What is a virus - computer :: Computer Science

What is a virus - computer What is a VIRUS Virus (computer), self-duplicating computer program that interferes with a computer's hardware or operating system (the basic software that runs the computer). Viruses are designed to duplicate or replicate themselves and to avoid detection. Like any other computer program, a virus must be executed for it to function-that is, it must be located in the computer's memory, and the computer must then follow the virus's instructions. These instructions are called the payload of the virus. The payload may disrupt or change data files, display an irrelevant or unwanted message, or cause the operating system to malfunction. Computer viruses activate when the instructions-or executable code-that run programs are opened. Once a virus is active, it may replicate by various means and tries to infect the computer's files or the operating system. For example, it may copy parts of itself to floppy disks, to the computer's hard drive, into legitimate computer programs, or it may attach itself to e-mail messages and spread across computer networks by infecting other shared drives. Infection is much more frequent in PCs than in professional mainframe systems because programs on PCs are exchanged primarily by means of floppy disks, e-mail, or over unregulated computer networks. Viruses operate, replicate, and deliver their payloads only when they are run. Therefore, if a computer is simply attached to an infected computer network or downloading an infected program, it will not necessarily become infected. Typically a computer user is not likely to knowingly run potentially harmful computer code. However, viruses often trick the computer's operating system or the computer user into running the viral program. Some viruses have the ability to attach themselves to otherwise legitimate programs. This attachment may occur when the legitimate program is created, opened, or modified. When that program is run, so is the virus. Viruses can also reside on portions of the hard disk or floppy disk that load and run the operating system when the computer is started, and such viruses thereby are run automatically. In computer networks, some viruses hide in the software that allows the user to log on (gain access to) Types of VIRUS There are five categories of viruses: parasitic or file viruses, bootstrap sector, multi-partite, macro, and script viruses. Parasitic or file viruses infect executable files or programs in the computer. These files are often identified by the extension .exe in the name of the computer file. File viruses leave the contents of the host program unchanged but attach to the host in such a way that the virus code is run first. These viruses can be either direct-action or resident. A direct-action virus selects one or more programs to infect

How Technology Effects Education Essay -- science

How Technology Effects Education The best method for improving educational standards is to utilize every tool available, including state-of-the-art technology. Computers and the Internet have expanded the way in which information can be delivered to the students of today. Today's networking technologies provide a valuable opportunity to practice new learning techniques. Educators are discovering that computers are facilitating learning. Computer based communications, or Telecommunications, can offer many educational opportunities; therefore, educators will need to adapt current teaching methods to incorporate this new media into the classroom. Computers have made a fundamental impact in most industries, providing a competitive advantage that has come to be essential to many businesses. Therefore, schools must also use technology to improve the educational process. School systems often consider purchasing a computer network, and justify its purchase by applying it to routine administrative tasks, such as attendance records and grading. While these tasks are very important, they only show a small part of what technology can do for a school. Technology must go further than simply keeping attendance; it must focus on keeping students interested and productive. Since computers and the Internet have expanded in such a way in which education can be delivered to students, it is currently possible to engage in "distance education through the Internet. Distance education...

Childcare Unit 7 Play

Te Whariki Te Whariki is the Ministry of Education's early childhood curriculum policy statement. Te Whariki is a framework for providing children's early learning and development within a social cultural context. It emphasises the learning partnership between teachers, parents, and families. Teachers weave a holistic curriculum in response to children's learning and development in the early childhood setting and the wider context of the child's world. This curriculum defines how to achieve progress towards this idea for learners in early childhood learning environments.It is about the individual child. Its starting point is the learner and the knowledge, skills, and attitudes that the child brings to their experiences. The curriculum is also about early childhood settings. Learning begins at home, and early childhood programmes outside the child’s own home play a significant role in extending early learning and in laying the foundations for successful future learning. There a re four broad principles at the centre of the early childhood curriculum. Empowerment – The early childhood curriculum empowers the child to learn and grow.Holistic Development – The early childhood curriculum reflects the holistic way children learn and grow. Family and Community – The wider world of family and community is an integral part of the early childhood curriculum. Relationships – Children learn through responsive and reciprocal relationships with people, places, and things. The strands and goals arise from the four principles. The whariki is woven from these four principles and from the following five strands, or essential areas of learning and development.The principles and strands together form the framework for the curriculum. Each strand has several goals. Learning outcomes have been developed for each goal in each of the strands, so that the whariki becomes an included foundation for every child’s development. Strand 1: Well-being The health and well-being of the child are protected and nurtured. Goals Children experience an environment where: †¢ their health is promoted; †¢ their emotional well-being is nurtured; †¢ they are kept safe from harm. Strand 2: Belonging Children and their families feel a sense of belonging. GoalsChildren and their families experience an environment where: †¢ connecting links with the family and the wider world are affirmed and extended; †¢ they know that they have a place; †¢ they feel comfortable with the routines, customs, and regular events; †¢ they know the limits and boundaries of acceptable behaviour. Strand 3: Contribution Opportunities for learning are equitable, and each child’s contribution is valued. Goals Children experience an environment where: †¢ there are equitable opportunities for learning, irrespective of gender, ability, age, ethnicity, or background; †¢ they are affirmed as individuals; they are encouraged t o learn with and alongside others. Strand 4: Communication The languages and symbols of their own and other cultures are promoted and protected. Goals Children experience an environment where: †¢ they develop non-verbal communication skills for a range of purposes; †¢ they develop verbal communication skills for a range of purposes; †¢ they experience the stories and symbols of their own and other cultures; †¢ they discover and develop different ways to be creative and expressive.Strand 5: Exploration The child learns through active exploration of the environment. Goals Children experience an environment where: †¢ their play is valued as meaningful learning and the importance of spontaneous play is recognised; †¢ they gain confidence in and control of their bodies; †¢ they learn strategies for active exploration, thinking, and reasoning; †¢ they develop working theories for making sense of the natural, social, physical, and material worlds.

Leadership Challenge: Using Sources of Power Ethically

Leadership Challenge: Using Sources of Power Ethically The misuse of power is constantly revealed in the business environment by the actions and characteristics of executives, leaders, supervisors, and managers. In reiterating the definition of power is having the know-how, to influence others to do something that they wouldn’t normally do (Lussier, 2008). The tactics that leadership uses are categorized into nine influential tactics: ? Rational Persuasion ?Inspirational appeal ?Consultation ?Ingratiation ?Exchange ?Personal Appeal ?Coalition ?Legitimating ?Pressure Most of which are likely used by leadership (Katzenstein, n. d. ). List and explain the sources of power that the CEO of a large company typically has at her disposal. The source of power in business a CEO has is Expert, Referent, and Legitimate Power. C. E. O. is defined as Chief Executive Officer; the CEO is known to have the great power of delegation (Ellis-Christensen, 2012). There are many definitions of expert power and one definition is â€Å"Expert Power is stated as resting on the belief of employees that an individual has a particularly high level of knowledge or highly specialized skill set. Managers may be accorded authority based on the perception of their greater knowledge of the tasks at hand than their employees† (Turner, 2012). Referent Power is the use of personal power (ones’ attractiveness, respect, loyalty, and worthiness) to influence others to do your request. Referent power is like a role-model type of power, it uses your adoration from others toward influencing them to do something (Thomas, 2002). Legitimate Power is used from a person position and/or title. Legitimate power in is used to demand the others, regardless of their commitment or cooperation. This type of power tends to place distrust in the leaders capabilities in operating a business. Therefore, it is actually the title/position of a person rather than the person itself that carries this power. Describe how these powers can be used to avoid the various operational, administrative, and ethical problems experienced by companies. Business Problem 1 The business problem that may occur is a machine is down due to electrical issues and no backup machine or alternative available. Influence tactic The influence tactic used in this business problem will be consultation and inspiration appeal. The consultation was chosen to meet with the managers to see what can be done to improve on these problems and if it is feasible to obtain. In choosing the inspiration appeal is to encourage the employees not to get discouraged and thank them for doing a great job. Source of Power The source of power used in this situation for consultation is Reward, coercive or legitimate. The power used for Inspiration appeal is Referent power. Why this influence tactic addresses the problem I thought these influence tactic was best suited for the situation in handling this business problem. When such problems occur on the job, it sometimes tends to discourage the workers from getting their job done or begin to doubt the company obligation to that specific area leaving them wondering if it was intentional or not. Business Problem 2 The business problem that is experience too often in this problem is issues with checks and missing work time. Although payroll handles the issuance of checks, it still falls under administrative problems. Influence tactic The influence tactics used in this business problem are Legitimating, Rational persuasion, and Pressure. Source of Power The source of power for legitimating is legitimate power. The source of power for rational persuasion is expert power and the source of power for Pressure is Coercive power. Why this influence tactic addresses the problem I chose these for a number of reasons, one is legitimating can swing both ways. The employer will need a legitimate reason as why they should give you the correct amount of hours that the employees claim they are missing. In a sense the employee can request a statement showing the calculation of their hours. The employee can use pressure in pursuit of getting this problem corrected. Business Problem 3 The business problem that sometimes occurs is unethical business practices. Unethical business practices like dumping good at loss making prices just to earn market shares or to oust a new competitor from business, colluding with competitors to fix higher prices, using high pressure selling tactics, using deceptive advertising, etc. re also some things that need to be looked at (Patil, 2012). Influence tactic The influence tactics used in this business problem are rational persuasion, coalition, and legitimating. Source of Power The source of power for rational persuasion is expert power, the source of power for coalition is coercive power, and the source of power for legitimating is legitimate power. Why this influence tactic addresses the problem I thought that these tactics were definitely used in coe rcing influences on others, especially to benefit that particular person. Unethical business practices happen all over the world, most often never get address in order to prevent it from happening again and again. Unethical practices are used by businesses legitimating why they must have or need; even use coercive power to intense or sway the answer in their favor. Rational persuasion is basically similar to coercive power, the general idea is to lure the favor toward the persuader way. References Ellis-Christensen, T. (2012). What is a CEO? Retrieved on January 22, 2012 from http://www. wisegeek. om/what-is-a-ceo. htm Katzenstein, J. (). Influence Tactics. Retrieved on January 22, 2012, from som. csudh. edu/depts/adjunct/jkatzenstein/†¦ /Influence%20Tactics. ppt Lussier, R. N. (2008). Ethical Power and Politics. Retrieved on January 22, 2012, from highered. mcgraw-hill. com/sites/dl/free/0073210552/†¦ /chap010. ppt Patil, S. B. (2012). Ethical Issues in Business. Buzz. com. Retrieved on January 22, 2012 from http://www. buzzle. com/articles/ethi cal-issues-in-business. html Singh, A. (2009). Organizational Power in Perspective. Leadership & Management in Engineering, 9(4), 165-176. doi:10. 1061/(ASCE)LM. 1943-5630. 0000018 Thomas, J. C. (2002). Leadership Effectiveness of Referent Power as a Distinction of Personal Power. Retrieved on January 22, 2012 from http://www. jctnet. us/Professional/MOL/LEAD605/ThomasJMicroBP$2. pdf Turner, M. C. (2012). Leadership Styles and Bases of Power. Reference for Business Encyclopedia of Business, 2nd Ed. Retrieved on January 22, 2012 from http://www. referenceforbusiness. com/management/Int-Loc/Leadership-Styles-and-Bases-of-Power. html

Edgar Allan Poe’s “A Dream within a Dream”

Edgar Allan Poe’s â€Å"A Dream within a Dream† (1849) is a poem dramatizing the losses of a man, and his reflection if his life is real or unreal. The narrator is reflecting about the elusiveness of things and people he value, since they all seem to disappear. The poem questions if reality is fantasy, thus the title, â€Å"A Dream within a Dream†. Since this was published in the year of Poe’s death, some assume that the narrator is talking about the death of his loved ones, and the troubles in his life.The poem begins with an image of parting and addresses a specific person. This person is only mentioned in the first stanza; the second stanza does not mention any person at all. Others interpret this person as abstract, meaning that the narrator talks to life or love personified, or any abstract idea, and not a real person. The narrator, talking to this person, ponders whether his â€Å"days have been a dream† (5), and speaks of losing hope. He sees his life as if he is trapped, as shown in the lines, â€Å"All that we see or seem/Is but a dream within a dream† (10-11).But first, to define the word â€Å"dream† is relevant in understanding this poem. A dream can either be images, ideas or sensations while sleeping, an aspiration or ambition, or an illusion or trance. Upon reading the poem, there is no question that the definition of the word â€Å"dream† in the poem is the last one given above, an illusion, but not necessarily a beautiful or happy illusion. There is no mention of sleeping or daydreaming, so then it is safe to assume that â€Å"dream† meant an illusion.One of Edgar Allan Poe’s well-known poems, the poem uses rhyme and meter, but it has inconsistent rhythm. Repetition is also used to emphasize the feeling of sadness and frustration, as in the fifth, eleventh, and twenty-fourth lines. These poetic elements and romantic characteristics such as the dramatization found in the lines , â€Å"O God! Can I not grasp/Them with a tighter clasp?† (19-20) and the use of simple but powerful images, make this poem compelling when read aloud.The images, especially in the second stanza, are striking and memorable. The lines, â€Å"And I hold within my hand/Grains of the golden sand/How few! Yet how they creep/Through my fingers to the deep,/While I weep— while I weep!† (14-18) might be alluding to either time or material wealth. The â€Å"grains of the golden sand† (15) is said to have been referencing to the gold found in California in 1848 (Silverman 402).This image of grains slowly trickling down evokes a feeling of frustration over the elusiveness of things that the narrator values, and that might or might not include money and personal possessions. Time could also be an allusion due to the fact that Poe had lost his loved ones in the past. The narrator might be saying indirectly that he is already feeling his death nearing.The last six lin es of the poem express the desperation to â€Å"grasp† and â€Å"save† (19, 22) the things he value. There is also a feeling of helplessness as the narrator watches the grains creeping through his fingers, and he cries, as shown in the line, â€Å"While I weep— while I weep!† (18)However, in the end he seems to question, not to state that he is in â€Å"a dream within a dream† (24). Unlike the ending line of the first stanza in which the line is written as a statement as though the narrator really believes that his life is all a dream, the last line of the poem is written as though the narrator is in doubt, or perhaps there is a little bit of hope in him.Some say that Poe wrote this poem after the death of his wife from tuberculosis, and that the person that the narrator is talking to in the poem is a woman. But that might not be, because this was published long after his wife’s death, unless he did write the poem from way back. Whether or n ot Poe wrote this because of his troubles or his depression is not certain.What is certain is that the poem tells of a person’s thoughts about what is real and unreal. Losing all the things he values makes him think, out of sadness, and perhaps, denial, that his life is just â€Å"a dream within a dream†.Works CitedPoe, Edgar Allan. Poetry and Tales. Ed. Patrick F. Quinn. New York: Library of America, 1984.Silverman, Kenneth. Edgar A. Poe: Mournful and Never-ending Remembrance. New York: Harper Perennial, 1991.Sova, Dawn B. Edgar Allan Poe: A to Z. New York: Checkmark Books, 2001.   

Organizational Behavior Issues in Aussieco Essay

Aussieco, an Australian company established as a small manufacturing and service operation company in 1962 is now a fully expanded company with 600 employees. The company built its reputation on a single product holding 90 per cent of the Australian market in the 1980. Over the years the market holding has gone down by 30 percent in spite of the product being unique and company facing little competition in the market (Jones,Gal, n. d) The downturn in Aussieco’s performance is mainly due to issues with the company’s management and organizational behavior. Organizational Behavior refers to ‘the understanding, prediction and management of human behavior in organizations’ (Luthans,2010). It is the study of individuals and their behavior in a work place. A company’s performance and outcome largely depends on its organizational behavior as it is an interdisciplinary field that includes sociology, psychology, communication and management. Aussieco’s organizational behavior issues can be explained through Henri Fayol’s 14 management principles. Henri Fayol’s theory of administration and organizational behavior focuses on the personal duties of management and managerial effectiveness which aussieco lacked. (Fayol,1971). The company has inexperienced staff and no specialization as major high authority staff is friends and family without skilled knowledge. The executive managing director is the owner’s nephew with no practical or industrial experience. The production supervisor is the production manager’s best friend who has little knowledge of the daily production tasks as he is a carpet fitter by qualification. Employees at the operative level are migrant labor mostly lacking formal qualification. On diversification, management failed to understand the changing market needs. Aussieco follows the power culture where control is centralized. The major motivational or driving force is fear (Luthans,2011). Suggestions and personal preferences are not welcomed. The owner-chairman reacts in a strong negative way if any manager’s opinion differentiates from his. This lack of consultation leads to staff feeling de motivated and undervalued. Though there has been division of labor and departmentalization in the company but the managers lack authority and responsibility. On the instance of owner accepting order from a bad debt customer without consulting the general manager shows lack of authority for the manager. Owner’s dictatorial attitude and ignorance of modern trends hold back the dedicated managers to improve and bring changes in the company’s working, as they are either fired from the job or become his instant enemies. The company lacks discipline and employee commitment. Lack of loyalty, no willingness to put high levels of effort, no belief in the company’s goals and vales and lack of faith in the management all together leads to all the issues of Aussieco. During lunch hours the senior management and sales staff have access to unlimited alcohol in the workplace. Assembly line workers underperform and hold back production with vague excuses. Subordination of individual interest over the company’s interest and goal is one of the major problems of Aussieco Employees overtime to get paid extra and not for productive outcomes. Also the senior programmer in spite of completing his work order uses his work holiday for personal matters. There is lack of equity and justice among the employees. The rule being everyone must vacate office during lunch break but exceptions for the senior management and sales staff that eat in the work place, operatives and other staff are allowed no food or drinks in the workplace. The migrant staff is treated well and better than its own internal staff. There are less internal promotions. High employee turnover, no stability of tenure of personnel is another major issue with Aussieco. To attain maximum productivity of personnel it is essential to have a stable workforce, which Aussieco lacks. There are frequent mass resignations in the company. No production manager lasts for more than 3 years in the company. The post of personnel manager is vacant since 2 months. Employees have no job security and thus are not fully committed to their work. This further increases the company’s costs of recruitment,selection and training. There is lack of motivation and initiative by the management for the welfare of the employees. There is lack of rewards, appraisal and bonus. The workshop roofs are without insulation and leak during heavy rain, no doors and filthy windows point toward bad and unhealthy working conditions. This even gave a loss of $AUS 500,000 when water leakage blew a computerized robot. No parking area provided for the employees, who reach frustrated to the office,which in turn shows in their slow performance. Lack of structured work, irregularity in work and no proper accounts and records maintained by the managers is another organizational issue for Aussieco. Though the record showed a stock of 4700 resistors but none could be located. A welder forgotten by the company after fitting of new automat is idle and has no contribution in the company. Reasons why these problems occur. One of the major reason for the organizational issues of aussieco is the employee attitude. Job satisfaction focuses on employee attitude and organizational commitment focuses on their attitude towards the organization. Job satisfaction is determined by how well the expectations of employees are met in return of their output (Luthans,2011). The aspects of job satisfication are not met by Aussieco. Employees of Aussieco are unsatisfied with the kind of work they get, the job provides less opportunities for learning and less responsibility. There is lack of remuneration and pay, less promotional opportunities, bad working conditions. This high level of job dissatisfaction of employees reflects in their low performance, company’s low profits, high employee turnover, high absenteeism and low level of commitment towards the company. The attitude of employees in an organization is largely influenced by the kind of environment the organization posses and further the attitude of employees affects their efficiency and performance at the organizational level. The environment of aussieco is not employee friendly thus employees have a negative attitude. Employee traits can be best explained by the Five factor model. Job performance is highly dependent on an individual’s conscientiousness (i. e dutifulness, persistence, industriousness) and emotional stability (i. anxiety, security, suspiciousness). In Aussieco employees had low conscientiousness and low emotional stability which affected their overall task performance and contextual performance. Organizational commitment is an important attitude toward the employers and the company. It is the extent to which we identify with them. Most of the employees, posses’ continuance organizational commitment, which is a calculative approach, where they chose to continue working in the company because they ‘have to’ rather than their want or obligation. This attitude is influenced by perceived costs of leaving the company, lack of opportunities, age, peer pressure, society expectations etc. Employees of Aussieco developed this attitude because of the mechanistic treatment they receive and lack of empathy from management. Autocracy is the concentration of power and authority in hands of one person. The management of Aussieco has an autocratic structure with the owner having unlimited power and absolute authority. There is a strict hierarchical structure; orders are sent from top level to bottom level. Ideas, personal opinions and suggestions are unwelcomed. In this management style managers believe workers must be controlled to ensure maximum productivity (Luthans,2011). Aussieco’s structure can be best explained by Douglas McGregor’s theory X. This theory represents an assumption of conflicting and negative working attitudes. The managers assume an average person dislikes work and will avoid it if possible, thus must be forced with threat of punishment to achieve organizational goals. An average person prefers to be directed and avoids responsibility. This approach encourages deadline and ultimatums, arrogant and demanding managers, mechanistic approach, no concern toward staff and one way communication (Jeremiah,2009). In Aussieco this approach resulted in a negative attitude by the employees, made them insecure and unhappy. Lack of Taylor’s scientific management. Frederik winslow taylor’s key idea was to improve industrial efficiency scientifically. He encouraged scientifically selecting and training workers and regularly monitoring their work to improve efficiency which also improves work man happiness and positivity (Lynch,1984). Aussieco lacked scientific selection, training and development of workmen and passively left them to train themselves. Managers did not supervise and provide instructions to the employees and there was no division of work between managers and workers. There was lack of specialization, standardized and systematic approach. The company continuously changed its suppliers for cheapest material available, a supplier providing 99. 5% quality level charging $20 per unit was replaced with a supplier charging $12per unit. The quality of the product suffered, increasing customer complaints and affecting the goodwill of the company negatively. There is lack of communication between departments, department managers and workers and senior management and managers. The senior management is unapproachable and not interested in the issues of the company and workers. Though Taylorism has faced criticism of exploitation, mechanistic approach etc but in relation to Aussieco, the company needs to adapt certain principles of Taylorism for a better organizational working. To conclude Ausseico’s major issue is organizational and management structure. The company should have a more humanistic and realistic approach with a right balance of authority and responsibility.

Normalization Term Essay

In Montessori education, the term â€Å"normalization† has a specialized meaning. â€Å"Normal† does not refer to what is considered to be â€Å"typical† or â€Å"average† or even â€Å"usual†. â€Å"Normalization† does not refer to a process of being forced to conform. Instead, Maria Montessori used the terms â€Å"normal† and â€Å"normalization† to describe a unique process she observed in child development. Normalization refers to the focus, concentration and independence of the child, by his own choice. It means the child has acquired the internal freedom to initiate work, be independent, and adhere (by choice) to the rules of the environment. DR Maria Montessori’s main discovery was the reality of a child’s true nature WHICH IS the NORMALIZED CHILD. She described the process of normalization as the fundamental changes in children. Each small child undergoes an adaptation process when he or she first joins any new group of children. When a child just joins a new group until he undergoes adaptation stage, he or she is unable to act independently. It is after the child has normalized that he demonstrates qualities which proves his readiness for intellectual work. Normalization describes the process that occurs in the Montessori prepared environment. Dr Maria Montessori says the society groups children into three categories; those who are models of good, albeit passive behaviour; those whose character or behaviour needs to be corrected; and those who are thought to be superior to others–these type of children are always noisy, ‘exuberant’, their parents often think they are brilliant, even though others may not find them agreeable around them. Such behaviour may be commonly understood as negative (a timid child, a destructive child, etc.) or positive (a passive, quiet child). Both positive and negative deviations disappear once the child begins to concentrate on a piece of work freely chosen. Every child needs a stimulating environment to grow and without freedom of movement within this environment the child will be deviated. Dr Maria Montessori noticed that in most cases deviations are cause by adults. Deviation occurs when obstacles are placed in the child’s environment, when the child is denied harmonious work of his body and mind . Dr. Montessori classified deviations in two categories: deliberate (adult-fostered) and non-deliberate (those not fostered by adults). Deliberate deviations are caused by the lack of purposeful activities in the home and/or school environment. These children feel the need to be constantly entertained. They are continually bouncing between toys, TV, and computer time to alleviate boredom, but nothing holds their interest for very long. These children may also have the tendency to cling to a parent or older sibling well beyond the developmental plane of letting go. This is because their independence has been denied and they are unable to recognize themselves as a separate person. There are several deviations that are not fostered by adults and are often seen as â€Å"normal† stages of development. Dr. Montessori referred to these as deviations as fugues and barriers (The Secret of Childhood) and deviations that are demonstrated by the strong and the weak (The Absorbent Mind). Children often enter the Montessori environment ready to struggle or â€Å"fight†. In the Discovery of the Child, Dr. Montessori states â€Å"†¦every defect of character is due to some wrong treatment sustained by the child during his early years†. It is the duty of the Montessori teacher to remove any obstacles (including herself) which impede the development of the child. With careful observations, â€Å"earnest words†, spontaneous work, commitment to the Montessori philosophy and principles, the Montessori teacher is able to successfully redirect and refocus student behaviour. Dr Maria Montessori says that all these character or behaviour, good or bad disappears â€Å"as soon as the children becomes absorbed in a piece of  work that attracts him.† (Montessori, pg. 201). The child has no desire to be good or bad, he only wants to be busy working with something that brings him joy. Dr Montessori described the normalized child as  Ã¢â‚¬Å"one who is precociously intelligent, who has learned to overcome himself and to live peace and who prefers a disciplined task to futile idleness†(Maria Montessori, the secret of childhood). A pre-normalized child does not have the joy normalized children have . a pre- normalized child coming into the Montessori environment has a chaotic impression from surrounding environment, he has a low self-esteem. He would abandon his work without completion. He shows discipline only when an adult is around and it does not last. Normalization come about through â€Å"concentration† on a piece of work. When the child engages with the Montessori materials in total concentration for long periods of time, a transformation occurs. This transformation is  what Dr. Maria Montessori calls â€Å"normalization†. It is a process that occurs over a period of time, usually three or four years and it requires the child’s total engagement with the Montessori materials. The process of normalization is a journey. It begins when a child is introduced to activities like the practical life materials. The materials help the child to develop his motor skills , acquire a sense of order , and begin the process of extending their ability, and desire for concentrated work. For normalization to occur, child development must proceed from birth with the non-physical growth of the child’s mind , intellect, personality, temperament, spirit and soul. E.M Standing, author of Maria Montessori: Her Life and Work, lists these as the characteristics of â€Å"normalization†: love of order, love of work, spontaneous concentration, attachment to reality, love of silence and of working alone, sublimation of the possessive instinct, power to act from real choice, obedience, independence and initiative, spontaneous self-discipline, and joy. Montessori believed that these are truly â€Å"normal† characteristics of childhood, which emerge when children’s developmental needs are met. Maria Montessori observed that when children are allowed the freedom in an environment suited to their needs they blossom. She believes that if a child is placed in a carefully prepared environment, she would learn to live in harmony with her surroundings. It is up to the Montessori teacher to prepare that environment so that the child is free to develop her personality and her mind from the opportunities that are present to her in the prepared environment . The greatest sign of success for a teacher is to be able to say  Ã¢â‚¬Å"the children are working as if I do not exist† Maria Montessori. This according to Dr Maria Montessori is  Ã¢â‚¬Å"the most important single result of our whole work† (The Absorbent mind, 1949). Discipline Montessori tells us comes spontaneously from freedom. When given the freedom to pursue his own interest, he develops deep concentration and self-discipline. Work that is driven from within and not urged upon him by teachers or parents becomes the child’s passion. Normalization begins when the children freely choose their work, concentrate, and are working blissfully on their own as members of a respectful, peaceful community As a Montessorian, you strive to provide an enriched, stimulating environment which fosters order, coordination, concentration, and independence – an environment within which the child is an active explorer and learner and can develop self-direction and a true love of learning. Your role is to nurture the growth of the child cognitively, socially, emotionally, and physically. The goal of any Montessori teacher should be to recognize each child’s nature and allow it to grow. As the child chooses his work and becomes absorbed in meaningful work, he soon begins working with continued concentration and  inner satisfaction. It will take time and much effort on the part of the Directress (teacher) to ensure a suitable environment is prepared for the children. It is only through the prepared environment that the children will flourish and the process of normalization will begin. To help children overcome the pre-normalized stage and help them along the line of normalization, Dr M. Montessori stated that first, the Montessori teacher must practice patience rather anger. An adult who is impatient or angry cannot build confidence or independence in a child. She recommended interrupting the misbehaviour because it is an obstacle to development and to offer interesting and purposeful activities to re-channel that energy in a productive way. A Montessori teacher should encourage normalization by taking care to prepare the environment to ensure it is neat, orderly, enriched and beautiful. She should be diligent with re directing those who are having difficult time remaining focussed. A good Montessori teacher should have an enriched practical life area. Children who are very young (three years old or just under 3) or who are new to the Montessori classroom are said to be in the first stage of normalization. So, too, are children who habitually disturb the work and concentration of others. These children are not ready for the freedom and responsibility granted to others in the Montessori classroom. They are given limited choices and may be kept near a Montessori teacher, or are invited to work in a specific area of the Montessori classroom with a teacher checking on them frequently throughout the day. Children in the first stage enjoy the practical life skills area of the Montessori classroom. Here, children practice developing motor skills while increasing their level of concentration. Practical life activities are structured so that children are able to see the results of their work quickly. They take pride in their accomplishments and enjoy working. Learning care of self and care of the environment, will assist the children as they venture to other parts of the classroom. Montessori practical life activities are the framework to a normalized environment. She should work hard to guide children towards purposeful activities that appeal their individual needs and interest. Learning to re direct behaviour takes time and practice; it does not happen overnight. Dr Maria Montessori observed that â€Å"The  teacher†¦has many difficult functions†¦She must  acquire a precise knowledge of the techniques†¦for   dealing with the child.†   (Discovery of the Child) There may be a period of trial and error as you practice different techniques for guiding appropriate behaviour. Remember, the children need emotional care as well as physical care. The teacher who is patient yet firm and slow to anger will inspire goodness and confidence in the children. â€Å"†¦defects in character, disappear of themselves†¦One does not need to threaten or cajole, but only to ‘normalizing the conditions’ under which the child lives.† (Maria Montessori, Discovery of the Child) The Montessori teacher should never shout, never lose her temper, never smack, shake or push a child or even speak crossly. She should be pleasant and polite, firm without anger and be able to deal with a misdemeanour with sympathy and assistance rather than with punishment. All children should be shown respect, never humiliated or laughed at, and their remarks should be listened to seriously and answered thoughtfully and courteously. She should set the tone by emphasizing grace and courtesy in the Montessori community, be patient and confident with the notion that her Montessori environment will one day be a peaceful community. A community where children love order, love work, have spontaneous concentration and attachment to reality. A community where children love silence and working alone, where children have power to act from real choice, obedience, independent and initiative with spontaneous self-discipline and joy. BIBLIOGRAPHY Montessori, M., The Absorbent Mind, wilder publication,2009. Montessori, M., The Absorbent Mind, Theosophical press, 1964. Standing , E.M., Maria Montessori, Her Life and work, Plume new, 1998.