Training Program Executive Summary Management Essay

Training Program Executive Summary Management Essay The Leadership Training program for z-Vision Incorporated is describes the process of the training program being design and how the training officer planned for it. This training program considers the impacts of business process changes for the eyewear industry and z-Vision Incorporated employees and provides a framework to equip and prepare end-users with the skills and knowledge necessary to perform efficiently in their respective to-be roles in the new business environment resulting from the implementation of this training program. Employees to be Train This Leadership Training program is designed for all the store managers. Objectives for the Training The main objective for the training program being designed is to ensure each store managers can be able to conduct training of staff in their respective store. In the mean time, its also to enhance their knowledge and skills in daily management for their respective store. Budget for the Training The total budget for the three days leadership training program is $ 36,000. In terms that each day of training need $12,000. Learning Evaluation Approach Once the training program has finished there will be a learning assessment will be conduct to the trainees and trainers to overview the training result. The evaluation results will be analyzed to determine if adjustments need to be made in the training approach and/or materials in order to maximize the learning environment for trainees. Table of Content 1.0 Introduction This report is written to provide suggestion for training officer at z-Vision Incorporated. And it is prepare a comprehensive Report to the management on the importance of training and proposed Training Plan for z-Vision Incorporated store managers. This training is intended to ensure each Store Manager has the knowledge of and basic skills to conduct training of staff in their respective store. It will include the importance of Training analysis, Conduct of Training Needs Analysis Planning of Training, Conduct of Training Needs Analysis Planning of Training, Program Budgeting analysis, Design and Development analysis, Delivery of Training, and Assessment of Learning Outcomes. 2.0 Importance of Training 2.1 Definition of Training Training can be best understood as planned, structured, and often formalized learning experiences that seek to develop specific skills and knowledge needed for effective job performance. Historically employees have learnt many of the competencies they need to perform effectively by be trained. (Author: Jannifer Gregory Encouraging Organizational Learning through Pay after a Corporate Downsizing) 2.2 Importance of Training If Z-Vision Incorporate consider its Z-Vision Incorporate store managers to be human assets, training and development represents an ongoing investment in these assets and one of the most significant Z-Vision Incorporate can make. Training involves Z-Vision Incorporate store managers acquiring knowledge and learning skills that they will be able to use immediately; Z-Vision Incorporate store managers development involves learning that will aid the Z-Vision Incorporate and Z-Vision Incorporate store managers later in the Z-Vision Incorporate store managers career. Many organizations use the term learning rather than training to emphasize the point that the activities engaged in as part of this developmental process are broad-based and involve much more than straightforward acquisition of manual or technical skills. (Author(s): Ajay M. Pangarkar, Teresa Kirkwood Strategic alignment: linking your learning strategy to the balanced scorecard) Optimum Utilization of Human Resources -Z-Vision Incorporate Training and Development helps in optimizing the utilization of human resource that further helps the Z-Vision Incorporate store managers to achieve the organizational goals as well as their individual goals. Development of Human Resources -Z-Vision Incorporate Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the Z-Vision Incorporate store managers in attaining personal growth.( Human resources development, employment and globalization in the hotel, catering and tourism sector.) Development of skills of employees Training and Development helps in increasing the job knowledge and skills of Z-Vision Incorporate store managers at each level. It helps to expand the horizons of human intellect and an overall personality of the Z-Vision Incorporate store managers. (Aliance Traning and Consulting. INC ) Productivity Training and Development helps in increasing the productivity of the Z-Vision Incorporate store managers that helps Z-Vision Incorporate further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the Z-Vision Incorporate store managers.( Team Spirit Leadership Training http://www.showmeteamspirit.com/) Organization Culture Training and Development helps to develop and improve the Z-Vision Incorporate store health culture and effectiveness. It helps in creating the learning culture within the Z-Vision Incorporate. (Asim Khan, CEO Business Management Group, Inc Matching People with Organizational Culture) Organization Climate Training and Development helps building the positive perception and feeling about the Z-Vision Incorporate store managers. The Z-Vision Incorporate store managers get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.( Ron prewitt Signs of a healthy work Environment) Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organization policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. 3.0 Conduct of Training needs Analysis Planning of Training A Training Needs Analysis (TNA) is used to assess an organizations training needs. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organizations objectives. The training needs assessment is best conducted up front, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, what, who, when, where and how. (Author: Arman E. Manlalangit Training Needs Analysis) The training plan is for the store manager. They need to study leadership skills. Such as: knowing and using the resources of the group, Communication, Controlling group performance, take Ownership and Responsibility and so on. The six Es of training-why Z-Vision Incorporate train Z-Vision Incorporate store managers Engage Effective training provides the opportunity for Z-Vision Incorporate store managers to connect with the Z-Vision Incorporate, and its policies and methods of working. It helps to ensure that Z-Vision Incorporate store managers buy into, or engage with, Z-Vision Incorporates culture. It helps to make Z-Vision Incorporate store managers feel valued and develop working relationships with their colleagues. Educate Training can help to educate or increase the knowledge and awareness of individuals and terms. Enhance Training can help to enhance or improve the skills and competence of individuals and terms within an organization Empower By properly training employees, an organization can increase the accountability of teams and individuals, and can ensure that faster, better quality decisions can be made, while avoiding the need to pass decision making unnecessarily up to the organizational chain. Energize Participation in training can help to energize, motivate and inspire Z-Vision Incorporate store managers. It provides an opportunity. To take a step back and allows people to consider how they can best contribute towards the effectiveness of the Z-Vision Incorporate. Enlighten Training can also be an effective means of helping Z-Vision Incorporate store managers to see things in a different way. It can help Z-Vision Incorporate store managers reach an often sudden conclusion that there is a better, more effective way doing something and can help to unlock previously untapped potential (Anthony Henry Understanding strategic management) 4.0 Developing program and Learning Objectives 4.1 Developing program In order to prepare a comprehensive report to management on the importance of training and proposed training plan for Z-vision incorporated store managers. Here make the plan of training for the store manager is the leadership training for the store manager. The leadership training will take three working days. Leadership Training for the store manager (activities schedule) Date Time Activity 20 May 2010 10.00-12.00 am Communication skill 2.00-5.00 pm Coaching and Development 21 May 2010 9.00-11.00 am Decision Making Practice 11.00-1.00 pm Teamwork Building 2.00- 4.00 pm Sales Marketing 22 May 2010 9.00-11.30 am Vision/strategy skill 1.00-3.00 pm Planning * Refer to Appendix 2 for Details 4.2 The key of Learning Objectives Training involves some kind of change for Z-vision incorporated store managers: changes in how they do their jobs, how they relate to others, the conditions under which they perform, or change in their job responsibilities. ( Ford,D.JBenchmarking HRD Training Development, Vol.47,No.6(1993):36-41) Z-vision incorporated can benefit from training, beyond bottom line and general efficiency and profitability, when they create more flexible workers who can assume varied responsibilities and have a more holistic understanding of what the Z-vision incorporated does and the role they play in the Z-vision Incorporateds success.( Broadwell, M .M how to train experienced supervisors Training, Vol. 30, no 5(1993)) Z-vision incorporated that take a strategic approach to human resources can find that Z-vision incorporated store managers training can be much more efficacious as part of an integrated approach to HR. For example: training and development are greatly assisted by having appropriate and well-thought-out staffing strategies. (Andersen companies, Training Development, Vol 47, No.1 (1993); 30- 35) 5.0 Program Budgeting, Design and Development 5.1 Training Design Training design involves adapting the learning environment to maximize learning. Training design issues include the conditions of practice that influence learning and the factors that impact retention of what is learned. Recall Gagnes (1987) arguments there is no substitute for conducting a thorough task analysis and clearly specifying what is to be learned. As the training officer for z-Vision Incorporated I decided to use spaced practice sessions to enhance the effectiveness for training program. In general, information and skills can be learned either way, but spaced practice sessions with a reasonable rest period between them lead to better performance and longer retention of what is learned than a massed practice session. Although using spaced practice sessions may increase time and resources but series of spaced practice training would be more effective. 5.1.1 Selecting the Trainer Since now the organization has made the decision to design our own training program, and purchase the attitudes training program, the trainer must be selected. There are three trainers included two internal training officers and one trainer from the outsourced training centre. Organization training officer will conduct the teaming program which included knowledge and skills session for the trainees. On the other hand the trainer from the outsourced training centre will deliver the attitudes talk for the trainees. 5.1.2 Selecting Training Methods Up to this point the organization have coming out with the preliminary steps involved in the design and implementation for the training program. Our next step is to select the appropriate training methods. On the Job Training Method is the most suitable method for the program as this method can absolutely improve the trainees work performance and can enhance their knowledge in order for them to train their subordinates. 5.1.3 Training Budget Training Budget Organization: z-Vision Incorporated Year: 2010 Department: Human Resource Submitted by: HR Training Officer Annual training allotment: $200,000 Day 1 Budget: $12,000 Day 3 Budget: $12,000 Total Budget: $36,000 Day 2 Budget: $12,000 * Refer to Appendix 3 for Details. Based on the annual training allotment from the Board of Directors. The training officer has planned the training budget well in order to minimize the cost but can maximize the training result. The training budget is designed based on the needs of the training activities, trainer fees, rental for venue and some other expenses. 6.0 Training delivery methods Training delivery methods consist of the techniques and materials used by trainers to structure learning experiences. Different training delivery methods are better or worse at achieving various learning objectives. During the design phase the different methods are examined to determine their appropriateness for the learning objectives. Once appropriate methods have been identified, they are applied to the training plan in the development phase. There are three categories of learning objectives: knowledge, skills, and attitudes (KSAs). Knowledge objectives are of three types: declarative, procedural, and strategic. Declarative knowledge is the persons store of factual information. Procedural knowledge is the persons understanding about how and when to apply the facts. Strategic knowledge is used for planning, monitoring, and revising goal-directed activity. Skill reflects ones proficiency at specific tasks such as operating a piece of equipment, giving a presentation, or making a business decision. Attitudes are beliefs and/or opinions about objects and events and the positive or negative affect (feelings) associated with them. Attitudes affect motivation levels, which in turn influence a persons behavior. Most training programs have learning objectives for knowledge, skill, and attitudes; these programs need to combine in house training method and public training method into an integrated whole because no single method can do everything well. (source: www.school-for-champions.com à ¢Ã¢â€š ¬Ã‚ º Training) 7.0 Evaluation of Learning Outcomes Training evaluation is the process of connecting results to objectives from a training program. The criteria to determine this training program success or failure is based on the performance of the trainees, the conditions under which they must do it and the evaluation from the trainers and feedback from trainees after the training session. The evaluation results will be analyzed to determine if adjustments need to be made in the training approach and/or materials in order to maximize the learning environment for trainees. It is also recommended that knowledge retention be measured at three months, six months, and one year after implementation. Reference Jennifer Gregory Encouraging Organizational Learning through Pay after a Corporate Downsizing Ajay M. Pangarkar, Teresa Kirkwood Strategic alignment: linking your learning strategy to the balanced scorecard Arman E. Manlalangit Training Needs Analysis Henry Understanding strategic management Ford,D.JBenchmarking HRD Training Development, Vol.47,No.6(1993):36-41 Broadwell, M .M how to train experienced supervisors Training, Vol. 30, no 5(1993) Andersen companies, Training Development, Vol 47, No.1 (1993); 30- 35 Human resources development, employment and globalization in the hotel, catering and tourism sector.( Report for discussion at the Tripartite Meeting on the Human Resources Development, Employment and Globalization in the Hotel, Catering and Tourism Sector Geneva, 2001) Team Spirit Leadership Training http://www.showmeteamspirit.com/, Online. Accessed march 31, 2010 Asim Khan, CEO Business Management Group, Inc Matching People with Organizational Culture Ron prewitt Signs of a healthy work Environment Aliance Traning and Consulting. INC http://www.alliancetac.com/index.html?PAGE_ID=2449, Online. Accessed April 5, 2010 www.school-for-champions.com à ¢Ã¢â€š ¬Ã‚ º Training, Online. Accessed April 5, 2010 http://traininganddevelopment.naukrihub.com/methods-of-training/on-the-job-training/index.html, Online. Accessed April 10, 2010 http://www.humanresources.hrvinet.com/job-training-methods , Online. Accessed April 10, 2010 http://www.referenceforbusiness.com/encyclopedia/Oli-Per/On-the-Job-Training.html, Online. Accessed April 10, 2010 R.F.Mager(1997). Preparing instructional objectives 3rd edition www. road.uww.edu/road/wernerj/428%20-%20Training%20%20Development/Chapter%2004%20slides%204e.ppt training hrd process model, Online. Accessed April 10, 2010 http://www.haiweb.org/medicineprices/manual/medpricesAttachements/excercises/SampleTrainingEvalForm.doc, Accessed April 10, 2010 Appendix Appendix 1 Source: www. road.uww.edu/road/wernerj/428%20-%20Training%20%20Development/Chapter%2004%20slides%204e.ppt training hrd process model Appendix 2 Training Program Schedule 20 May 2010 22 May 2010 Program Title: z-Vision Leadership Training Objectives of this program: To enhance store managers management skills. To ensure each store manager be able to conduct training of staff in their respective store. Environment: In house training and train at outsourced training centre Trainers: Organization training officer outsourced training consultant Trainees: Store Managers from all stores. Date Time Activity 20 May 2010 10.00-12.00 am Communication skill 2.00-5.00 pm Coaching and Development 21 May 2010 9.00-11.00 am Decision Making Practice 11.00-1.00 pm Teamwork Building 2.00- 4.00 pm Sales Marketing 22 May 2010 9.00-11.30 am Vision Strategy Skill 1.00-3.00 pm Planning Appendix 3 Training Budget Organization: z-Vision Incorporated Year: 2010 Department: Human Resource Submitted by: HR Training Officer Annual training allotment: $200,000 Day 1 Budget: $12,000 Day 3 Budget: $12,000 Total Budget: $36,000 Day 2 Budget: $12,000 3 Days Training Budget Line Item Description/Justification Qty. Unit Cost/Rate Total 1 Courseware development 0 2 Courseware purchase Purchase training course from training centre 1 $4,000 4,000 3 Certification 0 4 Train-the-trainer 0 5 Hardware purchase 0 6 Facility rental Medium Hotel Meeting Room 22,000 7 Instructional materials 0 8 Technical equipment 0 9 Consulting fees Advice from consultation company 2,000 10 Instructor fees Fees Allowance for internal and external trainers 3,000 11 Content acquisition 0 12 Travel Travel Allowance 2,500 13 Lunch Tea Food Beverages 2,500 14 0 15 0 Grand Total $36,000

Assessing Poverty in South Asia

Assessing Poverty in South Asia Introduction UNDP has taken an initiative to publish SOUTH ASIA POVERTY MONITOR periodically to assess the poverty situation at national grassroots level through the existing national expertise in South Asia. As part of this initiative a country report will be prepared for Bangladesh as well. The Bangladesh country report will be prepared through both quantitative and qualitative approach. Unnayan Shamannay is proposing to conduct the qualitative part of the study. Rationale for Qualitative Approach Statistical data do help very little in understanding what the variation means. Qualitative data, on the other hand, illustrate the value of detailed, descriptive data in deepening our understanding of individual variation.They give rise synergistically to insights and solutions that would not come about without them (Palton 1990:15-17) Qualitative approach can provide a depth of understanding of the issues associated with poverty that the more formal and statistically valid approaches may not. This class of studies includes the increasingly popular techniques of rapid and participatory rural appraisal and beneficiary assessment (WB 1992: 8-4). Objectives The objectives of this study are as follows: Assess poverty through qualitative methodology Complement the quantitative approach with qualitative one. Add qualitative dimension to the Bangladesh Country Report. Scope The scope of this qualitative study will be to: Identify indicators of poverty through a participatory approach Identify and monitor changes in the poverty situation Assess the impact of some of the poverty alleviation measures Analyse the findings Topics/Issues to be Addressed Poverty profile and poverty indicators are some of the important components of poverty assessment. Poverty assessment will be carried out in participatory manner. Broad topics on the extent of poverty, identification of sub-groups, nature of poverty, characteristics of the poor and risk management have been included in the proposed research agenda. Moreover, poverty monitoring will also be conducted periodically and it will act as a barometer to measure the changes in various socio-economic and welfare indicators relating to the lives of the poorest households. Methods to be Used All major qualitative research methods will be used in the study. Interview will be extensively used in the study including its key variants, namely participatory group discussion, focus group discussion, standardised open-ended interview and case study (Figure 1). In addition to interview, other methods of qualitative inquiry, namely observation and document analysis will also be made use of in the study. Selection of Sample Areas Qualitative exercises will be conducted in both urban and rural settings of the country. To cover the greater diversity in socio-economic environments, three different regional configurations of northern, central and southern parts of the country would be accommodated in the study. A total of six villages including two from each part would be covered under the study. In urban area, at least three slum areas would be covered to facilitate the comparison and triangulation of data and information. However, for monitoring of poverty in the selected six villages and three urban slums, certain number of the poorest households will be selected from each of the study sites. Out of six villages, three will be selected in such a manner where at least anti-poverty intervention by government is in operation. These three villages will serve as programme villages and they will be drawn from the three parts of the country including one from each. Besides, other three villages will also be selected nearby where there is no poverty focused government intervention. These three will serve as control villages in the three parts of the country. Sample Size Most of the topics would be addressed at the community level and no specific number of participants are needed to be ascertained beforehand. For poverty monitoring, a total of 120 poorest households will be selected  ¾ 90 from six villages and 30 from three urban slums. The poorest households will be selected through consultation with the respective community members. Tools to be Used In selecting tools desirable characteristics namely easy, simple, visual, non-verbal etc., must be taken into accounts. As PRA tools are recognized to have all these desirable characteristics, most of the tools will be drawn from its repertoire. Important PRA tools that will be extensively used in the poverty assessment include scoring and ranking, matrix ranking, wealth/well-being ranking, time line, social mapping, pie chart and so forth (Figure 1). Validity and Reliability Although the qualitative data are essentially based on the perception, opinion and judgement of the participants, the quality of data would be, nevertheless, refined through of the triangulation principle underlying the research design of this study. A combination of multiple sources, researchers/facilitators and on-the-spot cross-checking of data through discussion, debate and deliberation among the community participants would minimise the degree of error and bias of data to the minimum. Besides, the field observation by the researchers would in addition , act as a guard against any major inconsistency and biasness of data. Activities to be Undertaken For conducting the study a number of activities will be undertaken. The activities include: Identifying and reviewing available literature Now-a-days wide ranging literature on poverty is available. Different facets of poverty have been discussed in those literature. The indicators, measurement process, sampling frame etc. also differ. For a qualitative study for monitoring poverty, the volume of the problem further increases. The approach is not only different but gives a deeper insight. To make it complement the qualitative approach the literature on poverty needs a review. For this purpose all available literature on poverty will be reviewed. Analyse presently used indicators Before finalising the indicators for assessment of poverty there is a need for analysing the presently used indicators. This will provide a rational basis for the use of the indicators in the qualitative study. Pre-testing The indicators and tools to be used in the study will be pre-tested in the field. This will help understand the effectiveness of tools. Primary field visit Before starting field work a primary field visit is needed to get acquainted with the actual field condition. Training of field/research officers The field/research officers who will be engaged in this study are competent and experienced. Even then the field/research officers need training/orientation for doing such work. With this purpose they will be imparted in-house and field training. Processing of data/information The data/information processing in qualitative study is not similar to that of quantitative one. The information generated through qualitative approach is processed in a different manner. Different factors and aspects of reality are considered while classifying these information. Field activities The field activities to be undertaken in this study will require two types of work: a. in rural area and b. in urban area. Rural area: The activities in rural area will require identifying the group/sub-group, building up rapport with them and conducting the sessions. These activities have to be co-ordinated with the day-to-day activities e.g., ploughing or rowing time etc., of the participants. Rrban area: In urban area conducting participatory session is a difficult task. Urban life makes it difficult for the participants to spare time for such research. Besides building up a better rapport, tools need to be designed and adjusted accordingly. Document analysis Significant insights can be found through document analysis. Even discrepancies between reality and pronounced goals can be identified. CHAPTER X PROBLEMS IDENTIFICATION AND NEEDS ASSESSMENT BY THE POOR Problems and Needs Assessment By the Poor Problems facing the poor were identified by the poor themselves, and a list of felt needs were the outcome of the participatory discussion, debates and consensus among themselves. Two sets of problems and needs were assessed in a participatory manner each for the urban and rural areas. Urban Setting To the urban slum poor, homelessness and eviction from slums are the topmost problems. Other serious problems identified by the poor include lack of good health and water facilities, employment opportunities, security, education, latrine, gas, etc. (Exhibit 38). Regarding the needs assessment, the urban poor listed and prioritized their felt needs. Some of the most important are, latrine, shelter, drinking water, electricity, gas, security, rationing, employment and so on (Exhibit 39). Rural Setting Agricultural inputs, irrigation and culverts are considered to be the topmost problems by the rural poor. Apart from these, some other most serious problems mentioned by them are related to health, electricity, unemployment, flood, drinking water, industrialisation, veterinary facilities, silting up of rivers etc. (Exhibit 40). According to the needs assessment and prioritization by the rural poor, some of the most important needs as articulated by themselves are industries for employment, agricultural inputs at a fair price, rural roads, irrigation, electricity, school and madrasa, medical facilities etc. (Exhibit 41). Chapter IX Monitoring THE Impact of Public Expenditure on Poverty Objective The primary objective of monitoring of impact of public expenditure on poverty in this chapter is to understand the living condition of the poor. This is more of an illustrative exercise rather than a whole sector monitoring of poverty. The issue of representativeness has to be, therefore, viewed in this context. One of the stated objectives of the development strategy of both present and previous governments is to reduce poverty. A growing share of public expenditure is claimed to have been allocated to the development activities ostensibly aiming at poverty reduction in the recent past, and this is likely to be continued in the future. Against this background of increasing the public expenditure allocation to poverty alleviating projects, it is needed to know the effects and impacts of these expenditure on poverty alleviation. In this section a number of key questions have been addressed: Does the benefit of the public expenditure reach those lying at the bottom of the income scale ? Is there any sign of improvement in the condition of the poorest of the poor ? How do the selected poverty indicators behave ? Do they improve, deteriorate or oscillate ? In case of improvement, at what pace do they improve ? Based on the findings from these questions, an attempt will be made to assess the quality of public expenditure in terms of a set of selected indicators. To understand the trend of the impact of public expenditure on poverty, we started monitoring the behaviour of some selected indicators of poverty in both the urban and rural areas since 1993 as the base year. The qualitative and quantitative data generated throu gh the participatory tools have been used for this poverty monitoring. This is the first round of the periodic monitoring of poverty in a participatory manner. Poverty Assessment and Monitoring: Peoples Views The poverty assessment carried out under this study has two components. The community members actively participated in the assessment of their well-being by listing and categorizing of all the households by themselves in several groups based on their own criteria. This is, in fact, a subjective assessment. Secondly, after categorization, all households were arranged in descending order on the basis of well-being scores of each of the households resulting in the identification of the poorest of the poor in the respective communities lying at the bottom of the scale with quantitative precision which was again vetted by the community members/participants. The poverty of some of the poorest households in the community has been monitored on the selected indicators. As this monitoring is based on hard data, it, therefore, gives us an objective assessment of the living standard of the poorest. (Figure 9.1) The poverty sitution in the urban and rural areas has been assessed in a participator y manner. Instead of applying any pre-conceived ideas, standards, measures or categories by the researchers to measure poverty as is done conventionally, the criteria used in this study has been developed by the people at the community level. The basic question relating to poverty measurement or assessment is who is poor and how to identify him/her. Based mainly on qualitative data information Based mainly on quantitative data information Criteria Unlike a single standard or formula as applied in the conventional methodology, the community-members consider it appropriate to use a set of socio-economic criteria to assess the economic and social status of a household. For this purpose, the researchers and facilitators involved in the study initiated a series of group-level discussions and community-level validations. The community people developed their own criteria (Box 9.1) to assess the status of their own members and also to categorize them into a set of social classes. The more important criteria developed by the rural people in the selected villages are, among others, the amount of land owned and cultivated, the number of earning members, cash in hand, the housing condition, the amount of fixed assets, the family size, other sources of income, whether a household is female or male headed, etc. Prevalence of poverty Based on the above criteria, the community people identified the poor (moderate poor) and the poorest (extreme or hardcore poor) households in their own community. As poverty was assessed at the household level, the status of all the households in the community was assessed and categorized into four classes, namely well-off, medium, poor and poorest. In the urban slums, 72 percent of the households were found poor (moderate: 51, hardcore: 21) and 28 percent non-poor (middle: 19, well-off:9) (Tables 9.1 and 9.2). The incidence of poverty was, however, found to be widely different in different slums. In one sample slum there were no well-off households in 1996 although there were many in another sample. In the rural area, 75 percent of the households were classified as poor (moderate: 20 and hardcore: 55) whereas 25 percent were classified as non-poor (middle:14 and well-off: 11) (Table 9.3). Regionally, the incidence of poverty was more acute (moderate: 17, hardcore: 60) in the central part compared to that (moderate: 25, hardcore:47) in the northern part. The findings generated by the PRA exercise were further validated by the people in the respective community. So the scope of subjective bias, if any, was greatly reduced. Poverty Monitoring Using Panel Data Set (Quantitative) Being a value loaded term, poverty as such cannot be measured quantitatively/objectively. The debate on the issue abounds in the literature. But the symptoms and aspects of poverty can be measured and monitored by means of a series of socio-economic indicators that proxy the level of well-being of people. That is why, an attempt has been made in this section to measure and monitor poverty through a number of indicators/variables in two different years i.e., 1993 and 1996. Most of the indicators used for monitoring were suggested by the community members (Box 9.1.). The number of indicators used here are meant to have satisfied the desirable criteria, namely, unambiguity, consistency, specificity, sensitivity and ease of collection (Carvalho and White, 1994). Change in Demographic and Socio-economic Profiles of the Poorest Households During 1993-96 Demographic and Social Characterstics Family size and composition The population of the poorest households and their average family size grew by 5 percent over the monitoring period 1993-96 (Table 9.4). However, the populatioin growth rate is found to have been higher at 7.2 percent for the urban poor compared to 4.4 percent in the rural area over the same period. The family size of the poorest households in the rural area is, however, found to be higher at 4.2 in 1993 and increased further to 4.4 in 1996. The family size of the urban poor was lower at 3.5 in 1993, and it grew to 3.7 in 1996. In the rural area, the family size of the FFE-households is found to be much higher at 6.0 on an average in both the central and northern parts compared to those for the non-FFE households in both programme and control villages in 1996 (Table 9.5). Another important demographic characteristic of the poorest households is their family composition. In 1996, the FFE households are found to have a male majority  ¾ 61 percent compared to 49 percent and 41 percent for the non-FFE households in the programme and control villages respectively. The family composition is, however, found reverse for the poorest families in the urban slums. The poorest households had a female majority at 62 percent in 1996 (Table 9.6). The above findings pose some questions challenging the appropriateness of the main thrust of the development strategy being pursued by the government in the country. The much-publicized motto two children are enough seems to have been irrelevant so far as the poorest people are concerned in both the urban and rural areas. The increasing growth rates in populatioin and family size suggest that under the existing socio-economic conditions, their economic and social securities lie not in smaller family but in larger one. Earning members and incidence of child labour The poorest households and their different groups are found to have peculiar characterstics in the composition of their earning members. Overall, close to half of the earning members are men, and one-fourth are women and boys each in 1996 (Table 7.17). Against this general distribution of the earning members, the poorest families in the urban and rural areas are found to have different compositions of earning members by age and gender. In the urban slums, female earning members accounted for 43 percent (women: 36% and girls: 7%) among all the earners compared to 24 percent (women:23% girls:1%) in the rural area (Table 7.17 and 9.7). Female children are not found to have been as active in income earning activities previously as they are found to be in 1996. The preponderance of male income earners is found to be more prominent among the poorest households in the rural area. At the disaggregate level, the difference is more revealing in the rural areas. The participation of girls in income earning activities is found to be very minimal throughout the rural areas (Table 9.8). Among the FFE-households, womens participation in income earning activities is very small (3%), but it is widely observed (33%-36%) among the non-FFE households . Among the FFE households, the preponderance of male child labour is observed, and this remained unchanged throughout the monitoring period despite the programme intervention in the rural areas. The incidence of child labour among the earning members of the FFE households is found to be 40 and 41 percent in the central and northern parts respectively of the country, and this remained unchanged in both the areas during the period 1993-1996. The poor impact of the FFE programme on the incidence of child labour at large in the rural areas is also revealed sharply if we focus on the trend in the incidence of child labour. Overall, 25 percent of the boys of all ages were involved in income earning activities in 1993, and this remained almost at the same level (24%) in 1996. As the boys, the incidence of female child labour among the earning members is found to be at a much lower level (1.2%) in 1993 and this remained at that level 1996 as well. The above findings raise an important question to the fore: why is the FFE programme found to be ineffective in reducing the incidence of child labour ? The answer to this question should be searched not in the programme itself but in the economics. For the poorest households, the opportunity cost of sparing a boy from education is around Tk. 14 a day (wage rate) in 1996 (Table 9.9). The financial benefit gained from the FFE programme by a rural poor household is found not so significant at Tk. 4.85 (Tk. 0.81 per capita per day) a day for a boy (Table 9.10). The participatioin of a poor family in the FFE programme causes a substantial income loss to that family. As the benefit under the programme cannot offset the income loss that an extremely poor family has to incur, the appeal of the programme to a precariously income-poor family is found to be weak. This finding is found consistent with that of other studies (Ahmed and Billah,1995). Female-headed households One of the important demographic features of the poorest households is that close to one-third of them were female-headed during the reference period (Table 9.11). More than half of the sample households (55%) are found to be female-headed in the urban slums compared to 23% in the rural households during the same period. Another important demographic feature of the three groups of the poorest households is that only 5 percent of the FFE households have been female headed compared to 25 percent and 40 percent for the non-FFE households respectively in the programme and control villages in 1993 (Table 9.12A). This composition remained unchanged even in 1996. The above findings suggest that the FFE households are found to be relatively stable not only in respect of assets (details later) but also demographically. The preponderance of female-headed households among the non-FFE household groups imply that these households are not only income-poor but also subject to a higher degree of vulnerability and defencelessness both economically and socially. In the urban slums, a significant portion of the poorest households happened to be female-headed during the monitoring period (Table 9.12B) The gender focus of poverty is found more pronounced among the poorest segment of the slum-dwellers compared to those in the rural area. Table 9.11 shows that more than half (55%) of the sample households have been female-headed compared to that (23%) among the rural counterparts during the same period. Begging households Altogether, 6% of the poorest households are found engaged in begging. In the urban slums, none of the poorest households is found in this category (Table 9.13) and all begging households under our sample belong to the rural area. Besides, all these households are found among the non-FFE groups. (Table 9.14). These households are more vulnerable and extremely poverty-ridden mainly due to some unfavourable demographic factors. The households engaged in begging are relatively small (3.8) in family size compared to the sample average (4.2) in 1996. Moreover, the dependancy ratio for the begging households is lower (2.7) compared to that for the sample households (3.0) in 1996.The predominance of women among the earning members points to the poor income level of these households. As the dependency ratio is very low, it implies that most of the family members are forced to go for earning activities due to their poverty. Income Source of income The poorest households have limited sources of income. The urban poor are usually engaged in unskilled manual labour. Similar is the case with the rural poor (Table: 9.15) as well. Sale of labour has been the main source of the rural poor accounting for 82% of their total income in 1993. This has marginally increased to 84 in 1996. Agriculture is the second most important source of income making up only 12% of the total income of the rural poor in 1993 and 10% in 1996. Only 1% of the income of the rural poor has been derived from livestock, a new source of income, in 1996. Nominal income In the rural area, the income of the poorest households has been found to be miserably low during the monitoring period. The per capita daily income of these households was Tk. 6.9 in 1993. This increased to Tk. 7.4 in 1996 showing an 7% growth (Table 9.16). Their per household daily income grew by 12% from Tk. 29 in 1993 to Tk 33 in 1996. The higher growth rate of nominal income is mainly due to a positive growth of the nominal wage rate (12%) alongwith a growth of the number of earning members (5%) of the poorest households. The low per capita income is partly due to the large family size and its growth over the monitoring period. The low income of the poorest households is the result of a number of socio-economic factors, e.g., low wage rate (Table 9.9), poor asset base, poor human capability due to illiteracy (Tables 7.31 and 7.32), low access to economic opportunities, etc. The impact of the FFE programme does not seem to have been appreciable on the level of income of the programme households. Although the programme has had some positive impact on the growth of income (15% in per capita and 18% in per households terms during 1993-1996), its contribution to the growth is difficult to ascertain. However, other findings indicate that the contribution of the programme to the income of the programme households is insignificant (Tk. 0.81 per capita/daily, Tk. 4.85 per household/daily, 15% of the average household income) (Tables 9.10 and 9.16). The per capita nominal income of the poorest households in the urban slums was Tk. 12 a day in 1993 and increased to Tk. 19 a day in 1996 representing a 31 percent growth (Table 9.17). The per household daily income of the urban poor increased by a higher rate of 40 percent from Tk. 41 a day to Tk. 58 during the same period. The income of the urban poor increased by a much higher rate than that of the rural poor in both per capita and per household terms because of the higher growth rates of wage (29%) (Table 9.9) and of earners per household (17%) (Table 9.7), lower family size (3.7), etc. Moreover, gainful economic opportunities are greater in the urban area relative to the rural area. Real income The income of the poorest households in real terms (in kilogram of coarse rice) is found to have declined across the board during the monitoring period. In the rural area, the per capita real income of the poorest households declined by 22% on an average from 0.9 in 1993 to 0.7 kilograms of coarse rice in 1996 (Table 9.18). Barring the FFE households, the per household real income has registered a sharp decline during the same period irrespective of differences in regional diversity. Due to the income support under the FFE programme, the FFE households could avoid the sharp fall of income. The per capita real income for the FFE households has declined by 13% against a 20 to 25 percent decline for the non-FFE households over the same peiod. Overall, despite an 7% increase in per capita income in nominal terms on an average during 1993-96 (Table 9.16), the corresponding real income took an appreciably higher downward trend (22%) (Table 9.18) caused by a 24 to 43 percent price hike of c oarse rice in the rural areas during the same peirod (Table 9.19). The per capita real income of the urban poor remained unchanged, whereas, the per household real income marked an upward trend (5%) during the monitoring period (Table 9.20). The per capita real income of the urban poor is almost double at 1.4 kg a day of that of the rural poor in 1993 which remained almost unchanged during the same period. The per household real income of the poorest households stood in urban slums at 4.7 kg and 5.0 kg a day in 1993 and 1996 respectively recording a 5% growth. The poorest households in the urban slums are relatively better off than their rural counterparts in respect of per household real income which declined by 16% for the latter during the same period (Table 9.18). Wage rate The unskilled wage rate is considered to be an important indicator for monitoring poverty. The wage rate of all categories of unskilled wage labourers is found to have increased in both the rural and urban areas (Table 9.9). In the rural area, the daily nominal wage rate increased by 11.7% from Tk. 17.2 in 1993 to Tk. 19.2 in 1996 (Tables 9.7, 9.16, 9.24 and 9.25). The wage rate is found to be much higher for the urban slum-dwellers, and it grew by 29% from the level of Tk. 35.8 in 1993 to Tk. 46.1 in 1996 (Tables 9.9, 9.21, 9.22 and 9.23). Although the wage rate for unskilled labourers increased during the monitoring period, the purchasing power of the poor labourers did not rise due to a higher rate of price increase in the case of coarse rice. The average wage rate for unskilled wage labourers, in fact, declined across the board in real terms during the monitoring period. However, the poor in the northern part had to sustain a much higher rate of fall (22%) in real wage rate compared to 14% for those in the central part during this period (Table 9.24). Consumption Consumption of food The consumption of rice and wheat  ¾ the staple food items of the poorest households  ¾ is found to have recorded opposite trends among these households in the urban and rural areas. In the urban slums, the per capita daily consumption of food (rice and wheat) was 442 grams in 1993 and it rose to 514 grams in 1996 representing a 16 per cent growth (Table 9.25). The increase in the consumption level of food in terms of both per adult equivalent unit and per household units has also been substantial, 18 and 25 percent respectively during the monitoring period. These findings, however, conceal the substantially low level of food intake observed in one of the slums where poverty is found to be more acute (Table 9.26). In the rural area, the trend in food consumption is, however, found to have consistantly sunk during the monitoring period in per capita and per adult equivalent and per household terms (Table 9.27). The per capita daily consumption of rice and wheat declined from the level of 585 grams in 1993 to 566 in 1996 showing a 3 percent decrease. The food consumption per adult equivalent unit is found to have been at a much higher level  ¾ 797 grams in 1993 and 786 grams a day in 1996 – recording a relatively small fall during the period. Per household consumption, likewise declined during the same period. The declining trend in food intake is true of both the programme and non-programme households during the same period. The consistent fall in the level of consumption of food is largely due to the fall in real income and expansion of the average family size of the poorest households during the monitoring period. Box 9.2: Food Security: A Quantitative Assessment In order to assess the poverty status of sample households, the heads of the households were asked to make self-assessments in respect of poverty. Their self-assessed status may be categorized as follows: Chronic deficit households reporting food shortage throughout the year; Occasional deficit households reporting food shortage occasionally in a year;

Stories as Attitudes :: Sociology Essays Research Papers

Stories as Attitudes Curiosity seems to be innately part of the human experience. With this propensity towards curiosity comes our seemingly insatiable need to search for answers to the world's many unanswered (and conceivably unanswerable?) questions. Perhaps the most important of these questions regard the origin of the world, of life, and of us as human beings. The need to account for our own beginnings can be seen throughout history, as multiple explanations have been offered from diverse cultures, religions, philosophies and disciplines. For example, "the folklore of even the most primitive human tribes indicates that they had given some thought to questions about the origin and history of the world" (Mayr, 2001, p.1). This "urge to account for a beginning" has indeed led to many different answers and justifications throughout time, the most popular and noteworthy being the stories of creationism and evolution (Mayr, 2001). These two accounts at first appear to be entirely irreconcilable, thus spark ing centuries of heated controversy and debate. The purpose of this discussion is not to attempt to resolve the age-old arguments among creationists and evolutionists, but instead to investigate the psychosocial reasons behind the power of each side's assertion that they and they alone are "right". According to the definition of an "attitude" (i.e., "any cognitive representation that summarizes our evaluation of an object, which may be the self, other people, things, actions, events, or ideas"), the stories/explanations that we come up with to account for the world around us are nothing more than attitudes (Smith & Mackie, 2000, p. 247). Evaluating the inherent characteristics of attitudes will allow us to gain insight into new (and more useful?) ways of thinking about persuasion (i.e., "the process by which attitudes are developed, reinforced, or changed by communications"), thereby allowing us to further understand why conflicting stories, specifically the stories of creationism vs. evolution, can be perceived as tremendously threatening (Smith & Mackie, 2000, p. 248). People form attitudes/ create stories because they are useful in mastering the social environment and in establishing important connections with others. It is a well- known fact in psychology that once an attitude is formed, it becomes very closely linked to the representation of the object to which that attitude has been ascribed (i.e., the attitude object) (Smith & Mackie, 2000). This cognitive connection helps us to negotiate our interactions with these attitude objects in two ways: through the "object appraisal or knowledge function" and/or the "instrumental or utilitarian function".

I Had to Fight to Read :: Personal Narrative, Autobiographical Essay

It was summer, stinking hot in a small town and I was fifteen and bored. The town librarian had been giving me grief since I was eleven and in the sixth grade, when she issued her first decree that I wasn't "old enough" to check out what became the first of a long line of books I had to fight to read. It was also the first of many times when one or both of my parents trudged down to the library to insist equally firmly that she had no right to restrict my choices as I had their permission to read whatever I wanted. The summer of my thirtieth year was especially difficult for this poor beleaguered woman. Her worst day came when I insisted on checking out all of Proust, every one of Thomas Wolfe's novels, and while I was at it, Joyce's Ulysses as well. After all, I reasoned, I had two weeks to keep these books and I was a fast reader. So I took them home, to the old iron glider under the grape arbor, and I propped myself up on a bunch of pillows and dug in with the same glee most people reserve for hot fudge sundaes. I fanned the pages and decided to read Look Homeward, Angel first because I like the way all those words leapfrogged over each other on every single page. Wow! The exuberant rush and gush of all those words! The torrent was overwhelming, the words blurred, I was losing the meaning. I knew I had to slow the pace somehow before I would have to admit that the librarian was probably right and perhaps I really wasn't "old enough" to make sense of it. And so I turned to Proust, finding relief within his exquisitely nuanced precision and pacing. My love of all things French was born with Proust, as I marveled at his privileged people and their luminous lives. Who were they really, I wondered, and was all of Paris like this, and if so, how soon could I get there? For the next two weeks, I cut back and forth between that unlikely duo, Wolfe and Proust, sweating from July's heat and the emotional impact of Brother Ben's death (best read when one is fifteen), then cooling off with the soothingly elegant rituals of Monsieur Swann and company.

City-States in Lower Mesopotamia :: Ancient Egypt Egyptian History

City-states in Lower Mesopotamia Factors that contributed to the emergence of city-states in Lower Mesopotamia and the influence the landscape played in the formation of the civilization which emerged. For this essay I considered the question of what factors contributed to the emergence of city-states in Lower Mesopotamia and the influence the landscape played in the formation of the civilization which emerged. Through my research on this topic I found that there is much evidence to support the claim that landscape was a very large influence on the emergence of civilization and that most of the contributing factors were, in some way, linked to geography. In order to fully understand the topic, I first explored what the definition of civilization is. The first criterion for civilization, that I could think of, is domestication and an agricultural economy capable of producing a stored surplus. From this, I felt the need to examine the origins of Mesopotamian agriculture. With the glacial retreat after the last ice-age (roughly 10000 BC) the Mesopotamian climate improved and many modern plants and animals began to become concentrated in specific areas. Around 9000 BC the vast majority of Mesopotamian peoples were hunter-gatherers. With the concentrations of plants and animals being in specific areas these hunter-gatherers soon began to domesticate those plants and animals and a sedentary village farming pattern arose. This became the predominant way of life around 6000 BC. This change from food collecting to food producing was one of the major transformations in human history. Early peoples no longer had to live the nomadic life of hunter-gatherers but could settle down in permanent housing and produce their own food. It also began an economic change that altered social and political institutions, religion, etc. Domestication is the process of altering plants and animals so that they are no longer bound to the natural habitats of their wild ancestors. In essence they become more productive and useful to people. This process sometimes even includes changes in the genetics of the domesticated plant or animal. In Mesopotamia the major domesticated species of plants were wheat, barley, chickpeas, peas, grapes, olives, walnuts, almonds, pistachios, apricots, dates, and figs. The major domesticated species of animals were cattle, sheep, goats, and pigs. Some of the genetic changes brought about through domestication and the careful breeding of plants and animals include plants that were bred to have more and bigger useful parts and animals that were initially bred to be smaller and less aggressive, and only later to have more of their useful parts.

It 255 Final Project

Dear Richman Investments Senior Management, It has come to my attention that your corporate security policy for the firm is out of date and that it needs to be updated. In my time here as an intern I have reviewed the security policy and revised it to keep up with all of the technological updates going on in the internet world today. I was assigned this project and being that we have 5000 employees operating in different locations and different parts of the country; I have noticed that some of the other branches do not follow the firms’ policies as they should.Some branches operate on their own policies. I have drafted up a new and improved corporate security policy that covers emails, mobile devices, computer usage, email retention policies, passwords, etc. I hope this will help streamline our security policy across the board so that everyone is on the same page and so there is no misinterpretation of the firm employee or otherwise. RICHMAN INVESTMENTS CORPORATE SECURITY POLI CY Use of Phone and Mail Systems Personal use of the telephone for long-distance and toll calls is not permitted.Employees should Practice discretion when making local personal calls and may be required to reimburse The Firm for any charges resulting from their personal use of the telephone. The mail system is reserved for business purposes only. Employees should refrain from sending or receiving personal mail at the workplace. To ensure effective telephone communications, employees should always use the approved greeting and speak in a courteous and professional manner. Please confirm information received from the caller, and hang up only after the caller has done so.Computer and E-mail Usage Computers and other media of electronic communications (â€Å"Media†) are the property of the Firm which has a legitimate business interest in the proper utilization of its property. Therefore, any use of the Firm's property, and any electronic communications sent or received, may be mo nitored by persons authorized by the Firm. Employees who use such Media for private, non-work related purposes do so at their own risk. The Firm encourages such Media to be used for business purposes and forbids the waste or monopolization of such resources.Electronic communications, including computer files, voicemail and electronic mail (â€Å"e-mail†), are not anonymous: sender and receiver can be determined, and the content of any message may be viewed by others within the Firm. A password is not intended to ensure the privacy of electronic communications. Instead, it serves to provide a minimum level of security to the Firm's Media by restricting access to those who bear valid passwords. Preventing a person from outside of the Firm from gaining access to the Firm's Media is not the same as affording privacy to the communications of Media users.The Firm strives to maintain a workplace which is free of harassment and sensitive to the diversity of its employees. Therefore, the Firm prohibits the use of computers and the e-mail system in ways that are disruptive, offensive to others, or harmful to morale. For example, the display or transmission of sexually explicit images, messages, and cartoons is not allowed. Other such misuse includes, but is not limited to, ethnic slurs, racial comments, off-color jokes, or anything that may be construed as harassment or showing disrespect for others.In addition, e-mail may not be used to solicit others for commercial ventures, religious or political causes, outside organizations, or other non-business matters. E-MAIL IS NOT A PRIVATE COMMUNICATION WITHIN THE FIRM. NEVER USE E-MAIL TO SEND PERSONAL INFORMATION OR DISCUSS PRIVATE MATTERS ABOUT ANYONE, INCLUDING YOURSELF, UNLESS DISCLOSURE OF THAT INFORMATIONWITHIN THE FIRM IS ACCEPTABLE TO YOU. THIS PROHIBITION ALSO APPLIES TO VOICEMAIL AND COMPUTER FILES. ANY DEFAMATORY, INSULTING OR DEROGATORY REMARK ABOUT ANY PERSON OR GROUP OF PERSONS IS PROHIBITED.Email Retent ion Policy Because the volume of e-mails sent and received continues to rise, the size of attachments Continues to grow, and pictures and images consume significant amounts of storage space, the Firm has Adopted an Email Retention Policy that addresses retaining, deleting and saving e-mail in an effort to Advance the Firm's technology objectives and ensure that a reliable network exists for rapid message exchange and communication. The Email Retention Policy allows a faster, more responsive e-mail system and ensures that, in the event of a disaster (i. . hardware failure, natural disaster events, etc. ), our messaging services can be quickly restored to operation. This policy also encourages organization of e-mail through the use of email folders. The policy is designed to automatically delete information from only the Inbox, Sent Items and Deleted Items as they age. The Table below illustrates the policy and aging and flow of email items from those folders. Software Policy The Firm will not tolerate any employee making unauthorized copies of software.The Unauthorized duplication of software violates software licensing agreements and federal copyright laws. Such conduct is not only against the Firm's policy, it is a federal criminal offense. No employee shall install any software on any computer at the offices of the Firm unless the installation is approved in writing in advance of the installation. Social Media Policy Although this is not a complete or exhaustive list, employees should consider the following guidelines prior to using social media (including Firm operated social media) while an employee of the Firm.Employees should be aware that while not always apparent, work-related issues may often be implicated by their use of social media. In all instances, employees are expected to use good judgment and to consider the effect their social media use has on others and the way in which others perceive them. Stay Legal – Employees should make sure tha t their use of social media complies with all applicable laws. When in doubt, the employee should find out whether what he/she is doing is legal before proceeding.Confidentiality – An employee's confidentiality obligations extend to his/her online activities. Accordingly, employees should be familiar with the Firm's policies regarding confidential information. Generally speaking, an employee should not disclose to any third party any information related to the Firm or its employees, products, services, clients, partners, suppliers, or other business interests unless that information is already public knowledge.Even if the information is public, an employee should avoid discussing the Firm's clients, suppliers, and partners without their permission. If in doubt about whether particular information may be disclosed, contact a Managing Partner. Copyrights, Trademarks, and Intellectual Property – Employees should not make any use or reproduction of any copyright, trademark , or intellectual property belonging to any other person or entity, except in accordance with applicable law. NO EXPECTATION OF PRIVACYFirm employees should have no expectation of privacy with respect to any information created, viewed, distributed, received, uploaded, downloaded, accessed, or otherwise facilitated by the Firm's Computer or Information Systems (phone, computer, hand-held devices, etc. ). Similarly, employees should have no expectation of privacy with respect to information that is generally available online. The Firm reserves the right to monitor and maintain any content created, viewed, distributed, received, uploaded, downloaded, accessed, or otherwise involving any Firm Computer or Information System or resource.DISCIPLINARY ACTION Any violation of this policy may result in disciplinary action, up to and including termination of employment. Internet Policy For those employees who are provided access to the internet, the Firm encourages the use of the internet for business purposes. Non-business use (such as net surfing for personal enjoyment, entertainment, or children's school projects) should be kept to a minimum and generally restricted to non-working time. Personal use of the internet that adversely affects an employee's productivity is prohibited.No employee may use the internet during working time or during non-working time to access or convey information in violation of any Firm policy. Examples of the types of information that would violate Firm policies include information that is sexually explicit or offensive, or which is offensive, hostile, or harassing with respect to anyone's race, religion, color, creed, marital status, sex, ancestry, national origin, age, disability, sexual orientation or preference, veteran's status, or any other aspect that is protected by law or by the Firm's policies.No employee may use the internet during working or non-working time to access or convey information in an unlawful manner or for any unlawf ul purpose, such as downloading or copying information or programs in violation of copyright and software licensing laws, or using the internet to distribute or receive destructive programs such as viruses. Remember that you should not expect any â€Å"privacy† in your use of the internet.The Firm has the ability to monitor your internet access (all messages sent, sites accessed, and information downloaded). The Firm reserves the right to review and disclose such records or information with or without prior notice or consent. Your hard drive contains a history of sites recently visited and information (such as text and graphics) from those sites. This information is the Firm's property.The Firm has the right to enter your workstation or office, with or without notice or consent, at any time, and to access, monitor, review and take possession of your hard drive and any data storage medium. (For example, hard drives, floppy disks, CD-ROMs, videotapes, cassette tapes, etc. ) Any thing on Company premises is presumed to be Company property and is covered by this policy. I hope this proposal meets all of your contractual needs and gets everyone on the same page. Thank you.

Marketing Objectives of Bonchon Restaurant

Place, as an element of the trade mix, is not Just about the physiological location or distribution points for harvest-times. It encompasses the focusing of a range of wreakes Involved In bringing products to the end consumer. Poncho location Is very accessible because It Is Inside the m each(prenominal). People The employees in Poncho have a standard like and Bon Chon specially focuses on friendly and trigger off service to its customers from their employees.The employees f Poncho is building kin and alliances necessary to fill up the high standards and Poncho angelic take in experiences for our customers. Process The food manufacturing process at Bon Chon Is completely transp bent they provide, strange chicken faster (special ketchup) and healthier (organic chicken) In term of the Ingredients and process production. The unique heat up twice The first kid Is to removes all the fat and make It paper-fried crisp.It contains naught trans-Bataan It Is not greasy like an comely fried chicken. While the second fry includes the secret seasoning and spices that argon distinctly Asian choose from soy garlic or hot and spicy flavors. We are cr eating homey ambiances for customers in order to addition customers loyalty. Therefore, we deliver Poncho eating experiences through product, familiar circumstances and delightful services.In order to scan these core competencies in to sustainable warlike advantages, the company will work towards fast with our key supplier, distributor, and our employees itself to build allegations and alliances necessary to satisfy the high standards and Poncho gratifying eating experiences for our customers. visible Evidence Bon Chon focuses on clean and sound interiors of is outlets and at the same time the interiors are attractive and the restaurant maintains a right(a) decorum at its joints.Marketing Objective For the ultimo eight years of accumulate moaner Nasal SMS Marking Branch the sales are very unpredictab le receivable to changes of trends and market. The reservation Chicken nasal anted to name the lead over other restaurants that assign the same menu and to create advanced recipes and to put new twist on the classic favorites to add up the thrill. The Backlog Chicken Knickknacks to their goal In meet their consumers and to provide them deploy delicacies and the specialty of the Backlog province.Together with it, they also wanted to pass to the younger generations the Filipino all- passes by. Creating Core gratifying eating experiences and delivering Poncho Value throughout tastier and fresh product. Expanding and strengthen the Poncho Brand awareness (to declare dispensers image as high choice chicken and get space in the heart Polynesian customer) Creating and delivering Poncho mission affirmation and Value Proposition.Having Strong positioning in the customers mind. Engaging with Customer Relationship grammatical construction and Development. Educating customers about t ruly Poncho and everything surrounding it(Poncho). fashioning our customers who eat at Poncho feel the eating experiences modals prestigious because the product taste, service and the circumstances.