Real and personal property Essay Example | Topics and Well Written Essays - 2500 words

Real and personal property - Essay Example Property is usually divided into two aspects; the first being the personal property and the second is real property. Real property is usually restricted to matter revolving around land or what is sometimes called ‘in rem’. On the other hand, personal property revolves around chattels or what may sometimes be defined as ‘in personam’. In modern law, property can be examined under a series of models.; the first one amongst these is property as a fact. The second is property as a right and the third is property as a responsibility. In the legal system, real and personal property ownership is governed by property law rights when considering the common law system. In the civil law legal system, there is a distinction between movable and immovable property. Real property is largely encompassed by immovable property while personal property is associated with movable property. Consequently, the rights associated with these types of property are entailed in property law. (Liuzzo & Bonnice, 2005) In legal terms, the process of declaring that certain property belongs to an individual is not adequate enough to constitute property. Instead, this matter is usually all embracing when certain persons need to have their rights to chattels or land respected and enforced by the law. It is essential for one to acquire property legitimately in accordance to the law so as to seek its protection. This is usually acquired by possession of a title to that property. There are a series of differences that arise when one considers the issue of personal versus real property. The most outstanding difference among them is with regard to immobility. Usually, real property can be considered immobile while personal property is mobile. This means that the rule governing the latter’s transference are radically different from those governing the former. Real property

Martin Luther's Reformation Essay Example | Topics and Well Written Essays - 2250 words

Martin Luther's Reformation - Essay Example An ecclesiastical reformer, Luther was born in 1483 and baptized on the feast day of St. Martin of Tours. He was sent to schools in Mansfeld, Magdeburg and Eisenach. After finishing his Master's degree in 1505 from the University of Erfurt, Luther enrolled in law school. He had to leave law school that same year, however, because he encountered a miracle of God during a thunderstorm. As a lightning bolt struck near to him, he cried out, "Help, Saint Anne! I'll become a monk!" His life was spared, so Luther left law school to enter a monastery. Leaving law school to enter monastery was a huge change in young Luther's life. He had to believe with all his heart that God had saved him and wished for him to turn to His law instead. Studious as he was, Luther delved into God's ways with total concentration. He realized that man's reason was enough as law. Thus, the concept of sovereign selfhood was reborn after Christ. Luther's law has been referred to as a lawless law given that it refers to the free mind needing no set of rigid laws to abide by. The theologian believed that universal law was written on the heart of man, and rigid reminders to follow it - as in the case of public law - were foolish at best (Bork). In effect, Luther's concept of sovereign selfhood had to do with being one with Christ, and this was absolutely logical from the point of view of a servant of God who had had the Gospels seep into himself. Luther first came into contact with the humanists, especially Melanchthon, Reuchlin, and Erasmus, at the time of the disputation of Leipzig in 1519. It was humanism, in fact, that had compelled Luther to go to the sources, that is, the Scriptures to find the truth for himself. Luther immersed himself in the study of the Bible. He also had to know about the early Church before terms like penance and righteousness could take on new meaning for him. The great theologian was convinced that the Church had lost sight of essential facts from the Scriptures; that, in truth, every servant of God is potentially the Son of Man. The Scriptures now told him clearly: the doctrine of justification by faith alone had been particularly ignored by the Church. Luther also began to teach at this time that salvation is only a gift of God's grace through Jesus Christ, and this gift is received entirely by faith. Martin Luther was one of the inspirations for the Protestant Reformation of the sixteenth century. In the year 1517, the man had posted 95 theses on a church door as an invitation to debate. Luther was challenging certain portion of the Roman Catholic doctrine and number of specific practices. From the church door in Wittenberg, the movement gained adherents in the German states, the Netherlands, Scandinavia, Scotland and parts of France. Change was called for, and even before Luther, prominent personalities such as John Wycliffe (1330-84) and John Huss (1369-1415) had raised their voice. Could one look at the Address to the Christian Nobility as a repudiation of the Fourth Lateran Council How and why What were the consequences of this address for lay-church relations and how did it affect the rise of the early modern state What role did Calvin's doctrine play in the development of early European political theory Luther's Address to the Christian Nobility of the German nation opens with the words: The Romanists,

Bodybuilding Essay Example for Free

Bodybuilding Essay Bodybuilding BY adam5701 When a bodybuilder, fitness, figure, or physique competitor begins to prepare for a contest there are so many different variables that go into how you are supposed to train. From personal experience, exercise order has not made a huge impact for the results I was striving to achieve. As long as I do not work the same muscle group within a 48-hour period (since that is the typical recovery time for your muscles to fully repair), I have achieved amazing results. Here are a few other things I highly recommend doing, which if not done properly it almost makes it impossible to ucceed. First hire a reputable coach, I initially made the mistake of taking a shortcut and hired someone because they were cheap which made me place dead last in my first competition. Since then I paid the money and hired someone who knew the ins and outs of competing and it has done wonders for me. A coachs Job is to typically plan out your diet, workout routine, supplementation, posing routine, and best of all its great to have someone else looking at you once or twice a week to see how you change and what else you need to improve on. Yes, I could have done all this on my own but this outside eye makes a huge difference and trying to plan all this out while youre brain dead from dieting can be difficult at times. Next thing is to plan out every little detail in your workout, diet, and sleep schedule for every hour each day. Consistency is a big part of competing and if you are not consistent you will not see any of the results you desire. When attempting to gain muscle mass or density, most people automatically think they have to lift heavy in order to grow. Personally I have found it much more useful o lift at a lower weight with a rep range from 8-20 depending on the exercise. I still see amazing results because each time I do this I make sure I fatigue the muscle and push it until failure. The way I achieve this is by making my rest time between sets and exercises no more than 60 seconds for a single workout, and up to 90 seconds for a drop set (which is starting off with a high weight for a low amount of reps and increasing the reps as you drop the weight, I typically drop the weight about 3-4 times). There was also a study performed where Regardless of the number of reps erformed, the subjects burned 52% more calories when they rested Just 30 seconds between sets as compared to three minutes or more. Working at 10 reps per set burned about 7% more calories than five-rep sets did (Stoppani, Jim, Flex pg. 1). There are also other things I do in order to fatigue my muscle and cause growth, rather than Just focusing on rest time. As shown in my workout plan notes you will notice that my 1 5 to 20 repetition exercises are more towards the beginning of my workout. I have it set up this way because I do not do conventional stretching before orking out since it essentially lowers the amount of weight or reps I can perform. Instead I do these warm up sets of 15 to 20, and this isnt Just light easy rep weight, I make sure its enough to where once I get to those last two reps I feel as if my muscle will give out. This enables blood to flow into the muscles and essentially gets them warmed up and ready for the heavier tasks. Another thing I love incorporating are three workouts of 1 or 2 muscle groups you are training, which I normally choose exercises that are opposite in movement), focus on the time and length of ontraction, and lastly a rest pause (which if I do not perform all 20 reps and only get to 13, I will rest for 20 seconds and complete the remaining 7). Training with these different intensities on random workouts makes a huge difference for strength and muscle gain. The main reason I have found this effective is because I am constantly tearing down my muscle fibers with a different method each workout. Another big thing to think about when training for competitions, or even Just working out in general is to achieve the mind and body connection. My theory on this s that its impossible to workout the muscle you are targeting if you are unable to feel it. In other words an isometric contraction, because any type of muscle growth and performance depend primarily on the neuromuscular system (Yessis pg. 1). A good way to practice would be Just to attempt to flex each individual muscle, which at first is very difficult for someone who is Just starting out. Also doing this between sets for 6-10 seconds can actually promote muscle growth and density. Flexing the targeted muscle(s) between sets lets you know the feeling you want to duplicate during the set. With practice, this will strengthen your focus so you can better work that area (Flex pg. 98). If you talk to almost any bodybuilder or physique athlete, they would be able to make almost any muscle they train contract on its own and will be the first to tell you its extremely difficult to hold. If you continue to train your muscles with these so-tension types of exercises you essentially get them accustomed to being in that position which is crucial for stage presence. If you do not practice this before going onto a stage, you tend to be more susceptible to cramps or its difficult o hold the pose for minutes and points will be deducted from shaking or relaxing on the pose. When training or developing a program, each muscle group needs to be trained for this sport. For me personally I have a few weak areas, which is why my individual workout I train deltoids twice a week and only incline chest workouts on there respected day. Also notice the time spread between the deltoid workouts, its Monday and Friday so I am staying within that time frame for optimal muscle repair. The reason I have so much attention on these two muscle groups are because Judges in hysique competition love the big rounded shoulder look, and a full chest. I have a disadvantage in these areas mainly because I am still only 21 so I dont have fully matured muscles yet, and many other competitors are 24 and above. The only way I compensate for this lack of size is to focus on them more than everyone else. Also for the deltoids I have a day that is more heavy, but still at that 12 rep range and another that goes up to 20 reps known as my day. I find it great to have two different variations for optimal muscle growth, especially since it is a small muscle group and s extremely easy to over stress with too much weight in turn causing injury (which I had when I first began lifting at 18). When training this muscle group I focus on the contraction, as well as the time it takes me to fully go through the concentric and eccentric motion. This method insures for me ensures optimal stress without the risk The sport of fitness competing is always plagued for injury, and there will always be that risk. Basically every muscle you train will be susceptible to injury, and there is no way to get around it. However, there are ways to significantly minimize the risks. Workout form has to be at the top of this list hands down, I see many people training and sometimes I cringe Just watching them because it looks as if they will snap their back or tear a muscle. Always make sure to have great form and control with each exercise, and this in my opinion should be applied to any workout you do not Just resistance training. Second thing would have to be the amount of weight you choose to use. I see so many individuals, guys in particular try to do so much damn weight in order to impress that pretty girl, and in turn end up getting hurt and making a fool ut of themselves. Always keep in mind everyone has to start somewhere, and remember no girl is going to care how much weight you can bench. Also perform exercises that are plausible and not these ridiculous crossflt types of movement exercises. I am sorry, but I am not a firm believer in picking up 2001b from the ground and lifting it over your head. That to me is an instant sign for so many different injuries, and not to mention the trainers instructing you allow you to do it with the most horrendous form. Make sure to stretch before working out with warm up sets to et the blood flow throughout the muscle, and after working out with conventional stretches to increase flexibility. Lastly, mind your peers when training because you in fact can injure someone else. I had an incident with a New Years resolution individual that was doing 801b with dumbbell press, and he decides it is too heavy and Just throws them on the ground and it almost bounced onto my foot, which most likely would have broken it. Now with all that being said there are some freak accidents I have seen people with perfect form and mediocre weight have one of heir muscles Just tear, and it is one of the most painful things to witness. I personally had an incident when I was doing incline dumbbell press with 1001b, I performed the exercise without any issues. However when I set the weights down on my knees to put them down, my wrist Just snapped and made this loud popping noise and it hurt terribly. I have no idea what happened and Just took a break for a few weeks because it was painful to grip anything, and it slowly went away for the most part. Since then I use wrist straps and weight belts to help stabilize those parts of my body, which I have found to help. The goal with this program is not only strength gains, but to basically look the best you can physically. It is not all about size, you want to find a nice balance between size, lean muscle mass, and proportionality for your specific division. The program I have set up is the one I currently use for my offseason training (typically the time when there are no shows for 4-6 months). This specific one is to help me gain size, while retaining majority of my lean muscle mass and density so when I have to prepare for a show I will be able to do so with an 8 week program. While prepping for show a lot of my training changes, and I add a few plyometric workouts in as well as interval cardiovascular training 4-6 days a week depending how far out I am from competing. Any type of cardiovascular training I typically do fasted in the morning, difference personally. There are millions of different workouts for different individuals, this specific one I wouldnt say should be used by every competitor since I conformed it to address my weaknesses. For a basic individual who is intermediately experienced with training, and is trying to look great however this would be a great tarting point.

Hyundai Motors: An Evaluation

Hyundai Motors: An Evaluation Around the world, there were about 806 million cars and light trucks on the road in 2007. The numbers were increasing rapidly, especially in China. In 2008, with rapidly rising oil prices, however, industries such as the automotive industry are experiencing a combination of pricing pressure from raw material costs and changes in consumer buying habits. The industry is also facing increasing external competition from the public transport sector, as consumers re-evaluate their private vehicle usage. We have discussed how Hyundai Motor would expand business in global automotive environment which has been changed and exceeded demands. Company overview Hyundai Motor Company, a division of the Hyundai Kia Automotive Group, is the worlds largest automaker by profit, the worlds fourth largest automaker by units sold and the worlds fastest growing automaker. Headquartered in Seoul, South Korea, Hyundai operates the worlds largest integrated automobile manufacturing facility in Ulsan, which is capable of producing 1.6 million units annually. Chung Ju-Yung founded the Hyundai Engineering and Construction Company in 1947. Hyundai Motor Company was later established in 1967. The companys first model, the Cortina, was released in cooperation with Ford Motor Company in 1968. In 1975, the Pony, the first Korean car, was released, with styling by Giorgio Giugiaro of ItalDesign and powertrain technology provided by Japans Mitsubishi Motors. Exports began in the following year to Ecuador and soon thereafter to the Benelux countries. In 1991, the company succeeded in developing its first proprietary gasoline engine, the four-cylinder Alpha, and transmission, thus paving the way for technological independence. In 1983, Hyundai exported the Pony to Canada, but not to the United States because the Pony didnt pass emissions standards there. Canadian sales greatly exceeded expectations, and it was at one point the top-selling car on the Canadian market. The Pony afforded a much higher degree of quality and refinement in the lowest pric e auto segment than the Eastern-bloc imports of the period then available. In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated as Best Product #10 by Fortune magazine, largely because of its affordability. The company began to produce models with its own technology in 1988, beginning with the midsize Sonata. In 1996, Hyundai Motors India Limited was established with a production plant in Irrungattukotai near Chennai, India. In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a world-class brand. Chung Ju Yung transferred leadership of Hyundai Motor to his son, Chung Mong Koo, in 1999. Hyundais parent company, Hyundai Motor Group, invested heavily in the quality, design, manufacturing, and long-term research of its vehicles. It added a 10-year or 100,000-mile (160,000 km) warranty to cars sold in the United States and launched an aggressive marketing campaign. In 2004, Hyundai was ranked second in initial quality in a su rvey/study by J.D. Power and Associates. Hyundai is now one of the top 100 most valuable brands worldwide. Since 2002, Hyundai has also been one of the worldwide official sponsors of the FIFA World Cup. In 2006, the South Korean government initiated an investigation of Chung Mong Koos practices as head of Hyundai, suspecting him of corruption. On April 28, 2006, Chung was arrested, and charged for embezzlement of 100 billion South Korean won (US$106 million). As a result, Hyundai Vice Chairman and CEO, Kim Dong-jin, replaced him as head of the company. After a shake-up in the Korean auto industry caused by overambitious expansion and the Asian financial crisis, Hyundai acquired rival Kia Motors In 1998. In 2000, the company established a strategic alliance with DaimlerChrysler and severed its partnership with the Hyundai Group. In 2001, the Daimler-Hyundai Truck Corporation was formed. In 2004, however, DaimlerChrysler divested its interest in the company by selling its 10.5% stake for $900 million. Hyundai Motor has been expanding globally, starting with its plant in Turkey in 1997, India in 1998, China in 2002, and in 2005, it built a plant in the U.S., the worlds biggest auto market. In 2007, a decade after it began building plants overseas, Hyundai Motor began construction for plants in the Czech Republic and Russia, creating a strategic network of production facilities spanning over six countries. With its 12 CKD plants, Hyundai Motor is boosting sales every year and cementing its position as a global automaker. The company pl ans to raise the ratio of overseas production to 50 percent by 2010, to produce 3 million units outside Korea. Hyundai Motor is present in 196 countries and has 6,000 dealerships all over the world. It is maintaining a strong position in developed regions such as the U.S. and Europe. Furthermore, it has been successfully winning orders for taxis and government vehicles in emerging markets such as Central Latin America, the Middle East and Southeast Asia, boosting sales and the companys brand image. After reaching the 2 million unit sales mark in 2006, Hyundai Motor sold 2.6 million units worldwide in 2009. Through its strategy of local production and sales, the company is contributing to the local economies.(Exhibit1) [Exhibit1] Annual Unit Sales 2009 2008 2007 2006 2005 Sales in unit 1,611,991 1,668,745 1,700,297 1,611,062 1,700,843 Domestic 701,469 570,116 624,227 580,288 569,721 Export excluding CDK 910,522 1,098,629 1,076,070 1,030,774 1,131,122 Hyundai Motor Companys brand power continues to rise as it was ranked 72nd in the 2007 Best Global Brands by Interbrand and Business Week survey. brand value estimated at $4.5 billion. Public perception of the Hyundai brand has been transformed as a result of dramatic improvements in the quality of Hyundai vehicles. The Company produces and markets passenger cars under the brand names of Equus, Genesis, Genesis Coupe, Azera, Sonata, Elantra, Accent, Getz, i30, i30cw, i20 and i10; recreational vehicles under the brand names of Veracruz, Santa Fe, Tucson, Matrix and H-1, and commercial vehicles, which include medium and heavy duty trucks, and buses. Analysis of Global Automobile Market Environment Current Automotive industry Market In 2007, a total of 79.9 million new automobiles were sold worldwide: 22.9 million in Europe, 21.4 million in Asia-Pacific, 19.4 million in USA and Canada, 4.4 million in Latin America, 2.4 million in the Middle East and 1.4 million in Africa. The markets in North America and Japan were stagnant, while those in South America and other parts of Asia grew strongly. Of the major markets, China, Russia, Brazil and India saw the most rapid growth, and China became both the largest automobile producer and market in the world after experiencing massive growth in 2009. In the first 4 months of 2010, the total sales of automobile were 6.17 millions in China (3.52 millions in US), and the total sales were expected to be around 17 millions (13.65 millions in 2009) for the year of 2010, nearly twice as much as USA. [Exhibit 2] International Car Sales by Global Auto Report The automotive industry crisis of 2008-2010 was a part of a global financial downturn. The crisis affected European and Asian automobile manufacturers, but it was primarily felt in the American automobile manufacturing industry. The automotive industry was weakened by a substantial increase in the prices of automotive fuels linked to the 2003-2008 energy crisis which discouraged purchases of sport utility vehicles (SUVs) and pickup trucks which have low fuel economy. The popularity and relatively high profit margins of these vehicles had encouraged the American Big Three automakers, General Motors, Ford, and Chrysler to make them their primary focus. With fewer fuel-efficient models to offer to consumers, sales began to slide. By 2008, the situation had turned critical as the credit crunch placed pressure on the prices of raw materials. Car companies from Asia, Europe, North America, and elsewhere have implemented creative marketing strategies to entice reluctant consumers as most experienced double-digit percentage declines in sales. Major manufacturers, including the Big Three and Toyota offered substantial discounts across their lineups. The Big Three faced criticism for their lineups, which were seen to be irresponsible in light of rising fuel prices. North American consumers turned to higher-quality and more fuel-efficient product of Japanese and European automakers. However, many of the vehicles perceived to be foreign were actually transplants, foreign cars manufactured or assembled in the United States, at lower cost than true imports. [Exhibit 3] Major global automotive company analysis Competitors Globalization Strategy Toyota Toyota Motor Corporation, commonly known simply as Toyota, is a multinational corporation headquartered in Japan. At its peak, Toyota employed approximately 320,000 people worldwide. It is the worlds largest automobile maker by sales. The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his fathers company Toyota Industries to create automobiles. Three years earlier, in 1934, while still a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its first passenger car, the Toyota AA. Toyota also owns and operates Lexus and Scion brands and has a majority shareholding stake in Daihatsu and Hino Motors, and minority shareholdings in Fuji Heavy Industries, Isuzu Motors, Yamaha Motors, and Mitsubishi Aircraft Corporation. The company includes 522 subsidiaries. Toyota is headquartered in Toyota City, Aichi and in Tokyo. In addition to manufacturing automobiles, Toyota provides financial services through its Toyota Financial Services division and also builds robots. Toyota Motor Corporation (including Toyota Financial Services) and Toyota Industries form the bulk of the Toyota Group, one of the largest conglomerates in the world. Toyotas marketing efforts have focused on emphasizing the positive experiences of ownership and vehicle quality. The ownership experience has been targeted in slogans such as Oh, what a feeling! (1978-1985, in the U.S.), Who could ask for anything more (1986-1989), I love what you do for me, Toyota! (1990-1997), Everyday (1997-2000), Get the feeling! (2001-2004), and Moving Forward (2004-present). Toyota introduced a new worldwide logo in 1989 in conjunction with and to differentiate it from the newly released luxury Lexus brand. There are three ovals in the new logo that combine to for the letter T, which stands for Toyota. The overlapping of the two perpendicular ovals inside the larger oval represent the mutually beneficial relationship and trust that is placed between the customer and the company while the larger oval that surrounds both of these inner ovals represent the global expansion of Toyotas technology and unlimited potential for the future.[30] Toyota has factories in most parts of the world, manufacturing or assembling vehicles for local markets. Toyota has manufacturing or assembly plants in Japan, Australia, India, Sri Lanka, Canada, Indonesia, Poland, South Africa, Turkey, Colombia, the United Kingdom, the United States, UAE, France, Brazil, Portugal, and more recently, Argentina, Czech Republic, Mexico, Malaysia, Thailand, Pakistan, Egypt, China, Vietnam, Venezuela, the Philippines, and Russia. Recently, Toyota announced it was recalling up to 1.8 million cars across Europe, including about 220,000 in the UK, following problems with defective accelerator pedals. Many Toyota models were involved, covering the 2007-2010 model years. Toyota subsequently recalled the Prius model for reprogramming of its ABS system. The U.S. Sales Chief, James Lentz, was questioned by the United States Congress committees on Oversight and Investigations on February 23, 2010, as a result of recent recalls. On 26 March Toyota said it would halt production in France and Britain for 12 days because of poor sales following the recalls. On 6 April 2010, The US government sought a record penalty of US$16.375 million from Toyota for its delayed response in notifying the National Highway Traffic Safety Administration regarding the defective accelerator pedals, and on 19 April Toyota said that it would pay the fine. The company said the recalls could cost the company up to US$2 billion (GBÂ £1.25 billion ) in lost output and sales. General Motors General Motors Company, also known as GM, is a United States-based automaker with headquarters in Detroit, Michigan. GM manufactures cars and a truck in 34 countries, recently employed 244,500 people around the world, and sells and services vehicles in some 140 countries. By sales, GM ranked as the largest US automaker and the worlds second largest for 2008, having the third highest 2008 global revenues among automakers on the Fortune Global 500. On June 1, 2009, General Motors filed for Chapter 11 bankruptcy proceedings, which were completed on July 10 of the same year, and it was thereafter reorganized once a new entity acquired the most valuable assets. GM is now temporarily majority owned by the United States Treasury and, to a smaller extent, the Canada Development Investment Corporation a Canadian Crown corporation and the Ontario government, with the US government investing a total of US$57.6 billion under the Troubled Asset Relief Program. On April 21, 2010, GM CEO Ed Whitacre Jr. announced that the company had paid back the entire amount of the US and Canadian government loans, with interest, a total of $8.1 billion. The company expects to repurchase a sizable portion of the remaining equity stake with funds earned via a public stock offering. While no GM shares are currently available to the public, the companys plans as of 2009 were to initiate an initial public stock offering (IPO) in 2010. GM plans to focus its business on its four core North American brands: Chevrolet, Buick, GMC, and Cadillac. In Europe, following a period of negotiation to sell a majority stake in its Opel and Vauxhall brands, the company decided to retain full ownership of these operations. However, on February 23, 2010, GM sold Saab Automobile to Spyker Cars NV and is winding down its Hummer, Pontiac, and Saturn brands, the latter two remaining under the old GM, now known as Motors Liquidation Company In 2009, General Motors employs approximately 244,500 people around the world. The Renaissance Center located in Detroit, Michigan, United States, is the global headquarters of General Motors. In 2008, GM sold 8.35 million cars and trucks globally. GM is the majority shareholder in GM Daewoo Auto Technology Co. of South Korea and has collaborations with Shanghai Automotive Industry Corporation of China, AvtoVAZ of Russia, and most recently, UzAvtoSanoat of Uzbekistan. GM has had collaborations with various automakers including Fiat and Ford Motor Company.GM retains various stakes in different automakers. General Motors best success internationally has unquestionably been its performance in China, GM sales rose 66.9% in 2009, selling 1,830,000 vehicles and accounting for 13.4% of the market. Volkswagen Group Volkswagen is a German automobile manufacturing group; and according to figures published by economic research firm Global Insight in November 2009, is the largest automobile maker in the world by vehicle production.[7] Its parent company Volkswagen Aktiengesellschaft, develops vehicles and components for all marques of the whole Group, and also manufactures complete vehicles for the Volkswagen Passenger Cars and Volkswagen Commercial Vehicles marques. Volkswagen Group is divided into two primary divisions: the Automotive Division, and the Financial Services Division. The Group consists of 342 Group companies, which are involved in either vehicle production or other related automotive services. Although it operates worldwide, Volkswagen Groups core market is primarily Europe. Of its automobile brands, Volkswagen Passenger Cars is its mainstream marque, and the Groups major subsidiaries also include well-known car marques like SEAT, Ã…Â  koda, and the prestige marques of Audi, Lam borghini, Bentley, and Bugatti. The Group also has operations in commercial vehicles, owning Volkswagen Commercial Vehicles, along with a controlling stake in Swedish truck and diesel engine maker Scania AB, and a 29.9% stake in MAN SE. Volkswagens second-largest market is China, where its subsidiary, Volkswagen Group China, is the largest joint venture automaker, selling more than one million vehicles in 2008. The Volkswagen Golf is the third bestselling automobile in the world, selling over 26 million units through 2008. In 2009, Volkswagen Group sold 6.31 million vehicles, claiming over 11% of the world passenger car market. Volkswagen AG is heavily involved in sports sponsorship, with investments having included the 2008 Summer Olympics and the 2014 Winter Games, as well as the David Beckham Academy. The company also wholly owns the Bundesliga football side VfL Wolfsburg. The company is also the shirt sponsor of Major League Soccer club, D.C. United. In August 2009, Porsche SE and Volkswagen Group reached an agreement that Volkswagen AG and Porsche AG would merge in 2011. Ford Motor Company The Ford Motor Company is an American multinational corporation based in Dearborn, Michigan, a suburb of Detroit. The automaker was founded by Henry Ford and incorporated on June 16, 1903. In addition to the Ford, Lincoln, and Mercury brands, Ford also owns Volvo Cars in Sweden, and a small stake in Mazda in Japan and Aston Martin in the UK. Fords former UK subsidiaries Jaguar and Land Rover were sold to Tata Motors of India in March 2008. Ford has agreed to sell Volvo to Geely Automobile in a deal expected to be completed in the third quarter of 2010. Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce using elaborately engineered manufacturing sequences typified by moving assembly lines. Henry Fords methods came to be known around the world as Fordism by 1914. Ford is currently the second largest automaker in the U.S. and the fourth-largest in the world based on number of vehicles sold annually, directly behind Volkswagen. In 2007, Ford fell from second to third in US annual vehicle sales for the first time in 56 years, behind only General Motors and Toyota. However, Ford occasionally outsells Toyota in shorter periods (most recently, during the summer months of 2009). By the end of 2009, Ford was the third largest automaker in Europe (behind Volkswagen and PSA). Ford is the seventh-ranked overall American-based company in the 2008 Fortune 500 list, based on global revenues in 2008 of $146.3 billion. In 2008, Ford produced 5.532 million automobiles and employed about 213,000 employees at around 90 plants and facilities worldwide. Starting in 2007, Ford received more initial quality survey awards from J. D. Power and Associates than any other automaker. Five of Fords vehicles ranked at the top of their categories and fourteen vehicles ranke d in the top three. During the mid to late 1990s, Ford sold large numbers of vehicles, in a booming American economy with soaring stock market and low fuel prices. With the dawn of the new century, legacy healthcare costs, higher fuel prices, and a faltering economy led to falling market shares, declining sales, and sliding profit margins. Most of the corporate profits came from financing consumer automobile loans through Ford Motor Credit Company. In the face of demand for higher fuel efficiency and falling sales of minivans, Ford moved to introduce a range of new vehicles, including Crossover SUVs built on unibody car platforms, rather than more body-on-frame chassis. In developing the hybrid electric power train technologies for the Ford Escape Hybrid SUV, Ford licensed similar Toyota hybrid technologies to avoid patent infringements. Ford announced that it will team up with electricity supply company Southern California Edison to examine the future of plug-in hybrids in terms of how home and vehicle energy systems will work with the electrical grid. Under the multi-million-dollar, multi-year project, Ford will convert a demonstration fleet of Ford Escape Hybrids into plug-in hybrids, and SCE will evaluate how the vehicles might interact with the home and the utilitys electrical grid. Some of the vehicles will be evaluated in typical customer settings, according to Ford. In 2006, the company raised its borrowing capacity to about $25 billion, placing substantially all corporate assets as collateral to secure the line of credit. Chairman Bill Ford has stated that bankruptcy is not an option. In order to control its skyrocketing labor costs (the most expensive in the world), the company and the United Auto Workers, representing approximately 46,000 hourly workers in North America, agreed to a historic contract settlement in November 2007 giving the company a substantial break in terms of its ongoing retiree health care costs and other economic issues. The agreement includes the establishment of a company-funded, independently-run Voluntary Employee Beneficiary Association (more commonly known as a VEBA) trust to shift the burden of retiree health care from the companys books, thereby improving its balance sheet. This arrangement took effect on January 1, 2010. As a sign of its currently strong cash position, Ford contributed its entire current liabilit y (estimated at approximately USD$5.5 Billion as of December 31, 2009) to the VEBA in cash, and also pre-paid USD$500 Million of its future liabilities to the fund. The agreement also gives hourly workers the job security they were seeking by having the company commits to substantial investments in most of its factories. During November 2008, Ford, together with Chrysler and General Motors, sought financial aid at Congressional hearings in Washington D.C. in the face of worsening conditions caused by the automotive industry crisis. The three companies presented action plans for the sustainability of the industry. The Detroit based automakers were unsuccessful at obtaining assistance through Congressional legislation. GM and Chrysler later received assistance through the Executive Branch from the T.A.R.P. funding provisions. On December 19, the cost of credit default swaps to insure the debt of Ford was 68 percent the sum insured for five years in addition to annual payments of 5 percent. That means it costs $6.8 million paid upfront to insure $10 million in debt, in addition to payments of $500,000 per year. In January 2009, Ford announced a $14.6 billion loss in the preceding year, making 2008 its worst year in history. Still, the company claimed to have sufficient liquidity to fund its business pla ns and thus, did not ask for government aid. Through April 2009, Fords strategy of debt for equity exchanges, erased $9.9 B in liabilities (28% of its total), in order to leverage its cash position. These actions yielded Ford a $2.7 billion profit in fiscal year 2009, the companys first full-year profit in four years. Honda Honda Motor Company, Ltd., Honda Technology Research Institute Company, Limiteds a Japanese multinational corporation primarily known as a manufacturer of automobiles and motorcycles. Honda is the worlds largest manufacturer of motorcycles as well as the worlds largest manufacturer of internal combustion engines measured by volume, producing more than 14 million internal combustion engines each year. Honda surpassed Nissan in 2001 to become the second-largest Japanese automobile manufacturer. As of August 2008[update], Honda surpassed Chrysler as the fourth largest automobile manufacturer in the United States. Honda is the sixth largest automobile manufacturer in the world. Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura in 1986. Aside from their core automobile and motorcycle businesses, Honda also manufactures garden equipment, marine engines, personal watercraft and power generators, amongst others. Since 1986, Honda has been involved with artificial intelligence/robotics research and released their ASIMO robot in 2000. They have also ventured into aerospace with the establishment of GE Honda Aero Engines in 2004 and the Honda HA-420 HondaJet, scheduled to be released in 2011. Honda spends about 5% of its revenues into RD. Nissan Motor Nissan Motor Company, Ltd., shortened to Nissan, is a multinational automaker headquartered in Japan. It was formerly a core member of the Nissan Group, but has become more independent after its restructuring under Carlos Ghosn (CEO). It formerly marketed vehicles under the Datsun brand name and is one of the largest car manufacturers. As of August 2009, the companys global headquarters are located in Nishi-ku, Yokohama. In 1999, Nissan entered a two way alliance with Renault S.A. of France, which owns 44.4% of Nissan while Nissan holds 15% of Renault shares, as of 2008. Nissan is among the top three Asian (also known as the Japanese Big 3 Automakers) rivals of the Big Three in the U.S. Currently it is the third largest Japanese car manufacturer. It also manufactures the Infiniti luxury brand. The Nissan VQ engines, of V6 configuration, have featured among Wards 10 Best Engines for 14 straight years, since the awards inception. III. Analysis of Hyundai Motors Hyundai Motors Globalization Strategy Process of Growth Since the companys foundation in 1967, Hyundai Motor Company became the first automaker producing manufacture facilities itself. The first model Pony, manufactured and started to export, was very favorable not only into Korean market but also into global market, which elevating Hyundai Motor into one of the global automobile companies. In 1976, Hyundai had started the first export business with Africa, North America and middle Asia and expanded into European market. In overseas market, especially in North America, Hyundai achieved the big success and had an opportunity to become into the global automaker in worldwide. Possessing 10 manufacturing plants, 11 research centers, and more than 6,000 sales networks throughout the world, Hyundai Motor also helps to keep sales growth across the world and maintain to the top leading global company. Furthermore, Now, Hyundai as Global corporate citizen makes every effort to fulfill its economic responsibility, most principal in corporate activities throughout the world. (http://www.hyundai.com) The Hyundai Motors Global Business Strategy In the process of globalization, the major global strategy for Hyundai Motor can be focusing on exporting in the global market which was very successful. From the inception of the foundation, the Hyundai management team always recognized the importance of exporting to overseas which the key factor to growth global business and manufactured most exports from single Ulsan plants. In other words, Hyundai has been involved in independent management strategy. In addition, striving to face with country specific regulation and rapid market changes, Hyundai has been implemented transnational strategy like the joint-venture strategy in China, Turkey and Malaysia in order to expand global market share. Hyundai Motor Company further strengthened its presence as a global automaker by promoting sustainable development worldwide, accelerating global management initiatives and creating the second construction of manufacturing plants in China and India, thereby increasing its production capacity all the more. At the same time, it also achieved qualitative growth by successfully generating sales of its strategic model targeting the European market. In 2007, a decade after it began building plants overseas, Hyundai Motor began construction for plants in the Czech Republic and USA, creating a strategic network of production facilities spanning over six countries. (http://www.hyundai.com) [Exhibit 4] Hyundai Motor Companys International Entry Mode (sourced by http://www.hyundai.com) Country Partner Hyundais Share Start Yr To produce Entry Mode India HMI 100 98. 9 Ownership USA HMMA 100 05. 5 Ownership Czech HMMC 100 06. 7 Ownership China BHMC 50 02. 1 Joint Venture WuHan Qi Che 21 96. 7 Joint Venture Turkey HAOS 85 97. 7 Joint Venture Malaysia INOCOM 15 99. 9 Joint Venture The organizational structure of international business for Hyundai Motor Company is International Division Structure which is like many Korean companies fit well with Korean culture and lean toward centralization. That is, it has risk of demotivating local manager in host countries. By that, the Hyundai Motor Company has struggled to recruit local manager who can manage, coordinate and control worldwide regional operations underutilized allowing diversity as strategic task. US subsidiaries show [Exhibit 5] Example of International Division Structure The Hyundai Motors Global Business Efforts International Site Selection The Site Selection implies that the company does spell out all possible locations to decide which site/market to be targeted and determined by content and goal with its limited human resource, technology, and capital. (Sourced by Professor Lee, JR, Shin, MS / International Business) Market Size and infrastructure: consider for purchasing power and production Market attractiveness: competitors and market structure Important to consider potential international market expansion which cover all countries/regions in the world for the further The major variable factor for site selection is market attractiveness, competitors, and the strategic goal for a company. The good example for International Site Selection in Hyundai Motor Company can be expanding the global business to Canada region. With the success of exporting Excel, Hyundai Motor Company had made decision to expand the international business into Canada as below factors as detour entrance strategy to USA. Of course, Hyundai Motor Company cannot overlook the competitors such as Toyota, Honda. etc. Market accessibility: to avoid Trade barrier by NAFTA, Market proximity , Cost Reduction and Price competiveness by Local Manufacture Government Aid: tax, financing support by construction of manufacture plant Regional Advantage : close to locate associated company Political Risk Avoid: to avoid lack of exports by Korean labor strike in 1988 Likewise, the variable factors to expand the Hyundais global business to other countries can be considered as reduction of transportation cost risk, avoid currency exchange risk, cost reduction by hiring local resources, government aid and etc, International Entry Mode Prior to change into the globalization, the process of growt

Seneca Falls :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Title:   Ã‚  Ã‚  Ã‚  Ã‚  The road from SENECA FALLS. (cover story)   Ã‚  Ã‚  Ã‚  Ã‚   Source:   Ã‚  Ã‚  Ã‚  Ã‚  New Republic, 08/10/98, Vol. 219 Issue 6, p26, 12p, 3bw Author(s):   Ã‚  Ã‚  Ã‚  Ã‚  Stansell, Christine Abstract:   Ã‚  Ã‚  Ã‚  Ã‚  Reviews several books related to women’s suffrage and feminism. ‘The Selected Papers of Elizabeth Cady STANTON and Susan B. Anthony, Volume One: In the School of Anti-Slavery, 1840-1866,’ edited by Ann D. Gordon; ‘Harriet STANTON Blatch and the Winning of Woman Suffrage,’ by Ellen Carol DuBois; ‘Woman Suffrage and the Origins of Liberal Feminism in the United States, 1820-1920,’ by Suzanne M. Marilley; More. AN:   Ã‚  Ã‚  Ã‚  Ã‚  888132 ISSN:   Ã‚  Ã‚  Ã‚  Ã‚  0028-6583 Full Text Word Count:   Ã‚  Ã‚  Ã‚  Ã‚  9663 Database:   Ã‚  Ã‚  Ã‚  Ã‚  Academic Search Premier Section: BOOKS & THE ARTS The feminism of the mothers, the feminism of the daughters, the feminism of the girls. THE ROAD FROM SENECA FALLS I. One hundred and fifty years ago this summer, in the little country town of SENECA FALLS in upstate New York, several dozen excited women and a few interested men held the first meeting in the world devoted solely to women’s rights. It was 1848, the â€Å"springtime of the peoples† in Europe; and, although these Americans were far removed from the emancipatory proclamations in Europe, they caught the fever and produced one of their own, the Declaration of Sentiments: â€Å"We hold these truths to be self-evident: that all men and women are created equal.† Compared to the apocalypticism of The Communist Manifesto, another product of that year, the SENECA FALLS Declaration seems modest, a relic of right-thinking republicanism rather than a portent of wrenching revolutionary transformation. Yet its effects were destined to be no less profound, and far more benign. The gathering in 1848 emerged from a long, fitfully articulated history of women’s grievances, though the participants were not aware of it. The interruption of historical memory and, in its absence, the strains of improvising a politics of grievance on the spot, have always characterized this tradition. The written record of female protest extends back to the late middle ages, to the French woman of letters Christine de Pizan and her Book of the City of Ladies. It was in the late eighteenth century, however, that the language of the rights of man gained momentum around the northern Atlantic world, shifting the idea of justice for women out of the register of utopia to make it, for a few highly politicized women in the age of revolution, a plausible goal in the here and now. Thus, in 1776, Abigail Adams admonished her patriot husband, away in Philadelphia at the Continental Congress, to â€Å"remember the ladies† in their declarations, a nudge tempered by coyness but at heart quite serious.

John Lennon Essay -- essays research papers fc

John Lennon "You've got to admit it's getting better it's getting better all the time," because of John Lennon, and the way he effected the world. "Imagine" the world without John Lennon. John Lennon had a huge effect on the world. Throughout his life Lennon was many things. He was a musician, lyricist, singer, artist, actor, humorist, political and peace activist, and writer. Because of Lennon the world was changed musically, socially, and politically. Musically he brought rock music into mainstream music. Socially he inspired a generation of teenagers. Politically he started up the movement to "Give Peace a Chance." He became the leader of the sixties, one of the most turbulent eras to date, and the role model to many people young and old around the world. John Lennon did not have any easy childhood. Lennon was born on October 9, 1940, in Liverpool, England (Bil 1). This was during the height of World War II, and his parents named him John Winston Lennon after legendary British Prime Minister, Winston Churchill. Lennon's parents were divorced and his father was working on a ship away from home when he was born. When his father came back, his mother would not let his father see him. So his father tried to kidnap him. His mother could not let this happen again so she sent him to live with his Aunt Mimi and Uncle George. Aunt Mimi ran a strict household, and he did not really relate to her while he was growing up. So Lennon became a very close friend with his mother. Tragically in 1958 his mother was killed in a car accident right in front of him (Norman 1). Aunt Mimi sent him to Quarrybank Grammar School, but he was very bored and preferred writing and drawing. Lennon did not enjoy school life, and became a rebel at a young age. He often skipped class, and when he did go to class he sat and drew. His future looked very grim. When Mimi asked the headmaster of the school to write a letter of recommendation to the Liverpool School of Art, it gave everyone new hope. Lennon didn’t do well here either, while he loved to draw, he found the Liverpool School of Art too ridged and structured. He liked his drawings to be from his heart and full of emotion. He found that the curriculum did not allow him to do this. During his art exam Lennon drew cartoons, so he failed (Norman 1... ...e alive today, but "Let it Be." Works Cited Bil. "Working Class hero" Home of Classic Rock. 1997 <http://www.casagrande.com/~bilig/lenhist.html> (16 Feb. 2000). Gottlieb, Agnes Hooper, et al. 1,000 People, 1,000 Years. New York: Kondansh America Inc., 1998. "John Lennon-Biography." <http://www-cds-music.com/john_lennon.htm> (16 Feb. 2000). "John Lennon." Rock and Roll Hall of Fame Inductees. 1994. <http://www.rockhall.com/induct/lennjohn.html> (16 Feb. 2000). "John Lennon shooting 1980." Great Events IV. 3pp. Bell & Howell Information and Learning- Proquest. 16 Feb. 2000. Morgan, Joan M. "A Tribute to John Lennon." 1999. <http://www.josnsukjournal.com/links/lennon.htm> (16 Feb. 2000). Norman, Philip, et. Al. "John Lennon Portfolio." 1998. <http://www.getback.org/bjohn.html> (16 Feb. 2000)

Human resource training and development Essay

1.0 INTRODUCTION Employees play a vital role in organization performance. Effective training and development are very important because it can help an organization to improve on its performance as well as on its productivity. Gilmore and Williams (2009) pointed out that only the trained workforce can effectively respond to the new challenges as well as to the existing ones in their jobs .Basically, skills are capacities and expertise in particular occupation. Gilmore and Williams (2009) continue saying that higher productivity is increasingly driven by skills. Besides, the degree of competitive advantage of a firm depends increasingly on its skilled labor 1.1 Definition of Training Training is the modification of behavior through learning (Kisire, 2010). The main aim of training progress is to help employees to do things differently for better performance and to increase their level of job satisfaction. Basically, training touches on knowledge, skills and abilities. Thus training should be done strategically in order to meet the long term development of the people and achieve organizational goals. In fact, it is only when employees understand very well the right way to do their jobs that the employer can hope for excellent results. 1.2 Justification for Training by (Armstrong 2011) †¢The knowledge or skills cannot be acquired satisfactorily in the workplace or by self directed learning. †¢Different skills are required by a number of people which have to be developed quickly to meet new demands and cannot be gained by relying on experience. †¢The tasks to be carried out are so specialized or complex that people are unlikely to master them on their own initiative at a reasonable speed. †¢When a learning need to be common to a number of people, has to meet that which can readily be dealt with in a training event or programme e.g. induction, essential IT skills, and communication skills. †¢Training helps the organization to gain competitive advantage. That is, the training practices have to help the business to grow and improve customer service by providing employees with the knowledge and skills they need to be successful. †¢Training prepares employees to use new  technologies, function in new work systems such as virtual teams, and communicate and cooperate with peers or customers who may be from different cultural backgrounds. †¢Training helps organizations provide high quality service for example through quick responds to clients needs. 1.3 Development Bernardin (2010) describes development as learning opportunities designed to help employees grow. Developing people in organizational context is to help them to progress within their careers. One key factor in employee motivation and retention is the opportunity employees want to continue to grow and develop job and career by enhancing their skills level of performance and productivity .Gary Dessler (2011) describes training as a process with 4 steps that an employer uses to give new or present employees the skills required for effective performance. Training and development process emphasize on what employees want in training and development opportunities. Providing training to employees benefits both organization and employees themselves. 2.0 DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT †¢Training raises knowledge and skills required for efficient performance of a particular job, while development is a continuous general and dynamic expansion of skills and knowledge, and is aimed at long term career growth rather than immediate performance. †¢Training focuses on short term (basing on the current job) while development focuses on the long term (the future careers) e.g. finding a mentor within your organization to introduce you to the structure and culture at senior levels in your organization and give you more exposure to senior management. 3.0 DIFFERENCE BETWEEN TRAINING AND EDUCATION †¢Purpose of learning: In training the employee acquire new skills and knowledge while in education the purpose is to acquire or deepen mindset or profession. Thus education is general and wider in general purpose than training. †¢Length of the learning process: in education it takes one to four years while in training it takes one to five days or several weeks. †¢Place of delivery: Training is generally imparted at the work place while education is imparted in schools or colleges. †¢Training effect: Training  has immediate effect as compared to education. †¢Change: In education, change program requires one to be skillful at thinking, transformational, deeper and more radical while in training needs to be skillful at doing shallower and more superficial programs 4.0 NEED FOR TRAINING †¢Increases organizational commitment †¢Develops the cognitive, physical and spiritual dimensions of the employee †¢Improves job performance †¢Contributes to flexibility to adapt to changing internal and external factors †¢Develops interpersonal skills †¢Creates an interesting and challenging environment †¢Fosters greater organizational stability less employee turnover and conflicts †¢Helps reduce costs in the secretariat †¢Heightens employee morale †¢Increases knowledge and awareness of the total environment †¢Helps achieve overall organizational objectives †¢Helps retain a competent and efficient workforce †¢Develops creativity and problem solving skills †¢Helps improve and acquire technical skills. 4.1 Aligning Strategy and Training. To be effective, training must play a strategic role in supporting business. Employers today want to make sure their training programs are supporting their firms’ strategic goals. 4.2 Planning and delivering learning events and programs †¢Training Needs Analysis It involves the determination of the types and specific training necessary to improve current knowledge, abilities and skills of the workforce. This can be done through personal, task and organizational level of analysis. The data can come from target participant supervisor’s management, and even from customers, using multiple data gathering methods like survey, interview, observation at work, and performance appraisal results. Other possible sources of training needs are the long-range human resource plans of the company, practices of other organizations, requests for training of affiliate/subsidiary companies, and legislation requirements. The Training Needs Analysis (TNA) results serve as important inputs in designing the  training program. TNA should be done regularly to ensure that training would respond to the needs of trainees. †¢Training Design This pertains to the planning of the entire training program. It starts with the identification of the goals and objectives that should be achieved. The topics or contents to be covered and the appropriate training methodologies for adult learning are then determined. The corresponding visual aids and learning materials are also specified. The training design and the TNA are usually done by the training staff of the organization and sometimes by outside consultants. The services of training consultants are usually availed of the large companies for this purpose. A typical training design will contain these parts: Training Title Venue Date Goal Specific Objectives Sequences of Topics Time Allocation Per Topic Methodology Resources Needed Evaluation The training objectives of the training design are a critical element that should be written properly to be able to decide on the contents, methodology, and the duration of tackling the topics. The preset objectives also become the basis for evaluating the success of the program. The standard criteria for objective formulation is SMART. Whether the training will facilitate the learning of cognitive, affective, or psychomotor skills, it is important that the objectives are specific, measurable/observable, attainable, relevant to training goals, and time-bound. On the other hand, the choices of any or a combination of the following training methodologies will largely depend on the objectives, type of participants, and the duration of the training. †¢Training Implementation Implementation covers the logistical aspects like venue, food, budget,  equipment, resource persons, transportation, and participants. These should be properly attended to during the actual conduct of the training. Therefore, training programs are done within the company or outside depending on the nature of the program and the financial capability of the organization. In cases where the organization has earmarked a sufficient budget for major training program especially for managers, these are done outside of the company with external consultants as trainers. Companies like Fortune Medicare Inc. and Nestle Philippines have this kind of practice. Based on the above-mentioned importance of training, specific training conducted by the organizations may be classified as technical or behavioral training. The skills/technical type focuses on facilitating the learning of competencies related to the employees’ knowledge and skills. The behavioral type, on the other hand, pertains to ensuring the learning of competencies related to the workforce attitudes and habits. †¢Training Evaluation This last phase of the training process requires the assessment of the conduct of the training activity. The evaluation is concerned with the measurement of the training success or effectiveness to establish whether an investment in a particular training has paid off. The training effectiveness is usually determined based on the achievement of the previously set objectives and results, considering the needs, methods, and other areas of training administration. According to Kirkpatrick (1998), there are four levels of evaluating training programs. These are the (1) reaction; (2) learning; (3) behavioral change; and (4) impact to organization. The reaction level measures the participants’ feedback right after the conduct of the training. Feedback are taken related to attainment of objectives, processes, methodologies, time, reading materials, resource persons/facilitators, and other logistics of the training. On the other hand, participants’ learning level determines what specific skills, knowledge or even what they learned is commonly asked at the end of the training period. There are many ways by which the training evaluation can be done. The use of the questionnaire form administered at the end of the training is very often done to measure the reaction level. However, it should be noted that using a questionnaire form is only one of the methods to evaluate training. Other ways to assess training according to Hargraues  and Jarius (2000) are: (1) formal or informal interviews; (2) feedback from line managers; (3) feedback from the Training Unit; (4) meet a cross-section of suppliers or customers; (5) discuss with staff who attended; (6) wander into offices and talk to people; (7) number of requests to attend other events; (8) academic or practical standards reached; (9) formal certification; and (10) a cost- benefit analysis. While the paper & pencil or practical test is used to assess knowledge learning of the participants. A good example of this is the pre-test and post-test method using different designs. The learning is usually also undertaken simultaneously within the reaction level. The behavioural change level assesses the changes on the attitude and/or habits of the trainees after the training that is usually observable at the workplace. This will involve a follow up of the trainees in coordination with the immediate supervisor. Examples of behavioural indicators are attendance, promptness, courtesy, cooperation, and level of participation. The impact to organization level measures the effect of the training on the unit where the trainees belong and on the entire organization. This level can focus on productivity sales profits, and customer satisfaction. 4.3 Identification of Training Needs †¢Appraisal Systems Many organizations see performance appraisal schemes as an integral part of their employee development strategy. Schemes vary considerably from one organization to another, and nowadays may have a variety of names, but almost all of them include the identification of training needs as a key component. Most also consider the longer-term career options available to employees, and allow them to express their preferences. It follows that anyone with responsibility for training and development should influence the design of the scheme and ensure that notice is taken of the information generated by it. This is not always readily achieved. Sometimes the scheme will focus on short-term performance issues, and line managers may not regard the consideration of developmental issues as important. The appraisal may also be considered to be confidential within the department concerned. Sometimes the section covering training and development needs is detachable, so that the training function only gets to see the appropriate information. This approach has its merits, but excludes the underlying performance issues  which contribute towards identifying the training and development needs. There are many issues to be addressed when designing and implementing an appraisal scheme, and some of the aims of the process may conflict with each other. For example, a scheme linked to the determination of pay increases may inhibit the appraisee from being honest about aspects of the job that he or she finds difficult, whereas it is precisely these aspects that must be discussed to identify training needs. Care is required to minimize these conflicts . †¢Survey Methods Surveys can be very useful in the gathering of data, including information on attitudes. People usually participate willingly if the completion of a survey form is not too complex or lengthy and if they think some good will come out of the exercise. When designing a survey you must decide on: 1) the size and nature of the sample 2) the format of the questions 3) exactly how the survey is to be conducted. †¢Interviews Interviewing is a technique that can appear to be very simple when used by an experienced practitioner. Although some people are naturally better at interviewing, the key skills of a good investigative interviewer are all capable of being learned. The first two skills are common to all types of interview – questioning and listening. These two investigative skills are inseparable; one supports and reinforces the other. For trainers these skills are crucial not only at the stage of identifying training needs but also during instruction and evaluation. Many trainers who recognise that the ability to talk well is vital often underestimate the importance of questioning and listening. Hearing, which is an ability that may be difficult to improve, is not the same as listening which is a skill that can be significantly enhanced by training. Questioning is something that everyone can do, but which some people learn to do much more effectively than others. In an interview to determine training needs, the interviewer may be delving into very emotive and sensitive areas. To ensure that the interviewee feels comfortable in talking about these issues, the interviewer must appear to be listening. To ensure that full understanding is attained, the interviewer must not only appear to listen, but must actually do so with real concentration. †¢Job and Task Analysis There are many reasons for analyzing jobs and tasks. One common reason is to provide a basis for job evaluation; another is to be precise about requirements in a selection situation. There are also many different systems of analysis. Some seem to generate a multitude of documents; others use highly involved and sophisticated methodology. Different types of analysis are: Job analysis; Task analysis; Skills analysis and Fault analysis. 5.0 TRANSFER OF TRAINING Be relevant, avoid difficult material. Transfer is more likely if systematic training and just in time training approaches are used. 5.1 Systematic Training We have to ensure that training is specifically designed, planned and implemented to meet defined needs. It is provided by people who know to train and the impact of training is evaluated. Systematic training follows five steps ADDIE) model. Effective training uses the systematic approach with an emphasis on skills analysis. The focus of training should be to develop transferable skills. The training should be evaluated on the basis of the extent to which it has achieved its purpose. 5.2 Just in Time Training It is delivered as close as possible to the time when the activity is taking place. The training will be based on an identification of the latest requirements, priorities and plans of the participants. 5.3 Types of Training Armstrong (2012), indicates that training programs or events can be concerned with any of the following: †¢Manual skills including apprenticeship †¢Information Technology(IT) skills †¢Team leader or supervisory training †¢Management training †¢Interpersonal skills such as leadership, teambuilding and group dynamics †¢Personal skills for example assertiveness, coaching, communicating and time management. †¢Training in organizational procedures or practices such as induction, health and safety, performance management, equal opportunity  or managing diversity policy and practice. 6.0 IMPLEMENTING TRAINING PROGRAMS (TRAINING METHODS) 6.1 On the Job Training On-the-job training is training that takes place while employees are actually working. It means that skills can be gained while trainees are carrying out their jobs. This benefits both employees and the business. Employees learn in the real work environment and gain experience dealing with the tasks and challenges that they will meet during a normal working day. The business benefits by ensuring that the training is specific to the job. It also does not have to meet the additional costs of providing off-the-job training or losing working time. Requirements for effective On the Job Training (OJT) programs by (CIDP 2008a) †¢A policy statement that describes the purpose of OJT and emphasizes the company’s support for it. †¢A clear specification of who is accountable for conducting OJT. If managers conduct OJT, this is mentioned in their job descriptions and is part of their performance evaluation †¢A thorough review of OJT practices (program content, types of jobs, length of program, cost savings) at other companies in similar industries. †¢Training of managers and peers in the principles of structured OJT †¢Availability of lesson plans, checklists, procedure manuals, training manuals, learning contracts and progress report forms for use by employees who conduct OJT †¢Evaluation of employees levels of basic skills (reading, computation, and writing) before OJT. The virtual classroom: This is another training technique as presented by Dessler (2011). It uses special collaboration software to enable multiple remote learners, using their PCs or laptops to participate in live audio and visual discussions, communicate via written text and learn via content such as PowerPoint slides. Informal learning: Informal learning occurs e.g. through capitalizing on work related discussions, for example, to place tools in strategic areas like cafeteria to take advantage of the work-related discussions taking place. Apprenticeship Training: An apprenticeship program combines on-the-job training with academic instruction for those entering the workforce. Also called dual-training programs because of the combined occupational and in-class components, apprenticeships help individuals put their academic skills to practical use in various careers. Whereas internships are often  short-term, rarely lasting more than a year, apprenticeships can last as many as four or five years. Apprenticeships also differ from internships in that most apprentices are paid, with salary increasing as the apprentice completes parts of the program.. Job Instruction Training: (JIT) is a step-by-step, relatively simple technique used to train employees on the job. It is especially suitable for teaching manual skills or procedures; the trainer is usually an employee’s supervisor but can be a co-worker. Lectures: Don’t start out on the wrong foot. For instance, don’t open with an irrelevant joke or by saying something like â€Å"I really don’t know why I was asked to speak here today.† Give your listeners signals if for example you have a list of items, start by saying something like, â€Å"There are four reasons why the sales reports are necessary†¦.the first†¦. Again be alert to your audience, maintain eye contact with your audience during your presentation, and break a long talk into a series of 5 minutes talks Programmed learning: It is a learning methodology or technique first proposed by the behaviorist B. F. Skinner in 1958. According to Skinner, the purpose of programmed learning is to â€Å"manage human learning under controlled conditions†. The medium can be a textbook, Personal Computer (PC), or internet. Programmed learning is a step by step, self learning method that consists of three parts: presenting questions and facts to the learner, allowing the person to respond, and providing the learner feedback on the accuracy of answers. The advantage is that it reduces training time Computer based training (CBT): A type of education in whic h the student learns by executing special training programs on a computer. CBT is especially effective for training people to use computer applications because the CBT program can be integrated with the applications so that students can practice using the application as they learn. Training via the internet and learning portals. The training may include posting videos, written lectures or power point slides or sophisticated simulations. This method may be applied in colleges where the employer use internet based learning to training. Company’s also convey their employee training through their internal internet portals for example by contracting with service providers such as skill soft (www.skillsoft.com) or for health and safety training, pure safety (www.puresafety.com) to deliver online training courses to the firms employees. Mobile learning: This refers to delivering  of learning content on demand via devices like cell phones and i-phones whenever the learner wants to access it. Audiovisual and traditional distance learning techniques: Audiovisual tools including DVDs, films and closed circuit TV e.g. firms’ use various distance learning methods for training which may include traditional correspondence courses as well as video conferencing and internet based classes. Behavior modeling: It involves showing trainees the right (or Model) way of doing something, letting each person practice the right way to do it and providing feedback regarding performance. The basic behavior modeling procedure is: †¢Modeling: first trainee watch DVDs, showing model persons behaving effectively in a problem situation. †¢Role playing: the trainees are given roles to play in a stimulated situation. †¢Social reinforcement: the trainer provides praises and constructive feedback based on the trainee performs in the role play. †¢Transfer of training: finally trainees are encouraged to apply their new skills when they are back on their jobs In summary: Training and development applies both On-the-job and Off-the-Job training methods On the Job Training Methods: On the job training takes various forms including apprenticeships, job rotation, creation of assistant to positions, orientation, delegation, vestibule training, promotion and transfers and self directed training programs Off the Job Training Methods include training by management institutions, lectures, seminars and conference, case study, brainstorming, management games and role playing 6.1 Advantages of Off-the-job Training method †¢Non production error: the employees are trained outside the work environment therefore they are not involved in production process as in on the job training method. †¢Economy: A large group of trainees are trained simultaneously at a time. †¢Free on production: when the trainees are not involved in production process, the production activities can be carried without any interruption hence, it runs freely, moreover, costly errors and injurious can be avoided †¢Less time of training: training will take less time because the trainees are not involved in production. †¢It is free from pressures of working environment †¢Risk free of damaging organization’s valuable equipment. This is because  they are not trained using organization’s facilities. †¢Off- the- job development techniques remove individuals from the stresses and ongoing demands of the work place, enabling them focus fully on the learning experience. In addition they provide opportunities for meeting people from other departments or organizations. Thus individuals are exposed to useful new ideas and experiences while they make potentially useful contacts. 6.2 Disadvantages of Off-the-job training method †¢Lack of feedback: there is lack of feedback to employees because they are trained away from the organization work environment. †¢Expensive: organization has to prepare extra place for training outside the actual environment. †¢No production: employees are kept away from the actual work place, thus the organization bears cost without output. †¢Outside the work station: employees are unknown with actual machines and equipment thus transfer of training is sometimes difficult. †¢Not effective: as employees are trained in an artificial classroom they are unfamiliar with actual environment as result of which it requires long time for them to learn. 6.3 Advantages of On-the-Job Training Method †¢Organization doesn’t have to pay a training company or college therefore it is less costly. †¢Senior highly skilled and experienced staff can teach new staff the exact skills needed for a particular job †¢The business can acquire an experience in house training team hence no need for trainees to adjust to real work situations and trainers †¢It builds relationships/bonds between learner/teacher in the work place. 6.4 Disadvantages of On-the-Job Training Method †¢Productivity can be interrupted †¢Senior highly skilled and experienced staff has to leave their job to teach/train. †¢Skills learned are job specific leaving staff less flexible to changing roles. †¢Working environment can be busy, noisy and not conducive for learning. †¢It may lead to high rate of spoilage of material and damage of valuable equipment 7.0 IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS Management Development and training is any attempt to improve managerial performance by imparting knowledge, changing attitudes or increasing skills. It thus includes in-house programs such as courses, coaching and rotational assignments, professional programs such as management seminars and university programs such as executive MBA programs. The ultimate aim of such development programs is to enhance the future performance of the organization itself. For this reason the overall management development process ideally consists of assessing the company’s needs for example to fill the future executive openings, appraising the managers’ performance and then developing managers themselves (CIDP 2008a). The program should make sense in terms of the company’s strategy and goals. This means involving top management in formulating the program’s aims and in specifying competencies and knowledge outcomes. The most popular development methods include classroom based learning, executive coaching, 360-degree feedback, action learning, mentoring and job rotation. 7.1 The Management Development Process It includes assessing the company’s strategic needs for example to fill future executive openings or to boost competitiveness, appraising managers’ current performance and developing the managers and future managers. Development programs aim to fill specific positions, such as CEO, for example, GE Caterpillar Company spent years developing, testing, and watching potential replacements for CEO before finally choosing Jeffrey Immelt (Dessler 2011). In any case, assessment is usually part of development programs. 8.0 METHODS OF MANAGEMENT TRAINING PROGRAMS 8.1 On-the-Job Methods On the job methods are usually preferred in management development programs. Often such training is informal. The supervisor trains the worker as he performs the work. David (2009), says there are four major on-the-job development methods: †¢Coaching/understudy Approach: here the trainee works directly with senior manager or with a person he or she is to replace. The training of mangers by his or her immediate supervisors- is by far the most effective management development technique; unfortunately, many managers are either unable or unwilling to coach those they supervise. On- the job  coaching must be tempered with considerable restraint- managers who cannot develop unless they are allowed to work out problems in their own way. †¢Job rotation: It involves shifting mangers from position to position so they can broaden their experience and familiarize themselves with various aspects of the firms operations.The trainee can be a recent college graduate, and spend several months in each department, learning the department’s business by actually doing it. Or can be a senior manager being groomed for CEO by being exposed to a range of domestic and foreign challenges.   †¢Training positions: Trainees are given staff posts immediately under an experienced manager, often with the title of assistant. Such assignments give trainees a chance to work with and model themselves after outstanding managers who might otherwise have little contact with them. †¢Planned work activities: This involves, giving trainees important work assignments to develop their experience and ability. Trainees may be asked to head a task force or participate in an important committee meeting. Such experiences help them gain insight into how organizations operate and also improve their human relations. 8.2 Off-the-Job Methods The most common off the job development methods are in-house classroom instruction and management development programs sponsored by universities and organizations such as American Management association. Almost every management development program includes some form of classroom instruction in which specialists from inside or outside the organization teach trainees a particular subject. Classroom instruction is often supplemented, with case studies, role playing and business games or simulations. For example managers may be asked to play roles on both sides in simulated labor- management dispute. Some organizations send selected employees to university-sponsored management programs. Many major universities have such programs, which range in length from one week to three or more. Off-the-Job Management Training and Development Techniques †¢The case study Method: The case study method presents a trainee with a written description of an organizational problem. The trainee then analyses the case, diagnoses the problem and presents his or her findings and solutions in a discussion with other trainees. E.g. crime investigation, u  can write a script showing all the procedures. The scenario aim is to develop specific training skills, such as interviewing witnesses. †¢Management games: Management games are effective; people learn best by being involved. With computerized management games trainees divide into five or six person groups each of which competes with the others in simulated marketplace. Each group must decide for example how much to spend on advertising, how much to produce, how much inventory and how many of which product to produce. Thus they make computerized decisions. †¢Outside seminars: Many universities and companies offer web-based and traditional classroom management development seminars and conferences. E.g. specialized associations such as Society of Human Resource Management, provide specialized seminars for their professional members. †¢University related programs: Many universities provide executive education and continuing education programs in leadership, supervision etc. these can range 1 to 4 day programs to execute development programs lasting 1 to 4 months. The advanced Management Program of Harvard’s graduate school of Business administration is a well known example according to (Dessler 2011). Students are experienced managers from around the world. The school uses cases and lectures to provide them with the latest management skills. †¢Role playing: The aim of role playing is to create a realistic situation and then have the trainees assume the parts or roles of specific persons in that situation. The role play can trigger the discussions among the role players/trainees. The aim is to develop trainees’ skills in areas like leadership and delegating. †¢Corporate Universities: Many universities particularly the larger ones establish in-house development centers; IBM is one of the examples. In-house development centers typically offer a catalogue of courses and programs aimed at supporting the employers, management training and development program providers and web-based education portals to create packages of programs and materials. For example Brain and Company, a management consulting firm, has such a web based virtual university for its employees. It provides a means not only for coordinating all the company’s training efforts but also for delivering web based modules and cover topics from strategic management to mentoring. †¢Executive Coaches: Firms retain executive coaches to develop their top managers’ effectiveness. An executive coach is an outside consultant who questions the executive boss, peers,  subordinates and sometimes family in order to identify the executive’s strengths and weaknesses and counsel the executive so he or she can capitalize on those strengths and overcome the weaknesses. †¢The Society for Human Resource Management (SHRM) Learning System: SHRM, encourages HR professionals to qualify for certification by taking examinations. The society offers several preparatory training programs. The self-study option includes text and DVD. The college/university option provides classroom interaction with instructors and other students. 8.3 Other Methods †¢Panel Discussion †¢Skill Practice †¢Problem-Solving Activity †¢Questionnaire †¢Role Play †¢Physical Continuum †¢Presentation †¢Synergy Activity †¢Lecturette †¢Observation †¢Project †¢Fishbowl †¢Full-Group Discussion †¢Experiential Activity †¢Feedback Activity †¢Story †¢Inter-group Discussion or Exchange †¢Interviewing †¢Index Card Match †¢Information Sear †¢Anonymous card †¢Demonstration †¢Dyadic Discussion or Exchange †¢Games †¢Group Inquiry †¢Contracting †¢Creative Activity †¢Checklist †¢Closing Circle †¢Brainstorming †¢Case Study †¢Reference †¢Trio Discussion or Exchange †¢Writing Task †¢Self-Assessment and Self-Evaluation †¢Small Group Discussion †¢Whip †¢Peer Consultation †¢Peer Teaching †¢Simulation †¢Read and Discuss †¢Read and Teach Group †¢Mental Imagery 9.0 CONCLUSION Organizations make arrangement for development of its executives so as to improve efficiency of management. Managers need generalized knowledge in lieu of technical skills on particular job. Therefore, training of executives is often known as development. It is good to focus both on Training and development to ensure that our team members are able to perform to the best of their ability, not only in short term (their current job) but also in the long term (their future careers). REFERENCES Bernardin, H. J. (2010). Human Resource Management: An Experiential Approach.5th Ed. New York: McGraw-Hill. Dale Carnegie and Associates (2006), Managing Through People, New York, USA David M.(2009), Human Resource Development. UK. Oxford University Press. Dessler G. (2011), Human resource Management. 12Th Ed, USA, Florida International University Prentice Hall. Dessler, G. (2011). A Framework for Human resource Management. 6th Ed. Delhi: Dorling Kndersley. Kisire, S. J. (2009). Simple Revision Guide Human Resource Management. Nairobi: Bernard Bongo DPW. Noe A.R. 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