Unjust Persecution as a Major Theme in to Kill a Mockingbird

To Kill A Mockingbird by Harper Lee is a novel takes place over the course of three years in which Scout Finch learns about life as she grows older. Throughout the book, many themes are revealed. One of the most obvious reccurring themes is the unjust persecution of the innocent. This theme is expressed through the victimization of guiltless characters such as Tom Robinson, Boo Radley, and even the mockingbirds. Tom Robinson is an African American man living in the south in the 1930's, a time when blacks were treated very poorly by the white population.Tom was accused of raping Mayella Ewell, a white nineteen year old girl. Although there was no evidence against Tom and it was clear that he did not commit the crime, the jury found him guilty of rape. Tom was unjustly persecuted because it was popular belief during that time that all African Americans were liars. Tom Robinson's conviction expresses the theme of the persecution of the innocent in the sense that he was imprisoned for a crime he did not commit solely because of the color of his skin.Boo Radley is another character who was victimized because of something he could not control. Boo Radley was emotionally damaged by his harsh father as a young boy and was forced to live as a recluse, never coming out of his house. Boo most likely suffered from a social or mental disorder that made him appear unfriendly and standoffish. Most of the townspeople in Maycomb knew very little about Boo but assumed and made up things about him. People said he went out at night when the moon was down, and peeped in windows†¦ Any stealthy small crimes committed in Maycomb were his work†¦ A baseball hit into the Radley yard was a lost ball and no questions asked† (Lee 9). Although the townspeople did not know Boo personally, his necessary reclusiveness gave him the reputation of a menacing sociopath who committed crimes. When Scout and Jem met and got to know Boo Radley, they learned that the reputation was a fal se one and Boo Radley was a victim of the persecution of the innocent.Finally, the motif of the mockingbird also represents the unjust persecution of the innocent. When Scout and Jem received rifles for Christmas, Atticus explained to them that they were free to shoot all the blue jays they wanted, but it was a sin to kill a mockingbird. Calpurnia explained further, â€Å"Mockingbirds don't do one thing but make music for us to enjoy†¦ they don't do one thing but sing their hearts out for us. That's why it's a sin to kill a mockingbird† (Lee 103). Calpurnia's explanation emphasized the immorality of persecuting someone or something that is innocent and is not capable of defending itself.The allusion to the title symbolized the unjust persecution of Boo Radley and Tom Robinson, who were both innocent and unable to defend themselves. Throughout To Kill A Mockingbird, the theme of the unjust persecution of the innocent is shown through multiple characters. The theme is exhi bited in Tom Robinson's conviction, Boo Radley's inaccurate reputation, and the immorality of killing a mockingbird. Through this theme, the novel teaches its readers of the injustice of victimizing those who are blameless.

Implementation on teaching and learning approach

Nizwa College of Technology ( NCT ) follows a strategic program to accomplish its Vision and Mission as stated in NCT College Strategic Plan ( CSP ) . One of the ends of NCT is to offer high quality of instruction, larning and developing chances to all its pupils in line with the demands of the market [ Goal 2, NCT CSP ] . To guarantee that all the sub-goals [ Sub-Goal 2.a, 2.b, 2.c, 2.d ] pertaining to instruction and acquisition are achieved, the College through the Assistant Dean of Academics ( AD Academics ) encourages all academic staff to implement the ADRI [ QAM, p73 ] analysis in their instruction and larning map. The ADRI theoretical account for learning and acquisition is developed by AD Academics and is traveling to be presented in 13 June 2010 in the International Conference on Higher Education and Quality Assurance in Mazoon College, Muscat.DeploymentIn line with its aims, the first NCT Quality Assurance workshop for the College staff was conducted on 16th October 2008 w here one of the subjects discussed is ADRI theoretical account. In his presentation, AD Academics explained to the participants how to efficaciously utilize the ADRI theoretical account in the assorted procedures they are making in the behavior of their work. He specifically provided an ADRI theoretical account related to class bringing and other related activities. The AD Academics requested the academic staff to get down utilizing ADRI in their instruction and larning map. The execution of the ADRI analysis in NCT started in Semester 1, 2008-2009. To promote more staff to get down utilizing ADRI, the AD Academics launched the â€Å" Best ADRI † competition among the staff for A.Y. 2008-2009. A staff from IT has won the competition by coming up with the most elaborate ADRI for his class in IT Project. A 2nd ADRI presentation was conducted on 26th of May 2009 attended by about 110 NCT lectors. Harmonizing to NCT QAFU Portal, â€Å" the AD Academics emphasized in his presentation the importance of utilizing the theoretical account in placing programs for learning every academic twelvemonth, purely following the said program, analysing the consequences afterwards, and so supplying suggestions for betterment to be carried out in the succeeding academic twelvemonth. He expound on the usage of the ADRI theoretical account in learning by giving illustrations and activities a lector can supply in each phase of the ADRI theoretical account, from attack to betterment. He said that it is really of import for the college to hold a unvarying execution of the ADRI theoretical account, peculiarly in learning and acquisition, so that an institutional criterion can be followed in respects the quality confidence work in this country. † At the beginning, it was observed that merely 10 % of the academic staff is implementing ADRI analysis in instruction and acquisition and most of the staff have doubts on how to implement it decently. Likewise, many new staff has arrived in the College that needed orientation on ADRI so a 3rd presentation was given by the AD Academics on 8th February 2010 to familiarise new staff with how ADRI analysis could be implemented in their maps. Similarly, a new competition for â€Å" Best ADRI † for the current academic twelvemonth was initiated and the engagement is about 40 % . A study on ADRI Implementation in Teaching and Learning as shown in Appendix A was conducted in NCT to verify the consciousness of all academic staff. The study besides tries to get information from staff sing the importance of ADRI in their academic work and acquire feedback on the possibility of ADRI execution in other countries of work. Furthermore, the study tries to obtain feedback on jobs in ADRI execution and possible ways of bettering the usage of ADRI in NCT. The study was conducted in all academic sections of NCT including the Business ( Bus ) Department, English Language Center ( ELC ) , Engineering ( Engg ) Department and Information Technology ( IT ) Department. There are 47 % respondents or 73 out of 155 academic staff interrupt down into 18 respondents from Business, 10 from Engineering, 27 from ELC and 22 from IT section. The questionnaire has a sum of 22 inquiries which take the respondents feedback and perceptual experience on ADRI Awareness ( Aw ) , Acquisition ( Ac ) , Usefulness ( Us ) and Effectiveness ( Ef ) . Open-ended inquiries were besides included in the study to take the respondents sentiment and suggestions sing ADRI execution in instruction and acquisition.ConsequencesTable 1Percept of Staff on ADRI Implementation Harmonizing to Awareness, Acquisition, Usefulness and Effectiveness ( measured on a 5-point graduated table )The consequence on Table 1 shows that the respondents agree that there is an â€Å" mean † consciousness on ADRI in footings of the information posted on the NCT web site, as a clear tool for appraisal and in footings of relaxation in implementing ADRI independently. The respondents besides perceived â€Å" mean † acquisition in footings of similitude to utilize ADRI in their everyday work. Respondents besides perceived ADRI as â€Å" mean † in foot ings of utility in heightening the pupil ‘s acquisition, as a tool for professional growing and for informing the staff how good they teach. In footings of effectivity, the respondents perceived that ADRI as â€Å" mean † in supplying better planning to academic work, increasing pupil interaction and engagement, and in bettering pupil ‘s consciousness.Table 2Percentage of YES Responses to ADRI Awareness QuestionsSurvey ItemsBusinessELCEngineeringInformation technologyPercentageAw1a94 89 100 100 96Aw1b50 74 20 27 43Aw272 78 80 95 81Aw383 70 80 55 72Aw483 89 80 82 84 Based on table 2, it is clear that 96 % of the respondents are cognizant of ADRI and 43 % of the respondents have non used any self-assessment tool other than ADRI in their calling. 81 % of the respondents have used ADRI in their work but 72 % among them think that they still need aid in implementing it. Another 84 % agree that ADRI could be implemented in work other than learning.Table 3Percentage of YES Responses to ADRI Acquisition QuestionsSurvey ItemsBusinessELCEngineeringInformation technologyPercentageAc172 63 90 73 75Ac278 56 50 50 59Ac356 59 60 59 59 Harmonizing to Table 3, 75 % of the respondents agree that utilizing ADRI has increased their accomplishments and 59 % prefer utilizing ADRI to other self-assessment tools and would besides wish to implement ADRI every semester for learning and acquisition.Table 4Percentage of YES Responses to Usability QuestionsSurvey ItemsBusinessELCEngineeringInformation technologyPercentageUs156 59 50 64 57Us244 15 60 32 38Us367 56 90 73 72Us450 48 90 45 58 Table 4 shows that 57 % of the respondents think that ADRI helps in the immediate accommodation of learning pattern and 58 % agree that ADRI could be used to give justification of pupil results. Merely 38 % of the respondents agree that ADRI can be used to turn to all issues of instruction and larning although 72 % of them believe that it could be used to mensurate the booby traps and deficits in instruction and acquisition. Using the same study, feedback and suggestions were taken from the academic staff. Based on the feedbacks gathered, it is singular that utilizing ADRI made the academic staff aware of the importance of planning and good deployment attack in accomplishing the best consequences and covering more learning results. Harmonizing to the study, ADRI is the best tool for self-reflection and in happening out the countries that needs betterment and alteration. Furthermore, respondents agree that ADRI made the class bringing be aftering more effectual and helped a batch in bettering class stuffs, learning AIDSs and other teaching resources and methodological analysiss. They all agree that betterments from self-assessment utilizing ADRI has a great impact on the pupils ‘ category engagement and involvement in the category. Some of the notable and interesting positive responses from the study are as follows: â€Å" It made me more observant of what is go oning in the category and more sensitive to pupil ‘s demands † â€Å" We can measure ourselves in a better manner † â€Å" Better self-contemplation into manners of instruction, improved consciousness of the demand to better and modify certain countries † â€Å" No other better nutrient can replace ADRI in all our plants † â€Å" ADRI is passing the whole instruction procedure † â€Å" Any professional instructor unconsciously uses ADRI without believing about it † â€Å" ADRI is non a new tool, it is an in-built nature of the human existences † Most of the respondents feel that ADRI could be implemented efficaciously if the semester continuance is longer and some of them feel that ADRI becomes uneffective if academic staff is given different classs every semester because there will be no continuity and the betterments made based on the consequences can non be implemented. Some of the important negative responses from the study are as follows: â€Å" It requires more clip and paper work † â€Å" Since we are non certain about learning the same class once more, ‘Improvement ‘ portion of ADRI is less practical † â€Å" Analytic survey utilizing ADRI become less relevant for uninterrupted quality betterment which must be carried out the undermentioned semester or rhythm of learning and larning † â€Å" Deficit of clip † â€Å" It is acquiring progressively hard to make anything because of increased bureaucratism, lesson program composing, memos, meeting, test readying, pupil monitoring, etc. †ImprovementAlthough 81 % of the respondents have used ADRI in their work and hold on the effectivity of utilizing ADRI in learning and acquisition, there is still 72 % that suggests for more information and workshops for better apprehension and execution. Some of the respondents suggested that best ADRI illustrations might be selected and discussed during the workshops so that more staff and pupils could profit from the procedure. Some of the respondents besides suggested that academic staff be required to fix ADRI merely in one ( 1 ) class per semester and ADRI could be implemented in all classs when all the staff is already familiar in utilizing it. Based on the consequences gathered from the study, NCT through the AD of Academic Affairs is be aftering for more workshops sing ADRI execution on instruction and acquisition. The workshops will be by section so that more issues can be addressed. The best ADRI from the 2 competitions will be disseminated to all the staff so that that they will hold more information on how to fix ADRI and same ADRI samples will be discussed during departmental workshops. During the workshops, staff from each section could be grouped together and inquire to fix an ADRI based on a given instance scenario.

Project Management #1 Essay Example | Topics and Well Written Essays - 3000 words

Project Management #1 - Essay Example The origin of Systems Development Life Cycle (SDLC) or modern version of it known as project life cycle can be traced back to the 1960's when project designers and developers initiated a series of steps in projects in order to track down the progress of a project. As early as in 1976 Archibald first wrote a comprehensive text book on project life cycle management (Archibald, 1976). He came closest to the modern sequence of phases given in SDLC. After Archibald a number of other scholars developed the concept of SDLC so that any project including engineering and IT can be represented. In 1981 Stuckenbruck developed a very formal sequence of phases to represent the project life cycle (Stuckenbruck, 1981). According to Stuckenbruck PLC is essential to adequately represent the various phases of a project from initiation to finish. Stuckenbruck was the first author to discuss budgeting and resource mapping for PLC. According to him there are just four phases in the life cycle of a project. They are Initiation, Growth, Production and Shutdown (Tinnirello, 1999). The figure he drew just represented a unimodal histogram. Writers tend to distinguish between government projects and private projects. However this paper would adopt a general approach avoiding specificities associated with government projects.The subsequent developments in the PLC literature were focused on modifying the above theoretical and conceptual models. In the process many new features were included though these changes did not substantially alter the original frameworks. Since 1980's a series of new developments took place and these developments went on till the traditional SDLC models were replaced with new ones (Westland, 2007). These new models are not only complex but also highly technical because many IT projects are designed and planned according to these models. Thus this paper would focus attention on three historical phases of SDLC development. Phase 1 Figure 1: Archibald's Project Life Span Start The Total Project Project Termination The above figure illustrates Archibald's visual representation of the sequence of phases in a project. According to Archibald the initiation phase of the project begins with its start and both the concept and definition continue with this phase. Assuming that the process of conceptualization of the project begins with designing the diverse parameters of the project, then it is possible that the subsequent definition will involve in outline of project outcomes.Next comes the design phase. Yet again Archibald did not elaborate how best to make use of diverse skills and tools to carry out the design phase of the project successfully. However he laid the foundation for a structural feasibility design framework that encompassed a range of issues such as the social dimension of the project and the corporate governance parameters (PMI, 2004).The phase of manufacture according to Archibald is identical to execution of a project. For instance there is a possibility that project

Premier profile Essay Example | Topics and Well Written Essays - 1250 words

Premier profile - Essay Example It will explore some background information about him, his contribution to federal-provincial relations and finally his political legacy. Rene Levesque was born in August 24, 1922 and later died in November 1, 1987. He started his career as a reporter and a journalist then later went into politics. In his political life he served as a minister of the government of Quebec (1960-1966) and was founder of the political party, Parti Quebecois. As the 23rd premier of Quebec between the periods (November 1976- October 1985) he became the first political leader since the confederation that attempted to negotiate the political independence of Quebec. Rene Levesque was born in Campbellton in New Brunswick and was brought up in New Carlisle in the province of Quebec by his parents Dominic LÃ ©vesque who was a lawyer by profession and Diane Levesque in the Gaspe Peninsula. He went to school at the seminaire de Gaspe and then later joined Saint-Charles Garnier College. From there he joined Universite Laval in Quebec City to pursue a degree in law. In 1943, LÃ ©vesque quitted his studies and left the university without completing his degree. From quitting university LÃ ©vesque went into journalism and joined the radio station called CHNC located in New Carlisle. While at the radio station LÃ ©vesque became a substitute announcer for CHRC and then later announced for CBV. His journalism career looked promising when he went to serve as a correspondent and a liaison officer for the USA army in Europe during the Second World War (Wall, 2014). During his stay in Europe, he was based in London where he made his reports through the print media and on the air waves. From there he went to work as a reporter for the Canadian Broadcasting Corporation. He again worked for CBC as a war correspondent in the Korean War. While working as a journalist he got married to Louise L’Heureux with whom he had three children with. Levesque gained fame and popularity when he started

Quality1a Essay Example | Topics and Well Written Essays - 1000 words

Quality1a - Essay Example W. Edwards Deming is an authority of the quality management movement. He came up with the cycle of improvement known as the ‘Plan, Do, Study, Act (PDSA). Edwards created this cycle to assist organizations to plan protocols through which they can develop quality services in health care. Through PDSA, healthcare organizations will first identify areas that require improvements, and then form plans to better develop these areas. In the ‘do’ phase, the plans are then tested; after which they analyze and interpret performance statistics in the ‘study’ phase. If the changes being enacted lead to improvement, they will then be implemented in the ‘act’ stage. There are other additional foundational frameworks that are addressed in the implementation of QI in different sectors. Each of them function as quantitative parameters for evaluating progress in health related matters such as the decrease in maternal deaths in childbirth, immunization rates, and the number of physicians that are available to serve given numbers of patients.  According to Leischow & Milstein (2006) FOCUS PDCA, API, ISO 9000, Baldrige Criteria, Lean, and Six Sigma, are additional frameworks that are employed in the improvement of healthcare quality. Why do various health care stakeholders define the quality of care differently? Quality is defined in different ways by various healthcare stakeholders. This is due to the fact that health care quality deals with intricate aspects of care from several perspectives. Quality can be measured through the character of the results that are gotten after implementing new outcomes or may be determined through process, in how health care is delivered to patients. Essentially, the definition of quality relies on the person that is describing the quality. Healthcare providers, such as nurses, will have a different definition from healthcare researchers, for instance. On the other hand, government officials working in t he healthcare sector will define quality in a different way from patients who receive the end product of treatment. What are the roles of various clinicians and patients in QI? Stakeholders in the healthcare sector who stand to benefit in different ways from the implementation of quality improvement include medical practitioners, patients, contractors, government official who work in the healthcare sector, and various healthcare organizations. These stakeholders have significant roles in contributing towards the implementation of quality improvement (Lee, 2007). For patients, quality improvement is important because it affects their chances of getting the best treatment.  Medical care providers, on the other hand, care for quality improvement because their tasks and responsibilities will be simplified if processes of improvement are implemented in their facilities. For instance, the implementation of quality processes will allow them to be able to easily monitor the spread of dise ases in the public. The payers like Medicaid and Medicare, on the other hand, make it possible for the medical provider to develop quality by means of incentives that support quality improvement. Healthcare organizations  can contribute towards the development of performance measures and standards that update the processes involved in quality improvemen

About sales people as employee performance Essay

About sales people as employee performance - Essay Example between employee performance and sales people I would have the chance to check the differences in the form of the above relationship, as appeared in markets worldwide. In other words, I could evaluate the current potentials of employee performance to influence sales people, and vice versa. Current training course has been related to a series of problems. At the first level, not all students are aware of all aspects of employee performance. In this way, delays appear in different phases of the courses. At the same time, existing material related to employee performance is vast. Identifying the material referring solely to sales people takes more time than estimated, a fact that will necessarily affect the progress of the course. The instructions used in the particular course will be aligned with the course’s theme. Emphasis will be laid upon the review of material that is appropriate for understanding the course’s subject. Emphasis will be also given on the development of examinations for checking the progress of learners. Examinations will be based on exercises related to the course’s key issues and its sub-issues. Instructions should be available online, in the school’s website, so that participants are able to check the progress of their exercise, without the intervention of a third person. My instructional strategy would have two different characteristics: it will be interactive, available through the Internet for review, and b) direct instruction. In addition, a different instructional strategy can be used anytime for evaluating the performance of sales people as employee performance. The course will be divided into 8 sections; each section will focus on the examination of a particular issue of employee performance. The relationship between employee performance and sales people will be also analyzed. The schedule will be structured as follows: five sections will refer to employee performance; the sections, during which the relationship between

Exam 2 Assignment Example | Topics and Well Written Essays - 1250 words

Exam 2 - Assignment Example The Q1 here is 90%, followed by territory 1 and 8. Strategies for selling in new markets Here the real challenge would be to maintain projected business decisions to percolate in territory 5; equally spaced with 25% across four quarters. These territories need more marketing and publicity. Staffing requirements: Aim of the Sales Force: Aggressive selling/orders for market penetration especially in the Q1 and concentrate more on demographic locations of A. Since the sales departments across industries work under extreme pressure to deliver their targets, we are also going to follow the same structure. The basic idea here is to formulate a task force of a small team capable of undertaking substantial work and deliver goods as targeted and their goals are more aligned with the organizational goals. Further after a year, depending upon the nature of the business the team may be expanded on need basis. The staffing requirements are a combination for existing as well as new markets. The en tire sales team will be headed by the general sales manager [GSM], reporting to the CMO. Further the team would comprise of fields sales manager, the accounts group and the admin staff. Four telemarketers are to be hired since the company expects high returns in mostly all sectors. Offcourse downsizing would be looked at based on the need of the hour. All the staff will be trained hands on before putting them on field operations. Here the motivation for employees should be handsome incentives quarterly, based on achieving targets. For the first year the team should be paid incentives at 5 – 10 % of their base pay. This will be steered up the following financial year. Unique Selling Proposition (USP) for Sales: Consumer loyalty is based on the use of our machines for the first time and coming back to use the same machine over a period. This needs to be combined with the value proposition of the product and the best in class machine longevity [7 – 10 years] against compe titors having say 4 – 5 years. This is one of the keys to build loyal consumer base. Basic design for Effective Sales: The sales task force should â€Å"think consumer to be big†. The sales strategies should be consumer centric, i.e. more focused on delivering goods to the buyers. All these concepts are designed to achieve targets â€Å"first time right†. This also ensures customer satisfaction. The key points that the sales team should look into is delivering targets for the company and machines to the consumer. These commitments should help the sales team to achieve organizational goals for the financial year 2012 -2013. Sales focus should be on more mature territories like 10, 8 and 1. Here the scope of ROI is high and the market share for capture is also high. In this sector it is very logical to sell only premium models of routers for the first year. It is also apparent that due to the presence of fewer companies in sector ‘A’ as compared †˜B’ and ‘C’, the net profits would also be high since our premium routers would compensate for the volumes required. Hence, the need to maintain the customer base here is critical. The accounts team will have to play a major role here in retention of clientele. They will also have to coordinate with the telemarketers to get the job done. And here the sales rigor has to be maintained over a substantial period of 8 months for ‘A’. Once the Q1 targets are achieved then the team can also

Universal packaging design Case Study Example | Topics and Well Written Essays - 1500 words

Universal packaging design - Case Study Example In business, universal packaging design is a framework in which product packaging in a way that captures a wide range of people and circumstances without any special features (Lidwell, William, Kritina Holden, Jill Butler, and Kimberly Elam, 26).For instance, a counter with a universal design will have manifold heights- a standard height for taller people and a shorter height for short people. Universals designs must follow certain principles that define it. They include:1. Equitable use The design has to meet the needs of people with different abilities. It must be equally usable to all users: Identical whenever possible and offer equivalence in utility where it is not identical. It should not segregate or stigmatize any users Must avail specifications of privacy, safety, and security to the all users The design must be appealing to all users.2. Flexible to users The design should accommodate different individual abilities and preferences. The user should be free to make a choice on the methods of use. Right and left-handed persons should also be accommodated The equipments should be able to facilitate accuracy and precision for the user The design should provide room for the users to adapt to any change that may occur.3. Simple and intuitive to use The design should be simple to understand. The experience of the user on its use does not matter. The user’s knowledge, language, skills, or current level of concentration should not matter in the ease to use design. The design should have the ability to eliminate unnecessary complexity It should accommodate different literacy levels and skills. The design should a sequential effect on items according to their level of importance The systems should provide effective feedback during and after the completion of the task 4. Perceptible information The design should communicate information to the user where necessary without special sensory abilities form the user. It uses pictorial, verbal and tactile modes for the redundant presentation of essential information. It should provide sufficient contrast between essential information and its surroundings Essential information should have maximum legibility The readers hold is able to describe different elements i.e. it should make easy for the user to give instructions and directions The design should compatible with a variety of designs or devices used by user with sensory limitations. 5. Tolerance of error The designs should minimize on hazards and adverse consequences of intended and unintended actions Arranges elements to minimize hazards and errors in a way the is understandable to all users. Categories such as, most used elements, hazardous elements eliminated, isolated, or shielded are applicable. Provides warnings of possible hazards and errors that can occur on the instrument or device It provided fail-safe features of the model to the user It should direct the user to avoid unconscious actions in tasks that require vigilance and att entiveness. 6. Low physical effort Users should not use a lot of energy when using the design. There should efficiency and comfort with the most minimum fatigue User should be able to maintain a neutral position of the body when using the design The user should use reasonable operating forces Repetitive actions should be minimal Sustained physical efforts should be minimal 7. Size and space approach of use The size and space approach of a design is the extent to which the use can reach, manipulate, and use the design regardless of their body size, posture or mobility. The design should allow the user to do all that without strain. It should be adjustable to allow users of all body sizes to use it. Important elements must be clearly seen by any sitting or standing user The users should be able to comfortably reach all of the components they need during operations It should accommodate any variations in hand and grip size Space for assistive or personal devices for users should be acc ommodated through sufficient space.

Languages and thoughts Essay Example | Topics and Well Written Essays - 1500 words

Languages and thoughts - Essay Example To settle an inquisitive novice these terms can be described very plainly. Thought can simply be defined as a mental state of a person at any instant of time. Generally, what best describes languages is a combination of vocabulary and grammar (a set of rules that defines how language can be used properly and meaningfully). This combination does not include phrases and idioms. According to a web dictionary a language can be defined as, â€Å"Any means of conveying or communicating ideas; specifically, human speech; the expression of ideas by the voice; sounds, expressive of thought, articulated by the organs of the throat and mouth.† Hence the narration of thoughts with the help of a language should be â€Å"Speech†. The superficial correlation of language, thought and speech, as mentioned in the text above, lays the ground for a stream of philosophical questions. Like, is there any relationship of interdependency between language and speech? Does a speech always depict the respective thought process or do people use it to conceal their thoughts as well? How does the process of thinking take place in people’s mind and at what stage does it initiate? How does a child learn to make use of languages to narrate thoughts? What is ego-centric or internal thinking? What role do instincts play in an infant’s thought process and narration of thoughts? In order to pursue answers to the above questions the studies of renowned psychologists and philosophers are looked up. Among them Vygotsky’s study is of executive importance. Language is not dependent on anything else but itself. There are various theories to elaborate this. Russian psychologist Vygotsky in his book â€Å"Thought and Language†, emphasizes upon the social nature of a language stating that the environment surrounding a person essentially influences his thoughts. Young children are influenced greatly by their environment and by the input they get from the elders surro unding them. These influences lay the basic principles of thought and learning within children. Vygotsky emphasizes that the skills, values and knowledge imparted to children by their elders are done with the help of languages and social interactions. The words that come out of an elder’s mouth are objects and thoughts of a youngster. Since Vygotsky believes that languages and thoughts are interdependent internally the rational development of a child is dependent upon his language development. Interactions with the environment formulate and polish the inner speech of a child. The inner speech which is the core of all his personality’s thought stream. The development of a toddler can be a perfect example that depicts Vygotsky’s theory. Partial utterance of merely a single word means one whole sentence. The mere sounds of an infant’s goo gaa and pointing and different objects are his initial aptitudes towards expression of his thoughts. Just saying ‘d rink’ could mean that he wants to drink something or could even be saying what another person is drinking. The next step after utterance of a word from is mouth is that he looks at the expressions of the people surrounding him. Their reactions are registered into his stream of thoughts giving him the idea of the nature of his spoken word. He registers and learns when to say the specific word and when not to say it thus, the next time the child utters the very same word with influence of his past experience. At a later stage in the development of thought

Comparative democratisation Essay Example | Topics and Well Written Essays - 2000 words

Comparative democratisation - Essay Example The death of Franco elevated Dan Juan Carlos de Bourbon to the monarchy. Until Franco's death, Juan Carlos had discreetly stood in the background and served to follow the dictator's plan. However once in power as king of Spain Juan Carlos facilitated the development of the current political system, as his father, Don Juan de Bourbon had advocated since 1946. Juan Carlos began his reign without leaving the confines of Franco's legal system. As such he swore fidelity to the principles of the movement national, the sole legal party of the Franco era. He took possession of the crown before the Francoist Cortes Generales and respected Ley Organica del Estado (the organic law of the state) for the appointment of his first head of government. He showed the beginning of transition through his speech before the Cortes. The first government of Juan Carlos was presided over by Carlos Arias Navarro. The king made this appointment in accordance with the guidelines of the 1966 Ley organica Del Estado (organic law of the state). However in July 1976, as Prime Minister Arias Navarro continued to delay reform and object to democratisation, King Juan Carlos demanded his resignation. Fernandez Miranda, as president of the council of the kingdom, obtained Adolfo Suarez's placements on the new list of three candidates for head of the government. The king chose Suarez because he felt he would be able to meet the challenge of the would be political process that lay ahead. Adolfo Suarez quickly presented a clear program based on how two points; (a) The development of a law for political reform that once approved by the Cortes and Spanish public in a referendum would open the constituent process for creating a liberal democracy in Spain. (b) A call for democratic elections in June 1977, in order to elect a Cortes that would be charged with drawing up a new democratic constitution. Despite all difficulties from the army and opposition Suarez's project went underway without delay between July 1976 and June 1977. The draft of the law for political reform (Ley para la Reforma politiza) written by Torcuato Fernandez Miranda was approved by the Suarez Government in September 1976. This law was debated throughout the month of November by Cortes under the presidency of Fernandez-Miranda. It was approved with 425 votes in favour, 598 against and 13 abstentions. The Suarez government wanted to gain further legitimacy for the changes through a popular referendum with 77.72 % participation rate. 94% of the voters voted in favour of the changes to add to his credibility Suarez, freed 400 prisoners in July 1976. He also granted blanket amnesty in May same year. In December 1976, he disbanded the Tribunal de Order Publica (TOP), a sort of Francoist secret police. He legalized the right to strike, with the right to unionize being granted a month after Suarez initiated political contact with the opposition by meeting Felipe Gonzalez, secretary general of the PSOE in 1976. However the big problem was for po litical normalization was the legalization of the communist party of Spain (Partido communista de Espania). PCE's secretary general, Santiago Carrillo's offer of a "social pact" pushed Suarez to take the riskiest step of transition by legalizing PCE in April 1977. To resolve the difficulty of a group of hard -liner Francoist led by Jose Antonio Giron, Suarez centered on General Diez Alegria. He decided to give the members this group the

Employing Heuristics Essay Example for Free

Employing Heuristics Essay A heuristic is an informal and usually a quick solution to a problem. These quick solutions or strategies are based on one’s experiences in dealing with problems and in things that are related to that problem. In can be represented by the idiomatic expression â€Å"rules of thumb’ or in simpler terms, common sense, educated guesses, or judgments based on intuition (Kahneman, 1982, p. 39). That having been defined, we can say that the boss’s reaction was as it was due to his limited knowledge of the inner workings of a Volvo car. The only thing he knows about Volvos is based on the experience his brother-in-law had with a certain car of the same brand. That experience being negative, it is inevitable for the boss to react negatively as well. One possible way to sway the boss’s perception of the vehicle is to make him see and experience the vehicle for himself and prove that his perception of the car is wrong. Give him a first hand experience of the car since what he knows about the car is based only on second hand knowledge. Let him inspect the car for himself. Give him a ride in it. Let him drive it. However, his idea of the car may already be corrupted and he may already have formed biases regarding it. This will greatly affect his judgment of it. A way to avoid this may be to conceal the brand of the car to him at first. This will prevent his biases from clouding his judgment. Once he has made his unbiased decision regarding the vehicle, that’s when the brand of the car may be revealed to him. If the likes the performance of the car, he will be surprised to find out that it was a Volvo. If not, he’d probably have this I-told-you-so attitude. Now that you’ve got your boss’s attention, maybe its time you told him about more details regarding the Volvo; about its features and about what sets it apart from a the others. The Volvo Group, a Swedish Company, supplies not only cars but trucks, busses, construction equipments and various transport solutions as well. With this variation, we can say that the company knows what they are doing with regard to vehicles. They’ve been around since April 14, 1927, founded at Gothenburg City. In 1999, the car division of the company was sold to Ford which is an even more reputable car manufacturer. An example of a luxury car under the company brand is the S80 luxury sedan car which presented a new idea of what luxury cars should be. It has superb luxury features which make its looks stand out among other cars. Its engine is created with an advanced technology and can be expected to perform the way modern cars should. And of course, the feature that the brand has been known for, comfort and safety, is something that Volvos can truly be proud of. Safety always comes first anyway. Some more features that the car can boast is its consoles like digital climate controls and the Dolby Pro-Logic II/Dynaudio surround sound system which increases the level of its being a luxury car. t also has stylishly shaped headlamps, soft exterior body curves, and warm color tones which are all made from high quality materials. Its most unique feature, with its state of the art security systems, is the adaptice cruise control with collision warning and brake support. This feature warns the driver of impending collisions and can prevent severe accidents from happening. This is just one car from the brand. We can be sure to expect no less from the other models they manufacture.

Piece on The lake Essay Example for Free

Piece on The lake Essay My head rested peacefully against the bark of the willow tree, my back floated on a bed of grass and my feet were gliding in the calm water of the lake, occasionally being nibbled by various fish. It was the perfect atmosphere to have a little nap; however I knew that if I fell asleep I would regret getting to admire the lakes precious beauty on this spectacular day. The sky was as clear as sapphire, the sun was a rosy apricot colour and was surrounded by pillows of clouds and somehow my imagination managed to convince me that there were little angels dancing and prancing above them. The sky looked even more radiant in the lakes refection; it added a glittery appeal to it, magical. I gazed wondrously towards the other side of the lake where the troop of trees stood, practically hugging each other. I enjoyed watching the giant trees sway with each other as if they were moving towards natures music. On my side of the lake, there was a choir of frogs chattering and birds chirping. I sang a little melody too, but the frogs and birds suddenly stopped, they must have disliked my tune. As I was about to rest my eyes a little, nature woke me up. The calming breeze tickled my ear lobes and I could faintly hear it whispering secrets to me. Every time the wind passed by, it left behind a scent of maple and berries so strong that it made my nose twitch. It smelt heavenly organic yet delightfully tasty. When I took a careful look at the lake, it looked similar to a heart shape; just one side was slightly bigger. The colour of the water was like an innocent girls eyes, so pure. It was a dark turquoise and if you looked  carefully you could see the luminous scales of various fish. Every now and then a heard of teeny tiny jump fish would be racing across the glowing surface of the lake as if they were being chased by the police. The lake was indescribably beautiful as it was but looking at what was on land around it was just the icing on top of the cake. Flowers bloomed as if they were living the last day of their life; bees flew as if there was no hurry; dears drank water as if there were no predators and birds sang as if they were in a symphony. The wind softly whispers through the trees as I rest on the soft green bed beneath me, peaceful feelings overtake me and my spirits seem to soar from within just like the birds circling above me.

Human Resource Development at Pizza Hut

Human Resource Development at Pizza Hut Human resource development ABSTRACT Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Thus, effective development of human capital should help organisations to maintain a competitive advantage. However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations re-evaluate existing paradigms and approaches used to conduct training and development in building future leaders. The purpose of this study is to investigate the selection of training approaches, appropriateness of training delivery options, and appropriateness of training methods for the delivery of development programs within the pizza hut. This study was designed to provide the needed relevant information with regard to the particular dimensions of pizza hut personnel development programs either for training professionals who conduct training or managers and related persons who may attend training sessions. For this study, a survey-questionnaire will be utilised as the primary method to obtain the research data. The questionnaire will be consists of closed-ended questions to obtained valid and complete data. The sample will consist of 10 personnel at managerial positions in Pizza hut. The sample of managers will be chosen randomly, however, the research will attempt to get a wide range of individuals. The researcher has chosen deductive approach to carry out primary research in conjunction with secondary research from the literature review. With quantitative research, the deductive approach seems to be appropriate for the research survey and will allow the author to investigate effectiveness of training and development process to create future leaders. The findings of this research study would be able to assist managers of all level in Pizza hut, with practical ideas. The results of this study revealed that pizza hut is carrying out effective training programmes somehow to create future leaders. Although the results of this study presume effective training programmes and development process are not the only conclusive factor in creating managers, it can be assumed that managers cannot presently take full advantage of training programmes in Pizza hut However, it is more important to investigate from which training design source or item the personnel most likely perceive significant to their development. Moreover, other definitive requisites should always be performed simultaneously. Overview The research on a company for my dissertation is Pizza hut a well well-known global fast food Brand. The reason for the dissertation is to find the problems faced by managers towards their training and development. In this chapter the main reason of the research is clarified and justified. The aims and objectives of the study are discussed, and the chapter end up with a tiny sight into the history of pizza hut UK. Background of study Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Organisations of all sizes have recognised the value of training (Banks, Bures, Champion 1987, p19). Thus, effective development of human capital should help organisations to maintain a competitive advantage ( Pfeffer 1995). However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations reassess existing paradigms and approaches used to conduct training and development (Brown 1998). Human Resource Management (HRM) may not understand the value associated with the training of personnel that includes operational issues such as the strategic plan, the roles and responsibilities, and the value attributed to each and every personnel. An organisations most valuable assets are their personnel. As such, they can improve an personnels self-value and supply their value to the organisation by providing knowledge, skills, and tools that will lead to a reduction in errors and thereby a reduction in costs. Costs associated with training are well worth the expenditures when the training leads to improved care and a reduction in errors. Problem of statement Underlying the problems faced by managers of pizza hut with the training and development process to enhance their career in the organisation and adverse events is a significant disconnect between comprehensive, integrated training and the expectations and fundamental skills needed by pizza hut managers. Lack of continuous integrated training leads to increased variation and increased outlays; therefore, quality is diminished and effectiveness lacks in the training and development of an employee within the organisation. Training is often split, superficial, and only emphasised as a reaction to internal or external stimuli such as a survey, adverse event, or litigation. Such training is generally not incremental or reinforced, nor does it provide a structure in which healthcare workers can contribute to an organisations performance improvement and value adding by taking the initiative and promoting positive change. Both healthcare managers and personnel need to understand the long term, integrated commitment required to initiate lasting changes in the face of established organisational culture, complacency, and general resistance to change. Facilities today are required to provide authorized orientation and training to new personnel. Once the new personnel orientation has taken place, the only other mandated training is for yearly orientation. The exceptions to this would be for skills competency and specialty training, which are generally focused on specific tasks and do not entail a comprehensive, intergraded approach that ensures sustained competency and improvement. This pizza hut standard of training does not capture the ongoing identified needs of the workforce and can lead to untoward events. These events do not necessarily lead to consistent training, or monitoring and evaluation of sustained improvement in management training and development. Monitoring of incidences may occur, but the linkages to organised process related training and implementation are not clearly defined and coordinate throughout the organisations. Purpose of Project When training proposal is supported by an appropriate development process and well integrated into the structure of an organisation, variation is reduced, cost is decreased, and consequently, the value is added to organisation. With the integration of comprehensive training comes a reduction in wasteful resource allocation as a result of reduced error, rework, and litigation. Comprehensive training and development are fundamental to improving processes and creating an environment in which personnel are motivated to improve their performance; they provide a foundation to build upon. Personnel, at all levels, also gain professional insight and strength through continued training and development. This project is geared in the direction of growth of understanding of how comprehensive training and development will ultimately lead to value adding. Since there is a need for training initiative and resource allocation, managers must embrace this concept in order for the training to be effective and engrained in organisations value creation. For those who sincerely wish to establish such positive change, awareness of the commitments in time, money, and human resources required for initiating and seeing through to completion lasting changes development will be stressed. This project shall depict the importance and benefits of organisational training and development in such a manner that organisation will desire to impart this knowledge to healthcare managers and personnel. Training personnel at all levels how to understand and drive the changes required to securely grafting effective value adding to their organisation. This is critical as the coalition of empowered personnel needed to develop, sell, guide, and drive the necessary changes, to be successful, must be recruited from throughout the workforce. They will need to reduce complacency and increase urgency. They will need to create a change coalition, develop a guiding vision, sell that vision to others, etc. If they have sufficient autonomy, they can often do so regardless of what is happening in the rest of the organisation (Kotter 1996, p 46). Furthermore, it would be beneficial if leadership extended this philosophy of training to include suppliers and vendors so that the culture is all encompassing and reaches out to all those who interact with the organisation. Comprehensive training programs provide a foundation for pizza hut workers to support ingenuity, motivation and teamwork. Research question and objectives In this dissertation process, I will emphasis on the effective training and development carried out by pizza hut. This will give me information, which I will use in respect to my topic and help me in bringing out the critical review and conclusion in accordance to my knowledge. Base on the aims above the following objectives are set: To understand the role of Training and development in the working environment of an organisation. To get positive outcome through my research by identifying needs and necessities using various methods as proposed in my methodology. Background of pizza hut Pizza hut is one the biggest food chain company in the world. This company has been running successfully for about 50 years and still mounting its name day by day. Pizza hut was established in USA and started its operation in a very small level. The first ever pizza hut was started in1958 in Wichita Kansas, USA by the collaboration of two brothers Frank and Dan. They opened a small restaurant and named it pizza hut. The growth was remarkable as 150 restaurants were opened in its first 10 years of operation in USA. In 1968 its first international restaurant was opened in Canada. Sooner it became the biggest pizza restaurant chain across the world in total number of restaurants and in sales. In1971 Pizza hut was climbing up in terms of sales and number of restaurants globally which allowed it to grab a position in the New York Stock Exchange. At present pizza hut is running over 7,000 outlets worldwide. In 1973 the first pizza hut was established in UK and proved to be a very good restaurant chain. Pizza hut is on the top when we compare all the fast food pizza outlets operating across the UK with more than 700 outlets. Pizza hut is owned by Yum Brands a US based company. Yum brands also owns AW All American Food, KFC, Long John Silvers Pizza Hut Taco Bell. If the handbook of Pizza Hut is viewed, the vision of Pizza Hut UK market is clearly mentioned to be the most loved and trusted brand in UK. Its passion is Great Pizza, Great people, and Great times. Millions of customers are served everyday with millions of Pizzas. According to management the company wants to have the most loved and trusted out lets. Pizza Hut wants to be the most trusted and favourite brand not only among its customers but among its employees as well. Structure of study This study is organised as follows. The introduction is Chapter One. Chapter Two examines the current theoretical and empirical literature on training and development, in an attempt to understand the contributions which have been made to date, and to define potential gaps which could be filled by this dissertation. In reviewing the relevant literature, not only is it important to clarify some of the terms which will be used in the study, it is also important to recognise that an understanding of these terms will evolve as the study progresses. In HRD, one of the most commonly recognised approaches to improving performance is training. Training includes instructional experiences which are designed to develop skills and knowledge, to achieve organisational objectives, to assist organisational change, and ultimately, to be applied in the workplace for the sake of organisational improvement (Bramley 1996). Chapter Three describes the research design and methodology employed in the study. To truly understand the impact of a training program on an individuals productivity, morale, behaviour, and understanding within his or her organisation, training must be evaluated long after the session is completed. Through questionnaires, informal conversations and interviews, a greater understanding of the challenges and opportunities faced by the trainees once they complete the training can be reached. Because of limited resources and/or a lack of commitment to examining the ongoing impact of training, this continuous measurement and follow up is not often practiced. The researchers role in this study was that of a participant observer. Participants were aware of the researchers presence and purpose for her involvement. Because the researcher was the instrument in the collection and analysis of the data, he maintained a closeness to the topic, and continually assessed and documented his values, assumptions, and conceptual framework. Detailed field notes and research notes were kept throughout the project, to keep track of emerging thoughts, patterns, and ideas, and to keep the conceptual framework of the project in focus. The researcher remained open to the evolving nature of the study, and understood that it was often necessary to collect additional types of data as the study progressed. In an attempt to produce the most credible, coherent, and potentially generalisable study, the data were collected by using a variety of methodological strategies, to cast a wide net to ensure that the highest quality data were collected. The use of multiple methods, often referred to as triangulation, includes such practices as interviewing, observing, and collecting relevant artefacts or documents, all of which were utilised in this study. Richness of the data, length of time spent in the setting, relationships developed, and the representation of the perspectives of the participants, all contribute to the coherence and comprehensiveness of a study (Erickson 1986). Qualitative data analysis is the process of constructing meaning out of the data and constructing an account. Analysis is the point at which the researcher interacts with the data to construct, reduce, interpret, understand and eventually communicate them and make a connection between assertions and data. Assertions come from data as a whole, keeping in mind the concept of bounded rationality, which says that we cannot collect everything, but we must do as much as possible to insure a coherent and comprehensive study (Simon 1946). To answer the research question for this dissertation, a thorough, constant analysis of the data was conducted, in an attempt to recognise observable themes and patterns, which arose with regard to training transfer. General assertions were made based on those themes and patterns, which emerged throughout the data as a whole. Once these connections were made within the data, the findings are represented to the reader. The training and development will continue to evolve responsibly through a better understanding of the context in which they take place, and the individuals involved. This focus will become clearer through quality research and inquiry, which seeks to understand the contextual elements of Human Resource Development practices within organisations. Chapter Four presents the research findings. Chapter Five focuses on the implications, limitations, significance, recommendations, and conclusions of the study, based on the findings. While the intentions of this project are to contribute empirical and theoretical knowledge to the field of Human Resource Development, it is important to consider the limitations inherent in its design. Openness of the participants, the length of time that must be spent to truly understand the perspectives of the participants, and the exploration of only one technique of one training organisation are limitations which must be taken into consideration in doing this study. It can be argued, however, that the very limitations of qualitative research are, in fact, its strengths. Overview In this chapter, researches related to the impact of training on organisational performance and success. The first part provides a definition of training and development. The second part discusses the training process. Training needs assessment is discussed in detail in the third part. Training evaluation is discussed in the fourth portion. Finally, background information regarding pizza hut utilised in this research is presented. Training and development Human Resource Development (HRD) can be universally recognised as a very effective approach to improve performance within training. Training consists of a variety of experiences that intend to enhance and develop skills and knowledge in order to accomplish organisational objectives, to improve and change organisational aspects within the work place (Bramley 1996; Broad Newstorm 1992). According to Manpower Services Commission (1981) training is a planned process to modify attitude, knowledge, skills, or behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose in work situation is to develop the abilities of the individuals and to satisfy the current and future needs of the organisation. In the same way development is a type of progression in which persons may find it more effective when learning through experiences. It is a procedure that helps people make use of the skills and knowledge that their past teachings and training has given them, this helps not only in present jobs but also anything that may come up in the future. It personifies theories and ideas connected with psychological growth, greater immaturity and increased confidence. According to Ivancevich (2004), training and development are processes that provide (or at least try to) a personnel with information and skills they need in order to understand the organisation and its goals. They are designed to help a person continue to make positive contributions in the form of good performance. Training helps personnel do their current work better while development prepares them for the future. Training is an important process to every personnel. It is a systematic process in which an individual is aided to alter his behaviour in a direction that will achieve the organisations goals. Ivancevich (2004) describes the goals of training as training validity, transfer validity, intra-organisational validity, and inter-organisational validity. Training validity determines if the trainees learn skills or acquire knowledge or abilities during training while transfer validity determines if these learned skills or acquired knowledge or abilities result to improvement on job performance. Intra-organisational validity determines if the job performance of a new group of trainees in the same organisation that developed the program comparable to that of the original training groups job performance. Finally, intra-organisational validity determines if the validated training program in one organisation can be applied with successful results in another organisation. Noe (2003) defines training as planned effort by a company to facilitate personnel learning of job-related competencies including knowledge, skills, or behaviours that are critical for successful job performance. Training helps personnel master knowledge, skills, abilities and behaviours emphasised in training programs and to apply them in their day-to-day activities (Noe 2003). As argued by Noe (2003), training is a process which not only needs basic skills, which would be skills that are sufficient enough to perform ones job, but also needs skills at an advanced levels which enables a person to use high technological information and share it with other personnel. This would be perfect in order to gain competitive advantage. A good understanding of the customer and the system is also a key aspect within training. Al of these put together collectively defines intellectual capital. A training initiative which requires generating intellectual capital is a training which goes by the name of high -leverage training. According to Carnevale (1990), high-leverage training, which is linked to strategic business goals and objectives, uses an instructional design process to ensure the effectiveness of training programs, and compares or benchmarks the companys training programs against other companys training programs( Noe2003). According to Richard M. Hodgetts and Fred Luthans (1976), training is a procedure of changing behaviour and attitudes in a way that increases the success of reaching ones targets. According to both theorists culture, customs and work habits of the local people should also be taught in training process. And if all the above mentioned factors along with other factors are considered properly it would boost towards the success of any establishment. According to Hall (2004). Formal training programs are not seen to be enough in accordance to todays fast moving world. A few other things the author believes is that in order to uphold certain standards that are commercial and cost effective, the people should be execution experts. A lot of senior executives believe that budget will stay tight, even after a full economic recovery, and that headcount, time. IT support, and other resources will continue to be in short supply. The opportunity and demand for enterprise-wide initiatives to bring about wholesale change will only increase. If you are a leader of learning, your future and the future of your organisation depends on your ability to make significant initiatives happen despite the challenges of day-to-day work. To acquire this you need to become an execution expert. Todays best-in-class learning professionals operate differently than those who came before them. Their thoughts are focused on 3 areas: business strategy, resources, and execution. (Hall 2004, p65-6). Two different training methods are identified by the authors (Ferris et al, 2006), the first set of training is described as the routine training which is given to all level of working staff. The other set of training however, is a type of training in which political skills is the main and important component of training and development process and is aimed mainly for senior executives. As the work force moves up the chain of command to higher jobs at wider scales, technical capability is less important and political skill takes its place. When the centre for Creative Leadership studied why once-promising executives failed on the job, lack of social effectiveness emerged as a leading cause. The political skill which is mentioned quite a bit, is a type of skill that distinguishes successful and efficient managers from those managers who are inefficient. It is also an ability which merges together social intelligence which facilitates and adjusts to situations where differentiation and changes are of demand. In return this helps in developing and advancing the working conditions. Training and development at individual level To identify each persons own knowledge, skills and abilities in order to assess each individual and progress them at the pace According themselves. Psychology theorists e.g. Likert (1961), Mayo (1933) cited by Younglin (2001) entails that employee satisfaction and well being are related to performance, but in those theories they did not explicitly hypothesize about the appropriate level of analysis, for example individuals, groups or organizations. Assessments and one to one meetings allow employees to reflect on their own learning needs in relation to their work aims. It also provides well controlled learning experiences linked to professional and administrative needs, goals and job requirements. Individual levelled training and development is the base and the stepping stone of any needs assessment. All managers have different emphasis on specific needs collaborating with their job description, level of education and intelligence experience and personal choice. Focusing on employees individual needs appraisals makes it easier to compile personal development plans that suit each employee according to their own level of competency. Training and development at organisational level It is vital for organisations to focus on peoples capability to foresee, adapt and respond to sudden changes in the environment. Training and development will have to join together it with corporate goals. It must be accurate with what the business leaders are trying to achieve. In order for training to seem more appropriate, its programme will revolve around business related matters for the future. In practice, its achievements will shoulder on developing apparent training objectives from the tactical issues of the business. Effective managers are created in an environment where there is continuity in the learning manner. A high level of experience, expertise and mind power of the internal as well as external trainers is essential, along with their commitment and capability to maintain a healthy relationship committed to management maturity. The method of learning can often engage unlearning certain behaviours and attitudes. certainly, in relation to organisations (Hamel Prahalad 1994, cited in Cole, 2000, p268) found that creating a learning organisation is only half the solution. Just as important is creating an unlearning organisationto create the future, a company must unlearn at least some of its past. According to Cole (2000) training and development of workforce is a concern that is faced by more or less all the establishment. The quantity and excellence of training carried out varies a lot from organisation to organisation. Therefore most of the establishments are adapting systematic approach to the training and development of their employees. Organisations use systematic training cycle to perform a logical sequence of activities commencing within the organisations starting with the training policy, assessment of training needs, carrying out training and evaluations. Cole (2000, p.278) summarises that this training cycle is quite beneficial within an organisation. The systematic approach to training and development arises from the amount of internal and external stress for alteration in the organisation. Firstly in a systematic approach is to develop a policy statement to act as a channel to the organisations intentions regarding the weight and track to be given by to training and development. Secondly initialise a set of roles for those in charge for implementing the policy and thirdly to set up a appropriate structure of training posts and procedures, and to allocate adequate funds to the training establishment. As all the steps are followed with completeness then one can focus on the analysis of training needs, evaluation and review of training carried out. Training policy Establishments mostly deal with a wide range of policies dealing with human resources. Policies are set by the establishments to develop their employees and to monitor their performance by certain training and development programs and courses, conducted internally or externally. According to Cole (2000), training focuses on learning needs and are mainly associated to existing responsibilities and duties which are narrowly linked to short, medium and long term business plans and are seen as an key element of an establishment to prove to its consumers, training and development are the key to success of any organisational goals which indicates the overall plan of an organisation, execution of training and development programs provides a direct link to the organisational goals for those who are accountable for the best possible results. Most of the organisations have a extended tradition of raising their own managers and professionals and providing them with in-house courses according to organisational needs. Some of the organisations rely on external management trainings and courses. Training needs Needs assessment is the process of determining if training is necessary (Noe 2003) and identifying the organisations training needs (Ivancevich 2004) and answering the question of whether training addresses the organisations needs, objectives and problems (Arthur et al. 2003). According to Noe (2003), if the needs assessment phase, the first phase in the instructional design process, is poorly conducted, training will not meet the desired outcome or financial benefit for the company, regardless of the training method and the learning environment. According to Boydell (1985) there are three levels of training needs which are to be studied before putting the programs in to practice. This three-step process consists of organisational analysis, person analysis and task analysis. There are a few factors linked with organisational analysis, such as when given the company resources is the relevant training appropriate, where is training needed in the organisation, which goals can be accomplished through personnel training, and if to determine as to wether or not training can be used to improve a companys success ( Noe 2003, Arthur et al. 2003, Ivancevich 2004). When assessed at an organisational level we must see the general weaknesses the organisation has perceived in its priorities and what would be the prescribed remedy that would be required in alteration of the organisational culture. According to Noe (2003), there are three factors to be considered before choosing training as a solution, these three factors being, the companys strategic direction, managers and peers support for training activities and the training resources available.(Noe 2003) Training to some level should help a company achieve its business strategy. If one was to define a business strategy, it is said that this is an approach which refers to a plan that joins together the companys goal, policies and actions (Meister 2000). Noe (2003) also mentions that the strategic role of training influences the frequency and type of training, and how the training function is organised in the company. (p 42) it is more likely the regularity of training will be higher in companies where training is expected to be a factor in the achievement of the companys business strategies and goals as a post to those companies where in training is done randomly or unplanned. Also it is said that the higher the strategic role of planning, it is more likely that the company will organise the training purpose using a virtual training organisation or corporate university models. (Noe 2003) The managers and peers support for training activities is a critical factor in considering a training programme. To be successful, managers and peers should have a positive attitude in participating a training activity. Furthermore, managers and peers should be willing to provide trainees with infor Human Resource Development at Pizza Hut Human Resource Development at Pizza Hut Human resource development ABSTRACT Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Thus, effective development of human capital should help organisations to maintain a competitive advantage. However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations re-evaluate existing paradigms and approaches used to conduct training and development in building future leaders. The purpose of this study is to investigate the selection of training approaches, appropriateness of training delivery options, and appropriateness of training methods for the delivery of development programs within the pizza hut. This study was designed to provide the needed relevant information with regard to the particular dimensions of pizza hut personnel development programs either for training professionals who conduct training or managers and related persons who may attend training sessions. For this study, a survey-questionnaire will be utilised as the primary method to obtain the research data. The questionnaire will be consists of closed-ended questions to obtained valid and complete data. The sample will consist of 10 personnel at managerial positions in Pizza hut. The sample of managers will be chosen randomly, however, the research will attempt to get a wide range of individuals. The researcher has chosen deductive approach to carry out primary research in conjunction with secondary research from the literature review. With quantitative research, the deductive approach seems to be appropriate for the research survey and will allow the author to investigate effectiveness of training and development process to create future leaders. The findings of this research study would be able to assist managers of all level in Pizza hut, with practical ideas. The results of this study revealed that pizza hut is carrying out effective training programmes somehow to create future leaders. Although the results of this study presume effective training programmes and development process are not the only conclusive factor in creating managers, it can be assumed that managers cannot presently take full advantage of training programmes in Pizza hut However, it is more important to investigate from which training design source or item the personnel most likely perceive significant to their development. Moreover, other definitive requisites should always be performed simultaneously. Overview The research on a company for my dissertation is Pizza hut a well well-known global fast food Brand. The reason for the dissertation is to find the problems faced by managers towards their training and development. In this chapter the main reason of the research is clarified and justified. The aims and objectives of the study are discussed, and the chapter end up with a tiny sight into the history of pizza hut UK. Background of study Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Organisations of all sizes have recognised the value of training (Banks, Bures, Champion 1987, p19). Thus, effective development of human capital should help organisations to maintain a competitive advantage ( Pfeffer 1995). However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations reassess existing paradigms and approaches used to conduct training and development (Brown 1998). Human Resource Management (HRM) may not understand the value associated with the training of personnel that includes operational issues such as the strategic plan, the roles and responsibilities, and the value attributed to each and every personnel. An organisations most valuable assets are their personnel. As such, they can improve an personnels self-value and supply their value to the organisation by providing knowledge, skills, and tools that will lead to a reduction in errors and thereby a reduction in costs. Costs associated with training are well worth the expenditures when the training leads to improved care and a reduction in errors. Problem of statement Underlying the problems faced by managers of pizza hut with the training and development process to enhance their career in the organisation and adverse events is a significant disconnect between comprehensive, integrated training and the expectations and fundamental skills needed by pizza hut managers. Lack of continuous integrated training leads to increased variation and increased outlays; therefore, quality is diminished and effectiveness lacks in the training and development of an employee within the organisation. Training is often split, superficial, and only emphasised as a reaction to internal or external stimuli such as a survey, adverse event, or litigation. Such training is generally not incremental or reinforced, nor does it provide a structure in which healthcare workers can contribute to an organisations performance improvement and value adding by taking the initiative and promoting positive change. Both healthcare managers and personnel need to understand the long term, integrated commitment required to initiate lasting changes in the face of established organisational culture, complacency, and general resistance to change. Facilities today are required to provide authorized orientation and training to new personnel. Once the new personnel orientation has taken place, the only other mandated training is for yearly orientation. The exceptions to this would be for skills competency and specialty training, which are generally focused on specific tasks and do not entail a comprehensive, intergraded approach that ensures sustained competency and improvement. This pizza hut standard of training does not capture the ongoing identified needs of the workforce and can lead to untoward events. These events do not necessarily lead to consistent training, or monitoring and evaluation of sustained improvement in management training and development. Monitoring of incidences may occur, but the linkages to organised process related training and implementation are not clearly defined and coordinate throughout the organisations. Purpose of Project When training proposal is supported by an appropriate development process and well integrated into the structure of an organisation, variation is reduced, cost is decreased, and consequently, the value is added to organisation. With the integration of comprehensive training comes a reduction in wasteful resource allocation as a result of reduced error, rework, and litigation. Comprehensive training and development are fundamental to improving processes and creating an environment in which personnel are motivated to improve their performance; they provide a foundation to build upon. Personnel, at all levels, also gain professional insight and strength through continued training and development. This project is geared in the direction of growth of understanding of how comprehensive training and development will ultimately lead to value adding. Since there is a need for training initiative and resource allocation, managers must embrace this concept in order for the training to be effective and engrained in organisations value creation. For those who sincerely wish to establish such positive change, awareness of the commitments in time, money, and human resources required for initiating and seeing through to completion lasting changes development will be stressed. This project shall depict the importance and benefits of organisational training and development in such a manner that organisation will desire to impart this knowledge to healthcare managers and personnel. Training personnel at all levels how to understand and drive the changes required to securely grafting effective value adding to their organisation. This is critical as the coalition of empowered personnel needed to develop, sell, guide, and drive the necessary changes, to be successful, must be recruited from throughout the workforce. They will need to reduce complacency and increase urgency. They will need to create a change coalition, develop a guiding vision, sell that vision to others, etc. If they have sufficient autonomy, they can often do so regardless of what is happening in the rest of the organisation (Kotter 1996, p 46). Furthermore, it would be beneficial if leadership extended this philosophy of training to include suppliers and vendors so that the culture is all encompassing and reaches out to all those who interact with the organisation. Comprehensive training programs provide a foundation for pizza hut workers to support ingenuity, motivation and teamwork. Research question and objectives In this dissertation process, I will emphasis on the effective training and development carried out by pizza hut. This will give me information, which I will use in respect to my topic and help me in bringing out the critical review and conclusion in accordance to my knowledge. Base on the aims above the following objectives are set: To understand the role of Training and development in the working environment of an organisation. To get positive outcome through my research by identifying needs and necessities using various methods as proposed in my methodology. Background of pizza hut Pizza hut is one the biggest food chain company in the world. This company has been running successfully for about 50 years and still mounting its name day by day. Pizza hut was established in USA and started its operation in a very small level. The first ever pizza hut was started in1958 in Wichita Kansas, USA by the collaboration of two brothers Frank and Dan. They opened a small restaurant and named it pizza hut. The growth was remarkable as 150 restaurants were opened in its first 10 years of operation in USA. In 1968 its first international restaurant was opened in Canada. Sooner it became the biggest pizza restaurant chain across the world in total number of restaurants and in sales. In1971 Pizza hut was climbing up in terms of sales and number of restaurants globally which allowed it to grab a position in the New York Stock Exchange. At present pizza hut is running over 7,000 outlets worldwide. In 1973 the first pizza hut was established in UK and proved to be a very good restaurant chain. Pizza hut is on the top when we compare all the fast food pizza outlets operating across the UK with more than 700 outlets. Pizza hut is owned by Yum Brands a US based company. Yum brands also owns AW All American Food, KFC, Long John Silvers Pizza Hut Taco Bell. If the handbook of Pizza Hut is viewed, the vision of Pizza Hut UK market is clearly mentioned to be the most loved and trusted brand in UK. Its passion is Great Pizza, Great people, and Great times. Millions of customers are served everyday with millions of Pizzas. According to management the company wants to have the most loved and trusted out lets. Pizza Hut wants to be the most trusted and favourite brand not only among its customers but among its employees as well. Structure of study This study is organised as follows. The introduction is Chapter One. Chapter Two examines the current theoretical and empirical literature on training and development, in an attempt to understand the contributions which have been made to date, and to define potential gaps which could be filled by this dissertation. In reviewing the relevant literature, not only is it important to clarify some of the terms which will be used in the study, it is also important to recognise that an understanding of these terms will evolve as the study progresses. In HRD, one of the most commonly recognised approaches to improving performance is training. Training includes instructional experiences which are designed to develop skills and knowledge, to achieve organisational objectives, to assist organisational change, and ultimately, to be applied in the workplace for the sake of organisational improvement (Bramley 1996). Chapter Three describes the research design and methodology employed in the study. To truly understand the impact of a training program on an individuals productivity, morale, behaviour, and understanding within his or her organisation, training must be evaluated long after the session is completed. Through questionnaires, informal conversations and interviews, a greater understanding of the challenges and opportunities faced by the trainees once they complete the training can be reached. Because of limited resources and/or a lack of commitment to examining the ongoing impact of training, this continuous measurement and follow up is not often practiced. The researchers role in this study was that of a participant observer. Participants were aware of the researchers presence and purpose for her involvement. Because the researcher was the instrument in the collection and analysis of the data, he maintained a closeness to the topic, and continually assessed and documented his values, assumptions, and conceptual framework. Detailed field notes and research notes were kept throughout the project, to keep track of emerging thoughts, patterns, and ideas, and to keep the conceptual framework of the project in focus. The researcher remained open to the evolving nature of the study, and understood that it was often necessary to collect additional types of data as the study progressed. In an attempt to produce the most credible, coherent, and potentially generalisable study, the data were collected by using a variety of methodological strategies, to cast a wide net to ensure that the highest quality data were collected. The use of multiple methods, often referred to as triangulation, includes such practices as interviewing, observing, and collecting relevant artefacts or documents, all of which were utilised in this study. Richness of the data, length of time spent in the setting, relationships developed, and the representation of the perspectives of the participants, all contribute to the coherence and comprehensiveness of a study (Erickson 1986). Qualitative data analysis is the process of constructing meaning out of the data and constructing an account. Analysis is the point at which the researcher interacts with the data to construct, reduce, interpret, understand and eventually communicate them and make a connection between assertions and data. Assertions come from data as a whole, keeping in mind the concept of bounded rationality, which says that we cannot collect everything, but we must do as much as possible to insure a coherent and comprehensive study (Simon 1946). To answer the research question for this dissertation, a thorough, constant analysis of the data was conducted, in an attempt to recognise observable themes and patterns, which arose with regard to training transfer. General assertions were made based on those themes and patterns, which emerged throughout the data as a whole. Once these connections were made within the data, the findings are represented to the reader. The training and development will continue to evolve responsibly through a better understanding of the context in which they take place, and the individuals involved. This focus will become clearer through quality research and inquiry, which seeks to understand the contextual elements of Human Resource Development practices within organisations. Chapter Four presents the research findings. Chapter Five focuses on the implications, limitations, significance, recommendations, and conclusions of the study, based on the findings. While the intentions of this project are to contribute empirical and theoretical knowledge to the field of Human Resource Development, it is important to consider the limitations inherent in its design. Openness of the participants, the length of time that must be spent to truly understand the perspectives of the participants, and the exploration of only one technique of one training organisation are limitations which must be taken into consideration in doing this study. It can be argued, however, that the very limitations of qualitative research are, in fact, its strengths. Overview In this chapter, researches related to the impact of training on organisational performance and success. The first part provides a definition of training and development. The second part discusses the training process. Training needs assessment is discussed in detail in the third part. Training evaluation is discussed in the fourth portion. Finally, background information regarding pizza hut utilised in this research is presented. Training and development Human Resource Development (HRD) can be universally recognised as a very effective approach to improve performance within training. Training consists of a variety of experiences that intend to enhance and develop skills and knowledge in order to accomplish organisational objectives, to improve and change organisational aspects within the work place (Bramley 1996; Broad Newstorm 1992). According to Manpower Services Commission (1981) training is a planned process to modify attitude, knowledge, skills, or behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose in work situation is to develop the abilities of the individuals and to satisfy the current and future needs of the organisation. In the same way development is a type of progression in which persons may find it more effective when learning through experiences. It is a procedure that helps people make use of the skills and knowledge that their past teachings and training has given them, this helps not only in present jobs but also anything that may come up in the future. It personifies theories and ideas connected with psychological growth, greater immaturity and increased confidence. According to Ivancevich (2004), training and development are processes that provide (or at least try to) a personnel with information and skills they need in order to understand the organisation and its goals. They are designed to help a person continue to make positive contributions in the form of good performance. Training helps personnel do their current work better while development prepares them for the future. Training is an important process to every personnel. It is a systematic process in which an individual is aided to alter his behaviour in a direction that will achieve the organisations goals. Ivancevich (2004) describes the goals of training as training validity, transfer validity, intra-organisational validity, and inter-organisational validity. Training validity determines if the trainees learn skills or acquire knowledge or abilities during training while transfer validity determines if these learned skills or acquired knowledge or abilities result to improvement on job performance. Intra-organisational validity determines if the job performance of a new group of trainees in the same organisation that developed the program comparable to that of the original training groups job performance. Finally, intra-organisational validity determines if the validated training program in one organisation can be applied with successful results in another organisation. Noe (2003) defines training as planned effort by a company to facilitate personnel learning of job-related competencies including knowledge, skills, or behaviours that are critical for successful job performance. Training helps personnel master knowledge, skills, abilities and behaviours emphasised in training programs and to apply them in their day-to-day activities (Noe 2003). As argued by Noe (2003), training is a process which not only needs basic skills, which would be skills that are sufficient enough to perform ones job, but also needs skills at an advanced levels which enables a person to use high technological information and share it with other personnel. This would be perfect in order to gain competitive advantage. A good understanding of the customer and the system is also a key aspect within training. Al of these put together collectively defines intellectual capital. A training initiative which requires generating intellectual capital is a training which goes by the name of high -leverage training. According to Carnevale (1990), high-leverage training, which is linked to strategic business goals and objectives, uses an instructional design process to ensure the effectiveness of training programs, and compares or benchmarks the companys training programs against other companys training programs( Noe2003). According to Richard M. Hodgetts and Fred Luthans (1976), training is a procedure of changing behaviour and attitudes in a way that increases the success of reaching ones targets. According to both theorists culture, customs and work habits of the local people should also be taught in training process. And if all the above mentioned factors along with other factors are considered properly it would boost towards the success of any establishment. According to Hall (2004). Formal training programs are not seen to be enough in accordance to todays fast moving world. A few other things the author believes is that in order to uphold certain standards that are commercial and cost effective, the people should be execution experts. A lot of senior executives believe that budget will stay tight, even after a full economic recovery, and that headcount, time. IT support, and other resources will continue to be in short supply. The opportunity and demand for enterprise-wide initiatives to bring about wholesale change will only increase. If you are a leader of learning, your future and the future of your organisation depends on your ability to make significant initiatives happen despite the challenges of day-to-day work. To acquire this you need to become an execution expert. Todays best-in-class learning professionals operate differently than those who came before them. Their thoughts are focused on 3 areas: business strategy, resources, and execution. (Hall 2004, p65-6). Two different training methods are identified by the authors (Ferris et al, 2006), the first set of training is described as the routine training which is given to all level of working staff. The other set of training however, is a type of training in which political skills is the main and important component of training and development process and is aimed mainly for senior executives. As the work force moves up the chain of command to higher jobs at wider scales, technical capability is less important and political skill takes its place. When the centre for Creative Leadership studied why once-promising executives failed on the job, lack of social effectiveness emerged as a leading cause. The political skill which is mentioned quite a bit, is a type of skill that distinguishes successful and efficient managers from those managers who are inefficient. It is also an ability which merges together social intelligence which facilitates and adjusts to situations where differentiation and changes are of demand. In return this helps in developing and advancing the working conditions. Training and development at individual level To identify each persons own knowledge, skills and abilities in order to assess each individual and progress them at the pace According themselves. Psychology theorists e.g. Likert (1961), Mayo (1933) cited by Younglin (2001) entails that employee satisfaction and well being are related to performance, but in those theories they did not explicitly hypothesize about the appropriate level of analysis, for example individuals, groups or organizations. Assessments and one to one meetings allow employees to reflect on their own learning needs in relation to their work aims. It also provides well controlled learning experiences linked to professional and administrative needs, goals and job requirements. Individual levelled training and development is the base and the stepping stone of any needs assessment. All managers have different emphasis on specific needs collaborating with their job description, level of education and intelligence experience and personal choice. Focusing on employees individual needs appraisals makes it easier to compile personal development plans that suit each employee according to their own level of competency. Training and development at organisational level It is vital for organisations to focus on peoples capability to foresee, adapt and respond to sudden changes in the environment. Training and development will have to join together it with corporate goals. It must be accurate with what the business leaders are trying to achieve. In order for training to seem more appropriate, its programme will revolve around business related matters for the future. In practice, its achievements will shoulder on developing apparent training objectives from the tactical issues of the business. Effective managers are created in an environment where there is continuity in the learning manner. A high level of experience, expertise and mind power of the internal as well as external trainers is essential, along with their commitment and capability to maintain a healthy relationship committed to management maturity. The method of learning can often engage unlearning certain behaviours and attitudes. certainly, in relation to organisations (Hamel Prahalad 1994, cited in Cole, 2000, p268) found that creating a learning organisation is only half the solution. Just as important is creating an unlearning organisationto create the future, a company must unlearn at least some of its past. According to Cole (2000) training and development of workforce is a concern that is faced by more or less all the establishment. The quantity and excellence of training carried out varies a lot from organisation to organisation. Therefore most of the establishments are adapting systematic approach to the training and development of their employees. Organisations use systematic training cycle to perform a logical sequence of activities commencing within the organisations starting with the training policy, assessment of training needs, carrying out training and evaluations. Cole (2000, p.278) summarises that this training cycle is quite beneficial within an organisation. The systematic approach to training and development arises from the amount of internal and external stress for alteration in the organisation. Firstly in a systematic approach is to develop a policy statement to act as a channel to the organisations intentions regarding the weight and track to be given by to training and development. Secondly initialise a set of roles for those in charge for implementing the policy and thirdly to set up a appropriate structure of training posts and procedures, and to allocate adequate funds to the training establishment. As all the steps are followed with completeness then one can focus on the analysis of training needs, evaluation and review of training carried out. Training policy Establishments mostly deal with a wide range of policies dealing with human resources. Policies are set by the establishments to develop their employees and to monitor their performance by certain training and development programs and courses, conducted internally or externally. According to Cole (2000), training focuses on learning needs and are mainly associated to existing responsibilities and duties which are narrowly linked to short, medium and long term business plans and are seen as an key element of an establishment to prove to its consumers, training and development are the key to success of any organisational goals which indicates the overall plan of an organisation, execution of training and development programs provides a direct link to the organisational goals for those who are accountable for the best possible results. Most of the organisations have a extended tradition of raising their own managers and professionals and providing them with in-house courses according to organisational needs. Some of the organisations rely on external management trainings and courses. Training needs Needs assessment is the process of determining if training is necessary (Noe 2003) and identifying the organisations training needs (Ivancevich 2004) and answering the question of whether training addresses the organisations needs, objectives and problems (Arthur et al. 2003). According to Noe (2003), if the needs assessment phase, the first phase in the instructional design process, is poorly conducted, training will not meet the desired outcome or financial benefit for the company, regardless of the training method and the learning environment. According to Boydell (1985) there are three levels of training needs which are to be studied before putting the programs in to practice. This three-step process consists of organisational analysis, person analysis and task analysis. There are a few factors linked with organisational analysis, such as when given the company resources is the relevant training appropriate, where is training needed in the organisation, which goals can be accomplished through personnel training, and if to determine as to wether or not training can be used to improve a companys success ( Noe 2003, Arthur et al. 2003, Ivancevich 2004). When assessed at an organisational level we must see the general weaknesses the organisation has perceived in its priorities and what would be the prescribed remedy that would be required in alteration of the organisational culture. According to Noe (2003), there are three factors to be considered before choosing training as a solution, these three factors being, the companys strategic direction, managers and peers support for training activities and the training resources available.(Noe 2003) Training to some level should help a company achieve its business strategy. If one was to define a business strategy, it is said that this is an approach which refers to a plan that joins together the companys goal, policies and actions (Meister 2000). Noe (2003) also mentions that the strategic role of training influences the frequency and type of training, and how the training function is organised in the company. (p 42) it is more likely the regularity of training will be higher in companies where training is expected to be a factor in the achievement of the companys business strategies and goals as a post to those companies where in training is done randomly or unplanned. Also it is said that the higher the strategic role of planning, it is more likely that the company will organise the training purpose using a virtual training organisation or corporate university models. (Noe 2003) The managers and peers support for training activities is a critical factor in considering a training programme. To be successful, managers and peers should have a positive attitude in participating a training activity. Furthermore, managers and peers should be willing to provide trainees with infor