Auditing Essay Example | Topics and Well Written Essays - 1000 words - 6

Auditing - Essay Example The alternative adopted by the audit assistant is the information related to the Club casino has been carefully removed as far as its referencing is concerned. On the other hand, provision for safeguarding the information of the organization may be created against the leakage of information either by the professional or any employee associated with the company.1 ii) The duties of the company secretary cannot be performed by the engagement partner of Ace Limited audit because the engagement partner is not well versed with the work performed by the company secretary of the company. Moreover, the engagement partner is already assigned the tedious task of audit reporting, maintaining relation with the client. However, an engagement partner can be linked to other companies, so the laws that the company abides by should not be disclosed to an external individual as this may violate the law of confidentiality. As an alternative course of action to this violation the company should safeguard itself by appointing any close member from the company itself, like the internal auditor of the company. This way less chances will be there for the internal information of the company to leak out.2 i) Slipway Limited is in a situation where the company is facing constant decline for the past two years and the scope of cost cutting also seems difficult due to the purchase of imported machineries. These machineries were purchased so as to increase falling operations by carrying out the operations of the company more effectively. The bank providing loans to the company may be at whelm of an audit risk, whereby the documents of the company have every possibility of being overstated than the actual financial statements of the company. The audit risk particularly affects the transaction in the financial statement of accounts which portrays wrong information about the current financial position of the organization. However, the three

Global Strategic Resource Allocation Essay Example | Topics and Well Written Essays - 1500 words - 1

Global Strategic Resource Allocation - Essay Example With this concern, a discussion will be made regarding a particular global health topic for a selected country i.e. the UK. In this regard, the global health topic, which will be discussed in the following discussion is â€Å"The Need for More Community Health Workers.† From various studies, it can be apparently observed that there exists a correlation between health and social problems. In the UK, the individuals with higher income can better meet the costs of healthcare services, whereas the poorer people have to suffer. The government of the UK has taken numerous steps to serve people who have low income and cannot afford to invest more in accessing varied healthcare services. It is worth mentioning that the UK government has developed various programs and with the help the Community Health Workers, it desired to create greater awareness in the entire region. The government strongly believed that the utilization of community health workers in a large manner will certainly contribute in providing greater health services to the individuals belonging to the UK and also a strategy to suffice the growing shortages of health workers in the UK. The involvement of the government and active participation of World Health Organization (WHO) has introduced certain programs that range from large scale to community-based initiatives in order to serve the individuals effectively residing in the UK. The absence of such programs and the community health workers have might greatly affect the people and the healthcare system of the UK at large (Appleby, 2011). The government of the UK is recognized to set and hold the utmost standards of professionalism in the healthcare sector. The nation has come forward to serve the individuals and also to encourage ethical behaviors. It is worth mentioning that with the help of the community health workers, the UK government desires to protect the interests of the people. The government

The Fight for Sanity in The Yellow Wallpaper -- Yellow Wallpaper essay

The Fight for Sanity in The Yellow Wallpaper      Ã‚  Ã‚  Ã‚  Ã‚   Charlotte Perkins Gilman's The Yellow Wallpaper is partly autobiographical and it illustrates the fight for selfhood by a women in an oppressed and oppressive environment.   In the story, the narrator is not allowed to write or think, basically becoming more dysfunctional as she is entrapped in a former nursery room where bars adorn the windows and the bed is nailed to the floor.   In this story there is an obstinacy on behalf of the narrator as she tries to go around her husband's and physician's restrictions, however, there is no resisting the oppressive nature of her environment and she finally surrenders to madness even though it represents some kind of selfhood and resistance because it allows her to escape her oppression, "She obsesses about the yellow wallpaper, in which she sees frightful patterns and an imprisoned female figure trying to emerge.   The narrator finally escapes from her controlling husband and the intolerable confines of her existenc e by a final descent into insanity as she peels the wallpaper off and bars her husband from the room" (Gilman, 1999, 1).    Gilman herself suffered from post-partum hysteria and was treated by a famous doctor of the era, one who prescribed his famous "rest cure", the same cure the female narrator cannot tolerate and defies in The Yellow Wallpaper.   In this story the narrator remains nameless and there is good reason for it.   She feels as if she has no identity or control over obtaining fulfillment and unity and satisfaction in life.   Her husband is a doctor who also prescribes complete rest for her and is opposed to her doing the one thing that seems to give her a unique voice, writing.   Thus, the narrator defies her... ...ation of the personality)" (Brown, 1999, 1).   Gilman shows how this descent is inevitable in such an oppressive environment, unless, of course, one is as strong as Gilman herself in overcoming such an environment.      Works Cited The Yellow Wallpaper. http://members.aol.com/luvthebard/111/yellowwallpaper.html, Aug. 2, 1999, 1-2. Brown, B. D.   A Psychological Approach to Charlotte Perkins Gilman's The Yellow Wallpaper. http://www.usinternet.com/users/bdbourn/yellow.htm, Aug. 2, 1999, 1-2. Dewey, J.   Art and Education: A Collection of Essays.   Pennsylvania, The Barnes Foundation Press, 1954. Gilman, C. P.   Charlotte Perkins Gilman Reader.   New York, Pantheon Books, 1980. Gilman, C. P. Charlotte Perkins Gilman:   The Yellow Wallpaper. http://endeavor.med.nyu.edu/lit-med/lit-med-db/webdocs/webdescrips/gilman87-des-.html, Aug. 2, 1999, 1-2.   

Staff Training And Development Essay

Sustaining Effective Staff Training And Development Essay IntroductionWhat is training and development?Training and development is a concept in management which allow the organisational activity to be aimed directly at performance of individuals, groups and the organization (Landale, 1999). There are three main activities under the guise of training and development which are interlinked – training, education and development. It is not just the role of the employer to identify training and development needs, the employee also needs to be able to identify their role in the organization and how they can effectively develop themselves (Landale, 1999). Van der Bossche et al (2010) acknowledge that due to the rapid advancements in technology and knowledge require the individual to participate in personal and professional development. The development of talent within the organization is necessary for competitive advantage to exist, it is also necessary for the retention of employees. The organization needs to identify talent and to support the individuals through all their training needsStaff Training and Development is described asthe necessity to cover the essential skills used in the everyday work situation. Within the promotion of training and development, the individual needs to be focused on the goal of developing their skills, knowledge and understanding of how the organization exists within its environment (Jerling, 1996). If the manager can motivate the employee in their work and can encourage development then the employee will see it in a positive light and will work towards the goals.I I Background Having effective employees is instrumental to the success of any business organization. This is the case because of the high employee turnover rates and high unemployment rates evident in most countries. Since the 2008 recession in the U.S, other countries of the world have experienced the ripple effects as the world largest economy struggles to recover. The European nations have suffered under the current debt crisis that has shrunk economies in Europe. Other countries in African and Asia have also felt the impact, as their economies are most dependent on both the U.S and European markets for trade. The subject of having effective employees has therefore, gained relevance as employers look for ways to sustain their workers. In an effort to keep their most important asset, organizations are heavily involved in the training and development of employees (Hung &Wong 2007). Training and development has been a tool used by organizations to mitigate the risks of losing employee to other or ganizations. It has also been used to groom future leaders of the company, as well as assist organizations in saving time and money. This essay shall discuss two theories that discuss employer support and training, as well as the impacts of employee performance in relation to training and development of employees.III Development Humphry Hung and Yiu Wong have come up with two theories that discuss the relationship between the employer and the workers when it comes to training, continuing education and work study performance (Hung and Wong, 2007). The theories were introduced because of a case study of Hong Kong students who were in school and worked at the same time. The authors then came up with the theories to help explain the student or employee’s performance in relations to their employees and employer relationship (Hung and Wong, 2007). The first theory was the psychological contract theory while the second one was the expectancy dis-confirmation theory. The researchers realized the need for employees to have an education so that they are able to move up the ladder as far as the work force is concerned. The researchers used the employee and employer relations as the subject of research, and came up with a model to explain how training and development can be effectively used in the workplace (Hung &Wong2007).Psychological contract theoryAccording to the psychological theory, the employer and the employee have a set of beliefs, promises and obligations that go beyond the formal contract between the two. This psychological contract theory is attributed to the second wave of research in this subject, namely where the basis is a mutual loyalty between employees and organization (Hall and Moss, 1998). The elements of the third wave of research on the psychological contract, which measures the attitudes and perpceptions of employees towards organization are demonstrated below (Robinson, 1996). In other words, once an employer hires an employee, the employee has to abide by certain rules while the employer is obligated to behave professionally. This means that the employees expect to exchange their loyalty and productivity for wages and other forms of compensation (Kimberly 2009). This theory may be regarded to be limited in delivery of depth of investigation of relations between organization and employees (Robinson and Morrisson, 1995). This suggests that recent research has failed to acknowledge the fact that psychological contact theory is more multi-dimensional as opposed to what has been presented in the research (Trunley and Feldamn, 1999a). As a result, there were two kinds of contents presented, namely transactional and relational. Transactional content involves measurable economic exchanges between the two parties. For instance, an employee works 40 hours a week for a paycheck at the end of the week. Relational contents are based on trust and long-term relationships. In such a case, an employee can delegate a certain role to the employee based on trust (McConnell 2004). In the study, three principles can emerged. First, there is interaction at an individual level, mutual relationship between the two parties and finally tactical exchanges. Most people believe that the relationship between the employee and the employer is based on personal ties because the employer is an embodiment of the organization, and the experience of their interaction dictates the success of an organization (Hung &Hing 2007). On the other hand, some believe that there has to be a mutual relationship between the employer and the employee for organizations to succeed. The mutual obligation is based on the belief that the employer is obliged to the employee in return for a commitment. Finally, the tactical exchanges occur between the workers in which case, the employee insists on a mental connection between the two parties (Kimberly 2009). The significance of the psychological contract theory is that it attempts to explain the employee’s behavior in regards to how he is treated by the employer. In other words, the employee relationship to the employer is imperative to matters regarding how employees react when subjected to training by organizations. The development of the employee dictates the performance of the employee in the continuing work-study. The research found that students who had a good working relationship with their employer performed well in their training and education compared to those who had a bad relationship (Hung &Hing 2007). Another limitation is attributed to the assumption, that psychological contact theory fails to address the specifics of individual work behaviour (Robinson, 1996a). From methodological perspective, this theory was developed on the basis of employee’s self-appraisals. As a result, it failed to include the actual supervisor’s appraisals, which are perceived to be quite crucial in delivery of objective opinion on the subject of job performance (Keeney and Svyantek, 2000).Expectancy disconfirmation theoryThe expectancy disconfirmation theory is similar to that of consumer dissonance. Only that in this case, it deals with the employee, as opposed to the consumer. The theory was brought about from the comparison of a worker and a consumer when dealing with their products. An employee is believed to have positively disconfirmed their role in the organisation when their perceived performance exceeds their expected performance (Roughton&Mercurio 2002). The opposite is true and r eferred to as negative disconfirmation. Negative disconfirmation occurs when an employee believes that their expectations exceed their perceived The ability for the organisation to be able to sustain effective staff training and development in the workplace is a necessity in the global market. The purpose of this paper is to reflect on training and development in the workplace (Venkatesh and Goyal, 2010). Other considerations which must be taken into consideration when discussing this topic are in relation to the culture and structure of the organisation as well as the importance of communication and the impact of the leadership styles on the overall behaviour of the organisation (Venkatesh and Goyal, 2010). The global market has allowed the transfer of skills and knowledge through migration and the internationalisation of organisations. Training and development are important to how the organisation can compete in the market, if the organisation can sustain their employees through training and development they will be able to compete in the market. The effectiveness of employees will prove to be a valuable asset to the organisation and it is important that the organisation holds on to their employees (Klein, 1998). It has been argued that the resources of an organisation are the key sources of competitiveness. There is a need to examine the background of the organisation – culture and structure to see how these can determine how the organisation perceives training and development opportunities within the organisation. This theory has also proved to have some limitations attributed to it. This implies that it has been a subject to limitations imposed on the methodlogical approach. This implies that there have been some concerns reported in relation to the measurement of expectations that have been met (Irving and Meyer, 1999). This implies that direct measurement which is utilized in prediction of the disrepency between the expectations in relation to the job and actual behavioural intentions (Irving and Meyer, 1999).Strategic ManagementStrategic management is an essential process which needs to be considered in any organisation. Thompson & Martin (2005) explain the process as being concerned with organisational actions and activities which identify and deal with threats, opportunities etc in both the internal and external environment. How strategic management is managed shows how well the organisation can adapt to change and how training and development will be welcomed in the organisational conte xt. Lamb (1984) states that strategic management assesses competitors of the organisation and sets goals and strategies which can be seen in the context of training and development and how the organisation views the importance of its employees. One of the most important strategic processes is the practice of retaining employees. It is best practice to keep the skills and knowledge available to the organisation to remain competitive and to be able to recruit the most talented individuals in the market. If an organisation has the pick of the talent through their recruitment process they can sustain their competitive advantage which will allow them to compete consistently. The type of culture is reflected through the recruitment and selection processes as well the organisational structure and culture. If an organisation can effectively train and develop their workforce as well as retain their employees. Performance management and a competitive incentive programme can enhance the ability of the organisation to select and recruit the individuals they want to recruit to positions and not just because they have to fill the position (Phillips & Pulliam Phillips (2002). Lambin (2000) defines the strategic process as allowing management to identify advantages and disadvantages. It will be important to identify the advantages and disadvantages of training and development further on in this paper but it is extremely necessary that these are identified so that the organisation can identify the skills and knowledge which they require in their organisation. The human element to the resources of the organisation are extremely important, Armstrong (2006) cites that the skills and competencies identified within the human resources process need to meet the future demands and challenges of the organisation and the environment. It will be necessary for the organisation to meet the pressures from the competitive environment and it should be prepared for this. Most organisations would not be able to function effectively in their environment without sustaining effective training and development in their workplaces. It is important that employees can be motivated i nto performing and target meeting.Organisational CultureThe culture of the organisation is an integral factor of organisational activity. Holbeche (2006) believes that there are issues linking corporate social responsibility, accountability and the stakeholder environment. The culture of the organisation will impact on the behaviour of the employees in reference to how they behave, their work attitudes, the ability to embrace change and how the organisational objectives are achievable or not. Motivational theory is extremely important (Alderfer, 1969, Vroom, 1964, Maslow, 1943, Herzberg, 1966) link the goals of the organisation to the performance and achievement of personal goals which in turn can be fuelled by how skilled and knowledgeable the individual is. The culture of the organisation can be linked to success through the achievement of the competitive advantage. Deal & Kennedy (1982) believe that the most important factor for the success or failure of the organisation is the c ulture. Culture by its very nature is implicit of behaviours within the organisation. Leadership and management are also essential to the understanding of culture and how it affects all mechanisms within the organisation (Rabey, 2003). This is also essential to the concept of training and development within the organisation as the development of management within the organisation, as the leadership role needs to grow both personally and professionally thus the impetus is on the development through training and development. The leader plays a role in the development of the organisation and if this individual is in tune with the development and training of the human resources, the organisation will embrace this concept. Schein (2004) reflects that the leadership and culture are inseparable. Structure is also important to the training and development environment within an organisation. The more rigid the hierarchical structure the less likely the culture will embrace training and development p ractices. While many organisations realise the need for progressive training and development it should be noted that not every organisation is a learning organisation (Schein, 2004).LeadershipIt is necessary to understand leadership as a concept before attempting to evaluate training and development. The development of the leader, according to Pedlar et al (2003), is that the concept is based on unexamined assumptions. There is no single definition of a leader, however, there are many attributes attached to leadership such as an ability to adapt, to make decisions, to be flexible and to be able to recognise skills within themselves and within others. The ability of the strategic manager is to be able to create an environment where employees want to participate and make a significant contribution to their role in the organisation. It is through this communicative process that the leader can identify the development requirements of the employee. The employee should be able to trust t he judgement of the leader to allow them to participate in any programmes for development and learning within the organisation (Rabey, 2003). It is also necessary that the leader can identify any developmental needs in their own career progression. If the leader is forward thinking they will bring the organisation into line with the requirement of the selection and recruitment process to enhance the competitive nature of the organisation. The performance of the individual is impacted by the authority figure in the organisational relationship and can be highly influenced by the use of incentives. One such incentive which can be used to motivate the employee is that of training and development opportunities. These types of incentives are extremely important in today’s global environment with the internationalisation of organisations and the free movement of the workforce. The more skilled the workforce, the more ability the employee has to dictate their position within the organisation. This position allows the employee to hold some power over the authority figure as they can determine where they want to go in terms of their career and their development. Communication is key to this process so that the employee knows what kind of training is available to them and for the leader to be able to communicate the type of training which may best suit the employee. It is important that the leader can apply self development to themselves before they apply it to the individuals within their organisation and there should be an ethos throughout the organisation on lifelong learning .Learning OrganisationIn today’s global environment the concept of lifelong learning is extremely important and it is necessary for all employees to keep their development and learning up to date. The availability of learning to employees should be a pre-requisite to any organisation who profess to be a global leader. It is necessary for all employees to keep their skills, resources and knowledge updated so that they can compete in their business market. The markets while very dynamic and complex are also extremely competitive, and organisations are always looking for the right individual to take up a position within the organisation, who will ultimately enhance their competitive advantage (Lambin, 2000). Lifelong learning as a concept is not new, however, the concept of learning within the organisational context is very new. This allows the individual to learn around their own experiences. Both the organisation and the individual should be in synch with each other to allow their goals to be achieved. The service which the individual can apply to their customer greatly leaves a mark on the organisation as to how proficient it is in dealing with its customer. The ability of the organisation to provide professional training for their employees will successfully promote the organisation as well as the role of the employee. It is necessary that lifelong learning should be promoted more readily in today’s global markets due to the expansion of business and the free movement of employees to other countries. Lifelong learning can be provided throughout the organisation and does not necessary mean that it must be formal, it can be on the job training, but it should be used to encourage and motivate the individual. It is important to understand that the concept of lifelong learning is not without it disadvantages and within many organisations the facility is very much available. However, it is up to the individual to decide that they wish to partake in any programme, and also up to the manager to put the employee forward for training and development. This is very much about communication. Depending on how free flowing communication is, depends on the availability of these facilities. If the employee does not push for these opportunities they can hardly be expected to be handed the opportunity. However, the manager must communicate that these opportunities are available to the employee and explain the positive features for the employee. It is also necessary that the vision and politics of the organisation match the service and opportunities which can be given to employees. The need to preserve the abilities of employees within the organisation has become increasingly important, especially for the organisation to retain the skills, knowledge and resources which it currently holds. Lifelong learning can in effect change the labour market and the direction which the organisation is heading. Smith (2001) identifies the need of an organisation to be progressive, to allow the individual to gain more knowledge throughout their career and to persuade the individual to use the resources available to them for educational and growth purposes.Benefits of Training and DevelopmentTraining and development is a particularly helpful feature to the organisation as well as the individual. The process allows both the organisation and the individual to grow alongside with the global market. It allows the individual within the organisati on to recognise that they should be motivated to perform their job to the best of their ability because they can feel more valued by the incentives which they can receive from the organisation. There are many benefits to the organisation and the employee but it should also be recognised that there are also disadvantages to this. Lifelong learning does not necessary mean that the employee has to go off site on participate in in-house training, it also means a variety of opportunities within the organisation such as job rotation, secondment etc. These types of roles allow the employee to try out the role but also it means that they can avail of training in other positions within the organisation. This type of training can also motivate the employee as it can be seen as a performance reward for their hard work. It would seem in today’s environment, the emphasis would be very much on a culture of performance equals rewards. Other types of training and development include attending classes and online courses.Advantages and disadvantages of Training and DevelopmentThe advantages which can be beneficial to the organisation is the retention of the current employees who are competent in their positions and have the ability to take on new roles within the organisation. If the employee can be trained in other po sitions it will benefit the organisation when it comes to employees leaving, thus the need for an urgent replacement for the position is no longer made a priority as the organisation can often promote or second from within. This allows the organisation some time to proceed with the recruitment and selection process to allow for them to find the right candidate. This also allows the employee to try other positions within the organisation and to decide if they wish to apply for these positions. With these types of training and development opportunities, the employee gets an opportunity to experience other roles and they may also provide a monetary incentive such as a pay rise while they are in the position. The ability of the organisation to provide these types of roles will also allow the organisation to retain their workforce and the skills and knowledge which come with that. It also enhances the skills of the employee. While there are advantages to training and development, there are also disadvantages. These disadvantages are predominately to the organisation but those which are important factors to the employee are the amount of time they would have to spend on the training and they may not be fully aware of the training opportunities which are afforded to them. This could be due to a lack of communication within the organisation or that the organisation is not overly interested in the development of their employees. One major reason that an organisation may not provide training and development would be down to cost in time and money. It may not be convenient for the organisation to spent time and money on an employee when the end result could be that they lose the skills and knowledge of the employee to another organisation due to the training and development they received. This has become more common as employees are more empowered and acknowledge the freedom to move to another job, even to mov e to another country.How Training and Development is ChangingGarrison & Anderson (2003: p.i) state that ‘The growth of e-learning is being described as explosive, unprecedented, and above all, disruptive.’ E-learning is associated with providing a framework for understanding the application and to goal set. This method of learning has become increasingly adopted as technology is evolving and transforming work practices. Many organisations have acknowledged the need to change according to reviewing the values and culture of their organisations. It has become increasingly important for organisations to adapt to the new learning environment. Training and development has changed rapidly due to global expansion. The employee no longer needs to take time off work to participate in training. Along with on the job training, it has become cost effective for employees to educate themselves through online and DVD/ CD’s. Technology has afforded organisations and employees easier ways to participate in training and development. Study can take place at the workstation or at home rather than the traditional format where the employee had to leave the workplace and travel to a destination where they could be facilitated. This has become extremely cost effective for the organisation as they are not losing man hours when the employee is studying/ on their course and it also means that workloads are not high because the work is still being completed. Along with the rise in popularity of the Internet and its main feature, namely interactivity, the human resource managers have found out that this may be used to the advantage for training and development purposes (Venkatesh and Goyal, 2010). The internet, as an interactive and communication medium provides wider access to the information and enables distance learning for knowledge transfer purposes. This suggests that it is much easier to engage in learning programs from any location in the world, if an individual has an Internet connection (Venkatesh and Goyal, 2010). Additionally, it has been estimated that the Internet is associated with lower costs, imposed on the training and development strategies. This implies that the main costs are reduced in the areas of physical distribution of training and development programs and the need for hiring a specific staff in order to maintain those. Online training allow the individual to manage the training program by himself, where he is r egarded to be in control over the situation (Venkatesh and Goyal, 2010). Van Dam, (2002) suggests that online training is utilized in combination with the offline channel, suggesting that in the majority of cases, the users of the online training system tend to maintain an offline contact whilst receiving the necessary instructions. The online training system is mainly utilized for the development of computer skills, job-related skills and technical competencies. Recently, there has been an emergence of economic recession that has affected the planning and implementation process of training and development programs. This implies that economic recession has made the companies to reconsider their costs and thereby plan the cuts, where necessary. CIPD, (in EWCO, 2009) has estimated that the performance of the majority of companies in the previous 12 months has been worsened. With regard to training and development, it has been estimated that 32 % of surveyed companies have reported cuts in the training and development budget in the previous 12 months. However, in the light of recession, despite the imposed cuts in budget, the majority of companies has estimated that training and development has not been viewed as an expendable commodity. This implies that the management of the companies still view training and development programs as the key priority for company’s achievement of organizational objectives (CIPD in EWCO, 2009; Bourke, 2009) . This suggests that there is a great potential for further investments in training and development programs, given its significance in the corporate world.Methods used in Training and DevelopmentThis type of training also encourages the employee as they can do all their study with the use of a pc and can do it during working hours at their workstation. It also allows the employee to have more say in their development and to enhance their skills. The use of IT has allowed the development of more globalised skills which are transferrable. It is also appropriate for the organisation to provide the employee with the information about training and development opportunities which is extremely easy compared to how the traditional methods had been. The employee and the organisation can research the courses/ training and development opportunities. The manager has the ability to distinguish worthwhile courses/ training opportunities according to the need of the employee with the use of IT. T his is where the ability to communicate and identify the individual needs of the employee as well as their own needs. References 1.Alderfer, C.P. (1969): An Empirical Test of a New Theory of Human Needs, Organizational Behaviour and Human Performance, Vol. 4, Issue 2, May, pps. 142-175 2.Armstrong, M., (2006): A Handbook of Human Resource Management Practice, 10th Edition, Kogan Bourke A. (2010). ‘Recession Affects Training and Development Programs’. Available from: http://www.aicpcu.org/MediaCenter/docs/articles/Recession_Affects_Training_and_Development_for_Web_10-09.pdf. Last Accessed: 13th Feb. 2012 CIPD in EWCO (2009). ‘Impact of recession on workplace training’. Available from: http://www.eurofound.europa.eu/ewco/2009/09/UK0909039I.htm. Last Accessed on 13th Dec. 2012 3.Deal, T.E., & Kennedy, A.A., (1982) :Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books 4.Garrison, D.R., & Anderson, T., (2003) :E-Learning in the 21st Century, RoutledgeFalmer, Taylor & Francis Group Hall, D. T., & Moss, J. E. (1998). ‘The new protean career contract: Helping organizations and employees adapt’.Organizational Dynamics, 26, 22–37. Herzberg, F. (1966) :Work and the Nature of Man, Staples Press Holbeche, L. (2006), Understanding Change: Theory, Implementation and Success, Elsevier Butterworth-Heinemann Hung, H. & Wong Y. (2007), ‘The relationship between employer endorsement of continuing education and training and work and study performance’: A Hong Kong case study’. International Journal of Training& Development, 11, 4, pp. 295-313. Irving, P. G., and Meyer, J. P. (1999). ‘On Using Residual Difference Scores in the Measurement of Congruence: The Case of Met Expectation Research. A Longitudinal Analysis’, Personnel Psychology, 52(1), pp. 85-95. Jerling K. (1996). Education, Training, and Development in Organisation. Pearson: South Africa Keeney, M. J., & Svyantek, D. J. (2000). ‘A review of psychological contract theory and research: Promise nothing and they still may get angry’. Current Trends in Management, 5, 65–94. Kimberly, W. 2009, Value Initiatives Improving Performance in the Workplace. NY:GRIN Verlag 9.Lamb, R., (1984) Competitive Strategic Management, Prentice Hall 10.Lambin, J.J., (2000) Market-Driven Management: Strategic & Operational Marketing, MacMillan Business Landale A. (1999). Gower handbook of training and development. 3rd ed., Gower Publishing: UK 11.Maslow, A.H. (1943), ‘A theory of human motivation’, Psychological Review, Vol. 50 No. 4, pp. 370 – 396. 12.McConnell, C. R. 2004, ‘Managing Employee Performance’, Health Care Manager, Vol. 23, No. 3, p. 273, Supplemental Index. 13.Pedler, M., Burgoyne, J., & Boydell, T., (2003) A Manager’s Guide to Leadership, McGraw-Hill Phillips, J.J., & Pulliam Phillips, P., (2002) Retaining Your Best Employees: In Action Case Study Series, American Society for Training and Development Rabey, G., (2003) The Paradox of Teamwork, Industrial and Commercial Training, Vol. 35, No. 4, pp. 158 – 162 Robinson, S. L. (1996). ‘Trust and breach of the psychological contract’. Administrative Science Quarterly, 41:574–599. Robinson, S. L., &Morrison, E.W. (1995a). ‘Psychological contracts and OCB: The effect of unfulfilled obligations on civic virtue behavior’. Journal of Organizational Behavior, 16: 289–298 Roughton, J. &Mercurio, J. 2002, Developing an effective safety culture: A Leadership Approach. NY: Butterworth-Heinemann 17.Schein, E.H. (2004): Organizational Culture and Leadership, Jossey-Bass 18.Thompson, J.L., & Martin, F., (2005) Strategic Management: Awareness and Change, 5th Edition, Thomson Learning 19.Smith, M. K., (2001) ‘Peter Senge and the learning organisation’, the encyclopaedia of informal education, available online at www.infed.org/thinkers/senge.htm Turnley, W. H., & Feldman, D. C. (1999a). ‘The impact of psychological contract violations on exit, voice, loyalty, and neglect’. Human Relations, 52, 895–922. Van den Bossche, P., Segers, M., & Jansen, N., (2010) Transfer of Training: The Role of Feedback in Supportive Social Networks, International Journal of Training and Development, Vol. 14, Iss. 2, pp. 81 – 94 van Dam, N. (2002). E-learning by design: Can a better-designed course help you learn moree-learning. 3(1), 38-39. Venkatesh, V. and Goyal, S.(2010). ‘Expectation Disconfirmation and Technology Adoption: Polynomial Modeling and Response Surface Analysis,’MIS Quarterly 34, (2), 281-303 Vroom, V.H. (1964), Work and Motivation, John Wiley

What Is the War Powers Act

Question: What Is the Powers Act? Answer: The War Powers Act in U.S. law requires the president of the United States to withdraw troops engaged in hostilities abroad within 60 to 90 days unless the president seeks authorization from Congress to keep the troops at war. United States Congress passed the War Powers Act in 1973, when it was believed that several previous presidents, including John F. Kennedy, Lyndon Johnson and Richard Nixon (who was still the president at the time) exceeded their authority when they sent troops to Vietnam without congressional approval. The Constitution places the authority to declare war squarely in the hands of Congress, not the president. The Vietnam war was never declared. The War Powers Act itself requires U.S. forces to be withdrawn from foreign lands where theyre involved in hostilities in 60 days unless Congress ratifies the deployment. The president may seek a 30-day extension if thats whats needed to withdraw troops. The president is also required to report to Congress, in writing, within 48 hours of committing troops abroad. Within the 60 to 90-day window, Congress may order the immediate withdrawal of forces by passing a concurrent resolution, which would not be subject to a presidential veto. On Oct. 12, 1973, the U.S. House of Representatives passed the bill by a vote of 238 to 123, or three votes short of the two-thirds requirement to override a presidential veto. There were 73 abstentions. The Senate had approved the measure two days earlier, by a veto-proof vote of 75 to 20. On Oct. 24, Nixon vetoed the original War Powers Act, saying it imposed unconstitutional and dangerous restrictions on the presidents authority and that it would seriously undermine this nations ability to act decisively and convincingly in times of international crisis. But Nixon was a weakened president--weakened by his abuse of authority in Southeast Asia, where he had dispatched American troops to Cambodia--and of course kept American troops in Vietnam--without congressional authorization, long after the war had become unpopular and was clearly lost. The U.S. House and Senate overrode Nixons veto on Nov. 7. The House voted first, and passed it 284 to 135, or with four votes more than required to override. There were 198 Democrats and 86 Republicans voting for the resolution; 32 Democrats and 135 Republicans voted against, with 15 abstentions and one vacancy. One of the Republicans voting against was Gerald Ford, who said the bill had the potential for disaster. Ford would be president within the year. The Senate vote was similar to its first, with 75 to 18, including 50 Democrats and 25 Republicans for, and three Democrats and 15 Republicans against.

Opposition to the War of 1812 From Americans

When the United States declared war against Britain in June 1812, the vote on the declaration of war in the Congress was the closest vote on any formal declaration of war in the countrys history or since. Only 81% of the Republicans in both houses voted for the war, and not a one of the Federalists did. The close vote reflects how unpopular the war was to large segments of the American public. The opposition to the War of 1812 broke out in  riots in the east, particularly Baltimore and New York City. The reasons for that opposition had much to do with the newness of the country and its inexperience with global politics; and the messy and unclear motives for the war.   Unclear Motives for War   The official causes of the war as addressed in the declaration were that the British were suppressing international trade and press-ganging sailors. During the first decade of the 19th century, the British government was fighting off incursions of Napoleon Bonaparte (1769–1821) and to supplement their resources, they seized cargoes and impressed over 6,000 sailors from American merchant vessels.   Political attempts to resolve the situation were rejected, in part because of inept envoys and failed embargo attempts. By 1812, then President James Madison (served 1810–1814) and his Republican party decided that only war would resolve the situation. Some Republicans saw the war as a second War of Independence against the British; but others thought engaging in an unpopular war would create a Federalist surge. Federalists opposed the war, considering it unjust and immoral, and championing peace, neutrality, and free trade.   In the end, the embargoes were damaging to the businesses in the east, more than Europe—and in contrast, Republicans in the west saw the war as an opportunity to acquire Canada or parts of it.   The Role of Newspapers Northeastern newspapers regularly denounced Madison as corrupt and venal, particularly after March 1812 when the John Henry (1776–1853) scandal broke, when it was discovered that Madison had paid the British spy $50,000 for information about the Federalists which could never be proven. In addition, there was a strong suspicion among the Federalists that Madison and his political allies wanted to go to war with Britain to bring the United States closer to the France of Napoleon Bonaparte.  Ã‚   Newspapers on the other side of the argument argued that the Federalists were an English party in the United States that wanted to splinter the nation and somehow return it to British rule.  Debate over the war—even after it had been declared—dominated the summer of 1812. At a public gathering for the Fourth of July in New Hampshire, young New England attorney Daniel Webster (1782–1852) gave an oration which was quickly printed and circulated. Webster, who had not yet run for public office, denounced the war, but made a legal point: It is now the law of the land, and as such we are bound to regard it. State Government Opposition At the state level, governments were concerned that the U.S. was not militarily prepared for an all-out war. The army was too small, and states worried that their state militia would be used to bolster the regular forces. As the war began, the governors of Connecticut, Rhode Island, and Massachusetts refused to comply with the federal request for militia troops. They argued that the U.S. president could only requisition the state militia to defend the nation in the event of an invasion, and no invasion of the country was imminent. The state legislature in New Jersey passed a resolution condemning the declaration of war, terming it inexpedient, ill-timed, and most dangerously impolitic, sacrificing at once countless blessings. The legislature in Pennsylvania took the opposite approach, and passed a resolution condemning the New England governors who were opposing the war effort. Other state governments issued resolutions taking sides. And it is clear that in the summer of 1812 the United States was going to war despite a large split in the country. Opposition in Baltimore In Baltimore, a thriving seaport at the beginning of the war, public opinion generally tended to favor the declaration of war. In fact, privateers from Baltimore were already setting sail to raid British shipping in the summer of 1812, and the city would eventually become, two years later, the focus of a British attack. On June 20, 1812, two days after war was declared, a Baltimore newspaper, the Federal Republican, published a blistering editorial denouncing the war and the Madison administration. The article angered many citizens of the city, and two days later, on June 22, a mob descended on the newspapers office and destroyed its printing press. The publisher of the Federal Republican, Alexander C. Hanson (1786–1819), fled the city for Rockville, Maryland. But Hanson was determined to return and continue publishing his attacks on the federal government. Riots in Baltimore With a group of supporters, including two notable veterans of the Revolutionary War, James Lingan (1751–1812) and General Henry Light Horse Harry Lee (1756–1818 and the father of Robert E. Lee), Hanson arrived back in Baltimore a month later, on July 26, 1812. Hanson and his associates moved into a brick house in the city. The men were armed, and they essentially fortified the house, fully expecting another visit from an angry mob. A group of boys gathered outside the house, shouting taunts and throwing stones. Guns, presumably loaded with blank cartridges, were fired from an upper floor of the house to disperse the growing crowd outside. The stone throwing became more intense, and windows of the house were shattered. The men in the house began shooting live ammunition, and a number of people in the street were wounded. A local doctor was killed by a musket ball. The mob was driven to a frenzy. Responding to the scene, the authorities negotiated the surrender of the men in the house. About 20 men were escorted to the local jail, where they were housed for their own protection. Lynch Mob A mob assembled outside the jail on the night of July 28, 1812, forced its way inside, and attacked the prisoners. Most of the men were severely beaten, and Lingan was killed, reportedly by being struck in the head with a hammer. General Lee was beaten senseless, and his injuries probably contributed to his death several years later. Hanson, the publisher of the Federal Republican, survived, but was also severely beaten. One of Hansons associates, John Thomson, was beaten by the mob, dragged through the streets, and tarred and feathered, but survived by feigning death. Lurid accounts of the Baltimore riot were printed in American newspapers. People were particularly shocked by the killing of James Lingam, who had been wounded while serving as an officer in the Revolutionary War and had been a friend of George Washington. Following the riot, tempers cooled in Baltimore. Alexander Hanson moved to Georgetown, on the outskirts of Washington, D.C., where he continued to publish a newspaper denouncing the war and mocking the government. End of the War   Opposition to the war continued in some parts of the country. But over time the debate cooled off and more patriotic concerns, and a desire to defeat the British, took precedence. At the end of the war, Albert Gallatin (1761–1849), the nations treasury secretary, expressed a belief that the war had unified the nation in many ways, and had lessened a focus on purely local or regional interests. Of the American people at the end of the war, Gallatin wrote: They are more Americans; they feel and act more as a nation; and I hope that the permanency of the Union is thereby better secured. Regional differences, of course, would remain a permanent part of American life. Before the war had officially ended, legislators from the New England states gathered at the Hartford Convention and argued for changes in the U.S. Constitution. The members of the Hartford Convention were essentially federalists who had opposed the war. Some of them argued that states which had not wanted the war should split from the federal government. The talk of secession, more than four decades before the Civil War, did not lead to any substantial action. The official end of the War of 1812 with the Treaty of Ghent occurred and the ideas of the Hartford Convention faded away. Later events, events such as the Nullification Crisis, the prolonged debates about slavery in America, the secession crisis, and the Civil War still pointed to regional splits in the nation. But Gallatins larger point, that the debate over the war ultimately bound the country together, had some validity. Sources and Further Reading   Bukovansky, Mlada. American Identity and Neutral Rights from Independence to the War of 1812. International Organization 51.2 (1997): 209–43. PGilje, Paul A. The Baltimore Riots of 1812 and the Breakdown of the Anglo-American Mob Tradition. Journal of Social History 13.4 (1980): 547–64. Hickey, Donald R. The War of 1812: A Forgotten Conflict, Bicentennial Edition. Urbana: The University of Illinois Press, 2012.  Morison, Samuel Eliot. The Henry-Crillon Affair of 1812. Proceedings of the Massachusetts Historical Society 69 (1947): 207–31. Strum, Harvey. New York Federalists and Opposition to the War of 1812. World Affairs 142.3 (1980): 169–87.Taylor, Alan. The Civil War of 1812: American Citizens, British Subjects, Irish Rebels, and Indian Allies. New York: Alfred A. Knopf, 2010.

Afghanistan s Geography Afghanistan - 1527 Words

Afghanistan’s Geography: Afghanistan is a country that is rich in history and war. Going back to early human civilization, many empires resided in this country. This country’s history is so vast some experts say that the relics and artifacts are just a grand as the artifacts from Egypt. â€Å"Lying along important trade routes connecting southern and eastern Asia to Europe and the Middle East, Afghanistan has long been a prize sought by empire builders, and for millennia great armies have attempted to subdue it, leaving traces of their efforts in great monuments now fallen to ruin.† (Dupree, et al., 2016) Afghanistan is landlocked country that boarders seven countries, located in south-central Asia. The nearest body of water is over 300 miles away. â€Å"Because of both its isolation and its volatile political history, it remains one of the most poorly surveyed areas of the world.† (Dupree, et al., 2016) With the rugged terrain holds a rugged trail of women’s rights. 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