Male vs Female Crime Rates Essay Example for Free

Male vs Female Crime Rates Essay Statistics indicate that men are more likely to commit crime than women. For example, in 2002 80% of known offenders (481,000+) were men. As there are a number of problems with the reliability and validity of statistics, an alternative to information are self-report studies. These are anonymous and some believe because they all but guarantee anonymity they encourage respondents to be more truthful than if they were involved in an interview. In the past, sociologists tended to pay attention to only males committing crimes and ignored gender differences. This began to change in the 1970’s when feminists such as Carol Smart looked into woman and crime and began to ask questions such as: †¢ Why do woman commit fewer crimes than men? †¢ Why are woman more likely to commit to social norms compared to men? †¢ Is there anything distinctive about a womans experience as an offenders and as victims of crime? †¢ Are woman treated differently than men in the justice system? There is now an agreement within sociology that when studying crime and deviance we must take into account gender. This means we must also ask questions about men. What is the relationship between crime and masculinity? Sex role theory: this theory argues that boys and girls are socialized differently, therefore resulting in boys becoming more delinquent. There are different versions of this theory. Edwin Sutherland (1949) stated that there are clear gender differences when it comes to socialization. Firstly, girls are more supervised and more strictly controlled. Secondly, boys are encouraged to take risks and to be tough and aggressive. Therefore, boys have more of an opportunity and an inclination to commit crime. Talcott Parsons (1995) believes that there are clear and obvious gender roles within the nuclear family. The father performs roles which show him to be more of the leader and provider, whilst the mother performs the expressive role of giving emotional support and socializing children. These roles are rooted from the birth of their children as mothers have to give birth and nurse children. Girls have a readily available female role model at home (their mother) whereas boys have less access to their male role model as traditionally the father was out at work for most of the time. Boys will be socialized largely by their mother and will tend to reject behavior that is seen as feminine as they compulsively pursue masculinity. Because of the emphasis on toughness and aggression this encourages anti-social behavior and delinquency. Albert Cohen (1955) believed that if boys don’t have that readily available role model, socialization can be a difficult process. Boys can experience anxiety about their identity as a young man and a solution for this is all male peer groups or street gangs. In these social contexts, aspects of masculinity can be expressed and rewarded. The idea of being tough and breaking rules can help to conform to the idea of masculinity. The feminist perspectives on who is involved in crime starts from the view that society is patriarchal and woman can only be understood under male dominance. Pat Carlen (1990) stated that a womans crimes can be known as ‘the crimes of the powerless’ as many woman who commit crimes are powerless in some way. For example, they live in poverty with little power to change the situation; as children they may have been badly treated and looked after, perhaps being abused by fathers. As adults they have often lived under the dominance of male partners who asserted control perhaps in the form of violence. After interviews with 39 woman aged 15 to 46 convicted of various offences, Carlen drew on the control theory – saying that woman turn to crime when the disadvantages outweigh the advantages. It appeared that the interviewed women turned to crime as a rational choice. Low paid work and unemployment had not led to the standard of living they hoped for, and living an unhappy life as children and as adults was very unfulfilling. Unrewarded by family and the workplace and with little power to change the situation, crime was a rational alternative. However, critics of Carlen claim that her sample of woman was too small to make generalized statements. Her research also suggests that conformity to social norms tends to break down when the rewards for doing so are absent. Conformity and control: According to Frances Heidensohn the striking thing about womans behaviour is their conformity to social norms. Taking in mind the control theory, women have more to lose than men if they deviate from social norms. And looking from a feminist view, she argues that in a male-dominated society the control of woman by men discourages deviance from norms. In the home and family, women still have the primary responsibility for raising children and taking on the domestic work. Their commitment to this also means they are committing to the conformity of the traditional mother-housewife role and socializing their children in terms of society’s norms and values. Women have been socialized to conform. Girls are more strictly supervised and given less freedom, they are expected to perform household duties. These expectations and control have been carried on into adult life. As adults, women are not only controlled by their childhood socialization but also by their male partners. Woman who challenge these traditional roles are often brought into line by men’s financial and physical power. According to Heidensohn, wife battering is an assertion of patriarchal authority. Womens socialization, domestic responsibilities plus the control imposed on them by men discourage the deviance from social norms. Their lives are centered on the home so they have less freedom to go out. As a result they have less inclination, less time and fewer opportunities to commit crime. Beyond the home a womans freedom to deviate from social norms is also limited in a number of ways; for example, some women do not want to go out after dark as they are in fear of getting attacked or raped by men. A young woman’s fear of being attacked by a stranger is five times greater than a young male’s. They are also less likely to deviate from norms of respectability for fear of being labeled promiscuous. In a working environment men are more likely than women to be in control, in positions such as supervisory or managerial roles, and surveys indicate that sexual harassment is common in the workplace and it is a further indication of male power and control which is often experienced as intimidating by women. Both inside and outside the home, there is pressure for woman to conform- and this is reinforced by male power. Crime and masculinities: Research into gender over the last 25 years has mainly been concerned with woman and crime as it was seen as a new topic after decades of research into men and crime. Feminists would focus on woman and men would enter the equation in terms of the control men had over woman. Researchers now recognize that there is another side to gender and crime and start to ask questions such as: Why are men more likely to commit crime than woman? And is there a relationship between male crime and masculinity? Gender identity is a vital part of the individual’s sense of self it is something that people accomplish. People are continuously trying to express and present their masculinity or femininity. And in relation to crime, you can say men commit crime as a means of constructing this masculinity to express to others and themselves. There are a number of different masculinities which are shaped by social class, ethnicity, age and sexual orientation. Men’s position in society provides them with different access to power and resources which leads to different constructions and expressions of masculinity – and this leads to different types of crime. The most dominant form of masculinity is known as hegemonic masculinity. It’s the most ideal form, which is defined through work in paid labour, the subordination of women, heterosexism and the uncontrollable sexuality of men. Most men wish to accomplish this. The alternative is subordinated masculinities. They include masculinities which develop in some ethnic minority and lower class groups and homosexual masculinity. Young middle-class white males are usually able to demonstrate some of the characteristics of hegemonic masculinity through success at school or college. But this comes at a price – subordination to teachers. Some assert their masculinity outside of school through vandalism, petty theft and heavy drinking. White working- class males are less likely to be successful in education. They sometimes resist school and construct their masculinity around physical aggression, anti-social behaviour, delinquency and some cases violence towards gays and members of ethnic minority groups. Lower working class men from ethnic minority groups with little expectation of educational success or secure employment sometimes assert their masculinity in street gangs. With little chance of accomplishing hegemonic masculinity by legitimate means, they are more likely to turn to robbery and serious property crime. Even middle class males who have the resources to accomplish hegemonic masculinity use crime to express masculinity. James Messerschmidt argues that white collar and corporate crime are not simply a means for profiting the individual or the organization. There are also a means of accomplishing hegemonic masculinity as a successful breadwinner and as an aggressive risk-taking male Working class crime in the workplace can also be seen as a means of accomplishing masculinity. Workers sometimes resist the authority of management by theft and industrial sabotage. Messerschmidt uses the example of African-Americans to illustrate a subordinated masculinity. Lower class African-Americans males often lack the resources to accomplish hegemonic masculinity. The pimp and hustler are long-established roles in African-American subculture and are often seen as an alternative to subordinated masculinity. The pimp looks after a number of prostitutes and lives of their earnings. With their expensive car, diamond rings and power over women, Messerschmidt argues that the pimp demonstrates a highly visible alternative masculinity to himself and others.

William Shakespeare :: English Literature Essays

William Shakespeare William Shakespeare was a very successful man; he was an English dramatist and poet. (1) He is considered the greatest playwright who ever lived. His comedies, sonnets, (the solid fact, however, of Meres’s mention of the Sonnets, two of which (though the whole collection was not published till ten years later) appeared secret, it would seem, next year (1599), introduces another range of hypothetical exercise in biography, which has sometimes been followed in opposition to the former method, but has been more frequently combined with it so as to permit of even more fruitful and wilder expatiation.), tragedies, and poetry. He has been famous ever since all of his works. He wasn’t really recognized then, because people didn’t know or understand who he was, now people know what he has done. The table of Shakespeare's plays is uncertain, but a reasonable approximation of their order can be imply from dates of publication, references in contemporary writings, and resources in the plays to contemporary events, thematic relationships, and metrical and stylistic comparisons. One of his accomplishments was his famous tragedy; it was called â€Å"Romeo & Juliet†, written by Shakespeare at a somewhat connection in his literary career, most probably in 1594 or 1595. In Romeo and Juliet the main plot, in which the new love between Romeo and Juliet comes into conflict with the longstanding hatred between their families, is skillfully advanced, while the true development of minor characters supports and enriches it. The most complex of Shakespeare's early plays, Romeo and Juliet is far more than (2) â€Å"a play of young love† or â€Å"the world's typical love-tragedy.† Weaving together a large number of related impressions and judgments, it is as much about hate as love. It tells of a family and its home as well as a feud and a tragic marriage. The public life of Verona and the private lives of the Veronese make up the setting for the love of Juliet and Romeo and provide the background against which their love can be estimated. (1) The Columbia Electronic Encyclopedia, 1994-2000, â€Å"William Shakespeare† (2) The Columbia Electronic Encyclopedia, 1994- 2000, â€Å"William Shakespeare† It is not the deaths of the lovers that enclose the play but the public revelation of what has happened, with the admonitions of the Prince and the reconciliation of the two families. Another one of William’s works of art is Hamlet. Hamlet is a legendary Danish prince and hero of Shakespeare’s play Hamlet.

Models for Learning and Development

our site – BUSINESS MANAGEMENT DISSERTATION TOPICS – CUSTOM ESSAY WRITING Abstract This essay critically appraises the validity of the 70, 20, 10 formula used for giving due recognition to different types of management learning. Using a wide variety of resources, the discussion assesses the current method, future potential and possible shortcomings. The research shows that the process of aiding employees to develop, any form of additional education on the job adds to the natural way people develop, aiding both the person and the company. Yet, in many cases the method is found to be outdated in the face of developing technology. This study will be of interest to those researching developing trends in relation to long standing practices 1 Introduction This essay critically appraises the validity of the 70: 20: 10 formula used for giving due recognition to different types of management learning. Burgess (2017) describes the 70:20:10 Model for Learning and Development as a learning model that seeks to improve overall performance through targeted efforts. Jennings et al., (2010) illustrates the formula in the following manner: Seventy per cent assignments Twenty per cent from relationships Ten per cent from training Watkins et al., (1992) argues that learning begins with motivation, leading to action.. Whilst this seems to be a simple form of beginning, this start could come in various forms that leave many things in question. For example, a mistake which is a very common beginning point, builds experience, leading to a learning experience. Yet, Pollock et al., (2015) describes the system as outdated . With many others critical of this approach including Blackman et al., (2016), the following discussion illustrates the pros and cons of the method. 2 The 70: 20:10 Models Rentroia-Bonito et al., (2015) argue that the 70:20:10 model helps people to extend their focus beyond the norm in order to build more resilient workforces thereby serving to create cultures that feature continuous learning. Critical of this Blackman et al., (2016) says that the 70:20:10 isn’t a simple rule as it only outlines the process of learning as it naturally occurs, only then offering a process to support that learning process. Furthermore, as part of the daily workflow the method helps in the effort to improve working as well as the art of and sharing with colleagues, empowering the entire company or effort to move forward. This seems to generate considerable questions regarding the meaning of the numbers and how this has been defined throughout its term of operation. The 70:20:10 models, although considered a change agent by most, is described by Watkins et al., (1992) as a consistently useful reminder that learning can also be found in the workplace and not just in the a educational format. Yet, Pollock et al., (2015) are critical of assigning any single meaning to the model, showing that learning is continually dependent on the person, the environment and the motivation. This seems to indicate that learning is a very personal based experience that can be successful for nearly anyone once the correct combination of method and motivation is found. Furthermore, this is a real indication that the influx of numbers cannot be considered a mantra, more of a guideline leading to a potential change. Blackman et al., (2016) supports the contention that many of the past years have continued to illustrate the condition that workplace learning is on the increase with more and more people are using the possibility of learning in organisations. Yet, Jennings et al., (2010) continue to be critical of such an assumption, arguing that alongside each new learning development is an advance in the science of education, which in turn is associated with increasing the ability for organisations to effectively reach their target employees. This seems to be a strong argument for the condition of consistent learning in every situation aiding the person in the entirely. Furthermore, this framework aids the understanding of learning within organisations that is widely considered a step towards more effective know-how learning (Rentroia-Bonito et al., 2015). Yet, every writer continues to agree that the elements of the method of completely interdependent, with each one impacting the other. This is best scene in examples that illustrate that mentoring and courses seem to be better when they support on-the-job development, leading to a consistent motivation. Blackman et al., (2016) describe the 70:20:10 formulas as an argument that is made when an organisation tries to innovate and prosper based on the abilities held by the employees. Yet, choosing to add to that description, Jennings et al., (2010) illustrates the method as a model designed to support individual, as well as any form of organisational learning. This seems to be indicative of a desire by this process to integrate each of the three types of learning: experiential, social and formal. Critical of accepting the method on initial value Marsick et al., (2006) argues that organisations assume more responsibility for any organisation’s learning, as a means of improving the entire company whether that education come from formal or informal conditions. Pollock et al., (2015) chooses to believe that the process is of value as a general guideline only, leading to many areas of for improving the effectiveness of learning. Yet, Rentroia-Bonito et al., (2015) is critical of this assessment, being quick to point out that the model is used heavily by organisations around the world.2.1 Meaning of the NumbersEach of the percentages associated with the 70:20:10 methods are associated with specific elements of the learning process (Jennings et al., 2010). This is an indication that there are areas that deserve more attention to and broader funding, leading to the development of priorities. Watkins et al., (1992) argues that the 70 per cent becomes the most beneficial for employees due to the possibility of for these persons to discover and further develop their skills, which in turn leads to better decision making and better performance in the face of ongoing day to day challenges. Although Blackman et al., (2016) argues that the key element of this portion of the program is the fact that the individuals receive immediate feedback on their performance and are able to quickly use this information on the job. According to this method, persons learn 20 per cent fro m areas of social learning, collaborative learning and of interaction with co-workers. Pollock et al., (2015:124) uses the following illustration to demonstrate the range of interpretations: A multinational company 70% comes from constant on-the job Encouragement and stimulation such as delegation and job rotation. 20%from daily contact with colleagues and management. A professional services firm 70% on the job such as stretch, projects, problems solving, client interaction, and rotation assignments. 20% undertaken through others such as social networking, performance conversations; work shadowing, communities of practice and social activities. 10% formal or prescribed. 10% from formal methods such as e-learning, the classroom, external courses. A distribution organisation 70% from work experiences such as stretch assignments, projects and overseas exposure. 20% others such as mentoring and learning from seniors and peers. 10% formal and informal channels. An Australian government body 70% is experiential. 20% is relationship based. 10% is formal. A not-for-profit organisation 70% on the job. 20% coaching and mentoring. 10% formal courses. A large multinational organisation 70% from on-the-job training, projects. 20% from exposure to teachers and other educators. 10% from learning material including online resources, books and external resources. The Pollock et al., (2015) approach outlined here only seems content that ten per cent of any class of trainees working to be a professional will complete the course and development optimally. This condition will result from the combination of the formal instruction alongside the contribution of outside offerings.2.2 Is the 70:20:10 still relevant?Jennings et al., (2010) argues that the internet, alongside developing communications technology has altered the training industry’s views of the 70:20:10 models, making some elements more meaningful, whilst reducing others. Perhaps the fastest and loudest growing criticism of the model is the fact that the old model does not reflect the current market’s fast-growing emphasis any type of learning. This seems to indicate that as technology continues to develop, so too do the opportunities for people to learn anywhere, seemingly lending support for the argument that the model needs to be updated for the modern world. Another observation that is commonly touted to the negative in relation to this model is the fact that the ratios do not reflect the many opportunities emerging, instead seemingly limiting the effectiveness of the tool (Pollock et al., 2015). Yet, Watkins et al., (1992) argues that no matter what may come in the markets the model will continue to be as a valuable guideline. Blackman et al., (2015) argues that the relevance of the method remains in the ability for the model to assist the transition from the formal learning to on the job application. This is best achieved using specific methods such as step by step instructions or allowing a person to instruct themselves leading to potential opportunities during training. However, Watkins et al., (1992) insists that any attempt to use the model in today’s markets rests on the ability for the course content to remain short in order to tackle a wider variety of concepts. Furthermore, this seems to indicate that any attempt at using the model will increasingly use methods such as micro learning, leading to innovation and development. Yet, Blackman et al., (2015) shows that if a model is not carried out correctly, the learnings will begin to occupy more time than the 10%, leading to a skewed attempt. This element seems to support the contention that the model is highly dependent on management style an d ease of any programs use. Jennings et al., (2010) asserts that job aids aid to provide possible learners with much of the supplementary materials that is needed in to succeed, leading to better skills for the person in the long run. Yet, Blackman et al., (2015) again asserts that the most valuable element of the program is the introduction of the peer learning component that allow employees to find methods of success outside of the norm, again, leading to innovation and possible development in the work place. The relevance of the model has further increased with Jennings et al., (2010) that the addition of mobile content adds a tremendous extension of any learning efforts. This seems to indicate that there is a real potential in this model to extend formal learnings and help in the persons personal efforts to establish a proper educational path. Yet, in every case Blackman et al., (2015) asserts that the most important element, and remaining relevance of this model is the self-as sessment that helps each person to learn and apply their knowledge.2.3 PotentialPascale (2017) asserts that learning programs provide potential as they are addressing employees as well as providing experience and the benefit of increased confidence. This seems to indicate that Pascale (2017) sees the method as learning that can be attributed to any single person’s capacities which in turn assist the person’s entire workforce. Yet, Jennings et al., (2010) cautions against this form of over optimism, stating that these skills are the employees, and the person may choose to use these emerging skills elsewhere or in a different manner than the company may have anticipated. Jennings et al., (2010:20) says that the system has the potential to â€Å"forces us into a mind-set of extending learning solutions beyond classes and courses and out into the workflow. It creates great opportunities to leverage work for learning and to bring learning closer to work. As the workflow is where the majority of learning happens, re-focusing there is not only a sensible approach, but it’s an effective one as well.† This seems plausible with a real opportunity for persons to learn through practice and establishing as well as learning through the day to day employee conversations. Yet, Watkins (1992) assert that the best possible element of the program rests in the element of reflective practice that both enhances the organisational learning as well as adding to any form of personal educational experience. This seems to indicate that there is support for a system that helps a person becomes the best form of themselves that they can be, which in turn seems to require a little more flexibility than a rigid model. Burgess (2017) describes this art of reflection as a link across any activities that assist to assess a person’s success or failure, which in turn adds to the likelihood of success in a new challenge. Furthermore, extending this principle sho ws that reflecting on improvement, alongside practice and is a natural and practical way for a person to improve their potential for growth. With intuitive elements already a large part of every person’s life in the form of teachers, coaches and mentors with endless sessions of practice in any number of educational efforts, the method provides a framework that adds to the potential for anyone to succeed (Watkins et al., 1992). However, this is not the same attitude evinced by the later studies such as Burgess (2017) citing the need for more flexibility in order to provide the proper potential for growth and innovation.2.4 ChallengesJennings et al., (2017) argue that the biggest challenge of using the 70:20:10 frameworks is how to do it correctly in any environment. Yet, Pascale (2017) cites the largest challenge as matching the various levels of understanding among the persons being educated. Whilst Pollock et al., (2015) argues that the largest challenge going forward is going to be the nature of the process and the inability of method to effectively integrate technology. Although, this contention is debated among many professionals with Jennings et al., (2017) making arguments clearly in favour of using innovative technology to aid in both reaching employees and the manner in which they would understand their material. This all seems to sustain the contention that although there seems to be a solid structure to the system overall, the lack of a solid step by step system that can be applied in nearly any circumstance is a drawback. Furthermore, it would seem as if the area of technology remains a key weakness that needs to be developed. Pascale (2017) cites the fact that leaders are actively seeking out new ways to train employees, that there is a need for more innovation and development. With nearly seventy per cent of hands on training, considered to take too long, the mistakes made by employees only serve to reduce effectiveness and potential revenue. Furthermore, Watkins et al., (1992) notes this same condition, with the companies that using temporary workers hit hardest. This seems to support the arguments that technology has brought on training that provides a focused way for people to speed up learning whilst keeping overall cost low. 3 Conclusion This essay critically appraised the validity of the 70: 20: 10 formula used for giving due recognition to different types of management learning, with the understanding that the learning model seeks to improve overall performance through targeted efforts. With considerable debate on the subject, the central area of challenges to the system was the assertion that it was becoming outdated and that the seventy per cent assignments, twenty per cent from relationships and ten per cent from training were not effective in the modern market, making the entire method questionable. Yet, support for the method centred largely on the ability for the educational material to provide a source of growth and reflection for the employee that would in turn aid them in learning in a natural manner that would easily integrate into their professional lives. This seems to support the Watkins et al., (1992) argument that learning begins with motivation, leading to action. This motivation is built upon the desire to better them through education, and the method does seem to provide a valid and practical process for attaining that goal. However, the critics of this process are a quick to point out that any mistake will build a faulty knowledge base that should be better controlled to ensure quality. However, with time being a key element of any business community, it does not seem practical for employees to expect to receive any long term education that many received in the past in formal educational settings. The material in this study seems to support the contention that when seeking to determine how long someone needs to train, it remains vital to look at the method and manner of training. There are many choices for each unique person, making some critics of the system point out that the need for flexibility is a real and lasting component of any system.. This works to build confidence in the assessment that a person’s learning program will help to build better overall working practices that will in turn benefit the company or organisation that the persons is associated with. Furthermore, the material clearly shows that there is more to learn than how to make the connection in the classroom, that there must be deeper elements that serve to encourage and develop the innovative nature of the person, whilst not relying on a single model for universal education. The research shows that the process of aiding employees to develop, any form of additional education on the job adds to the natural way people develop, aiding both the person and the company. Yet, in many cases the method is found to be outdated in the face of developing technology. This study will be of interest to those researching developing trends in relation to long standing practices. This study shows that formal training and development serve only a portion of a person, or employees learning and educational development, with valuable sources of education and knowledge coming from practice, reflection and the proximity and mentorship of experienced professionals in the field. The research illustrates that by aiding people, employees and leaders to work and develop educational process whilst on the job, the ability to naturally integrate this knowledge into their professional lives grows. This growth not only seems to aid the person on many levels, but aids the efforts of the companies associated with the person, supporting the contention that the 70:20:10 model is not only relevant but needed in the modern community. This continues to show that people develop on the job and in order to companies to remain or become successful education must be a cornerstone of that process. References Blackman, D. and Johnson, S. (2016). The 70:20:10 model for learning and development: an effective model for capability development?. International Journal of Engineering and Technology, 2(1), pp.112-116. Burgess, J. (2017). Is a Blended Learning Approach Suitable for Mature, Part-Time Finance Students?.. [online] Eric.ed.gov. Available at: https://eric.ed.gov/?id=EJ1098715 [Accessed 24 Mar. 2017]. Cotton, J. and Rechtschaffen, A. (1958). Replication report: Two- and three-choice verbal-conditioning phenomena. Journal of Experimental Psychology, 56(1), pp.96-96. Gardner, R. (1957). Probability-Learning with Two and Three Choices. The American Journal of Psychology, 70(2), p.174. Jennings, C. and Wargnier, J. (2010). Experiential learning – a way to develop agile minds in the knowledge economy?. Development and Learning in Organizations: An International Journal, 24(3), pp.14-16. Jennings, C., Jennings, C. and profile, V. (2017). 70:20:10 Primer. [online] Charles-jennings.blogspot.com. Available at: http://charles-jennings.blogspot.com/2015/08/702010-primer.html [Accessed 24 Mar. 2017]. KMI Learning. (2017). 70-20-10 Training – A New Approach | KMI Learning. [online] Available at: https://www.kmilearning.com/70-20-10-training/ [Accessed 24 Mar. 2017]. Pascale, C. (2017). 70:20:10 Guide: Provide Structure to the 70%. [online] Docebo. Available at: https://www.docebo.com/2015/04/16/informal-training-70-20-10/ [Accessed 24 Mar. 2017]. Pollock, R., Jefferson, A., Wick, C. and Wick, C. (2015). The six disciplines of breakthrough learning. 1st ed. Rentroia-Bonito, M., Goncalves, D. and Jorge, J. (2015). Clustering Students Based on Motivation to Learn:. International Journal of Mobile and Blended Learning, 7(3), pp.18-39. Td.org. (2017). 70:20:10: Where Is the Evidence?. [online] Available at: https://www.td.org/Publications/Blogs/Science-of-Learning-Blog/2014/07/70-20-10-Where-Is-the-Evidence [Accessed 17 Mar. 2017]. Td.org. (2017). 70:20:10: Where Is the Evidence?. [online] Available at: https://www.td.org/Publications/Blogs/Science-of-Learning-Blog/2014/07/70-20-10-Where-Is-the-Evidence [Accessed 24 Mar. 2017]. Training Magazine. (2017). Fear Not the 70-20-10. [online] Available at: https://trainingmag.com/content/fear-not-70-20-10 [Accessed 24 Mar. 2017]. Trainingindustry.com. (2017). The 70:20:10 Model for Learning and Development | Training Industry. [online] Available at: https://www.trainingindustry.com/wiki/entries/the-702010-model-for-learning-and-development.aspx [Accessed 24 Mar. 2017]. Watkins, K. and Marsick, V. (1992). Towards a theory of informal and incidental learning in organizations?. International Journal of Lifelong Education, 11(4), pp.287-300.

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