Hotel report Assignment Example | Topics and Well Written Essays - 1000 words

Hotel report - Assignment Example Melbourne Marriot Hotel is one of the most admired firms in the region that has been deploying all the possibilities of hospitality, tourism, and event industries for its business growth. The Melbourne Marriott hotel is one of the distinguished franchisees of Marriott International, Inc. The hotel located in Melbournes central business district is unique for its personalized services and exceptional amenities. Melbourne Marriott constitutes the perfect stay for the people who visit the city. Melbourne Marriott hotel is the franchisee of Marriott International, Inc founded by J. Willard Marriott in 1927. Marriott was aware of the potentiality of hospitality industry and its scope in Melbourne. He later expanded his venture into a chain of restaurant and hotels over 74 countries with more than 3800 properties. The Melbourne Marriott Hotel has 185 guest rooms and 19 luxury suites, and all are uncommonly spacious and airy. Its lobby area is exceptionally elegant in style and facilities in rooms may surpass the wildest expectations of the visitors. One important feature of the hotel is its 100% non-smoking policy in its premises. Other important facilities include but not limited to heated salt water swimming pool, spa and gymnasium, conference hall, event facilities, bar, dry cleaning, and currency exchange. All bedrooms contain ‘one queen or two double beds and separate change area’ (Melbourne Marriot Hotel, visitvictoria.com). it also contain writing desk, phone, voice mail, TV, coffee making facility, iron, toaster, newspaper, Wifi access, porter bell, pull-out sofa bed, custom duvets, rollaway bed etc. Its reception works 24 hours and allows luggage storage ensuring extended customer service in every possible way. 24 hour room service, secure parking, and wheelchair facility also make the service incomparable. The Melbourne Marriott hotel is well known for its Business Center as well. It also

Manus for example refuses to speak Essay Example for Free

Manus for example refuses to speak Essay The opening movement can be referred to as the gathering where the characters are introduced to the audience9. It is evident that the sequence in which Friel presents the characters to the audience on stage is significant. Primarily, an obvious observation to make would be the entrance of the Irish community to the stage, followed by the English. However, the entrance of the Irish community to the stage alone is equally important, appropriately starting with Manus, Sarah and Jimmy Jack. These characters are the least accepting of Englands colonialism, and refuse to acknowledge the inevitable changes (Manus for example refuses to speak English. ). It is quite fitting therefore that Owen is the last Irish member to enter the stage; for he has not only embraced the unavoidable changes, but he has joined forces with the English to enforce them. Unlike his brother Hugh, and the other Irish members, he fails to appreciate that the roots of the Irish culture are masked in language. Friel also has additional reasoning for such a pattern of entrance. Hughs entrance following his attendance at the baptism of Nellie Ruadhs baby for example enhances the importance of naming in the play. I strongly agree with the critic Leon Litvack who stresses It is not so much the naming and the changing of names, but what that signifies and what those names signify in a particular context10. In the second and third acts there is celebration and breakdown together. Effectively, Friel contrasts the first two celebratory acts with the final act of breakdown, to represent the scattering of the Irish people and the collapse of the Irish culture. Hughs return from the christening of Nellie Ruadhs baby in Act one and his return from the babys wake in Act three symbolises simultaneously Britains colonialism of Ireland, and the death of the Irish language. Baile Beag can be perceived in Translations as a microcosm of Ireland11. In a similar way, one could thus support the view that the desire of the English to make a map is itself a microcosm Englands desire to colonise Ireland. Therefore, Friel uses this to represent how the roots of the Irish culture are destroyed, through the destruction of Irelands place names. Lanceys blinkered statement that a map is a representation on paper reinforces this viewpoint. However, I disagree with critics such as Andrews who over historicize the play, claiming that Friel attempted to portray the map as an extreme act of colonialism. In order to correct Friels so called historical errors Andrews claims that the map was much more of a civil measure, rather than an oppressive military act. In support of Friels own words that the play has to do with language and language only it is important to highlight the relationship between names and identity. Friel maintains that names, culture and relationships (embodied in language), establish identity. He supports this theory through the character of Sarah, a girl with speech difficulties, silenced by the colonisers she knows she cannot. She closes her mouth. Her head goes down. In contrast to this, in A Passage to India Forster suggests that identity is found on a more spiritual level, and is only masked by names, culture and relationships. Ironically, while Forster focuses on the complexity of three different religions, places and seasons to emphasise the importance of the individual, Friel adopts the small hedge school of Baile Beag, and the personal relationships within the school to stress the significance of language on a larger scale, and its importance when considering Irelands loss of identity through colonisation. In A Passage to India Forster questions the importance of language, relationships and culture, illustrating the significance of the spiritual understanding of the individual. Forster achieves this primarily through the character of Mrs Moore, and the spirituality of Hinduism. However, the issue of colonialism is less important in A Passage to India, and plays a more prominent role in Friels Translations. Unlike Forster, through the colonialism of Baile Beag Friel demonstrates his belief that the core of a persons individuality is held in language, and without it their culture, relationships and names are lost.

Principles of the Early Years Foundation Stage Framework

Principles of the Early Years Foundation Stage Framework Outline In this report I am going to be reviewing the Early Years Foundation Stage Framework (EYFS) looking at the principles, how they underpin our Early Years settings and are based on the theory of pioneers. I will then cover the value and importance of play and how this is a major part of childrens learning. I will outline how we got to where we are today with the EYFS Framework including the importance and the impact it has had on todays practitioners. At the end of the review I will look at how training and the continuing professional development of practitioners is essential. Principles Dictionary definition a truth or general law that is used as a basis for a theory or system of belief Oxford English Dictionary, third edition 2005 Early Years Foundation Stage principles: A unique child every child is a competent learner from birth who can be resilient, capable, confident and self-assured. Positive Relationships children learn to be strong and independent from a base of loving and secure relationships with parents and/or a key person. Enabling Environments the environment plays a key role in supporting and extending childrens development and learning. Learning and Developing children develop and learn in different ways and at different rates and all areas of Learning and Development are equally important and inter-connected. Todays children are the main priority in every Early Years practice. The Early Years Foundation Stage must be underpinned by principles supporting every area of a childs development. They are all of equal importance and need to be in place when caring for children. They work together providing a stimulating and valuable practice, delivery of the EYFS and putting the legal requirements in to perspective. They also support childs needs and interest which means appropriate activities are delivered. Key pioneers and theorists such as Montessori and Margaret MacMillan have been studying how children learn for over 200 years. Through studying and observing children they realised and established what was important for a child to develop and learn. Margaret MacMillan came to her theory after noticing the affect poverty was having on children. She became aware of the importance of exploring the natural world, being outside in open spaces and receiving regular meals, bath time and plenty of sleep. As according to M.MacMillian In open-air nursery children had no examinations to sit, no formal structure to the day but had time to play, to run free in open spaces, feel the sun and the wind and explore the natural world.(how children learn pg24) Key pioneers and theorists still influence our principles and teaching today, as we ensure that childrens learning is extended and that they have access throughout the day to both the indoor and outside area and not just at set times. The outdoor area is now an extension of the classroom bringing the indoor areas outdoors including role play, writing, gardening, and caring for life stock. Childrens families who are on a low income are also offered free school meals to ensure the child received a healthy balanced diet and all children are given the time and space to rest throughout the day. Value of play Play is a powerful motivator, encouraging children to be creative and to develop their ideas, understanding and language. Through play, children explore, apply and test out what they know and can do Rumbold report pg7 56 All babies and children enjoy playing, it is an essential part of their growing up and is needed for children to reach their full potential. It allows the children to be in charge of their own learning and is used everyday, this allows us to see a lot more of their achievements rather setting the scene for them. Children are able to combine their play with learning in a safe environment as C.Macintyre (into VIII) states although the children might be seen to be just playing all the time they are learning, just as fast as they can Play supports a childs holistic development as PLAY play underpins all development and learning for young children. Most children play spontaneously, although some may need adult support, and it is through play that they develop intellectually, creatively, physically, socially and emotionally. Children can learn everything through play and it is an effective way of learning so it should be made fun and enjoyable for both the children and the parents. It is also important that children and practitioners understand they are allowed to play and that it is through play that they learn. When playing children naturally develop their skills and to act out and over come any issues they have in the immediate world. It is also where the children do their thinking, problem solving and use first hand experiences so it is important that the practitioners and parents enter the childrens world and encourage their play. Playing can take place anywhere not only in the classroom but the outdoor area as well and children need to be given time and space to place. The journey of Early Years Foundation Stage curriculum The journey of how we got to todays EYFS curriculum started in 1990 with the Rumbold report starting with quality. It researched in to the quality of education for under fives and how the process of a childs learning is just as important as the outcome. The report states Childrens imagination can be nurtured by responding to their curiosity. With encouragement and stimulation, this curiosity will develop into a thirst for, and enjoyment of, learning. Pg 7 56. In 1996 Desirable Outcomes were introduced consisting of six areas of learning: personal and social development, language and literacy, mathematics, knowledge and understanding of the world, physical development, and creative development. The Curriculum Guidance was then set up in 2000 for the Foundation Stage children aged 3-5 years. It meant they had their own curriculum which supported their needs within the 6 areas of learning. Under each area then had set goals which gave guidance and structure to their education. Each chil d will achieve these goals at their own rate and are the foundation of their learning. It was then noticed that children under 3 also needed some guidance so in 2003 Sure start introduced a framework known as Birth to three: supporting our youngest children introduced. It takes a holistic approach in little stepping stones caring for children needs and routine. These are covered by four components: A strong child, skilful communicator, competent learner and healthy child. Today every practice is required to follow the Early years framework. It complies and supports all children from birth to five and separates from the National curriculum. It focuses on development, learning and care of the child. The framework The EYFS framework is one document which all settings working with children will have to comply with. It includes both education and care and is supported by the four principles (appendix). For a effective setting it is important that the following key points are in place. This has had a huge impact on practitioner as it ensures every childs development is being met and they are seen as an individual. Observing a child is an important part of the day-to-day role of a practitioner within an Early Years setting. As observing a child you are able to discover the childs interests, likes and dislikes, behavioral patterns, asses the childs stage of development and identify any patterns in the childs learning. S.Isaac pg 35 how children learn allowed adults to really get to know children, that their emotions were not hidden It can also highlight any concerns you may have and ensures that the child is seen as an individual with all its needs being met. Observing a child involves looking, listening and being activity involved. Assessing a child is of equal importance as observing them, as you use the information from the observation to identify the childs achievement and plan the childs next steps in their development and learning. Ongoing assessment is an integral part of the learning and development process EYFS Statutory Framework pg 16 2.19 In my own setting we are regularly observing children during play as this is when we feel we gain more from observing the children as they are more comfortable and demonstrate the skills that they have learnt. We then take the childs observation and record their achievements in their individual profiles and learning journeys. From looking at their achievements we then plan their next steps. This process is a continuous cycle as shown in the diagram. Planning There are three different types of planning Long-term, Medium term and short term all of which are important as they ensure all areas of a childs development are evenly met. It also ensures all the principles are being underpinned within the setting and that the children have access to a wide range of area including indoor, outdoor and a quiet area. Planning also enables areas of development to be linked together so the children are developing a range of skills and learning. In my setting the children are very much involved with the planning as we are interested in what the children want to learn. We use short-term weekly plans (Appendix) and review the activities each day including to see how successful they have been and to extend the childrens learning. Good planning is the key to making childrens learning effective EYFS FRAMEWORK principle pg12 2.8 Record keeping Keeping a record of childrens development is thoroughly important as it monitors a childs progress and achievements. Also highlights any patterns in a child development and is used as evidence to show parents, outside professionals and teachers. In my setting each child has their own Learning Journal which they are involved in. It consists of the child profile, evidence of their development and learning using photos, observations and their own work. This is shared between the child, their parents and the practitioners. Relationships with parents and importance of reporting to them Parents are a vital part of a childs learning as they are their main educators. A good relationship between the parents and the setting helps to build a strong connection which enables the parents to support their child and offer a continuity of expectations, experiences and behavior All families are important and should be welcomed and valued in all settings principle parents as partners 2.2 The parents also have an understanding of the EYFS and so understand how important it is for their child to play and how they their role as a parent is needed for them to develop. Within my setting we support the parents by making sure they feel involved and appreciated. We have an open door policy which allows parents to come and talk to a member of staff when they feel they need to. We also offer parent consultations, workshops, helping hand events and inform them of any information through meetings, newsletters, telephone calls and home/school diaries. Training Learning does not stop once leaving school you continue to learn throughout your life and within your professional career, today this is known as Lifelong Learning. So With frequent changes to the Curriculum it is important that practitioners continue to keep up to date with the training, as this helps them to develop on their knowledge and improve their skills within their career. It also allows them to reflect on their own learning experiences and to notice their achievements.

HR Practices in the Private Sector and MNC Banks

HR Practices in the Private Sector and MNC Banks Indian banking sector, especially commercial banks, have started realizing the need for a strong human resource orientation for their survival in the face of the rapid changing environment, global competition and other upcoming challenges. With attrition becoming a stark reality in the Indian banking sector, it is increasingly being understood that employee loyalty has to be created by organizational interventions and not something that can develop on its own. It is in this backdrop, it is an important topic to consider shaping your HR policies and practices around the workforce. Indian Banking Industry The banking sector in India is an integral part of countrys financial services industry. The banking index has grown has grown at a compounded annual rate of over 51 per cent since April 2001. The strong banking structure has been able to fuel continued growth, which has prospered long-term economic growth. Market cap of Indian banking industry 7500 Billion contributing to 7.7 % of GDP Human Resource Management Practices in India Indian banking sector is making efforts to adopt international best standards in HRM with the local customs and sensibilities. HRM function in a bank is being increasingly recognized as a strategic business partner with responsibility of managing key corporate resources. It is expected that HR Function must: Help the organization to be more agile by adopting practices that allows it not only to adapt to changes in the external environment but also to benefit from the same. Ensuring that the company is able to sustain its operation over a period of time. Ensure efficiency in the use of HR resources in the organization in an integrated manner with all other corporate resources. The success of any business depends as much on appropriate, effective, well-communicated, HR and business practices as it depends on meeting the requirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives. Organizations are becoming increasingly aware about the impact of generation gaps in the interaction between the various parts of its workforce. With increasing globalization, the diversity (both geographical as well ethnic) is on the rise in the organizations operating on a global scale. At the same time, the composition of the workforce itself is changing and different generation groups, with differing viewpoints on the same subject, are required to work together. This requires adjustments to be made by all categories. Organization must facilitate such adjustments by creating enabling environments so that the needs of all generation groups are satisfied, simultaneously with the achievement of the organizational goals. At minimum, the organizations must be aware about the diversity of generation groups within its ranks and tailor their personnel practices accordingly. 1.3 Key Performance Indicators for HR Practices Some of the key performance indicators for Human Resources include but are not limited to the following. à ¢Ã¢â€š ¬Ã‚ ¢ Employees clarity on HR policies à ¢Ã¢â€š ¬Ã‚ ¢ Employees clarity on roles, responsibilities and expectations à ¢Ã¢â€š ¬Ã‚ ¢ Development of qualitative staff à ¢Ã¢â€š ¬Ã‚ ¢ Number of HR issues arising for which there are no clear policies and guidelines à ¢Ã¢â€š ¬Ã‚ ¢ Competitiveness of compensation structure relative to industry benchmark à ¢Ã¢â€š ¬Ã‚ ¢ Usefulness and accuracy of compensation survey à ¢Ã¢â€š ¬Ã‚ ¢ Lead time to respond to staff welfare issues à ¢Ã¢â€š ¬Ã‚ ¢ Employees assessment of promotion criteria and process (clarity, fairness) à ¢Ã¢â€š ¬Ã‚ ¢ Measurement of HR policy violation à ¢Ã¢â€š ¬Ã‚ ¢ Average time required to fill vacancies à ¢Ã¢â€š ¬Ã‚ ¢ Proportion of training programs resulting in productivity improvement à ¢Ã¢â€š ¬Ã‚ ¢ Staff attrition rate à ¢Ã¢â€š ¬Ã‚ ¢ Understanding / Clarity of the Organizational philosophy à ¢Ã¢â€š ¬Ã‚ ¢ Outline internal capabilities and identify gaps on skills-competencies-behavioural aspects In response to the change in the business environment, the competencies required by HRM present in any Indian or MNC banks are necessary to be studied. Objective of Study HRM department depends upon the HR practices of the organization. HRM is done according to HR practices. HR Practices differentiate the organization from its competitors by effective and efficient HR Management. By following this, the organization does its whole work process. HR Practices increase productivity and quality, and help gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives. In addition to aforesaid goals following are our additional objectives: Literature review Various online journals on HR practices were referred. Along with it articles on different banks were also referred for the purpose of this project. Methodology Secondary data from books and internet resources were used for reference to write this report Analysis and discussion HR practices differ from one organization to the other. Even though the concept remains same its implementation differs from each because of the difference in its policies. Hence the analysis on the concept of HR practices and its implementation is carried out for three main multinational banks which include ICICI, Citi bank and HSBC. Their HR practices along with its approach towards HR, the different ways of implementation and innovative changes brought about by them in its policies are discussed for each of these banks mentioned above in detail. Hong Kong Shanghai Banking Corporation Holdings HSBC Holdings, a British financial holding company with origins in Hong Kong and Shanghai, where offices were opened in 1865 under a special charter which allowed Hong Kong rather than London as a headquarter location ( 2003). HSBC was in intense competition all over Asia with Chase Manhattan which showed interest in a small bank in India and Malaysia. HSBC pre-empted by purchasing the bank in 1959 (1991). Diversification had taken a beating although it was only in 2000 when acquisitions in Asia became topical again, in a small way. Two of them were part of the private banking drive, PCIB Savings Bank in the Manila area and Taiwans leading asset manager China Securities Investment Trust Corp. in 2001, to be followed by an 8 per cent stake in the Bank of Shanghai. HSBC had returned to its roots. Afterwards many more events unfolded including the turnover of Hong Kong to china this prompted HSBC to transfer headquarters to United Kingdom (2003). HSBC sees the Internet as one of several exciting new media, to be incorporated as an integral part of its working. The bank has concluded that e-commerce will change the fabric of the financial services sector and sees it as a way of finding new customers all over the world and improving its services to existing customers. The companys current approach to HRM HSBC has over 260,000 employees at present. The company employs and manages diverse kinds of people all around the world. Such is done by the company because they believe that these people can give them a balanced and well-rounded  organization. This also makes the company adaptable to different kinds of situation. The company wants to reach out to all parts of employment for maximum productivity and value. The company believes that a companys difference with its competitors can be seen in the way it serves it consumers and the way they treat their employees. The company makes sure that they treat the employees with outmost respect for their rights and it makes certain that the company is given the treatment they deserve. The companys personnel policies are geared to attract motivate and develop people who are perceptive, respectful, fair, progressive and responsive. The company aims to make itself a place people would like to work to. In the future the company can steer the g oal of its HRM to making the personnel the most competent people in the industry. The company can initiate activities that will make the personnel more competent without ruining their good relationship. Workforce Diversity HSBC claims that they are the Worlds local bank. Their tagline also applies to their work culture. They believe in the fact that no matter how diverse the work force may be, the ultimate aim of the bank is to have a work culture which is Global in nature. But at the same time they do give regional considerations in order to have synergies with the employees who are from the local population of a particular city/country. This in turn helps the corporation in becoming an employer by choice. Respecting individuals of all types inspires loyalty in both employees and customers, which has a direct line of sight in achieving business goals is their HR departments logo. The strategy is based on the premise that the most important competitive differentiators are the quality of individual service provided to our customers and the way we treat our employees. It connects with Managing for Growth, the brand and the people strategy. What is Diversity? Definition: According to HSBC, diversity is a source of opportunity, whether in employment or the customer markets. Appreciation of this diverse culture fuels group dynamics and helps in creating an environment where teams can perform to their fullest potential. Competitive edge can be gained from the variety present in their workforce and customer base, and specific attention to market variation. Example: In todays global environment, Banking corporations give finance to foreign companies. Now lets say that a company from USA wants to invest in emerging country like India in the field of agricultural technologies and approaches HSBCs New York branch for a loan to fund their new project. Now HSBC on its part would have to study various factors pertaining to the feasibility of the business plan submitted by the borrower. In order to decide whether they should grant a loan to the US company, HSBC will take a long time to collect data about the Indian agriculture prospects, the growth witnessed for the last 5 years, government policies, trade restrictions etc. This process will take a long time. However, now lets consider that this project is assigned to a handful of employees from India or from Indian origin in HSBCs New York branch. These employees by the virtue of being familiar with the country in question (India) would be very much familiar (there is a chance) with the aspects like agriculture in India, government policies pertaining to agriculture, trade etc. And hence, they would be able to prepare a report considerably faster than the employees who are not of Indian origin. This would considerably reduce HSBCs labour hours and would help them in coming up a quicker decision. This would thus make HSBC more competitive against a bank which does not have a diverse workforce. Recruitment and Selection HSBCs recruitment and selection policies are scripted in accordance with the organizations Equal Opportunities Policy. HSBC ensures that each stage of the recruitment procedure is conveyed out in a methodical manner and is based on pre-agreed criteria. They strive to eradicate individual bias that can influence the conclusion producing process. They ensure that all conclusion points are completely documented to aid followed by monitoring. HSBCs intentions are to make the entire hiring procedure as open as possible, and to double check that all candidates realize why conclusions have been taken and, where they desire, to get significant feedback. Demonstrate robust, clear methods and hence supply a cornerstone for appropriate defence in the event of a challenge. There are seven major phases to the procedure in the recruitment process in HSBC: Pre-advertisement Placing advertisements and considering with investigations and applicants Short-listing Interviewing and selection Post-selection procedures Induction Monitoring The following are the directing values for recruitment and on-boarding process. Attracting and employing suitable employees is one of the most significant undertakings of the association Merit will be the most significant factor in the recruitment process. Diversity of gender and ethnicity is to be achieved by with the assistance of recruitment vendors and the referral program. While abilities play an important role, they will charter persons who are group players and have the right mind-set most applicable to the heritage of the organization. Attitude is as significant as aptitude. They focus on hiring people who can push the organization to greater heights. They believe in allowing their employees to fulfil their vocational paths. They try and fill vacancies with internal candidates before assessing external candidates. They believe that each nominee consulted becomes an ally of the organization, irrespective of whether she/he is chosen. They treat all the candidates with the utmost respect and are open and equitable in connection with them They will relentlessly consider, recognize and cultivate strategic gifts for universities, administration schools, and community forums to address their long period needs. Hiring Approval All recruitment undertakings will be founded on the chartering design as accepted by the Business Head, HR Head the CEO. For each position, a chartering requisition will be needed prior to initiation of any recruitment activity. If the chartering is not encompassed in the designed allowance, it will also need acceptance from the CEO founded on a recommendation from the Head HR and the CFO. Recruitment total cost and expenditure should be budgeted and pre-approved by the HR Head. Candidate Sourcing: The chartering supervisor along with the Human Resource Department would conclude the source to use founded on the environment of the recruitment. The next causes of recruitment may be considered: Internal Sources: Whenever any vacancy arises, the likelihood of fulfilling the obligation internally via reassignment and relocation, re-allocation of the responsibilities or interior advancement will be discovered by the chartering function along with the HR Department. Employee Referrals: HSBC will boost workers to mention apt candidates for open positions. Other external causes include: Recruitment agencies External job postings College / campus requirement Employment of Relatives The association uses, solely on merit, the relations of employees as long as it does not bring about a conflict of interest. To decrease the possibilities of favouritism the following guidelines should be followed: Relatives are not allotted to a place where he/she has the opening to ascertain, method, and reconsider, accept, review or else sway the work of the individuals cited and above. If an employee is aware of a position that seems to be an opening for people to indulge in favouritism towards relations, one should communicate to the Department Head or Human Resources Department. Employees will not be part of the chartering method of their relations. Internship Program HSBC supplies internship possibilities to students. Such internships will result in young students producing genuine assistance to the company. HSBC will pursue the process as follows: HR will coordinate with enterprise assemblies to recognize possibilities for intern hiring. Internship demands could be obtained either from the students directly or as nominations from the informative institute. HR and chartering supervisor tele-interview the candidates and later conduct individual meetings in the office. Based on the illustrated capability, the intern will be appointed to work in multiple agencies to gain a broader enterprise comprehension. Probation Policy Probation is a test that is mutual opening for the worker and HSBC to affirm suitability for proceeded employment. The probation time span is to set up based on capabilities, anticipations and training required. The worker should illustrate suitability for proceeded employment. An evaluation will be conducted on components associated with work presentation, work customs, productivity, mind-set and compatibility, attendance and punctuality, and any other issue that is connected to the job profile. All new charters will be put on probation for a time span of 6 months from the designated day. HR will dispatch an appraisal pattern to the direct supervisor before culmination of the probationary period. The appraisal pattern is required to be accepted by the supervisors leadership. All notes of confirmation or extension of probation will be marked by the HR head and will be retained in worker records. HR practices in Citibank  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   The different steps in which Citibank implements HR practices are given below: I  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Staff Meetings: Staff Meeting aims at group synergy, team building, open culture, family feeling and talent recognition which individually and cumulatively benefit the organizations. Goals/Targets set for the unit/Bank is discussed in the monthly Staff Meetings conducted at all branches/units and action plan is drawn in achieving them. The forum is being effectively utilized for harmonious functioning of all the branches and administrative units through greater involvement and collective contribution of all staff members. II  Brain Storming Sessions This is a technique for generating ideas and suggestions on topics of relevance and also to provide alternate solutions to problems by simulative thinking and imaginative power of cross section of employees. Corporate Topics are selected for each quarter and BSS are conducted in administrative offices/ braches on the topic during every quarter. Worthy implement able suggestions emanated are circulated for necessary action. III Study Circle: Concept of Study Circle aims at self development of employees by kindling the desire to acquire/update knowledge, information and experience. Guest lectures/ Power Point Presentation / Group Discussions, etc. are arranged on topics of general interest by inviting experts in the field. Study Circle Meeting are conducted once in two months in administrative offices and once in a quarter in branches   Ãƒâ€šÃ‚  IV Quality Circles It is a time tested tool of Total Quality Management (TQM) which promotes team spirit, cohesive quality work culture, commitment and involvement of employees. Challenges faced by Citibank: The real challenge of that Citibank faced while entering India first time was adopting its HR strategy according to the Indian culture. As most part of the jobs in the banks are monotonous/repetitive and routine, the HRD Department has to empower, engage and energies employees to create effectiveness efficiency through motivation organizational structures, systems procedures are facilitators of these, and there is a need to focus greater attention on these aspects by the industry. However, the emergence of a core and peripheral workforce in many organization has presented new challenges for HR managers public private sector organizations are fast becoming diverse communities for core workers, flexibly employed casual and part-time workers, consultants, contractors business partners. Certain rigidities have also developed in HRD within Citibanks banking system itself because this industry is still largely in the public sector. Suggestions: Following suggestions are very essential to adhere for effective Banking Administration in Citibank: HR functions to be linked to corporate goals. Shift from Industrial relations manager to Business manager or Commercial manager. Team work is another important and essential soft skill that is necessary in this industry. The HR Professionals have to introduce improve the adaptability of their structure that will be able to absorb, draw and retain the best. As people are primary asset, it is essential not only to invest in them, but also to ensure that the supporting elements for this asset are such that it can provide the maximum value on a sustainable basis. HRD is to be regularly reviewed against business outcomes as part of strategic and operational planning. To overcome the public sectors hierarchical structure, which gives preference to seniority over performance, is not the best environment to attract the best talent from among the young. ICICI Banks HR Practices Selection Process As per ICICI Banks research and in-depth study, following competencies are required to succeed in ICICI Bank: Customer first Passion Dynamism Compliance with conscience In order to assess the same a set of tools are used a. Aptitude Tests (for applicants with 0-2 years of work experience) The tests are designed to assess basic aptitude of candidates including numerical comprehension, verbal comprehension, logical reasoning and basic checking abilities. These are important skills for the role of an entry-level manager and people who do well in these tests tend to do well in their jobs at ICICI Bank. The total time taken in this exercise is 55 minutes. b. Occupational Personality Questionnaire Applicants are also required to complete the Occupational Personality Questionnaire (OPQ) before they appear for the selection, the results of which are integrated into our selection process. Recruitment As a rapidly growing organization the bank looks to induct post-graduate management talent from various business schools across the country. Enthusiastic and talented youth form the backbone of their banking operations. The bank offers a wide range of careers in all functions including Finance, Marketing, Operations, Information Technology and Human Resources. According to Ramkumar (Group Chief Human Resources Officer of ICICI Bank in 2005), 4,000 of the recruits are freshers (2,500 MBAs from different management schools and about 1,500 graduates from various colleges). The banks growth in the retail segment is the driver for sharp hike in headcount of the bank. There is need of recruits to serve the fast growing small and medium enterprise, rural/agriculture, private banking and wealth management segments. Theres also a concurrent need for technical, back-office operations and quality assurance personnel. The bank recruits about 75 students from IIMs and another 100 from the next tier such as SP Jain, NMIMS, Symbiosis, Bajaj, etc., every year. It recruits only some persons from other banks. About 7.5 lakh persons working in the public sector bank generally dont change jobs and rather prefer job security. As a result, the remaining one lakh in private sector is a limited supply pool for a growing banking sector. So, the bank looks out for other companies in aviation and hospitality sector so that persons who like to serve customers are recruited. The group has some 50,000 employees on its direct payroll and another 1, 00,000 are indirectly employed as insurance agents and people working under service providers. The bank gets 4 lakh CVs each year. This benefits the bank and it does not face any hiring problem as there is plenty to choose from. While most of the hiring happens directly, consultancy firms are used for some of the higher level recruitments. The plans are to hire more people for insurance and securities broking businesses as these sectors are growing very fast. The bank has tied up with local colleges. With this, it is easy for them to create a local supply and also consume locally. Also, it would be able to gain the respect of the community and create loyalty. The recruits would be able to speak the local language. The motive is partially social and also makes good business sense. Also in a bid to control recruitment costs and raise productivity of its HR personnel, the bank has collaborated with Internet service providers such as Reliance Infocomm for providing interview cubicles with audio-visual recording and tele-conferencing facilities. By this process it would be convenient for candidates to attend interviews at centres nearest to their homes, instead of travelling to Mumbai, where interviews generally take place. The interview centres are expected to improve productivity of the banks human resources personnel by about 30%. It will also reduce the time invested by HR heads as they have to spend a lot of time traveling to tier-II cities to interview candidates. These interview centres would remain open 24 hours a day. This is a boon for working candidates who can find time only after office hours. Online application forms and an in-bound call desk are other initiatives the bank is taking to support recruitment. Bringing a Change The professional work culture, high salary and faster growth prospects make the group a preferred destination for top business school students. The senior bank officials have also met representatives of the countrys top 20 B-schools to discuss changes to their curricula so as to make them reflect the changing business dynamics. As per the current industry trends, retail and rural banking are emerging as big areas. So, the bank has suggested B-schools to forge them in the curriculum. Also, the nature of internships for B-school students should be changed from those involving mere summer training and data collection to the ones undertaken by doctors and lawyers. Research should be India centric and Indian case studies should be prepared for students. According to him, the group is not worried about getting skilled people as it has the infrastructure to train the well educated people. ICICI Bank, which boasts an extremely high proportion of women by industry standards (32,000 women or one-third of their headcount), has been running a campaign on campuses for last two years to bust notions regarding career options for women. There are some male stereotypes about certain kinds of job profiles and that is a misplaced notion which the bank is trying to correct. The average age of an employee at ICICI bank is 30 year. And 70% of these employees have additional qualifications they are CAs, MBAs or have diplomas in business management. Training Talents The banks HR Head believes that it is up to organizations to train the fresh talent so as to be able to retain them in the future. ICICI Bank spends 1.5% of its profits on training and has nine training centres across the country today. It employs 30,000 people and recruits 15,000 people annually. The training sessions are customized to enable employees to handle an irate customer without being aggressive or defensive; instead reassure him/her and work towards a solution in the right attitude. It also helps the employee handle difficult situations such as 5 customers appearing at the counter at one time. Training sessions are more or less on grooming, etiquette and more on presenting ones company, product and oneself, identification of customer needs, listening, and so on. To add to it, the senior managers of ICICI Bank take regular classes at B-schools and this provides an opportunity for interface with the institutes as well as help supplement the theoretical inputs with practical cases. The organization is tech-savvy, non-hierarchical, where early responsibility and independent decision-making enable each employee to reach their potential. Coupled with this is a strong performance management system that has built a meritocracy where high performing-high potential individuals are duly rewarded. Understandably, its a good time for bankers. Few years back, branch managers in private sector banks were getting Rs. 6 lakh a year. Now, they are being offered salaries as high as Rs. 25 lakh by MNC banks. Human Capital ICICI Bank views its human capital as a key source of competitive advantage. Consequently the development and management of human capital is an essential element of our strategy and a key management activity. Human resources management in fiscal year 2002 focused on smooth integration of the employees and human resource management systems in the context of the merger, as well as on continuous improvement of recruitment, training and performance management processes. The process of integration involved defining the organizational structure of the merged entity, people placement in various positions across the business and corporate groups, and integration of the grade and remuneration structure for the employees of the four entities. The organizational structure was announced in February 2002 and became effective on May 3, 2002. The people placement process was based on appropriate competency profiling tools and matching employee profiles to job specifications. The grade integration process has also been successfully completed, using job evaluation techniques. The recruitment process has been streamlined and a uniform recruitment policy and process implemented across the merged organization. Robust ability-testing and competency-profiling tools are being used to strengthen the campus recruitment process and match the profiles of employees to the needs of the organization. ICICI Bank continues to be a preferred employer at leading business schools and higher education institutions across the country, offering a wide range of career opportunities across the entire spectrum of financial services. In addition to campus recruitment, ICICI Bank also undertakes lateral recruitment to bring new skills, competencies and experience into the organization and meet the requirements of rapidly growing businesses. A Six Sigma initiative has been undertaken for the lateral recruitment process to improve capabilities in this area. ICICI Bank encourages cross-functional movement, enriching employees knowledge and experience and giving them a holistic view of the organization while ensuring that the bank leverages its human capital optimally. The rapidly changing business environment and the constant challenges it poses to organizations and businesses make it imperative to continuously enhance knowledge and skill sets across the organization. ICICI Bank believes that building a learning organization is critical for being competitive in products and services and meeting customer expectations. ICICI Bank has built strong capabilities in training and development to build competencies. Training on products and operations is imparted through web-based training modules. Special programs on functional training and leadership development to build knowledge as well as management ability are conducted at a dedicated training facility. ICICI Bank also draws from the best available training programs and faculty, both international and domestic; to meet its training and development needs and build globally benchmarked skills and capabilities. ICICI Bank seeks to build in all its employees a total commitment towards exceptional standards of performance and productivity, adaptability to changing organizational needs and the demands of the business environment and a willingness to learn and acqu

Rhetorical Analysis of Crash the movie Essay -- essays research papers

"It's the sense of touch. In any real city, you walk, you know? You brush past people, people bump into you. In L.A., nobody touches you. We're always behind this metal and glass. I think we miss that touch so much, that we crash into each other, just so we can feel something." -Graham from the Motion Picture Crash (2005) This quote refers to the diversity in Los Angeles and how people put up personal barriers and are hesitant to trust others. Crash is a movie that really gets people to look at their own prejudices and to the roots of their morality by showing the hidden racism and prejudices that are very present in our society and even in ourselves today. If this movie were to be summarized in one sentence, one may say that no matter who you are, everybody holds preconceptions and stereotypes against other people. For example, in this movie, an upper-class white woman sees two black men so she clings to her husband, showing she is scared of them. Even though this woman had no idea who they were, she still jumped to a conclusion that they were going to harm her because of the color of their skin. This movie takes place in Los Angeles and is about racial conflicts within a group of people which occur in a series of events. Since there are a wide variety of characters in this movie, it can be confusing to the viewer. In the plot, Graham is an African-American detective whose younger brother is a criminal. His mother cares more about his brother than Graham and she wants Graham to bring his brother back home, which in turn hurts Graham. Graham?s partner Ria is a Hispanic woman who comes to find that her and Graham?s ethnicities conflict when she had sex with him. Rick is the Los Angeles district attorney who is also op... ...cause of the conflict, as the shop owner continues the conflict with a number of stereotypes and racist remarks regarding Farhad?s race. We crash constantly. We crash into the cultures and lives of those that surround us in our society. We judge because we do not know or unwilling to understand the differences that surround us. The director wants the audience to make an unfair judgment on Officer Ryan because of he inappropriately searches Christine, however, as the movie progresses our judgments crashes as we begin to identify with Officer Ryan. When Graham states ?We are always behind metal and glass,? it is not the metal and glass we are behind, but the fear of understanding and trusting someone that is different from us. This fear is where our preconceived notions and racist habits come from. It is the fear of trusting that in which can cause us to crash.

Rodman Edward Serling :: essays research papers

Rodman Edward Serling, in my opinion one of the most brilliant men of our time, was born in Syracuse, New York, on December 25, 1924, to a wholesale meat dealer, and grew up in Binghamton. By his own account, he had no early literary ambitions, though from an early age, he and his older brother, Robert, immersed themselves in movies and in shows like Astounding Stories and Weird Tales. Rod was best known from the intro where he was seen wearing a suit and most often dangling a cigarette, which was unfortunately the cause of his untimely demise. "There is a fifth dimension beyond that which is known to man. It is a dimension as vast as space and as timeless as infinity. It is the middle ground between light and shadow, between science and superstition, and it lies between the pit of man's fears, and the summit of his knowledge. This is the dimension of imagination. It is an area which we call... THE TWILIGHT ZONE," Serlings masterpiece would not come until later in his writing career. He began writing full-time in 1951, more than seventy of his television scripts were produced, garnering both critical and public acclaim. Full-scale success came early in 1955 with the production of a script called "Patterns," deemed a "creative triumph" by critics, and the winner of the first of Serling's six Emmy awards. Serling went to work on screenplays for MGM and as a writer for Playhouse 90, for which he crafted ninety-minute dramas. A critical and financial success, Serling shocked many of his fans in 1957 when he left Playhouse 90 to create a science fiction series he called The Twilight Zone. 156 episodes of Twilight Zone, ninety-two written by Serling, aired on CBS over the next five years. The show went on to be one of the most widely recognized and beloved series in television history, and achieved a permanent place in American pop culture with its instantly recognizable opening, theme song and charismatic host, Rod Serling. With appearances by personalities such as Robert Redford, Burt Reynolds, Dennis Hopper, and more, Twilight Zone became a launching pad for some of Hollywood's biggest stars. The show headed downhill in its fifth season chiefly due to the fact that Serling lost most creative control of the show. After production ended in January 1964, Serling continued to write for film and television series and movies, and often appeared in his own productions, such as Rod Serling's Night Gallery. He returned to Antioch College as a professor and lectured at college campuses across the

Abstract of Judgement & Decision Making Topics

Reading 1. 3 (Jackall, R. (1988)) : Looking Up and Looking Around In every corporation the crux of a manager’s charisma is his decision making prowess. Though there is an abundance of scientific theories and myths related to decision making, generally decisions are made in a highly rationalized context. A manager would prefer taking decisions that are based on well-formulated and generally agreed upon strategies rather than evaluating all the possible solutions to the problem in hand and then taking a well reasoned decision. In contrast, managers are highly uncomfortable when faced with situations in which there are no specific procedures. Managers vouch for their own safety, safety in terms of reputation and therefore tend to look around and see what others opinions are, the perspective of their superiors. In situations where their reputation is at stake, or huge sums of money involved, or even the company’s goodwill is at stake managers tend to hesitate and wait for an opinion not due to lack of experience but due to fear of failure. Another aspect why managers tend to look around is the accusation or blame time after a problem occurs because there is no means to track down responsibility. As a result of bureaucratic structure higher authorities can easily sneak out of such situations leaving the subordinates hung out to dry. A negative aspect in an organization would be milking a plant which is generally performed by a top level authority in order to maximize gains. The negative aspect in this is of course the organisation bears the brunt of it, moreover at the end of it all, the person assigned the charge of the milked plant eventually becomes the scapegoat. Another aspect is that if focus remains on short term profit it may not be the key to lasting achievements though it may be profitable for a short duration. Likewise individuals look out for their own interests instead of the organisations when there are immediate personal benefits. Experience: In my experience this occasion has occurred a number of times when my manager tends to avoid the risky or rather sticky situations. As a newly appointed sales engineer in a trading firm my manager used to pass on a number of sales quotations to me for processing and finalizing the deal. Since I was fresh to the field of sales I didn’t realize that he was forwarding me these sales orders just because those orders were from clients who weren’t credible enough. Though I managed to get a couple of orders, two of the orders went kaput in terms of payment for which I was held responsible. My manager washed his hands of me accusing me with not consulting him before I plunged to seal the deal. Though on the other profitable orders he too had a take on the credit but the blame only fell on me. Reading 4. 3 (Wildavsky, A. , and Dake, K. (1990)): Theories of Risk Perception: Who Fears What and Why? This article mainly focuses on the outlook of different kinds of people, outlook such as the perception of risk of different products and practices, the diverse effect of a particular practice or event on these different groups, the intensity of the effect on these groups and the varying concerns on an individual basis to a diverse range of risks so as to understand the patterns of risk perception. Fundamentally an individual perceives a hazard as a risk with greater anxiety if his wellbeing is likely to be in danger. If the hazard doesn’t seem to affect him or his beliefs in any way it wouldn’t be of any concern to him though it might be of ample concern to someone else who will be directly affected. By classifying people on the basis of social relations such as hierarchical, egalitarian and individualist, along with the cultural biases that support them, turned out to be the best way to account for the perception of risk. It was found that people who support egalitarianism would be more inclined to risk taking individually but as a social group would be more risk averse, whereas those who favour hierarchy tend to be the opposite. An individualist would be risk taking when it comes to technology as they see an opportunity for growth. These observations were in respect to technology and environment but in terms of personality structure there is no evidence as to variation in risk perception. In spite of these observations one cannot presume that risk taking is preferred by cultures of individualism and hierarchy neither can one presume that egalitarians are always risk averse this is because as risks pertaining to technology and environment are feared by egalitarians in a similar way social deviance is feared by hierarchists and the risk of war is feared by individualists. In conclusion, depending on the object of attention risk perception also varies. Experience: During my tenure in a shipping company as a procurement executive I had once the task to procure water pump for eight ships. Since this was a high priority requirement and involved huge costs I made sure I had researched the market well and decided on a particular brand (Grundfos) even though there was another pump (Davey) that perfectly suited our requirements. The reason was that Davey’s technical support was really bad. So I forwarded the research report to my MD who called for me and told me to go ahead with the purchase of the Davey pump telling me that it was profitable and worthwhile to get our own technicians trained since we could use more of their pumps. To me it seemed like a big risk especially since it involved a huge cost but to him it didn’t seem a risk at all. Reading 6. 1 (Lindblom, C. E. (1959)): The Science of â€Å"Muddling Through† The author compares and contrasts two different approaches to policy making – Rational comprehensive method (Root) and the Successive limited comparisons (Branch) and explains why branch method is a better approach in formulating policies. The root method starts from the fundamentals, improving on the past only if included in a theory. This method cannot be used for complex problems simply because the facts needed require a gigantic compilation of observations. Whereas the branch method continually springs up from the present situation in a step by step manner, varying in small degrees and is more appropriate for complex problems because facts requirements are small and are relevant to the policy. In the root method, initially values or objectives have to be clarified before the alternative policies are examined. Disagreement is unavoidable even when objectives are clearly stated. Another difficulty is ranking of conflicting values since objectives may not have the same relative values. Whereas in the branch method values and policies are selected simultaneously and only incremental values are focussed on making it simpler. Secondly, in the root method, ends are initially chosen in a means-end relationship and means are then developed whereas in branch method means as well as ends are simultaneously chosen. Thirdly, in the root method decisions are termed â€Å"good† if an objective is achieved even when the decision hasn’t been described. In the case of branch method where the objectives are defined only by the incremental values it is still possible to determine if the policy achieved the desired objective. Again in the root method it is impossible to take all factors into consideration due to limitations unless the complex problem is simplified whereas the branch method by limiting the policy comparisons to relevant ones only differing slightly from the current policy the problem is simplified. Finally policy is made and re-made endlessly in the branch method. Nevertheless, branch method does have its disadvantages but is far superior for decision making in complex problems. Experience: In a new start up firm generally new policies are made often or even old ones are amended. During my work as a business development manager in a newly start up firm, I along with another colleague had the major task to formulate policies for my division. We decided to put together basic policies related to our past experience from similar jobs. This served as the base to us and the other employees of the division. There were revisions to these base policies only when there was a need to amend it because it wasn’t working for us or when some mishap happened and a new policy was inevitable. But the fact was that the new policies didn’t vary from the old policies in such a large manner. So it wasn’t difficult for the employees to get accustomed to the new policy. And slowly we managed to put together a solid set of policies. Reading 7. 1 (McIntyre, R. M. & Salas, E. (1995)): Measuring and Managing For Team Performance: Emerging Principles From Complex Environments The author of this chapter focuses on a fairly neglected but critical aspect namely teamwork that develops as teams mature over a period of time. The base for this research was military teams but due to the similarities between military and any organisation the findings can be extended to teams in an organisation too. The model formed for this research was The Team Evolution and Maturation (TEAM) Research Paradigm. The TEAM paradigm program observed and measured a number of tactical decision-making teams. Interviews were conducted, data instruments and self-report questionnaire were developed and employed to assist in the research. The data analysed were scanned for evidence of behavioural trends that characterized team performance and the results were presented. Teamwork is the interactive behaviour between members of a team but depending on circumstance may include technical activities. Teamwork consists of four major factors-performance monitoring, feedback, closed-loop communication, back-up behaviour and also performance norms such as team’s self awareness and supporting interdependence among team-mates. Also effective teams modify their behaviour depending on the situation and do change over a period of time. Another category that led to a better understanding of team performance was Team leadership. A team leader must be able to serve as models of teamwork in order to maintain the team’s effectiveness by engaging in teamwork and improving the team performance, being prepared technically, by listening and benefiting from the knowledge of team members, accepting and providing feedback but at the same time being cautious about his leadership style and the respect he commands. The role of each individual team member was also important in this context. Team members should be individually competent so that effective team work can take place but at the same time be aware of the tasks of his team-mate. Also, a team member must not be dependent on an outstanding team member by evading responsibility. Experience: During my career in a software company a team was formed for every project. The team was formed depending on the requirement of the particular phase of the project, budget and duration. The team members were selected based on their experience. Meetings were conducted with the project managers on an individual basis as well as a team. New ideas as well as difficulties faced by each team member were noted. Another method employed by the company was the team appraisal form in which team members rated their team mates in different tasks. At the completion of the project too a review of the performance of the team as well as the project manager was conducted. For the next project the outcomes of these reviews were specially taken into consideration to form another team. What I observed was as a team our performance improved and tasks were completed with less difficulty among team members. Reading 5. 3 (Parkin (2000)): Expert Judgment This reading discusses about how the conceptualization of information can help in retaining information for longer periods of time and achieving expertise. It also classifies the characteristics of an expert and finally whether experts are better judges in their own domain. The short term memory in human beings can only absorb and process few chunks of memory and that too for a short period of time whereas to remember data for a longer period it is necessary to put them in long term memory. Some recent findings have shown that in order to support the short-term memory, experts developed their long term memory thereby overcoming the limited capacity of the short term memory. But again the storage capacity isn’t what makes a difference between a novice and an expert. It is the ability of an expert to visualize and analyse as well as reason the patterns and data in such a way that it provides room for more planning that differentiates him from an amateur. In order to have this ability of an expert, practice seems to be the only solution. Again being an expert in problem solving in a particular domain is not the only skill required by an expert but good planning skill too is critical. By deciding on the right methods and goals based on past experiences experts are more successful in predicting likely outcomes. Thus in order to facilitate quick retrieval of information from the long term memory it is necessary to conceptualize the largely disaggregated data that one acquires during education and training. Through a continuous series of trial, error and reliable feedback, information gets stored in memory and readily available. But in spite of these characteristics experts may not be better judges also in their own domains. An expert’s decision would differ from another one based on his knowledge and experience. But again agreement cannot be the only criteria to judge an expert. Experience: During my career as a computer engineer I had done multiple projects. But I remember one of the projects in the early days of my career which was a fairly complex one. It was a complex one only because in spite of learning that programming language in my undergraduate course and also having been rained for it in the company I had to struggle through the coding because I hadn’t practised it actually. But the irony was that the project manager was quite an expert at it and had an extensive knowledge in that programming language despite the fact that this language came into actual practice long after his graduation. I later came to know that he had successfully completed a number of projects using this program ming language. Thus practice and definitely the multiple projects he executed got him to this level of expertise. Reference 1. UTS November 2002, ‘Judgment and Decision making’, CN2118 Lectures & Reading Material.