Saturday, October 5, 2019
PETROLEUM POLLUTION IN INTERNATIONAL WATERS -(THE ROLE OF Literature review
PETROLEUM POLLUTION IN INTERNATIONAL WATERS -(THE ROLE OF INTERNATIONAL LAW AND TREATIES) - Literature review Example To achieve this end, reviewer will concisely and critically discuss the literature’s structure, contents and evaluate if international laws are appreciated in resolving petroleum pollution cases in high seas. Content: Preventing Oil Spill thru Standards Authors of this literature are Nicholas P. Chereminisinoff and Paul Rosenfeld. They are chemical engineer and environmental chemist respectively with expertise on environmental pollution prevention and ecological restoration programs. Chereminisinoff and Rosenfeld aimed to share high impact contribution on pollution control processes by probing into petroleum industry to document best management practices and models, cleaner production of technologies and pollution prevention practices. This is clearly depicted in the title of the journal Pollution Prevention and Cleaner Industry: Best Practices in Petroleum Industry. Structurally, the literatures have no Abstract section but concise topic and themes where explicated in the Pre face Section. Authors detailed prevention of oil spill in six chapters, all of which had separate introduction, body and conclusion. Each chapter has proper author referencing to corroborate studies and they prescribed other references for further reading too. The document is sufficient of originality for journals, logically concluded with illustration and can be summarized without sacrifice to content. Authors indicated in introduction their serious concern on petroleum pollution in both land, air and high seas citing impact to industries, corporation and vessel owners that are supposedly boxed by policies on standard quality control (applied to oil extraction industry), corporation laws, maritime laws, insurance and environmental policies. Petroleum pollution’s devastating impact to ecosystem were all pointed in the introduction citing issues on protection, compliance to regulations, toxic management, performance audit, and the like. Thus, authors at the outset asserted tha t corporations engaged in the extraction and distribution of petroleum across continents should have transparent Environmental Aspects in accordance to internationally ISO standards for standard quality control to prevent disasters and environmental destructions. They urged corporate entities to strictly adhere to regulations by exercising strategic corporate planning, standard operational system, environmental protection standards, risk management, regular performance appraisal and thorough environmental impact assessments. As hypothetical assertion, they argued that corporation should not just generate revenue but must include pollution prevention for cost –efficiency, especially that oil extraction and distribution is a capital intensive venture. Authors manifested that they disfavored extractive industry’s productivity at the expense of environment and public safety. On methodology, authors did not expressly stated how data collection was done but their handbook cl early depicted the use of mixed qualitative and quantitative research studies that absorbed empirical facts which covered (a) comprehensive narration about petroleum industry, quality standards required in its facilities and operations and about quality
Friday, October 4, 2019
German Aesthetics Essay Example | Topics and Well Written Essays - 1250 words
German Aesthetics - Essay Example These ideas pursue to estimate to a demonstration of cogent ideas (Makkreel, 1990). According to Makkreel (1990), by Critique of the Power of Judgment, he demanded that a work of art is a media by which an artist may express such an idea, a notion that may not immediately be intelligible. For Kant, a notion is an idea whose objective merely can’t be met in experience. He illustrated a difference between the notions of the understanding, which forge instincts into skills and the pure ideas of reason, the notions that won’t be mixed with any instinctive fundamentals and hence remain beyond the understanding of experience. He believed that the onset of beauty is a product of the contemplative judgement. The art philosophy can be explained by close analysis of its guiding principles. He intended to differentiate art as a source of desire from entertainment as a source of cordiality. An aesthetic judgement concerning a piece of art must be unbiased. The idea of functionality is also predominant in the second indicated objective of Kant’s philosophy of art that is to differentiate art from craft. After identifying the main features of these judgments, Kant then requires to ask the question of how such judgments are likely. And are such judgments in any manner valid (Kemal, 1986). In the development of his treatment of beautiful art, he confers fine art in relation to the fabrication of human relics. He Associates fine art to the arts and makes remarks about the relation amid the beauty of art and that of nature, demanding in specific that fine art resembles to us like nature in that it must appear free and genuine. He also gives a classification of the numerous fine arts and a contrast of their respective aesthetic value, with poetry topping and music. Of interest, within Kants explanation of fine art, is his argument of how beautiful
Thursday, October 3, 2019
Philosophy Exam Questions Essay Example for Free
Philosophy Exam Questions Essay What is Plato’s theory of recollection? What is it about and how does it work?            Plato’s theory of recollection states that all knowledge a person has ever known or will know already exists in his/her memory. As a result, time and learning are simply illusions; they are the process of remembering everything. To prove his theory, Plato presents an example. It concerns Socrates and a slave. Socrates gives the slave a series of geometrical diagrams and questions, asking him to solve them. The slave does so, without having any mathematical training before. Thus, because the slave was able to do so, Socrates says that the only he could was because he had prior knowledge in a previous existence and was simply recollecting that knowledge. Plato held that it is better to suffer injustice than to commit one. Why? What is Plato’s theory of justice?            Plato’s theory of justice states that, on an individual level, justice is a human virtue responsible for making a person consistent and good; on a social level, justice is what makes a society harmonious and good. Therefore, to suffer an injustice is better, as the person suffering that injustice remains virtuous. The virtue stems from maintaining one’s values, both as an individual and within society. Discuss Plato’s view of death. What is the nature of death for Plato, and what, in his view should be the philosopher’s reaction to the prospect of it? Explain.            Plato’s view of death is presented in the Phaedo, and is of a nonchalant nature. He believes that death is something that should not be feared, as it is the natural course of things to come to life, as well as to die. Through Socrates, he maintains that one of the goals of practicing philosophy is to prepare for death. He believes that it frees the soul from the body as much as possible while one is still alive. Therefore, death is something of a virtue, as it prepares one for having an immortal soul. How does God function in the views of Descartes and Berkeley?            Both Descartes and Berkeley use the concept of God in their arguments by introducing God as the cause of a person’s ideas. However, this is where the similarity ends. Descartes states that God is the only possible cause of the idea of God, while matter is the cause of all other ideas. Berkeley states that God is the only possible cause of all ideas. Thus, God is a Divine Mind from which all ideas come. Explain Descartes’ method of doubt. What is it and what is its value for philosophical enquiry?            Descartes’ method of doubt is a philosophical strategy in which the goal is to defeat skepticism. One must begin by doubting the truth of everything, not just the evidence of the senses or the evidence of culture, but the fundamental process of reasoning itself. If a specific truth can survive this extreme challenge, then it must be completely true and thus, a certain foundation for knowledge. In regard to its value for philosophical enquiry, this method is much like Socrates’ method of seeking the truth. It allows one to go through various theories and muddle through various questions in order to seek their own truth. What is Descartes’ wax example about? How do you think Berkeley would explain the same event?            Descartes believes that the human mind is capable of thought and perception. He explains this concept by way of an example concerning wax. It is evident that solid wax and melted wax are both wax. Therefore, perception is not just a function of the senses, but also a reasoning of the mind. The ultimate conclusion for Descartes, then, is the fact that the mind is the only thing that is definitively in existence. Berkeley would agree with Descartes, as he also believes that the mind is the only substance that truly exists. For him, the wax in both forms would not be considered an existing entity, as he does not believe that the physical world exists. What is Berkeley’s view of the distinction between primary and secondary qualities? How does his view differ from Descartes?            Berkeley, upon examining the perception of things, came to the conclusion that any information he has must be considered secondary qualities. Therefore, they are functions of his mind. He rejects the existence of primary qualities, because to him, the mind is the only substance that exists. Descartes says otherwise. He believes that every substance has two types of properties. There is the primary quality, which is the heart of existence; then there is the secondary quality, which focuses on the senses. In simple terms, for Berkeley, there is no primary quality; for Descartes, there is. Describe Russell’s criticism of Berkeley’s idealism. Do you agree with his criticism? Explain.            When criticizing Berkeley’s theory of idealism, Russell examines every aspect and counters each point with his own. He points out that Berkeley’s initial reasoning concerning sense-data are valid. However, it is from this point on that Russell begins to dispute Berkeley. He points out that the idea of something being in the mind is a bit difficult to understand, as his meaning of idea is confusing. In the end, Russell states that the ultimate fallacy of Berkeley’s argument is that one can apprehend what is in his or her mind. Finally, Russell states that the nature of knowledge completely refutes Berkeley’s argument.            Russell’s belief that Berkeley is incorrect in stating that ideas are of the mind is not completely acceptable. Berkeley’s concept is not hard to grasp, as it is in the mind that most ideas develop. Many of the concepts developed within philosophy stem from a simple idea formulated in one’s mind. Therefore, Berkeley is partially correct in his belief. However, Russell makes a valid point that if one believes that things only exist in the mind, the ability for man to gain knowledge would be limited. Since one does not want knowledge to be limited in any way, Berkeley’s concept of idealism can be dismissed in some regards. According to Russell, what is the point of doing philosophy?            Russell does not provide a point, but rather an aim for doing philosophy. He states that the aim is to achieve knowledge through inquiry and criticism. However, philosophy does not contain certainties like other fields of study do. Yet, according to Russell, it is those very uncertainties that make the study of philosophy so vital to humanity. Thus, doing philosophy not only helps to find answers to questions about the world around, but it also helps to keep one inquisitive about that world.
Human Resource Development at Pizza Hut
Human Resource Development at Pizza Hut Human resource development ABSTRACT Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Thus, effective development of human capital should help organisations to maintain a competitive advantage. However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations re-evaluate existing paradigms and approaches used to conduct training and development in building future leaders. The purpose of this study is to investigate the selection of training approaches, appropriateness of training delivery options, and appropriateness of training methods for the delivery of development programs within the pizza hut. This study was designed to provide the needed relevant information with regard to the particular dimensions of pizza hut personnel development programs either for training professionals who conduct training or managers and related persons who may attend training sessions. For this study, a survey-questionnaire will be utilised as the primary method to obtain the research data. The questionnaire will be consists of closed-ended questions to obtained valid and complete data. The sample will consist of 10 personnel at managerial positions in Pizza hut. The sample of managers will be chosen randomly, however, the research will attempt to get a wide range of individuals. The researcher has chosen deductive approach to carry out primary research in conjunction with secondary research from the literature review. With quantitative research, the deductive approach seems to be appropriate for the research survey and will allow the author to investigate effectiveness of training and development process to create future leaders. The findings of this research study would be able to assist managers of all level in Pizza hut, with practical ideas. The results of this study revealed that pizza hut is carrying out effective training programmes somehow to create future leaders. Although the results of this study presume effective training programmes and development process are not the only conclusive factor in creating managers, it can be assumed that managers cannot presently take full advantage of training programmes in Pizza hut However, it is more important to investigate from which training design source or item the personnel most likely perceive significant to their development. Moreover, other definitive requisites should always be performed simultaneously. Overview The research on a company for my dissertation is Pizza hut a well well-known global fast food Brand. The reason for the dissertation is to find the problems faced by managers towards their training and development. In this chapter the main reason of the research is clarified and justified. The aims and objectives of the study are discussed, and the chapter end up with a tiny sight into the history of pizza hut UK. Background of study Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Organisations of all sizes have recognised the value of training (Banks, Bures, Champion 1987, p19). Thus, effective development of human capital should help organisations to maintain a competitive advantage ( Pfeffer 1995). However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations reassess existing paradigms and approaches used to conduct training and development (Brown 1998). Human Resource Management (HRM) may not understand the value associated with the training of personnel that includes operational issues such as the strategic plan, the roles and responsibilities, and the value attributed to each and every personnel. An organisations most valuable assets are their personnel. As such, they can improve an personnels self-value and supply their value to the organisation by providing knowledge, skills, and tools that will lead to a reduction in errors and thereby a reduction in costs. Costs associated with training are well worth the expenditures when the training leads to improved care and a reduction in errors. Problem of statement Underlying the problems faced by managers of pizza hut with the training and development process to enhance their career in the organisation and adverse events is a significant disconnect between comprehensive, integrated training and the expectations and fundamental skills needed by pizza hut managers. Lack of continuous integrated training leads to increased variation and increased outlays; therefore, quality is diminished and effectiveness lacks in the training and development of an employee within the organisation. Training is often split, superficial, and only emphasised as a reaction to internal or external stimuli such as a survey, adverse event, or litigation. Such training is generally not incremental or reinforced, nor does it provide a structure in which healthcare workers can contribute to an organisations performance improvement and value adding by taking the initiative and promoting positive change. Both healthcare managers and personnel need to understand the long term, integrated commitment required to initiate lasting changes in the face of established organisational culture, complacency, and general resistance to change. Facilities today are required to provide authorized orientation and training to new personnel. Once the new personnel orientation has taken place, the only other mandated training is for yearly orientation. The exceptions to this would be for skills competency and specialty training, which are generally focused on specific tasks and do not entail a comprehensive, intergraded approach that ensures sustained competency and improvement. This pizza hut standard of training does not capture the ongoing identified needs of the workforce and can lead to untoward events. These events do not necessarily lead to consistent training, or monitoring and evaluation of sustained improvement in management training and development. Monitoring of incidences may occur, but the linkages to organised process related training and implementation are not clearly defined and coordinate throughout the organisations. Purpose of Project When training proposal is supported by an appropriate development process and well integrated into the structure of an organisation, variation is reduced, cost is decreased, and consequently, the value is added to organisation. With the integration of comprehensive training comes a reduction in wasteful resource allocation as a result of reduced error, rework, and litigation. Comprehensive training and development are fundamental to improving processes and creating an environment in which personnel are motivated to improve their performance; they provide a foundation to build upon. Personnel, at all levels, also gain professional insight and strength through continued training and development. This project is geared in the direction of growth of understanding of how comprehensive training and development will ultimately lead to value adding. Since there is a need for training initiative and resource allocation, managers must embrace this concept in order for the training to be effective and engrained in organisations value creation. For those who sincerely wish to establish such positive change, awareness of the commitments in time, money, and human resources required for initiating and seeing through to completion lasting changes development will be stressed. This project shall depict the importance and benefits of organisational training and development in such a manner that organisation will desire to impart this knowledge to healthcare managers and personnel. Training personnel at all levels how to understand and drive the changes required to securely grafting effective value adding to their organisation. This is critical as the coalition of empowered personnel needed to develop, sell, guide, and drive the necessary changes, to be successful, must be recruited from throughout the workforce. They will need to reduce complacency and increase urgency. They will need to create a change coalition, develop a guiding vision, sell that vision to others, etc. If they have sufficient autonomy, they can often do so regardless of what is happening in the rest of the organisation (Kotter 1996, p 46). Furthermore, it would be beneficial if leadership extended this philosophy of training to include suppliers and vendors so that the culture is all encompassing and reaches out to all those who interact with the organisation. Comprehensive training programs provide a foundation for pizza hut workers to support ingenuity, motivation and teamwork. Research question and objectives In this dissertation process, I will emphasis on the effective training and development carried out by pizza hut. This will give me information, which I will use in respect to my topic and help me in bringing out the critical review and conclusion in accordance to my knowledge. Base on the aims above the following objectives are set: To understand the role of Training and development in the working environment of an organisation. To get positive outcome through my research by identifying needs and necessities using various methods as proposed in my methodology. Background of pizza hut Pizza hut is one the biggest food chain company in the world. This company has been running successfully for about 50 years and still mounting its name day by day. Pizza hut was established in USA and started its operation in a very small level. The first ever pizza hut was started in1958 in Wichita Kansas, USA by the collaboration of two brothers Frank and Dan. They opened a small restaurant and named it pizza hut. The growth was remarkable as 150 restaurants were opened in its first 10 years of operation in USA. In 1968 its first international restaurant was opened in Canada. Sooner it became the biggest pizza restaurant chain across the world in total number of restaurants and in sales. In1971 Pizza hut was climbing up in terms of sales and number of restaurants globally which allowed it to grab a position in the New York Stock Exchange. At present pizza hut is running over 7,000 outlets worldwide. In 1973 the first pizza hut was established in UK and proved to be a very good restaurant chain. Pizza hut is on the top when we compare all the fast food pizza outlets operating across the UK with more than 700 outlets. Pizza hut is owned by Yum Brands a US based company. Yum brands also owns AW All American Food, KFC, Long John Silvers Pizza Hut Taco Bell. If the handbook of Pizza Hut is viewed, the vision of Pizza Hut UK market is clearly mentioned to be the most loved and trusted brand in UK. Its passion is Great Pizza, Great people, and Great times. Millions of customers are served everyday with millions of Pizzas. According to management the company wants to have the most loved and trusted out lets. Pizza Hut wants to be the most trusted and favourite brand not only among its customers but among its employees as well. Structure of study This study is organised as follows. The introduction is Chapter One. Chapter Two examines the current theoretical and empirical literature on training and development, in an attempt to understand the contributions which have been made to date, and to define potential gaps which could be filled by this dissertation. In reviewing the relevant literature, not only is it important to clarify some of the terms which will be used in the study, it is also important to recognise that an understanding of these terms will evolve as the study progresses. In HRD, one of the most commonly recognised approaches to improving performance is training. Training includes instructional experiences which are designed to develop skills and knowledge, to achieve organisational objectives, to assist organisational change, and ultimately, to be applied in the workplace for the sake of organisational improvement (Bramley 1996). Chapter Three describes the research design and methodology employed in the study. To truly understand the impact of a training program on an individuals productivity, morale, behaviour, and understanding within his or her organisation, training must be evaluated long after the session is completed. Through questionnaires, informal conversations and interviews, a greater understanding of the challenges and opportunities faced by the trainees once they complete the training can be reached. Because of limited resources and/or a lack of commitment to examining the ongoing impact of training, this continuous measurement and follow up is not often practiced. The researchers role in this study was that of a participant observer. Participants were aware of the researchers presence and purpose for her involvement. Because the researcher was the instrument in the collection and analysis of the data, he maintained a closeness to the topic, and continually assessed and documented his values, assumptions, and conceptual framework. Detailed field notes and research notes were kept throughout the project, to keep track of emerging thoughts, patterns, and ideas, and to keep the conceptual framework of the project in focus. The researcher remained open to the evolving nature of the study, and understood that it was often necessary to collect additional types of data as the study progressed. In an attempt to produce the most credible, coherent, and potentially generalisable study, the data were collected by using a variety of methodological strategies, to cast a wide net to ensure that the highest quality data were collected. The use of multiple methods, often referred to as triangulation, includes such practices as interviewing, observing, and collecting relevant artefacts or documents, all of which were utilised in this study. Richness of the data, length of time spent in the setting, relationships developed, and the representation of the perspectives of the participants, all contribute to the coherence and comprehensiveness of a study (Erickson 1986). Qualitative data analysis is the process of constructing meaning out of the data and constructing an account. Analysis is the point at which the researcher interacts with the data to construct, reduce, interpret, understand and eventually communicate them and make a connection between assertions and data. Assertions come from data as a whole, keeping in mind the concept of bounded rationality, which says that we cannot collect everything, but we must do as much as possible to insure a coherent and comprehensive study (Simon 1946). To answer the research question for this dissertation, a thorough, constant analysis of the data was conducted, in an attempt to recognise observable themes and patterns, which arose with regard to training transfer. General assertions were made based on those themes and patterns, which emerged throughout the data as a whole. Once these connections were made within the data, the findings are represented to the reader. The training and development will continue to evolve responsibly through a better understanding of the context in which they take place, and the individuals involved. This focus will become clearer through quality research and inquiry, which seeks to understand the contextual elements of Human Resource Development practices within organisations. Chapter Four presents the research findings. Chapter Five focuses on the implications, limitations, significance, recommendations, and conclusions of the study, based on the findings. While the intentions of this project are to contribute empirical and theoretical knowledge to the field of Human Resource Development, it is important to consider the limitations inherent in its design. Openness of the participants, the length of time that must be spent to truly understand the perspectives of the participants, and the exploration of only one technique of one training organisation are limitations which must be taken into consideration in doing this study. It can be argued, however, that the very limitations of qualitative research are, in fact, its strengths. Overview In this chapter, researches related to the impact of training on organisational performance and success. The first part provides a definition of training and development. The second part discusses the training process. Training needs assessment is discussed in detail in the third part. Training evaluation is discussed in the fourth portion. Finally, background information regarding pizza hut utilised in this research is presented. Training and development Human Resource Development (HRD) can be universally recognised as a very effective approach to improve performance within training. Training consists of a variety of experiences that intend to enhance and develop skills and knowledge in order to accomplish organisational objectives, to improve and change organisational aspects within the work place (Bramley 1996; Broad Newstorm 1992). According to Manpower Services Commission (1981) training is a planned process to modify attitude, knowledge, skills, or behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose in work situation is to develop the abilities of the individuals and to satisfy the current and future needs of the organisation. In the same way development is a type of progression in which persons may find it more effective when learning through experiences. It is a procedure that helps people make use of the skills and knowledge that their past teachings and training has given them, this helps not only in present jobs but also anything that may come up in the future. It personifies theories and ideas connected with psychological growth, greater immaturity and increased confidence. According to Ivancevich (2004), training and development are processes that provide (or at least try to) a personnel with information and skills they need in order to understand the organisation and its goals. They are designed to help a person continue to make positive contributions in the form of good performance. Training helps personnel do their current work better while development prepares them for the future. Training is an important process to every personnel. It is a systematic process in which an individual is aided to alter his behaviour in a direction that will achieve the organisations goals. Ivancevich (2004) describes the goals of training as training validity, transfer validity, intra-organisational validity, and inter-organisational validity. Training validity determines if the trainees learn skills or acquire knowledge or abilities during training while transfer validity determines if these learned skills or acquired knowledge or abilities result to improvement on job performance. Intra-organisational validity determines if the job performance of a new group of trainees in the same organisation that developed the program comparable to that of the original training groups job performance. Finally, intra-organisational validity determines if the validated training program in one organisation can be applied with successful results in another organisation. Noe (2003) defines training as planned effort by a company to facilitate personnel learning of job-related competencies including knowledge, skills, or behaviours that are critical for successful job performance. Training helps personnel master knowledge, skills, abilities and behaviours emphasised in training programs and to apply them in their day-to-day activities (Noe 2003). As argued by Noe (2003), training is a process which not only needs basic skills, which would be skills that are sufficient enough to perform ones job, but also needs skills at an advanced levels which enables a person to use high technological information and share it with other personnel. This would be perfect in order to gain competitive advantage. A good understanding of the customer and the system is also a key aspect within training. Al of these put together collectively defines intellectual capital. A training initiative which requires generating intellectual capital is a training which goes by the name of high -leverage training. According to Carnevale (1990), high-leverage training, which is linked to strategic business goals and objectives, uses an instructional design process to ensure the effectiveness of training programs, and compares or benchmarks the companys training programs against other companys training programs( Noe2003). According to Richard M. Hodgetts and Fred Luthans (1976), training is a procedure of changing behaviour and attitudes in a way that increases the success of reaching ones targets. According to both theorists culture, customs and work habits of the local people should also be taught in training process. And if all the above mentioned factors along with other factors are considered properly it would boost towards the success of any establishment. According to Hall (2004). Formal training programs are not seen to be enough in accordance to todays fast moving world. A few other things the author believes is that in order to uphold certain standards that are commercial and cost effective, the people should be execution experts. A lot of senior executives believe that budget will stay tight, even after a full economic recovery, and that headcount, time. IT support, and other resources will continue to be in short supply. The opportunity and demand for enterprise-wide initiatives to bring about wholesale change will only increase. If you are a leader of learning, your future and the future of your organisation depends on your ability to make significant initiatives happen despite the challenges of day-to-day work. To acquire this you need to become an execution expert. Todays best-in-class learning professionals operate differently than those who came before them. Their thoughts are focused on 3 areas: business strategy, resources, and execution. (Hall 2004, p65-6). Two different training methods are identified by the authors (Ferris et al, 2006), the first set of training is described as the routine training which is given to all level of working staff. The other set of training however, is a type of training in which political skills is the main and important component of training and development process and is aimed mainly for senior executives. As the work force moves up the chain of command to higher jobs at wider scales, technical capability is less important and political skill takes its place. When the centre for Creative Leadership studied why once-promising executives failed on the job, lack of social effectiveness emerged as a leading cause. The political skill which is mentioned quite a bit, is a type of skill that distinguishes successful and efficient managers from those managers who are inefficient. It is also an ability which merges together social intelligence which facilitates and adjusts to situations where differentiation and changes are of demand. In return this helps in developing and advancing the working conditions. Training and development at individual level To identify each persons own knowledge, skills and abilities in order to assess each individual and progress them at the pace According themselves. Psychology theorists e.g. Likert (1961), Mayo (1933) cited by Younglin (2001) entails that employee satisfaction and well being are related to performance, but in those theories they did not explicitly hypothesize about the appropriate level of analysis, for example individuals, groups or organizations. Assessments and one to one meetings allow employees to reflect on their own learning needs in relation to their work aims. It also provides well controlled learning experiences linked to professional and administrative needs, goals and job requirements. Individual levelled training and development is the base and the stepping stone of any needs assessment. All managers have different emphasis on specific needs collaborating with their job description, level of education and intelligence experience and personal choice. Focusing on employees individual needs appraisals makes it easier to compile personal development plans that suit each employee according to their own level of competency. Training and development at organisational level It is vital for organisations to focus on peoples capability to foresee, adapt and respond to sudden changes in the environment. Training and development will have to join together it with corporate goals. It must be accurate with what the business leaders are trying to achieve. In order for training to seem more appropriate, its programme will revolve around business related matters for the future. In practice, its achievements will shoulder on developing apparent training objectives from the tactical issues of the business. Effective managers are created in an environment where there is continuity in the learning manner. A high level of experience, expertise and mind power of the internal as well as external trainers is essential, along with their commitment and capability to maintain a healthy relationship committed to management maturity. The method of learning can often engage unlearning certain behaviours and attitudes. certainly, in relation to organisations (Hamel Prahalad 1994, cited in Cole, 2000, p268) found that creating a learning organisation is only half the solution. Just as important is creating an unlearning organisationto create the future, a company must unlearn at least some of its past. According to Cole (2000) training and development of workforce is a concern that is faced by more or less all the establishment. The quantity and excellence of training carried out varies a lot from organisation to organisation. Therefore most of the establishments are adapting systematic approach to the training and development of their employees. Organisations use systematic training cycle to perform a logical sequence of activities commencing within the organisations starting with the training policy, assessment of training needs, carrying out training and evaluations. Cole (2000, p.278) summarises that this training cycle is quite beneficial within an organisation. The systematic approach to training and development arises from the amount of internal and external stress for alteration in the organisation. Firstly in a systematic approach is to develop a policy statement to act as a channel to the organisations intentions regarding the weight and track to be given by to training and development. Secondly initialise a set of roles for those in charge for implementing the policy and thirdly to set up a appropriate structure of training posts and procedures, and to allocate adequate funds to the training establishment. As all the steps are followed with completeness then one can focus on the analysis of training needs, evaluation and review of training carried out. Training policy Establishments mostly deal with a wide range of policies dealing with human resources. Policies are set by the establishments to develop their employees and to monitor their performance by certain training and development programs and courses, conducted internally or externally. According to Cole (2000), training focuses on learning needs and are mainly associated to existing responsibilities and duties which are narrowly linked to short, medium and long term business plans and are seen as an key element of an establishment to prove to its consumers, training and development are the key to success of any organisational goals which indicates the overall plan of an organisation, execution of training and development programs provides a direct link to the organisational goals for those who are accountable for the best possible results. Most of the organisations have a extended tradition of raising their own managers and professionals and providing them with in-house courses according to organisational needs. Some of the organisations rely on external management trainings and courses. Training needs Needs assessment is the process of determining if training is necessary (Noe 2003) and identifying the organisations training needs (Ivancevich 2004) and answering the question of whether training addresses the organisations needs, objectives and problems (Arthur et al. 2003). According to Noe (2003), if the needs assessment phase, the first phase in the instructional design process, is poorly conducted, training will not meet the desired outcome or financial benefit for the company, regardless of the training method and the learning environment. According to Boydell (1985) there are three levels of training needs which are to be studied before putting the programs in to practice. This three-step process consists of organisational analysis, person analysis and task analysis. There are a few factors linked with organisational analysis, such as when given the company resources is the relevant training appropriate, where is training needed in the organisation, which goals can be accomplished through personnel training, and if to determine as to wether or not training can be used to improve a companys success ( Noe 2003, Arthur et al. 2003, Ivancevich 2004). When assessed at an organisational level we must see the general weaknesses the organisation has perceived in its priorities and what would be the prescribed remedy that would be required in alteration of the organisational culture. According to Noe (2003), there are three factors to be considered before choosing training as a solution, these three factors being, the companys strategic direction, managers and peers support for training activities and the training resources available.(Noe 2003) Training to some level should help a company achieve its business strategy. If one was to define a business strategy, it is said that this is an approach which refers to a plan that joins together the companys goal, policies and actions (Meister 2000). Noe (2003) also mentions that the strategic role of training influences the frequency and type of training, and how the training function is organised in the company. (p 42) it is more likely the regularity of training will be higher in companies where training is expected to be a factor in the achievement of the companys business strategies and goals as a post to those companies where in training is done randomly or unplanned. Also it is said that the higher the strategic role of planning, it is more likely that the company will organise the training purpose using a virtual training organisation or corporate university models. (Noe 2003) The managers and peers support for training activities is a critical factor in considering a training programme. To be successful, managers and peers should have a positive attitude in participating a training activity. Furthermore, managers and peers should be willing to provide trainees with infor Human Resource Development at Pizza Hut Human Resource Development at Pizza Hut Human resource development ABSTRACT Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Thus, effective development of human capital should help organisations to maintain a competitive advantage. However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations re-evaluate existing paradigms and approaches used to conduct training and development in building future leaders. The purpose of this study is to investigate the selection of training approaches, appropriateness of training delivery options, and appropriateness of training methods for the delivery of development programs within the pizza hut. This study was designed to provide the needed relevant information with regard to the particular dimensions of pizza hut personnel development programs either for training professionals who conduct training or managers and related persons who may attend training sessions. For this study, a survey-questionnaire will be utilised as the primary method to obtain the research data. The questionnaire will be consists of closed-ended questions to obtained valid and complete data. The sample will consist of 10 personnel at managerial positions in Pizza hut. The sample of managers will be chosen randomly, however, the research will attempt to get a wide range of individuals. The researcher has chosen deductive approach to carry out primary research in conjunction with secondary research from the literature review. With quantitative research, the deductive approach seems to be appropriate for the research survey and will allow the author to investigate effectiveness of training and development process to create future leaders. The findings of this research study would be able to assist managers of all level in Pizza hut, with practical ideas. The results of this study revealed that pizza hut is carrying out effective training programmes somehow to create future leaders. Although the results of this study presume effective training programmes and development process are not the only conclusive factor in creating managers, it can be assumed that managers cannot presently take full advantage of training programmes in Pizza hut However, it is more important to investigate from which training design source or item the personnel most likely perceive significant to their development. Moreover, other definitive requisites should always be performed simultaneously. Overview The research on a company for my dissertation is Pizza hut a well well-known global fast food Brand. The reason for the dissertation is to find the problems faced by managers towards their training and development. In this chapter the main reason of the research is clarified and justified. The aims and objectives of the study are discussed, and the chapter end up with a tiny sight into the history of pizza hut UK. Background of study Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Organisations of all sizes have recognised the value of training (Banks, Bures, Champion 1987, p19). Thus, effective development of human capital should help organisations to maintain a competitive advantage ( Pfeffer 1995). However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations reassess existing paradigms and approaches used to conduct training and development (Brown 1998). Human Resource Management (HRM) may not understand the value associated with the training of personnel that includes operational issues such as the strategic plan, the roles and responsibilities, and the value attributed to each and every personnel. An organisations most valuable assets are their personnel. As such, they can improve an personnels self-value and supply their value to the organisation by providing knowledge, skills, and tools that will lead to a reduction in errors and thereby a reduction in costs. Costs associated with training are well worth the expenditures when the training leads to improved care and a reduction in errors. Problem of statement Underlying the problems faced by managers of pizza hut with the training and development process to enhance their career in the organisation and adverse events is a significant disconnect between comprehensive, integrated training and the expectations and fundamental skills needed by pizza hut managers. Lack of continuous integrated training leads to increased variation and increased outlays; therefore, quality is diminished and effectiveness lacks in the training and development of an employee within the organisation. Training is often split, superficial, and only emphasised as a reaction to internal or external stimuli such as a survey, adverse event, or litigation. Such training is generally not incremental or reinforced, nor does it provide a structure in which healthcare workers can contribute to an organisations performance improvement and value adding by taking the initiative and promoting positive change. Both healthcare managers and personnel need to understand the long term, integrated commitment required to initiate lasting changes in the face of established organisational culture, complacency, and general resistance to change. Facilities today are required to provide authorized orientation and training to new personnel. Once the new personnel orientation has taken place, the only other mandated training is for yearly orientation. The exceptions to this would be for skills competency and specialty training, which are generally focused on specific tasks and do not entail a comprehensive, intergraded approach that ensures sustained competency and improvement. This pizza hut standard of training does not capture the ongoing identified needs of the workforce and can lead to untoward events. These events do not necessarily lead to consistent training, or monitoring and evaluation of sustained improvement in management training and development. Monitoring of incidences may occur, but the linkages to organised process related training and implementation are not clearly defined and coordinate throughout the organisations. Purpose of Project When training proposal is supported by an appropriate development process and well integrated into the structure of an organisation, variation is reduced, cost is decreased, and consequently, the value is added to organisation. With the integration of comprehensive training comes a reduction in wasteful resource allocation as a result of reduced error, rework, and litigation. Comprehensive training and development are fundamental to improving processes and creating an environment in which personnel are motivated to improve their performance; they provide a foundation to build upon. Personnel, at all levels, also gain professional insight and strength through continued training and development. This project is geared in the direction of growth of understanding of how comprehensive training and development will ultimately lead to value adding. Since there is a need for training initiative and resource allocation, managers must embrace this concept in order for the training to be effective and engrained in organisations value creation. For those who sincerely wish to establish such positive change, awareness of the commitments in time, money, and human resources required for initiating and seeing through to completion lasting changes development will be stressed. This project shall depict the importance and benefits of organisational training and development in such a manner that organisation will desire to impart this knowledge to healthcare managers and personnel. Training personnel at all levels how to understand and drive the changes required to securely grafting effective value adding to their organisation. This is critical as the coalition of empowered personnel needed to develop, sell, guide, and drive the necessary changes, to be successful, must be recruited from throughout the workforce. They will need to reduce complacency and increase urgency. They will need to create a change coalition, develop a guiding vision, sell that vision to others, etc. If they have sufficient autonomy, they can often do so regardless of what is happening in the rest of the organisation (Kotter 1996, p 46). Furthermore, it would be beneficial if leadership extended this philosophy of training to include suppliers and vendors so that the culture is all encompassing and reaches out to all those who interact with the organisation. Comprehensive training programs provide a foundation for pizza hut workers to support ingenuity, motivation and teamwork. Research question and objectives In this dissertation process, I will emphasis on the effective training and development carried out by pizza hut. This will give me information, which I will use in respect to my topic and help me in bringing out the critical review and conclusion in accordance to my knowledge. Base on the aims above the following objectives are set: To understand the role of Training and development in the working environment of an organisation. To get positive outcome through my research by identifying needs and necessities using various methods as proposed in my methodology. Background of pizza hut Pizza hut is one the biggest food chain company in the world. This company has been running successfully for about 50 years and still mounting its name day by day. Pizza hut was established in USA and started its operation in a very small level. The first ever pizza hut was started in1958 in Wichita Kansas, USA by the collaboration of two brothers Frank and Dan. They opened a small restaurant and named it pizza hut. The growth was remarkable as 150 restaurants were opened in its first 10 years of operation in USA. In 1968 its first international restaurant was opened in Canada. Sooner it became the biggest pizza restaurant chain across the world in total number of restaurants and in sales. In1971 Pizza hut was climbing up in terms of sales and number of restaurants globally which allowed it to grab a position in the New York Stock Exchange. At present pizza hut is running over 7,000 outlets worldwide. In 1973 the first pizza hut was established in UK and proved to be a very good restaurant chain. Pizza hut is on the top when we compare all the fast food pizza outlets operating across the UK with more than 700 outlets. Pizza hut is owned by Yum Brands a US based company. Yum brands also owns AW All American Food, KFC, Long John Silvers Pizza Hut Taco Bell. If the handbook of Pizza Hut is viewed, the vision of Pizza Hut UK market is clearly mentioned to be the most loved and trusted brand in UK. Its passion is Great Pizza, Great people, and Great times. Millions of customers are served everyday with millions of Pizzas. According to management the company wants to have the most loved and trusted out lets. Pizza Hut wants to be the most trusted and favourite brand not only among its customers but among its employees as well. Structure of study This study is organised as follows. The introduction is Chapter One. Chapter Two examines the current theoretical and empirical literature on training and development, in an attempt to understand the contributions which have been made to date, and to define potential gaps which could be filled by this dissertation. In reviewing the relevant literature, not only is it important to clarify some of the terms which will be used in the study, it is also important to recognise that an understanding of these terms will evolve as the study progresses. In HRD, one of the most commonly recognised approaches to improving performance is training. Training includes instructional experiences which are designed to develop skills and knowledge, to achieve organisational objectives, to assist organisational change, and ultimately, to be applied in the workplace for the sake of organisational improvement (Bramley 1996). Chapter Three describes the research design and methodology employed in the study. To truly understand the impact of a training program on an individuals productivity, morale, behaviour, and understanding within his or her organisation, training must be evaluated long after the session is completed. Through questionnaires, informal conversations and interviews, a greater understanding of the challenges and opportunities faced by the trainees once they complete the training can be reached. Because of limited resources and/or a lack of commitment to examining the ongoing impact of training, this continuous measurement and follow up is not often practiced. The researchers role in this study was that of a participant observer. Participants were aware of the researchers presence and purpose for her involvement. Because the researcher was the instrument in the collection and analysis of the data, he maintained a closeness to the topic, and continually assessed and documented his values, assumptions, and conceptual framework. Detailed field notes and research notes were kept throughout the project, to keep track of emerging thoughts, patterns, and ideas, and to keep the conceptual framework of the project in focus. The researcher remained open to the evolving nature of the study, and understood that it was often necessary to collect additional types of data as the study progressed. In an attempt to produce the most credible, coherent, and potentially generalisable study, the data were collected by using a variety of methodological strategies, to cast a wide net to ensure that the highest quality data were collected. The use of multiple methods, often referred to as triangulation, includes such practices as interviewing, observing, and collecting relevant artefacts or documents, all of which were utilised in this study. Richness of the data, length of time spent in the setting, relationships developed, and the representation of the perspectives of the participants, all contribute to the coherence and comprehensiveness of a study (Erickson 1986). Qualitative data analysis is the process of constructing meaning out of the data and constructing an account. Analysis is the point at which the researcher interacts with the data to construct, reduce, interpret, understand and eventually communicate them and make a connection between assertions and data. Assertions come from data as a whole, keeping in mind the concept of bounded rationality, which says that we cannot collect everything, but we must do as much as possible to insure a coherent and comprehensive study (Simon 1946). To answer the research question for this dissertation, a thorough, constant analysis of the data was conducted, in an attempt to recognise observable themes and patterns, which arose with regard to training transfer. General assertions were made based on those themes and patterns, which emerged throughout the data as a whole. Once these connections were made within the data, the findings are represented to the reader. The training and development will continue to evolve responsibly through a better understanding of the context in which they take place, and the individuals involved. This focus will become clearer through quality research and inquiry, which seeks to understand the contextual elements of Human Resource Development practices within organisations. Chapter Four presents the research findings. Chapter Five focuses on the implications, limitations, significance, recommendations, and conclusions of the study, based on the findings. While the intentions of this project are to contribute empirical and theoretical knowledge to the field of Human Resource Development, it is important to consider the limitations inherent in its design. Openness of the participants, the length of time that must be spent to truly understand the perspectives of the participants, and the exploration of only one technique of one training organisation are limitations which must be taken into consideration in doing this study. It can be argued, however, that the very limitations of qualitative research are, in fact, its strengths. Overview In this chapter, researches related to the impact of training on organisational performance and success. The first part provides a definition of training and development. The second part discusses the training process. Training needs assessment is discussed in detail in the third part. Training evaluation is discussed in the fourth portion. Finally, background information regarding pizza hut utilised in this research is presented. Training and development Human Resource Development (HRD) can be universally recognised as a very effective approach to improve performance within training. Training consists of a variety of experiences that intend to enhance and develop skills and knowledge in order to accomplish organisational objectives, to improve and change organisational aspects within the work place (Bramley 1996; Broad Newstorm 1992). According to Manpower Services Commission (1981) training is a planned process to modify attitude, knowledge, skills, or behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose in work situation is to develop the abilities of the individuals and to satisfy the current and future needs of the organisation. In the same way development is a type of progression in which persons may find it more effective when learning through experiences. It is a procedure that helps people make use of the skills and knowledge that their past teachings and training has given them, this helps not only in present jobs but also anything that may come up in the future. It personifies theories and ideas connected with psychological growth, greater immaturity and increased confidence. According to Ivancevich (2004), training and development are processes that provide (or at least try to) a personnel with information and skills they need in order to understand the organisation and its goals. They are designed to help a person continue to make positive contributions in the form of good performance. Training helps personnel do their current work better while development prepares them for the future. Training is an important process to every personnel. It is a systematic process in which an individual is aided to alter his behaviour in a direction that will achieve the organisations goals. Ivancevich (2004) describes the goals of training as training validity, transfer validity, intra-organisational validity, and inter-organisational validity. Training validity determines if the trainees learn skills or acquire knowledge or abilities during training while transfer validity determines if these learned skills or acquired knowledge or abilities result to improvement on job performance. Intra-organisational validity determines if the job performance of a new group of trainees in the same organisation that developed the program comparable to that of the original training groups job performance. Finally, intra-organisational validity determines if the validated training program in one organisation can be applied with successful results in another organisation. Noe (2003) defines training as planned effort by a company to facilitate personnel learning of job-related competencies including knowledge, skills, or behaviours that are critical for successful job performance. Training helps personnel master knowledge, skills, abilities and behaviours emphasised in training programs and to apply them in their day-to-day activities (Noe 2003). As argued by Noe (2003), training is a process which not only needs basic skills, which would be skills that are sufficient enough to perform ones job, but also needs skills at an advanced levels which enables a person to use high technological information and share it with other personnel. This would be perfect in order to gain competitive advantage. A good understanding of the customer and the system is also a key aspect within training. Al of these put together collectively defines intellectual capital. A training initiative which requires generating intellectual capital is a training which goes by the name of high -leverage training. According to Carnevale (1990), high-leverage training, which is linked to strategic business goals and objectives, uses an instructional design process to ensure the effectiveness of training programs, and compares or benchmarks the companys training programs against other companys training programs( Noe2003). According to Richard M. Hodgetts and Fred Luthans (1976), training is a procedure of changing behaviour and attitudes in a way that increases the success of reaching ones targets. According to both theorists culture, customs and work habits of the local people should also be taught in training process. And if all the above mentioned factors along with other factors are considered properly it would boost towards the success of any establishment. According to Hall (2004). Formal training programs are not seen to be enough in accordance to todays fast moving world. A few other things the author believes is that in order to uphold certain standards that are commercial and cost effective, the people should be execution experts. A lot of senior executives believe that budget will stay tight, even after a full economic recovery, and that headcount, time. IT support, and other resources will continue to be in short supply. The opportunity and demand for enterprise-wide initiatives to bring about wholesale change will only increase. If you are a leader of learning, your future and the future of your organisation depends on your ability to make significant initiatives happen despite the challenges of day-to-day work. To acquire this you need to become an execution expert. Todays best-in-class learning professionals operate differently than those who came before them. Their thoughts are focused on 3 areas: business strategy, resources, and execution. (Hall 2004, p65-6). Two different training methods are identified by the authors (Ferris et al, 2006), the first set of training is described as the routine training which is given to all level of working staff. The other set of training however, is a type of training in which political skills is the main and important component of training and development process and is aimed mainly for senior executives. As the work force moves up the chain of command to higher jobs at wider scales, technical capability is less important and political skill takes its place. When the centre for Creative Leadership studied why once-promising executives failed on the job, lack of social effectiveness emerged as a leading cause. The political skill which is mentioned quite a bit, is a type of skill that distinguishes successful and efficient managers from those managers who are inefficient. It is also an ability which merges together social intelligence which facilitates and adjusts to situations where differentiation and changes are of demand. In return this helps in developing and advancing the working conditions. Training and development at individual level To identify each persons own knowledge, skills and abilities in order to assess each individual and progress them at the pace According themselves. Psychology theorists e.g. Likert (1961), Mayo (1933) cited by Younglin (2001) entails that employee satisfaction and well being are related to performance, but in those theories they did not explicitly hypothesize about the appropriate level of analysis, for example individuals, groups or organizations. Assessments and one to one meetings allow employees to reflect on their own learning needs in relation to their work aims. It also provides well controlled learning experiences linked to professional and administrative needs, goals and job requirements. Individual levelled training and development is the base and the stepping stone of any needs assessment. All managers have different emphasis on specific needs collaborating with their job description, level of education and intelligence experience and personal choice. Focusing on employees individual needs appraisals makes it easier to compile personal development plans that suit each employee according to their own level of competency. Training and development at organisational level It is vital for organisations to focus on peoples capability to foresee, adapt and respond to sudden changes in the environment. Training and development will have to join together it with corporate goals. It must be accurate with what the business leaders are trying to achieve. In order for training to seem more appropriate, its programme will revolve around business related matters for the future. In practice, its achievements will shoulder on developing apparent training objectives from the tactical issues of the business. Effective managers are created in an environment where there is continuity in the learning manner. A high level of experience, expertise and mind power of the internal as well as external trainers is essential, along with their commitment and capability to maintain a healthy relationship committed to management maturity. The method of learning can often engage unlearning certain behaviours and attitudes. certainly, in relation to organisations (Hamel Prahalad 1994, cited in Cole, 2000, p268) found that creating a learning organisation is only half the solution. Just as important is creating an unlearning organisationto create the future, a company must unlearn at least some of its past. According to Cole (2000) training and development of workforce is a concern that is faced by more or less all the establishment. The quantity and excellence of training carried out varies a lot from organisation to organisation. Therefore most of the establishments are adapting systematic approach to the training and development of their employees. Organisations use systematic training cycle to perform a logical sequence of activities commencing within the organisations starting with the training policy, assessment of training needs, carrying out training and evaluations. Cole (2000, p.278) summarises that this training cycle is quite beneficial within an organisation. The systematic approach to training and development arises from the amount of internal and external stress for alteration in the organisation. Firstly in a systematic approach is to develop a policy statement to act as a channel to the organisations intentions regarding the weight and track to be given by to training and development. Secondly initialise a set of roles for those in charge for implementing the policy and thirdly to set up a appropriate structure of training posts and procedures, and to allocate adequate funds to the training establishment. As all the steps are followed with completeness then one can focus on the analysis of training needs, evaluation and review of training carried out. Training policy Establishments mostly deal with a wide range of policies dealing with human resources. Policies are set by the establishments to develop their employees and to monitor their performance by certain training and development programs and courses, conducted internally or externally. According to Cole (2000), training focuses on learning needs and are mainly associated to existing responsibilities and duties which are narrowly linked to short, medium and long term business plans and are seen as an key element of an establishment to prove to its consumers, training and development are the key to success of any organisational goals which indicates the overall plan of an organisation, execution of training and development programs provides a direct link to the organisational goals for those who are accountable for the best possible results. Most of the organisations have a extended tradition of raising their own managers and professionals and providing them with in-house courses according to organisational needs. Some of the organisations rely on external management trainings and courses. Training needs Needs assessment is the process of determining if training is necessary (Noe 2003) and identifying the organisations training needs (Ivancevich 2004) and answering the question of whether training addresses the organisations needs, objectives and problems (Arthur et al. 2003). According to Noe (2003), if the needs assessment phase, the first phase in the instructional design process, is poorly conducted, training will not meet the desired outcome or financial benefit for the company, regardless of the training method and the learning environment. According to Boydell (1985) there are three levels of training needs which are to be studied before putting the programs in to practice. This three-step process consists of organisational analysis, person analysis and task analysis. There are a few factors linked with organisational analysis, such as when given the company resources is the relevant training appropriate, where is training needed in the organisation, which goals can be accomplished through personnel training, and if to determine as to wether or not training can be used to improve a companys success ( Noe 2003, Arthur et al. 2003, Ivancevich 2004). When assessed at an organisational level we must see the general weaknesses the organisation has perceived in its priorities and what would be the prescribed remedy that would be required in alteration of the organisational culture. According to Noe (2003), there are three factors to be considered before choosing training as a solution, these three factors being, the companys strategic direction, managers and peers support for training activities and the training resources available.(Noe 2003) Training to some level should help a company achieve its business strategy. If one was to define a business strategy, it is said that this is an approach which refers to a plan that joins together the companys goal, policies and actions (Meister 2000). Noe (2003) also mentions that the strategic role of training influences the frequency and type of training, and how the training function is organised in the company. (p 42) it is more likely the regularity of training will be higher in companies where training is expected to be a factor in the achievement of the companys business strategies and goals as a post to those companies where in training is done randomly or unplanned. Also it is said that the higher the strategic role of planning, it is more likely that the company will organise the training purpose using a virtual training organisation or corporate university models. (Noe 2003) The managers and peers support for training activities is a critical factor in considering a training programme. To be successful, managers and peers should have a positive attitude in participating a training activity. Furthermore, managers and peers should be willing to provide trainees with infor
Wednesday, October 2, 2019
The Usefulness of Financial Statements Essay -- GCSE Business Marketin
The Usefulness of Financial Statements The primary means of communicating the financial effects of organizational activities and transactions of a company to outsiders is the financial reporting system. This reporting system includes communicating financial information through annual financial statements, as well as through reports filed with the Securities and Exchange Commission, voluntary forecasts, and other financial and nonfinancial releases. Financial statements are the main source of financial information conveyed to parties external to the company. The full set of primary financial statements consists of a balance sheet, income statement, and statement of cash flows. External financial statements have a general purpose and are designed to meet the needs of investors, creditors, and other users of the external reports. They are historical in that they communicate activities and events that have already occurred. Financial statements are prepared on an accrual basis; they measure the impact of events and transactions when they occur and not simply when the cash consequences of such events and transactions are realized. Financial statements are useful in evaluating an enterprise's profitability, liquidity, and long-term solvency and equity structure. An analysis is conducted from the perspective of external users of financial statements and it relies on the annual report of a corporation and other publicly available information. Management, of course, also has access to extensive internal financial data, and their concerns extend to subdivisions of the enterprise, such as the performance of subsidiaries, divisions, departments, and operating functions. External reports are intended primarily for stockholders, creditors, directors, and regulators such as the SEC. Although externally reported information is also useful to corporate management at the highest level, it is far too aggregate to be useful for decision making by lower levels of management. And even top levels of management need financial information for decision making with respect to the performance of the various components or segments of the enterprise. It is vital that managers understand how their corporation organizes itself and at what levels the various functions such as manufacturing, marketing, finance, and research and development are performed. Managers ... ...d profits. It is seldom possible to form a judgment about the performance of an individual segment or division by inspecting the records of only that segment or division. All financial information must be analyzed together to serve useful in and out of a corporate entity. Works Cited: Financial Accounting Standards Board, 1978, Statement of Financial Accounting Concepts No.1: Objectives of Financial Reporting by Business Enterprises (Stamford, CT., Financial Accounting Standards Board). Financial Accounting Standards Boards, 1984. Statement of Financial Accounting Concepts No.: Recognition and Measurement in Financial Statements of Business Enterprises (Stamford, CT.: Financial Accounting Standards). American Accounting Association, 1957. Accounting and Reporting Standards for Corporation Financial Statements and Preceding Statements and Supplements (Iowa City, Iowa: American Accounting Association). Parker, R.H., 1979. Evolution of Corporation Financial Reporting (Nigeria, Africa: Thomas Nelson and Sons Limited). Gray, S.J., 1984. Information Disclosure and the Multinational Corporation (New York, New York: John Wiley and Sons).
Tuesday, October 1, 2019
New York City A Diverse Area :: essays research papers
New York City is a diverse area. It contains hundreds of different tracts with one different from the other. I am going to be comparing Hunter's tract, which is 120 with my tract, which is 721. After comparing these two tracts, I am going to compare them both to the entire city of New York. The pace where I live in is Forest Hills, Queens. NYC contains Demographic Characteristics such as total population. In all of New York, to be exact, there are 8,008,278 people in all. Hunter's tract contains 3,965 people. In my tract there are 5,243 people. By looking at this data, it shows that there is a larger population in my tract. Sex and Age in my tract is similar to Hunter's tract and NYC. In all three there are more females than males. Tract 721 has 46% males and 54% females. Hunter's tract has 43.6% males and 56.4% females. NYC as a whole has 47.3% males and 52.7% females. The difference in all three is the median age. Hunter's tract is the oldest one with 51.1 years. The second oldest one is my tract with a median age is 41.9 years. NYC has a median age of 34.2 years. I believe it is so young because, a lot of babies are being born. Educational Attainment and Income are very important. It matters how much education you have in order to have a good job and a higher income. Hunter's tract is more educated then the tract where I live in. There is an enormous difference between the two. In Hunter's tract, people with no high school diploma are only 3.4%. My tract's calculation for no high school diploma is 17.9%. That's almost 6 times as much. With bachelors degree or higher in my tract, there is 38.7%. In Hunter's tract it is 74.8%. That's almost double. This shows that there are greater amounts of educated people in Hunter's tract then my tract. NYC as a whole has almost the same percentage with no high school diploma as to people with bachelor's degree or higher. No high school diploma is 24.7% and bachelors degree or higher is 27.4%. This shows that there are less educated people in New York. Income is the same as educational attainment. There is a much greater income in Hunter's tract than in my tract. The median household income in tract 721 is $33,402.
The Ball and Chain: Why The NCAA
Be The term, â€Å"student athlete†is a polarizing one. In todays America, college sports particularly football and basketball, are as much a part of the sports enthusiast's landscape as is any professional sport. In any case, with enthusiasm comes money. In this case, billions of dollars are generated by television viewership, merchandise sales and university boosters. College athletes are the driving force behind an industry where television executives, university presidents, athletic directors and coaches are compensated in a manner which makes them among the most wealthy eople in the world.The athletes receive in return an education from a well respected university, along with name and sometimes facial recognition in their fields of interest. However, the student on a physics scholarship receives the same opportunity for education and name recognition in his field that the athlete does. The difference is, the physics student isn't selling millions of dollars worth of Jers eys. The physics student is also allowed to pursue compensation for applying his craft as he sees fit while enrolled at the university while the athlete is not allowed to work or ven accept perks brought about by his celebrity.The National Collegiate Athletic Association (NCAA) serves as the oppressive monopoly which seeks to capitalize on the dreams of young athletes by requiring their servitude, likeness and name in exchange for the slimmest of opportunities to attract employment in their field of interest. Like any other oppressor or monopoly that came before it, the NCAA should be abolished and replaced with a model that is mindful of equality, as well as human and civil rights.The NCAA has blocked every road that an athlete may have to apitalize on his hard work during his time at his respective university. Only recently has the legality of such roadblocks been challenged. Due to its litany of regulations designed to stifle player movement or compensation, many, such as Pulitze r prize winning author and historian Taylor Branch, have argued that the current structure of the NCAA rivals that of a slave plantation or drug cartel.Branch scoffs at the correlation between the terms â€Å"student athlete†and â€Å"amateur,†stating in an article in The Atlantic, â€Å"No legal definition of amateur exists, and any attempt to create one in nforceable law would expose its repulsive and unconstitutional nature a bill of attainder, stripping from college athletes the rights of American citizenship. †(Branch 2). At the heart of that argument is the question, what constitutes an employee? Blacks Law dictionary defines â€Å"employee†as â€Å"a person in the service of another under any contract of hire, expressed or implied, oral or written, where the employer has the power or right to control or direct the employee in the material details of how the work is to be performed†(Muhl 2). An athletic scholarship is clear example of a ritten contract which both overtly and implicitly stipulates that the school is willing to exchange an education for the athlete's services on the school's sports team.
Subscribe to:
Posts (Atom)