Sample Solution
Early childhood: Physical Development
Children in early childhood are physically growing at a rapid pace. They can accomplish the task easily because of these physical changes. During the preschool years, there is a steady increase in children`s height, weight, and muscle tone. Compared with toddlers, preschoolers are longer and leaner. Their legs and trunks continue to grow, and their heads are not so large in proportion to their bodies. As preschoolers` bodies develop over time, the areas in their brains that control movement continue to mature, thus enabling them to perform gross-motor skills such as running, jumping, throwing, climbing, kicking, skipping, and fine-motor skills such as stringing beads, drawing, and cutting with scissors.
mproved, cannot deliver the business strategies required to meet new marketplace requirements for success (ibid). These changes are so significant that they require the organisation, in addition to change its operation significantly, to shift its culture and employes’s behaviour and mindsets to implement the transformation successfully and sustain it over time (Anderson and Anderson, 2010). However, because employees are required to trust and step into the unknown, transformation triggers fear and anxiety, which might be managed throughout the process to keep moving people’s natural resistance toward greater commitment (ibid).
According to Cohen et al. (1995) cited in Ramanathan, (2008) organisational change involves moving from the known to the unknown, from relative certainty to relative uncertainty, from the familiar to the unfamiliar. Agarwal (2008) identifies three basic causes of organisational change which are; change as a result of growth or decay;major reorganisation; the impact of technological change on organisational structure; and impact of their external environment forces. Organisations are subject to the cyclical process of growth, stability and decline ‘ when they start approaching the declining stage, dynamic organisations make vital changes in their objectives, structures and processes (ibid).
Technology is the most dynamic and significant factor forcing changes in organisational designs, goals, strategies and policies. Computerisation has changed communication systems, decision making processes and information flow, affecting the location of the decision centres (Agarwal, 2008). Environmental forces, including socio-cultural factors such as beliefs, values, norms, aspirations, fears of people; and demographic forces, including population growth rate and age structure ‘ they create new opportunities for organisations and destroy the existing ones (ibid).
There are many obstacles to change such as structural inertia, where the culture of the organisation resist
