Cultural evolution Essay

In his article â€Å"Where Do Social Relations Come From? †, Michael Grossetti discusses the ways that human relationships are studied by sociologists, citing that often the methodology begins by starting with the relationship ad working backward to define it (Grossetti,p. 289). The most lasting relationships are the ones that come from organizations, he concludes, especially those related to family and friends. When we related this conclusion back to cultural evolution theory, we can argue that the lasting relationships of this generation because at this point in time most relationships are forged out of organizations or via our families. However, we can clearly argue that once this may not have been true as people had longer term relationships with people in their neighborhoods and those with whom they had a physical proximity. Grossetti argues that neighborhoods do not provide a basis for lasting relationships as they do not necessarily share life values or interests which draw people together (p. 292). When discussing this assertion in relation to cultural evolution, we can argue that in the recent past, neighborhoods did share a commonality that is now missing – immigrants would tend to settle in neighborhoods, neighborhoods would be divided by racial or religious lines, or at the most tangential neighborhoods would be reflective of a certain socio-economic status. Now, according to Grossetti’s study, relationships have evolved to the point that people develop relationships based primarily on organizations which they belong to –church groups, work groups, or interest organizations. When this is combined with the use of social networks, it can be observed that people are then creating a new means to segregate themselves via their interests. People have developed a new means to identify people with like interests and create new association groups. The interesting aspect of this evolving form of meeting may be that it creates relationships among people who in previous generations may never even have met. Because social networking allows people with common interests to meet without the traditional introduction of a mutual friend, they may completely change the way relationship develop in the future, dovetailing nicely with the theory of cultural evolution.

Accountable Care Organizations, Bundled Payments, and Health Reform Essay

With the enactment of the Patient Protection and Affordable Care Act (PPACA) in March 2010, health care reform has become the law. The legislation will extend health care coverage to more citizens, stabilize health insurance markets, enhance regulation and consumer protection, and improve the affordability and quality of health care in the United States. Changes in payment system of health care proposed by PPACA have led to the development of Accountable Care Organization (ACO). This paper will address how ACOs and the bundled payments system will impact the future of health care. See more: Strategic Management Process Essay The ACO is a health care organization which provides accountability for quality, cost, and care for medical beneficiaries with single entity providers that are responsible for delivering care. The ACO-model builds on the Medicare Physician Group Practice Demonstration and the Medicare Health Care Quality Demonstration, established by the Medicare Prescription Drugs Improvement and Modernization Act of 2003. Under the Affordable Care Act, the U.S. Department of Health and Human Service (HHS) released new rules that benefit doctors, hospitals, and other health care providers of better care for Medicare patients through ACOs on March 31, 2011(U.S. Department of Health & Human Services, 2001). According to the Centers for Medicare & Medicaid Services’ (CMS) administrator Donald Berwick, MD, â€Å"An ACO will be rewarded for providing better care and investing in the health and lives of patients. ACOs are not just a new way to pay for care but a new model for the organization and delivery of care† (Penton Media., 2011). The new model, which is called the â€Å"Pioneer Accountable Care Organization,† is to improve the quality of care for Medicare Fee-For-Service (FFS) beneficiaries  (Medicare Parts A and B) and reduce unnecessary costs through establishing a shared savings program, which promotes accountability for Medicare FFS beneficiaries. It requires coordinating care for services provided under Medicare FFS and encourages investments in infrastructure, and it redesigns care processes. Regarding the differences, the Pioneer ACO payment model incorporates a population-based payment in the third year of the ACO’s Participation Agreement. This population-based payment will replace fifty percent of the FFS payments (McDermott & Emery, 2011). The Pioneer ACO model is estimated to save Medicare as much as $430 million over three years by coordinating with private payers to reduce costs for Medicare beneficiaries and improve health outcomes. An ACO may engage in either a Shared Savings Program or in the Pioneer ACO model. In addition, the Pioneer ACO model is separated from the Medicare Shared Savings Program for Medicare beneficiaries by the Advance Payment Initiative (Center for Medicare and Medicaid Innovation Center, 2011). ACOs require the ability to manage cost and quality for patients across the continued extent of care and across different associational settings. They also require the capability to plan budgets and resources needed to allocate payments, and the commensurable size of primary care providers for Medicare patients’ populations assigned to the ACOs (at least 5,000 Medicare or 15,000 commercial patients). According to the Journal of the American Medical Association, doctors Shortell and Casalino recommend a three-tiered system of qualification for ACOs (Shortell, S. and Casalino, L., 2010). The tiers will be based on the degree of financial risk acceptable for ACOs and the degree of financial rewards that can be completed by performance targets. In the first tier, ACOs will receive FFS payment with shared savings for providing quality care at lower than the expenditure targets. In the second tier, ACOs will receive bundled payments and episode of care based payments for managing costs and achieving benchmarks. They will be accountable for care that meets these criteria. In the third tier, ACOs will receive partial and global capitation payments. Under a three tiered structure, ACO providers will submit a three-year plan to the HHS or CMS for achieving qualification status at the varied levels. The U.S Department of Health and Human Services (HHS) announced the â€Å"Bundling Payment for Care Improvement Initiative† to coordinate payments for services delivered across an episode of care, such as a cardiac bypass or a hip replacement, on August 23, 2011 (Vendome Group, LLC, 2011). The definition of bundled payments refers to a single payment for all care related to an entire treatment or condition. Bundled payments, also called episode-base payments or case-rate payments are considered as a mechanism for improving both cost and quality, such as currently exist with Geisinger Proven Care and the Prometheus Payment system (Dark,Cedric., 2011). Bundled Payments do benefit physicians and hospitals if patients complete their medical treatments within a certain time period because it will save the physicians and hospitals additional costs. However, it is a disadvantage for physicians and hospitals if the treatment takes longer than the traditional time because it will cost more money to care for patients. Unfortunately, its emphasis is less about improving care and more about reducing the financing for medical care (Gorman Health Group Blog, 2011). This means hospitals, physicians, and other practitioners will have to take their own approach to improving the delivery of healthcare, which should benefit Medicare patients. The goal of the initiative is to increase efficiency of care, improve quality of care, and lower costs. This initiative consists of four different bundled payment models. The first three bundled payment models are retrospective payment arrangements based on patients’ historical data. However, the fourth model is proposed for the future. Centers for Medicare & Medicaid Services (CMS) make a single bundled payment to the hospital for all services during inpatient stays for hospitals, physicians, and other medical professional specialists. In the first model, the episode of care is the length of time the inpatient stays in the acute care hospital. Medicare pays the hospital a discounted payment based on the payment rates established under the Inpatient Prospective Payment System (IPPS), which starts at zero percent for the first six months and then rises to a minimum of two percent in the third year, based on the IPPS. Physicians are paid under the Medicare Physician  Fee Schedule. Hospitals and physicians are to share in any costs. This model benefits Medicare patients by reducing their costs, but not hospitals and physicians because they must share in any expenditures. The second model, which is also based on IPPS, is different from the first model because it includes inpatient and post-acute care from either 30 or 90 days following discharge. This bundled payment includes physicians’ services, post-acute care, readmissions, and other related services, which can be clinical laboratory services, medical equipment, prosthetics, orthotics, other supplies, and Part B drugs. The minimum discount is three percent for the first 30 to 90 days after discharge and two percent for more than 90 days. The Medicare enrollee is to share the costs if the total payments are less than the target price. However, the provider will be responsible for payment coverage if the total payments exceed the target costs. This model uses an incentive discount for Medicare patients to spend less time in rehabilitation versus the first model which has no early rehabilitation discount. However, this model does not give an advantage to hospitals and physicians because it encourages Medicare patients to leave medical services sooner. The third model begins at discharge from an acute facility if less than 30 days are spent in rehabilitation. These bundled payments are the same as the second model with the exception of a discounted rate, which Medicare enrollees are required to set up instead of CMS, since CMS has not indicated an expected discount for medical service (Becker, Epstein & Green, P.C, 2011). In the fourth model, which is the only perspective model, hospitals will receive a single bundled payment from CMS that covers all medical services by hospital, physicians, and other medical professional specialists. The minimum discount will be three percent of the estimated total costs for the episode care (Proskauer Rose, 2011). The bundled payments are more hospital-centric than ACOs’ program. However, ACOs’ focus will be on how hospitals and physicians will share reimbursements in a post-fee-for-service payment system. Therefore, Medicare beneficiaries will benefit the most but hospitals and physicians will not. Future ACOs include: Integrated Delivery Systems, Multispecialty Group Practice (MSGP), Hospital Medical Staff Organization (HMSO), Physician-Hospital Organizations (PHO), Interdependent Practice Organization (IPO), and the Health Plan Provider Organization or Network (Charles DeShazer, 2011). However, most physicians work in very small practices that would not likely have the resources to develop the capacities to be an ACO. In an ACO-based health care organization, these small practices would either merge into new or already existing specialty group practice, or would engage in an ACO that facilitates clinical integration among small practices. Many physicians may still prefer smaller practices, and under comprehensive healthcare reform may continue to exist. In ACOs completely based on the quality and cost of care, the market may decide whether virtually integrated systems can succeed in competition with systems where physicians are merged into large group practices. Moreover, specialist physicians are creating medium sized or even larger single specialized groups. However, a single specialty group cannot serve as an ACO for full patients care but can be an essential element of an ACO or can be a crucial source of medical care through referrals. In Integrated delivery systems (IDS), medical care is coordinated and reimbursed within the system to make patient care more efficient while improving access to and the quality of the care received. Some examples are: Cleveland Clinic, Henry Ford Health System, Mayo Clinic, Scott & White Clinic, and so on. However, a recent report indicates that challenges may still remain. IDS face lack of compensation from health insurance providers for care coordination services as well as difficulties in finding specialty care, such as mental health care and changes in management and physician cultures in adopting the new organization (United States Government Accountability Office, 2011). The promising advantages of the multispecialty group practice (MSGP) model were recognized in 1932. As stated in the Physician’s Advocate(2008), â€Å"These advantages include having the resources to redesign care processes, take advantage of economies of scale to implement electronic medical records, form health care teams, obtain database feedback on performance gaps, and make the changes needed to improve care† (Physician’s Advocate, 2008). Some evidence indicates that multispecialty group practices do make the most of recommended care management processes like electronic information technology, as well as sharing in quality improvement medical services. Therefore, MSGPs provide better quality care for preventive measures involving screening tests and diabetes management than smaller forms of practices. Moreover, studies also indicate lower Medicare spending on patients related to multispecialty or hospital associated groups than other patients. However, it is unlikely that MSGPs will become the major organization form in the United States health care system since it is so expensive to implement. HMSO, more than 800,000 physicians that currently practice in the United States are members of hospital medical staffs (Carroll, 2011). The hospital medical staff organization can serve as ACOs for either inpatient or outpatient care. Studies indicate that most physicians have primary relationships with a single hospital to form a stronger partnership entity between physicians and their primary hospital (Fisher and et al., 2006). Hospitals have resources to support adopting electronic medical records (EMR), provide performance and accountability data, and assist quality improvement support for physicians. Bundled payments for specific medical conditions or episodes of sickness, such as a coronary artery bypass graft (CABG), hip or knee replacement (Massachusetts Medical Society, 2008) will provide incentives for hospitals and physicians to work together to reduce Medicare costs (Welch, WP and ME Miller, 1994). This model will have future advantages for chronic illness treatment as we ll as episodes of care since physicians and hospitals work together closely to monitor patients’ long term care. However, the HMSOs encounter challenges including leadership of the diverse cultures of hospitals and physicians and legal restrictions to obtain sharing (Primary Care Associates., 2008). An alternative of the MSGP model is the PHO. Hospitals and physicians work together to ensure cost-effective and steady system delivery of medical services and the provisions of the health care services to the patients. There are approximately one thousand PHOs in the United States and most are managed organizations with the goals of achieving and managing the quality  and cost of care (Nixon Peabody LLP., 2010). Under the Affordable Care Act, the contracting PHO model can emerge into an entity that will manage the quality and cost of care. Without meeting the needs of all physicians, this model has the advantage and the incentive of improving performance. With the HMSOs, the hospital will provide resources for EMR, performance reporting, quality improvement, and process management support. However, PHOs must be clinically integrated to avoid anti-trust laws (Casalino, Lawrence P., 2006). A fifth model is the Interdependent Practice Organization (IPO), which is an advancement for those physicians who practice in small organizations or who do not wish to be part of larger organizations for delivering care. The interdependent practice organization is based on an association of physicians in numerous independent practices. IPOs are capable of providing high quality, better care, although most of these organizations are loosely organized (Rittenhouse and et al., 2004). The future IPO model requires strong leadership, administration, and enough patients across individual practices to support financing of technology infrastructure and management systems. IPO models might be attractive to physicians practicing in rural areas. With given sufficient incentives, existing IPOs can became independent organizations by strengthening their management structure and developing a solid shared culture of performance improvement. These requirements are challenges since IPOs are composed of many small practices. The last model, the Health Plan-Provider Organization or Network (HPPO/HPPN) is similar to the IPO. It is based on an association of independent physician practices. The health plan will be the major financial assets to encourage a more cost-effective health care delivery system. Many have capabilities in disease management, electronic information technology implementation, and quality improvement entities that can be used effectively in collaboration with physicians. Some physician practices may participate with health plans rather than local hospitals. Health plans can be part of a smaller physician’s practice and become the unit of accountability of performance. However, the success of this model will depend on an individual physician’s leadership (Shortell and et al., 2008). The Centers for Medicare & Medicaid Services (CMS) released final rules and new opportunities for financial support for doctors, hospitals, and health care providers to work together to improve the care of Medicare patients by adopting ACOs on October 20, 2011. The new rules provide for a new voluntary Medicare Shared Savings Program. Providers will be able to participate in an ACO and share in the savings with Medicare. ACOs will reward providers for reducing the costs and meeting quality measures, such as reducing hospital readmissions or emergency room visits. Providers will begin to share in savings based on how they perform in thirty-three quality measurements in the second and third performance years. Medicare beneficiaries will be a part of the ACO system when they form. Moreover, community health centers and Rural Health Clinics (RHCs) will be allowed to participate in the ACO programs (Galewitz, Phil and Jenny Gold., 2011). To appeal to providers, CMS will provide physician-owned and rural providers early access to the expected saving of up to $170 million dollars, so providers can start ACOs right away. At the same time, the Antitrust Division of the Department of Justice issued the entire final rules that will allow providers to participate in the Medicare Shared Savings Program. In addition, the final rules will no longer require a mandatory antitrust review for collaborations as a condition of entry into Shared Saving Program (Department of Justice, 2011). Electronic health record (EHR) usage is no longer a condition of participation to prompt more RHCs and other programs to join (Center for Medicare and Medicaid Innovation Center, 2011). Moreover, CMS will assist agencies in monitoring the care and quality of performance of ACOs. The program will save up to $940 million dollars over four years (U.S. Department of Health & Human Services, 2001). Patients or Medicare beneficiaries are encouraged to select an ACO as their medical center. ACOs can be used for result-based payments, public report purposes, and claim-based payments which retrospectively allow patients to join who have not adopted ACOs. This advances patients’ choices and encourages ACOs to coordinate their patients’ care to treat patients equally. Because physicians are not required to be part of ACOs, physicians  can still be paid with the Shared Saving Programs used by Medicare, Medicaid, and other commercial health plans. They also can be eligible to achieve quality-based rewards. In addition, physicians and hospitals that are part of ACOs can have both obtainable rewards for improving quality and controlling costs; however, there is more inevitable risk. Furthermore, bundled payments for certain services and procedures, using a combination of capitation, result-based payments, and readmissions, gain sharing between physicians and hospitals tha t can be adopted within ACOs. Physicians also can benefit from the assistance that ACOs can provide with electronic health records and with implementation of established processes to improve quality and efficiency. Health reform will be needed in laws and regulations for the Stark law, anti-kickback statuses, fraud and abuse, anti-trusts, scope of practices, and the corporate practice of medicine. However, the final rules were relaxed and established waivers for the physicians’ self-referral law, the federal anti-kickback status, and certain penalties to encourage the participation in the Medicare Shared Saving Program and the Advance Payment Initiative (FierceHealthcare, 2011). Therefore, more medical providers will be regulated by the programs. In the past, healthcare leadership has relied on organizational structure to deliver higher quality at lower costs, which has not succeeded in improving neither efficiency nor performance. In fact, they have increased the problems that they intended to address. Neither diagnostic related groups (DRG) nor Health Managed Organizations created a shared achievement for all parties. Provider profit motivation lacked the pressure of medical beneficiaries to protect quality while minimizing costs. While each DRG and resource based relative-value unit encouraged providers to focus on provision without interventions, HMOs and other managed providers encouraged providers to minimize intervention, regardless of whether managing could delay the quality or completeness of patient care (Numberof, 2011). Ignoring the minimal role that patient demand plays in driving market completion among providers, the current and past medical health care system has decreased accountability for quality of medical care. ACOs were established to fix the inadequate accountability for wasteful  spending and quality of patient care. The PPACA provisions are consumer based solutions; however, they do not allow patients to have fully informed choices about their coverage and medical care (Numberof, 2011). Employers, who contract with insurers, apply with providers; therefore, accomplishment is limited. However, many physicians are reluctant to assume accountability for patient outcomes, since they admit that outcome is directly under the behavioral control of the patient. Furthermore, it seems that provider contracts could be integrated to a successful ACO in a shared savings program; providers continue to receive funding for each service they perform. Even with the possibility of a bonus from shared-savings, maintaining the FFS system boosts providers into continuing delivering an excess of services. In addition, ACOs, which are a single untested model, are largely hospital based. Eligibility requirements are larger and more involved for ACO organizations. Larger organizations are able to consolidate their markets; however, this consolidation may result in less competition. Therefore, large delivery organizations may become too big to fail but will increase advantages for patients. Without competition, the organizations might have little incentive to reduce the costs or improve quality of medical care. Enduring health reform has to cover the uninsured without exception or conditions. As Victor Fuchs, professor at Stanford University mentions â€Å"It [Enduring health reform] must improve efficiency in medical practice by providing physicians with the information, infrastructure, and incentive they need to deliver cost effective care† (Fuchs, 2010). Information will come from the electronic health records, a process that will be amped up by the HITECH Act, which is part of the American Recovery and Reinvestment Act of 2009 (Leyva, Carlos and Deborah Leyva, 2009). Electronic health records will benefit providers with more accurate real-time data on patients as well as provide analyses on drug responses and provide support to improve the quality of medical care. Health information Exchange (HIE) can enhance information from a wide databases and allow that information to be shared through various technology by providers. This allows related patient information to be shared withi n EMR with the provider who needs that information (Southern New Hampshire Health System, 2011). Furthermore, the  Patients Centered Outcomes Research Institute (PCORI) will offer physicians and patients new information of varied medical technology. Atul Grover, chief advocacy officer for the Association of American Medical Colleges, notes â€Å"It will be an evidence synthesis that really considers different populations and different diseases and tries to get more information to clinicians as they go about doing their daily work† (Marathon Medical Communications, Inc, 2010). The integration of the PCORI will enhance information so that physicians and patients can choose the appropriate test and treatment based on the patients’ condition. Moreover, infrastructure reform will enhance horizontal collocation within providers and monitor patients consistently. Health care reform strengthens greater integration through the redesign of delivery systems such as medical homes and ACOs for physicians. Recent studies suggest that better coordination of care can reduce readmission rates for major chronic sicknesses (Hernandez, AF, 2011). In addition, the PPACA will give incentives for hospitals to support proven practices that essentially reduce their rates (Foster, 2010). Likewise, the PPACA’s pilot program involving bundling payments will bring physicians and hospitals an incentive to allocate care for patients with chronic illnesses. Most essentially, PPACA admits that health reform that brings ACOs as the delivery system is an ongoing process requiring continuous adjustment. The PCORI will develop new medical tests, drugs, and other treatment that will provide continuously updated information for physicians and patients. Over the next decade, similarly, the Innovation Center in the Centers for Medicare and Medicaid will be establishing and evaluating new policies and programs that will enhance the quality of care for Medicare beneficiaries and reduce costs. PPACA not only will expand health care coverage to millions of Americans but also will enact many policies to reduce the amount of costs for health care by bringing ACOs as the delivery system, which will reduce the costs of health care over time. By enacting ACOs as a Primary Care Provider (PCP), PPACA provides the most effective medical care support possible. Moreover, by adopting the bundled payment approach, physicians, hospitals, and other providers will be able to reduce the costs for Medicare beneficiaries.  Therefore, the public should embrace the new health care proposal to reduce their costs and improve the quality of their medical care. References Becker, Epstein & Green, P.C (2011) â€Å"HEALTH REFORM: CMS Innovation Center Announces Four Models in Bundled Payments for Care Improvement Initiative,† Retrieved from http://www.ebglaw.com/showclientalert.aspx?Show=14876 Carroll, Aaron. (2011, June 3). â€Å"Meme-busting: Doctors are all leaving Canada to practice in the U.S.,† Retrieved from http://www.washingtonpost.com/blogs/ezra-klein/post/meme-busting-doctors-are-all-leaving-canada-to-practice-in-the-us/2011/06/03/AGVdAuHH_blog.html Casalino, Lawrence P. (2006) â€Å"The Federal Trade Commission, Clinical Integration, and the Organization of Physician Practice,† Journal of Health Policy, Politics, and Law, Retrieved from http://www.ftc.gov/os/comments/aco/2006jhppl.pdf Center for Medicare and Medicaid Innovation Center (2011) â€Å"Pioneer ACO Application,† Retrieved from http://innovations.cms.gov/areas-of-focus/seamless-and-coordinated-care-models/pioneer-aco-application/index.html Center for Med icare and Medicaid Innovation Center (2011) â€Å"final ACO rule,† Retrieved from http://www.cms.gov/aco/downloads/Appendix-ACO-Table.pdf Department of Justice, the Antitrust Division and the Federal Trade Commission (2011) â€Å"Background Documents,† Retrieved from http://www.justice.gov/atr/public/health_care/276458.pdf DeShazer, Charles. (2011) â€Å"Accountable Care Organization (ACO) Tutorial,† Retrieved from http://www.slideshare.net/cdeshazer/accountable-care-organization-aco-tutorial Dark, Cedric (2011) â€Å"Quality over Quantity: Reforming Payment,† Retrieved from http://www.policyprescriptions.org/?p=2066 FierceHealthcare, (2011) â€Å"CMS, OIG to relax self-referral, anti-kickback laws with ACO waivers,† Retrieved from http://www.fiercehealthcare.com/story/cms-oig-relax-self-referral-anti-kickback-laws-aco-waivers/2011-10-21 Foster, David. (2010) â€Å"Healthcare Reform: Pending Changes to Reimbursement for 30-Day Readmission,† Retrieved from http://thomsonreuters.com/content/healthcare/pdf/pending_changes_reimbursements Fuchs, Victor (2010) â€Å"Health Care Reform,† Retrieved from http://siepr.stanford.edu/system/files/shared/Health_care_document.pdf

Application of Separation of Powers in India

Application of Separation of Powers in India APPLICATION OF SEPARATION OF POWERS IN INDIA Separation of powers in Indian context: Doctrine of separation of powers is structural rather than functional. In India not only there is a ‘functional overlapping’ but there is ‘personnel overlapping’ also. A proposal of incorporation of the doctrine of separation of powers was proposed in the constituent assembly and the Constitutional history of India exhibits that the framers of the Indian constitution had no sympathy with the doctrine. In India separation of powers has not been awarded a Constitutional status. The doctrine of separation of powers is a part of the doctrine of basic structure of the Indian constitution although it isnt explicitly noted in it and consequently, no law and amendment can be surpassed violating it. The functions of various organs of the state have been diligently defined by the makers of the constitution. Parliamentary form of governance is followed in India. In Indian Constitution it is expressly mentioned that the executive power of the Union and of a state is vested by the constitution in the President and the Governor, respectively by articles 53(1) and 154(1), but there is no corresponding provision vesting the legislative and judicial powers in any organ. So accordingly it has been held that there is no strict separation of powers. Although prima facie it appears that our constitution has based itself upon doctrine of separation of powers. The Indian constitution has not entirely incorporated the doctrine of separation of powers but has taken a lot from the concept and kept it as a guiding force. The theory of separation of power has just been used as a guiding principle to separate the powers only to that extent to which it alienates the organs of the government from each other. In India fusion and not rigidity of separation of power is followed. The legislature or the executive cannot interfere with the judicial functions of the judiciary as it is independent in its field. The conduct of any judge cannot be discussed in the Parliament as per the Constitution. The High Court and the Supreme Court has been given the power of judicial review and they can declare any law passed by the Parliament as unconstitutional. The judges of the Supreme Court are appointed by the President in consultation with Chief Justice Of India and the judges of the Supreme Court. The power to formulate Rules for efficient conduct of business vests with the Supreme Court. Article 50 of the Constitution puts an obligation over the state to take steps to separate the judiciary from the executive. But since it’s a Directive Principle of State Policy, therefore it’s unenforceable. In a similar way certain constitutional provisions provide powers, privileges and immunities to MP’s, immunity from judicial scrutiny into the proceedings of the house, etc. Such provisions are thereby making legislature independent, in a way. The President is conferred with the executive power as it is provided in the Constitution. The Constitution enumerates the powers and functions of the President. The President and the Governor are immune from civil and criminal liabilities. Separation of Power- Parliament Executive India, since it is a parliamentary form of government, therefore it is based upon intimate contact and close co-ordination among the legislative and executive wings. However, the executive power vests in the President but, in reality he is only the formal head and that, the real head is the Prime Minister along with his Council of Ministers. The reading of the article 74(1) makes it clear that the executive head has to act in accordance with the aid and advice given by the cabinet. Generally the legislature is the repository of the legislative power but, under some specified circumstances President is also empowered to exercise legislative functions. Like while issuing an ordinance, framing rules and regulations relating to public service matters, formulating law while proclamation of emergency is in force. These were some instances of the executive head becoming the repository of legislative functioning. President performs judicial functions also like while assenting to death senten ces. Separation of Power- Parliament Judiciary Parliament can also exercise judicial functions, like in the matter of the breach of its privilege. In case of impeaching the President both the houses take active participation and decide the charges. Judiciary also performs various administrative functions when it has to supervise all the subordinate courts below. It exercises legislative power also when it formulates the rules regarding their own procedure for the conduct and disposal of cases. Executive functions of the legislature The legislature is prone to perform the following executive functions: a special role is played by the legislature in the executive field, especially in the parliamentary form of government. As a matter of fact, the life of the executive in a cabinet form of government is totally dependent on the will of the legislature. It is the legislature which elects the executive from itself. After election, the executive has to be responsible to the legislature. If the legislature expresses its no-confidence in the executive, the latter must resign. Thus, from birth to its death, the executive is tied to the chariot-wheel of the legislature. Legislative functions of the executive The executive also performs some legislative functions as noted below: In a parliamentary system of government the chief executive like the Queen of England and the President of India summons and prorogues the legislature. The authority can dissolve the lower house and order for fresh elections. It is a practice in almost all the countries of the world to refer the bill passed by the legislature to the chief executive for approval. Unless the chief executive okays the bill, it cannot be law. The chief executive can withhold his assent which is called the veto power of the executive over the legislature. When the legislature is in recess, some urgent laws can be made by the chief executive by promulgating ordinances which will have the force of law. The life of an ordinance varies from state to state. It is a short-term measure. This is a direct legislative fiat of the executive. In a parliamentary form of government the executive has a mass of legislative spade-work. It is the executive that initiates a bill in the legislature. So in a cabinet government a minister initiates bills in the legislature. A bill sponsored by a private member has little scope of success in the absence of direct patronage from the ministers. Thus we find that the Prasar Bharati Bill to ensure autonomy to the All India Radio and the Doordarshan was piloted by the Minister for Information and broadcasting in the V. P. Singh Government. The executive makes what is called delegated legislation. The legislature cannot make the minutest details of all laws. It frames only the broad laws. The minor aspect of the legislation is done by the rule-making powers of the executive. These rules and regulations which have the same force as law is the exclusive legislative domain of the executive. The executive also shares the legislative functions of the nature of financial legislations like the budget and theFinance Act. In India, no money bill can be introduced in the legislature without the prior approval of the President. Thus all three organs act as a check and balance to each other and work in coordination and cooperation to make our parliamentary system of governance work. India being an extremely large and diverse country needs a system like this where all organs are responsible to each other as well as coordinated to each other, otherwise making governance possible becomes a very rigid and difficult task. JUDICIAL PRONOUNCEMENTS In Keshavanand Bharti case (1973), the Supreme Court held that the amending power of the Parliament is subject to the basic features of the constitution. So, any amendment violating the basic features will be held unconstitutional. This scheme cannot be altered by even resorting to Art.368 of the constitution. In Ram Jawaya v. Punjab (1955) case, the Supreme Court held up the observation that the executive is derived from the legislature and is dependent on it for its legitimacy. Cabinet ministers in India both executive and legislative functions. Art. 74(1) gives the upper hand to the cabinet ministers over the executive by making their aid and advice mandatory for the President, who is the formal head of the State. In Indira Nehri Gandhi v. Raj Narain (1975) case, the Supreme Court held that adjudication of a dispute is a judicial function and parliament cannot even under constitutional amending power is competent to exercise this function. In Swaran Singh case (1998) the Supreme Court declared the Governor’s pardon of a convict unconstitutional. In subsequent judgments, the Supreme Court upheld the rulings of the Keshavananda Bharti case regarding the non-amend ability of the basic features of the Constitution and strict adherence to the doctrine of separation of powers.

Batman Research Paper Example | Topics and Well Written Essays - 2000 words

Batman - Research Paper Example He is a protagonist with enough drawbacks to be worthy enough of a common man. In fact it is this faulty nature that makes him adorable and identifiable with every person who likes the character. Although batman has changed multiple times since his creation, he still manages to maintain his anti-hero status every time. Batman was created way back in 1939 immediately after the success of the Superman. Bob Kane and Bill Finger created the character originally. There are several villains to give him a tough time starting from his arch rival Joker to Penguin, Ra's al Ghul, Scarecrow and Riddler. He is the only superhero to fight a league of women super villains like Poison Ivy, Catwomen, Talia al Ghul etc. Batman lives under the identity of millionaire Bruce Wayne in the fictional Gotham city. He is a playboy millionaire, making several mistakes and wasting one chance after another in his life. His only respite lies in doing something good for the world. Batman’s goodness prevents him from killing the evil people. He rather aims in destroying just the evil in them. This makes him take the blame for several murders, lose his beloved ones and render him helpless when his close friends are in bizarre need. And the worst part is he is forced to change his ways against his will in killing or harming the villains, when it is too late. Each series of Batman which emerged over the past century highlighted his ethical dilemmas, late decisions and faulty personality establishing him strongly as an antihero. Joker and the Batman Joker is a petty thief set up to get shot by his own boss for having an affair with his mistress. Batman tries to save him from death and handover him to the hands of the law. But, he is dropped into a chemical factory by accident which turns him into an ugly psychopath resembling a joker with white skin and green hair. He blames Batman for his ill fate and becomes his main rival. Batman himself has a personal revenge with him, as Joker had mur dered his parents in front of his eyes when he was a child. The incident inspired him to take an oath on his parent’s grave stating he will always fight to establish justice in Gotham city. Batman only tries to disarm Joker in several instances in spite of his personal vengeance. But each time, he manages to cause more harm than good. He paralyses batman’s friend, kills Rachel, transforms Dent into a villain and goes on unstoppable. He forces Batman to the verge of killing him each time, but escapes in the end (Robert, 2008). Batman on the other hand fears there will not be any difference between him and Joker if he completely killed him. Batman fears he does not have the right to kill or harm anyone, but can only defend the helpless. Joker character is the complete opposite of Batman. He derives pleasure in harming people. He simply cannot live without inflicting some sort of pain to others. As he himself says in the movie â€Å"you won't kill me out of some misplace d sense of self-righteousness. And I won't kill you because you're just too much fun. I think you and I are destined to do this forever†. The relationship between Batman and the Joker is similar to that of day and night. One cannot exist without another. It takes a Joker to keep Batman from getting depressed with helplessness and guilt. It takes a Batman for Joker to keep him in line. Though Joker is considered as the prominent villain of the Batman series he is looked upon as the extreme

How technology, with particular emphasis on the internet and Essay - 2

How technology, with particular emphasis on the internet and computers, has changed world culture - Essay Example This communication explosion is the biggest cultural impact of the new technologies. Beneath the surface of this virtual world of avatars, wikis, blogs, and tweets, however, there are some deeper cultural changes which have both good and bad consequences. On the positive side, applications like video-conferencing and instant messaging are very useful in the world of work because they facilitate group discussions without the need for expensive real life travel. This saves time, and reduces the carbon footprint of any business. In terms of family and social relationships, these technologies also allow more frequent contact between individuals, even when they are located in different places, or even different countries. This can enhance family stability. Students can access a far wider range of learning resources, and older people can join leisure and interest groups, which offer friendship in pursuing hobbies, dealing with illnesses, and finding any number of other beneficial services. The internet exposes everyone who can afford to be connected, to a vast array of information sources and different points of view. One big negative change in the world has been a widening of the gap between rich and poor people. In Africa, for example, and in some deprived inner city areas of the developed world, there are many people who are excluded from these exciting opportunities because they do not have the resources to pay for equipment and broadband charges. This cultural divide can cause resentment and friction between developed and less developed countries or regions. For those who do enjoy the many benefits of the new technologies there are significant dangers which must be taken into account. Parents are rightly concerned about criminals, or even other children, who might contact their children inappropriately and promote immoral, illegal or other potentially harmful activities. There are internet

Human memory appears to consist of a number of systems. Outline ways Essay

Human memory appears to consist of a number of systems. Outline ways in which these have been described and examine the evidence - Essay Example Neuropsychological perspective describes and classifies human memory systems using various methods. One of the approaches is classification by dissociation, where the evidence for the method is derived from clinical and experimental observations concerning the working or functioning of the memory (Tulving 2006). Using this approach, human memory consists of three interrelated subsystems namely short-term sensory storage (STSS), working or short-term memory (STM) and long-term memory (LTM). Short-term sensory storage system is fast and automatic system that stores information for a period of less than one second. The sensory system perceives and stores visual and auditory information temporarily (Tulving 2006). According to Baddeley (1997), dissociation contributes an important but insufficient condition for classifying tasks in various categories and making conclusions about memory systems and subsystems. However, credible evidence supporting the multiple memory systems have been pro vided by congruence of findings from experiments in neuropsychological, neurochemical and developmental studies. In context to short term and long-term memory systems, various experiments across different scientific fields have been conducted to establish their differences and the similar characteristics. The convergent element of these experiments indicate that short term and long term memories show distinct characteristics indicating that both are different but interrelated systems. The systems have different capacities, duration of storing information and they store different types of information (Cohen and Eichenbaum 2001). Short-term memory has a limited storage capacity of up to seven items or chunks. Another distinguishing characteristic of short-term memory is that information is stored for brief duration of about 30 seconds (Anderson1983). Therefore, the type of information stored in short-term memory includes visual images, words and sentences and other information that is of little significance to a person. Christian et al (2000) attributed the quick forgetting of information stored in short-term memory to displacement of the old information by incoming material. The effectiveness of short-term memory decreases with increase in age and it could be improved by chunking of information and consistent rehearsal. Experimental evidence have proved that long-term memory has unlimited capacity and the duration of storing information ranges from days to the lifetime of an individual (Christian et al, 2000). In this respect, long-term memory stores meaningful and significant events and information. Baddeley (1997) noted that information stored in long-term memory is mainly forgotten due to interference and poor organization of the stored material. The ability to store and recall information in the long-term memory depends on the age, and it is poorest in children below three years and old people. Neuropsychologists have further classified long-term memory int o distinct but interrelated systems. These systems include episodic, procedural and semantic memory (Tulving, 2006). Although the classification has elicited criticism from some theorists, it has enabled b better understanding of the structure and the functioning of human memory. According to Christian et al (2000), episodic memory is the highest memory system and it

Strategic managment implementation, for the golar lng company Essay

Strategic managment implementation, for the golar lng company - Essay Example Floating Storage and Regasification Unit is a product of GolarLNG. According to their website, it is based on the conversion of an existing LNG carrier into a floating terminal that can be situated offshore or at a new or purpose-built jetty/pier. It will receive liquid natural gas (LNG) from offloading LNG carriers, and the onboard regasification system provides gas send-out through flexible risers and pipeline to shore. European imports rose 0.9 bcf/d, where Spain led by +0.5 bcf/d and Italy by +0.1 bcf/d. The entire shortfall was absorbed by the US with import s down 1.7 bcf/d year-on-year. In 2009, overall 22 countries were importing LNG. The imports are expected to grow by a large amount in the coming years. The Floating Storage and Regasification Unit have become really popular in the last few years. It is relatively a new concept, and Golar LNG is the first one in the world to deliver it. With this fact that they are the first one to introduce it, they have a competitive edge. With these advantages, Golar LNG has to market its service in a way that it maintains its market share in FSRU. They haven’t marketed their service greatly in order to attract and retain their customers. For this purpose, they need to create a proper marketing plan. Although this service does not have any specific customer. This service is for all the importers of LNG. But in order to start marketing, Golar has to cater to individual regions needs first. This marketing action plan will be the segment catering to the importers in Asia. The segment is made according to the demographics. The FSRU service is for providing ease and comfort to the importers, who would easily be able to import LNG with the help of these floating terminals. The Service is positioned to be inexpensive, yet having a highly advanced technology. Any kind of product or service needs marketing. In maritime industry, marketing is considered to be unimportant. But experts say that marketing is

Initial Post- Module 11 Coursework Example | Topics and Well Written Essays - 500 words

Initial Post- Module 11 - Coursework Example According to the case provided, there are chances that Michelle must have received complains concerning hostile hospital environment. It is critical for Michelle to call the parties acting in hostility to one another and correct the situations through reconciliation since only dislike and rudeness cannot cause a hostile work environment. Staff relations are determined by the way through which the management addresses and interacts with the employees (Boshoff & Stewart, 2013). Maintaining positive relations with the staff helps to reduce workplace conflicts, enhance the staff morale, and increase worker productivity. Michelle should focus on improving communication through concentrating on personal face-to-face meetings since these allow employees to seek further clarifications and contribute towards decision-making to ensure that they are satisfied. Another strategy for improving staff relations is encouraging career development (Xerri, 2013); this encourages the management to work closely with the nurses and secretaries to improve their skills and answer any questions they have. Michelle should focus on treating the junior nurses and secretaries as individuals to avoid misunderstanding of employees caused by the fallacy of generalization. Teamwork is one of the fundamental requirements for better healthcare (Xerri, 2013). Michelle should focus on uniting the nurses, assistant nurses, and secretaries to create harmony in health service delivery. The status of lack of teamwork is the main causative agent for all the coordination problems identified in the health centre. Michelle should ensure there is fair distribution of work according to each member’s experience and position in the organizational structure. This will guarantee improved services since each staff will perform their duties effectively. Another strategy for improving the quality of service is by

Slavery a Comparative Analysis Essay Example | Topics and Well Written Essays - 1500 words

Slavery a Comparative Analysis - Essay Example Stanley Elkin was born in the 1930s in New York, and later became a Jewish American writer and a short tale novelist. Stanley Elkin is the writer of Slavery: A Problem in American Institutional and Intellectual Life (1959), describing the narration of slavery in Americas work was described as the most controversial and faced a lot of criticism. His writings motivated mostly by Tannenbaum’s study of slavery in North America and Brazil, â€Å"Slave and Citizen (1948)†, compared his study with the modern world to establish why the American slavery was exclusive. He died in May 31, 1995 after suffering multiple sclerosis since 1960. James McPherson was born in October 11, 1936 in valley city, North Dakota. He is an American civil war historian and is the George Henry '86 Professor Emeritus of United States olden times at Princeton University where he has taught since1962. He placed an added fifty years into learning American Civil war, in 1982; he wrote the ordeal by fire d escribing the American civil war. ... rson’s ordeal by fire describes the societal, economic, political and ideological differences that led to a disastrous and intermediary event in American history. Modernization theme is carried out all through the book. McPherson explores the origin of war; slavery associated with war and at the start of war itself and later describes the consequences of the war. He disputes that the war and rebuilding were part of the stages in America’s modernization and that the Republican Party was the motivating force behind the idea of modernization. He proceeds to associate modernization with religion whereby Protestants were its main supporters while Catholics and southerners were against the idea of modernization, thus the vast difference between North and South America in terms of development. Stanley Elkin’s slavery book emphasized that there is a coercive nature in slavery and used the Nazi resemblance to make comparisons. Elkins focused on the effects because of slav ery and the effects the camps had on the slaves too, which made them become more resistant, hence the harsh treatment by the slaveholders. He compared the slavery in the south to Nazism and in many ways, the slaves in the North were far much better than those in the south (Elkins, 1959). The shared mechanism that he believed emerged in both institutions was â€Å"infantilizing trend of complete authority†. They were referred to as property of their slaveholders. Elkin suggested that a major part of North American slavery lacked traditional checks of religion and law on the power of slave owners. Elkin combined knowledge of the history of the holocaust and slavery, he compared the outcome of the holocaust with American slavery something the earlier historians had left untouched. The religious society also

Accreditation of Healthcare Institutions Essay Example | Topics and Well Written Essays - 500 words - 2

Accreditation of Healthcare Institutions - Essay Example   Health accreditation of institutions acts as a catalyst in improving and strengthening the quality and service provided to its beneficiaries. It also helps them be better prepared for new and reemerging old challenges (CDC, 2012). The accreditation helps measure the institution as to where its standards in terms of meeting its goals and can also act as a SWOT analysis of the institution itself. The institution can then work on its weaknesses. It also increases the accountability of health institutions towards its stakeholders (CDC, 2012). The accreditation process involves that the organization responsible for accreditation of healthcare institutions has to conduct some procedures in order to ensure compliance with standards and procedures. Each accrediting organization has its own set of procedures; however, normally the organization responsible for accrediting conducts a survey from the customers in order to see whether they are satisfied with the standard of care provided to them (Nicklin, 2011). This helps the organization in measuring whether the beneficiaries of the healthcare services are happy with the level of service they are getting. The organizations then themselves visit these healthcare institutions in order to check that the services, facilities, and procedures are in line with the standards and norms set by the regulating body (Nicklin, 2011). After making the analysis of the institutions, recommendations are made for improvement and compliance with the standards and regulations set by the regulating b ody. National Commission for Quality Assurance (NCQA) accreditation health care plan has been termed as a gold standard for improving healthcare services and facilities (NCQA, 2012).  Ã‚  

The Audit Report and Internal Control Evaluation Essay Example for Free

The Audit Report and Internal Control Evaluation Essay An audit has been completed for Apollo Shoes as of December 31, 2005 and 2006, and the associated income statement, shareholders’ equity, cash flows and complete income. My firm has reviewed the organization’s assessment, comprised in the associated report of management on Commercial Reporting, in which Apollo Shoes sustained definite internal control as of December 31, 2006, founded on standards recognized in internal control. The management team of Apollo Shoes’ is accountable for the financial reports, for sustaining current internal controls, and appraisal of internal control regarding financial reporting. It is our duty to communicate an unbiased view on these financial reports, assessment by management, and the usefulness of the organization’s internal control sustaining the financial report. My team has organized our inspections in conjunction with the principles of the Public Company Accounting Oversight Board (PCAOB). We strategically planed and enforced the audit to acquire practical assurance. Regardless, the actual internal control consisting of fiscal reporting was sustained in all respects of materiality or whether financial reports are without material misstatement those standards that the PCAOB have put into place are required in order to plan and prepare for a proper audit. Our review of the financial reports will consist of proof promoting the totality of assets and disclosures in the financial reports, investigating all details in their entirety, evaluating the generally accepted accounting principles (GAAP), and estimating the general arrangement of financial reports. During the audit we obtained a comprehension of internal control over Apollo Shoes’ monetary reporting, and we appraised management’s valuation. We preformed all services and procedures as we felt necessary. We tested and assessed the proposal and the internal control’s operating usefulness. These audits supply practical reasoning for the opinions concluded. We did not find it necessary to audit the financial reports for the year ended December 31, 2006 due to the financial reports being previously audited by other auditors whose report relates to the previous period. A procedure developed to supply justifiable guarantee regards to the fluency and consistency of financial recording and the planning of financial reports for external purposes in accordance with (GAAP) is an organization’s internal control over fiscal recording. An organization’s financial reporting that consists of internal control, contains those guidelines and processes that relate to the conservation of reports that truthfully and justifiably replicate the communications and natures of the company’s assets and provide reasonable assertions that those transactions are documented as required to authorize the research of monetary reports in agreement with GAAP. All revenues and expenses of the organization are only being created in agreement with approvals of directors and management of the organization. These policies and procedures also implement practical assertion pertaining to the inhibition or appropriate recognition of procurements unauthorized or nature of the organization’s possessions that may possess a quantifiable conclusion on the financial reports. Misstatements may not be avoided or detected because of its subjective restrictions. Furthermore, additions of any assessment of usefulness to impending periods are governed due to the threat that controls possibly will develop insufficiencies due to alterations in circumstances, or that the degree of acquiescence with the guidelines or processes may depreciate. Apollo Shoes has lost its chief customer and is in legal dispute with one of its clients that has resulted in a lawsuit for an amount of $12,000,000 against the organization. The case is in the preliminary juncture but the organization will provoke a fee of $10,000,000 minimum litigation in conjunction to the result of case. Due to these circumstances consequently the financial statements have not been adjusted. It is the firm’s opinion that the financial statements denoted in the previous paragraph present justly, in all quantifiable regards, the pecuniary situation of Apollo Shoes, INC. as of December 31, 2005 and 2006 and the outcomes of Apollo’s cash flows and procedures for the three years in the period ended December 31, 2006 in conjunction with GAAP. In addition, it is our opinion that Apollo Shoes sustained operative internal control and is legitimately stated in all material aspects established on the Committee of Sponsoring Organizations’ (COSO) criteria. The additional financial reports have been adjusted presuming the Apollo Shoes attains the incomes required to endure and function indefinitely. However, as discoursed in the financial statements’ notes, Apollo Shoes no longer does business with its major customer. This raises considerable uncertainty in the organization’s capability to endure as a going concern. The financial reports do not contain any modification that might effect the conclusion of this conjecture. Anderson, Olds and Watershed Certified Public Accountants CPA, Internal Audit November 26, 2012 Anderson, Olds and Watershed Certified Public Accountants Shoetown, ME 0001

Dormancy-breaking Treatment on Spices of Fennel

Dormancy-breaking Treatment on Spices of Fennel Effect of moist chilling and application of dormancy-breaking treatment on two spices of Foeniculum vulgare Mill Sayyid Amirreza Tahaei, Ali Soleimani Abstract One of the problems of planting of fennel (Foeniculum vulgare Mill) is seeds dormancy of this plant’s seed. We designed an experiment and investigated effect of wet chilling levels including 0, 15, 30 and 45 days of chilling and different breaking dormancy treatments on breaking dormancy of seeds of two fennel species which are named Nahavand and Malayer. Dormancy-breaking treatments were including gibberellic acid (100 mg L-1), benzyl adenine (10-5 M), chitin (10-5 M), mixture of gibberellic acid + benzyl adenine, mixture of gibberellic acid + chitin, mixture of benzyl adenine + chitin, mixture of gibberellic acid + benzyl adenine + chitin (with the mentioned concentrations(, concentrated sulfuric acid (90%) for 15 second, potassium nitrate 0.4%, distilled water, aminol forte 0.4%, kadostim 0.4%, fosnutren 0.4% and humiforte 0.4%. The results were indicated that chilling have significant effect on increasing of the germination percentage, coleoptile length, radical length, se edling length, rate of germination and vigor index. The treatments of benzyl adenine + chitin, gibberellic acid + chitin, aminol forte and distilled water caused a significant increase in characteristics of fennel germination in compare to other treatments. Varieties of Malayer has significant percentage of germination, coleoptile length, radical length, seedling length and vigor index in compared to varieties of Nahavand. The results indicated that in the condition of this study moist chilling treatment (stratification) for 15 days convey with application of treatments of benzyl adenine + chitin and aminol forte is suitable to breaking dormancy of fennel seeds. Keywords: Chilling, dormancy of seed, dormancy-breaking treatments, fennel Introduction Fennel (Foeniculum vulgare Mill.) is an aromatic, Herbaceous and biennial plant which grows to a height of 2 m. Fennel fruit is small with the length of about 8 mm and width of 3 mm, aromatic and sweet (Rchinger1987). One of the main characteristics of seed is the power of germination and vigor that is important for farmers (Copeland L. O. and M. B. McDonald, 1375). Studies have shown that many of the family Apiaceae plants are produced seeds with lots of endosperm and small embryos (Baskin, 1992). Percentage of seed germination in many plants of this family are low and their germination standards is lower than other plants. Lack of embryo, incompletely and dormant embryo in seed are the most important factors of seed dormancy and reducing of germination in this plants category (Robinson, 1954). The results of the studies of (Hedayati, 2000 and Nichols; ,1934Baskin, 1984, 1991 and , 1999 Troy, 1993; Widrlechner, 2000) indicate that a variety types of the Saubacus genus, Umbelliferus seeds and Dioscora and Cuphea species also show different degrees of physiological dormancy patterns and chilling can greatly help to resolve this type of dormancy. (Slater, 1982). Soltani Pour (1388) showed that the maximum and minimum rate of germination of fennel were 34.1 and zero per day related to cold treatment and hot water treatment. The maximum index of vigor seed was 365.75 related to cold treatment and the minimum index of vigor seed was zero related to hot water treatment. Moist cold causes permeability of seed, materials washing and prevents germination, also cold resolves physiological dormancy and overcomes internal abscisic acid. Plant hormones or growth regulators are involved in many aspects of plant growth. Investigations showed that most of the plant hormones such as auxins, gibberellin, cytokinin, ethylene and abscisic acid affect on the stimulating germination or dormancy of seed via specific ways that cause controlling functions of nucleic acids (Cournf et al., 2002). The results of the interaction of different concentrations of gibberellin hormone (0, 100, 250, 500 and 1000 ppm) and the time of dipping in this hormone (24 and 48 hours) of the rhubarb indicated significant differences between treatments in terms of the evaluated characteristics (percentage and rate of Fecula gummosa). The maximum a mount (65%) was obtained by increasing concentrations of this hormone from 100 to 500 ppm. However it was reduced by increasing concentrations of hormone to 1000 ppm. Bannayan and Najafi (1383) stated that germination of Fercula gummosa was increased at concentrations above 50 ppm of gibberellic acid. They observed that low concentration of gibberellic acid had no effect on breaking dormancy of Fecula gummosa, but the concentration of 50 ppm and increasing the soaking time from 48 to 72 hours improved percentage of germination. As the maximum percentage of Fercula gummosa seed germination was obtained at concentrations of 1000 and 2500 ppm. Materials and Methods Seed Characterization Seed samples of two species namely Malayer and Nahavan were collected from Sarsir area of Hamadan in 1390. In order to preparation seeds, at first the same size and apparently healthy seeds were separated by a loop. Average weight of 1000 seeds was 3 g. After stratification period, the seeds were sterilized and breaking dormancy treatments were applied on them and they were placed in germinator machine with photoperiod of 8 hours of light at 30  ° C and 16 hours of darkness at 20  ° C (ISTA, 1985). Characteristics of Experiment Location To evaluate the effects of moist chilling and application of hormonal, chemical treatments and biological stimuli to break dormancy and induce germination of two varieties of fennel, an experiment was performed in laboratory of seed technology of the Agriculture faculty of Islamic Azad University khorasgan brunch Isfahan in 91-92 years. The research was performed based on a split factorial experiment in a completely randomized design (CRD) with four replications. Levels of stratification set in the main plot and variety factorial and break dormancy treatment set in sub-plots. Effect of moist chilling on breaking dormancy of seed Moist chilling levels include 0, 15, 30 and 45 days. This means that the seed is placed in distilled water for 24 hours. Then the moist seeds were placed inside sterilized and humid cotton bags separately. These bags were kept in isolated and dark environment at 4  ° C in the refrigerator. Effect of treatments on breaking dormancy of seed After the chilling period, 14 pregermination treatments were applied on the seeds. 14 braking dormancy treatments were as follow: 1-Gibberellic acid (100 mg L-1). 2- Benzyl adenine (10-5 M). 3- Chitin (10-5 M). 4- Mixture of gibberellic acid + benzyl adenine. 5- Mixture of gibberellic acid + chitin. 6- Mixture of benzyl adenine + chitin. 7- Mixture of gibberellic acid + benzyl adenine + chitin. 8- Concentrated sulfuric acid (90%) for 15 second. 9- Potassium nitrate 0.4%. 10- Distilled water. 11- Aminol forte 0.4% (Growth Stimulus). 12- Kadostim 0.4% (Growth Stimulus). Fosnutren 0.4% and Humiforte 0.4% (Growth Stimulus). Concentrations used for treatments 4, 5, 6 and 7 were same as the concentrations of treatments 1, 2 and 3. Used hormones in these experiments were manufactured by Sigma Company and biological stimuli, including 19 kinds of amino acids, low molecular weight polypeptides and also nutrients were manufactured by Inagrosa Company. Statistical population and sampling In order to determine the percentage and rate of germination germinated seeds were counted once per 24 hours according to the ISTA instruction. Root were considered germinated when they exhibited a radical extension of 2 to 3 mm (Bahadori et al., 1386). Evaluation of germination will be end when amount of germinated seeds in consecutive counts are same and this time was considered as the end of the germination period. After this period, the following parameters were measured: 1-Germination percentage 2- Coleoptile length 3-Radicle length 4- Germination rate 5- Uniformity of germination 6- Seed vigor index Percentage of germination according to equation of (Jefferson and Pennacchio, 2003) G=(n/N)Ãâ€"100 G = germination percentage n = amount of germinated seeds N = amount of the seeds in each petri dish container Germination rate according to equation of (Bahadori and Javanbakht, 1385) RG =1/MTG RG = rate of germination MTG = Mean Time of Germination Uniformity of germination was calculated according follow equation (Karam and Al-Salem, 2001) Uniformity of germination = (4) D = number of days from the beginning of germination ∑n = total number of germinated seeds N = number of germinated seeds at day = average number of days from the beginning of germination Data Analysis: Analyses of variance was performed on the data by MSTATC software. The means of parameters levels was compared using Duncan’s multiple range tests at %5 level of probability. Excel software was used to plot diagrams. Results Stratification It was observed that moist chilling is the most important treatment on seed germination of Fennel like many other members of Apiaceae family. However, Stratification have a significant effect on percentage of germination, coleoptile length, radical length, seedling length, average time of germination, germination rate and seed vigor index at %1 level of probability but the uniformity of germination was not significant (Table 1). The results indicated that increasing cold stratification duration for 15 days increased seed germination. Comparison of means using Duncan method indicated that the maximum percentage was obtained with 15 days cold stratification treatment resulting in 36.86% and it was decreased by increasing moist cold stratification duration as 45 days cold stratification treatment resulting in 11.18% stated that there was no significant difference in germination practically (Table 2). Results indicated that the maximum average time of germination was obtained by using no stratification treatment and cold stratification of 15 days but average time of germination was decreased significantly by increasing cold stratification duration from 15 to 30 and 45 days (Table 2). Stratification treatment have a significant effect on seed vigor index at %1 level of probability (Table 1). the maximum seed vigor index was obtained by using cold stratification treatment of 15 days and there was a significant difference between this treatment and other treatments. the minimum seed vigor index was obtained by using cold stratification treatment of 45 days and there was a significant difference between this treatment and other treatments (Table 2). Breaking dormancy treatments The results of variance analyses table of breaking dormancy treatments application indicated that applied of hormone- amino acid- chemical treatment caused a significant difference between germination parameters such as percentage of germination, coleoptile length, radical length, seedling length, average time of germination, germination uniformity, germination rate and seed vigor index (Table 1 and 2). Comparision of means indicated that the maximum affect on germination of fennel was obtained by using aminol forte, benzyl adenine + chitin treatments (Table 2). Interactions of moist chilling and breaking dormancy treatments indicated that bio-stimulant treatments of kadostim and aminol forte and hormonal treatments of benzyl adenine + chitin had the highest percentage of germination in the absence of cold. An increased in germination percentage was observed by increasing cold stratification duration of mentioned treatments to 15 days but increasing cold stratification duration up to 15 days reduced germination percentage with the same ratio. However, increasing cold stratification duration from 0 to 15 days for nitrate potassium treatment increased germination percentage of 26% that is maximum percentage of germination but increasing stratification duration to 30 and 45 days reduce germination percentage to a lesser extent compared with that (Table 2). The results of applied treatments revealed that the concentrations of used materials and the duration of these treatments are effective in stimulating germination. Varieties The results of varieties reaction indicate that increasing percentage of germination, coleoptile length, radical length, seedling length and seed vigor index of Malayer variety is significantly higher than nahavand variety. The seeds of Malayer variety with 32.29% of germination is ranked higher than the seeds of Nahavand variety with 13.11% of germination (Table 2). The interaction between the moist chilling with break dormancy treatments and varieties Study of interactions of moist chilling, varieties and breaking dormancy treatments indicated that cytokinins convey with increasing cold stratification duration to 15 days increased some parameters such as percentage of germination, coleoptile length, radical length, seedling length and etc. in Malayer and Nahavand varieties (Table 3). The highest average time of germination was obtained by using 15 days cold stratification treatment covey with distilled water treatment in Nahavand variety while the lowest average time of germination was obtained using 30 days cold stratification treatment covey with sulfuric acid treatment in Nahavand and Malayer varieties and 30 days cold stratification convey with kadostim in Malayer variety. Interactions of variety, chilling and breaking dormancy treatments have a significant effect on seed vigor index at %1 level of probability (Table 3). The maximum seed vigor index was obtained by using humiforte treatments convey with cold stratification tre atment of 15 days in Malayer variety and there was a significant difference between this treatment and other treatments. The minimum seed vigor index was obtained by using sulfuric acid treatment convey with cold stratification treatment of 30 days in Nahavand and Malayer varieties and there was a significant difference between this treatment and other treatments except kadostim treatment convey with cold stratification treatment of 45 days in Nahavand variety and sulfuric acid treatment convey with cold stratification treatment of 15 days in Nahavand variety (Table 3). Discussion Our data indicated that improving moist chilling to 15 days can be caused breaking dormancy of seeds as the maximum amount was obtained with 15 days cold stratification treatment resulting in 36.86% and it was decreased by increasing moist cold stratification duration as 45 days cold stratification treatment resulting in 11.18% stated that there was no significant difference in germination practically. There is continuity between seed dormancy and germination (Choun, 1996). This reaction can be due to growth of stratified embryos. Similarly, number of cell, dry weight and final length were increased in the embryonic axis of cherries seed which had been stratified (Eleni and Pelak, 1960). Also absorption of oxygen and energy were provided at the surface of cellular that the enzymes catalase, phosphatase, alkaline lipase and peroxidase were increased (Zarska-Maciejewska and Lewak, 1976). Thus it becomes clear that many of fetal development and metabolism are affected by stratification. In addition amount of hormone changes in stratified seeds. For example, ABA level is reduced due to seeds stratification of apple, pine, walnut and hazelnut. Adding gibberellin can be substituted stratification in some seeds (Pinà ¯Ã‚ ¬Ã‚ eld, 1968) due to the stimulatory role of this hormone. During the stratification procedure observed an increase in the amount of internal gibberellin which can be confirmed previous hypothesis )Frankland and Virnik, 1966). Therefore, in addition of the increase in growth rate and metabolic activity of the stratified seeds, changing of the inhibitor and stimulator levels can also be effective in breaking of the seed dormancy. The stratification time varies depending on the species. Seeds of Wild Rose needs to have a two-month period of stratification (Crocker and Barton, 1931). The stratification time depends on the age of the seeds. The seeds of Malayer variety with 32.29% of germination is ranked higher than the seeds of Nahavand variety with 13.11% of germination. The difference between seeds collection areas or the condition of the seed on the mother plant and strength of seed dormancy could be the reasons of this observation. On the other hand, it seems that induction of secondary dormancy is provided by the development of chilling on the studied seeds of the 1390. Study of breaking dormancy treatments effect indicated that the maximum affect on germination of fennel was obtained by using aminol forte, benzyl adenine + chitin treatments (Table 2-4). These reactions can probably be accrued due to the effect of cytokinins such as kinetin on increase activity of alpha-amylase that finally lead to the breakdown of starch molecules. In the other hand it seems that the resolve of seed dormancy by cytokinins may be related to increasing membrane permeability and exchanging storage materials. In addition cytokinins increase the process of cell division in the embryo by stimulating the synthesis of RNA and DNA and thereby facilitates seed germination. Thus the cytokinins are required to complete induction of germination by GA and reduce the effect of growth inhibitor (such as ABA) indirectly. Agrol and Dalani (2004) also proposed a model to study the effect of the germination stimulating and inhibitory hormones and they concluded that 1ibberellins can n ot break seed dormancy when there are high levels of ABA in the seed and in this case, presence of 1ibberellins besides the cytokinin leads to overcome ABA and seed dormancy will be beaked. Totally, it is believed that seed dormancy in excellent plants will be occurred by the balance of growth internal inhibitory and stimulating. Therefore, dormancy may be occurred due to the presence of growth inhibiting substances or lack of growth stimulating substances or a combination of both them. The amount of these endogenous compounds are controlled by environmental factors such as light and temperature. Study of interactions of moist chilling, varieties and breaking dormancy treatments indicated that cytokinins convey with increasing cold stratification duration to 15 days increased some parameters such as percentage of germination, coleoptile length, radical length, seedling length and etc. in Malayer and Nahavand varieties. The increase of mentioned parameters by cytokinins probability r elated to increasing membrane permeability and exchanging storage materials. However, chilling is effective due to elimination of germination inhibitory factors. Moist chilling increases effects of breaking dormancy treatments and as a result resolve dormancy and Induces germination. In the other hand, bio-stimulant treatments of kadostim and aminol forte and chemical treatments of nitrate potassium convey with increasing chilling duration improved degree of their germination. Acknowledgements This study was part of a MS thesis of Sayyid Amirreza Tahaei that was defended in Faculty of Agriculture of Islamic Azad University Isfahan brunch. Therefore, I would like to express my special appreciation and thanks to manager of Faculty of Agriculture of Islamic Azad University Isfahan brunch, my supervisor Dr. Ali Soleimani and my advisor.

Impact Of Inhouse Training And Their Percieved Effectiveness Management Essay

Impact Of Inhouse Training And Their Percieved Effectiveness Management Essay chapter 1: Introduction Training is widely understood as communication directed at a defined population for the purpose of developing skills, modifying behavior, and increasing competence. Generally, training focuses exclusively on what needs to be known. Education is a longer-term process that incorporates the goals of training and explains why certain information must be known. Education emphasizes the scientific foundation of the material presented. Both training and education induce learning, a process that modifies knowledge and behavior through teaching and experience. The research model described here pertains to both training and education. Therefore, in this document, training refers to both processes. In contrast to informal In-house training (which is embedded in most instances of human exchange), formal In-house training interventions have stated goals, content, and strategies for instruction. Our intent is to offer a general approach to intervention effectiveness research that addresses formal training across settings and topics. Training intervention effectiveness research is needed to (1) identify major variables that influence the learning process and (2) optimize resources available for training interventions. Logical and progressive study models are best suited to identify the critical elements and causal relationships that affect training effectiveness and efficiency. In training research, it is often difficult to arrive at definitive answers. Typically, many variables minimize effects and make results difficult to interpret. Furthermore, the amount of variance attributed to any one variable is usually small.  [1]   Problem Statement To analyze the Impact of In-house Training Programs and assess their Perceived and Actual Effectiveness as Experienced by Trainees. Research Objectives Following are the research objectives: To assess the effect of environmental variables (e.g. culture, learning environment, venue and management support) on training impact To review how training impact and effectiveness can be enhanced To highlight the relationship between employee ability and In-house training effectiveness To explore how employee motivation affects In-house training effectiveness To analyze the impact of effective trainer-trainee interaction on In-house effectiveness To explore techniques to evaluate In-house training effectiveness chapter 2: Litrature Review The competitiveness of any business often rests on the quality and skills of its employees. Training can improve the performance and productivity of staff and ensure they have the skills that the business needs. Effective training may be crucial when we hire new recruits or when we change business practices or add new products. As the business grows, the skills needed for it to remain successful may change.  [2]   Training and management development activities are currently receiving increased attention in the industrial and academic communities. This emphasis is illustrated by recent figures which report that organizations spend upwards of $30 billion dollars annually for training programs involving 15 billion work hours (Huber, 1985).  [3]   The purpose of training and development can be said to be that of acquiring, developing and retaining the stock of human capital needed for an organization to conduct its operations. In the most general sense, it is carried out purposively in order to improve work performance. Training, therefore, refers to the companys planned and systematic efforts to modify or develop the knowledge, skills and attitudes of their employees through learning experiences. As an activity, it spans many boundaries, including the distinction between education and training, on-the-job and off-the-job training, as well as formal and informal training through work experience. Training invariably represents investment by a company in its employees. At the very minimum, the orientation of new employees to the specifics of the company requires time and close supervision. Most likely, the company will continue to sponsor the further development of employee competencies and expertise. General training improves both the employees internal and external position in the labour market, and is thus generally perceived by employees as a supportive act on the part of the company an act that is reciprocated through increased commitment, independent of the particulars of the employment relationship (Gaertner and Nollen 1989; Meyer and Allen 1997). Given the value of training to employees, sponsoring training can be seen as an act of gift giving on the part of the company. Even training in company-specific skills contributes to the employees attachment to the company (Levine and Tyson1990). Returns on any training investment depend greatly on employee retention. While specific training is often considered to be unique to a firm and therefore of little use to competitors, the enhanced productivity of general training is of great value to other firms. Generally trained employees are likely to be poached by competitors who are able to offer higher wages. Another problem with training arises should employees not be willing or motivated either to acquire new skills or to apply their newly learned skills at the workplace. When In-house trainings are effectively conducted, the management of a companys human resources entails a comprehensive assessment and matching of the skills attainment of the labour force and the skills requirement of the economy. By providing people with the necessary skills and training they need to do their job, effective human resource management, among others, can promote employment growth, address skills shortages and improve flexibility, all contributing to both employee and company needs.  [4]   Businesses often decide that in-house training is the most cost-effective way to improve the skills of their employees. This is because: (1) training can be scheduled at their convenience, (2) training is more focused, consistent and relevant to their needs, (3) travelling and accommodation costs are reduced or even eliminated.  [5]   In-house training can take several forms, for example: (1) a training programme designed and carried out by a company, (2) an off-the-shelf training programme bought from and run by a training specialist, (3) a training programme tailored to a companys needs and managed by a training specialist, (4) an Internet-based training course or (5) an informal, on-the-job training. Formal in-house training, if properly planned and executed, can be highly flexible and cost effective. Positive reactions of trainees, learning, and behaviour change, and improvements in job-related outcomes are expected from well-designed and administered In-house training programs. However, the attitudes, interests, values, and expectations of trainees may attenuate or enhance the effectiveness of training.  [6]   Ensuring that the company has the human capital it requires implies that it needs to invest heavily in the skill and training of its workforce, particularly company specific training. In doing so, companies incur considerable risk. The efficiency of the training investment will depend on the cognitive skills and the motivation of the employees to acquire new capabilities. Flanking training with selectivity practices ensures that trainable employees are hired (i.e. the person-organisation fit is maximised). Through the use of stringent selection procedures the company can take steps to ensure that the profile of employees is such that they are willing to share with the firm the costs and benefits of training as well as being likely to respond well to and learn quickly from training opportunities provided. To this end, the selection of employees that are favourably evaluated for training potential helps to ensure that the companys return on training investment is maximised. Training incentives flanked by performance incentives reward the acquisition and the application of skills. Once recruited, it is imperative that the employee becomes well attuned to the companys expectations for developing skills and experience. To this end, flanking training with guidance practices contributes greatly to the fulfilment of this vital function by providing the employee with a training perspective. Training that is specific to the employer may be of little value outside the particular company, but general expertise and experience will undoubtedly improve the labour market position of workers. Consequently, the sponsoring of training involves a considerable loss, should the employee decide not to stay with the company. From the perspective of the firm, the provision of training has the negative effect that the employee is rendered more valuable to other firms and thus increases the risk of undesired turnover of highly skilled employees. Relational signals increase the attachment of employees and thereby compensate the negative side effect of training. Finally, by applying guidance practices employee attachment can be strengthened through the potential of these practices to integrate employees within the social milieu of the company. A frequent criticism of research on In-house training is its susceptibility to fads and its generally a theoretical approach (Goldstein, 1980; Hinrichs, 1976; Wexley, 1984). Researchers have frequently attempted to increase the effectiveness of training through a focus on techniques. Special attention has also been paid to the arrangement of training environments (Wexley, 1984). But without a theoretical basis for studying the techniques and the training environments, researchers are often at a loss either to explain why they are effective or to predict their effectiveness in other settings or for other trainees (Noe, 1986).  [7]   Professional development literature has consistently stressed the continuing part of continuing education. Since the 1980s, staff training researchers and practitioners have talked about ongoing training. They have urged follow-up sessions in the weeks and months after workshops to sustain new practices. They have preached the importance of encouraging and supporting trainers (through in classroom coaching by trainers and peer leaders) to continue learning and implementing new knowledge and skills, lest the momentum for change be lost (Bents Howey, 1981; Joyce Showers, 1983; Sprinthall Sprinthall, 1980).  [8]   Why is it so difficult for organizations to effectively conduct internal training? There are many reasons why internal workshops or seminars arent productive. Consider the following example. Two managers in a major accounting firm were getting ready to conduct an in-house training session to introduce a new company initiative. The managers worked diligently to gather material and to put together excellent content for the handouts. They were covering a lot of valuable material, but the handouts were getting voluminous. When asked by an outside consultant why they had so much material, the team leader responded, We have so much material to cover in the seminar there is so much the participants have to understand. Then the question was asked, How are you going to engage or involve the participants in the seminar? A blank stare followed, then finally, We havent really thought much about that. We were too busy getting the materials together. How would we get them involved anyway?  [9]à ‚   It cannot be expected from trainers to teach what they do not know, nor is to use yesterday training to prepare todays employees for tomorrows future. We certainly cannot expect trainers to share and learn from each others knowledge and skill unless they r provided with the research, structures, time, and money with which to do it. Ultimately, quality staff development benefits employees by channeling the talents and expertise of all the companys employees in all the companys department. By improving staff development trainers help all employees to reach the high levels of achievement they need to succeed. As a lead-trainer one must acknowledge the importance of engaging people. People learn more when they are engaged. They are more connected and enthused when they are participating. Imagine thinking you could learn how to play golf simply by watching a golf video or reading a book on the perfect swing. The trainer has to DO IT and get feedback and then try it again. He has to participate.  [10]   An In-house trainer however may need training in: (1) presentation/speaking skills, (2) generating rapport/interest, (3) dealing with difficult trainees, (4) types of learning, (5) course and session design/planning skills, (6) evaluation, monitoring and feedback skills, (7) measuring the effectiveness of training, (7) setting up support for employees after training and conducting training needs analyses.  [11]   Evidence exists that the preference for outsider training is the result of managerial responses to (1) the contrasting status implications of learning from internal versus external competitors, and (2) the availability or scarcity of training in-house training is more readily available and hence subject to greater scrutiny, while external training is scarcer, which makes it appear more special and unique. It can be concluded by considering some consequences of the external training preference for organizational functioning.  [12]   The two dilemmas on the employee and organizational levels are closely interrelated. On one side, the benefits of training accrue only to the extent that employees contribute to the organization. Thus, a firm should take into account how it expects a training program to affect employee effort as well as employee turnover. On the other side, trained workers produce at higher rates, which in turn may affect how much they contribute and how often they migrate to other firms in comparison with untrained workers.  [13]   Individual differences can potentially influence the type of training conducted as some individual attributes may engender greater trainability in general or for specific types of training. Intelligence and other abilities have been found to relate to trainability in some instances (Bale, Rickus and Ambler, 1973; Gill, 1982; Williams, Sauser and Kemery, 1982). Further, initial training has been used to predict later training performance (Gordon and Cohen, 1973). More recently, researchers have begun to examine motivational and personality factors that potentially influence trainability (Tubiana and Ben-Shakhar, 1982). Noe (1986) presented a model of the potential influences of such individual difference factors as locus of control, expectancies, and career and job attitudes on training effectiveness.  [14]   Qualitative improvements may be just as important. This could include higher quality goods and services, better teamwork, fewer customer complaints and greater innovation within your business. Employee feedback is a critical component of assessing In-house training effectiveness, Employees need to be asked: (1) if the training was relevant to their job and their level of expertise, (2) how they will put their learning into action for feedback on the training method, (3) what worked and what didnt, (4) what could be improved. We need to remember that the business expectations may not be the same as employees expectations. Training assessment or evaluation forms may also prove to be useful here.   One way organizations gain tacit knowledge is through social ties to other organizations, that is, through networks. Networked organizations are those that are cosmopolitan, externally oriented, and characterized by multiplex, non-redundant affiliations. With respect to the workplace, the information that flows through networks can include knowledge about the performance effects of work reform, the benefits of bundling, and tactics to persuade managers and employees that innovation is beneficial. Recently there has been a proliferation of studies emphasizing the role of networks in In-house trainings (for example, Nohria and Gulati 1994; Strang and Soule 1998). By enhancing access to knowledge, networks promote awareness and early adoption of an innovation. By promoting social interaction, they generate trust and norms of reciprocity-social capital-that are conducive to knowledge transfer.  [15]   When it comes to in-house trainings one variable, of course, is organizational size. Explanations for why large organizations provide more training are: Large organizations have formalized job structures, have internal labour markets, are more unionized, and operate in environments that encourage investment in training. Available evidence indicates a positive relation between organizational size and job training at both the establishment and firm levels (Cohen and Pfeffer 1986:14; Barron, Black, and Lowenstein 1987). Some research suggests a curvilinear relation, with the smallest and largest employers providing the most training (Brown, Hamilton, and Medoff 1990:54-55). Barron et al. (1987, 1989) found that five training activities (e.g., hours of instruction given to new employees by managers, supervisors, and co- workers) increased nonlinearly with the number of employees (logged) and the existence of subsidiaries outside the local area.  [16]   Although little theory or research exists on environmental influences on In-house training, it is likely that companies would provide more employee training when skilled workers are harder to hire and where resource dependencies permit the diversion of resources from production. Thus, resource-rich organizations confronting rapid technological advances, intense domestic and international competition, and high demands for skilled labour may invest in improving their current employees skills (as well as in pirating from other organizations trained workers holding comparable positions).  [17]   The best seminars allot blocks of time where participants are working in smaller groups on specific tasks. They are given a set of open-ended questions to consider. For example; What are the greatest strengths, opportunities and challenges we face over the next six months? Each mini-team can think about and discuss these important questions and then report back to the larger group. In turn, the trainer facilitates and assimilates this information and displays it for all to see.  [18]   Between the components of initial instruction and trainee behaviour, some degree of learning has taken place. The learning is exhibited by trainees in some initial behaviour or response which the trainer can observe. Trainee behaviours at this point might be the first trials of the new behaviour, understanding of the information presented, or other response to exhibit learning of training material. The behaviour depends on trainee attributes and motivation, as described by Noe (1986) and tested by Noe and Schmitt (1986), and on learning principles incorporated into the training program, such as are described in texts on training (e.g. Goldstein, 1986; Wexley and Latham, 1981). CHAPTER 3: METHODOLOGY Primary Data: Sample Respondents were drawn from banks in both private and public sector. In order to study the existence of In-house Trainings and their effectiveness it was important to cover banks from both the sectors. Study of banks from just one sector wouldnt have provided the complete picture. The attitudes and work ethics also vary among private and public sector banks. Private sector in Pakistan employs some of the best talent available in the country thus they are more aware of latest concepts and are willing to implement changes however, the public sector is more about stability and sticking to the rule book and change is only considered necessary when there is no choice left. Since the primary aim of the study was to study the Impact of In-house Training and their perceived effectiveness, banks with varied work ethic and objectives were selected. As much as it is a matter of which industry the banks belong to it is also about the systems they have developed overtime to perform in the modern business world and how they are planning to go forward as they grow. Questionnaires were distributed to all officer level employees during the research. A total of 50 valid responses from 2 banks were used in this study. The actual population is Lahore and the working population is the employees of two banks i.e. Bank of Punjab and Faysal bank. The response rate was high because the participants willingness and interest in the survey. The respondents were mostly well qualified with at least a Masters Degree in their relevant field. Measures Preference scales were setup for questions using a five point Likert rating scale (1 = Very Dissatisfied, 5 = Very Satisfied). The questions were created primarily keeping the literature review as a reference and were validated by the interviews from senior managers along with the perception of employees and regarding the subject of In-house trainings. Data Treatment The Likert scale based questions were analyzed using statgarphics plus 5.1 where multiple regressions were run of the independent variables with one dependent variable. Text from extensive interviews was utilized to justify variable intensity selection and also to know their views on issues related to Training and Development initiatives and their effectiveness. Secondary Data: Internet Internet was mainly used for material pertaining to the literature review and findings of this research project. This included information about motivation, training and development previous research conducted by famous researchers, definitions and theories used as reference in this project etc. The main problem faced in collecting data from the internet was the lack of local data available. No real information was available about current training and development practices going on in Pakistan and what their effects were. Scope To analyze the impact of In-house Trainings and to assess how they can be made more effective and to observe the effects of variables like company environment, culture, trainee learning ability and his or her motivation to learn from In-house Trainings. Limitations The thesis, off-course, has some limitations. First, the sample is relatively small, which limits the significance of the results. As the research is dependent on questionnaire, so individual concerns in filling out questionnaire honestly is a limitation. Sample size was restricted to 50 participants from 2 different banks. Second, there are obviously several other factors that could also play a role in the observed effectiveness of organizational training. For instance, two additional steps commonly listed in the training development and evaluation sequence, namely (a) developing the training objectives and (b) the actual presentation of the training content was excluded. Finally, this thesis focused on fairly broad training design and evaluation features. Although a number of levels within these features were identified previously and examined, given the number of moderators that can be identified (e.g., trainer effects, contextual factors), it is reasonable to believe that there might be additional moderators operating here that would be worthy of future investigation. Independent Variables Independent variables are the manipulated variables-that is, the training inputs and activities that are implemented and studied. They are presumed to cause or influence certain training outcomes. Depending on the study, independent variables could include timing, format, and location of training as well as modifications to the training rationale, content, or educational approach under study. Dependent Variables Dependent variables are the intended aims of training, which are expected to result from exposure to the independent variables. As exposure varies, results may differ, allowing effectiveness to be measured. Sample outcomes of training include participant satisfaction with the course; changes in knowledge, attitude, and behavioural intent; and demonstrated skills or abilities. Sample impacts of training include the following: diffusion of course material into the field, retention of knowledge and attitudes, transfer of behavioural intent into practice, application of learned skills and abilities, transfer of training to new populations, and acceptance of instructional content as normal operating procedure. Theoratical framework A theoretical framework is a conceptual framework as to how one theorizes or makes logical sense of the relationships among the several factors that have been identified as important to the problem. It seems intuitively obvious that an employees work attitudes influence preparation for a particular training program, or that an organizations reward system may affect the extent to which trainees use their newly acquired knowledge and skills. However, these and other variables have been given little attention in the training literature, and training researchers in particular have not focused much attention on factors outside the learning or training environment. In fact, individual and work-related factors that are not directly associated with training have only recently been empirically studied.  [19]   The framework helps us analyze the impact of independent variables like trainees ability and motivation to learn, impacts of the work environment, the organizations learning culture, implementation, content and design of the trainings and the training impact and effectiveness which is dependent variable. Theoretical Framework Flow Work Environment Trainees motivation to learn Trainees ability to learn Training Impact and Effectiveness Training Implementation Content and Design Trainer-Trainee Interaction Organizational Culture Operational definitions of variables: Organizational culture: Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values and norms of organization members and their behaviours Trainees ability to learn: Trainees ability to learn is the trainees performance in a training program, which can be measured by asking trainees to recall trained materials immediately or shortly after completion Of a training program. Training implementation: To put training program into effect according to definite plan or procedure is called training implementation. Trainees motivation: Trainees motivation refers to an individuals desire to engage in training activities and fully embrace the training experience. Content and design: Content and design with reference to training can be defined as the material which is provided to the trainees as well as the structure of the training program which is carried out. Trainer-trainee interaction: Trainer-trainee interaction is defined as how the trainers give instructions to the trainees and get feedback from them in terms of questions or answers if any, by the trainees. Work environment: The work environment is comprised of the physical location, equipment, materials processed or used, and the activities of an employee while engaged in a training program. Hypothesis Ho: trainees ability to learn does not affect training impact and effectiveness H1: trainees ability to learn does effect training impact and effectiveness Ho: trainees motivation to learn does not affect training impact and effectiveness H1: trainees motivation to learn does effect training impact and effectiveness Ho: work environment has no effect on training impact and effectiveness H1: work environment has effect on training impact and effectiveness Ho: trainer trainee interaction has no effect on training impact and effectiveness H1: trainer trainee interaction has effect on training impact and effectiveness Ho: organizational culture does not affect training impact and effectiveness H1: organizational culture does effect training impact and effectiveness Ho: content and design does not affect training implementation and effectiveness H1: content and design does effect training implementation and effectiveness Chapter 4: RESULTS AND ANALYSIS The thesis sites that the companies observed have had difficulty assessing trainings effectiveness. To begin with, the findings were based primarily on the respondents personal experiences and common sense. Little can be said about the direct impact of training, regardless of the respondents perceptions about the value of training. One thing which is clear from the study is that the training question goes beyond how much is spent. Simply because an organization spends a certain percentage of its payroll on training does not tell us whether that money is well spent. The interviews and research review has revealed at least two general factors beyond training content, design, and implementation that probably influence the effectiveness of training. Dependent variable: impact and effectiveness