Transcendentalist Mccandless

Transcendentalist McCandless What is transcendentalism? How is Christopher J. McCandless a transcendentalist? Transcendentalism is a philosophy, and a way of life. It consists of being a non-conformist, becoming one with nature, and rejecting materialism. Throughout Jon Krakauer’s novel, Into The Wild, McCandless happens to achieve all of the above. â€Å"Whoso would be a man, must be a non-conformist† (Emerson). He defied society, lived in the wild, and never cared about â€Å"things†. He existed off the land in Alaska, the west coast, and even Mexico. McCandless did not want anything else in life but happiness; he found this in the wilderness.As Emerson states in Self-Reliance, â€Å"society everywhere is in conspiracy against the manhood of ever one of its members. † Conforming to society means to not be true to oneself. McCandless thought that conforming to society would make him another robot citizen. He believed in having his own opinion, being origi nal, and living how he wanted to. He proved this by â€Å"wandering across North America in search of raw, transcendent experience† (Krakauer authors note). This describes the adventure of his life, what he wanted, and what his plans were. Nobody knew Chris had planned on this.During his time working at McDonalds, McCandless also refused to wear socks. The assistant manager, George Dreeszen, even says that Chris â€Å"just plain couldn’t stand to wear socks† (40). McCandless did not care what people criticize him for, he did what he wanted to do, not what others told him was proper. In fact, as soon as he was done work he would immediately take his socks off. Another way McCandless proves to being a non-conformist is by living in the Slabs. Anybody could live in the Slabs, â€Å"the retired, the exiled, the destitute, the perpetually unemployed.Its constituents are men and women and children of all ages†¦the middle-class grind† (43). Any type and eve ry type of person lived in the Slabs. Chris felt accepted here, for nobody was judging your every move. By wearing no socks, living in the Slabs, and doing what he wanted made McCandless a non-conformist, a social outcast. Throughout the novel, it is evident that McCandless promotes becoming one with nature by talking about it with other employees when working at McDonald’s, writing about it in a letter to Ronald Franz, and writing about it in other letters as well.For example, in a letter McCandless wrote to Ronald Franz, he talks about becoming one with nature. He pressures how Franz should life his life. McCandless states, â€Å"you must lose your inclination for monotonous security and adopt a helter-skelter style of†¦ Don’t settle down and sit in one place. Move around, be nomadic, make each day a new horizon† (57). McCandless not only wants a life in the wild, he is also trying to spread the wilderness lifestyle to Franz. Likewise, while McCandless wa s employed at Bullhead’s McDonalds, he tends to talk about becoming one with nature.Other employees could tell that he loved nature by spending very little time with him. Lori Zarza, the second assistant manager of the McDonald’s, states that, â€Å"he was always going on about trees and nature and weird stuff like that† (40). McCandless was infatuated over the idea of living in the wild. Moreover, in another letter that McCandless wrote, he talks about how nature has transformed him. McCandless states, â€Å"The beauty of this country is becoming part of me† (91). He is absorbing the country; it is changing the way he looks at life. McCandless can only fixate on becoming one with nature while he is not in its presence.Christopher McCandless rejects materialism during the course of the novel and pursues the simple life by refusing a brand new car from his parents, rebuffing Jim Gallien’s watch, and giving his savings away, and burning his cash. McC andless first rejects materialism by burning all the cash he had left after giving away his savings. He did not wish to be able to use money as a way to help him. â€Å"He changed his name, gave the entire balance of a twenty-four-thousand-dollar savings account to charity, abandoned his car and most of his possessions, [and] burned all the cash in his wallet† (Author’s Note).Any materialistic person would consider him crazy for his bizarre actions. Then, he turns down a brand new car his parents offered to buy him. He believed his car to be in perfect condition. McCandless states, â€Å"I’ve told them a million times that I have the best car in the world†¦ yet they ignore what I say and think I’d actually accept a new car from them† (21). McCandless has visibly made his point that he does not want any â€Å"things†. McCandless then goes on to decline Jim Gallien’s offer to take his watch. He did not want to know the time nor whe re he was.Gallien states that wished not, â€Å"to know what time it is. I don’t want to know what day it is or where I am† (7). McCandless wants to be as free as he can, having a watch will give him too much unnecessary information. A typical materialist has reasons to believe McCandless as outlandish for his discarding of his money, and not wanting a free watch or car. McCandless did not worry about the â€Å"things† in life; he just wanted happiness. Krakauer proved McCandless to be a transcendentalist. McCandless could not care less about the standards that were bestowed upon his generation.He wanted to be himself, not a societal robot. McCandless did not enjoy wearing socks, he lived in the Slabs; a place where almost all non-conformist go. He left the Slabs to live in the wilderness; he worshipped the wilderness, which led to his demise. Of all the things that were offered to him, McCandless accepted none. â€Å"Rather than love, than money, than fame, gi ve me truth† (117). He just wanted the truth to his family. He wanted happiness, McCandless wanted to know everything would be safe and sound. McCandless is a transcendentalist, he only wished to be happy, free of all the â€Å"things†, and in the wild.

Basic Concepts of Effective Communication

Objectives: * Describe the nature of communication in science and technology; * Understand the meaningful process of communication; * Explain the components of communication; * Overcome their difficulties in communication; * Consider the most describable characteristics of an effective style for technical writing; and * Compare and contrast technical writing from nontechnical writing. The nature of Communication Communication comes from the Latin word con-meaning with, munus- meaning a business, communis meaning common, and commonico-to confer or to relate with one another.In layman’s language, communication emanates from the need to share ideas or information from one person to another by the use of symbols such as words, pictures, figures and graphs. Common Concepts about Communication Different authorities have common concepts about communication. Some of these are present hereunder. * Communication is a purposive activity which is prompted by need to express ideas, feeling s, attitude and course of action to attain a predetermined goal * Communication is the process of conveying and exchanging facts, ideas, and research results.Communication is a two-way process which entails a communicator and a receiver. * Communication is a continuing process which Is interactive. * Communication emerges in response to the different functions and contexts that it calls for. Be it oral or written, people communicate to ask and give information explain something, agree or argue with others, narrate or describe an event, report an accomplishment, and so forth. * Communication is needed when recent discoveries, inventions and developments in science and technology are to be disseminated.Its importance is also felt when pertinent information should be imparted through letters, reports and memoranda. People are by nature social beings. They have to interact to attain a common goal. In so doing, use of language to communicate their ideas, opinions and feelings is undeniab ly inevitable. In communication, the skillful use of language can readily influence the opinion beliefs, values and behaviors of the members of an organization. Particularly, the use of simple, concise and accurate language in giving instructions in a certain industry or firm can facilitate mutual understanding between and among employee and employers.Effective communication is one of the determiners of success in any organization. It is an essential instrument in implementing the goals and objectives of a company. It serves as a tool in decision- making , providing permanent record, information from top to bottom level of management, and the like. As such, it plays an important role in the operational efficiency of a form. Written communication, specification reports, could be considered as the prime mechanism by which technical men and businessmen transmit their messages to action. Likewise, jobs to be done in any firm or organization are formally requested through communication.F indings of researches are known through oral and written communication. Oral presentation of reports is usually done in top-level management meetings. Consider the following illustrations: * In the morning, the engineer listens to the weather bureau’s forecast for the day over the ratio. * For a panel discussion, the computer technician presents through Powerpoint each detail of the researcher’s report. * A Veterinary Medicine sophomore writes a research paper on â€Å"The Effects of Rabies on Humans†. Each of the abovementioned situations illustrates the call for communication.The individual, in each of the examples cited, enters the common, shared world of other human beings. Aside from oral and written communication, there are other means of communication like facial expressions, Gestures, nods, signal, marks on paper, electric data and others. However, the raw materials of language are the sounds made by the human voice and the written patterns that are form ed from with them. The Process of Communication The cycle of communication, according to Eugene White , can also be applied in oral communication for science and technology.This is usually done in presenting/reporting periodic activities during meetings with top management. The presentor will undergo eight stages: thinking, symbolizing, expressing, transmitting, receiving, decoding, reacting and monitoring. The speaker will think of what information will be provided to the audience. These ideas which will be transformed into words and sentences will be expressed to the listeners through an organized report. Such will affect the receiver via sound waves. As the message is sent, the reciever’s mind starts decoding the information.The value of the information to the listener/receiver and the clarity of presentation will affect the reactions. Being aware of the audience’s reaction, the presentor and ends with his monitoring activities. Components of the Communication Proce ss The communication process consists of the following components: A. Communication Situation- the particular context by which a need to tell something arises; B. Communicator- the provider of the information; C. Medium- this consist of oral and written modes of communication; D. Information-the message that will be imparted to a particular audience and; E.Receiver- the reader or listener of the information Reports in Communication Process The communication process consists of the following components: A. Communication Situation- the particular context by which a need to tell something arises. B. Communicator- the provider of the information. C. Medium- this consists of oral and written modes of communication. D. Information- the message that will be imparted to a particular audience. E. Receiver- the reader or listener of the information. Reports in the Communication Process How do reports fit into the communication process? It requires a minimum of two persons to communicate.In th e case of superior-subordinate relationship, communication usually emanates from the former if he/she wants a certain course of action to be done. The subordinate, who is the report writer, will research and gather facts in fulfillment of the assignment give to him. If the supervisor is satisfied with the information given, the communication process will stop temporarily. But if it does not meet his standards, additional work will be asked for. Thereby, the process of communication will start again. In sum, communication process is unsending- it’s a continuing process.Suppose the writer developed a description of the three phenomena, all in one paragraph. The paragraph would run quite long. Instead of one long paragraph, write three shorter ones, one on each phenomenon so that the material can be separated into small units. The style which is characterized by objectivity accuracy and conciseness should be utilized to communicate with people who belong to specialized professio ns. Example: Operation was becoming uneconomical both labor and full costs were more than what had been anticipated. -Adapted The word operation has different meanings to different people.In this case, it means a military action or mission. The scientific style of writing uses the third person and the passive voice for an impersonal approach in writing. If possible, avoid using â€Å"I† which will only lead to subjectivity. Technical writing is concerned with the action being done and not the person who has done action. This concept does not imply that the use of personal pronouns and verbs in the active voice is erroneous. However, the adaptation of such will also create another style of writing. Example: Set up the testing equipment in the laboratory and run three tests before I read the conclusions stated in this report. First Person, Singular, Active Voice) The testing equipment was set up in the laboratory and three tests were run before the conclusions stated in this re port. (Third Person, Passive Voice)-Adapted The second example is the style commonly found in technical reports. Qualities of Good and Effective Scientific and Technical Style Some of the qualities that could lead to a good and effective scientific and technical style are the following : * Honesty about facts * Care in obtaining and evaluating the facts * Accuracy in Presenting Data * Dignity and Restraint in Manner Objectivity in Analyzing and Interpreting Information Ways of Presenting Information Different companies have varied ways of presenting information. Some follow standard formats and others adopt their own format. This denotes that all technical writers must consider the usual practice of a certain company and the expectation of the receiver of the message. Hence, the use of formal or informal style is dependent upon context. Personal communication between business associates or personal friends calls for a Personal Writing Style while major reports which are submitted to top management are usually Impersonal in Style.It requires the format of a report. Requisites of a Technical Style The following are the requisites of a technical style in writing: Factual- refers to the orderly presentation of facts and ideas which could be achieved through careful planning. Functional- gives pertinent information and does not amuse or argue with anybody else. Informative- conveys facts and information. Objective- free from biases and prejudices, personal beliefs, emotions and attitudes. Concreteness- tantamount to definiteness, therefore generalizations should be supported by concrete facts or evidences.Consistency- the shift of tense and point of view in presenting a report will lead to inconsistency. Shifting of such will affect the personality of the writer and his style as well. For long and formal reports, it is better to use the third person consistently. Dignity- is achieved when the writer avoids colloquial/slang expressions and contractions. Simplicity- simple and familiar words are more emphatic and striking, hence, highfalutin words are less preferred in technical writing.

Hrm – Motivation and Performance

2. Why is human resource management in general and employee motivation in particular, critical to performance yet challenging for managers? How can managers ensure that they encourage a motivated workforce? Using articles from literature and practical examples develop comprehensive answers to these questions. In today’s corporate environment, there is little room for managers to become nonchalant about their critical role in an organisations growth and development. Human Resource Management (HRM) is an innovative concept that is being employed by businesses all over the world as a measure to remain competitive, or achieve greater competitive advantage, in their respective industries. This essay will discuss what HRM is generally thought to be and involve, and why it is so essential at this point in time for organisations to adopt as an essential part of their business strategy. Employee motivation is a critical aspect of HRM as it relates to employee performance and therefore overall organisational performance. The hardships faced by managers when trying to implement strategies for employee motivation will be observed, as will the strengths and weaknesses of some possible approaches to obtaining and maintaining a motivated workforce. The Importance of HRM. Many organisations have observed the growing need to implement good HRM practices that are continually updated and improved. Broadly defined, â€Å"HRM refers to activities undertaken to attract, develop and maintain an effective workforce within an organisation† (Samson & Daft, 2005). When we break down this definition into its key elements, it can be seen that HRM is extremely complex and involves many dimensions including, but not limited to, competitive pressure, changing social contract, the labour market, new ways of working and stakeholder engagement (Barsky, 2006, Lecture 7). These elements all play a major role in determining how effective an organisation is in its respective field and how it reacts to changes in its competitive environment. Kramer, McGraw and Schuler (1997) assert that in more recent times, competitive advantage is obtained by how an organisation manages its human esources (HR) as opposed to its management of information technology or ‘strategic positioning’. The Australian Federal Police (AFP) are a prime example of an organisation who have been able to effectively integrate positive HRM practices in order to work towards an organisational goal of having a safer country by reducing heroin intake to the point of a ‘drau ght’, as well as obtaining a high rate of employee satisfaction (91%) recorded in 2003 (Way, 2004). It is organisations who strive to give their employees opportunities to further develop and add to their skills base that are seen as advantageous leaders throughout the economy. Further research has shown that â€Å"effective HRM has a positive impact on organisational performance, including higher employee productivity and stronger financial performance. † (Delaney & Huselid, 1996). Ultimately, by managing HR effectively, employers are able to ensure that employees are reasonably satisfied with their job and will in turn strive to achieve their best for their respective employer. Employee motivation in relation to HRM. Behaviour of any kind is often motivated by some force, be it internal or external. Motivation provokes â€Å"enthusiasm and persistence to pursue a certain course of action† (Samson & Daft, 2005), and is a key aspect of a managers role in ensuring that their workforce continue to do their assigned jobs well and productively. Barsky (2006) emphasises the concept that motivation involves a few key aspects. Individual needs create a desire to realize these needs, behaviour is characterised by such needs, and rewards ultimately gratify individuals. Finally, feedback is used to determine if the actions undertaken to satisfy particular needs were appropriate and can be employed again at another time. Because motivation in the workforce involves employees, it can be directly linked with HRM. Such linkage suggests that all managers, particularly HRM managers, play a vital role in ensuring that their workforce remains motivated. There are several approaches to managing motivation. Samson & Daft focus in particular on four agreed approaches including the traditional, human relations, human resource and contemporary approaches. Traditionally, money was seen as a great form of motivation, whereby workers were paid based on he â€Å"quality and quantity of their work outputs† (Samson & Daft, 2005). The human relations approach regards social factors as more important than monetary values, while human resources is an extension of this approach stating that employees themselves are of great importance to an organisation and can make valued contributions towards performance. More recently, the contemporary approach is divided into content, process and reinforcement theories and tend s to cover all of the above aspects of motivation in greater depth with even more emphasis on employee contribution. If employees are not motivated to perform for their respective employees, an organisation can suffer from poor productivity and an overall despondent atmosphere. ‘Sandstrom Products’, a paints and coatings manufacturer, were faced with such a problem when employees began to feel as if they had little or no say or control within the organisation. Leo Henkelman had started out in the lowest job in the plant but had gradually worked his way up to a higher, more respected position of mill operator. However, when he made suggestions for improvement, his ideas were met with little enthusiasm from higher management. He was no longer motivated to perform productively for Sandstrom and became disinterested in his work, as did many other of the companies employees. Needless to say, productivity and profits declined and Sandstrom were forced to change their managerial processes to allow for a more open, trustworthy relationship between employee and employer. Such a change gave Henkelman the respect he craved and now says â€Å"that it would be difficult to work for another employer† (Whitford, 1995). Challenges of employee motivation for managers. Perhaps one of the most difficult challenges a manager can face when motivating employees is the reality that â€Å"people differ not only in their ability to do but also their ‘will to do’† (Hersey & Blanchard, 1977). It is not easy to define exactly what will motivate different people to do certain jobs, for example some people are motivated by money, power, recognition or other incentives such as extra holidays or sick-leave, whilst others are motivated by a more socially responsible need to help others. It is up to management to determine what those motivations might be for the people they have hired and how they might fairly and adequately utilise them in order to gain trust, reliability and increased productivity from their employees. The main idea is that â€Å"organisations offer ‘inducements’ and employees offer ‘contributions’† (March & Simon, 1958). So by offering employees something that they want or need, employers expect to receive positive inputs from their employees. It is in determining what ‘inducements’ to offer that can ‘make or break’ an organisation. Many organisations are faced at some point in time, with the challenge of changing existing processes and procedures because they are no longer working as effectively as they should. When trying to increase motivation, there are many factors that need to be taken into consideration. Organisational goals are the foundation on which such changes should occur; however a careful look at an organisations HR and motivators is perhaps secondary to this function. Steve and Dianne Warren, co-owners of Katzinger’s Delicatessen, tried to implement a change to open-book management involving sharing financial rewards with employees if performance improved. However, the fact that many of their employees were young and not committed to a long-term career with Katzinger meant that they believed they could do little to change productivity in the short-term. Thus, motivation was low because the Warrens had not clearly looked at their HR to see what their wants and needs were (Hofman, 1998). Ensuring a motivated workforce. There is no set way to ensure that an organisation will have and be able to maintain a motivated and effective workforce. There are however models for prescribing what peoples needs generally are such as physiological, safety, belongingness, esteem and self-actualisation (Samson & Daft, 2005). Abraham Maslow (Wallace & Szilagyi, 1982) placed the above needs in a hierarchical structure with physiological needs at the bottom followed respectively by the four other prescribed needs. It is generally recognised that lower-level needs should be satisfied before higher-order needs. When basic needs are fulfilled, other needs emerge and tend to change the motivation and behaviour of an individual. As we reach the higher-level needs we tend to see a vast difference in a persons motivation to work and achieve well. Physiological needs are perhaps the simplest needs to provide for, as this is directly related to monetary units, or how much a person is paid for their work. As we move higher however, it becomes more difficult for managers to pinpoint exactly what to provide for employees in order to satisfy higher-level needs. For many people there may be a slight skew as to the order of their needs based on personality or the particular field of work they are in. Fortune (1985) discusses several business men and women who are typically motivated by differing desires such as listening to client needs, monetary rewards in the form of commissions, the idea that they are ‘helping’ others, or the need to learn from a current situation that is not particularly idyllic. A good manager needs to be able to tap into such motivators and apply them to their respective workforce. CEO Rob Rodin of Marhsall Industries was highly criticised by colleagues and friends when deciding to remove a commissions based pay program for his electronic distributions company in 1992. Instead, he introduced profit sharing whereby everyone’s salary was the same percentage based on company performance. Rodin says that â€Å"productivity per person has almost tripled, and the system is more right today than it was six years ago. People no longer mask real results by shipping early in order to meet quotas or rearranging costs from quarter to quarter so as to make budget. He also believes trust has developed immensely because everyone is there to help each other, not make a large profit for themselves (Colvin, 1998). Rodin carefully looked at his company and was able to see that there was no sense of teamwork or responsibility within Marshall Industries, and that by pro viding the opportunity of profit sharing he was able to promote a sense of equity and fairness within the organisation. Ultimately, a company’s capability in recruiting, training and keeping top-quality employees is a complex process that involves much analysis and continual assessment. HRM is the field from which motivation stems and relates to any aspect involving people within a workforce, and a motivated workforce is a key strategy in obtaining and keeping elite employees. Motivation must therefore be viewed as highly important by any organisation that wishes to keep productivity high and maintain a strong position in the economy now, and in the future. References: Barsky, A. , (2006). Managing People and Organisations, Lecture 7, The University ofMelbourne. Colvin, G. (Aug 1998). What Money Makes You Do. Fortune. Vol. 138, Iss. 4; p213. Delaney, J. T. , Huselid, M. A. (1996). The Impact of Human Resource Management Practices on Perceptions of Organisational Performance, Academy of Management Journal. Hersey, P. , Blanchard, K. H. (1977). Management of Organisational Behaviour: UtilisingHuman Resources, 3rd ed. , Prentice-Hall. Hofman, M. (1998, July). Everyone’s a Cost Cutter. Inc. , p116. Kramer, R. , McGraw, P. , Schuler, R. S. (1997). Human Resource Management inAustralia, 3rd ed. , Longman. March, J. G. , Simon, H. A. (1958). Organisations. New York: Wiley. Samson, D. , Daft R. L. (2005). Management, 2nd ed. , Thomson. Wallace, M. J. , Szilagyi, A. D. (1982). Managing Behaviour in Organisations, Scott,Foresman and Company. Way, N. , (2004, 2-8 September). Feds Democratic Revolution, Business Review Weekly. Whitford, D. (1995, June). Before & After. Inc. , pp. 44–50.

Solutions to Reduce the College Dropout Rate Essay

Solutions to Reduce the College Dropout Rate - Essay Example The high college dropout rate also has many financial implications upon the society as the dropout crisis causes a net loss of $319 billion in the earnings (â€Å"President Obama Announces†). Alternative education options, improved parent-teacher and teacher-student understanding, and the implementation of programs to improve the students’ readiness for college education can help reduce the college dropout rates. Lack of interest in education is the reason behind the dropout of 50 per cent of the population of the dropping out students whereas more than 66.66 per cent of these students dropout because they don’t get any motivation or inspiration from the educational institutions to continue the education (â€Å"President Obama Announces†). This means that a student’s decision to leave the college can be temporal and the student may want to resume the studies from where they were left if provided an opportunity. To facilitate such students, the gover nment should provide the students with alternative pathways to education and training. They can be transfer colleges or work-based experiences that would enable the students to continue their academic and professional development even after leaving the education in the proper channel. This way, a student is provided with an opportunity to revert to the regular channel after some time. Colleges should also alter their teaching practices to provide more individualized and personalized support to the students for engaging them more. A teacher’s understanding of the students’ psychology is fundamental to his/her display of appropriate behavior towards them. â€Å"Experience indicates that helping the high-risk student establish a linkage with the college through either a personal relationship with a staff member, involvement in campus organizations, or a campus-based work assignment appears to be the single-most effective means of reducing attrition† (Jones 17). Inc reasing the engagement of parents in the process can also be quite helpful. The teachers should frequently interact with the parents to find out ways to mutually encourage the students to study. This also makes a teacher better able to understand the psychology of individual students. The US President Obama has recently taken some initiatives to improve the condition in the US. He challenged the states to locate the high schools in the US in which the graduation rate is less than 60 per cent and offered funds to change increase it. The Obama Administration has reserved a total of $3.5 billion for funding the measures to improve the graduation rate in the schools that have been persistently showing a low performance on the graduation. In addition to that, the FY 2011 budget prepared by the Obama Administration is inclusive of $900 million for the support of the School Turnaround Grants. President Obama’s efforts are directed at preventing the school dropout in the US and makin g the learning more involving for the students by use of appropriate recovery strategies. The Obama Administration has also prepared a College Pathways Program with an investment worth $100 million for the promotion of a culture of the students’ readiness for colleges in the high schools. The programs prepared to achieve this provide the students with the opportunity to gain the college credit as well as the high school diploma simultaneously. Concluding, the college dropout rates have been on an increase everywhere both within the

To Investigate whether Different Leadership Styles are Preferred in Essay

To Investigate whether Different Leadership Styles are Preferred in Different Industries, and If So, Why - Essay Example Apart from this the effect of these leadership styles on the organisations will also be examined. The research focuses on the issue of employee retention and motivation. The impacts of different leadership styles on the organisation have been detected in the research. This research will help the organisations to implement better leadership styles to attain better results. Though this research has been conducted based on specific industry but it has a broader application and can be put into effect in context to other industries as well. The research has conducted literature review to highlight the issue in context to autocratic and democratic leadership styles. Literature review is followed by the research design which includes sampling and the methodology process. The research then evaluates the practical and ethical issues related to the autocratic and democratic leadership styles. Finally plan and the time table activities were covered in the research. ... Further leadership styles are required to adapt to the changing organisational environment (Joshi, 2009, p. 68). It is difficult to vote for or against a particular leadership style. Every leadership style is unique in itself. It all depends on the leaders, who apply these different styles of leadership in an organisation (Cooper, 2009, p. 4). Depending on the way different leaders employs their ability, many researchers have found two main leadership styles, the autocratic and the democratic (Kocher, Pogrebna & Sutter, 2009, p. 1). The study on leadership reveals that leadership is an important aspect in fostering passion, imagination, purpose amongst the people. The leadership holds the key to success for an organisation. It is the leadership quality of a leader which makes a big difference in creating right opportunities for the organisation. Leadership also helps to enhance the productivity amongst the employees which otherwise benefits an organisation. Few studies reveal that le aders are in control of rewards and punishments and the interpersonal relationship which has a direct impact on the employee’s behaviour and thereby influences the motivational factor of the employee to a large extent. The effect of leadership style has a greater magnitude as the influence on a single employee gradually impacts the whole group (Warrick, n. d, p. 155). Leadership is based on certain characteristics which have evolved over the time. These characteristics which define the importance of leadership in an organisation can be discussed below: Leadership is based upon mutual understanding between the leader and the follower. The value of leadership holds no place without the followers. The

Success in college Term Paper Example | Topics and Well Written Essays - 1250 words

Success in college - Term Paper Example As far as using the educational resources are concerned, I need to be apt with how these resources are made use of and what the best foot forward is when one thinks about the work representations. I can gain quite a lot if these educational resources are employed in a sound and positive way because this will mean that I am looking forward to receiving the best of education and academic intelligence which is needed in this day and age. This will also guarantee that I am aligned with how to make the best use of the changing technological facets which have come to the fore and which shall have a very strategic bearing on my growth and development over a period of time. For using the educational resources, I need to make the best use of my university library so that the hidden treasures within it are explored to the hilt. The articles, books and journals need to be discerned for finding out the very basics related with the respective subjects. This shall mean that I am doing my utmost to make sure that the wrong concepts and ideologies are taken care of in an appropriate way and any such apprehensions are also kept at bay within the thick of things (Hess, 2001). When one talks about the academic honesty dictum, I need to make sure that I remain one step ahead of the requirements which exist within the related fore. This can only happen if I know exactly how I will plan things accordingly and how I shall be able to reap rich dividends in the coming times. I would like to be head-on with the plagiarism policies which exist within an academic context. In order to be completely at par with the rules and policies, what I need to know is how I can make the best use of these academic principles, ethical considerations and the like so that I remain in line with the changing need dimensions of the time, more so when it concerns with the academic honesty discussions. Any university would dearly have an academic honesty policy that shall have implications for the plagiarism i ssues which come to the notice of all and sundry. These need to be avoided in order to bring upon success which is hidden beneath academic excellence. It is sound to know that in this day and age universities are undertaking efforts and initiatives to make sure that the dishonest students are removed from their realms because they add nuisance value to its lengths and breadths. Therefore all-out efforts should be in place to remain academically honest about one’s dealings and undertakings. From an educational perspective, it is always significant to know and find out what the long term and short term educational goals and objectives are. This means that these educational objectives need to be achieved over a period of time and proper concentration and attention must be paid towards the same. By this, I need to have clarity as far as comprehending how I can achieve success within the shortest possible time and what I need to do in order to bring out the best within my skills, abilities and competencies (McKenna, 2011). Indeed there would be a host of obstacles and difficulties which would stand in my way but what I must do under such circumstances is to make sure that I remain steadfast about my educational priorities and thus give my very best day in and day out. This shall allow me an understanding that I must always remain supreme as far as achieving my

The Case Against Affirmative Action Research Paper

The Case Against Affirmative Action - Research Paper Example For instance, since the blacks were treated as slaves once, it is justified that they should be getting some privileges over and above the whites that perhaps had no connection with slavery. The idea is based upon â€Å"Two Wrongs Make a Right Thesis† (Pojman) Despite all, one might argue essentially on the basis of discrimination alone that affirmative action cannot do justice to the society at large an is ethically wrong. 1. Students who begin their career at a disadvantage will need some thrust or support to move forward. Coming from black families put them often at a disadvantage in terms of economic and social status. They often belong to crime-infected families and are place at a disadvantage compared to the whites. 2. Affirmative action will draw the people from minority groups to choose those profession or academic careers, which they would not have thought in other circumstances. For instance, women are entering into fields of technology. It is important to alter the stereotypes in order to prevent future discrimination. 5. Another argument, which is often put forward states, is based upon â€Å"No One Deserves His Talents†. Individuals do not have claims to any particular merit; hence they will not have access to the better ranks or positions in the society. 1. Discrimination of any sort is bad even if it is biased towards the majority groups. In fact this is a case of reverse discrimination. It is pointless to punish the innocent white people for the wrongdoings of their ancestors. 2. The diversity argument is favor of affirmative action has been discussed before. However, in certain cases where a white policeman might be able to arrest a black criminal better and vice versa might be regarded as a case of merit instead of affirmative action. 3. The ‘No One Deserves His Talents’ is based on the ground – ‘If a person does not deserve what produces something, he does not

Environmental, Health and Safety Term Paper Example | Topics and Well Written Essays - 1500 words

Environmental, Health and Safety - Term Paper Example The term paper "Environmental, Health and Safety" discusses job functions and EHS representative responsibilities related to environmental protection, Worker health and safety, and Environmental protection as seen at Exxon Mobil and Shell Oil and Gas. Both the companies discussed in this paper are incorporated in Texas, USA. Shell environmental job functions entail ongoing effort to uncover ways to help lessen the impact of trade actions all over the world. The company’s environmental professional works in tandem with their business contemporaries across various operations and projects. They also help to sustain the application and development of modern technologies and work together with external partners as well. The EHS representatives of Shell work to avert any incidents that may consequence in leakage of harmful and unsafe substances. The company’s policies have very strong foundations and it also recognizes that a significant oil spill disaster due to company†™s negligence should be dealt by Shell and its representatives. The company outlines prepares and practices disaster management policies in response to events that can create a negative impact on the environment or threaten public safety. Shell’s EHS representatives are committed to mitigating the consequences to the environment and people. The company is passionate about the safety standards both at sea and land. Shell has been working for about over a century in the business of governments, industry shipping bodies and other private stakeholders.

Persuasive Speech Essay Example | Topics and Well Written Essays - 1250 words

Persuasive Speech - Essay Example For every one of us, our childhood was the precious gift by the lord above. But wait, if it was a precious gift for us what about those unprivileged children who are badly struck with the fears of poverty, fear of getting beaten up at work, more precisely, the child labor, fear of being the victim of physical, emotional and sexual abuse. For all those children, childhood means nothing but a nightmare filled with abuses, injuries, pains and lots more. Today I will speak on Child Abuse. Can we spare a minute from our busy lives to think and act against all sorts of abuses to protect our children to save our future generation and our future leaders from all the evils dwelling in our society? Say no to child abuse. Help a child to restore his self-esteem and his confidence but most importantly, his childhood. I was surprised to know when I read that a number of children die of abuse and extreme neglect than of natural calamities. With the passage of time, the percentage of child abuse is soaring day by day and unfortunately. I have never observed any serious efforts or actions taken by the developed societies on this serious problem. How oblivious we are? Today, here with all my heart I condemn child abuse; be it physical, emotional, mental or sexual. Every child has a right to live a life of freedom. They deserve the same share of happiness and joy as we deserved in our times and like many of the privileged children around the world. It is important to understand the term â€Å"Child abuse† before I continue further. Child abuse is a serious injury inflicted purposefully upon a child by anyone who is in the role of his caregiver. Child abuse can be physical, mental, emotional or sexual. Child abuse is a global issue which needs serious efforts by all of us. It has been affecting children from all age groups to 18 years of age. The percentage of reported child abuse cases are increasing day by day. However, it has been observed that a large number of child abuses

Social Forces Shaping Curriculum Planning Assignment

Social Forces Shaping Curriculum Planning - Assignment Example Educational institutions are supposed to there to nurture children of academic excellence as well as mould them to become highly motivated persons of good characters. The world demands that education should be fitted to transform every learner to become leaders and credible of human resource imbued with multi-disciplinary skills and deep understanding of moral values and traditions. The educational curriculum should therefore be designed by improving the universal values and traditions that are consistent to the quest for global peace and human solidary so that they, at an early age, can make or decided with moral choices and will grow to become conflict resolution managers in their respective fields and communities. There is also such need for educational institutions, to be sensitive to the children whose senses of values are gained from irresponsible parents and those whose limited access to education is also compounded with poor value system within the households. Added to these are social realities and forces that have strong influence in the advancement of educative process. Based on reports, the state has decreased the budget of $548 million for 40 states; the pre-K funding per child decreased in an unprecedented by $442 compared to $3,841 last year due to fiscal adjustments; only 15 states are able to maintain quality education; and there are more than 1.3 million learners that are covered under state-funded educational institutions. There is an apparent increase of enrolment too by 10,000 and thus an increase of learners that should be served. Hence, an expected stagnation and resource allocation problem is expected in state-supported institutions, including possible inability of the academe to meet its targeted benchmarks. But the educational institution, no matter how challenged, is always a product of social and economic life, legislative actions and policies, and even of contextual issues including the advancement of technology or the racial tensio ns. All of these are social forces influencing the educational system. But as these social forces are supposed to transcend beyond the sad condition of the educational system and to rise above the circumstances that influence learners’ knowledge acquisition, the education stakeholders should superimpose that curriculum for them to excel from such causality. The curriculum that must be developed should only be responsive to the needs of the corporate world but must also equipped them of knowledge and the universal values that are consistent to the dream of having a national resources that are brilliant, critical, skilled, resilient, culturally-aware, and responsive of sustaining a multicultural identity. As such, the curriculum must emphasize value formation aside from the usual academic courses on science, math, language, and communication. Value-based education uphold that philosophy on valuing self, people, and its environment by exploring all the ethical and moral theories that could be the foundation to improve the moral fiber of a child (Hawkes, 2013). Theories on human behaviours that could assist the young to learn what is right from wrong; moral and immoral; and to make them accountable in their life’s choices and the consequences thereof (Hawkes, 2013). Through this, they will be encouraged find leaders

No Phones in School Essay Example for Free

No Phones in School Essay Cell phones are good for education. Cell Phones are good for education for many reasons. First you can use cell phones for research purposes. Although most schools have at least 1 computer in the classroom and a computer lab, sometimes this still isn’t enough. It can also be expensive to provide a computer to each student at school, so a good option is to use cell phones for research instead. Next, I want to talk about why apps are good for education. Some people think that some apps are bad and kids will get distracted and use them in class. And the truth is that cell phones have many educational apps as well. Which do you think would be more fun and exciting for a student? Either studying with a boring book that is hard to understand, or playing an educational app that is still studying, but much more exciting. I would definitely choose the second choice. Here are some good features of phones that are good for school: 1.Calculator. It doesn’t matter if your phone is expensive or not, almost every single phone has a calculator. Lots of students are required to have a calculator as one of their school supplies, but if they have one on their phone, then they don’t have to get one. 2. Stop Watch. Lots of phones have a stopwatch, which can be used in science class. I know that when I was in public school we used stopwatches all the time for experiments, and the teacher only had 3 stopwatches so we had to take turns. 3. Dictionary. Cell phones can be used as a dictionary, which can be VERY useful in a classroom setting. You can always search on the Internet for the definition, or if you classroom or school doesn’t have wi fi, you can text to 466-456 the word you need defined and Google will text you back the definition of that term.

The Lament for Ignacio Sanchez Mejias Essay Example for Free

The Lament for Ignacio Sanchez Mejias Essay Just like Helen Keller who attempted to attain the summit of her life through her incessant perseverance, I have also been doing my best efforts to achieve constant self-improvement and to work toward my maximum self-actualization. Both Helen Keller and I share one thing in common, that is, we adhere to the same spirit of perseverance and self-perfection. Nevertheless, there is one essential difference. What Helen Keller was trying to do was to overcome her physical predicaments and constraints so that she could behave and do things like a normal person. Being a normal person, I would like to tap my potential to the fullest possible extent so that I can achieve academic and professional excellence necessary for becoming an elite of the emerging young generation. The rapidly growing Chinese economy seems to be providing us with an unprecedented opportunity to our personal fulfillment. Under such circumstances, what we should do is to become fully prepared to embark on our journey of life, to venture into deep waters. As a matter of fact, I have already been making some of the most important preparations for my ambitious undertaking in the future. I completed my undergraduate education from 1998 to 2002 in the specialty of marketing at the Business Administration Department of Institute of XX. Although the Institute is by no means the most prestigious one in China, I have been one of the best students in this Institute. Drawing inspirations from Einstein’s assertion that diligence accounts for 99% of a person’s success, I have endeavored to prove this doctrine through my concrete action. At the very outset of my undergraduate program, I decided that I must make maximum use of all the educational resources available to improve and perfect my knowledge. By the time I graduated, I proved that my undergraduate life was a very rewarding one, embodied in my satisfactory academic performance, important extracurricular activities, a spate of honors and awards, well-developed personal qualities, and recruitment by my Alma Mater. As part of my personal development, my undergraduate career was characterized by constant improvement in academic performance. By the time I became a junior, I was ranked top three in my class. My diligence, sound analytical ability and strong interest in my chosen specialty, all those factors contributed to my sustained scholastic success. Marketing is a subject that encompasses knowledge in economics, management, psychology and other disciplines. This interdisciplinary nature of marketing, plus the challenges of creative thinking that it poses to its learner, helped to strengthen my interest in it as I delved deeper into this subject. As a result, I managed to achieve quite satisfactory scores in all the core courses—Business Psychology, Marketing, International Marketing, Modern Enterprise Management, Public Relations, Market Survey and Prediction, etc. Meanwhile, benefiting from the systematic and rigorous training in economics and management, I have considerably enhanced my analytical skills, which gradually permitted me to grasp the essence of the matter amidst apparently complicated business issues. I also started to reflect on some basis but specific problems in our economy, such as â€Å"Why none of Chinese enterprises have so far failed to enter the world’s top 500? † During my undergraduate program, my academic commitment did not in the least affect my extensive extracurricular involvements. On the contrary, those involvements served to develop my management capacity, interpersonal communication and teamwork. I was a journalist of our Institute’s Journalism Association, reporting on major campus events. I was the chief debater of our Department’s Debate Team and by working closely with my tem members, we won the first prize in our Institute for two consecutive years. My other extracurricular positions included assistant director of the Study Department of the Students Union, director of the Social Practice Department of the Institute’s Students Union, and a member of the Institute’s Students Committee. One thing that should be stressed is that, as director of the Social Practice Department, I successfully launched the final match of Miss Network in XX Province, which was part of XX The match, designed to popularize Internet knowledge and show the charm of the learned women students, produced quite a local sensation. As the main planner of the event, I met and overcame major challenges. I believe I will derive lifelong benefit from this experience. To be engaged in high-level business management has always been my professional objective. As far as I am concerned, this challenging profession is what I am most interested in, one which can allow me to apply my knowledge and expertise to face challenges. With China’s reform toward the market economy, a large number of big enterprises have been created, but over the past two decades, no Chinese enterprise can be found in the world’s top 500. An important factor is that we lack true entrepreneurs and effective ideas of modern strategic marketing and management. This situation calls for well-trained business administrators with international perspectives. An important purpose of your MBA education is to provide systematic theoretical support for solving various business problems while equipping future enterprise administrators with all the necessary managerial skills. In addition, I am deeply fascinated by your MBA program’s competitive and international character. In my proposed program, I will continue to focus on marketing, with special emphasis on studying the advanced marketing strategies and concepts of the world’s top enterprises. It is my conviction that, against the background of economic globalization, an international education can give me far more than the mere knowledge and skills of business administration. As a necessary foundation for my prospective MBA program, I will have accumulated two years of work experience (from 2002 to 2004). Upon completing my undergraduate program, due to my distinguished performance in academic, extracurricular and moral conduct, I was recruited by my Alma Mater to take up a teaching position as a teaching assistant while concomitantly serving as student councilor. For more than one year by now, I have been managing more than 700 students in an entire grade in XX. Although my responsibilities are not those typical of an enterprise, I have derived much pleasure of successful management in ensuring the smooth operation of student life and activities, in addition to promoting my sense of responsibility and managerial expertise. Admittedly, there are important differences between the management of students and the management of employees in an enterprise, I have consciously and creatively applied my knowledge of human resource management that I learned in my management courses. This makes me realize that many theories and approaches of commercial and industrial management can be equally effectively applied to the management of non-profit organizations to improve their operation efficiency. As one of the best-loved XX universities, XX University enjoys a very high prestige for its MBA education. What this University really attracts me is that your university attaches great importance to group research and small-class education whereby students are allowed to collaborate with senior professors to undertake various interesting projects. I believe that this highly interactive and competitive educational model will be very appropriate for me in that it can fully draw out my potential in business management and lay a firm foundation for me to become a business management elite in China. In my proposed study, I will stick to my usual way of self-development—constantly transcending my former self in pursuit of a life of sustained personal development. Just as what Helen Keller said: â€Å"The result of each attempt is a success, and along the ladder pieced together by each individual success, I will ultimately reach the grand altitudes in the deep of the azure clouds—the summit of my hope. †

The Role Of Cocoa In Conflicts Politics Essay

The Role Of Cocoa In Conflicts Politics Essay A great deal of attention has been given to the role of resource abundance in the onset and duration of conflicts. It is difficult to prove that the sole abundance of a certain natural resource can increase the risk of conflict. Different studies emphasize that the mismanagement of resources actually raises the risk of potential conflict.  [2]   Cote dIvoire, a resource-rich country, certainly had the potential to be just another African country in the claws of a resource-motivated civil war. As one of the worlds leading producers of cocoa beans, the cocoa trade undoubtedly played an important role in the countrys conflict.  [3]  Cocoa was used to finance the military expenditures of both government and rebel forces. However, little has been said about the role of cocoa in onset of the conflict. Cocoa cannot be considered the only resource that contributed to the conflict, but one must acknowledge the importance of cocoa. This is the case because it has been the backbone of Cote dIvoires economy for decades. The purpose of this paper is to analyze the role of resource governance in the onset of the conflict in Cote dIvoire. The analysis will be based on resource governance as transparent, efficient and fair allocation of revenues and non-harmful participatory implementation of policies including all relevant actors and affected communities.  [4]  This paper will analyze the governance of the cocoa sector because this sector has been the most important aspect of the countrys economy to date. It will begin with the post-colonial period and the rule of President Felix Houphouet-Boigny, and then continue until the onset of the conflict in 2002. It was during this year that the united rebel forces Forces Nouvelles (FN) managed to gain control of the cocoa-rich northern part of the country. The management of resources, or resource governance, cannot be explained simply via an analysis of a countrys economic policies. It is important to examine both economic and political decision-making processes since the two are often interconnected. This paper will explain the relationships between the states economic and political decisions that, directly or indirectly, contributed to circumstances in which a conflict was more likely to begin. II SHORT OVERVIEW OF THE CONFLICT A former French colony located in West Africa, resource-rich Cote dIvoire was considered one of the most prosperous countries in the region. After gaining independence from France in 1960, it was subsequently ruled for 33 years by an autocratic leader named Felix Houphouet-Boigny. President Houphouet-Boigny is often referred to as the father of the nation. Although rich in various resources such as cocoa, coffee, timber, gold, diamonds, oil and gas, the golden years of prosperity during Houphouet-Boignys government were closely related to agricultural advances. To be more precise, the economic prosperity of the country was primarily due to the export of commodities. Dependence on primary commodities export directly influenced Houphouet-Boignys political platform. The governments policy encouraged migration from neighboring countries (Burkina Faso, Mali, Liberia etc.) to cocoa rich regions. Over time, this drastically altered the ethnic structure of the country. When world market commodity prices fell in the 1980s, the effects were intensely felt in both economic and governmental sectors. Social unrest triggered by the governments unpopular attempts to downsize the unsustainable state apparatus ultimately resulted in the introduction of a multi-party system. The power struggle that occurred following President Houphouet-Boignys death in 1993 planted the seed of the ethnic division in Cote dIvoire. Henri K. Bedie succeeded Houphouet-Boigny. Bedie and other politicians placed questions of identity at the forefront of the political agenda. During this period of economic decline and uncertainty, it was not difficult to manipulate questions of identity that focused on distinctions between local the local first-comers and the migrant late-comers.  [5]  The distinction between foreigners and locals was an important political tool for defining citizenship. When Bedie enacted the new electoral code in 1995, all foreigners lost their right to vote. The new code also required that the parents of any presidential candidate be citizens of Cote dIvoire. Similar practices of exclusion occurred within military institutions. Although Bedie believed such tactics would minimize political opposition, it ultimately resulted in a military coup. In 1999, G eneral Robert Guei came to power. Political violence slowly became entrenched in Ivorian society. This occurred via a violent boycott of the 1995 elections, Gueis military coup and the military and civil unrest which preceded the 2000 presidential elections. When Laurent Gbagbo took over the presidency, he introduced a new program of identification that further deepened the gap between locals and migrants. In September 2002, multiple army personnel staged an attempted coup against President Gbagbo. This led to a de facto division of the country in which southern Cote dIvoire remained under the control of the government and the north was overtaken by rebel forces. French military forces called Licorne monitored a ceasefire-line, the zone de confience. Three rebel movements (Mouvement Patriotique de la Cote dIvoire (MPCI), Mouvement Populaire Ivoiren du Grand Ouest (MPIGO) and Mouvement pour la Justice et la Pix (MJP)) ultimately joined forces and became the Forces Nouvelles (FN). The Linas-Marcoussis Peace Agreement was signed in January 2003. As per the parameters of the agreement, all conflict parties committed themselves to forming a government of national unity. In the following years, both parties repeatedly obstructed various peace efforts following the Marcoussis Treaty.  [6]  After years of sporadic outbursts of violence, the March 2007 Ouagadougou Political Accord (OPA) was signed between president Gbagbo and FN leader Guillaume Soro. Soro was subsequently appointed Prime Minister. Implementation of the OPA has been very slow. However, it provided an adequate level of security and made the November 2010 presidential elections possible.  [7]   Preliminary elections results showed that President Gbagbo had lost the elections to his rival, former Prime Minister Alassane Ouattara. The ruling party contested the results on charges of massive fraud in the northern territories of Cote dIvoire, which were controlled by the FN. International observers disputed these charges. The report of the results led to severe tension and violent incidents. To this date, the dispute over the election results in Cote dIvoire has not been settled. III RESOURCE GOVERNANCE USE AND ABUSE Post-Colonial Period Although often considered the golden years of Cote dIvoire, Houphouet-Boignys post-colonial rule did contribute to the countrys conflict. An abundance of land used for cocoa cultivation triggered the effects of the so-called resource curse. The resource curse thesis addresses reasons why a resource-abundant country fails to use resources in a way that would be economically beneficial. It refers not only to the socio-economic development of the country, but also to its governance and prospects for democracy.  [8]  The following chapter will analyze resource governance, economic development and the political decisions of Houphouet-Boignys government. It will demonstrate that these factors ultimately contributed to the onset of the conflict. 1.1. Economy, Politics and Policies Cote dIvoire gained its independence from France in 1960. By 1978, it was already one of the worlds leading cocoa producers. Cocoa, or more broadly the agricultural sector, constituted the backbone of the countys economy. Agricultural growth was mostly due to the conversion of forest areas into cropped areas and a shift in production from food stuffs to highly remunerative coffee and cocoa. Liberal immigration policies promoted by the government attracted a foreign workforce from neighboring countries. Rapid deforestation carried out by immigrant farmers later impacted agricultural capacities. 1964 marked the establishment of an important governmental institution. Caisse de Stabilisation et de Soutien des Prix des Produits Agricoles (CAISTAB) commercialized the cocoa and coffee sectors and guaranteed a fixed price for farmers through an advance sale system. CAISTAB bought cocoa directly from farmers and then sold it on the world market. The differences between the world market prices for cocoa and the prices paid to farmers were significant. The management of public revenues from cocoa was far from transparent and enabled government officials to indulge into corrupt activities. However, CAISTAB did bring about government investment in economic infrastructure and other services of great importance to farmers.  [9]   In 1967, President Houphouet-Boigny issued a decree stating that the land belonged to the person who cultivated it. This caused patronage relationships to form between the local landowners and the migrants who came to work the land. It essentially meant that the new laborers could sell part of the crops they helped produce. These relationships were often regulated through informal agreements between locals and migrants. However, some migrants gained land access on the grounds of a valid principle of entitlement to rights by virtue of invested labor (and not by virtue of descent), which was fostered by Houphouet-Boignys policies.  [10]  Migrants were also given the right to vote. The subsequent impact of this policy and its relation to the onset of the conflict will be discussed later in the paper. Cocoa prices continued to rise on the world market during late 1970s and revenues further contributed to Cote dIvoires development. CAISTAB, a stabilizing factor, ensured good prices for the farmers and continued to stimulate cocoa production. Additionally, inclusive politics regarding migrant farmers lended political support to the regime. The government was able to purchase social peace by ensuring that different ethnic groups received a share of the revenues. However, macroeconomic imbalances had grown to unsustainable levels, and the country carried a budget deficit of approximately 10% GDP. This was primarily a result of debt servicing problems due to rapid build-up of external debt during the second half of the 1970s, as well as inefficient resource allocation.  [11]  Unsustainable development and governance were only possible due to soaring cocoa prices on the world market. It is important to stress the interplay between the socio-economic, political and institutional dimensions. Lack of transparency regarding the distribution of revenues via CAISTAB and the nature and efficiency of infrastructural investments indicate the presence of politically motivated state activity in the economy. Most state investments were typical white elephant projects  [12]  that did not contribute to the countrys overall development.  [13]  Undoubtedly, there was too much government interference in economic activities. This resulted in the insufficient development of a strong, independent private sector vis-a-vis the government. Concurrently, Cote dIvoire endured widespread corruption and an absence of government accountability due to an autocratic regime and a lack of checks and balances. The Cocoa War Whether or not certain regime types are more susceptible to conflict than others is subject to debate. What is known is that the type and quality of political institutions that develop overtime within a country may determine how natural resources are managed.  [14]  The government failed to contribute to economic diversification or invest in infrastructure for cocoa processing. As the prime recipient of vast amounts of external rent, Cote dIvoires government had no intention of changing its policies or cutting excessive public spending. Excessive state intervention in the agricultural sector, dependence on cocoa export and an inefficient public sector all played a role in Cote dIvoires economic development when world market cocoa prices collapsed in the 1980s. The governments response was the two year Cocoa War in which a government-imposed cocoa embargo sought to influence global prices. This plan backfired and only proved beneficial to other cocoa-producing countries. When Cote dIvoire returned to the market, its share in world production was reduced to 20% and prices for farmers were halved. As the country hovered on the verge of bankruptcy, state expenditures were reduced. International financial institutions, such as the World Bank (WB) and International Monetary Fund (IMF), intervened. Cote dIvoires government was pressured into downsizing its large civil service and introducing greater transparency. CAISTABs powers were restricted and farm gate prices were cut by half. Succumbing to both pressure at home and abroad, the government introduced a multi-party system. Cote dIvoires high dependence on primary commodities export made it extremely vulnerable to external shocks. Furthermore, such vulnerability and dependence compounded the risk of potential conflict. The correlation between different economic characteristics such as dependence on primary commodity exports, low average incomes and slow growth played a role in increasing the risk of civil war.  [15]   New Government, Old Governance After Houphouet-Boignys death and forced political reform that introduced a multi-party system, the political arena was primed for a power struggle. New political circumstances and the continued economic downturn only increased overall political and social instability in the country. The following chapter will stress the lack of political will to introduce new, effective measures and ease the governments grip on the cocoa trade. It will also illustrate the political manipulation of identity. 2.1. CAISTAB and its Successors A scandal involving the embezzlement of 34.5 million USD in European Union (EU) credits intended for health care projects caused the WB and IMF to liquidate CAISTAB.  [16]  This resulted in even greater pressure on Cote dIvoires government to liberalize the cocoa market. Although liberalization meant the discontinuation of guaranteed prices for farmers, it did not improve their wages. Following CAISTABs liquidation, new institutions to govern the cocoa (and coffee) trade were formed. In barely a year, five new institutions came into existence. These included the Autorite de Regulation du Cafà © et du Cacao (ARCC), Bourse du Cafà © et Cacao (BCC), Fonds de Regulation et de Controle du Cafà © et Cacao (FRC), Fonds de Developpement et de Promotion des activites des Producteurs de Cafà © et de Cacao (FDPCC) and the Fonds de Garantie des Cooperatives Cafà © et Cacao (FGCCC). In order to fund the rapidly multiplying cocoa institutions, the government introduced new levies on each kilogram of exported cocoa. This had a direct impact on the farmers wages, as exporters simply transferred the cost of levies to the farmers. The reform of cocoa governing institutions only permitted diversion of cocoa revenue à ¢Ã¢â€š ¬Ã‚ ¦ for private purposes and towards off-budget expenditure by the Government, particularly military spending.  [17]   2.2 The Question of Identity Political opponents manipulated identity issues as a means of maintaining power. The distinction between the first-comers, or autochtones, and the late-comers, or allogenes, became central to the ongoing power struggle. In 1995, President Bedie enacted a new electoral code that exempted foreigners from their right to vote and stipulated that the parents of any presidential candidate hold Ivorian nationality.  [18]  This meant that approximately 25% of the population (mostly in cocoa rich regions) was deprived of its right to vote or run for president. Additionally, the parliament passed a new land law excluding non-Ivorian planters from acquiring land titles in principle (Art.1).  [19]  Due to the overall instability in the country, this law was never enforced. President Gbagbos contribution to the issue was the introduction of a new program of identification based on the concept of autochtony.  [20]  This new concept made it even more difficult for migrants to prove thei r village of origin  [21]  , thus further contributing to the autochtone allogene distinction. The lack of positive effects of liberalization coupled with the continued mismanagement of cocoa revenues through state institutions contributed to overall economic decline. High unemployment rates in urban areas put more pressure on the areas where cocoa was cultivated, because many youth returned to their villages and attempted to claim the land from migrants. Questions of ownership naturally arose. The 1967 decree stated that the land belonged to the person who cultivated it.  [22]  However, this principle now came into conflict with the principle of intergenerational justice, which guarantees the younger generation appropriate access to family land.  [23]   Onset of the Conflict The politization of the identity question that ethnically divided the country was a result of a fight for control of the countys vast resources. Continued poor resource governance further destabilized the economy. The following chapter will analyze the development of the discourse of grievance. 3.1. The Discourse of Grievance The grievance hypothesis suggests that part of a certain population, or a certain region of a country, may feel deprived of the benefits of resource-related income and therefore decide to fight.  [24]  In the case of Cote dIvoire, the fact that migrants were working the cocoa land turned out to be crucial. This is because the cocoa production sector was most affected by the governments suicidal economic strategies. Collier argues that rebel organizations develop a sense of grievance in order to function.  [25]  However, concerning Cote dIvoire, one may ascertain that the government actually fomented an objective sense of grievance among the migrants. This sense was then further exploited by the rebels. Collier argues that the motive itself (i.e. the real or imagined grievance) is not the core determinant regarding whether or not a country will experience civil war.  [26]  What appears more important is the feasibility of predation which determines the risk of conflict.  [27]  Different studies of Cote dIvoire do not examine whether the cocoa trade was used to finance the onset of the conflict. These studies find evidence suggesting that the FN rebels illegally traded diamonds and gold in order to finance themselves. Cocoa has been identified only as a resource that contributed to the duration of the conflict. Still, cocoa was a substantial source of revenue for the FN rebels. As soon as the rebels managed to seize power over the northern part of the country, they began taxing cocoa. They introduced the so-called protection taxes for travel within the FN controlled zone. Additionally, all trucks were weighed and the additional tax per kilogram of cocoa had to be paid. This s ystem later developed into an official taxing body called Le Centrale. Collier argues that sense of grievance alone is not enough for a conflict to start. Rather, it is the feasibility of the rebellion that will determine whether a country will experience civil war.  [28]  In the case of Cote dIvoire, both of the factors were present. The negative effects of poor resource governance, along with a number of political and judicial decisions, created an objective sense of grievance among the migrant minority and inspired this segment of the population to take up arms. Although the lootability of cocoa itself is debatable, the taxation system imposed to collect revenues from the cocoa trade was very profitable. IV CONCLUSION In Cote dIvoire, both resource governance and political decision-making processes had a significant impact on the later onset of conflict in the country. This interplay resulted in circumstances that made conflict more likely. The post-colonial autocratic regime of Houphouet-Boigny led to a government apparatus with full economic control. The lack of transparency and government accountability resulted in populist redistribution policies. The expansion of cocoa production and favorable policies for migrants changed the ethnic structure of the country and played a significant role in the onset of the conflict. Although favorable migrant policies might have been good for the countrys economy at one point, one other reason for their implementation was the fact that migrants were good soldiers and gave the government more legitimacy. Such policies were implemented in a country with no democratic institutions and under developed human rights mechanisms, which later made it possible for other political actors to abuse them. Mismanagement of cocoa revenues through CAISTAB made the country dependant on primary commodities export and therefore vulnerable to external shocks. The clumsy political and economic reforms that followed did not deliver the expected results and only paved the way for further instability. The manipulation of identities was the outcome of a power struggle due to the recently introduced multi-party system. Further mismanagement of resource revenues through new cocoa institutions, continued high public spending and forced liberalization of the market caused high unemployment rates and impoverished the population. One cannot say that the attempt to democratize the country and liberalize its economy was wrong, but one can question the way new rules were imposed. The country did not possess basic democratic mechanisms, an efficient system of control, or a satisfying level of transparency. The state was not ready to give up its piece of the cake from cocoa revenues and start playing fairly on the new liberal market. Ultimately, farmers had to pay the price. Growing unemployment rates, especially in urban areas, caused people to return to their villages and try to claim their land from migrant farmers. Unclear ownership of cocoa land impacted the developing identity issue by deepening the gap between the autochtones and allogenes. In addition to being deprived of some basic human rights, this raised the question of the access to cocoa land they considered their own. The farmers were also affected by the overall economic instability in the country and bore the weight of the governments reforms. Ultimately, the stage was set for the feeling of objective grievance to develop and serve as a motive for the onset of conflict. In the case of Cote dIvoire, the root causes  [29]  of the conflict were socio-economic development (dependence on primary commodities export, slow economic growth, high poverty rates, forced institutional reforms, liberalization of the market), state institutions (CAISTAB, new cocoa trade institutions), political processes (migrant policies, introduction of new democratic institutions, politization of the identity issue) and government accountability (lack of transparency resulting in high corruption levels, mismanagement of resource revenues). In order to understand the conflict in Cote dIvoire, it is important to analyze the interplay of all of these factors. These factors developed the sense of grievance and provided the motive that aggravated and triggered the conflict. The means and opportunity for sustaining the conflict were provided through the lucrative taxation system imposed by the rebels. V BIBLIOGRAPHY Basedau, M., Ley, J., (2005). Conceptualizing the Resource Curse in Sub-Saharan Africa: Affected Areas and Transmission Channels. In M. Basedau A. Mehler (Ed.),  Resource Politics in Sub-Saharan Africa  (pp. 9-24). Hamburg, Germany: The Institute of African Affairs. Basedau, M., (2005). Resourse Politics in Sub-Saharan Africa beyond the Resource Curse: Towards a Future Research Agenda. In M. Basedau A. Mehler (Ed.),  Resource Politics in Sub-Saharan Africa  (pp. 325-348). Hamburg, Germany: The Institute of African Affairs. Central Intelligence Agency, (2011). Africa: Cote d Ivoire. Retrieved January 24, 2011, from https://www.cia.gov/library/publications/the-world-factbook/geos/iv.html. Collier, P., The World Bank, Development Research Group. (2000).  Economic Causes of Civil Conflict and Their Implications for Policy. Washington, USA: World Bank. Global Witness, (2007). Hot Chocolate: How Cocoa Fuelled the Conflict in Cote dIvoire. London, UK: Global Witness. Retrieved January 20, 2011, from http://www.globalwitness.org/library/hot-chocolate-how-cocoa-fuelled-conflict-c%C3%B4te-d%E2%80%99ivoire. International Cocoa Organization, (2001). Annual Report for 2000/01. London, UK: International Cocoa Organization. Retrieved January 20, 2011, from http://www.icco.org/pdf/An_report/anrep0001english.pdf. International Cocoa Organization, (2002). Annual Report for 2001/02. London, UK: International Cocoa Organization. Retrieved January 20, 2011, from http://www.icco.org/pdf/An_report/anrep0102english.pdf. Ross, M. L., (2004a). What Do We Know About Natural Resources and Civil War?.  Journal of Peace Research, 41(3), 337-356. Ross, M. L. (2004b). How Do Natural Resources Influence Civil War? Evidence from Thirteen Cases. International Organization, 58 (1), 35-67. Schure, J., Guesnet, L., Mà ¼ller, M. (2010). Natural Resources in Cote dIvoire: Fostering Crisis or Peace? The Cocoa, Diamond, Gold and Oil Sector. Bonn, Germany: Bonn International Center for Conversion. The World Bank, Occidental and Central Africa Department. (1994).  Republic of Cote dIvoire: National Agricultural Services Support Project (No. 12388 IVC). Washington, USA: World Bank. The World Bank, (2011). Data. Retrieved January 27, 2011, from http://data.worldbank.org/country/cote-divoire?display=graph.

Essay --

The events of Hara-kiri can be contextualized within a span of time that saw both the end of decades of war, and the unification of Japan. The unification of Japan ushered in a new line of Shoguns, Shoguns with the momentous task of designing a social and legal system that would prevent the usurpation of power by the many fringe yet powerful daimyo. Believing in the Machiavellian idea that â€Å"fear is simply a means to an end, and that end is security for the prince,† the Tokagawa Shoguns implemented a series of policies in which petty crimes were met with harsh punishments. To any astute observer, such a legal system is sure to breed hypocrisy. Indeed, it was during this time that the bushido code’s emphasis on honor dwindled. To most samurai during this time, the bushido code’s high standards of honor were unobtainable2, making disobedience common and sometimes unavoidable. But to acknowledge disobedience meant certain death, and was thus unheard of. It was i n this unjust milieu that the events of Hara-kiri unfolded. Both Motome and the retainers of the Iyi were honorable samurai motivated by an inextinguishable desire to protect the ones they love; however, the unjust policies of the Shogun made this desire incompatible with the high standards of the bushido code, driving both parties to reluctantly defy the code. The use of the armor in the first scene establishes that the Iyi are honorable samurai, and shows their desire for the public to perceive them as such. The scene begins with a close up of the helmet. The camera is held at eye level, allowing the viewer to look directly into the eyes. The camera then switches to a position below the midline, close to the feet and points upwards at the helmet, the view of a person on hi... ...triguing to consider Motome’s state of mind when as he commits seppuku. Did he die hating the Iyi for allowing him to commit seppuku? Or did he ultimately realize the foolishness of his actions and that the Iyi had no other alternative? The latter is most likely true. In the moments before his death, we see Motome with his head down. He is relaxed and calm, his irrationality gone. He realizes that the Iyi’s decision to allow him to go through with his seppuku was not born out of greed or hate, but out of love, a love for the members of the clan and a desire to protect them from the possible repercussions of dishonor. He then breaks the clam, takes his sword, but he does not fight like Tsugumo does. He thrusts the sword into his stomach, performing seppuku for the retainers of the Iyi and their wives and children, ensuring none of them will ever be in his situation.

Alexander The Greats Struggles :: essays research papers

Alexander The Great’s Struggles Alexander the Great was most likely the greatest leader ever. His tactics and reasoning are still studied all over the world even after 2,000 years ago. Being a teenager from a divorced family and forced to rule at such a young age intensely impacted Alexander’s Life. According to records, he was said to be a heavy drinker and because of his mother’s excessive praise, believed himself to be a god. His loyalty, ego, and ambitions are a few of his life struggles that are still scrutinized today.   Ã‚  Ã‚  Ã‚  Ã‚  Alexander was very loyal to his country and parents. When he was still a young teenager, his father gave him the task of ruling the small region of Pella. This allowed Alexander to prove to his father that he could be a competent ruler. When Alexander and his father, Philip, fought Macedonia, Philip was surrounded. Alexander bravely jumped in and saved his father from sure death. Alexander demonstrated loyalty to his mother by staying with her through her exile from Philip. This showed how much pulling and tugging went on to win Alexander’ favor that enviably killed Phillip by not knowing who to be loyal to. Upon their return three years later, Alexander’s mother requested to be allowed to rule with him, once Alexander became king. She knew that would be the only way she could regain power. When Alexander turned twenty, his father was brutally murdered by Alexander’s friend. This demonstrated once again how loyal Alexander was to his father, and how difficult a decision it was to pick sides between his father and mother.   Ã‚  Ã‚  Ã‚  Ã‚  Alexander had a strong ego beginning at birth. Even from the cradle, his mother taught him that he was a god, so he grew up believing it was true. There were many reasons why Alexander’s mother believed him to be a god. When he was born, earthquakes shook the ground, there was a comet, two eagles perched, and lightning a temple and burned it to the ground. She believed those were signs from the gods. When Alexander was just a young buy, he went into the woods and killed a mountain lion with his bare hands to prove he was a god. This act convinced almost everyone that was Alexander indeed, was a god. Aristotle, his teacher for many years, said that Alexander had one of the greatest minds ever. He taught Alexander to trust no one and to learn how to be alone because one day, he would.

Hitchcock’s Use of Technical Signatures in his Film Vertigo Essay

Hitchcock’s Use of Technical Signatures in his Film Vertigo The films of Alfred Hitchcock provide some of the best evidence in favor of the auteur theory. Hitchcock uses many techniques that act as signatures on his films, enabling the viewer to possess an understanding of any Hitchcock film before watching it. His most famous signature is his cameo appearance in each of his films, but Hitchcock also uses more technical signatures like doubling, visual contrast, and strategically placed music to create suspense. Hitchcock’s use of doubles is apparent throughout most of his films. In Vertigo, the image of Madeline and Scotty’s passionate embrace is repeated several times during the film. In Scotty’s life, Hitchcock also places many instances of doubles, such as the two women he loves, Madeline’s dual roles as two different women throughout the plot, and the two identical deaths of the women he witnesses. Doubling is also apparent between Madeline and the fictional Carlotta, especially in the scene in the art museum, where the flowers, the hairstyle, and the position of Madelin...

Hobson’s Choice Summary Essay

The class divisions of the 1880s are clear to see in the little scene when Alice, Vickey and Hobson find out Maggie intends to marry Willie. Alice says, ‘what you do touches us’ and this is true, as Maggie’s marriage to a man from a lower social class would be seen by many as a disgrace. Hobson says that Willie’s father was a ‘work-house brat’ and that he would be the laughing stock of Salford if he allowed Maggie to marry one of his workmen. At this stage, Maggie does not seem to be thinking about starting up in business on her own, merely working in the shop as before but being paid for it. Willie seems to be a down-trodden, easily intimidated man. He has no doubt been bullied by Hobson for years. Hobson however misunderstands Willie when he takes his belt to him as this physical insult changes Willie immediately who is outrage and, in his temper, kisses Maggie. Hobson is amazed and doesn’t know how to respond. ACT TWO Scene One Act Two opens a month after Maggie and Willie have left Hobson’s. The business is obviously in trouble and Alice and Vickey are finding it hard to manage things without Maggie. We learn that they have lost a lot of their high-class trade. Alice doesn’t know how to organise the work in the workshop and tells Tubby to carry on making clogs. Hobson is spending more of his time in the Moonraker’s. Alice is finding it difficult to balance the books. This brief scene serves to prepare us for the decline of Henry Hobson and the rise of Willie Mossop. Vickey and Alice wish they were married and their plans will soon be furthered as a result of their father’s excessive drinking. Scene Two Maggie announces that she has heard of the relationship between Vickey and Freddy. She sends Freddy to fetch Albert Prosser. Freddy explains that Hobson has fallen down their cellar trap and is unhurt but sound asleep on some bags. Notice how quickly Maggie thinks. She has just met Freddy outside Hobson’s shop and from what he has told her, immediately works out a plan to get money out of Hobson for the weddings of her sisters. Scene Three We learn in this scene that Willie now has his own shop. Maggie is obviously proud of the progress they have made in such a short time. She is determined that Willie will be treated with respect as part of the family and makes her sisters kiss him as a token of their acceptance of the situation. Maggie is also quick to cut Alice down to size when Alice says, scornfully, ‘Willie Mossop was our boot hand’. She is quick to point out that Willie is master of his own business and her sisters are just shop assistants. Maggie announces that she and Willie will be married at one o’clock at St. Philip’s church. She buys a brass ring to use as a wedding ring. This shows that Maggie has her feet firmly on the ground as she is not prepared to waste money on sentiment when they need all the money they can to get their business off the ground. Willie and Maggie use a hand-cart to take away some of Hobson’s old and unused furniture. Alice and Vickey are appalled that Maggie is willing to live in two cellars using secondhand furniture. Alice and Vickey clearly want to start married life with everything new and this shows the difference between them and Maggie. Vickey’s selfish streak is apparent when she sees the two broken chairs Will is carrying out and immediately resents Maggie having them. Maggie has always been confident and in this scene is even more sure of herself. Her language is the language of command. When Alice tries to tell her that she doesn’t know what she is aiming at, Maggie replies swiftly, ‘The difference between us is that I do. I always did’. There are also signs in this scene that Willie is growing in confidence from the timid, frightened, dirty workman who first appeared.

Functions & Responsibilities of Hr & Admin Department of Rcl

Chapter: 1 Introduction 1. Background of the report After completion of MBA program students have to do internship in an organization for the fulfillment of the Degree. Internship program gives an opportunity of learning the real working dynamics and applied knowledge of Business Administration. I complete my M. B. A program from department of Management Studies, University of Chittagong. To complete the academic requirement I did my internship at HR department of Royal Capital Limited.My internship topic was â€Å"functions & responsibilities of HR and Admin department of Royal Capital Limited. This report is prepared to focus on the functions and responsibilities of HR and Admin department of Royal Capital Limited. 1. 2Rationale of the report Internship program is the part of MBA program which gives a scope to MBA students to prepare a study report focusing solution to problematic issues of management of the organization. It is an opportunity to gather practical knowledge and redu ce the gap between theoretical and practical knowledge.It also gives opportunity to the future managers to deal with practical problems and give solution in real business life. I did my internship in Royal Capital Limited which is a leading equity brokerage house in the country. My internship report is based on the practical experience through working at the HR department of the company. 1. 3Objectives of the report The main objective of this report is to fulfill the academic requirement as well as the following objectives: †¢ To understand the Human Resource Management practices. †¢ To have a clear picture of the basic HR functions. To identify the clear picture of HR practices in RCL. †¢ To analyze the performance of the HR & Admin department of RCL. 1. 4Methodology and Data collection The report is prepared on the basis of experience and data collection through direct supervision at the work place. The methodology followed for the purpose of the study has been desk research as well as field survey. The desk research method has been followed to review the existing literature on the subject. Both primary and secondary data were collected to prepare the report.The main sources of the primary data to prepare the company profile and its performance had been collected from organization’s web site and the concerned with HR Manager of Royal Capital Limited and secondary data collected from the web site and books for the purpose of preparing the literature part. 1. 5Scope of the report The report is prepared on the basis of direct supervision and collection and analysis of primary and secondary data. It provides information of a successful broker house, its practice and prospect of HR and Admin department.It will guide and give complete idea to a learner and clients about broker house and its activities. This report also provides gridlines to a learner about practice of HR and functions and responsibilities of HR and admin department. 1. 6Limit ations of the report The study has been conducted subject to certain limitation. The rate of success of my study may be limited as I might have failed to collect proper information due to lack of my experience, some data could not be supplied for their confidentiality and official secrecy. The secondary sources of data were not available and well organized.In addition to the above, RCL is a private limited company, which does not does not provide with all the necessary information as required due to their sensitivity and competitiveness in regard to its competitors. In spite of these limitations, I have tried my best to pinpoint various findings of this company. I, therefore, hope that the study will be evaluated subject to the recognition of the above limitation. 1. 7MY WORKING AREA As I complete MBA program major in HRM from department of Management Studies, University of Chittagong my interest was to know the HR practice in real life in the organizations.I got the opportunity to work in the HR department of Royal Capital Limited under HOD-HR manager. My internship topic was â€Å"functions & responsibilities of HR & Admin department of Royal Capital Limited†. My organization supervisor helps me to closely work with the functions and responsibilities perform by them to successful continuation of a company in the competitive business environment. Chapter: 2 Company Overview 2. 1Royal Capital limited Royal Capital Limited is a leading equity brokerage house in the country.It has diverse clientele of institutions, high net worth individuals, foreign funds and retail investors which help to success in the market. Royal Capital Limited was established in 1995 and over time become one of the largest stock broking companies in the country. Side by side it has also dealership licences. It’s a member of Dhaka and Chittagong Stock Exchange. Its authorized capital is TK 150 million; paid-up capital is TK 65 million. There are 12 offices and branches of Ro yal Capital Limited situated in Dhaka, Chittagong, Feni, Jessore, Bogra and Khulna.Its corporate head office is located in Chittagong. Its number of employees is 110. The number of Beneficiary Owner Account holders is 37,112. Its daily average turnover is US $ 1. 7 million. The market share of Royal Capital Limited is 1. 20%. Royal Capital Limited is a depository participant of Central Depository Bangladesh Limited. Mr. A. Q. I Chowdhury, OBE is the chairman of the company, a prominent business personality of the country. He has a good track record of running the manufacturing and service oriented multinational company like James Finlay Plc for the last 20 years.He was awarded by Her Excellency Queen Elizabeth II the â€Å"Order of British Empire† (OBE) for his contribution to the society and ethical business. Under his leadership a young dedicated, skilled professional team has been develop to render the service as required by customers. 2. 1. 1Mission The mission of Royal C apital Limited is to develop the company into an ideal and antique financial institution by providing excellent financial service to its customers. 2. 1. 2Objectives of Royal Capital Limited Success of an investor depends on good understanding of market, reliable information, sound fund management and risk planning.Royal Capital Limited is the right place to get all those services. It has already gained confidence of Investors of all class for its sincere efforts to assist client in every possible way. Objectives of Royal Capital Limited are as follows: ? To help client understand investment choices. ? To provide timely account and transaction information that accurately reflects the investment positions of the client. ? To Build and justify clients trust. ? Provide clients with frank, timely feedback on how we are doing and how we can improve our service to clients. 2. 1. 3ManagementRoyal Capital Limited has a policymaking body which consists of 7 members of whom 2 are elected. The board comprises of one Chairman, one Managing Director, three directors and 2 members. It has provision for 23,000 clients. The executive power of RCL is vested with the Department Manager. 2. 1. 4Sister concerns The followings are the concern business of Royal Capital Limited: ? Royal Trade International ? Royal Cuisine ? Royal Garden. 2. 2Major businesses and product divisions As a broker house Royal Capital Limited perform following activities: ? Brokerage Activities:Royal Capital limited provides trade execution activities for clients in Dhaka and Chittagong Stock Exchange under Securities & Exchange Commissions Law. ? Dealer Account: The SEC Act defines a dealer as someone who is engaged in the business of buying and selling securities for his own account that would require their registration as a dealer under SEC Act. Also Royal Capital limited has a dealer Account, Name: ROYAL CAPITAL LTD. B. O ID: 1201590000001005. ? Stock Broking Account: The process of investing in the sh are market, either individually or through a broker is known as stock broking.Stock broker is also an individual who makes stock trades on behalf of his or her clients. ? Margin Loan: Margin loans are taken to finance the purchase of securities, usually the purchase of stock (also known as equity). Margin loans normally are extended by the same financial services firm (stock brokerage firm or securities firm) that the customer uses to trade in the security in question. The maximum value of a margin loan relative to the value of the underlying securities is set by the SEC. Each firm is free to implement more stringent lending policies than prescribed by the SEC. Margin Loan Activities & Agreement of RCL: In this segment Royal provide two kinds of A/C: Cash: This type of account asks to client deposit cash and then client can use that cash to buy stocks, bonds, mutual funds or other investments. But sometimes client can take loan for buying securities, it’s providing for short time. It’s also called unauthorized loan. Margin: With a margin account the broker lends a portion of the funds at the time of purchase and the security acts as collateral. The loan in the account is collateralized by the securities and cash.If the value of the stock drops sufficiently, the account holder will be required to deposit more cash or sell a portion of the stock. ? Margin Call: A broker demands an investor using margin to deposit additional money or securities so that the margin account brought up to the minimum maintenance margin. Margin calls occur when an account value depresses to a value calculated by the broker's particular formula. This is sometimes called a â€Å"fed call† or â€Å"maintenance call†. ? Margin facilities of Royal Capital Limited:A financial institution must have some written guidelines on the credit approval process and the approval authorities of individuals or committees as well as the basis of those decisions. Royal Capital Limited provides credit facilities to the customer as per Margin Rules, 1999. ? Margin Risk Management Process: Margin risk management process should cover the entire margin cycle starting from the origination of the margin in a financial institution’s books to the point the margin is extinguished from the books. ? Internet Trading Service (ITS): This is a border less trading system.Investor who have access to internet take part in share market from any part of the world, and can do his own buy-sale at own pace. Investor interested to may be able to log on to www. bangladeshtockmarket. com to get all the relevant information on the Internet trading and also for trading. ? Real time trading facility in both Dhaka & Chittagong Stock Exchanges: A client can trade any bourse simultaneously from any of our branches. ? Xpress Settlement On selling shares through ‘Xpress settlement’ cheque is issued on the same day & not on the exchange payout date.This money can then b e withdrawn immediately. ? Any Branch Trading Facility RCL is giving any branch trading facility to its client. ? Depository Service A depository is an organization formed to provide electronic depository facilities to share holder under prevailing law in the electronic form through the medium of depository participants (DPS). The Central depository Bangladesh Ltd (CDBL) is the only depository in Bangladesh, which is setup and governed by the Securities and Exchange Commission of Bangladesh (SEC).RCL is among the few Depository Participant (DP) in the country and the first DP who started related service right from introduction of this in the country. ? Beneficiary Owner (BO) Account A BO account is mandatory for applying IPO shares and also for trading of CDBL shares in secondary market. By opening a BO account with RCL you can enjoy both facilities. ? Demat Securities Dematerialization is the process of converting physical securities in electronic form. RCL is trusted name in provi ding that service for its client. ? PledgeDepository service with RCL allows you to pledge demated securities with any bank or financial institution to avail loan. ? Research Activities: This is one of the issues that the Royal Capital Limited management was very much serious about and accordingly put due emphasis according to the need of the capital market. Stock business is information based. Right information at the right time in the right place is the core of the game. So RCL publish some very informative and analytical publications intended to help explore the financial performance of the listed organization so that the client can take wise investment decision. . 3Board of directors Chairman – Mr. A Q I Chowdhury, OBE CEO & MD- Mr. Munir Ahmed Director- Ms Jesmin Islam Chowdhury Director- Mr. Sami Chowdhury Director- Mr. Saadi Chowdhury SWOT Analysis of Royal Capital Limited |Positive |Negative | | |Strength(s) |Weakness(w) | |Internal |Goodwill. |Inadequate IT system. | |Factors |Credibility. |Lack of trained ersonnel. | | |Strong financial condition; ample financial resource. |Absence of risk management assessment. | | | |Insufficient research and development. | | |Efficient and experience management team. |Lack of strategic planning. | | |Prompt service. | | | |Transparency. | | | |Never a default to client and to DSE, CSE and CDBL. | | |Opportunity(O) |Threats(T) | |External |Immense scope to increase trade. |Entry of new competitor. | |Factor | |Increased competition. | | | |Share market crisis. | 2. 4Organogram of RCL: Royal capital Limited at A Glance Name of the company: Royal Capital Limited. Type of company: Private limited.Date of incorporation : 1st April 1995. Member Registered No: Dhaka Stock Exchange Ltd. Registration No. 3. 1/Dse-21/2006 Chittagong Stock Exchange Ltd. Registration No: 3. 21/CSE-121053 Authorized capital: BDT 150 million. Paid up capital: BDT 65 million. No. of Offices & Branches: 12 No. of employees: 110 Number of BO holders: 37,112 Daily average turnover: US$ 1. 7million Market share: 1. 20% Chairman of the company: Mr. A Q I Chowdhury, OBE CEO & MD: Mr. Munir Ahmed Administration : 07 members Board of Directors Organization Address: Corporate Office:Finlay House (Ground Floor), Agrabad C/A, Chittagong, Bangladesh. Chapter: 3 Literature Review 3. 1Human Resource Management HRM involves all kind of decisions related with human resource. HRM can be define as a specific combination of HR practices, work structures and process that maximizes employees knowledge, skill, commitment and flexibility. Storey (1995) defines HRM as a distinctive approach to employment management which seeks to obtain competitive advantage developed showing how HRM practices leads to overall corporate performance.According to Khatri (1999), people are one of the most important factors providing flexibility and adaptability to organizations. Rundle (1997) argues that one needs to bear in mind that people (managers), not the firm, are the adaptive mechanism in determining how the firm will respond to the competitive environment. Several scholars have noted that managing people is more difficult than managing technology or capital (Barney, 1991; Lado and Wilson, 1994). 3. 1. 1Human Resource Management: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met.HRM practices refer to organizational activities directed at managing the pool of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals (Schuler & Jackson, 1987; Schuler & MacMillan, 1984; Wright & Snell, 1991). Redman and Matthews (1998) identify an ‘HRM bundle’ of key practices which support service organizations quality strategies, these being: ? Careful recruitment and selection, for example, ‘total quality recruitment’, ‘zero defects recruitment’, ‘right first time recrui tment’. ? Extensive remuneration systems, for example, bonuses available for staff willing to be multi-skilled. Team working and flexible job design, for example, encouraging a sense of cohesiveness and designing empowered jobs. ? Training and learning, for example, front line staff having enhanced interpersonal and social skills. ? Employee involvement, for example, keeping employees informed of key changes in the organization. ? Performance appraisals with links to contingent reward systems, for example, gathering customer feedback to recognize the work by employees over and above their expected duties, which in turn is likely to lead to a bonus for staff. 3. 1. 2Human Resource Management: ObjectivesHuman Resource Management (HRM) ‘is about matching employment practices to an organization’s strategy’, according to Hendry (1999, p. 3). In Torrington, Hall and Taylor’s (2008) opinion, its objectives are to ensure that organizations are well staffed and that those employees are well treated, motivated and committed to their work to provide best performance. ? To help the organization reach its goals. ? To ensure effective utilization and maximum development of human resources. ? To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. ? To achieve and maintain high morale among employees. ? To provide the organization with well-trained and well-motivated employees. ? To increase to the fullest the employee's job satisfaction and self-actualization. ? To develop and maintain a quality of work life. ? To be ethically and socially responsive to the needs of society. ? To develop overall personality of each employee in its multidimensional aspect. ? To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. ? To inculcate the sense of team spirit, team work and inter-team collaboration. 3. 1. 3The HRM Department is responsible for: ? Understanding and relating to employees as individuals, thus identifying individual needs and career goals. ? Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a uniform organizational culture. ? Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial measures in the form of workshops and seminars. Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability. ? Recruiting the required workforce and making provisions for expressed and promised payroll and benefits. ? Implementing resource strategies to subsequently create and sustain competitive advantage. ? Empowerment of the organization, to successfully meet strategic goals by managing staff effectively. ? The human resource department also maintains an open demeanor to employee grievances.Employees are free to approach the human resource team for any conceived query or any form of on-the-job stress that is bothering them. ? Performance of employees is also actively evaluated on a regular basis. Promotions are conducted and are predominantly based on the overall performance of the individual, accompanied by the span or tenure he has served the organization. The Human resource department also looks at the possibilities of the employee migrating from one job to another, maintaining the hierarchy in the company and considering the stability of post and the salary obtained over a period of time. 3. 2Functions of HRM:The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding the staffing needs of an organization and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issu es, and ensuring your personnel and management practices conform to various regulations. Human resource department of an organization consist of all human resource management functions. Job Analysis: Job analysis is one of the most important task that performed by the HR staff.Through job analysis the vacant position is find out and the job description and job specification is prepared. Job description: Job description is an organized and factual statement of the duties and responsibilities for a particular job. Job Specification: It is a statement of minimum acceptance of human qualities necessary to perform a job properly. The company selects employees according to job specification. 1. Recruitment: Recruitment involves searching for and obtaining qualified job candidates in such numbers that the organization can select the most appropriate person to fill its job needs.In addition to filling job needs, the recruitment activity should be concerned with satisfying the needs of the j ob candidates. [pic] Methods of recruitment: Job posting: The organization announces position openings through bulletin boards, company publications, and internet/intranet. Skills inventories: Manual or computerized systematic records listing employees' education, career and development interests, languages, special skills, and so on to be used in forecasting inside candidates for promotion. 2. Succession PlanningSuccession planning refers to the plans a company makes to fill its most important executive positions. It involves analysis of the demand for managers and professionals by company level, function, and skill and planning of individual career paths based on objective estimates of future needs and drawing on reliable performance appraisals and assessments of potential. 3. Selection: The selection criteria for a position are a list of the essential and desirable skills, attributes, experience, and education which an organization decides is necessary for a position. Step-1 Job analysis: Job analysis means developing job-related information. It’s the starting point in the selection plan and, for that matter, in the entire recruitment and selection process: †¢ Conducting a job analysis: Start by generally describing the purpose of the job. Define the major work processes the employee does. These are the duty statements. †¢ Decide which duties are essential: Essential duties are either critical to the job or they take up a large percentage of time. †¢ Identify the KSBs: needed to do the major duties and responsibilities. Minimum qualifications (MQs) describe the knowledge, skills, and behaviors (KSBs) needed to perform the major duties of a job upon entry to the job †¢ Developing minimum qualifications: Using the job analysis, identify the KSBs that are necessary on the first day of the job. ? Step-2 Identifying selection procedures Following job analysis, the second stage in developing a selection plan is deciding how you will eva luate applicants and select the best person for the job. †¢ Training and experience evaluations – This method, often called TE, looks at an applicant's training and experience as they relate to the job. Supplemental Questions – Supplemental questions give applicants specific guidelines to describe the competencies they gained through training and experience. †¢ Written tests – Written tests can be good selection tools, but they aren’t always practical. Written exams cost a lot of time and money to develop. †¢ Performance tests – Performance tests involve having an applicant perform small samples of an actual duty. Examples include: †¢ Physical tests – Physical tests often include endurance or strength measurements, which could adversely impact on women, older workers, and others. References – If not done well, reference checks can result in the same problems as informal, unstructured interviews. †¢ Work Sample – A work sample is some tangible thing an applicant has produced. It should represent the applicant's level of competence in a specific area. †¢ Interview – The oral interview remains the most popular selection procedure, but they also need to be valid and consistent. †¢ Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter. 4. Human Resource development: Human Resources Development (HRD) is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. HRD includes the areas of training and development, career development, and organization development: [pic] Training and development means acquiring knowledge , developing competencies and skills, adopting behaviors that improve performance in current jobs.Organization development is the diagnosis and design of systems to assist an organization with planning change. Career development is the activities and processes for mutual career planning and management between employees and organizations. 5. ORIENTATION & TRAINING After recruiting & selecting next step is to orientation & train the employees. To ensure better performance, employees must know what to do & how to do, to know this they have to go through orientation. Training Need Assessment A needs assessment is the process of identifying the â€Å"gap† between performance required and current performance.The purpose of a training needs assessment is to identify performance requirements and the knowledge, skills, and abilities needed by an organization’s workforce to achieve the requirements. The assessment should address resources needed to fulfill organizational mission , improve productivity, and provide quality products and services. 6. Performance Management And Appraisal: Performance management is a process that consolidates goal setting, performance appraisal and development into a single common system, the aim of which is to ensure that the employee’s performance is supporting the company’s strategic aims. . Compensation and benefits: Compensation is the financial remunerations given by the organization to its employees in exchange for their work. Employee compensation refers to all forms of pay or rewards going to employees and arising from their employment. There are two main components of employee compensation: ? Direct financial payments: wages, salaries, incentives, commissions, bonuses. ? Indirect payments: employer paid insurance and vacations. Types of benefits are as follows: †¢ Pay for time not worked It is also called â€Å"Supplement Pay Benefits†.It is generally an employer’s most costly benefits because of the large amount of time off that many employees receive. Common time off pay periods include Holidays, Vacations, Maternity leave, Sick leave, Personal days, Unemployment insurance payments for laid-off or terminated employees. †¢ Insurance benefits: workers’ compensation, health & disability insurance, mental health benefits and life insurance. †¢ Retirement benefits: pension plans, retirement benefits and survivor’s or death benefits. †¢ Services: personal services credit union and counseling services. Chapter: 4 Findings 4. HUMAN RESOURCE DEPARTMENT of RCL Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Besides all other departments Royal Capital Limited also has a HR department. HR Manager is responsible person the planning the Human Resource Policy in the organization. The basic Organogram of the Human Resource Department of RCL is as f ollows |Manager (HR) | |Deputy Manager | |Assistant Manager | Senior Executive | |Executive | |Jr. Executive | The role of Human Resource department of RCL is as follows: ? Human resource planning, recruitment and selection. ? Making Human Resource Policy. ? Under taking training programs for skill development. ? Ethical issues and codes of conduct ? Maintain liaison with the administrative manager. ? Grievances handling of the employees. ? Keep proper security of the company assets. ? To arrange promotions for staffs. Maintain personal files & records of employees. ? Conducting motivational programs. ? Taking care of in-house cleanliness, health and safety. 1. Human Resource Planning Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Manpower planning is the process by which an organization can engage the right number of people for the right job at the right time. The manpower needs of RCL reviewed twice in a year. The responsibility of HR Planning is on HOD-HR. RCL follow the following steps for effective human resource planning:Step 1 Analysis of existing positions An analysis of all post done with respect to the requirement of those posts for the current and future functioning of the organization. They use trend analysis and ratio analysis for forecasting personnel needs. Step 2 Estimation of job vacancies The number of job vacancies which will occur in the coming year estimated considering the following matters: ? Promotions ? Demotions ? Separation due to Retirement, Resignation and/or Dismissal Creation of new position due to increased work load, i. e. Workload P = No. Of peopleStep 3 Taking stocks of the existing manpower skills Then a list is prepared of each employee which contains his/her name, educational qualification, experience in each trade/position, area of specialization, special award received, outstanding achievements etc. Step 4 Arriving at the net manpowe r requirements & initiating further activities The gross manpower requirements, assessed as per Step 2 compared with the availability of existing skills arrived at Step 3. The comparison leads to one of the following situations: All vacancies may be filled up by the redeployment of existing manpower.The redeployment can be done based on the skills identified in the Performance and Potential appraisals of every employee. The options before management are Promotions, Transfer, Retraining, Reallocation of work and Job Rotation. This will occur when it is found that there is surplus manpower in certain departments/sections/branches and deficit of similar skills in other departments/sections/branches. The decisions taken by the HOD-HR and the concerned HOD and the final approval of the MD. Deficit manpower skills: If in spite of redeployment of personnel, deficit of skills remain in the organization the action is recruitment.In case of surplus manpower, retrenchment action will be resort ed to after approval from the MD. Based on the above steps the HOD-HR prepares a detailed Manpower Plan for the coming year. A copy of the Manpower Plan forwarded to all the competent authority. It is the responsibility of HOD to get approval from MD. After getting the approval it is the Manpower Plan for the coming year. Then it is the responsibility of the HOD-HR to institute necessary subsequent actions based on the Manpower Plan i. e. Promotions, Transfers, Retraining, Job Rotation, Recruitment etc. fter carrying out the above Manpower Planning exercise if new positions need to be added, it need to get approval from the Board. 2. Recruitment and selection of employee Recruitment involves searching for and obtaining qualified job candidates in such numbers that the organization can select the most appropriate person to fill its job needs. In addition to filling job needs, the recruitment activity should be concerned with satisfying the needs of the job candidates. 1. Recruitment RCL have a standard recruitment procedure described as follows: [pic]Personnel requisition form contains detail the Job specification, Job responsibility and necessary qualification, experience, and skills required for the specific post. The HOD-HR sends the PRFs to the departmental heads as the number of the positions to be filled in that department. The departmental heads return the PRFs to the HOD-HR after filled up the forms. Based on the specifications in the PRF, the HR department will start the recruitment process. The recruitment process done through the following medium: †¢ Open Recruitment This involves recruitment through advertisements.The advertisement for required post will appear in major national and regional newspapers, business magazines or in different websites of job circulation. †¢ Deputation Some vacancies filled y recruiting employees on deputation. †¢ Receipt of resume The last date for receipt of resumes/applications will specified in the adve rtisements. Once the applications are received, they can screen out by the HOD-HR. then suitable candidates are sent interview letters by the HR department. The call for test/ interview sent only short listed candidates well in advance.The letter will inform the candidates’ date of test/ interview, venue of the test/ interview. HR department is responsible for making the test/ interview arrangement at the appointed date, time and place. This consist of an appropriate test and interview room, a waiting room, lunch and tea for candidates and selection committee members, arrangements for the reimbursement of the fare to candidates and to interview panel experts. 2. Selection RCL follow the standard selection procedure for selection of personnel: All the above steps are detailed below.Selection procedure for support staff such as Drivers, Office Assistants, etc. , For selection of support staff the following procedure shall be adopted: ? The Drivers and Office Assistants may be s elected from known and reliable sources after verifying the reliability of the applicant. ? The applicant must possess basic knowledge of office environment. ? The person selected shall be appointed on probation for a period of 12 months, which shall be reviewed and if needed can be further extended up to 12 months. ? The support staff shall be selected by Managing Director (MD) on the recommendation of board of directors. [pic]The persons who will constitute the selection committee depend upon the position for which the interview will be conducted. ? For MD : A subcommittee of the Board of Directors. ? For GM & DGM : MD and some other members of the Board of Directors. ? For HODs : The selection committee consists of the ED, GM, DGM, HOD-HR, and some experts may also be called from outside the organization to assess the candidate. The members of the Governing body can also be part of the selection committee. ? For other posts: The selection committee consists of the concerned HOD, and HOD-HR. The MD involves in recruitment of all employees.Final approval of all candidates lies with the MD. The MD and HOD-HR meet to form the selection committee. The HOD-HR informs the respective HOD of their role on the committee. An appropriate date for the interview/test is fixed with the consent of all and the selection committee informed of the same. HOD-HR is responsible for coordinating with the selection committee members. Various tests like the Language test, Performance test, Aptitude test, Intelligence test and Personality test is conducted, if required, depending upon their relevance and applicability for different positions.The Human Resource Department designs the above tests in consultation with the respective HODs and gets it approved by the MD. After the test, (if administered), the short listed candidates are interviewed by respective the selection committee. Irrespective of the position being filled, Interviews are conducted. Each members of the selection co mmittee fill up one approved rating form for each of the candidates. The selection committee meets, at the earliest, after all the interviews are over, to decide on the final candidates to be selected.The points scored in the tests and interviews tallied and the final decision for the selected candidate taken. The list is forwarded to the MD for approval. The MD returns the list to the head of the HR department to send the letter of offer. The letter of offer informs the candidate of his/ her selection. It contains details of the post, grade and scale of pay being offered to the candidate. It also contains any special terms and conditions of appointment. The letter also contains the proposed day and date of joining, intimation of the address of joining and how to get to the address.A copy of the letter send to the selected candidate duly signed indicating that he/ she will join on the appointed date and time. If certain terms are unacceptable to him/ her, then he/ she may inform acc ordingly so that negotiations may be conducted, if required. The letter of Offer duly signed by the selected candidate (after all negotiations are over, if required) will constitute the Letter of Acceptance. The objective of the appointment procedure is to ensure that the employee completes all formalities before he is given the formal appointment letter. The procedure for appointment will consist of the following steps: ? Joining reportThe prospective employee has to report to the HOD-HR on the appointed date. The HOD-HR then takes the employee through the appointment procedure. ? Check of Certificates The appointing authority checks the certificates of the prospective employee. These include his/her academic and other certificates as well as past experience certificates. These are cross checked with the information mentioned by the candidate in the application form. ? Check of age of candidate The appointing authority also check the age of the candidate through his/her school lea ving certificate and cross check it with the age mentioned in the application form. Medical tests The candidate will be asked to undergo a medical test consisting of blood test, chest X-ray, blood pressure, eye test. ? General check up The organization can either appoint a doctor on contract or it can approve a panel of doctors for the employees of the society. The prospective employee shall bring the above test reports with him/ her or the doctor can send them directly to the organization. ? References The prospective employee is asked to furnish names and address of three references who have known him/ her for more than two years.The HR department sends reference sheets to them and gets their responses on the person’s qualifications, abilities and other traits. ? Secrecy Bond The prospective employee also signs a bond of secrecy so that confidential information is not leaked out. ? Appointment Letter After all the above steps are completed the HOD-HR issues a formal Appoint ment letter to the selected candidate, duly signed by the MD. ? Employee Personal File As soon as an employee joins the organization, a personal file is opened on his/ her name. This file is kept confidential and maintained and is under the care of the HR department.The personal file will contain the following: †¢ Joining report †¢ Ratings of Test and/ or Interviews †¢ Photocopies of academic Qualification certificates †¢ Photocopies of past employment certificates †¢ A record of the date of birth or National ID card †¢ Medical test report at the time of appointment as well as any subsequent tests done. If any †¢ Comments of referees †¢ Copy of the secrecy bond †¢ All correspondence before joining including copies of the letter of Offer, Letter of Acceptance, and appointment Letter †¢ Emergency contact number and address 3. InductionInduction is the process of familiarizing a newcomer to the organization with the job, surroundings an d the organization itself. RCL use the following induction process for the new employee to familiarize the job and the organization to him/her: The procedure of induction consists of the following steps: ? Orientation of new Employee The HR department plans an induction program in consultation with the departments concerned for the newly induced employees based on experience and grade. ? Introduction to the Organization The new employee meets the HOD-HR.He explains the new employee organizations mission, objectives, culture and organizational structure. The HOD-HR also ensures that he/she gets a booklet that contains important rules/ terms of service and conditions of employment. ? Advice to various departments The HR department informs the relevant department heads of the appointment of new employee. This also includes the HOD-Finance and Accounts as well as the HOD of the concern department. ? Introduction to the employees of the organization This consist the three following group s of employees: †¢ The MD and GM/DGM and their immediate staff The concerned HOD and immediate superior †¢ The other employees ? Induction Training The HOD informs the employee his/her induction training schedule. ? Issue of identity Card and Visiting Cards A formal identity card with the employee’s name, number, photograph and signature issued. The HR department also arrange visiting card for the employee. ? Service book Proper record of different types of leaves, performance etc of employees of the RCL for sanctioning leave, leave encashment, annual increment and performance of individual employees maintained in the service book of the employee concerned. . Compensation management All the employees of RCL receive salary and allowances as per the rules framed by the governing body of RCL. The pay and allowances paid to the employees on the 1st date of the month following the month during which the service is performed. If the 1st day is holiday then the payment mad e on the afternoon of the last working day of the month for which payment is due. ? Increment Increment normally accrues on satisfactory of the completion of the calendar year. The increment is granted on satisfactory performance of the employee and the approval of the MD. Special pay Special pay may be granted for discharge of additional work, work of high quality or special nature. The grant of special pay requires the approval of the MD. ? Revision of salary structure The management of RCL conducts a salary structure revision once in a year. The responsibility of revising the salary structure for all grades lie within the management and the authority for approval lie with the Governing Body. [pic] Non-financial benefits of RCL that provided to its employees are as follows discussed: Pay for time not worked: ? Weekly HolidaysFriday and Saturday are weekly holidays unless otherwise specified. ? Leaves The organization provides leave to the employees to refresh themselves, celebrate festivals and have a vacation. The following types of leave are allowed: †¢ Annual Leave one day for every 18 days worked (Annual leave is based on the number of days worked by the employee and not given for the days during which the employee was on leave without pay) †¢ Casual leave 10 days in a calendar year. †¢ Sick leave 14 days in a year (Medical Certificate needs to be produced if leave is taken for three or more days) †¢ Maternity leave National & Festival Holidays organization observes the same National holidays and holidays on account of festivals and other holidays. ? Other benefits: †¢ Insurance RCL provide insurance benefits to its employees. †¢ TA/DA †¢ Dearness allowances †¢ Tour expenses †¢ Profitability sharing 5. Performance appraisal & management Performance and potential appraisal for employees of RCL is done quarterly in a year. The individual appraisal is done in Appraisal forms. The HR head send as many forms as the re are employees in each department and each branch, to the department heads and branch in charge.The department heads distribute the forms to all employees who would fill up the relevant columns along with their immediate supervisors within a week’s time. Then the departmental heads give their ratings and discuss the same with the respective employees and their immediate supervisors. After completing the forms sent to the HR department for completion. Individual performance Appraisal will be done at two levels: ? Initiating Authority: This would lie with the immediate superior of the appraisee. ? Accepting Authority: This would lie with the HODs /MD/Chairman as the case may be.The Initiating authority and Accepting authority at different levels in SIFPSA will be as follows: †¢ Performance Appraisal for the MD The initiating and accepting authority would lie with the Chairman of the Governing Body of RCL. †¢ Performance Appraisal for the GM The initiating authority would be the MD and the accepting authority would be the Chairman of the Governing Body of RCL. †¢ Performance Appraisal for Grade IX employees. GM shall be Initiating / Reviewing Authority and Managing Director shall be the Accepting Authority. Performance Appraisal for Grade I to VIII employees Initiating Authority shall be the Departmental Managers of the division concerned. Reviewing Authority shall be the GM and Accepting Authority shall be the Managing Director. Organization performance appraisal The MD, GM, and Heads of the departments will meet to discuss the performance of RCL as a whole. They will assess the achievements of the organization since the last appraisal, causes for delay/ non-achievements, corrective measures, and the tasks for the organization till the next appraisal. 6. Training and developmentTraining is the process of teaching new employees the basic skills they need to perform their jobs. On the other hand Management development means any attempt to i mprove current or future management performance by imparting knowledge, changing attitudes, or increasing skills. ? Procedure During the Performance and Potential Appraisal, the training needs of individuals and departments will be identified. The HR head prepare a list of training needs and categorize them into Technical, Managerial, and Behavioral. He/ She will also circulate the days and dates of the various training programs to be organized in the next one year.The training programs should ideally begin after the recruitment process is over so that new employees can also be trained along with the regular employees of the organization. Kinds of Training The various trainings that will be imparted are as follows: †¢ Training conducted by a society employee: This type of training is essentially conducted by an experienced employee of RCL. It is conducted when some skills are to be transferred to another person within the society or to train new employees. †¢ Training cond ucted by outside agencies:This training is conducted when new skills are to be imparted to the employees of the organization. The HR department identifies agencies and experts who can impart relevant training. The HR department also has to arrange the training conducted in the organization or outside it. ? Training Impact Assessment Thus training and development programs play an important part in the smooth and effective functioning of the organization. The impact of such programs on the functioning of the organization also assessed periodically. The responsibility of such assessment is of HOD-HR.The period of assessment is from one month to a year after the program has been conducted or on the spot assessment. Based on these assessments the organization decides to discontinue the particular program. It can also decide to change the trainer in order to improve the impact of such training. 6. Career planning & growth Career Planning is concerned with providing experiences that will e nable employees to develop their full potential. Procedure RCL designs avenues for career planning and growth of the employees and its compensation package such as to attract and keep the best managerial talent.Career planning and growth of the organization, take place through the following steps: [pic] †¢ Career Planning Performance and Potential Appraisal is an indication of the employee’s accomplishments and his/ her potential Training and its applications show how quickly he/ she is able to adapt to new roles and responsibilities. The employee have to take initiative in his/ her own career planning by setting targets for himself/ herself and suitably getting nominated for training in areas which he/ she needs to develop. Based on the above, management encourages career planning and growth for all the employees of RCL. Career Growth Career Growth depends upon the performance of the employee and the avenue open for him/ her in his/ her own or other departments due to e xit of superiors. If the employee needs special skills to occupy those positions, appropriate training arranged for him/ her. The Appraisal committee decides the promotion of the employee and indicates future avenues of growth. Promotion also takes place through transfer of employees from one department to the other or from one location of operation to another. The management consults the employee on whether such a promotion is acceptable to him/ her or not. Promotions: The HOD – HR prepares the following letters at the end of the Appraisal Committee deliberations: The above letters are approved by the MD and sent to the employee. 7. DIFFERENT TYPICAL HR FUNCTIONS OBSERVED IN RCL RCL authority provides opportunity to the students from different institutions, to take part in their internship program. This type of programs continues for 2- 3 months. As RCL is a giant organization in the area of capital market, there is ample opportunity for the students who engaged there for in ternship, to gather lots of practical experiences, which will be fruitful for their career.Another most comprehensive responsibility for the HR department of RCL. The executives of HR department in RCL are responsible to develop the personal files of different employees. For that they have to always keep close contract with every employee to collect their profile and to update their personal history, which are kept into a different format prescribed by the RCL authority. It’s a common responsibility for all the departmental heads of Royal Capital Limited to give daily briefing to their executives about the particular responsibility for the day.For example the Trade Manager of RCL It involves discussions- it means that is an act of communication and the general objective of counseling is to understand and/or decrease an employee’s emotional disorder. Counseling is involved in all aspects of the employer-employee relationship. 1. Analysis and gap between theory and pract ice After analyzing and comparing the literature with the functions and responsibilities of HR & Admin department of RCL it is found that RCL follows a well established HR policy to recruit and to guide its human resource.But there are some gap between the theory and practice which need addressed to make its human resources more competitive and achieve organizational goals. Chapter: 5 Recommendations & Conclusions 5. 1Key policy recommendations Develop a strategic HR function ? Review the configuration and staffing of the HR function to transform it into a strategic HR function. ? Develop a service improvement plan that reflects customer feedback and builds on the work started at the HR away day. ? Refocus the work of the HR team on the OD agenda and the refined HR strategy and implement an associated development program for HR staff.Review and develop the HR strategy ? The HR strategy should capture the ‘employer brand’ of RCL, and focus directly on achieving the visio n and developing the required culture. ? Communications/ employee engagement and workforce development planning should be key strands. ? Review core values and develop the new vision into a practical strategy and change program that all staff can understand. Align Training and Development to OD ? Create a separate training and development department for the employees. ? Refocus corporate training and development to ensure that core training eflects and reinforces the OD agenda. Performance management ? Performance standards should be defined in quantifiable and measureable terms which easily understood able to the employees of RCL. ? There should use the 360degree performance appraisal method to evaluate the performance of the employees. ? The employees should provide the feedback of performance appraisal so that they can improve their performance in future. 5. 2Conclusion Human resource management (HRM, HR) is the management of an organization's employees. An organization success i s fully depending on proper personnel management.As a result, the organization can ensure the productivity by ensuring the proper human resource management. They provide better service facility to their employees, which in turn give the timely production and necessary activities effectively and efficiently without any hazard. It means the proper service facility and sound-working condition remains the whole organization. The stock market of Bangladesh as of today consists of stock exchanges such of Dhaka Stock Exchange (DSE) and Chittagong Stock Exchange (CSE) under Securities and Exchange Commission (SEC).In modern business world stock broker house plays a vital role for their client. This research report took an endeavor to identity the brokerage house human resource management practice and performance that took place within last decade with special emphasis on Royal Capital Ltd. Royal Capital Limited has a HR department with highly skilled professionals who are employed to achiev e organizational goals. The successes of an organization fully depend on its human capital. So it needs to provide proper guidelines, training and continuous developing with the changes in the business world to achieve the market share and rganizational goals. References 1. Organization’s web site. 2. HR manuals of Royal Capital Limited. 3. Dessler G. (2004), â€Å"Human Resource Management†, 11th edition, Prentice Hall. 4. Management, Heinz Weigh rich, Harold Koontz 10th edition. 5. A b c d Thomas N. Garavan, Pat Costine, and Noreen Heraty (1995). â€Å"Training and Development: Concepts, Attitudes, and Issues†. Training and Development in Ireland. Cengage Learning EMEA. pp. 1. ISBN 1872853927. 6. Derek Torrington, Laura Hall, and Stephen Taylor (2004). Human Resource Management. Pearson Education. pp. 363.ISBN 0273687131. 7. Web site, Wikipedia, the free encyclopedia. 8. Storey, J. (1995). â€Å"New perspectives on human resource management†. New York: Rutledge. 9. Beatty, R. W Schneier, C. E (1997). â€Å"New Human Resources roles to impact organizational performance: From partners to players†. In D. Ulrich, M. R Losey & G. Lake (Eds), â€Å"Tomorrow’s HR Management: 48 Thought leaders call for change, pp. 69-83. 10. Public Sector and Management Act (May 9, 2001), â€Å"Advertising, Selection, Appointment, Transfer and Promotion†, Employment Instruction Number-1,from http://www. ocpe. nt. gov. u/__data/assets/pdf_file/0008/9791/ei01. pdf[pic][pic] [pic][pic] ———————– Junior Executive Senior Executive Senior Executive Senior Executive Senior Executive Executive Junior Executive Executive Junior Executive Executive Junior Executive Executive Activities of RCL: ? Stock Broking ? Cash Account ? Margin Account ? Internet Trading Service (ITS) Real time trading facility in both DSE & CSE ? Xpress Settlement ? Any Branch Trading Facility ? Depository Service ? BO Account ? Demat Securities ? Pledge Functions of HRM: ? HR planning. ? Recruitment, selection & placement Training & development ? Performance Appraisal ? Transfer ? Remuneration ? Social security & welfare of employees. ? Setting general and specific management policy ? Collective bargaining, contract negotiation and grievance handling. ? Staffing the organization. ? Role Analysis for job occupants. ? Job Rotation. ? Quality Circle, Organization development and Quality of Working Life. ? Benefits: †¢ Health care insurance †¢ Life insurance †¢ Disability insurance †¢ Retirement †¢ Voluntary accidental death and dismemberment insurance †¢ Leave Transfer Program Tuition Assistance Plan †¢ Training opportunities Junior Executive Executive Senior Executive Junior Executive Executive Senior Executive Junior Executive Executive Senior Executive GM Assistant Manager Assistant Manager Assistant Manager Assistant Manager Deputy Manager Deputy Manager De puty Manager Deputy Manager Deputy Manager Deputy Manager Deputy Manager Chairman & Board of Directors Manager (HR) Manager (Compliance) Manager (C. C) Manager CDBL & Settlement) Manager (IT) Manager (Fin & Acc) Manager (Trade) Managing Director Assistant Manager Assistant Manager Assistant Manager