sophisticate manner in order to enhance the organisational change management. The performance management program in Wal-Mart thus needs to be improved by the leaders of the organisation by adopting new and effective strategies. The consideration as well as adaptation of the effective strategies will help to enhance the effectiveness of the management. However, it is further important for the managers to review the performance of the employees and organisation in a daily basis in order to ensure that the goals of the company are effectively addressed and the overall productivity of the company is increased. References Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50. Cascio, W.F., 2014. Leveraging employer branding, performance management and human resource development to enhance employee retention.Human Resource Development International,17(2), pp.121-128. Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013.Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge. De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan. DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and firm-level performance: a review, a proposed model, and new directions for future research. The Academy of Management Annals, 8(1), pp.127-179. Forbes.com. (2016).Forbes Welcome. [online] Available at: https://www.forbes.com/sites/panosmourdoukoutas/2016/01/30/walmarts-outdated-management-style-is-failing-customers/#55f0682167db [Accessed 15 Dec. 2016]. Garca-Morales, V.J., Jimnez-Barrionuevo, M.M. and Gutirrez-Gutirrez, L., 2012. Transformational leadership influence on organizational performance through organizational learning and innovation.Journal of Business Research,65(7), pp.1040-1050. Genovese, A., Lenny Koh, S.C., Kumar, N. and Tripathi, P.K., 2014. Exploring the challenges in implementing supplier environmental performance measurement models: a case study.Production Planning Control,25(13-14), pp.1198-1211. Giacalone, R.A. and Rosenfeld, P., 2013.Impression management in the organization. Psychology Press. Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. pearson. Kaisler, S., Armour, F., Espinosa, J.A. and Money, W., 2013, January. Big data: issues and challenges moving forward. InSystem Sciences (HICSS), 2013 46th Hawaii International Conference on(pp. 995-1004). IEEE. Miner, J.B., 2015.Organizational behavior 1: Essential theories of motivation and leadership. Routledge. Schlfke, M., Silvi, R. and Mller, K., 2012. A framework for business analytics in performance management.International Journal of Productivity and Performance Management,62(1), pp.110-122. Seuring, S. and Gold, S., 2013. Sustainability management beyond corporate boundaries: from stakeholders to performance. Journal of Cleaner Production, 56, pp.1-6. Taticchi, P., Balachandran, K. and Tonelli, F., 2012. Performance measurement and management systems: state of the art, guidelines for design and challenges.Measuring Business Excellence,16(2), pp.41-54. Vaccaro, I.G., Jansen, J.J., Van Den Bosch, F.A. and Volberda, H.W., 2012. Management innovation and leadership: The moderating role of organizational size.Journal of Management Studies,49(1), pp.28-51. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge. Walmart.com. (2016).Cite a Website - Cite This For Me. [online] Available at: https://www.walmart.com/ [Accessed 15 Dec. 2016]. Wang, Z. and Sarkis, J., 2013. Investigating the relationship of sustainable supply chain management with corporate financial performance. International Journal of Productivity and Performance Management, 62(8), pp.871-888.

Organisational Theory

Personal Experience Change is one of the forces in life which cannot be avoided. In most of the cases, many people find it difficult to accept change because of the fear of the unknown (Hargreaves Fullan, 2012). I have a personal experience of how challenging it may be to introduce change in an organisational setting. I was in my third year at the University of Melbourne when the management decided to digitise the library.Advertising We will write a custom case study sample on Organisational Theory specifically for you for only $16.05 $11/page Learn More This was a new technology-supported system where students were enabled to access all the materials within the library in a digital platform. The management made this decision because of the limited number of some critically important books. This new system was developed after a series of consultative forums involving the students, teachers, management, and other related stakeholders. The reading areas w ithin the library were fitted with personal computers connected to the database. The students would use their student identification numbers to login to the system and access all the relevant materials they needed. The chief librarian and other staff members took time to explain the reason this decision was made, how the system worked, and the benefits it had to the users of this library. At first, a number of students were sceptical about the new system introduced in the library. However, they slowly came to embrace the new system. It became very popular among the students, eliminating the need to have physical books in the library. Main Principles of Change Management According to Apple (2004), successful organisations are those that have learnt the art of managing change. In order to manage change successfully, it is important to know some of the principles of change management. Creation of a shared vision is one of the most important principles of change management (Hargreaves Fullan, 2012). With a shared vision, it becomes easy for all the stakeholders to accept change without any serious resistance. The case presented above about University of Melbourne’s new system in the library is a clear example of the relevance of developing a shared vision. The management involved all the stakeholders and ensured that they all understood the need to move to a new system. According to Apple (2004), communication is another important principle of change management. Change involves coming up with a new concept of addressing various tasks within an organisational setting. In most of the cases, it is always an idea of an individual who has visualised how a given process can be undertaken in a better way.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In order to make other people understand and appreciate the relevance of such a new system, communication is very i mportant. The management should ensure that all the stakeholders understand the new system. Any question about the new system should be addressed to ensure that doubts and misconceptions are eliminated. This task was addressed satisfactorily by the chief librarian and other junior employees. Engagement of the stakeholders is another important principle of change management. According to Hargreaves, Lieberman, Fullan and Hopkins (2014), before introducing a new system or concept within an organisation, it is important that all the relevant stakeholders are engaged in the entire process. Engaging the stakeholders creates an environment where the stakeholders feel they own the new system instead of feeling that the management imposed it on them. This is what happened when the new digitised library system was introduced at the university. All the relevant stakeholders were involved. This way, the new system became acceptable among the students because they felt that they were part of it s formation. Jones (2012) says that another important principle of change is the development of enabling structures. The scholar says that before introducing change, the management must ensure that there are structures in place that can support the system. Change can only make sense when it is sustainable. The University of Melbourne decided to introduce a new system. This new system needed installation of personal computers in the reading areas. It also needed an IT system that would enable students to access information available in the database. The management had enough funds to install these structures. The entire reading area had fully equipped personal computers that were linked to the main database through an integrated communication system. These structures made it possible to have a functional system that supported operations of the firm. Culture cannot be avoided when managing change in an organisation. According to Jones (2012), this principle requires that cultural fact ors be put into consideration when managing change. Many organisations always ignore the role of culture in change management. There are cases where some stakeholders may reject change simply because it is not aligned to their cultural beliefs and practices.Advertising We will write a custom case study sample on Organisational Theory specifically for you for only $16.05 $11/page Learn More It is, therefore, necessary that the management finds a way of aligning cultural values to change management principles. This is one area that was not given much consideration when this new system was introduced. According to Fullan (2014), for a long time, physical books have been a sign of knowledge, especially to student of higher learning. However, a time had come when this had to change. The school made a radical shift from the use of physical books to the use of digitised books. This transition should have been gradual. Strengths and weaknesses of the way in whi ch change was managed The digital library at the University of Melbourne was a new system that was meant to improve students’ experience every time they visited the library. One of the main strengths of the way in which this change was managed is that all the stakeholders were actively involved. This made it possible for the new system to be accepted among the stakeholders. The management also maintained a clear system of communication. The librarians were available to address any question that the library users had about the new system. The highly integrated communication system also enhanced information sharing. The library users made a number of suggestions on how to improve the system to make it user-friendly. Within the first few months, a number of adjustments were made in the system based on the suggestions of the users. This improved its efficiency. However, the major weakness that was witnessed in the way this change was managed was that it was implemented within a s hort time. Some student complained that the change was so sudden that they had to take several weeks to make proper use of the library. Summary Understanding how to manage change is very important in the current organisational setting. From the critique and review of literatures done above, it is apparent that communication is critical when managing change. It facilitates engagement of all the stakeholders to ensure that they understand and appreciate the relevance of the new system. References Apple, M. (2004). Creating difference: Neo-liberalism, neo-conservatism and the politics of educational reform. Educational Policy, 18(12), 12-44.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Fullan, M. (2014). Positive Pressure in Second International Handbook of Educational Change. Chicago: Sage. Hargreaves, A. Fullan, M. (2012). Professional Capital: Transforming Teaching in Every School. Norderstedt: Books on Deman. Hargreaves, A., Lieberman, A., Fullan, M. Hopkins, D. (2014). Second International Handbook of Educational Change. New York: Cengage. Jones, G. (2012). Organisational Theory, Design, and Change. New York: McGraw-Hill Irwin. This case study on Organisational Theory was written and submitted by user Wolver-dok to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Young GoodMan Brown What happened to all my paragraphs essays

The Young GoodMan Brown What happened to all my paragraphs essays "Young Goodman Brown", by Nathaniel Hawthorne, is a story that is rich in metaphors which ultimately question the very morals and ethics of his religious society. In "Young Goodman Brown," Goodman Brown is a proud Puritan who meets with the devil that causes him to become aware of the society he lives in. The story about Goodman Brown centers on a proud man who thinks that a meeting with the Devil cant alter his faith in religion. He also desires to find more about his inner domains, but eventually finds out how hypocritical his community is. The storys crux is based upon religious metaphors of Hawthorne's town of Salem during their religious conflict. The beginning of the story mentions the Goodman's wife, Faith who has a double meaning to her name. Goodmans name also should not be overlooked because it is a double-edged sword as well. Hawthorne plays with Faiths name in that it symbolizes religious faith. Faith- Goodmans wife- is seen as a pious woman who like Goodman, is deep into her religious beliefs. She is innocent like her religion. To indicate Faiths innocence, Hawthorne gave her pink ribbons to wear. These ribbons are important, because they expose Faiths character. Pink is seen as a pleasant color that promotes no tension. Pink is not as violent as red, or gloomy as black. In addition, there is "Goodman. His name represents what his society thought of him. He was a religious good person, who came from a long linage of prominent Puritans. "Young Goodman Brown" begins when Faith, Brown's wife, pleads with him not to go on his "errand. Goodman Brown says to his "love and my Faith" (passage 5) that "this one night I must tarry away from thee" (passage 5). When he says his "love" and his "Faith, he is talking to his wife, but he is also talking to his "faith" in God. He is venturing into the woods to meet with the Devil, and by doing so; he leaves...